Tm f Case Study Handbook Vol 3

Case Study Handbook

34 Real-World Solutions Using TM Forum Standards

Volume 3

May 2007

Do you have a TM Forum Case Study?Be part of the next volume of this publication!

Download the TM Forum Case Study Template at www.tmforum.org/casestudies and submit your case study any time for immediate web posting and inclusion in the next Case Study Handbook.

Questions? Contact Rebecca Sendel at [email protected].

case study 1: Accenture and 3 Italiacase study 2: Accenture and MTNcase study 3: Accenture and Turkcellcase study 4: Ascomcase study 5: Atreus Systemscase study 6: Bearing Point Infonova GmbHcase study 7: CA Wily Technologycase study 8: CA Wily Technologycase study 9: CA Wily Technologycase study 10: Chunghwa Telecomcase study 11: Chunghwa Telecom case study 12: cVidya Networkscase study 13: Ernst & Youngcase study 14: EMCcase study 15: EXIS I.T.case study 16: GE Energy, Amdocscase study 17: Hewlett-Packardcase study 18: Infosys

case study 19: Infosyscase study 20: Infosyscase study 21: IONAcase study 22: Korea Telecomcase study 23: LTC Internationalcase study 24: Marand, Telekom Slovenijecase study 25: OKB Telecom Ltd.case study 26: Orga Systems GmbHcase study 27: Softline, Ukrainian Telecomcase study 28: Sun Microsystemscase study 29: Tata Consultancy Services Limitedcase study 30: Telecom Argentinacase study 31: Telekom Austria AG, Bearing Point

INFONOVA GmbHcase study 32: TNOcase study 33: Triboldcase study 34: T-Systems Enterprise

Services GmbH

CaseStudyv4Spreads 5/11/07 1:20 AM Page 1

Case Study #

Accenture and 3 Italia

3 Italia with Accenture launch Digital

Video Broadcasting Handheld Service

Authors:

Emmanuel Lalloz

Applicable TM Fourm Technical Areas:

eTOM

3 Italia and Accenture deployed a high quality mobile TV service and avoided large infrastructure costs. In five months Go-

live subscribers were able to watch all 64 World Cup matches on DVB-H compliant handsets. For under 1 per day

subscribers can access 14 mobile TV channels instead of 1 per hour for IPTV. Go-lives success reinforces 3 Italias

reputation as an innovator and has differentiated them in the commoditized Italian market. Looking ahead, Go-live is built on

a flexible Accenture solution, so 3 Italia has the capacity to scale horizontally (new services for its customers) and/or vertically

(new content/service).

3 Italia is a mobile media company, operating in the saturated and highly-competitive Italian mobile marketplace. As part of

an ongoing campaign to provide customers with new and compelling services, the company examined benefits and

challenges of launching a mobile TV service. On the plus side it would solidify the companys aggressive and innovation

reputation and benefit 3 Italia by increasing average revenues per user, reducing customer churn, and give them a significant

market differentiation.

The challenges were also plentiful. For this product launch to succeed quick development and rapid deployment were vital.

Customers would require high-quality but it must be offered at a reasonable price. This meant that minimizing startup costs

was also a key to success. Yet the biggest challenge 3 Italia faced was to successfully join the traditional broadcast TV and

wireless communications value chains in a manner that would accommodate the interests ofand prove profitable fora

wide variety of participants, including TV manufacturers, TV vendors, TV content providers, digital network operators,

terminal manufacturers, equipment vendors, platform vendors and mobile network operators. They had to make the service

attractive to all of 3 Italia's stakeholders.

In addition, a successful business case would require sufficient nationwide coverage and user penetration to be profitable at

a price level that would grow demand, while ensuring cooperation between all players. A suitable end-to-end test

environment was essential to ensure service quality. Finally, major systems integration efforts would be needed, both within

3 Italias existing environment and in cooperation with content providers and broadcast network operators.

Within the five months allotted, Accenture and 3 Italia developed an offering that provides customers with access to 14

mobile TV channels for less than 1 a day, a fraction of the cost of similar IPTV-based services. The launch strengthened 3

Italias reputation as market innovator and provided valuable differentiation in a crowded, highly-competitive market.

Accentures solution is both flexible and extensible, giving them a solid footing for future expansion with both new content

and new service providers. The solution is also built on a number of solid foundations to improve business performance

while lowering risks and costs and includes eTOM-compliant Business Processes. Building this solution with eTOM as part

of its foundation provides 3 Italia clients with future-proofed processes and smooth information flows.

Viewpoint:Service Provider PerspectiveSystem Integrator Perspective

Services:Video, Content

Network Technologies:Mobile GSM/GPRS, Mobile Edge/UMTS

1

To read the full version of this case study, visit www.tmforum.org/casestudies

Case Study #

T-Systems Enterprise Services GmbH

Customer Centric Fulfillment Demonstrator

Authors:

Dr. Torsten Meyer and Dr. Carl-W. Ackermann

Applicable TM Forum Technical Areas:

NGN Fulfillment, Fixed Mobile Convergence,

eTOM, NGOSS SID, NGOSS Architecture,

The future of telecommunication service providers lies in network agnostic, device independent and fully configurable multi play

services based on NGN technology. Exactly this challenge is addressed by the Customer Centric Fulfillment (CCF) demonstrator:

CCF demonstrates a best in class philosophy and architecture for the fulfillment infrastructure of integrated NG service providers of

the future.

Customer Centric Fulfillment (CCF) provides solutions for the following subjects:

Sales and Ordermanagement,

Service & Product Creation,

Partner Relationship Management, and

Product Usage & Service Management

To present the advantages and practicability of the developed architecture, T-Systems has build a demonstrator, which shows the

service providers and the end customers view.

It implements selected NGN fulfillment processes for an innovative, network agnostic, and device independent video streaming

service combined with an event notification service.

Fig. 1 Customer Centric Fulfillment Demonstrator

The CCF framework is a solution for NG fulfillment based on TMFs reference map eTOM with a strong focus on fulfillment

processes and emphasizes the aspects of customer centricity and network agnostic NGN multiple play services. Its architecture is

based on TMFs Application Map TAM, the Data Model SID and it implements a service oriented architecture according to the

NGOSS technology neutral architecture.

The building blocks of CCF may be reused for any telecommunication service provider on the edge of evolving to a NGN service

provider. Please visit the T-Systems booth at TMW 2007, hall 2, #107 for a presentation of the prototype system CCFD.


Services:Voice, Video, Data, VoIP, IPTV, VPN, Content

Network Technologies:Mobile Edge/UMTS, Broadband, IP

34



Case Study #

Accenture and MTN

MTN - Powering towards high

performance with 3G services

Authors:

Emmanuel Lalloz


eTOM

MTN launched the Accenture Service Delivery Platform Solution (ASDPS) alongside its 3G network making it faster, flexible

and responsive to VAS demands. MTNs portal was quickly re-engineered onto ASDPS resulting in reduced turnaround time

for service modifications from months to days. Centralizing functions within the ASDPS streamlined processes and reduced

costs. User experience improved from the upgraded service rendering and their new ability to easily manage content.

Subscribers can download video for new services like streaming JamCams with live traffic feeds to their mobile phones.

Video on demand like music videos, news clips, and movie trailers can also be accessed via MTN mobile phones.

Business Problem to be solved:

Describe the problem that was faced by the company. What were the issues that the Service Provider, System Integrator

and/or Vendor needed to solve? What were the major symptoms of the problem (e.g. lost revenue, inefficient operations,

system upgrades took too long)

Working towards a solution:

Describe the process the company used to determine how to solve the problem and how the idea of using the applicable TM

Forum product was introduced.

Solution:

Describe the solution that was selected to meet the needs. Explain how TM Forum solutions are used to solve the problems.

Provide as much specific detail as possible as to which parts of the NGOSS Framework and/or NGOSS Applications were

used to solve the problem (e.g. which parts of the eTOM, which aspects of the SID, which architecture principles, which

parts of MTNM/MTOSI interfaces, which parts of the SLA Handbook, etc).

Results:

Provide quantitative and/or qualitative descriptions of the improvements that the solution delivered. Give examples of

improvements made in business processes, architectures, etc, and what business gains these improvements provided to the

company. (e.g. reduced development costs, faster time for new services roll-outs, less errors in day to day operations,

improved sales ability due to standardization, lower cost per project, etc.)


Services:Video, Data, IPTV, Content

Network Technologies:Mobile GSM/GPRS, Mobile Edge/UMTS

2


Case Study #

Tribold

Effective Product management for

Communications Service Providers

Authors:

Ernest Margitta


eTOM, SID, TAM

The challenge facing a tier 1 Asia Pacific service provider was how to achieve effective Product Management: A situation that is typical of

the industry. Multiple, disparate customer databases with limited association of products and customers; large numbers of complex

products, which had long launch lead times (over 180 days) coupled with pricing changes taking anything from eight to ten weeks to

implement; a complex environment with 80 CRM systems and over 150 billing systems.

Tribold Product Portfolio ManagerTM (PPM) provides an innovative solution to this challenge, enabling this provider to manage effectively a

multitude of product bundles and services across their network and technology layers. By automating manual and disjointed product

management practices across the enterprise and consolidating multiple products into a single catalog, Tribold PPM reduces the high cost

and complexity faced across the BSS/OSS layers (e.g. Billing, CRM, Order Management, Provisioning).

At the heart of Tribolds approach to the product management challenge are the key principles of the TeleManagement Forums standardsfor the industry, specifically:

eTOM operational process model This model was used by Tribold to validate and augment the Service Providers model and

organization operationalization of product management processes.

Shared Information/Data (SID) model The product and service UML of the SID was initially used by Tribold in influencing the

core data model of the Tribold PPM application.

Telecoms Application Map (TAM) Tribold were the main authors of the Product Management section of the TAM and have

brought back to the TAM much of the learning from this case study.

By enabling effective product and service management, Tribold PPM enables this Service Provider to respond to customer demands faster,

based on a clear definition of the products they sell; make better decisions on the profitability of their product portfolio; and introduce

product bundles more quickly and cost effectively. This Tier-1 Service Provider has been transformed around what the customer wants a

360 view of the customer as well as putting the product, with all the accompanying data, at the heart of any future product strategy a

360 view of the product.

This Service Provider has undergone a customer- and product-centric transformation. It now has a rationalized product structure with a

single product model across all the consumer business lines, with enterprise and wholesale business lines to follow. Across the entire range

of the CSPs product catalog, the baseline number of products in the market has been reduced by approximately 60%. Starting with

hundreds of thousands of unique product codes the CSP has now rationalized down to just over 100 distinct product models. By automatingmanual and disjointed PM practices across the enterprise and consolidating multiple products into a single catalog, this Service Provider,

through Tribolds PPM solution, is now fulfilling its requirements with significantly lower costs and complexity.

Viewpoint:Software Vendor PerspectiveService Provider PerspectiveSystem Integrator Perspective


33



Case Study #

Accenture and Turkcell

Turkcell and Accenture transform the

creation, deployment and management

of new value-added services

Authors:

Emmanuel Lalloz


eTOM

Turkcell teamed with Accenture to implement the first service delivery platform (SDP) deployment in the Turkish wireless

marketplace. To assist service continuity and reduce the impact on customers, the legacy point-to-point architecture had to

operate throughout in tandem with the new SDPA solution. This enabled Turkcell to cost-effectively create, deploy and

manage value-added data services, and make them easily and securely accessible by consumersanywhere, anytime, and

on any device. Accenture also designed and built the service orchestration component, which was implemented using

Oracle's BPEL (business process execution language) Process Manager. This component is the central pivot of the whole

architecture, responsible for providing a common set of functions and a common way of viewing the underlying network. It

also allows the SDP to standardize all service interfacescreating a platform from which the company can provision, control

and bill for all the value-added services it provides. Because it integrates with operations support systems (OSS), business

support systems (BSS), and network service products based on industrial standards (such as XML, HTTP and Web services),

the SDPA allows Turkcell to leverage its existing technology investments. Designed for multi-network convergent

environments, the Accenture Service Delivery Platform Solution enabled the SDPA to offer value-added services across

multiple networks (PSTN, broadband, wireless 2/2.5/3G, WiFi) by utilizing common internet protocol (IP) standards. Being

based on IP, it embodies emerging IMS (IP multimedia subsystem) standards, whilst complying with existing IMS

components. The solution is also eTOM-compliant. The system was developed with eTOM as part of its foundation to

provide Turkcells clients with future-proofed processes and smooth information flows.

The results of the SDPA implementation were tremendous with one of the most dramatic benefits a 75 percent reduction in

time-to-market for new services. This previously took as much as a thousand man-days to integrate and deliver services to

customers. Campaign design was also accelerated from days to between 5-15 minutes. These reductions resulted in

operational cost savings of 50 to 75 percent over Turkcells previous environment. Prior to SDPA there were over 600

interfaces for 19 service platformsthere are now just 200 interfaces. The simplified operating environment has enabled

Turkcell to scale horizontally (new customer services) to scale vertically (incorporate more service developers). In just three

months after its launch, 11 application service providers and 48 content providers were offering 100 services through the

SDPA. Turkcell has achieved a cohesive migration from its legacy point-to-point service infrastructure to the new service-

oriented architecture incorporated in the SDPA with no loss of continuity, and with customer satisfaction having been

maintained throughout the process. The SDPA also assists ease of use for subscribers. As a result, Turkcell has experienced

a dramatic increase in service usage, with average WAP pages per view per visit having jumped almost six times since July

2006 (from 3.1 to 17). Content sales have risen by over 370 percent, and are continuing to rise without any advertising

support. Just one month after the launch, the daily visitor numbers had been doubled in comparison with the former WAP

site. In addition, WAP portal GPRS usage has risen by up to 3,400 percent Turkcell is faster, more flexible and more

responsive to customer demands than ever before with the its new SDPA.


Services:Video, Data, VoIP, IPTV, Content

3


Case Study #

TNO

OSS/BSS benchmarking with TMForum

Applications Map

Authors:

Tim Daeleman


TAM, Benchmarking Business Metrics Framework

This case study describes the initial efforts done by TNO to use TMForum publications as reference material for OSS/BSS benchmarking.

Traditional incumbent operators have a large installed base of OSS/BSS software, both in house developments and Common/Commercial Of

The Shelf (COTS) products. The current market of OSS/BSS COTS software is big and selecting the right tools isnt an easy task. These

developments lead to following OSS/BSS challenges faced today:

How well and cost efficient is my current deployed OSS/BSS software landscape performing and supporting my business

processes?

What OSS/BSS software application should I purchase to automate specific process steps or other functionality needs?

Preferably OSS/BSS benchmarking data is consulted to make an objective as possible comparison to take on these challenges.

The TMForum Business Transformation Benchmarking Program provides in business metrics that allow service providers to compare their

business process performance to the industry benchmark. Unfortunately these metrics do not really help when comparing (the use of)

OSS/BSS software applications. On the other hand the TMForum Telecom Applications Map is a good reference model that can be used asstaring point for this kind of benchmarking.

However complementary data is required before powerful benchmarking can be done. The TAM itself needs some more formal structure and

additional non-functional characteristics need to be added (e.g. CapEx, OpEx, integration potential,). Real world OSS/BSS deployment

and evaluation data and a (TMForum) verified Product Directory are required as well. Additionally the Service Provider Maturity Model

initiative can be used to distinguish between types of service providers and their OSS/BSS needs.

Still when using currently available information it is possible to already build and use a basic consultancy tool. Such a tool is able to create

both an overview of how OSS/BSS software is used inside a service provider and what OSS/BSS software is best selected for specific

needs.

From this case study it can be concluded that available TMForum material and initiatives form a good basis for a possible extension of the

TMForum Business Transformation Benchmarking Program to include OSS/BSS benchmarking when there is sufficient demand for it.

Viewpoint:Service Provider Perspective

Services:Independent Type of Services or NetworkTechnologies

32



ITTS/VINE

VF DE VF ES VF IT

P UK . VF XX

VF GSP

ARS over OSS/J ARS over OSS/J ARS over OSS/J ARS over OSS/J

Own TT impl . Any OSS/J TT impl .ARS over OSS/J

ITTS/VINE

VF DE VF ES VF IT

VF XX

VF GSP

ARS over OSS/J ARS over OSS/J ARS over OSS/J ARS over OSS/J

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Case Study #

Ascom

OSS/J-facilitated Trouble Ticketing at

Vodafone

Authors:

Otmar Seifert


OSS/J, NGOSS

In 2003, the Network Management Department of Vodafone D2 (Germany) had to take a decision on the future integration of extremely

different systems. The question was whether to choose a classic EAI approach or to rely on OSS/J through Java Initiative (OSS/J) standards.

In a first step Vodafone decided to carry out a proof of concept. The Service Management System SMoS, based on Agilents NETeXPERT,

and the Trouble Ticketing System TTWOS, based on BMC Remedy ARS and delivered by Ascom Systems & Solutions, were to be linked

through an OSS/J server on SUN Servers and corresponding OSS/J clients as part of Vodafones Service Management Integration

Architecture (SeMIA).

The basis for the link was OSS/J Trouble Ticketing API (JSR91). Various other companies apart from Ascom also took part in this PoC. After

the successful conclusion of the PoC, a decision was taken to put this initial and as yet very simple interfacing of systems into productive

operation.

In the ensuing period, the first simple system based on OSS/J was replaced by a system offering considerably more possibilities andinterfaces.

Vodafone chose Ascoms product ARS over OSS/J as the integration component. ARS over OSS/J consists of a complete OSS/J TT server

based on OSS/J TT API and corresponding clients for Remedy-based Trouble Ticketing Systems.

Ascoms Remedy-based Trouble Ticketing System TTWOS and Ascoms likewise Remedy-based Change Management System ChaMPS

were integrated by means of ARS over OSS/J.

In addition, HPs TeMIP Fault Management System, the Service Inventory System Tours based on HP Servicedesk and the Service

Monitoring System SMoS based on Agilents NETeXPERT were integrated.

Encouraged through the great success of the SeMIA project, Vodafone decided to use OSS/J TT API also for the exchange of Trouble

Tickets between Vodafone companies in different countries. Consideration had to be given to the fact that differing Trouble Ticket Systems

were in operation in the different countries and furthermore that it was intended that these should communicate with each other without

having to make major changes to the individual TT systems. The new project was called ITTS (later VINE) - see picture.

ARS over OSS/J makes it easier for Vodafone to link various companies in different countries into the ITTS Project within a relatively short

time despite their very different local systems.

The application of OSS/J technologies enables global Trouble Ticketing to operate independently of local systems. The local systems

provide both OSS/J TT clients and OSS/J TT servers.

In global terms, the number of point to point links can thus be dramatically reduced and a company-wide standard can be set, as it were, by

Viewpoint:Software Vendor PerspectiveSystem Integrator Perspective


Network Technologies:Any

4


Case Study #

Telekom Austria AG, Bearing Point INFONOVA GmbH

Minimizing time to market and OSS

integration costs by leveraging SID

as logical offering catalogue

A Telekom Austria Case Study

Authors:

Herbert Princ, Telekom Austria AG

Jrg Steinbauer, BearingPoint INFONOVA GmbH


NGOSS SID

NGOSS Architecture

The main challenge of Telekom Austrias fixed line business division is the retaining of the access lines. Therefore Telekom

Austria is currently building up a highly differentiated IP based product/service portfolio for residential and business

customers to strengthen customer loyalty and to add additional value to the basic copper line infrastructure.

This portfolio includes beside complex and strongly network related services like IPTV or VoIP with QoS (e.g. IP Centrex for

Business customers), which needs a lot of integration with legacy network and access infrastructure, also a wide range of IP

based services with no specific network requirements besides basic internet access.

For configuration, provisioning and managing these services and products Telekom Austria is using a highly flexible service

and user management platform (SMP) developed by BearingPoint INFONOVA.

The challenge in the past for Telekom Austria was to offer these products / services across all sales channels (e.g. at all POS

or in the online shop), because this required the product specific integration into the copper access line (telephony service)

focused order management system and form based order entry systems. This integration effort (time and money) was in the

past a significant barrier for introducing these kind of services to a broad market.

The approach for solving this issue was a generic definition of product offerings (including all fulfillment relevant parameters),

which should be easily integrated into the order entry and fulfillment systems. The introduced common object model for the

definition of this kind of product offerings is strictly based on the NGOSS SID.

The solution enables Telekom Austria to introduce and offer new non access line services without major implementation

effort and long integration times. Currently Telekom Austria is enhancing this solution to all xDSL bases network services

(xDSL 3play services) by leveraging the common object model to the xDSL network inventory and provisioning platform.

Viewpoint:Software Vendor PerspectiveService Provider PerspectiveSystem Integrator Perspective

Services:VoIP, IPTV, Content

Network Technologies:Broadband, DSL, IP

31



Case Study #

Atreus Systems

Paving to the way to Blended IMS Services

Authors:

Andrew Hurrell


NGOSS eTOM, OSS/J, NGOSS SID

This case study focuses on the critical role that standards-based provisioning and activation platforms play in getting

IMS services operational in an SDP-driven back-office.

The rapid rollout of VoIP and other IP services continues to strain this already taxed service delivery environment. The

most significant back-office challenge for providers with the advent of these new services is to continue to meet the

ongoing service delivery requirements of their legacy services, while simultaneously scaling up their operations to

handle the complexities inherent in delivering IMS service bundles.

For an SDP to effectively help service providers to operationalize these complex services and get them to market

quickly, including existing provisioning solutions is essential.

Atreus Systems xAuthority provisioning platform for IP and IMS-based services provides essential architectural and

operational features that make it SDP-ready.

xAuthority ensures simple and rapid integration with Service Delivery Platforms by employing standards-based

interfaces and service-oriented architecture principles. In addition to the use of open standards, xAuthority provides

out-of-the-box provisioning flows that encapsulate best practices for the delivery of a wide range of high-value IMS

services.

To ensure simple and rapid integration with Service Delivery Platforms, xAuthority exposes an order management

interface that fully complies with the Service Activation API defined by the OSS through Java initiative (OSS/J). This

interface allows northbound OSSsand in particular Service Delivery Platformsto pass create, modify, and cancel

activation requests to the provisioning system.

The notion of service bundling is likewise central to the successful rollout of IMS services. Atreus provides a service

bundling application that can help providers take services from diverse sourcesSDP vendors, IMS vendors, and

third-party developersand bundle or blend them in a way that enables providers to successfully take them to market.

In the end, the inclusion of off-the-shelf provisioning capabilities in emerging SDP ecosystems, such as those provided

by xAuthority, allows service providers to more rapidly achieve the desired result creating a future-proof SDP

environment which returns value as quickly as possible, while allowing for incremental, iterative growth over the long-

term.

Viewpoint:Software Vendor PerspectiveService Provider Perspective

Services:Voice, Video, Data, VoIP

Network Technologies:Mobile GSM/GPRS, Mobile CDMA/EVDO, MobileEdge/UMTS, Converged Network, Broadband, Cable,Fixed Line, DSL, IP

Figure 1 - Blended bundles of services

5


Case Study #

Telecom Argentina

Define SOA Architecture by using

NGOSS

Authors:

Patricia Mac Culloch


NGOSS Methodology, SID

Finding evolution architecture is one of the problems to be solved because this proposed architecture should take in count the

current environmental restrictions, like applications obsolescence and applications to be replaced.

Following this approach and as part of the planning phase of a pilot initiative (workforce manager) a new integration architecture

model was defined. This new model will follow new standards and technologies in order to decrease and possibly solve our current

architectural issues.

Start to movefrom a point -to-

pointarchitecture toan enterpriseservices basedarchitecture

Define andimplementGovernancemechanisms.

Establish the ESBas the way theorganizationoperates andcreates newsolutions.

Establish asolid

processesand servicesfoundation

Establish anBPM

infrastructure toenable thedesign and

development ofnew application

solutions.

The solution was focused on an integration architecture point of view; according to this, an architecture model aligned to TNA

principles and Service Oriented Architecture standards was chosen.

As this pilot was being implemented, a new necessity was identified related to the Governance.

The objective of this governance initiative was to define a long term implementation strategy to be able to move forward thru the

different stages of SOA maturation to guarantee SOA benefits are achieved.

The NGOSS was used on the pilot implementation during the identification and definition of service processes. The use of the

NGOSS information was significant to find the right granularity of the services (It is important to mention that in SOA projects the

identification of the right granularity of the services is not a simple task).

e-TOM was used during the identification process of services starting from the business processes perspective (top-down) and SID

was used during the identification of services process but this time, starting from the analysis of the applications (bottom-up) (data,

functions, etc.)


Services:Voice, Video, Data, VoIP, IPTV, VPN

Network Technologies:ATM, Ethernet, Frame Relay, Fixed Line, DSL, IP,

WiFi/WiMax

30



Case Study #

Bearing Point Infonova GmbH

Bearing Point's Implementation

Success at AAPT

Authors:

Wolfgang Themessl


NGOSS, eTOM, NGOSS Architecture, Multi-Technology

Network Management

AAPT Limited is a tier-2 Australian telecommunication company and wholly owned subsidiary of Telecom New Zealand. As a full service

provider with offerings that include fixed line telephony, long-distance pre-select telephony, ADSL IP access, Dialup IP access, ISP services,

2GSM mobile, wholesale, agency, dealer and retail channels, and a complete product offering to the whole spectrum of market segments

from consumer to small business through to corporate, AAPT has been encountering mounting challenges to its profitability. In order to

enable the business to be more competitive and to develop a greater ability to differentiate itself in the market, AAPT engaged BearingPoint

to assist in defining a new business model that would make them more competitive, leveraging the experiences of multiple global

engagements.

Transformation - Defining the new business

The resultant business model and associated business case called for a new step-out business that specifically targeted the consumer and

small-enterprise market segments. These segments were called the Mass Market. Many business definition documents were developed

ranging from Business Strategy documents, Terms of Reference Documents, to Business Definition documents to enable the new businessto be defined. The central approach taken in the development of the new business model was the adoption of key principles defined within

the TeleManagement Forum NGOSS eTOM framework.

First technology delivery

Much work was undertaken to define how AAPT would operate in the future as a competitive attacker in the Mass Market. However, toqualify for the main project to establish AAPT in the Mass Market as a step-out operator, BearingPoint had to prove the Infonova Service

Management Platform (Infonova SMP) technology with a back-office IT function that AAPT had not been able to solve-for for many years

despite many failed projects. This involved building a back-office bulk rating and provisioning engine for wholesale voice services from a

wholesale provider.

Realisation of the transformation

To enable AAPT to establish a capability to offer and deliver products and services to the Mass Market through the new step-out model, a

number of streams were defined to which AAPT business owners were assigned. These streams were company-wide in scope and

addressed all areas of the business between them.

These business process streams, aligned to the TMF NGOSS eTOM, had their business requirements decomposed into business process

design, 3500 mid-level and technical low-level use cases, technical architecture and solution documentation, interface specifications for

systems interfaces, GUI mock-ups, activity diagrams and test cases.

Finally BearingPoint designed and built a new OSS/BSS platform for the new business utilizing the Infonova SMP, a highly pre-integrated

solution stack for next generation services, applying NGOSS considerations.

The client also requested a Managed Application Service to operate and support the Infonova platform. BearingPoint offers 24x7x365

coverage on a follow-the-sun basis utilizing a dedicated team in Sydney and a leveraged team in Graz.

Results

A major improvement for AAPT is enormous time reduction of administrative effort. The duration to set up a new account including services

could be reduced from around 50 minutes to 6 minutes. Another remarkable improvement is that Infonova SMP is an integrated solution. All

activities can be performed in one application instead of around 10 as it was before - with a set of automated processes for provisioning,ordering, billing and rating a new product not requiring new technologies or interfaces can be simply configured. Infonova SMP leverages

workflows for most areas and therefore provides functions to monitor and control end-to-end process entirely. Notification of administrators

or other operators occur automatically and only require intervention if an automatic resolution is out of reach. All happy paths have been fully

automated and provisioning of a new service e.g. occurs behind the scenes. From a business perspective the most important improvement

is the required effort for operations and the resulting reduction of costs for this area.

Viewpoint:Software Vendor PerspectiveSystem Integrator Perspective

Services:Voice, Data, Content

Network Technologies:Mobile GSM/GPRS, Ethernet, Converged Network,Broadband, Fixed Line, DSL, IP

6


Case Study #

Tata Consultancy Services Limited

NGOSS Case Study: Effective Management

of Portfolio of Products/Services

Authors:

Sai Krishna


Telecom Application Map

This case study describes the solution implemented for a leading convergent provider of wireline and wireless solution in Asia-

Pacific region with a customer base of 10 million subscribers. When new products are launched, configurations of products were

done in multiple applications manifesting in configuration of new products taking anywhere between 3 to 10 days. This resulted in

delayed launch of products and flow through errors due to data mismatches during configuration.

Solution:

Based on the analysis, TCS recommended use of a centralized product catalog. The solution is based on two key principles: TMFs

Telecom Application Map that recommends a central product catalog for the enterprise and NGOSS that profess externalization of

rules. However, there were implementation challenges since there was no COTS product for managing the telcos complex

requirements. So, TCS developed a bespoke solution in consultation with business, and also designed automated interfaces to the IT

systems. The solution had an easy-to-use GUI so that it could be used directly by business users with the entire IT flow being

automated.

Result:

This solution improved the operator agility in launching new products (24 hours instead of 2-10 days), enabled adaptability to

changes, enhanced productivity (about 25 products configured per week) and improved the end-to-end efficiency overall.

Operational issues have been contained due to the automated catalog and rules distribution across relevant systems.

Viewpoint:System Integrator Perspective

Services:Voice,

Network Technologies:Mobile CDMA/EVDO, Fixed Line

29



Case Study #

CA Wily Technology

CA Wily and MTN: applying the principles

of ITIL to assure top performance and

availability of customer self-service function of eTOM

Authors:

Vadim Rosenberg, Director,

Telecommunications Marketing


eTOM, ITIL, SLA Management, SLA/QoS Handbook

In next generation converged OSS/BSS environments, many of eTOMs Operations Support and Readiness functions are implemented as IT

standards-based applications. When MTN, the largest cellular operator in Africa, faced challenges launching its new customer self-service

portal, it turned to ITIL to ensure reliable, high performance, manageable execution of eTOM processes. MTN deployed CA Wily Introscope

throughout its entire IT organization - Development, QA, Staging, and Production. With Introscopes pro-active, real-time, deep end-to-end

visibility into MTNs converged environment, MTN was able to successfully launch the CSS portal at 99.99% availability, and reduced the

number of performance issues that impact customers by 75%.

Body:

In a highly competitive communications service market, a better quality, more flexible, easier to use customer service is often the key

differentiator. TMF eTOM positions customer service as a key component of its Operations Support and Readiness area, and specifically

defines self-service capability as the tool to achieve better customer satisfaction, higher IT efficiency, and lower service costs.

In order to be truly useful, such a portal needs to integrate with many of the operators OSS/BSS systems and applications. Some of the

examples are CRM, trouble ticket and customer support, accounting and billing, order management, activation and provisioning to name just

a few. A successful customer self-service portal can dramatically increase customer loyalty, reduce the load on a contact center, and provide

multiple new revenue generating and marketing opportunities. The key challenge is to hide all the complexity of a complex multi-layerenvironment behind a unified user-friendly interface that customers will use. In order to deliver on its promises and provide return on high

investment, the top quality of service is absolutely required for customer self-service portals.

MTN, the largest provider of wireless services in Africa with 31.5M subscribers in multiple cellular networks, decided to roll out a new self-

service portal to offer multiple service options to its customers. To ensure the high quality of service that MTN customers have come to

expect, the CSS applications had to support rapid response times for thousands of concurrent users across multiple phases of the project

which would need the ability to scale to support massive new customer growth over the next decade. The roll-out of a new customer selfservice capability encompassed several applications including a mission-critical customer-facing CSS application and an on-line user

authentication application. Preparing for launch, the IT delivery team was spending approximately 60% of its time correcting application

performance and availability issues. Despite this effort, the CSS remained too unreliable to place into production.

Since many of eTOM Operations Support and Readiness functions are implemented as IT standards-based applications, MTN turned to ITIL

to ensure the reliable, high performance, manageable execution of eTOM processes. As defined by TMF, The ITIL and the eTOM are two

models for defining business processes that can be used by enterprises. In the Information and Communications Services Industry, ServiceProviders are doing more ICT business and they can make use of both approaches: eTOM in the Telco world and ITIL in the IT world.

MTN selected CA Wily Introscope to provide application management and monitoring capabilities across its Customer Self-Service (CSS)environment. MTN deployed Introscope throughout its entire IT organization, including Development, QA, Staging, and Production groups.

With Introscopes pro-active, real-time, deep end-to-end visibility into MTNs converged CSS environment, the real results included:

Successful launch of the new CSS application

Optimized CSS scalability to support fast growth (recently surpassed 160,000 users)

Acheived 99.99% uptime for mission-critical CSS application components

Reduced developer time lost due to performance issues with applications by 50%

Reduced number of performance issues that impact customers by 75%

Viewpoint:

Software Vendor Perspective

Service Provider Perspective

Services:Voice, Data, VoIP

Network Technologies:MobileGSM/GPRS, Mobile CDMA/EVDO, Mobile

Edge/UMTS, Converged Network, IP

7


Case Study #

Sun Microsystems

Performance Measurement of a

OSS/J-Based Trouble Ticket System

Authors:

Nagendra Nagarajayya


NGOSS, eTOM, NGOSS SID, OSS/J, Prosspero

The goal was to create a benchmark specification to measure the performance of a OSS/J based Trouble Ticket (TT) system in a Service Provider (SP)environment. The output of the benchmark would be number of operations and the cost of operations in monetary units like Dollars, Euros, etc.

The OSS/J Initiative defines and implements an open set of Java technology based APIs, Fig 1, that facilitate end-end services on the Next GenerationNetworks (NGN) and maps to New Generation Operations Support Systems/enhanced Telecommunications Operational Map (NGOSS/eTOM) components.The OSS/J Initiative has an associated ecosystem of certified products that can be used to manage Operational Support Systems (OSS) and Business SupportSystems (BSS). The TMF Prosspero initiative defines use cases based on Service Provider scenarios and associates an ecosystem of solutions to implementthe use case. The telecommunications group at Sun introduced offerings based on the OSS/J APIs and mainstream standard middleware (JavaEE, JMS,XML, Web Services, Java Business Integration SOA standard) like Trouble Ticket Hub[4], Inventory Hub, Order Management Hub which are almostintegration solutions which a Service Provider (SP) or Systems Integrator (SI) could take and customize to meet their needs.The goal was to measure the performance of these OSS/J offerings in a standard way so that the performance measurement not only reflected theperformance of the OSS/J component but also other OSS/J components and OSS/BSS systems in use within a ServiceProvider environment on a busy day. As carriers/SPs make a requirement that OSS/BSS applications be OSS/J enabled, there is no standard benchmark tomeasure the performance of these applications. The specification, OSS/J perf, was to address these requirements with a the start by measuring the

performance of a OSS/J Trouble Ticketing integration solution, the first offering. The output of the measurement would be the number of operations and thecost of these operations in monetary units. A TT system usually has two sides, a customer facing side and a network facing side. The customer facing sidereceives tickets related to customer problems using services provided by the SP, while the tickets on network facing side will be from network elements, seefig 2. The tickets on the customer side usually are created by a customer service representative or by the customer itself, while the tickets on the network sidecan be automatically created by software applications when alarm thresholds are crossed. The customer facing TT systems usually have more creates,followed by gets, updates and some cancels and then closes while the networking TT systems have a less creates but more updates, some gets followed bycancels and closes. To model these behavior, the benchmark measures the performance of the TT system with two types of workloads, a customer facingworkload and a network facing workload and calculates an expected metric which the TT application achieves to meet. The output of the benchmark is thenumber of operations and the cost of operations in monetary units like Dollars, Euros, etc.

The benchmark specification recreates a busy hour in a service provider environment to measure the performance of the trouble ticket system. Two types ofworkloads as described above with different OSS/J profiles like JavaEE/JMS, XML/JMS and Web Services with a fixed number of clients are used tomeasure the performance. The throughput is driven by the number of tickets created in the hour. The other operations are a percentage of the create ticketoperation. A calculated expected metric measures the different operations to be within +/- 5% of the expected performance. The idea of using the create tomeasure throughput was to capture the time taken by the system to create a ticket and use that time to specify the time for the other operations. The createoperation is one of the slowest operation in a TT system. So a TT system that created 100 tickets would need to be able to at least retrieve 100+n tickets,

Viewpoint:Service Provider Perspective, Software and HardwareVendor Perspective, System Integrator Perspective

Services:Voice, Video, Data, VoIP, IPTV, VPN

Network Technologies:Mobile GSM/GPRS, Mobile CDMA/EVDO, MobileEdge/UMTS, Converged Network, Cable,Broadband, Fixed Line, DSL

28



Case Study #

CA Wily Technology

CA Wily and COVAD: assuring eTOM

processes using elements of ITIL's

service management guidelines

Authors:

Vadim Rosenberg, Director,

Telecommunications Marketing



This case study shows how ITIL, when applied to elements of TMF eTOM, can dramatically impact the quality of service that a service

provider delivers to its customers. Covad, the leading DSL provider in the US, deploys a converged next generation OSS/BSS with more

than 100 applications using IT standards like Java and J2EE. To assure peak performance, availability, and customer SLAs, Covad applied

the principles of ITIL to assure eTOM processes. By monitoring all customer transactions through real-time deep visibility into the converged

OSS/BSS, CA Wily solutions allow Covad to apply ITIL to maintain high quality of its implementation of eTOM processes.

This case study is an excellent illustration of how the principles of ITIL, when applied to elements of TMF eTOM, can dramatically impact the

quality of service and SLA that a service provider delivers to its customers. eTOM is focused on service delivery to external customers, ITIL

is focused on serving internal IT organizations implementing, operating and managing eTOM processes.

Covad, the first and the leading DSL provider in the United States, owns and operates DSL network that passes more than 57M subscribers

in 44 states and 235 metropolitan areas. In its effort to deliver additional value and the highest quality of service to its customers, Covad

consistently makes strategic investments into its innovative OSS technology. As a good example of a converged next generationenvironment, Covads OSS/BSS deploys more than 100 applications based on IT standards like Java and J2EE.

It was increasingly complex to manage the performance and availability of this heterogeneous computing environment and to meet customerSLAs that Covad contractually was responsible for. Maintaining uninterrupted eTOM processes in such area as CRM, Customer Self-Service

Management, Order Handling, and Resource Inventory Management required 60% of IT delivery teams time spent correcting multiple

applications performance and availability problems.

Covad realized that it had to address the problem of supporting these services to customers and assure the continuous source of revenue in

a different way than it was traditionally done in pure network-based environments. For converged architectures, the principles of ITIL had to

be applied to assure eTOM processes. After analyzing where most of the problems come from and what is the flow to raise, record,investigate, diagnose, escalate, work around and resolve an issue, Covad turned to CA Wily, the leader in application performance

management.

As a result, Covad deployed CA Wily Introscope to manage more than 100 of packaged and custom-built mission-critical applications in

both production and development environments. With its real-time, low overhead deep monitoring capabilities, Introscope is able to monitor

Covads OSS/BSS applications. This monitoring capability, in addition to solving many on-going support and quality of service issues, also

reduces the risk of deploying new applications and services. Examples of OSS/BSS applications that are monitored by Introscope at Covad,

are CRM, Customer Self-Service (CSS), Order Management (OM), Network Inventory Management System (NIMS), and multiple integrationinterfaces between them. In addition to monitoring business metrics like transactions and customer sessions, Introscope also monitors and

correlates these metrics with system health data like execute threads, queues, CPU utilization, and GC heap.

Wily also allows Covad to do pro-active problem management by detecting early signs of performance degradation and signaling it to

responsible operations teams in time to avoid a real problem outburst.

By monitoring all customer transactions and by offering real-time deep visibility into the converged OSS/BSS processes, CA Wily solutions

allows Covad to apply ITIL principles in maintaining high quality of its implementation of eTOM Customer and Fulfillment processes. The real

quantifiable results of this innovative approach were:

- 3% applications uptime improvement- 15 minute improvement in response time to system problems

- 60-70% improvement in time required to resolve application problems

- 50% reduction in post-production issues

Viewpoint:

Software Vendor Perspective

Service Provider Perspective

Services:

Voice, Video, Data, VoIP, IPTV,

Network Technologies:

Converged Network, Cable, Broadband, Fixed Line, DSL,

IP

8


Case Study #

Softline, Ukrainian Telecom

Softline applies TMF standards as a guide

when building Resource Inventory solution

for nation-wide carrier Ukrainian Telecom.

Authors:

Oleg Kopeyka (Ukrtelecom)

Igor Tarasenko (Ukrtelecom)

Alexander Kisselevskiy (Softline)

Alexander Karichenskiy (Softline)

Timur Valiulin (Softline)


eTOM, SID, TAM, mTOP, MTOSI, MTNM

Ukrainian Telecom is the largest nationwide fixed and cellular line carrier serving of up to 71% of fixed line subscribers.

Ukrtelecom has 32 regional centers covering all administrative centers of Ukraine. Subscriber base of Ukrtelecom is more

than 10 million of household and corporate subscribers. Ukrtelecom is currently actively looking into ways to increase time-

to-market timeframe for the new services, reduce operating costs, and increase the quality of the services.

Softline is a member of TeleManagement Forum. Softline Telecom Solution suite (STS) is flexible framework which includes:

Inventory Management

Fault Management

Network Maintenance and Support

STS is from the scratch implementation based exclusively on TMF standards.

Ukrtelecoms ISV supplier choice was driven first of all due to Softlines experience with TMF standards. Softline Telecom

Suite currently deployed and operating at Ukrtelecom allowed to:

Minimize expenditures on resource inventory management

Reduce network break/fix cycles

Increase customer satisfaction

Bring clarity in network maintenance processes

Provide ease of integration with other common OSS/BSS software

Architecture Overview:

RAD based approach to development of the Web UI frontend

MTOSI inventory interface implementation in C#

MTOSI/MTNM based implementation for the resource representation model

It was a pleasant experience for us to learn that STS could be easily integrated with Cisco Info Center product deployed at

Ukrtelecom. We believe that this is because STS closely follows the TMF guidelines. Vladimir Kalinin, Chairman of the

Board, OJSC Telekominvest.

It is hard to overestimate the value of TMF standards for Softline. Such standards and frameworks like eTOM, SID, TAM,

MTNM/MTOSI etc allowed us to save valuable time for requirement elaboration, design. By using TMF standards we

benefitted in many ways and finally were able to deliver the best quality product to one of our most important clients.

Alexander Kisselevskiy, Vice President, JSC Softline.


Services:Voice, Data, VoIP, VPN

Network Technologies:Mobile Edge/UMTS, ATM, SONET/SDH, MPLS,Ethernet, Frame Relay, Converged Network,Broadband, Fixed Line, DSL, IP, WiFi/WiMax

27



Case Study #

CA Wily Technology

Service Assurance in Next Generation

Converged SDP Environments

Authors:

Vadim Rosenberg



Service Delivery Platforms (SDP) use converging networks and standards-based, commercial off the shelf IT components (COTS) to simplify and speed uplaunching new multimedia services at reduced costs. SDPs are implemented through IT technologies like portals, application servers, message busses,content management systems, and databases. These technologies collectively contribute into the quality and availability of the key functions within servicedelivery and support processes, ultimately impacting providers ability to generate revenue from their strategic investment into new generation of SDPs.

Although not part of the core network, SDPs play a critical role in delivering services to subscribers because service is now a piece of software executed atsubscriber request. Built upon IT artifacts, SDPs must scale to millions of subscribers and thousands of services potentially interacting at the same time andmanaged through automated operations processes. .

To guarantee the quality of services delivered by the SDP, Operators implementing Customer QoS/SLA Management and Service Quality Management (ofeTOM) need new Service Assurance solutions with deep run-time visibility into distributed software, service composition and the related OSS. Networkoperations teams are turning to CA Wily Technologys application performance management to assure the quality of their SDP.

XY-COM, a tier 1 operator, made a strategic investment in a SDP as its main vehicle for service delivery to drive new revenue from multimedia content andservices delivered directly to the wireless device. This environment uses over 100 CPUs to run an SDP solution from a major global vendor. A keycomponent of the new consumer offerings was a sophisticated portal that serves up to 20,000 logins and 8,000 downloads per second.

As a widely-advertised new service, XY-COM had to provide time-sensitive content related to a major nation-wide sport event. Under load, acuteperformance issues caused 100% CPU utilization and hanging order transactions. Once CA Wily Introscope was deployed, XY-COM IT stuff was able todrill down from the high level business view of a non-performing service into the lower level components that comprise the service, and quickly identify thecause of the issue.

XY-COM business requires proactive monitoring of its SDP to ensure the performance of a broad spectrum of services. Introscope empowers different rolesthroughout the network operations and IT to see different angles of a service: at the SDP level, and into the related OSS/BSS applications. Today, Introscopeprovides 24x7 monitoring of many components that comprise XY-COMs end-to-end service delivery: customer self-service portal, business integration andmessaging infrastructure, content management system, and connectivity to databases. The overall results are:

Estimated savings of $8 Million per year through improved uptime and availability of revenue generating applications 99.99% uptime for critical applications Replaced multiple monitoring tools with a single, comprehensive application performance management solution


Services:Voice, Video, Data, VoIP

Network Technologies:Converged Network, Cable, Broadband, FixedLine, DSL, IP

9


Case Study #

Orga Systems GmbH

Orga Systems convergent billing

implementationat ENTEL PCS, Chile

Authors:

Mr Andreas Freund, VP Marketing


NGOSS

ENTEL PCS, one of Chiles largest GSM operators, successfully launched a new product called SGO Sistema de Gestion Online (Online

Control System) in December 2005 using Orga Systems convergent real-time (prepaid/postpaid) billing platform.

The operator detected a need in the market for a new kind of postpaid service targeted at the corporate market that could be of benefits to

small companies, SMEs and large corporations. The service needed to enable employers to set guidelines for use of employees mobile

phones. For example, small businesses needed the ability to set a maximum amount of money to be spent on mobile phones for financial

budgetary reasons, while large corporations needed to divide their mobile phones into groups to set different policies of use to different units

of their operations. There was also the need for the employee to combine a private (prepaid) account with their corporate (postpaid) account

in just one mobile phone and one number, meaning they did not have to carry two phones.

The solution arrived thanks to Orga Systems, a supplier to ENTEL since 1998, which delivered ENTEL its truly convergent VPN billing

solution with real-time rating capabilities.

This meant that all calls could be rated in real-time in order to enable cost control, service control and real-time bonus functionality whether

they are prepaid or postpaid. For example, private calls could be charged on the subscribers prepaid account while business use is invoiced

on a postpaid (monthly) basis.

ENTEL was able to launch the new enterprise product - called SGO Sistema de Gestion Online - in 2005. The service has allowed ENTEL

PCS to grow its market share in the Chilean enterprise mobile market, lower churn and increase ARPU.


Services:Voice, Data, VPN

Network Technologies:Mobile GSM/GPRS

26



Case Study #

Chunghwa Telecom Co., Ltd.

NGOSS Framework in Practice:

Implementing Service Deliver Platform

for Voice over Broadband (VoBB)

Authors:

Wu, Chi-Sheng; Lee, Yi-Ching; Chen, Chih-Hao


NGOSS, eTOM, NGOSS SID, TNA

Competition in telecom service sector is immensely fierce, and service providers need to continuously introduce newer

services and products to survive. Converged service that provides on both fixed and mobile network is definitely the trend of

the future. Not only telecom services providers but also internet service provides such as Google nail their color on the same

mast. Chunghwa Telecom (CHT) has announced their investments in NGN infrastructure and introduced their new services

like voice over broadband (VoBB) in the beginning of 2007. The main issue is how to construct a common and flexible

service delivery platform by adopting TMF NGN framework and to harmonize with current OSS/BSS operations.

Viewpoint:

Service Provider Perspective; Software vendor

perspective; System integrator perspective

Services:

VoIP

Network Technologies:

ATM, Ethernet, Converged network, Broadband, Fixed

Line, DSL, IP

10


Case Study #101

OKB Telecom Ltd.

Business Transformation on the basis

of the eTOM framework in OKB

Telecom

Authors:

Dr. Alexei Pimenov


eTOM

OKB Telecom is the Internet and fixed line telephony service provider with about 50 employees in Moscow region. Inthe past, the decrease of operating and net profit margins indicated beginning of a crisis. The management mostly basedon the intuition of top managers became a part of the problem. Efficiency of such management decreased as the numberof staff members increased. A lack of control caused expansion of the staff according to the Parkinson's law. Thecompany looked for a solution to decrease expenses on theoperational staff.First, an external consulting company suggested the MSAxapta ERP system to automate our previously existingprocesses. However, the project revealed that the businessprocesses were hard for formalization, and the standardfunctionality of the ERP system would need many seriousmodifications. Thus, the ERP system could not solve ourproblem in a cost effective way that time. After that, welaunched a business process reengineering (BPR) project toeliminate non-value added work, to rethink and rebuild ourprocesses completely is stated in the Hammer's and Champy'swork [1]. The eTOM framework had attracted our attention asa possible starting point. In our view, a non-standard processmodel might be more appropriate and effective in ourcircumstances in the short-term perspective because only afew Russian telecoms actually use the eTOM. Meanwhile, the eTOM standard may simplify B2B interactions; andtherefore, it may bring long-term strategic benefits. Finally, we have started from scratch but with the eTOM.Presently, we align our organizational structure with the eTOM structure. The matrix costing system [2] combined withthe 2nd level of the eTOM is another feature of the project. The eTOM 2nd level has been chosen as the critical controllevel between order and chaos in the synergetic approach. We assume that the 3rd level systems can be well ''selforganized''by owners of the corresponding 2nd level processes without direct involvement of the top managers.Therefore, our real structure of the 3rd level processes differs from the eTOM 3rd level, but it seems to be better adoptedto our specific business environment. For instance, our 3rd level includes only those processes that can be implementedwithout hiring new staff members. Processes requiring an additional hiring may be utilized in future. Inputs and outputsof the 2nd level processes are going to be controlled on the basis of the slightly modified business metrics provided byTM Forum.Several CRM processes have been optimized and implemented, but others require further work. Our existing softwarewas found to be used more effectively. For example, Billing systems integrated with a bookkeeping software have madethe Billing and Collection Management process twice faster with less errors and about 10 times cheaper in costs. TheeTOM has speeded up developing our process model and flows. In terms of the resulting efficiency, we cannot separatethe eTOM impact from general BPR effects presently. The overlap between the eTOM and the ITIL has extended aspectrum of available IT systems to automate the processes with minor source code modifications. In our specific case,the Russian ''1C Enterprise'' system with the ITIL module is considered to be the most appropriate system core.References:

[1] Hammer and Champy, ''Reengineering the corporation''.[2] Implementation of the matrix costing system, Financial director magazine (in Russian), No.1, 2006, www.fd.ru.


Services:Voice, Data, VoIP, IPTV

Network Technologies:Ethernet, Fixed Line, DSL, IP


25


Case Study #

Chunghwa Telecom

Service Activation for Chunghwa Telecom

Mobile Network - An OSS/J Approach

Authors:

Han Wei Wang, Chun-Yen Wang, Jeu-Yih Jeng


OSS/J, NGOSS eTOM, NGOSS SID

This case study describes Chunghwa Telecoms (CHT) project to remodel our Mobile Service Activation into an OSS/J realization.

We use an approach which is with help of middleware for migrating existing legacy systems of our Mobile Business Management

System to NGOSS compliant systems. And we design a general architecture for the middleware according to the architecture of

legacy systems and the methods that OSS/J proposed. In order to reduce reconstruction cost, we implement Mediators and OSS

Emulators for legacy systems, and we also reuse the former data schemas of legacy systems to prevent database reorganized during

system reengineering.

The middleware architecture we proposed in this project can easily be applied on legacy systems to reduce reconstruction costs and

comply with NGOSS concept. And ensure software maturity by reusing legacy systems to maintain lower probability and higher

system reliability. Besides, it also gives an OSS/J realization example for CHT to upgrade the legacy systems into OSS/J

compliance. We believe the outcome of this project can be also useful to the other telecom providers to proceed with the realization

of NGOSS.

Viewpoint:Software vendor perspective, System integrator

perspective

Services:Voice, Content

Network Technologies:Mobile GSM/GPRS

11


Case Study #

Marand, Telekom Slovenije

Business Process Management in

Telekom Slovenije

Authors:

Bostjan Keber


Telekom Slovenije is the major telecommunications provider in Slovenia, providing services to over 1 million

customers. In order to keep its leading market position in the deregulated environment, Telekom has to retain

customers by providing new, competitive products and fulfill customers requests in short time. Telekom started

implementing a lean operator strategy by implementing a next generation operations support system (OSS)

based on the standard TMF eTOM business process framework and SID data models. In cooperation with

Marand, a Slovenian software development company, they reengineered and unified the fulfillment process

following the eTOM and developed an OSS implementing business process management (BPM) and service

oriented architecture (SOA).

The first step towards the solution was to determine a unified fulfillment process. Existing fulfillment process was

reengineered using the eTOM and applied to the whole enterprise. Marand, on the other hand, developed data

manipulation components, such as Party Catalog, Product Catalog, Requests, Agreements, Work Orders, and

Tasks. These components are based on the SID models which allow them to offer business-aware, SID-

compliant web services comprising a common communication bus (used to communicate with a workflow

engine).

Figure: from business process definition to implementation

Some tasks can be completed automatically, others require some manual work. Manual tasks are assigned to

roles and linked to the appropriate data-manipulation module. This way, processes are separated from data.

Today, in all 9 regional units, Telekom Slovenije has a unified fulfillment process that delivers product

installations up to 20% faster. The established BPM infrastructure provides information on bottlenecks and

insufficient resources and enables further process optimizations. A unified view to the entities through out the

whole enterprise allows Telekom Slovenije to understand customers needs better and to build a customer

insight


Services:Voice, Data,

Network Technologies:Broadband, Fixed Line, DSL

24



Case Study #

LTC International

IP Wireless Service Centric Operations

Authors:Barbara Lancaster & Wedge Greene

Applicable TM Forum Technical Areas:NGOSS Business Requirements, NGOSS TNA, eTOM,TAM

A metropolitan wireless access service provider was starting from scratch, and needed an entire operational IT suite of tools and theprocesses for supporting services in a new NOC. Additionally, they needed a very accurate cost assessment to weigh against a projectionof market penetration and future revenues. This company needed to justify their capital and operational costs to their investors beforelaunching their service. Replacing an in place proposal of a full-featured SI product suite and their custom integration services, LTC arguedthat not all functions available in this suite were proven to be needed by the service provider at launch. Further, recognizing the significanttime constraints, some prioritization of functionality by the client was imperative to meet their launch window.

Time-was-of-the-essence and LTC responded start-to-finish in 6 months with an acceptable, cost effective OSS/BSS design solution.Business requirements capture and validation of the OSS & BSS features needed by the service provider was the first step. Using NGOSS,as augmented with LTCs OSS/BSS requirements template, shaved months off normal project times. The TOM was used as the core forprocess design, with simplifications and modifications taken as specific business requirements allowed for an operator in this specificbusiness segment. The TOM provided a common process framework and language so that everyone: client, LTC, and prospective vendorsremained on the same page.

Integration

Plan

Logical IntegrationBlueprint

SolutionSets

RFIs

Vendor

Responses

Profile

d

TOM

TAM

LogicalArchitecture

TOM

Profile

d

TOM

Business Processes andBusiness Requirements

Customer

input

TNA

Operations

Model

Customer

Decision

Product

Architecture

After winnowing the architecture and processes to just those necessary to launch and be competitive, the application solution set includedCustomer Management, Service Management & Delivery, Billing & Collections, Inventory Management, Network Management, and ServiceAssurance. NGOSS TNA guided an Enterprise Application Integration (EAI) technology environment (message buss & work orchestration) forintegration design. LTC is completely OSS/BSS vendor neutral. RFIs were generated requesting rapid proposals from product vendors fortools that fit the specifically identified architectural niches. Form these primary and alternate solution sets were introduced the client whopicked their best solution. Further profiling and prioritization of the specific vendor solutions allowed duplications of features to be eliminatedand product sets to be winnowed to just what was needed to be competitive at launch.

TMF patterns and particularly TOM and NGOSS provided a framework that allowed achievement of the business plan without undue delays.However, NGOSS methods alone cannot substitute for significant planning with direct involvement between the customer staff and LTCsBusiness Analysts. Experience and vision is needed first to provide strategic planning and aid effective decision making, and only then tooversee implementation and project delivery. LTC was able to save this client nearly $9 million in OSS/BSS costs.

Viewpoint:System Integrator Perspective

Services:Video, Data, VoIP, VPN

Network Technologies:MPLS, Ethernet, Broadband, IP, WiFi/WiMax

23


Case Study #

cVidya Networks

TMF Revenue Assurance Standards

Bring Results in Telecom Italia

Authors:

Elias Chachak


Revenue Assurance KPI standardization as documented

in papers TR131 and GB941

Telecom Italia, a tier 1 West European Telecom carrier, has diversified lines of business, including fixed telephony,

mobile and broadband services. Operating 15 million access lines and 2 million DSL connections to residential and

business subscribers, Telecom Italias revenues are more than 20 billion Euros a year.

In the strong competition over the DSL and broadband services market, the carrier managed to draw a significant

market share by offering price plan flexibility. Even though DSL was a marketing success, and theoretically it should

have resulted with nice profits, it was not yet a financial winner.

The operator noticed that there is an unexplained gap between forecasted and actual revenue generated from its

broadband services. Using traditional reactive revenue assurance approach, the operator managed to perform post-

mortem discoveries and found out that revenue was lost.

However, this approach did not provide the operator with the means to recover the losses or to prevent future

leakages. The operator needed a different approach and a tool that would provide him with corrective and proactive

capabilities.

cVidya Networks led Telecom Italia towards a solution based on recent TMF work in standardization of 19 Revenue

Assurance KPIs, for a more organized and sophisticated strategy to replace the traditional reactive approach.

cVidya Networks implemented the solution quickly for a rapid ROI for Telecom Italia. The assessment phase was

complete within 8 weeks, and the following project produced the following results within 9 months:

Identified rate of discrepancies which reached double-digit percentages of traffic

Fixed over 60% of discrepancies

Generated over 500 Terabytes of billable traffic over DSL and broadband by recapping stranded assets

The carrier reclaimed millions of Euros

Viewpoint:Service ProviderSoftware Vendor

Services:DSL

Network Technologies:Broadband

12



Case Study #

Ernst & Young

Using eTOM, SID and TAM for IT

Risk Management

Authors:Ilya Kuznetsov, Vadim Krutov


eTOM, SID, TAM

The summary of the presented Case Study is what types of issues may a telecommunication company face

when working out a model of risk management (IT-risks in this particular case); also how these issues may be

addressed by using the approaches and methodologies of TeleManagement Forum. Main stages of IT-risk

management model development are considered, the way of TMF approaches and methodologies usage is

explained, and listed some of the key advantages of these approaches and methodologies adaptation in risk

management model development projects of a telecommunication company. This Case Study describes the real

advisory project done by Ernst & Young (CIS) B.V. for a large CIS telecom services provider.

The main outcome of the project was that a reusable and effective IT-risk management model specific to a given

telecommunication company was developed and implemented.

Main advantages of TeleManagement Forum approaches and methodologies (key NGOSS elements) usage in

the project described:

Selection of an appropriate level of details used for model elements description

Well-grounded model size and its optimization and growth readiness capabilities

Completeness of processes, data and applications identified for risk management

Reduced time and recourses needed for risk management model development

Model elements naming and structuring according to NGOSS - common approach and effective

communication of the model within the company

Viewpoint:Industry Consultant Perspective


Network Technologies:Mobile, ATM, SONET/SDH, MPLS, Ethernet, FrameRelay, Converged Network, Cable, Satellite,Broadband, DSL, IP, WiFi/WiMax

13


Case Study #

Korea Telecom

A Case Study for MTNM Implementation

in KT

Authors:

Dong June Lee, Byeong Wook Lee


MTNM

The real service providers networks are composed of various kinds of equipments and technologies from many

vendors. It makes the service provider difficult to manage their networks in an integrated NMS. KT had examined

TMF standards, especially MTNM project since 2000 and has adopted it in the Transmission Network

management system (TN). WDM, OADM, SDH, OXC, MSPP equipments and networks are integrated using TMF

MTNM in a single interface. In this case study, we would like to describe how KT has integrated multi-vendor,

multi-technology, multi-EMS environments.

Through this implementation, the reusable standard based components have been achieved and reused. 6

vendors and 9 equipment types are integrated using MTNM interfaces. It makes NMS development easier and

reduces development period and costs. The list of the vendors, equipments, EMS versions, TMF standards are

shown in the following table.



Network Technologies:SONET/SDH, Ethernet, Converged Network, FixedLine

22



Case Study #

EMC

Model-based Resource Management

The KEY to efficient and automated

Service Management

Authors:

Lutz Rackow

Applicable TM Forum Technical Areas:NGOSS, eTOM, MTOSI, SLA

One of the leading business communications solutions providers in Eastern Europe needed to implement a

solution to manage the availability of the core network by automatically pinpointing the root cause of service-

affecting problems over their L2/L3, ISP and Voice platforms and calculating their business and customer

impact. Moreover, this service provider looked for a fault management system that was able to interact with

other components of the companys Operations- and Business Support Systems (OSS/BSS) and the existing

resource management, performance management, provisioning and SLA management solutions.

The eTOM business processes, especially the Resource Management and Operations (RM&O) and Service

Management and Operations (SM&O) process groupings within the assurance segment, have been used by this

service provider as general guideline to design and find an appropriate solution.

EMC Smarts enables this service provider to ensure successful business operations at any time by providing

automated, intelligent analysis of root-cause problems across all domains of the IT infrastructure. With EMC

Smarts, this service provider will be able to decrease the downtime of its infrastructure due to the softwares

ability to prioritise network events according to business impact. This service provider customer will also benefit

from the new solution because of shorter service outages and secured SLAs.

Viewpoint:Service Vendor Perspective

Services:Voice, Video, Data, VoIP, VPN

Network Technologies:Sonet/SDH, MPLS, Ethernet, Converged Network,Broadband, IP

14


Extending MTNM to MTOSIrequires mapping

CORBA IDL into WSDL/XML

Service

Port

Binding

XML Data Type

Part

Message

Operation

PortType

WSDL

IIOP(not specified

in IDL)

Class/Type

Parameter

in/out/inout

Method

Interface

CORBA IDL

Service

Port

Binding

XML Data Type

Part

Message

Operation

PortType

WSDL

Service

Port

Binding

XML Data Type

Part

Message

Operation

PortType

WSDL

IIOP(not specified

in IDL)

Class/Type

Parameter

in/out/inout

Method

Interface

CORBA IDL

IIOP(not specified

in IDL)

Class/Type

Parameter

in/out/inout

Method

Interface

CORBA IDL

Case Study #

IONA

Extending MTNM to MTOSI for converged services

Authors:

Jody Hunt


MTOSI

The TeleManagement Forums (TMF) Multi Technology Network Management (MTNM) standard has been widely adopted by many vendors

and service providers. Most MTNM implementations are based on CORBA technology. Driven by the promise of quicker time-to-market,

increased agility, and reduced maintenance costs, service providers are looking for the loose coupling enabled by service-oriented

architectures (SOA) and implemented by standards such as the TMFs Multi Technology Operations System Interface (MTOSI).

Extending MTNM to MTOSI requires specialized support from software integration vendors, especially for bridging between CORBA and

Web services technologies. How does a vendor cost effectively extend its existing CORBA-based MTNM solution to implement XML-based

MTOSI?

One equipment vendor faced this challenge when a major service provider customer specified MTOSI as their standard for next-generation

OSS. Their Multi-Service Access Node (MSAN) provides multiple voice and data services from a single platform. The MSAN is configured,

maintained and managed remotely by the manufacturers network management system that supports many existing northbound interfaces,including MTNM.

The equipment vendor evaluated solutions that would enable them to extend their MTNM investment to MTOSI. They needed to be able tomap MTNMs CORBA-based interfaces into MTOSIs XML and Web services-based interfaces.

The toolkit they chose was IONAs MTOSI Tookit based on the Artix ESB. They found that with IONAs toolset it was easy to get an

application up and running, the solution was well supported, and changing underlying protocols (a key feature of MTOSI) was transparent.

With proper development tool support, investments in MTNM can be extended to support MTOSI, thereby leveraging past investments while

preserving older AP