“So what will we have Operational Support for?”

1. EURESCOM P846 “So what will we have Operational Support for?” A Pre-study Oct ‘98 - Feb ‘99 Pete Barnsley, BT BT, Deutsche Telekom, Telecom Italia,Telecom Eireann.

2. Outline • Introduction • The Future World • Future OS Characteristics • OS Role Dependences • Conclusions

3. Roles Market Place Policy Who offers what? Who interacts with who? Functions/ Activities System Services Who wants what? Data Process Technologies Technology Space Customers OS - multi-dimensional problem

4. KPH 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. Roles 2005 world Industry model P E S T Model P E S factors Technology SP/NC/AC Who may be doing what? OS activities characteristics Impact on OS by 2005 OS activities characteristics Method of Study! The style of OS activities in 2005

6. Roles 2005 world Industry model P E S T Model The Future World! P E S factors Technology SP/NC/AC Who may be doing what? OS activities characteristics Impact on OS by 2005 OS activities characteristics The style of OS activities in 2005

7. A Vision of 2005 Computing Power SMEs Mobility e-Commerce

8. DT BT FT D I win!!! TW BBC IP World in 2005 All or Nothing Components IP everywhere

9. 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

10. Social and Technology impact • User expects open access to OS. A culture change! • Security cleared access to fault/bill/configuration 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

11. Supplier Higher value Service Provider Customer Network Service Provider Access Connector Network Connector Industry Role Model

12. 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.

13. P E S factors Technology OS activities characteristics 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

14. Sales & Order Processing Quality Assurance Account Collation Service Instance Provision Service-Resource Management Chargeable Event Collection Business Management Service Resourcing OS activities

15. NC AC SP Scale Automation Adaptive Time Critical Internal Interaction Proactive Visibility Value Value (Others) Large Automated Adaptive Time Critical External Interactive Proactive Visible High High Small Manual Routine Best Effort Internal Self Contained Reactive Invisible Low Low Sales & Order Processing

16. F V C SP P VO SP AC NC E VE I 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. BM AC S&OP SRM SP S&OP SIP QA AcC SR CEC Automation/Frequency Low scale best effort Low • Increased Frequency • S&OP (SPs not ACs), BM • SIP, SR • Increased automation • SIP, S&OP • SRM, BM • but not QA Frequency not suited to OS Large scale time critical High adaptive routine Automatic routine Manual adaptive Complexity PNOs today = NC/AC player primarily

18. Value high • Increased Value to others • BM and SR • SRM S&OP AcC SR SIP QA SRM Value to others BM CEC low high low Value to enterprise PNOs today = NC/AC player primarily

19. S&OP AcC QA SR SR CEC SIP BM SRM Interaction and Externalisation high • More interaction • AcC, • More externalisation • AcC, • CEC, • SIP NC Interaction with other OS activities low External internal Externalisation PNOs today = NC/AC player primarily

20. Customer Visibility and Proactiveness high • Increased Visibility to Customer • CEC (SPs) • More proactive behaviour • S&OP, • CEC, • SRM • SR, BM SIP S&OP AcC Visibility to C’s 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

21. Automation & Frequency Value to others SIP S&OP SRM BM Not QA S&OP (SPs) BM SIP SR SRM BM SR AcC SR & BM S&OP QA S&OP SR CEC SRM CEC (SPs) AcC BM AcC CEC SIP Proactive & Visibility Externalisation & Interaction Future OS characteristics INCREASES

22. OS Characteristics Key Messages • Same functionality, no new activities, but their naturehas changed! • More visibility to external players / roles / systems • visibility of previously hidden policies • Customer control • Sales and Order Processing • Valued More

23. SP/NC/AC Who may be doing what? OS activities characteristics 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

24. 100% S&OP 90% Customer QA 80% 70% AcC 60% SIP 50% Efficiency SRM 40% 30% CEC 20% SR Business 10% BM 0% HVSP NSP NC AC Relative Importance by Role % Relative Importance

25. Customer Facing OS Efficiency OS Higher value Service Provider Network Connector S&OP QA AcC SIP SRM CEC Network Service Provider Access Connector Network Connector Higher value Service Provider BM SR Access Connector Network Service Provider Business Management OS Resourcing OS Relative Importance of OS. Higher Importance

26. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% HVSP NSP NC AC OS activity groupings Tele-Management Forum Groupings % Relative Importance Billing Assurance Fulfilment Service Resourcing Business Mgt

27. Fulfilment Assurance Higher value Service Provider Network Connector QA SRM S&OP SIP Network Service Provider Access Connector Network Connector Higher value Service Provider AcC CEC BM SR Access Connector Network Service Provider Business Management & Resourcing Billing Relative Importance of OS. Higher Importance

28. 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

29. SP/NC/AC Who may be doing what? Impact on OS by 2005 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

30. 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.

31. 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:

32. Conclusions 3 • Huge change expected. OS is the largest issue on PNO’s 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

33. Thank you

34. 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.

35. 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.

36. 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?