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Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
Transformation in large Telecommunications Providers
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Transformation in large Telecommunications Providers

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  • Disintermediation: The process of "cutting out the middleman", inspired largely by the advent of the World Wide  Web. Disintermediation is a phenomenon that had a particularly devastating effect on the travel agency sector throughout the 1990s as people began booking their own travel directly with airlines and hotels via the Internet.
  • Understanding how People Process and Technology implement any CSP Business Operations it does require a whole set of entities (or categories of objects) to be defined and isnstatiated Accordingly, a similar set of relations as to be added to represent the complex network of dependencies among the above entities The more accurate is the representation, the more complex will be the model to be created A deep understanding and a complete and accurate design of Business Operations Transformation is therefore possible only through a comprehensive multidimensional representation: an Industry Framework
  • Business Operations Industry Standards have been focusing either on functional process decomposition or on structuring the data space by classifying managed information objects , or in specifying Applications & Architectures and related APIs Not surprisingly a major gap arises among the standards, as these lack the information required to describe the Integration between the Business and the ICT Implementation layers COSMOS incorporates industry standards and combines them with HP experience to offer a unique perspective that streamlines business Integration
  • Transcript

    • 1. Klaus-J. Hagenlocher Enterprise Architect Large-scale Transition and Transformation projects: Proof Points from recent deployments
    • 2. Agenda <ul><li>Case 1: South-East Asia Operator </li></ul><ul><li>Industry Drivers </li></ul><ul><li>Solution Consulting Services </li></ul><ul><li>COSMOS </li></ul><ul><li>Case 2: South-Pacific Operator </li></ul><ul><li>Learnings </li></ul>
    • 3. Case 1: Large Operator in South-East Asia: Industry standards based NGOSS Transformation
    • 4. HP NGOSS Service Assurance <ul><li>Business Improvements </li></ul><ul><li>Dramatically reduce cost, and complexity by increasing visibility across resources, services and customers </li></ul><ul><li>Increase 1st call resolution rate </li></ul><ul><li>Approach </li></ul><ul><li>HP SCS - Comprehensive Transformation Governance </li></ul><ul><li>Stringent application of Industry Standards (eTOM, ITIL, SID) </li></ul><ul><li>Structured Enterprise Architecture Framework supported by COSMOS </li></ul><ul><li>Full HP NGOSS Assurance covering fault, performance, Trouble Ticket, SLA/CEM, Inventory </li></ul><ul><li>Challenge </li></ul><ul><li>Harmonize processes </li></ul><ul><li>Replace homegrown assurance systems </li></ul><ul><li>Consolidate silo organizations </li></ul>HP NGOSS Service Assurance Transforming for HP SQM &amp; Service Desk The HP difference Consolidate siloed organizations &amp; harmonize processes by rationalizing industry standards with a trouble resolution model
    • 5. Approach Technology architecture References Project organization Delivery perspective Design perspective Business view Functional view Technical view Implementation view Operations Perspective Development Perspective Business goals Operational challenges Why? What? How? With what? Solution approach Project plan HP best practices Governance Commercial model Functional architecture Integration concept Core = Quick wins Software components Alternatives Options
    • 6. Industry Drivers
    • 7. What Matters Most to Service Providers? Establish Competitive Differentiation Reduce Costs and Drive Operational Efficiency Implement Efficient Service Delivery Environment <ul><li>Increasing competition from traditional and non-traditional competitors </li></ul><ul><li>Disintermediation by OTP players </li></ul><ul><li>Focus on the Customer Experience </li></ul><ul><li>Migration to IP; Network/IT Transformation </li></ul><ul><li>Implementing Strategies for eco-sustainability </li></ul><ul><li>Increased demand for Managed Services </li></ul><ul><li>Develop new sources of revenue </li></ul><ul><li>Reduce time to revenue </li></ul><ul><li>Integrate third-party content &amp; applications </li></ul>
    • 8. Transformation Drives the Services Lifecycle <ul><li>Transformation encompasses all parts of the CSP infrastructure and functional areas </li></ul><ul><li>Vendors approaching Transformation from their competency base (Network, IT, Business) </li></ul><ul><li>Convergence of Network/IT creating demand for unique combination of skills </li></ul><ul><li>Partnerships will become more critical </li></ul><ul><li>Complexity of Transformation initiatives is driving a services-led engagement model </li></ul>
    • 9. Changing Communication Service Provider Engagement Model Suppliers <ul><li>Shift from selling discrete products to solutions </li></ul><ul><li>Technology leadership critical to vendor selection </li></ul><ul><li>Limited service value proposition </li></ul>Transformation Enablers <ul><li>Supports CSP business objectives with transformative solutions </li></ul><ul><li>Risk Share and leverage of technical skills </li></ul><ul><li>Requires strong skills around business process </li></ul><ul><li>Partner ecosystem is critical </li></ul>CSP Innovation focused less on what to do and more on how to do it
    • 10. Transformation Approaches <ul><li>Cost-Driven Transformation </li></ul><ul><ul><li>Transformation of the network, IT infrastructure, and business process to achieve a improvement in operational efficiency and reduction in costs. </li></ul></ul><ul><ul><li>Focus of specific functions </li></ul></ul><ul><ul><li>This has been an area of focus for most CSPs over the last 12-18 months </li></ul></ul><ul><li>Business Outcome-Driven Transformation </li></ul><ul><ul><li>Transformation of the network, IT domain, and business process of a CSP that is designed to achieve a specific business outcome </li></ul></ul><ul><ul><li>Holistic Approach considering people, process and technology </li></ul></ul><ul><ul><li>This has become a strategic imperative for CSPs </li></ul></ul>
    • 11. Solution Consulting Services
    • 12. Operational Excellence in a Service Provider context Perfect Orchestration and Alignment Business Processes Supplier Customer Products/Services Products/Services Strategy People Technology
    • 13. A comprehensive CMS solutions portfolio “ TRANSFORM THE CUSTOMER EXPERIENCE ” Products and Services Solution Consulting Services (SCS) Digital Media Service Delivery Framework Personalization Rich Communication NGOSS Customer Intelligence &amp; Billing Service Delivery Infrastructure &amp; Applications
    • 14. Solution Consulting Services Delivering Business Outcomes through Operations Transformation <ul><li>Superior Customer Experience </li></ul><ul><li>Effective Content Processing &amp; Distribution </li></ul><ul><li>Real Time Customer Insight </li></ul><ul><li>Agility in Service Innovation </li></ul><ul><li>Optimized Operations </li></ul><ul><li>Establish Competitive Differentiation </li></ul><ul><li>Maintain Sustainable Profitability </li></ul><ul><li>Increase Operational Efficiency </li></ul><ul><li>Enable Business Elasticity </li></ul><ul><li>Minimize Operational Risks </li></ul>Operations Transformation Financial Evaluation Change Management Strategic &amp; Financial Drivers Business Outcomes Technology People Process
    • 15. SCS Capabilities Portfolio SCS capabilities enabling Operations Transformation Financial Evaluation Change Management Technology People Process Business Process Analysis Business Process Design Application &amp; Data Architecture Analysis Application &amp; Data Architecture Design Organization Analysis Organization Design Business Case Evaluation Activity Based Costing Operations transformation Planning Gap Analysis Transformation governance Process Optimization
    • 16. Solution Consulting Services Enabling strategy execution through people, process and technology <ul><li>A targeted and harmonic combination of the People, Process and Technology elements of operations is what translates a Business Strategy into tangible Business Outcomes </li></ul>
    • 17. COSMOS
    • 18. COSMOS Concepts Understanding People Process and Technology complexity <ul><li>Complexity driven by </li></ul><ul><ul><li>Number of different Objects </li></ul></ul><ul><ul><ul><li>Activities, Functions, Tasks, Steps </li></ul></ul></ul><ul><ul><ul><li>Information objects </li></ul></ul></ul><ul><ul><ul><li>Roles etc </li></ul></ul></ul><ul><ul><li>Relation between Objects </li></ul></ul><ul><li>Requires compehensive and perspicuous Representation </li></ul><ul><li>Unified Industry Framework </li></ul>Financial Evaluation Change Management Technology People Process
    • 19. COSMOS The need for an Industry Framework <ul><li>What is an Industry Framework? </li></ul><ul><ul><li>Business operations blueprint of an enterprise within an industry </li></ul></ul><ul><li>Why developing and using Industry Frameworks? </li></ul><ul><ul><li>Standards, technologies, solutions and operational best practices </li></ul></ul><ul><ul><li>Facilitate discussion </li></ul></ul><ul><ul><li>Reduce risk for business transformation initiatives </li></ul></ul>COSMOS is the Communications &amp; Media Industry Framework developed, maintained and distributed by HP Software, Communications &amp; Media Solutions, Solution Consulting Services
    • 20. COSMOS Concepts <ul><li>Different Standards, different Views </li></ul><ul><li>Gap between the views </li></ul><ul><li>COSMOS </li></ul><ul><li>incorporates and relates industry standards </li></ul><ul><li>combined with HP experience </li></ul><ul><li>Facilitates seamless business Integration </li></ul>Increasing Business Value of Standards Business Operations SOA ITIL SID TAM OSS/J eTOM Integration Gap
    • 21. COSMOS Concepts Model Structure Principles <ul><li>Multidimensional </li></ul><ul><ul><li>Different types of objects defined by a metamodel </li></ul></ul><ul><li>Relational </li></ul><ul><ul><li>Different types of relations among the objects </li></ul></ul><ul><li>Graphical </li></ul><ul><ul><li>Model is created through diagrams </li></ul></ul><ul><li>Reusable </li></ul><ul><ul><li>Object instances may appear in different diagrams </li></ul></ul><ul><li>Layered </li></ul><ul><ul><li>Diagrams represent the possible “drill-down” view(s) of an object </li></ul></ul><ul><li>Publish </li></ul><ul><ul><li>Work Instructions, Q-Documentation </li></ul></ul>
    • 22. COSMOS Methodology
    • 23. Case 2: Large Operator in South-Pacific: Assurance Transformation
    • 24. Assurance Transformation <ul><li>Expected Business Improvements </li></ul><ul><li>Cost: 72% lower trouble management &amp; maintenance cost </li></ul><ul><li>Transparency: 99.5% accurate answer during the first contact </li></ul><ul><li>Agility: 30% faster restoration time </li></ul><ul><li>Quality: 2.5x increased availability and performance </li></ul><ul><li>Approach </li></ul><ul><li>Holistic </li></ul><ul><li>Looking at People, Process &amp; Technology </li></ul><ul><li>Business Process Centric </li></ul><ul><li>Top Down </li></ul><ul><ul><li>Business View </li></ul></ul><ul><ul><li>Functional View </li></ul></ul><ul><ul><li>Technical View </li></ul></ul><ul><ul><li>Implementation View </li></ul></ul><ul><li>Stringent application of Industry Standards (eTOM, ITIL, SID) supported by COSMOS </li></ul><ul><li>Challenge </li></ul><ul><li>Provide an improved customer experience </li></ul><ul><li>Reduce Service Assurance operating costs by up to 50% </li></ul><ul><li>Align to next generation network convergence </li></ul>HP NGOSS Assurance Transformation Prepare for the Position for the Transition The HP difference Transform classical Network Operations Center to Service Operations Center
    • 25. Development Flow Why? What? How? With what? Stakeholder: Business sponsor Stakeholder: User Stakeholder: Designer Stakeholder: Developer Delivery perspective Design perspective Service Operations Perspective Service Development Perspective Technical View Implementation View Business View Functional View
    • 26. Deliverables
    • 27. Lessons Learned
    • 28. Lessons Learned <ul><li>Win Stakeholder Support </li></ul><ul><li>Involve Business People </li></ul><ul><li>Engage the right Chief Architect </li></ul><ul><li>Focus on holistic, future state Enterprise Architecture </li></ul><ul><li>Establish effective Enterprise Architecture Governance early </li></ul><ul><li>Do not allow exceptions </li></ul><ul><li>Include Business/Process Benefits in Business Case Calculation </li></ul>
    • 29. Key Concept <ul><li>Moving To: </li></ul>
    • 30. <ul><li>Subtitle Placeholder Goes Here </li></ul>SINGLE TITLE PLACEHOLDER <ul><li>First level bullet goes here and can be quite long </li></ul><ul><ul><li>Second level bullet goes here </li></ul></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul>
    • 31. <ul><li>Subtitle Placeholder Goes Here </li></ul>SINGLE TITLE PLACEHOLDER
    • 32. DOUBLE TITLE PLACEHOLDER WITH SUBTITLE <ul><li>Subtitle Placeholder </li></ul><ul><li>First level bullet goes here and can be quite long </li></ul><ul><ul><li>Second level bullet goes here </li></ul></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul>
    • 33. <ul><li>Subtitle Placeholder </li></ul>PHOTO SLIDE WITH IMAGE RIGHT <ul><li>Any additional text can go here and can have multiple lines of content </li></ul><ul><li>Any additional text can go here and can have multiple lines of content </li></ul>
    • 34. OBJECTIVE <ul><li>Transform the largest technology company in the world into the best brand in the world. </li></ul><ul><li>SITUATION </li></ul><ul><li>TWO COLUMN LAYOUT </li></ul><ul><li>First level bullet goes here </li></ul><ul><ul><li>Second level bullet goes here </li></ul></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul>
    • 35. <ul><li>COLUMN HEADER </li></ul><ul><li>COLUMN HEADER </li></ul><ul><li>COLUMN HEADER </li></ul>THREE COLUMN LAYOUT <ul><li>First level bullet </li></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul><ul><li>First level bullet </li></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul><ul><li>First level bullet </li></ul><ul><li>Another second level bullet goes here </li></ul><ul><li>Try to keep bulleted lists simple </li></ul><ul><li>No more than you need to explain your point </li></ul>
    • 36. SAMPLE ORG CHART Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text Sample text
    • 37. <ul><li>Chart Subtitle Placeholder </li></ul>PIE CHART SLIDE 4th Quarter 2nd Quarter 3rd Quarter 1st Quarter
    • 38. <ul><li>Chart Subtitle Placeholder </li></ul>PIE CHART SLIDE Company A Company C Company B HP
    • 39. <ul><li>Chart Subtitle Placeholder </li></ul>PIE CHART SLIDE <ul><li>Any additional text can go here and can have multiple lines of content </li></ul><ul><li>Any additional text can go here and can have multiple lines of content </li></ul>HP Company A Company B Company C
    • 40. <ul><li>Chart Subtitle Placeholder </li></ul>COLUMN CHART SLIDE
    • 41. <ul><li>Chart Subtitle Placeholder </li></ul>COLUMN CHART SLIDE
    • 42. <ul><li>Chart Subtitle Placeholder </li></ul>TWO COLUMN CHART SLIDE
    • 43. <ul><li>Chart Subtitle Placeholder </li></ul>CHART SLIDE WITH TEXT <ul><li>Any additional text can go here and can have multiple lines of content </li></ul><ul><li>Any additional text can go here and can have multiple lines of content </li></ul>
    • 44. <ul><li>Chart Subtitle Placeholder </li></ul>LINE CHART SLIDE
    • 45. <ul><li>Chart Subtitle Placeholder </li></ul>LINE CHART SLIDE
    • 46. <ul><li>Chart Subtitle Placeholder </li></ul>CHART SLIDE WITH TEXT <ul><li>Any additional text can go here and can have multiple lines of content </li></ul><ul><li>Any additional text can go here and can have multiple lines of content </li></ul>
    • 47. INFOGRAPHIC HERE 1 2 3 4 Sample text Sample text Sample text Sample text Sample text callout text goes here this space Sample text callout text goes here this space Sample text callout text goes here this space Sample text callout text goes here this space
    • 48. COLORS Primary Gradient Secondary Gradients Text Text Text Text Primary Solid Secondary Solids Text Colors Text Text Text
    • 49. GRID
    • 50. Q&amp;A
    • 51. &nbsp;

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