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Defining the Horizontal Customer Interface of the DX 200 Platform

Defining the Horizontal Customer Interface of the DX 200 Platform. Author: Mikko Kariola Supervisor: Prof. Timo O. Korhonen Instructor: M.Sc. (Tech.) Heikki Bayr. Contents. Background DX 200 platform & product lines Transition to horizontal business model Research problem Methodology

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Defining the Horizontal Customer Interface of the DX 200 Platform

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  1. Defining the Horizontal Customer Interface of the DX 200 Platform Author: Mikko Kariola Supervisor: Prof. Timo O. Korhonen Instructor: M.Sc. (Tech.) Heikki Bayr Mikko.Kariola@Nokia.com

  2. Contents • Background • DX 200 platform & product lines • Transition to horizontal business model • Research problem • Methodology • Results • Requirements • Product and documentation • Development process • Interface organization • Conclusions

  3. Background • The thesis is done for the DX 200 Platform organization of Nokia Networks • The DX 200 Platform serves a number of Nokia’s Product Lines • DX 200 Platform consists of HW and SW elements • The Product Lines produce various fixed, 2G & 3G network elements: MSC, BSC, … • One of the Product Lines is sold to an external company • Transition to Horizontal Business Model

  4. GSM network

  5. MSC network element and computer units

  6. Vertical business model Internal Product Lines PL 4 PL 1 PL 2 PL 3 Same Company Vertical Customer Interface DX 200 Platform organization

  7. Transition to horizontal business model External Product Line Internal Product Lines PL 4 PL 1 PL 2 PL 3 Different Companies Vertical Customer Interface Horizontal Customer Interface Interface Organization DX 200 Platform organization

  8. Collaboration terms • Collaboration roles • Subcontractor • Prime contractor • Customer • DX 200 Platform: Prime contractor -> Subcontractor Customer Prime contractor Subcontractor

  9. Research problem • What are the requirements of the new business model for the development of the DX 200 platform? • What kinds of modifications are needed? • What is needed to change in the DX 200 platform product to meet the new business requirements? • How is the development process of the DX 200 platform changed to meet the new business requirements? • What kind of organizational interface is built between the external customer and the DX 200 platform?

  10. Horizontal Customer Interface elements • The new horizontal customer interface contains definitions for: • the application programming interface (API) of the platform product and the platform documentation • the product development process and the communication over the organizational interface • SW deliveries, maintenance, training, … • the interface organization Product Process Organization

  11. Methodology • Literature study • Platform & Product lines • Product/Software development • Vertical & Horizontal business models • DX 200 System description • Interviews • Development process of DX 200 Platform • Analysis of the requirements and building of the Horizontal Customer Interface based on the literature and the interviews

  12. Results – Requirements • Benefits of using the platform shall be maintained • Confidentiality shall be preserved

  13. Results – Requirements • Maintaining the benefits of using the platform contains the requirements of both of the parties in the horizontal business model: • the framework that the external product line needs for developing its application, and • the feedback that the platform organization needs from the product line for the development of the platform. • The confidentiality requirements reflect to: • the product and its documentation, • the ways of communication, and • the structure of the organization

  14. Results – Product and documentation • DX 200 System is modular of nature • Basically suitable for horizontal business • IPR (Intelligent Property Rights) belong to the supplier – DX 200 Platform • Product development environment has to be provided for the customer • Tools: SCM, code editors, debuggers, compilers, test automation, … • Licenses for tools may have to be acquired

  15. Results – Product and documentation • Platform documentation • Before: Scattered to many places, confidential material not separated, visible to all • Goal: All material classified • Common material to a ”Common disk” • Platform deliveries • Before: Source code accessible to customer • Goal: Binary deliveries • Changes in SCM process

  16. Results – Development process • Ordering of new features for the platform • More emphasis required on preliminary work: better analyzed requirements • Product decisions • External customer does not have access to product decision making • Implementation & testing • No feedback from the customer on detailed (confidential) design • System (& functional) level testing done in customer organization • Fault management • Fault reporting tool & visibility to reports • Training • Both internal & customer training required

  17. Results – Development process • Services • Fixed services (fixed pricing) • New platform releases • Fault management • SW engineering environment • One-off services (occasional projects) • On-site technical support • Training • New SW feature orders • New HW components

  18. Results - Communication • Communication practices need to be controlled • All communication between the external customer and DX 200 Platform is directed through an interface organization • NDA • Communication boards • Changes at an individual level • Mindset of a customer servant • Learn what is confidential & not to be revealed to external customer • All work to be agreed before starting e.g. a design task • Requirements and schedule & effort estimation play an important role

  19. Customer Organization Platform Organization Management Board External Customer Management Management Platform Follow-up External Customer R&D Product Management Roadmaps SW engineers Fault Follow-up Maintenance Communication boards

  20. Results – Interface Organization • All DX 200 Platform development functions have to managed in the interface • Interface roles • Product manager: Collecting of requirements, product decisions • Integration project manager: Integration of new release to external customer use • Maintenance manager: Fault follow-up • Agreement manager: Interpretation of general agreements, support in contractual issues • Competence transfer manager: Providing adequate competence to external customer for the use of platform services

  21. Results – organizational culture • Organizational culture changes • Different mindsets for internal & external customers • Priority setting • Optimization of resource allocation between internal & external customers • A rise in cost-awareness • The costs become more visible to the platform organization • Potential for better efficiency

  22. Conclusions • The case is much simpler than a horizontal customer without previous experience of the DX 200 Platform • The transition period enables smooth separation of the organizations • Changes in processes are possible, but require approval from both sides

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