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BSS Forum Moscow Business Transformation, what for?. Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line, Huawei G ermany +49 1622 106269 Ivan.Hlavanda@huawei.com. Content. Business Transformation for MNP market. 1. 2. Business Transformation Key aspects. 3. Q & A. - PowerPoint PPT Presentation
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HUAWEI TECHNOLOGIES CO., LTD.
BSS Forum Moscow
Business Transformation, what for?
Ivan Hlavanda, Senior Business Consultant, GBC BSS Product Line, Huawei Germany+49 1622 106269Ivan.Hlavanda@huawei.com
HUAWEI TECHNOLOGIES CO., LTD. Page 2Huawei Confidential
Content
1 Business Transformation for MNP market
Business Transformation Key aspects2
Q & A3
HUAWEI TECHNOLOGIES CO., LTD. Page 3Huawei Confidential
Are You interested in VIN number portability?
Owner of the CAR A is willing to buy CAR B unless his VIN number is ported?
Owner of CAR B is refuting to port VIN number from CAR A
Question nr.1: is this situation stopping the deal?
Question nr.2: Why is Telco different?
Car Buying Story
HUAWEI TECHNOLOGIES CO., LTD. Page 4Huawei Confidential
Overall MNP trends & Impact on European Market
Prices declined after the introduction of MNP by 7.9%, on average, main impact on MNP is reduction of price and market concentration( Source: European Commission 2010, data analysed in 2008 after first year of EU MNP regulations in paper by Cho, Ferreira,
Telang in The Impact of Mobile Number Portability on Price, Competition and Consumer Welfare)
Percentage of Numbers Ported over Total Subscribers across Countries
HUAWEI TECHNOLOGIES CO., LTD. Page 5Huawei Confidential
Bloomberg informs: Russia plans to end so-called “mobile slavery” by introducing mobile number portability from December, according to Telecommunications Minister Nikolay Nikiforov. The country will at least partially start number portability from Dec.1 as planned despite proposals to delay introduction until April 1, Nikiforov said, according to official government newspaper Rossiyskaya Gazeta. The ministry expects about three million Russians a year to change operator while keeping their mobile-phone number, Nikiforov told Rossiyskaya. Tele2 Russia and OAO MegaFon (MFON) have already successfully tested number portability, and OAO Mobile TeleSystems (MBT) and VimpelCom Ltd. (VIP) followed last week, the 31-year-old minister said. Russia has a mobile penetration rate of 164 percent, which means there are 1.64 active SIM-cards for each person in its population of 143 million, according to research agency Advanced Communications & Media. About half of Russians are potentially ready to switch mobile operators while retaining their mobile numbers, Nikiforov said.
Cost
Declining revenues
Regulatory & Market Pressure.
Fragmented MNP solution
Trust
Customer Experience
Challenges Expectations
Common Approach
Common Platform
Competitiveness
Common Rules
Regulatory
MNP Challenges & Expectations
Retention
Churn
HUAWEI TECHNOLOGIES CO., LTD. Page 6Huawei Confidential
Successful MNP transformation MUST address challenges
ProcessesMNP Requests Channels
MNP Provisioning Channels
MNP Churn preventionMNP Retention portfolioMNP Fraud Management
People
MNP Transformation
Communication between Regulator & CSPsCommunication between CSPsCommunication between CSPs & VendorsCommunication between CSPs operational unit
PlatformsMNP Platform Cost
Centralised or distributedBSS & OSS technological
constraints
HUAWEI TECHNOLOGIES CO., LTD. Page 7Huawei Confidential
MNP transformation aspects: People
MNP Transformation checklistMNP Transformation checklist Bi-directional communication between Regulator & CSPs
MNP Approach suitable for all parties in terms of Cost sharing, MNP execution and Market Communication
Internal CSP communication with affected business units like Marketing,
Loyalty, Retention, Sales, Fraud , Customer Care
Internal CSP communication with affected IT units like Ordering, Provisioning, Network, Partner Management, Billing
Vendor Communication seeking most suitable solution for given Regulatory & Market Conditions with appropriate cost and desired implementation approach
Bi-directional communication between Regulator & CSPs
MNP Approach suitable for all parties in terms of Cost sharing, MNP execution and Market Communication
Internal CSP communication with affected business units like Marketing,
Loyalty, Retention, Sales, Fraud , Customer Care
Internal CSP communication with affected IT units like Ordering, Provisioning, Network, Partner Management, Billing
Vendor Communication seeking most suitable solution for given Regulatory & Market Conditions with appropriate cost and desired implementation approach
People
HUAWEI TECHNOLOGIES CO., LTD. Page 8Huawei Confidential
MNP transformation aspects: Process
MNP Transformation checklistMNP Transformation checklist Design of Common & Shared MNP Processes across transformed Market:
Request Rules, Retention Rules, Provisioning Rules, Fraud Rules, Compliance Rules
Design of CSPs processes with regards to Customer Base: MNP Request Channels, MNP fees, Retention offers, Churn prediction, Strengthening of Fraud Prevention, Resource Management
Design of B2B processes between Donors & Recipients in MNP process: Fault
Management, Customer Complaint Management, Regulatory Compliance
Design of processes related to Managed/Outsourced Service: Porting In SLA Management, Porting Out SLA Management, Integration to CSPs platforms, Exception & Fault Handling
Design of Common & Shared MNP Processes across transformed Market: Request Rules, Retention Rules, Provisioning Rules, Fraud Rules, Compliance Rules
Design of CSPs processes with regards to Customer Base: MNP Request Channels, MNP fees, Retention offers, Churn prediction, Strengthening of Fraud Prevention, Resource Management
Design of B2B processes between Donors & Recipients in MNP process: Fault
Management, Customer Complaint Management, Regulatory Compliance
Design of processes related to Managed/Outsourced Service: Porting In SLA Management, Porting Out SLA Management, Integration to CSPs platforms, Exception & Fault Handling
Process
HUAWEI TECHNOLOGIES CO., LTD. Page 9Huawei Confidential
MNP transformation aspects: Platforms
MNP Transformation checklistMNP Transformation checklist Cost Bearing & Cost Sharing: dependent on centralised or distributed
approach
MNP Architecture compliant with Regulatory requirements Multi-directional or Bi-directional transaction flow
Atomic, Shared or Outsourced Fault Management
Disaster & Recovery
Reporting
Cost Bearing & Cost Sharing: dependent on centralised or distributed approach
MNP Architecture compliant with Regulatory requirements Multi-directional or Bi-directional transaction flow
Atomic, Shared or Outsourced Fault Management
Disaster & Recovery
Reporting
Platform
HUAWEI TECHNOLOGIES CO., LTD. Page 10Huawei Confidential
Compliance to agreed Market Specific regulations & norms
Retention WindowAllowance for donor CSP to retain Customer.Porting Request
Porting Out or Porting In?Within Contract and blacklisted?
Provisioning of RequestDe/Provisioning of old serviceActivation of new service
Billing of Ported SIMsSynchronisation between old and new service provider
B2B reportingSettlements
Regulatory reportingCompliance
10 I
MNP Orchestration Sample
HUAWEI TECHNOLOGIES CO., LTD. Page 11Huawei Confidential
UK MNP process example
HUAWEI TECHNOLOGIES CO., LTD. Page 12Huawei Confidential
Every NO and SP is obliged to implement a MNP desk. The MNP desk is central contact
only for other NOs and SPs in case of occurring trouble with a porting request. The MNP
desk shall be reachable by German local fixed line phone, by e-mail and by German
local fixed line fax.
The following time table for availability is mandatory: working days 08:00 to 18:00. Saturdays (except German bank holidays) 08:00 to 12:00
In addition the following reaction times are valid:
working days: reception between 0:00 and 11:59 = answer on same day up to 18:00 reception between 12:00 and 0:00 = answer on following day up to 12:00
Saturdays (except German bank holidays): reception between 0:00 Uhr and 11:59 = answer up to 12:00 of next working day
German MNP process example
HUAWEI TECHNOLOGIES CO., LTD. Page 13Huawei Confidential
Content
1 Business Transformation to MNP market
Business Transformation Key aspects2
Q & A3
HUAWEI TECHNOLOGIES CO., LTD. Page 14Huawei Confidential
Business Transformation is affecting entire revenue chain!
Revenue Management model from Shareholder perspective
Budget
Customer
Contributing FactorsContributing Factors
Financial targets Time to Market Business Process Excellence Operational Excellence Risk Management Wholesale Management Customer Experience Project and Change Management Compliance
Financial targets Time to Market Business Process Excellence Operational Excellence Risk Management Wholesale Management Customer Experience Project and Change Management Compliance
ERP Collection
ProvisioningBilling
Acquisition Product Offer
Ordering
Product Strategy = Differentiation
Revenue Strategy = Differentiation (OPEX, CAPEX, Revenue, Profit)
Think about this domains from future perspective!
HUAWEI TECHNOLOGIES CO., LTD. Page 15Huawei Confidential
An executive management initiative to align the company’s vision and strategy with its Processes, Systems, People, Organization and Marketing Mix. Business Transformation is about change and results. Key results are delivered by people.People run businesses.Businesses are run on platforms (i.e. B/OSS).Platform execute processes.Processes are managed by people.To transform business, we need to transform Process, Platform & People.
Business Transformation is Realising Future Now...
HUAWEI TECHNOLOGIES CO., LTD. Page 16Huawei Confidential
Financial Challenges
IncreaseShareholder value
Open Tech.Best-of-Breed
Improved business data
ImprovedPartnerships
MaximizeRetention
Max. Business Performance
Quick TTM, TTR
Innovative Products
Reduce CostsTCO, OPEX
Maximize Automation
Execute Strategy
PersonalizedExperience
Grow NewRevenues
Know Better, Do BetterMaintain Business MomentumImprove Business ResultsInformation Leadership
PeopleOrganizational Vision,
Strategy, Culture, Structure
ProcessIndustry Best-Practice
Process (eTOM, ITIL etc.). Ensure E2E .
PlatformIT Strategy, Modernization, Consolidation, Pro-active Roadmap Planning, Cloud Strategy and
Planning, Infrastructure Management
3 P’s of Business Transformation
Executing strategies by Transformation can maximize the overall benefits, for both Operator & the end users.
Technology Challenges Operational Challenges Market Challenges
Executing Strategy via Business Transformation
HUAWEI TECHNOLOGIES CO., LTD. Page 17Huawei Confidential
Consumer Service [B2C]
Business model disruption by digital economy
Infrastructure
Infrastructure Enablement [B2B]
Telco
Media
1500 + Telecom Operators
Consumer Service Enablement [B2B2C]
Content Commerce Entertainment
Open API Social Media Connector
Payment GW
M2M Cloud Enterprise Service
Voice Message Data
Smartphone hardly used for calls… UK research shows that making calls is at 5th place out of all activities like web browsing, social networks, gaming & applications. ( Telegraph UK, published June 29th, 2012)
HUAWEI TECHNOLOGIES CO., LTD. Page 18Huawei Confidential
Transformation Trends
Business Process Manager Data Transformation Transportation Product Adaptors
EAI Bus
OSS MMS
Offline Mediation Online Mediation
Real-time rating
Credit Control
Balance Mgmt
Session Mgmt
OCS
Account Receivable
Bill Run
Debt collection
Bill formatting
Billing
Convergence Billing System
POS
Marketing
Service
Customer Care
Product Order
Campaign Channel
CRMIPContact Center
Inventory
Workforce Mgmt
Trouble Ticket
Provisioning
FMS
RA
HR
ERP
BI/DWH
E-Care
Business Process Manager Data Transformation Transportation Product Adaptors
EAI Bus
OSS MMS
Offline Mediation Online Mediation
Real-time rating
Credit Control
Balance Mgmt
Session Mgmt
OCS
Account Receivable
Bill Run
Debt collection
Bill formatting
Billing
Convergence Billing System
POS
Marketing
Service
Customer Care
Product Order
Campaign Channel
CRMIPContact Center
Inventory
Workforce Mgmt
Trouble Ticket
Provisioning
FMS
RA
HR
ERP
BI/DWH
E-Care
Supplier / Partner Billing
Clarify
BAT
ArborBP
TABO
Oracle LogisticsOnline
Extranet
NPMS
MijnTelfort
NI2
Tracker
ESP-GW
CCD
HI
ESP.Apl.Systeem
Online* CO
Online Selfcare
ACM
Avaya ACD
CACS
Fastsave
CSC-IVR
SimUnlock
SimcardInfo
ExpertDesk
Retournet
Belwijzer
Rightnow
CENDRIS
OCRT
XML-Gen/Val
TREX
Rek.Online
Galileo BRAT
SARA
Exact
E-Incent
PowerCentre
TOLEDO Opt-Out
ODS
Business Objects
Insado
PPM
IPM
IM
DataGen
TABO-beheer
E2ETrack
IS Ops Webt.
Incident Reg.
BankStation
BlackBox
ESP High usage
FAR/FOD
MACH
IXBS
CCM
TopUp IVR Postiljon
Online DTU
APRO
Cendris-tool
BOPS
OPTA
Schlumberger
CDV
Number Inclusion
ESP
AMTRIX
Interpay
Bank
Roaming Partner
InterconnectPartner
OLO
XML gw
Dealer
CART
EDR-online
EDN Erase
D&B
KvK-Online
UsageServProv
PPAS
Online shop
Reviva
ODS
ODS
ODS
ODS
ODS
ClarifyCDVTaboNPMS
TrackerNetwork syst.
Sherlock
GalileoFastsave
ArborOnl.DTU
COIN
BKR/VIS
Preventel
Experian
UPS
ODS
CCD CIOT
RadicalDashboard
Inventory Mgt
Retail Billing
Payments & Collection
Analytical CRM
Operational CRM
Sales
Sales & Channel
Mgt
CustomerInterface
Mgt
Telfort Mobile System Overview
NPMS
IM
e-Voucher
Wholesale Billing
TUF/EMMKPN Network
Usage
Settings
Enterprise Mgt
JusticeADC
TopUp IVR
VMDB
PPAS
PPM
ODS
Capgemini/Ericsson
KiQ Omega
CCD
KiQ Omega
Telfort VAS/HLR
Oracle Finance
AR
SimplificationStandardization
Siloed Cobweb Horizontal
Centralization
IT
Sales
Distribution
Branding
IT
OpCo1 OpCo2 OpCo1 OpCo2
One single IT• )••
•• …
Other members of the KPN group (other
countries)
Multi Parties
Network Network Virtual Networks
Digitalization
• On-demand digital services
• Multi-sided business model
• Open API
AS-IS TO-BE
• Components standardization
• System architecture and basic abilities standardization
• Globally Transform
•Regionally Transform
NetworkNetwork
Sales
Distribution
Branding
Sales
Distribution
Branding
Sales
Distribution
Branding
Leveraging all-rounds experience in Transformation projects
HUAWEI TECHNOLOGIES CO., LTD. Page 19Huawei Confidential
Time to Market Factor – what it is really?
Surrounding Systems
TTM = Product(Product Catalogue)+ Order (CRM)+ Huawei (CBS) + Network(Provisioning)+Legacy(Change Management)+ Legacy ( Manage Service - Change Management)
• Internal ESB with predefined SOA/API communication• Legacy systems integration as an integral part of OOTB
Process design• 3rd party Vendor Management included via E2E Managed
Service competence
• One product Configuration deployed to One CRM and One Convergent Billing System
• One Data source for Settlements and Partner Management• Efficient and embedded Reconciliation & Data monitoring
It is more than Your BSS platform exchange
All Processes & Contributing Factors
• Roles and Responsibilties as a part of Target Operational Model Design
• Business Architecture & Business Readiness Support for succesful BSS deployment
HUAWEI TECHNOLOGIES CO., LTD. Page 20Huawei Confidential
Huawei Business Transformation LibraryNon Huawei SystemsHuawei system
BillingCRMRating & Charging
Online Mediation
Offline Mediation
BI OSS
BillingCRMRating & Charging
Online Mediation
Offline Mediation
BI
BillingCRMRating & Charging
Online Mediation
Offline Mediation
BI OSS
BillingCRMRating & Charging
Online Mediation
Offline Mediation
BI OSS
Charging
&BillingCRM Rating
Online Mediation
Offline Mediation
BI OSS
BillingCRMRating & Charging
Online Mediation
Offline Mediation
BI OSS
End-2-End BSS & OSSEg.: China Mobile Hebei, KPNI Magnum, …
NGBSS SolutionEg.: KPN Netherland, e-Plus Germany
CBS with 3rd Party CRMEg.: Safaricom Kenya, NTS Malaysia , VIVA Bahrain ...
Online Charging SystemEg.: China Mobile Guangdong, Etisalat Nigeria, BrT Brazil, AIS Thailand, STC Kuwait…
Service ControllerEg.: China Mobile Beijing, Telkomsel Indonesia
Convergent Rating EngineEg.: Celcom Malaysia, VDF-ES
OSS
HUAWEI TECHNOLOGIES CO., LTD. Page 21Huawei Confidential
End–to-end business process transformation based on OOT BPs and eTOM
Best of suite NGBSS platform
Complete business transformation including Target Operating Model & Business Change Management
Approx 3+ Mil pre & post customers
Business Process Driven Gap analysis based on the Huawei OOTB Business Processes. Gaps decomposed into detailed requirements.
E2E Customer Journeys used to validate the process scope.
Detail Design based on designed To-Be Business Processes and detailed requirements.
Change Management, Business Readiness & E2E testing led by Huawei
Huawei partnered with UK Operator to deliver an E2E Business Transformation & replace the heavily customised, end of life, legacy IT systems with Huawei “Best of Suite” NGBSS solution in order to meet their growing challenges and support future growth plans.
Heavily customised legacy systems were reaching end of life driving high maintenance cost
Disparate processes resulted in slow TTM and high operational costs
Different processes & systems for Fix and Mobile prevented product innovation and FMC capabilities
Accelerated and efficient To-Be process design
Reduced number of tarrifs & products X4
Automated and standardized multiple processes across multiple channels
Delivered best in class process capabilities to enhance customer experience and improve operational efficiencies
Approach
Challenge Scope
UK Operator Case Study
HUAWEI TECHNOLOGIES CO., LTD. Page 22Huawei Confidential
End–to-end business process transformation based on OOT BPs and eTOM
Complete business transformation
Wire line and wireless telephony, internet and TV
Approx 40+ Mil Customers: Wholesale, Corporate, SME and Consumer
Established a strategic & trustworthy partnership between CSP & Huawei
Business Driven programme and supported by IT
Completely re-design and rationalize the commercial Propositions and re-engineer Business processes
Leveraged Best Practice & Lessons Learned from previous KPN projects
Mobilised & communicated comprehensively and widely with all relevant stakeholders
Huawei partnered with NL Operator to deliver an E2E Business Transformation & migrate legacy IT landscape to advanced Huawei “Best of Suite” NGBSS platform in order to reduce TCO, shorten TTM and improve customer experience
Over 80 BSS systems of which 75 % were out dated & unstable driving high maintenance costs
Complex processes, which lead to inefficient business operations and poor customer experience
Limited innovation capabilities and Long TTM was a recipe for churn
Accelerated and efficient To-Be process design .
Complete immediate view of the customer improving CX
Automated and standardized multiple processes across multiple channels
Successful partnership and
Approach
Challenge Scope
NL Operator Case Study
HUAWEI TECHNOLOGIES CO., LTD. Page 23Huawei Confidential
Thank You, any questions?
HUAWEI TECHNOLOGIES CO., LTD. Page 24Huawei Confidential
Back Up Slides
HUAWEI TECHNOLOGIES CO., LTD. Page 25Huawei Confidential
General
Porting process – optimum case
zMRDB client- / server- operations
NO proprietary interface
NO proprietary interface
X.400
customer NO_rec NO_delother NOs
cancellation / disclaimer
porting request
adm
inis
trat
ive:
alig
nmen
t of m
odal
ities
porting requestporting request
porting confirmationporting confirmation
porting date
oper
atio
nal:
info
rmat
ion
of n
etw
ork
oper
ator
s switching order switching orderinitialisation initialisation
enquiry of switching information
enquiry of switching informationenquiry of switching information
switching and confirmation switching and confirmation
switching and confirmation
comm.interfaceSP_rec SP_del
SP_rec: receiving SPNO_rec: receiving NONO_del: delivering NOSP_del: delivering SP
HUAWEI TECHNOLOGIES CO., LTD. Page 26Huawei Confidential
E-PlusEAI
Switching order for network operator
The E-Plus internal
architecture for
MNP for service
providers is as
follows.
The guiding system
for MNP is the
inventory server
(IVS). The IVS is
maintaining the
phone numbers and
is performing the
outside
communication
related to MNP.
E-Plus internal architecture
service providerEdifact X.400
T-Systems
X.400CUG
CASS inventoryserver
MNP GbR
zMRDBmediationdevice
STP HLR further network
T-M
obile
Voda
fone
O2
vist
ream
other service providers
HUAWEI TECHNOLOGIES CO., LTD. Page 27Huawei Confidential
Implementation MNP process
zMRDB access (optional)
X.400-implementation
MNP-desk implementation
E-Plus
configuration of SP for MNP at E-Plus
new SP
send MNP-desk data and X.400 data to E-Plus
E-Plus / new SP
bilateral tests
E-Plus
announcement to mobile SPs
E-Plus
request for multilateral tests
at mobile SPs
new SP
multilateral tests with other SPs
production
new SP
staffing of MNP-desk
new SP
configuration of mail, phone, fax for MNP-desk
new SP
ordering of new X.400-mailbox
new SP
implementation of X.400-mailbox
new SP
implementation of MNP XML-telegrams
new SP
request read access zMRDB
new SP
set-up access zMRDB
The graphic below details the implementation process for MNP.
HUAWEI TECHNOLOGIES CO., LTD. Page 28Huawei Confidential
= deactivation date
Porting orderTimelines
The window of opportunity for requesting MNP is limited to 123 calendar days before and 31 calendar days after end of contract.
Requests outside this time frame will be rejected.
With end of contract the customers (old) SIM will be deactivated.
There is no claim for an actual porting before end of contract the old SIM staying activated after end of contract.
123 cd 31 cd
end of contract
window of opportunity
t
HUAWEI TECHNOLOGIES CO., LTD. Page 29Huawei Confidential
Porting order
Private customer MSISDN Old Service Provider Contract end date Surname Given name Date of birth
Business customer MSISDN Old Service Provider Contract end date Company name Customer number
All data has to be exact as an automatic check will be performed during porting negotiation! Typing mismatches will always result in a rejected request!
Necessary customer informationAt least the following information will be needed to allow a successful porting negotiation.
HUAWEI TECHNOLOGIES CO., LTD. Page 30Huawei Confidential
Porting negotiation
Porting request - timeline
1st: SP_rec sends porting request to SP_del via X.400.
2nd: After max. 3 working days SP_del answers to SP_rec via X.400.
3rd and 4th: This is followed by 1 day buffer to allow SPs to inform their
NOs and to allow NOs to prepare the porting.
5th: 2 calendar day before actual switching day the latest switching orders
have to be set by NOs.
minimum time frame to be considered!
PORT 3 wd Buffer 1 wd guard time 2 cd t/d
-2
sendporting orderboth SP 3.
start porting processboth NO 4.
-6
send porting requestSP_rec 1.
-3
answer torequestSP_del 2.
0
porting processall NO 5.
HUAWEI TECHNOLOGIES CO., LTD. Page 31Huawei Confidential
Porting negotiation
Porting request
There are 2 types of porting requests: Requests for private customers and requests for business customers.
We recommend to always request a
porting date “asap”. In this case a
smooth switch from one NO to the
other is ensured.
In case more than one MSISDN of a
business customer shall be ported it
is necessary to request the porting
for every single MSISDN.
HUAWEI TECHNOLOGIES CO., LTD. Page 32Huawei Confidential
Porting negotiation
Answer to Porting requestIt is of major importance to
analyse the answer to the
porting request as it may be
rejected due to several issues.
The line “status” may contain
several values:
0000 confirm
0100 syntax error 0101 telegram type unknown
0102 wrong porting ID 0103 wrong version-ID
0200 unknown MSISDN 0300 wrong contract data
0400 contract not cancelled 0500 double request
0600 already blocked 0700 request to early
0800 request to late 0900 wanted date to early
1000 wanted date to late 1100 wanted date not possible
HUAWEI TECHNOLOGIES CO., LTD. Page 33Huawei Confidential
Porting negotiation
Cancellation of Porting request - timeline
1st: SP_rec sends cancellation of porting request to SP_del via X.400 2 full
working days before start of porting guard time the latest.
2nd: After max. 1 working days SP_del answers to SP_rec via X.400.
3rd and 4th: Both SPs are ordering their NOs to cancel the porting.
Any request outside this time frame will be rejected.
minimum time frame to be considered!
SORT 2 wd guard time 2 cd t/d
-2
sendcancel orderboth SP 3.
start cancel processboth NO 4.
-4
cancelation requestSP_rec 1.
-3
answer torequestSP_del 2.
0
planned portingall NO 5.
HUAWEI TECHNOLOGIES CO., LTD. Page 34Huawei Confidential
Porting negotiation
Cancellation requestAlso answers to cancellation requests
have to be checked for their result
values.
These may be:
0000 confirm
0100 not readable
0101 telegram type unknown
0102 wrong porting ID
0103 wrong version-ID
0200 unknown MSISDN
2000 No request available
2100 no request by SP_rec
2200 to late
Recommended