Section 5 : Chapter 1

PRIORITIZING THE REPORT

SPECIFICATION PROCESS
You might think we are saying that we need to commission 1,000 or
more reports to monitor all the operations of all the systems in the
revenue management chain, and then hire dozens of people to read
these reports on a daily basis.

That is absolutely not the case. No one need be this exhaustive in

their revenue assurance monitoring.

On the other hand, I am sure your organization has found that cer-
tain areas present more problems than others, and that it wouldn’t
hurt to create and review these types of reports periodically to en-
sure everything is working as it should.

While doing this complete inventory of reports daily is clearly im-

practical and wasteful, it is a very good idea to run a complete range
of these reports on all systems annually, quarterly, or maybe even
monthly, depending on the severity of your leakage problems.

Deciding which reports to create and when is a big part of the reve-
nue assurance team’s job.

BUILD, BUY OR BORROW YOUR

MONITORING REPORTS?
Because of the nature of the monitoring process, the revenue assur-
ance manager must look at the complete landscape of operational
systems and try to determine (based upon leakage risk, budget and
available resources) how best to ensure comprehensive monitoring
coverage.

The easiest thing to do is begin by identifying how to use reports

that are already being generated by the operational areas to fulfill
some monitoring functions.

The second step is to commission the operational groups themselves

to add key monitoring reports to their normal operational reporting
activity.

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