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OSS/BSS Transformation
The key to OSS/BSS transformation is streamlining everything. Eliminating unnecessary processes. Running leaner. The challenges and rewards of doing so are highlighted in our conversation with Kevin Hart, CIO of Level3, which you can read in this issue of Pipeline.
What approaches to systems transformation are there?
Cassandra Millhouse and David James of Amdocs sum up the types of OSS/BSS transformation very well when they break up strategy into the five subheadings. The first is “Complete BSS and OSS transformation – A complete overhaul and replacement of all support systems, business and operational. A good example of this is the Telstra transformation, which made headlines for the vast scale and scope of the project.”
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“A good example of this is the Telstra transformation, which made headlines for the vast scale and scope of the project.” |
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One aspect of the Telekom Austria transformation process has been the selection of a central product catalog (which was discussed in some depth in the EPM roundtable we covered earlier this year), opting for Tribold's solution in that area.
Millhouse and James continue, noting that a third strategy would be “Service transformation – Initiation of a new OSS from order to activation for one service, and then extended in a phased approach to all services. TDC underwent this sort of transformation.”
The fourth strategy they note is “Process consolidation –Unification of existing OSS with orchestration and then extending this
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Indeed, Telstra has made headlines for its project, because it's a bold, future-proof move... and one that's been very difficult and time-consuming. In November of 2005, Telstra had some 1500 systems, and seeks to pare that number down to 300 by the end of 2010. A year into the project, Telstra announced that it was 15% done, having eliminated 115 applications. A hallmark of 500 decommissioned systems was scheduled for the end of 2008. Due to the time-consuming nature of the project, that figure was adjusted to fewer than 450 systems decommissioned by June of 2009.
It takes a great deal of time. However, Telstra is showing a great deal of commitment by going this route.
The second strategy, according to the Amdocs team, is “Complete OSS transformation – A complete replacement of all operational support systems for a more unified platform, such as the project at Telekom Austria.”
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transformation across the organization, as recently illustrated at BT.”
Finally, the Millhouse and James mention “Inventory consolidation - Unify existing OSS with one common inventory and then extend across the rest,” noting KPN as an example of a company that's done just that.
The Bigger Picture
Telecommunications does not exist in a vacuum. It is a business driver, and a tool of personal connection and, as much as anything else in the economic landscape, requires continued growth in the world-at-large to enjoy growth and change within the space.
That's a hard thing to promise in the current landscape.
How can CSPs continue existing, or pursue new, transformation projects in such an
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