You've had a lot of patient explanation about why your views about prioritisation and resolution of problems likely differs from BT Openreach's approach. You've also had posters, some of whom are far better informed than I, trying to explain the issues - and yet you carry on with your clearly uninformed comments. I'd like to see you get a rod around a typical duct. The duct is very unlikely to be a perfectly straight piece of pipe, and even if it is, adding a potentially difficult to retrieve solid object to any existing blockage seems likely to makes any problem more intractable. How, precisely, are you planning to get a rod to the point of blockage anyway?
One of the vendors BT Openreach uses for the fibre network is
Emtelle - there's confirmation on
Emtelle's web site. I believe BT Openreach are using
Emtelle's Direct Install system - traditional winch-based techniques to get the tubing into the ducts, then blow in the fibres. I have no idea whether Emtelle's is the only or even the predominant system that BT Openreach are using, but this will give you some sort of idea what is involved.
There is an unavoidable link between target dates, resource allocation and resolution of problems - but BT Openreach are wrestling with these issues not on a cabinet by cabinet basis, so much as on a whole project basis across a multi-year, multi-billion pound project. Roll-out issues affecting a handful of cabinets are but a tiny blip in the overall scheme.
BT Openreach's preferred strategy for the commercial roll-out seems to be to persevere with the programme in an area up to a point, then slip any unfinished cabinets down the programme to allow time to plan and subsequently deliver the necessary remedial works. This is interpreted by you and by others as Openreach walking off a part-completed job, but in terms of keeping expensive resources fully utilised and maximising overall progress, it's likely to be a good strategy. Ploughing on in the face of difficulties may well be less efficient at getting the remaining work done than planning the job over again in the light of the known problems.
You're continuing to make comments along the lines of (and I paraphrase) "this cabinet's issues were resolved in 2 weeks, so this nearby one taking 2 months means it's not a priority". The truth is that all you can do is speculate about the reasons, because you have, at best, a small amount of information you've gleaned about the sort of issues that arose during the works to date. Without a comprehensive insight into the problems found, the status and routing of the local network ducts, and the strategies that have been tried already and that are planned, you have no way of forming any sort of informed judgment about the reasonableness or otherwise of the decisions that have been made.
I cannot see how you've concluded that delays to two different cabinets that seemingly lacked a single common cause (otherwise resolving that problem would have allowed both cabinets to proceed) means ten completed cabinets were a priority and the others aren't. Are you suggesting that certain cabinets are 'throw all available resources at these, they matter' and others are 'am I bovvered?'. (Forgive me, but I'm stuck with a mental image of the bad cabinets being sent to the naughty step for a while). Priority in a project of this magnitude and complexity seems likely to be finely grained, and linked to planning factors such as efficient use of available resources and controlling overspend.
You can continue to try micro-managing Openreach's project here for them if you like, but I can't see what it achieves.
If your cabinet is indeed in the commercial roll-out, it's up to Openreach when and if they finish it. You have no leverage over them as a potential customer, via an ISP, for a single port (for which BT Openreach will charge the ISP £119.40 ex VAT per year for the wholesale 80/20 FTTC product).
I'm going to leave it there, other than to endorse the final paragraph of
MCM's recent post.
Edited by deleted (Tue 08-Oct-13 02:42:43)