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Sprint Organization structure Essay

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Sprint is now organized around three major divisions – one focused on individual (consumer) customers, one focused on business customers, and one focused on its local telephone service (for both residential and small business customers).

Sprint offers an extensive range of innovative communication products and solutions, including global IP, wireless, local and multi-product bundles. A Fortune 100 company with more than $27 billion in annual revenues in 2004, Sprint is widely recognized for developing, engineering and deploying state-of-the-art network technologies, including the United States’ first nationwide all-digital, fiber-optic network; an award-winning Tier 1 Internet backbone; and one of the largest 100-percent digital, nationwide wireless networks in the United States.

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Operationally, the company has aligned its internal resources to mirror customer segments and needs, rather than the products and services it provides. This enables Sprint to more effectively and efficiently use its portfolio of assets to create customer-focused communications solutions.

Sprint Business Solutions.

Sprint Business Solutions (SBS) provides a broad range of communications services to domestic and international businesses, from multinational corporations to small businesses. SBS provides retail and wholesale local, long distance, data and wireless services, tailoring integrated offers to meet the particular needs of each business customer segment.

Sprint Consumer Solutions.

Sprint Consumer Solutions (SCS) provides local, long distance, and wireless services – individually or in product bundles – to residential customers. With more than 15,600 distribution points, including Sprint stores and kiosks and third party channels, Sprint is one of the leaders in the number of entry points for customers.

Sprint Local Telecommunications Division.

Sprint Local Telecommunications Division (LTD) provides local and long distance services, including an expanding portfolio of bundled and integrated wireline and wireless services, as well as broadband and video services, to consumers in markets where Sprint is the Incumbent Local Exchange Carrier (ILEC). Sprint LTD serves nearly 7.7 million access lines in 18 states.

Sprint Organization Structure

Sprint has more than X individuals available in its core groups for Sprint’s services. These include, but are not limited to, the following functional specialties:

*Order Administrators.

*Project Planners


*Access Planners



GSD’s Office.

The Sprint Government Systems Division’s (GSD) organization with the Sprint serving as the customer interface and the core commercial structure performing all the key implementation functions. Sprint GSD has a full complement of program managers, project managers and engineers who will be dedicated to maintain the network.

Sprint has the strongest management team in the telecommunications industry. Its experience in numerous network elements has provided the basis for the structure and functional responsibilities of the network. Sprint will use a strong nucleus of its personnel, each with years of experience on the network. These individuals have additional experience and background acquired from transitioning the Sprint network and large commercial VPN networks.

Moreover, GSD has a full complement program managers, project managers and engineers who will be dedicated for the network issues. These personnel are committed to the network and bring with them expertise in the following areas:

* Project Management,

* Carrier Relations,

* Switch Engineering and Operations,

* Customer Premise Equipment Engineering and Operations,

* Network Planning,

* Route Planning and Switch Translations,

* Transition of CCSA, EPSCS and ETN Networks,

* RBOC Training and Experience,

* Interfacing with RBOC’s/ LEC’s,

* Management, and

* Government Systems.

Sprint has additional personnel available on its Life Cycle teams to work with government customers to develop appropriate plans for customer transition.

Sprint will provide a single point of contact for each services. Sprint’s responsibility for coordinating activities extends to any activity conducted by any subcontractor or vendor on behalf of Sprint. All requests for information or assistance directed to individual user locations for purposes of site preparation will come through Sprint and will be directed to the appropriate user location’s.

Sprint will identify a representative for each site where activities are to occur. The representative will be available to communicate with the site’s representatives prior to, during, and immediately following cutover activities. The Sprint representative will be available to answer any questions related to transition.

Sprint will update the information available from our SOTS each day. In addition, Sprint will:

* Support the TCC, MCC, and ICC during transition, migration and implementation

* Work with the TCC, MCC, and ICC in the conduct of transition, migration, and implementation activities. The TCC, MCC, and ICC will be Sprint’s principal points of contact within the PMO for the coordination of transition, migration, and implementation activities.

* Recognize that the TCC, MCC, and ICC will represent the agencies when dealing with Sprint on strategic transition, migration and implementation issues.

-Sprint understands that the MCC/ICC Director will manage all migration/ implementation activities with COR authority.

-Sprint acknowledges that the Government will notify at the beginning of a migration/implementation whether the MCC/ICC duties and authority have been delegated to an agency.

-Sprint acknowledges that the MCC/ICC has the authority to approve all Sprint plans and activities

Network Transition Planning Group.

Transition Planning will have the responsibility of planning, scheduling and setting the direction of the overall transition plan. The specific responsibilities of this group includes:

* Producing and maintaining the Interconnection Plan, which includes:

-New and Old switch locations to be used as interconnection points

-The number of interconnection trunks to be used

-The quantity of New ports required

-All traffic that should be routed to and from Old switch through each interconnection point with the New one.

-NPA/NXXs being cutover from Old to New.

-Total two-way busy-hour traffic carried in the Old switch access or tie lines serving the service delivery point or nodal switches being cutover.

-Total two-way traffic transferred/remaining to new access facilities from old.

-Old switch access lines removed

-New switch dedicated-access access lines added

-WATS circuits added/removed

-Routing and other changes.

* Analysis of traffic data received from GSA and the site surveys. Results of this analysis will produce accurate SDP requirements and augmentation requirements for the Old network.

* Provide trunking information to Sprint’s Network Modeling and Traffic Planning groups so that trunks and access facility information can be optimized and provisioned.

The Network Transition Planning Group will interface with the TCC and the appropriate Sprint core groups. This organization will be responsible to see that the dynamic management and control tools are updated regularly to maintain accurate data.

Network Route Planning Group.

The Network Route Planning Group will control routing changes on networks. Before initiating the work, a routing coordination plan will be developed in tandem with the Network Transition Planning Group to coordinate with the TP. It must also be carefully coordinated with the other contractor’s too. This plan will be a detailed procedure for providing continuity of service during transition. During the transition stages, route codes and pointers will be added to the new network and then deleted or changed on the old network. This function will be carefully controlled by this group to ensure continuity of service for each SDP. This group will work closely with the Switch Translation and Traffic Planning departments of Sprint’s core commercial business to insure routing changes are minimized and routing schedules are adhered to specific responsibilities of the Network Routing group include:

* Develop Transition Routing Coordination Plan

* Develop detailed routing plan for each phase of transition

* Develop detailed routing plan for each SDP. This plan will be part of the SDP cutover plan

* Direct routing changes within the new network

* Coordinate routing changes with the other vendors to ensure the continuity of traffic of both networks. This is especially important when addressing dual network locations.

Test and Acceptance Function.

This function is provided by Sprint because of the large number of vendors involved in a cutover and the need to coordinate their activities at the technical level. Prior to the cutover, pre-testing activities will be monitored and checked for compliance. During cutover, activities will be tracked; technical support will be provided; different vendor/carrier jurisdictions will be coordinated; test results will be verified and approved; and, when required, problems will be escalated for resolution. These activities will be at the direction of the Sprint Project Managers within the OTM. This approach to the control of cutover activities will ensure that sound practices are followed throughout the project.

Sprint Core Resources.

Sprint’s core Network Operations personnel are responsible for circuit installation as well as initial test and acceptance of the service. This is to be done under the direction and monitoring of the Network Operations and Management Section within the Transition Management and Network Operations Department. The Quality Assurance Department ensures that performance parameters for the access connection and the service are being met on an ongoing basis.

The following is a brief summary of additional core organizations within Sprint that will be providing ongoing support to the projects going on :

Network Planning — Plans and forecasts changes in Network Traffic based on historical traffic data, marketing forecasts and the integration of large VPN customers to the network. This group will provide network modeling and trend analysis for the integration in the Sprint network. This group will provide direct support.

Traffic Planning.– Monitors traffic patterns on a real time basis. Initiates provisioning orders based on changes of real time traffic patterns. Constantly tunes the network to ensure the most efficient and economic methods of routing traffic. Provides historical data to the Network Modeling group. Traffic planning will provide direct support to the projects.

Network Provisioning — Provides facilities engineering functions. Produces detailed engineering for all facilities internal to the Sprint network. Determines most efficient routing of Sprint facilities. Engineering details include equipment assignments, switch port assignments, and DS-3 and DS-1 time slot assignments. Generates automated Design Layout Records (DLR) for all facilities internal to the Sprint network. This group will provide direct support to the projects.

Access Engineering — Provisions and engineers access facilities, issues facility orders or Access Service Requests (ASRs), to LECs, assigns entrance facilities and switch equipment to access facilities.

Switch Translations Administration — Implements and maintains switch translations for the Sprint network. Implements signaling routing and subscriber features. Provides network management controls to compensate for overloads in the network.

Carrier Relations — Primary interface with RBOC/LECs. Provides high level interface with other carriers. Develops interface agreements and escalation procedures with RBOC/LECs and other carriers.

These departments will be managed by director level managers, to ensure that any problems that may occur during cutovers are dealt with promptly and effectively.

Nationwide Subcontractors and Resources.

Sprint has access to more than X contractors nationwide from which it gets transition force augmentation services. These contractors are available through pre-approved, in-place agreements. They support Sprint’s core transition, migration and implementation activities.

These contractors allow Sprint to rapidly increase its workforce resources to ensure timely field operations whether those operations be in support of commercial or government customers.

Support Systems.

Sprint proposes a fully automated approach to provide the Government with timely, accurate, and readily usable administrative and operational data for use during transition, implementation and migration. The approach provides advanced, easy-to-use procedures and tools to access and analyze information.

As is shown in this section, Sprint has developed sophisticated, integrated on-line systems to support its own requirements and those of its commercial customers. These commercial systems are constantly evolving to add new features for customer use and to accommodate Sprint’s continuing technology evolution. This section provides an overview of these systems. It has been a success story and is an example of the achievements forged by the partnership between GSA and Sprint over the life of the FTS2000 Contract. Sprint has evolved over the years due to GSA/Sprint Joint Quality Team recommendations, partly due to requirements to automate manual processes between GSA and Sprint, and partly in response to organizational changes by GSA. Here are some,

* Automated Generation of End-user Order Confirmation Notices

* Automated SOC Service Order Approval or Rejection Process

* Automated Service Order Change Requests Notices

* Automated Service Availability Notices (NOSA)

* Automated Service Acceptance Processing

* Daily Orders for Approval Reporting

* Daily Change Request Pending Reporting

* Daily NOSA Hand-off Reporting

Trouble Reporting System (TRS) – TRS has been in operation for over fifteen years and it handles all Sprint’s trouble reports. This system supports all service order provisioning processes. It receives service order and required customer data (such as service address, demarc location, etc.) and then tracks all steps in the provisioning process, from engineering through generation of final circuit layout records. This tracks the firm order confirmation dates received back from the local carriers, and stores the data received. This not only tracks every step of the circuit provisioning process, including internal assignments, but it is a flexible tool for maintaining network inventories and the related connectivity.

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