Pipeline Publishing, Volume 5, Issue 6
This Month's Issue:
IMS: the Way to True Convergence?
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Governing Transformation

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knowledge of your systems and processes leads to good architectural designs. Accurate, timely knowledge of what is happening with projects leads to strategic decisions on what next steps must be taken.

Applying Governance

So you are about to choose a large SI or have already started a business relationship that expects them to implement your business transformation. What you also need is an independent watch dog for this SI transformation. Best practice in Accounting today is to hire one firm to perform the accounting service and a different firm to perform the audit. The existence of an after-the-fact assessment is used to tailor behavior and decisions during the performance of the accounting services. For telecom operational transformations, after the fact assessments are needed to quantify project returns, but come too late to aid the decisions that occur at project milestones. So for NGN, IMS, and NGOSS transformations, an ongoing assessment service is needed from an independent contractor.

Once each company has recognized the need to go forward with the project, a thorough assessment must be completed. Many big questions need to be answered to establish where the project starts and how it proceeds. Some of these questions include:

  • How to scope the transformation
  • How to establish and promote principles of transformation governance
  • What methodology will be follow?
  • What are the transformation phases and steps (program and project planning & management)?
  • What will be the impact on the existing business model (portfolio, process model, data model, technological infrastructure and organization)?
  • What are the expected benefits? When will they be delivered?
  • How much must the company invest?
  • What are the risks?
  • How to mitigate that risk

One method of risk mitigation is simply to avoid the mistakes that pioneers encountered. Transformation is inherently complex. It is not just a technical exercise of modeling process, data, and architecture. To operate a transformation an intelligent translator and effective project governance is needed.

Your independent assessment team should include domain experts in each of the product, network technology, service standard, and tools used to aid the creation of the new integrated service platform. To assess progress, optimize resource utilization, and alert to issues on this project, include a certified project manager. Additionally, one or more architects with experience that crosses the technical domains are needed to help

Transformation is inherently complex. It is not just a technical exercise of modeling process, data, and architecture.


formulate the big picture; PolyArchitects™ are experienced in both network and network management technologies. They know network technology, software technology, and best practice in telecom operations. They can map and create processes and relate these to business needs and goals. Individuals like this have worked inside both service providers and vendor corporations and are able to bring multiple business perspectives to the project. Lastly, for NGOSS transformations, fully expert and experienced architects are needed to help navigate the thousands of pages of NGOSS specifications and relate this to your business needs and goals.

Early NGOSS implementers came to understand the positive effects of having an architect or business analyst as a monitor of transformation projects, helpfully standing between the service provider and the big SI. Such an individual understands the requirements, hurdles, and pain points of NGOSS. They streamline project plans and supply the information needed for informed, strategic decisions. With them, companies could effectively leverage NGOSS. But today, ongoing projects require sustained commitments and there are few fully qualified and experienced NGOSS experts to do the job. Therefore teams are better suited than individuals to help apply governance to NGOSS projects.

Recognizing this need and seeing no existing provider of such boutique services, a group of independent consultants involved with the creation of NGOSS and the delivery of NGOSS projects got together at the 2008 Nice Management World and informally agreed to work together and supply coordinated, expert NGOSS transformation teams. Eventually, John Reilly, Cliff Faurer, Edelweiss, Ahaluna, Marcus Ras, Andrew Chalmers, Alfred Anaya, Andrew McFadyen and many other veterans of NGOSS transformation projects came together to create the NGOSS-Applied consulting service. NGOSS-Applied provides core expert teams in NGOSS, SOA, and SDF who link the business, the technology, and the project detail. FineGrain Networks, another founder, is engaged for strategy and PolyArchitects™. Lastly, LTC International is contributing its experience with managing and delivering successful projects and its core of Business Operations Analysts®.

Serge Garcia sums it up: "NGOSS-Applied is a set of expert services from LTC delivered by an experienced team that includes business transformation pioneers who have been deeply involved in many assessments of large scale business transformation projects. They represent a team of experts capable of addressing issues from board governance to daily operational subject matter."

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