| High Level Description (HLD) | Risk Management | Measurement Strategy Document (MSD) | Assessment of Performance | Tariff Management |
| The purpose of the HLD is to enable stakeholders to understand what services are offered and how they are designed and delivered | The purpose of Risk management is to identify possible threats to the performance of the TMBS and the charging accuracy | The purpose of the MSD is to consolidate an agreed set of measure that will demonstrate the performance levels and charging accuracy of a CP’s TMBS | The purpose of this assessment of performance is to demonstrate that a CP has the ability to monitor, asses, react and improve the TMBS and charging accuracy | The purpose of Tariff management is to inform customers of the charges for the services they are being provided on a continual basis and to manage tariff changes to ensure accuracy and intension are not impacted |
| A documented High Level Descriptiondetailed description of the service, service infra-structure and geographic footprintcustomer profile and geographic footprinttechnical and geographic infrastructurepurpose & definitionmanagement descriptionthird party relationshipsaccountabilityresponsibilitydocumented policiesdocumented processesrisk managementchange controllinks to Measurement Strategy and Risk Management | risk identificationrisk registerrisk assessmentrisk evaluationrisk monitoringrisk mitigationrisk solution evaluation for effectivenesslinks to High Level Description and Measurement Strategy | a documented Measurement Strategybilling pipeline measuresbill accuracy checkscustomer complaint handling and analysis credits and bill adjustmentshandling of suspense and write-offsaccuracy and testing of published tariffs timeliness of billingroot cause analysislinks to High Level Description and Risk Management | monthly measurement reporting to ABregular internal auditregular internal reportingextraordinary performance failuredelayed eventstiming and accuracy effect on bundled eventstimely despatch of bills and / or chargeable eventsdetection of gross billing errorserror handling and end-user complaintsmonitoring and recording of resultscontrol and management of changecontrol and assessment of third party supplier performancedocumented process effectivenesslinks to the Measurement Strategy | clear definition of documented public and bespoke tariffs to include the following as appropriate:transparency of informationtariff description and detail call bundling detail and descriptioninadvertent roaming descriptiontermination of mobile callsminimum call charges and durationsrounding of charges, durations and billsinitial connection chargeslong textsinternational and roaming chargesSMS / MMS, definition and related anomaliesexcluded number rangeslinks to the Assessment of Performance |
| What good looks like: The application, implementation and inclusion of all above, where relevant to the Services being delivered | ||||
| What bad looks like: Missing measurement data or inaccurate / uncertain data input. Bar charts and graphs based on system codes with no root cause analysis or theories / ideas / plans to fix the accuracy or performance issues. Repeated failure to correct significant inaccuracies. Failure to implement preventive risk mitigation processes. Failure to produce accurate monthly performance measures and identify trends. Failure to achieve technical capability requirements in system specifications or interwork agreements. High level measurement without a clear audit trail to individual records and codes |