Picture an outsourced NOC covering three client contracts around
the clock, fifteen agents split across day and night shifts.
Each client gets its own Project. The NOC’s monitoring stack
— a mix of the client’s own tools plus the NOC’s
internal ticketing webhooks — posts to per-client endpoints.
A routing rule on each endpoint matches severity first; anything
tagged critical or matching content like “outage” or
“P1” in the message routes to
call_project, ringing the agents
currently on shift for that client’s Project. A no-match
fallback rings the on-call schedule for the whole floor, so nothing
silently drops just because a rule didn’t fire. If the
schedule itself has a coverage gap — nobody actually on shift
when the alert lands — CallPing doesn’t improvise by
paging someone off-shift; it rings no one and flags the gap
internally instead.
If the first agent doesn’t pick up within 60 seconds, an
escalation step rings the shift lead. If the shift lead
doesn’t pick up within another two minutes, the
account’s on-call manager gets the call — the same
manager who has to answer for a missed SLA on the next client
check-in.
Shift schedules are imported once a week from the roster
spreadsheet the ops manager already keeps. Overrides go in by hand
when someone calls in sick. At month-end, the on-call analytics
page — live today, still being refined — shows answer
rates per agent and per client: the same numbers that used to live
in a manually-maintained spreadsheet for the client SLA report.
None of this requires a dedicated integration engineer or a
separate contract per client account. It’s one CallPing
organization, three Projects, and routing rules that already exist
today.