Evolución de los sistemas BSSOSS en el sector de las Telecomunicaciones


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  • To help you meet the “AND” challenge of leadership and deliver a transformed customer experience that will ensure growth in both revenue and profit, we focus our investment and innovation in four specific areas. These four strategic imperatives are our vision of how we can help you meet the leadership challenge and fundamentally transform your customers’ experiences. Beginning with infrastructure transformation and ensuring operational excellence, to capturing the real time insights from your network and business systems and quickly launching the most innovative service portfolios – our focus is to develop and deploy the technologies that can make these imperatives real. Let’s take a closer look at each of them.
  • The tidal wave of changes in the CME industry is having a major impact on the experience a Communications Service Provider delivers to their customers.In particular, the increasing role of IT in the end-to-end services, coming during the shift to Next Generation – IP-based networks means a huge increase in complexity in Operations:IT, IP and telecom infrastructure often have their own individual organizations, tools (Operations Support Systems) and processes, built up over years of company growth as well as mergers and acquisitions.(Arrow 1)The lack of integration and automation in these processes and organizations has a direct impact on Customer experience. For example, Call centers do not necessarily have a up to date view of network and service status end-to-end. One of our customers targets resolving call center calls 70% of the time on the first call. In order to achieve this level, they needed to transform and automate their back-office problem resolution processes. Ultimately problems cannot be fixed quickly since organizational barriers block the transfer of problem information and impede automation.Activating customer services across all of this mixed infrastructure is also more complex and prone to errors.(Arrow 2) IT infrastructure, such as servers, databases, applications and of course end user access devices which increasing behave like mobile computers, are all entering the service. Typically this infrastructure is owned and managed by the IT department rather than the Network operations, leading to the kinds of lack of integration problems highligted above. This also means its management my not be up to the same standard as the telecom part. Unlike telecom equipment IT infrastructure often lack instrumentation for management.Overall there is an increase in complexity, such that a simple customer problem (ie unable to access certain applications) may require detailed analysis of network transactions by a specialist to resolve.(Arrow 3) Too much of everything means higher costs and reduced ability to innovate: both impacting customer experience.
  • It has been my pleasure to spend some time talking about the passion that HP has for this industry, and that I personally have for the solutions and capabilities that the new Communications & Media Solutions business can bring to our customers. Passion AND execution … one more “AND” commitment from HP.
  • Evolución de los sistemas BSSOSS en el sector de las Telecomunicaciones

    1. 1. Transforming the Customer Experiencethrough Operation Excellence<br />Philippe Leon<br />DirectorNext Generation Operation Support Systems<br />
    2. 2. Today’s agenda<br />Transforming customer experience… why? <br />Operational Excellence …why?<br />HP approach<br />
    3. 3. The Telecommunication industry was already challenging <br />Competitors are unexpected<br />The walls are down<br />Customers are in control<br />And now it gets even harder <br />Time is short<br />Budgets are tight<br />
    4. 4. Leadership implies transforming the customer experience… It has many imperatives<br />Operational Excellence<br />HP Next Generation OSS<br />Transform the Customer Experience<br />Service Innovation<br />Infrastructure Transformation<br />Real-Time Customer Insights<br />
    5. 5. Where does a NOC want to go?<br />Today<br />3 years from now<br />10%<br />30%<br />40%<br />Innovation<br />60%<br />20-25%<br />Consolidation<br />35-40%<br />Operation<br />
    6. 6. Challenges in Operations Today<br />6<br />
    7. 7. Business view<br />Why? How fast?<br />Functional view<br />What?<br />Technical view<br />How?<br />Implementation view<br />With What?<br />Next Generation OSS Transformation For better Customer Experience<br />Transformation<br />Current<br />End State<br />Network operations<br />IP management<br />IT Infrastructure Management<br />Business Process Automation<br />Service Management<br />Integrated Operations<br />Domain <br />specializations<br />
    8. 8. HP Approach to help our Customers Reach Operations Excellence<br />Business Consulting<br />Delivery<br /><ul><li>Global Delivery Factories
    9. 9. Global Methods
    10. 10. Local Teams close to customer
    11. 11. Transformation Governance
    12. 12. Financial Analysis, Optimization, Innovation
    13. 13. Best-Practices</li></ul>Software solutions<br /><ul><li>Fulfillment, Assurance and Integration
    14. 14. HP & Partner Software, HP Hardware
    15. 15. Marketing leading IT and Telecom Management</li></li></ul><li>
    16. 16. Functions Addressed by HP NGOSS<br />Assurance<br />Fulfillment<br />Order management<br />Fault Management<br />Activation<br />Performance Mgt<br />Inventory<br />Service Mgt<br />Problem Mgt<br />Change & Config.<br />
    17. 17. OSS Consolidation at Large LAC Operator<br />
    18. 18. OSS Automation at Large North American Fixed Operator<br />
    19. 19. New OSS/BSS for Mobile Start-up<br />
    20. 20. In summary<br /><ul><li>Transforming Customer Experience is an imperative
    21. 21. Operational Excellence is an effective strategy to improve customer experience
    22. 22. Key success factors
    23. 23. It is a transformational journey
    24. 24. It’s critical to act and to be concrete
    25. 25. Business process driven approach
    26. 26. Telecom and IT converged processes
    27. 27. Solid architecture and best of suite solutions</li></li></ul><li>Transformation Governance<br />IT & Telco Best In Class Solutions<br />Standards, Best Practices, Knowledge<br />Local & WW Consulting and Delivery<br />Achieving OSS Transformation with HP<br />+<br />You<br />
    28. 28. “DTAC’s primary goal is to provide a rewarding experience for our 19 million customers, and HP is an important partner in that effort“<br />Tore Johnsen, chief executive officer, DTAC<br />“M-Tel expects to enhance customer experience, especially for high-value corporate users, by using the HP solutions.”<br />RoniBabikian, head of the Network Operations Center<br />Winner of TMF 2007 Excellence Award, PROSSPERO Supplier for OSS/J<br />“The winners distinguished themselves by their significant contributions to the industry at large and the …advancement of TM Forum best-practices”<br /> Martin Creaner, President TM Forum<br />HP Recognition from the Industry<br />
    29. 29. “With a solid background in integrated OSS/BSS, HP is ideally positioned to help service providers evolve toward a customer-focused approach to service assurance.” <br />Ari Banerjee – Program Manager, Yankee Group, May 2009<br />“HP is again the market leader leveraging its strong position of HP …TeMIP deployments” — #1 in Telecom Service Management<br /> OSS Observer Market Share, May 2008<br />“HP has definitely moved the banner forward. It has introduced… a number of customer-centric and technology focused solutions. <br /> HP brings a number of strengths. They are recognized globally by …service providers which makes them a very strong competitor in this very quickly changing business world.” <br />Karl Whitelock – Senior Consulting Analyst Stratecast<br />Analyst views of HP in OSS<br />
    30. 30. Go NGOSS. Now.<br />www.hp.com/go/NGOSS<br />
    31. 31. Communications and Media Solutions<br />www.hp.com/cms<br />