Next Generation Business and Operational Support Systems: Practical Realities and Emerging Strategies

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Workshop outline of Next Generation Business and Operational Support Systems: Practical Realities and Emerging Strategies

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Next Generation Business and Operational Support Systems: Practical Realities and Emerging Strategies

  1. 1. Alan Quayle Business and Service Development: Workshop Outline Next Generation BOSS (Business and Operational Support Systems): Practical Realities and Emerging Strategies BackgroundTelecommunications is a subset of Information Technology (IT). The telecoms industrylikes to think that theres IT and CT (Communication Technology) and a category calledICT (Information and Communications Technology), that is the merger of IT and CT.However, the rest of the world has another opinion. Using ITILs (InformationInfrastructure Technology Library) definition of IT: “The use of technology for thestorage, communication or processing of information. The technology typically includescomputers, telecommunications, applications and other software. The information mayinclude: business data, voice, images, and video. IT is often used to support businessprocesses through IT services.” From this definition its clear telecoms is considered asubset of IT, and today the heart of most telecom networks is software running onservers - thats IT.From a technology perspective were witnessing the ‘ITization’ of Telecoms, not amerger: IP was an enterprise technology (when it achieved scale) that is now the core oftelecoms, not ATM (Asynchronous Transfer Mode); SOA (Service Oriented Architecture)is an IT workflow bus that is now the core of an operators service delivery and businessoperations. Similarly, the TMF (Tele Management Forum) will be replaced with ITILbecause enterprises (the operator’s customers) use ITIL not TMF. Operators must talkthe language of their customers.ITization is occurring because of scale and TTM (Time To Market.) All other industriescombined (referred to as enterprises by telecoms) has scale and rapid evolution (startssmall and feature rich and rapidly evolves into 99.999% availability). Telecom does not;it continues to try to create a custom world in 7 days and fails. As an example, theApple iPhone app store implements an on-device portal (ODP) that telecom operatorshad offered to them since 2002 yet they did not adopt. The ODP is simply a rich internetapplication. As an industry were missing opportunities because of an insular attitudethat ignores the methods of IT’s success.The communications industry continues to struggle with its IT spend. For example,traditional operators’ IT spend is 10 times that of new entrants on a per subscriberbasis, and most of that spend is on legacy systems. Compared to industry averages,operators spend 9% of revenue on IT compared to an industry average of 4%. 70% ofthat spend is on legacy systems, and 75% is on custom systems rather than COTS(Commercial Off The Shelf). Are operators business processes so different they requirecustom systems? Are customers even aware of such differentiation? The answer toboth these questions is a resounding No.  2011 Alan Quayle Business and Service Development
  2. 2. Alan Quayle Business and Service Development: Workshop OutlineThe Tele Management Forum was founded in 1988 by BT and AT&T, its architecture wasbased on the BT Tile architecture created in the early 1980s. The Forum brings togethermembers to solve systems and operational management issues, yet in its 22 years ofexistence the TMF has failed to deliver compliable standards that enabled BOSS(Business and Operational Support Systems) vendors to interoperate, while in otherindustries, for example financial services, far greater progress has been achieved.Also a fundamental shift is happening due to the commoditization oftelecommunications, telecoms is not longer an independent ecosystem that can defineits own standards and rules, it is now a component of many other ecosystems, and mustconform to customers’ needs, which are largely defined through ITIL.The objectives of this course are to provide a distinctly different and independent viewon the status of next generation business and operational support systems (NGBOSS),with extensive case studies and frank reviews of the realities behind vendor andindustry forum hype. Helping guide operators on immediate simple practical steps aswell as setting out a strategy based on helping operators correct the underperformanceof Telco IT.Target audience for this two day strategic course are CTO, strategy and CIO groups whoare responsible for strategy, architecture, vendor selection and BOSS design wishing togain fresh and informed insight on where to focus in the emerging and increasinglycomplex telecoms environment. Workshop Delivery Options• Full 3 day course (800+ slides)• Fast-track 2 day course through most of the program – group discussion is limited• Partial program for anything less than 2 days  2011 Alan Quayle Business and Service Development
  3. 3. Alan Quayle Business and Service Development: Workshop Outline ProgramBusiness Transformation / NGOSS Questionnaire Results  Well start with an independent survey that was undertaken in 2010. o The survey includes operators form mobile, cable, incumbent converged, and carrier’s carrier; from Americas, APAC, and EMEA. Generally interviewing the CIO and CTO groups.  Topics covered include: o Business transformation vision: what specific business / technical / operational problems were being addressed across concept to cash, and trouble to resolution? o Business transformation, is it still relevant given the challenges and failures of many such projects which in the limit generate few significant customer perceived improvements o Gathering views on TMF, eTOM, SID, TAM, ITIL, and SOA – understanding the reality of what operators are thinking (not vendor marketing) o Real-world experiences – transformation challenges and how they were over-come or not (we’ll discuss failures, successes, and the many projects that finish somewhere in between)  Trying to avoid paying for 1000+ SI consultants on your premises o Reviewing experiences on commercial of the shelf (COTS), highly modified COTS and custom NGBOSS implementations - understanding the decision criteria / project outcomes – and balancing this against the drive to outsource or adopt cloud-based solutions for at least non-core functions o Understanding the financial implications of transformation – what is the return on investment? o Core components of business transformation – what really matters? o Best of breed versus best of suite o Vendor review – based on operator experiences not generic product comparisons o Does BOSS, bringing BSS and OSS under one framework make sense? o Key learning from the survey with specific recommendationsWhat Does the ITization of Telecoms Mean for Operators?  NGBOSS is part of a larger IT business transformation trend, this section considers the whole transformation in IT  Defining IT o Definition of IT o Mapping Telco’s Position o Market Sizes (IT and Telecom) o ITization of Telecoms o Battlefronts in Telecom Software  2011 Alan Quayle Business and Service Development
  4. 4. Alan Quayle Business and Service Development: Workshop Outline  IT Industry Status and Trends o Main IT Trends  Scale and Consolidation  Internet of Things  Internet of Services  Software, Service & Process Development o Main IT Research Trends  Storage, Hardware, Software Development, Open Source, Open Innovation, Cloud  RecommendationsNGBOSS Review• Legacy Situation o Reminder on the problems we’re facing• Operator Processes o Review the 3 process that drive our business • Concept to Cash • Trouble to Resolution • Plan to Provision• TeleManagement Forum o eTOM: Enhanced Telecom Operation Map o TAM: Telecom Application Map o SID: Shared Information Data model o MTOSI: Multi-Technology Operations System Interface o TM Forum’s Blueprint o OSS/J o Frameworx: rebanding all of the above o NGOSS: Next Generation Operational Support System• ITIL Review: Information Technology Infrastructure Library• TOGAF: The Open Group• So What does this all mean?Case Studies• SOA in Context o Understand the current status• A Brief History of SOA in Telecom o Quick review of its long history in Telecom• SOA Implementations o Quick review on some of the typical implementation issues• 23 Case Studies o Order to Cash Case Study o Cox Activation Silos Case Study o BT Global Services Case Study  2011 Alan Quayle Business and Service Development
  5. 5. Alan Quayle Business and Service Development: Workshop Outline o Telfort Case Study o Cell C Case Study o MTN Case Study o Sunrise Case Study o Telecom Italia Case Study o Turkcell Case Study o Cell C Case Study o Starthub Case Study o O2/iPhone Activation Case Study o O2 SOA Software Factory for Service Development Case Study o China Mobile (CMCC) BOSS Case Study o France Telecom Group Case Study o Deutsche Telekom Case Study o Rogers Case Study o Verizon Business: IT Workbench Case Study o AT&T SOA Case Study o BT NGBOSS Case Study o Other Non Telco Case Studies • Amazon • EDF • Banking o Key PointsSupplier trends and Overall recommendations:  Reviewing and understanding the status and strategies of suppliers such as Oracle, IBM, HP, Amdocs, Accenture, SAP, etc.  Reviewing the understanding the status and strategies of NEP (Network Equipment Provider) activities in NGBOSS and SOA. o Understanding why the NEPs are bringing BSS and OSS together on a common bus  Understanding the changes in the vendor landscape and what that means to operators NGBOSS plans  The ‘best of breed’ approach hasn’t worked, but is ‘best of suite’ any more practical? COTS (Commercial Off The Shelf) has low risk / cost but may not meet all requirements, a fully custom solution will meet all requirements but is expensive. The favoured approach of heavily modifying a COTS solution is resulting in high risk and cost. What drives operators to make these decisions, what are the outcomes, is there a better way?  Bringing the analysis together: recap on the key points from the market survey, identifying the impact of the ITization of Telecoms, highlighting the lessons learnt from the case studies, and a final discussion around the practical issues of adopting the guidance given the simple fact that legacy systems, processes and organizational structures dominate the transformation decision making process.  2011 Alan Quayle Business and Service Development
  6. 6. Alan Quayle Business and Service Development: Workshop Outline Content Samples  2011 Alan Quayle Business and Service Development
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