So what will we have Operational Support for

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So what will we have Operational Support for?
EURESCOM P846

• A Pre-study
• Oct 98 - Feb 99
• Pete Barnsley, BT
• BT, Deutsche Telekom, Telecom Italia,Telecom
  Eireann.

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Outline

• Introduction
• The Future World
• Future OS Characteristics
• OS Role Dependences
• Conclusions

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OS - multi-dimensional problem
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Why not just Support Systems?

• Do you understand a car by analysing the
  dashboard?
• Support Systems have been the focus.

• But why are they there?
• What activities does a business need to be
  involved in?

5
Method of Study!
The style of OS activities in 2005
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The Future World!
P E S factors
SP/NC/AC
Technology
Who may be doing what?
OS activities characteristics
Impact on OS by 2005
OS activities characteristics
The style of OS activities in 2005
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A Vision of 2005
Computing Power
SMEs
Mobility
e-Commerce
8
World in 2005
All or Nothing
Components
IP everywhere
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Political and Economic impact

• Regulation encourages the splitting of PNOs into
  organisational entities
• geographic, information and service
• Key operational activities may be unbundled

• Collaboration via supply / value chains
• openness to the systems / processes
• Market expects transparency
• technology, delivery channel independence
• Outsourcing 3rd party OS businesses

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Social and Technology impact

• User expects open access to OS. A culture
  change!
• Security cleared access to fault/bill/configuratio
  n info the norm
• Personalisation the norm.
• including the support surrounding the service.

• Distributed, open but secure commerce IT systems
• Businesses expect to share and be able to view

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Industry Role Model
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OS Role Key Messages

• 2005 characterised by
• computing tool communications,
• wide acceptance of mobility and e-commerce,
• SMEs dominating economy,
• Internet and object technology solution space,
• a winner-takes-all market
• Roles are key architecture components
• OS activities differ for each role
• Operational Support will be
• segregated by role and co-operating
• personalised by customer
• open and offered as service resources.

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Future OS Characteristics
Roles
2005 world
Industry model
P E S T Model
SP/NC/AC
Who may be doing what?
OS activities characteristics
Impact on OS by 2005
The style of OS activities in 2005
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OS activities
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Sales Order Processing
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Sales Order Processing

• More automated
• regulator requirements, e-commerce push,
  pre-processed orders
• More time-critical
• customer expectation, competition
• More proactive
• free for 10days sales
• More interactive
• role dependent, changing portfolios

Today
Future
17
Automation/Frequency

• Increased Frequency
• SOP (SPs not ACs), BM
• SIP, SR
• Increased automation
• SIP, SOP
• SRM, BM
• but not QA

Low scale best effort
Low
Frequency
not suited to OS
Large scale time critical
High
adaptive
routine
Automatic routine
Manual adaptive
Complexity
PNOs today NC/AC player primarily
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Value
high

• Increased Value to others
• BM and SR
• SRM

SOP
AcC
SIP
SR
QA
SRM
Value to others
BM
CEC
low
high
low
Value to enterprise
PNOs today NC/AC player primarily
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Interaction and Externalisation

• More interaction
• AcC,
• More externalisation
• AcC,
• CEC,
• SIP

high
NC
Interaction with other OS activities
low
External
internal
Externalisation
PNOs today NC/AC player primarily
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Customer Visibility and Proactiveness

• Increased Visibility to Customer
• CEC (SPs)
• More proactive behaviour
• SOP,
• CEC,
• SRM
• SR, BM

high
SIP
SOP
AcC
Visibility to Cs
SP
CEC
QA
SR
BM
BM
SP
NC
NC
CEC
SRM
Was here
Moves here
low
Reactive
Proactive
Proactiveness
PNOs today NC/AC player primarily
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Future OS characteristics
INCREASES
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OS Characteristics Key Messages

• Same functionality, no new activities, but their
  nature has changed!
• More visibility to external players / roles /
  systems
• visibility of previously hidden policies
• Customer control
• Sales and Order Processing
• Valued More

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OS Role Dependence
Roles
2005 world
Industry model
P E S T Model
P E S factors
Technology
Impact on OS by 2005
OS activities characteristics
The style of OS activities in 2005
The style of OS activities in 2005
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Relative Importance by Role
Relative Importance
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Relative Importance of OS.
Higher Importance
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OS activity groupings
Tele-Management Forum Groupings
Relative Importance
Billing
Assurance
Fulfilment
Service Resourcing
Business Mgt
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Relative Importance of OS.
Higher Importance
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OS Role dependence Key Messages

• Service Providers (hvSP , NSP) focus on-
• Customer Facing OS
• Business Management
• Fulfilment
• Billing
• Infrastructure Providers (NC, AC) focus on-
• Efficiency
• Service Resourcing
• Quality Assurance
• Business Management

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Conclusions
Roles
2005 world
Industry model
P E S T Model
P E S factors
Technology
OS activities characteristics
OS activities characteristics
The style of OS activities in 2005
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Conclusions 1

• Roles and Supply chain analysis crucial
• driven by Regulation, Competition, Technology,
  New markets. Social change.
• Roles have different Operational Support
  requirements
• different services offered, different customers,
  different suppliers.
• Co-operation and Openness
• Operational Support designed for supply chains in
  future.
• Attracting and keeping customers for
  Infrastructure providers (NC / AC)
• Expected by end-customer from Service Providers.

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Conclusions 2

• OS activities will become
• More valued by others (Roles / end-customers) and
  externally facing
• More proactive, time critical and automated.
• enabled by distributed and e-commerce
  technologies
• driven by society and customer expectation
• A fleet of frigates NOT an aircraft carrier!
• Support Systems become the service system

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Conclusions 3

• Huge change expected. OS is the largest issue on
  PNOs horizon
• Existing bodies not considering the industry as a
  co-operative whole.
• Inter-role process co-operation needs to be
  developed..
• Risks high but analysis tools and methods
  unknown.
• Further research needed immediately
• to help de-risk business judgements on OS
  activity.
• lacking more quantitative methods of evaluating
  OS by role and market

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Thank you
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Recommendation Projects

• Model OS activity interaction between roles
• Sensible set of OS activities and the role model.
• Supply chain standards.
• Analysis methods for assessment of P E S T impact
  on OS activities
• More quantitative analysis methods for de-risking
  OS activity policy.

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Recommendation Projects

• Explore ways to enable the extremes of the OS
  characteristics
• e.g. how to make all OS activities less time
  critical.
• Investigate how the change in characteristics can
  be supported and encouraged
• Industry fora?
• Opportunities and impacts for 3rd party
  application providers.
• New approaches to standardisation for the dynamic
  information society.

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Recommendations

• EURESCOM should become an active member of
  industry fora to drive understanding and
  consideration of the wider supply chain issues.
• Significant effort should be targeted at
  understanding the opportunities and threats in
  the OS activity domain.
• How will openness affect any existing OS
  architecture?

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Business Management

• Larger Scale
• global, new markets, more competition, regulation
• More time critical
• churn and market shifts, less time to hit market
• More externalised
• Co-operative world, alliances, outsourcing
• More valued by others
• visibility and co-operation

Today
Future
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Service Resourcing

• More automated
• e-commerce, bulk order / drip deliver
• More proactive
• Dynamic market resource ready not JIT.
• More valued by others
• Interdependence between players
• More time-critical
• Competition is more real

Today
Future
39
Sales Order Processing

• More automated
• regulator requirements, e-commerce push,
  pre-processed orders
• More time-critical
• customer expectation, competition
• More proactive
• free for 10days sales
• More interactive
• role dependent, changing portfolios

Today
Future
40
Service Instance Provision

• More automated
• on-line subscription, distributed technologies
• More adaptive
• personalisation, routine processes underneath
• More time-critical
• instancy requirement
• More externalised
• technology supports this, Call-off contracts -
  self provision (linked to VE)

Today
Future
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Quality Assurance

• More automated
• save costs, self-diagnosis
• More adaptive
• shorter lifecycles, more types of service and
  components
• More externalised
• more parties involved, market expectations.

Today
Future
42
Service-Resource Management

• More automated
• common technology, remote management, in-built
  redundancy
• Less time critical
• redundancy, best effort as resource becomes
  intelligent.
• More proactive
• forecast and predict, margins tight
• More valued by others
• dependency on other role resources.

Today
Future
43
Account Collation

• More externalised
• other parties involved, tariff structure a
  selling point. (see V)
• More interactive
• improved efficiency and speed

Today
Future
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Chargeable Event Collection

• More externalised
• Other parties involved.
• More proactive and visibility
• For SPs,
• pre-paid services
• like Advice duration and charge

Today
Future
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Forming Questions

• Why will OS be needed and what areas will be
  covered?
• What is the role of OS in an open deregulated
  Information Society?
• What forces drive what operational support
  requirements?

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Deliverable scope

• A possible picture of what OS may be like and its
  role in 2005
• The impact that this may have on TelCos and the
  GII (Global Information infrastructure).

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Project Aim

• To provide
• An assessment of the change in OS activities
  within a Telco in 2005 as a result of an
  analysis of
• P E S T factors and trends
• Roles and Industry model
• To assess the magnitude and provide some advice
  and direction for any further study.

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Scenario A Special pay-per-view Event

• Johns favourite band is playing a concert later
  that night and he subscribes to the Promoters
  service.
• During the concert a fault degrades quality and
  John is reimbursed.

Higher Value Service Provider
Customer
Promoter
Network Service Provider
Network Connector
Access Connector
John
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Implications on OS activities

• Sales Order Processing co-operation between all
  the supplying roles hvSP, NSP, NC and AC
• Service Instance Provisioning co-operation
• Chargeable Event Collection / Account Collation
  between the adjacent supply roles (eg NC / NSP).
  Possibly throughout supply chain.
• Quality Assurance / Service-Resource Management
  co-operation throughout the supply chain.
• No direct AC / NC interaction with Customer