ngoss managed services- cost cutting

Copyright Comarch 2010

NGOSS Managed Services- Cost Cutting How can you efficiently consolidate your service network assets?

NGOSS Managed Services

2 Copyright Comarch 2010

• Global software vendor for the telecommunications industry

• Strong BSS and OSS player - top rated by Gartner

• Founded in 1993, public company since 1999

• Stable ownership, organic growth with sustainable annual profit

• 3 500 employees in the EU and the US

• Customers: T-Mobile, Telefónica O2,

E-Plus Group, KPN Group,

Bouygues Telecom, Auchan Telecom

• Innovations: NGOSS ontology (MOST),

Fiber optics performance management,

Misuse Detection System (MDS), NGIPTV, Open IMS, Billing Cloud,

Self-optimizing OSS

Introducing Comarch



Lower ratesFlat rates

Better quality

Higher demand on the network capacity

Better efficiencyDecreased network maintenance cost



The reality

• The problem is common– OSS (network and service management)– Network controllers and management systems– Equipment and firmware

• Strategy: – be first on the market/quick with services– support specific business process

• Result: Focus moves from business towards integration

COTS tools

SP existing organization

and processes

SP specific

requirementsCustomizations

SP specific solution



COTS – wonderful picture

• Off-the shelf functional modules (e.g. SDH planning, IP address management, etc.)

• Standard interfaces• Standard services (integration of

SNMP interfaces, data migration, invoice generation, etc.)

• 100% matching to given operator’s use cases



Typical OSS landscape

Vendor A Vendor B

NMS ANMS B

Inventory Management

Configuration Management

Planning Tools Fault Management

Network Optimization

Tools



Typical OSS landscape – simple upgrade case

• Complicated release management

• Service provider becomes responsible for Software Vendor synchronization

• Service provider becomes an interface tester

Inventory Management

Configuration Management

Planning Tools Fault Management

Network Optimization

Tools

Vendor A Vendor B

NMS ANMS B

New Release

New Release



Structuring the responsibility

• Project based approach– Licenses – COTS products

delivery– Interfacing and customization

delivery with System Integrators

Comarch OSS Suite

Operations Support &Readiness

Fulfillment AssuranceProduct Lifecycle Management

Res

ourc

esS

ervi

ces

NGNP

Process-Driven N&SInventory

NGSDP

SQM

NGSA

• More responsibilities– Turn key projects / hosting

– Software vendors & server vendors consolidation– Software vendors working together on the interfaces



Managed services – how Comarch understands it

Application outsourcing

• Application Software configuration services

•Performing upgrades of software modules

•Log and maintenance management

•System configuration

•Technical extensions services

Business processes outsourcing

• Comarch manages all or selected actions of business processes

• Application software proactive monitoring services

IT outsourcing

• All HW/SW at Comarch premises

• Comarch responsible for typical Data Center services



Hosting of the solution

• IT managed services– Hosting of the applications– Maintenance and administration– Release management

• The solution is still dedicated to a given customer

• It’s still the model of purchasing licenses and additionally monthly fees for hosting



Next step – go back to standard software

The customer does not care about the technical solution

Customer

Comarch



Application outsourcing

Service Provider goals

• Focus on the business• Move application know-how to

the software & service provider• Define the targets for the IT

– Better efficiency– Better time-to-market– Support for business

flexibility

Software provider goals

• Provide the solution based on the company’s standard product

• Minimize the maintenance effort

• Introduce reusability of the interfaces and functionalities



Responsibilities examples: time-to-market

• Software provider takes responsibility for being ready for network HW upgrades– New features– New network management

system versions– New equipment support

• Delivered within strict KPI

• A trusted software provider is a partner included in strategic planning

Cus

tom

erC

omar

ch

ChangeRequest

ApplicationForm

CRapplicationreceived

Scope ofWork

estimation

CR projectprepared

CR projectsigned

CR ordersigned

Softwaredevelopment

CRinstallation

CR Tested CR approved

Road mapand plans

Feasibilityanalysis

Time-to-market KPIveryfication

Work around

Work arounddelivered



Requirement management process

Streamlining implementations in the same direction

New Requirement

Category

Local Customization

Customer product

COTS

Verification of CA Product Mgmt

Requires coding

Becomes COTS

YES

NO

Customer product

COTS

Release

YES

NO

Verification of product mgmt board

Local configuration

Is accepted

YES

Local customization

NO



Standardization of the processes

Operations

OperationsSupport &Readiness

Fulfillment

Strategy,Infrastructure &

Product

ProductLifecycle

Management

Assurance Billing

• Business processes may differ -> mapping to standards (eTOM) still possible

• Technical realization of network activities can be standardized



Software vendor responsible for the software

• Reusability– Software components

– Interfaces

– Business process components – technical realization

• Better control over the solution• Lower cost for service provider• Leveraging best market standards



End-to-End Responsibility

• Software vendor may take responsibility for the complete OSS solution

• Software vendor will shield its customers from problems with: Telco equipments

manufacturers Subcontractors

• This will secure future operation and extensions of the solution

Comarch OSS Suite

Operations Support &Readiness

Fulfillment Assurance

OSS Process Management

Network & Service Inventory

Service Inventory Management

OSS Mediation

Network Inventory Management

ProvisioningAuto-discovery &

Reconciliation

Network & Service Assurance

SLA Management

FaultManagement

PerformanceManagement

ServiceDeliveryPlatform

ServiceMonitoring

Service QualityManagement



Service Catalogue – focused on the goals

• The solution is identified by services– Network configuration– Reconciliation– Events collection from

source X– Event correlation– Service impact calculation– Technology driven extensions– Etc…

• Each service is provided with some processes, KPIs, Measurement Points



The role of measurement points

• Identify how we measure the service

• Identify responsibility for manual and automatic tasks

• Can cover time, data volume

• KPIs are calculated based on the MP



Cust

om

er

Com

arc

h

ChangeRequest

ApplicationForm

CRapplicationreceived

Scope ofWork

estimation

CR projectprepared

CR projectsigned

CR ordersigned

Softwaredevelopment

CRinstallation

CR Tested CR approved

Road mapand plans

Feasibilityanalysis

Time-to-market KPIveryfication

Work around

Work arounddelivered

ROI shapes the service structure

ITIL Services

TTM KPI

Automation KPI

Cap

4.000 6.000

Offer

Cap

KPI measurements

Usage measurements

Activity AActivity A Activity WActivity W Activity FActivity F

manual automatic interactive manual

Inpu

t

Out

put

E2E R MP 1 E2E R MP 2High Level Measurement

MP 3 MP4

Low Level MeasurementLow Level Measurement

MP5 MP6 MP7 MP8 MP9 MP10

SLA / KPI

Malus Business Service

Activity BActivity BActivity A Activity W Activity B Activity F

• Sharing service provider success– Efficiency– Automation– Number of

network activities

– Any business related factor



Managed Services – cost cutting

• Service provider responsible for its business

• Software provider – a trusted partner in the business success

• Standardized operations• Easy and predictable OPEX

calculation• Flexibility in shaping service

provider operations