Most telecom operators view time to market as a critical measure of success. Yet, as portfolios become more crowded and as new convergence services combine existing features, a structured approach is needed to maintain consistency of user-experience and contain implementation costs and time-scales.
Most telecom operators view time to market as a critical measure of success. Yet, as portfolios become more crowded and as new convergence services combine existing features, a structured approach is needed to maintain consistency of user-experience and contain implementation costs and time-scales.
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Most telecom operators view time to market as a critical measure of success. Yet, as portfolios become more crowded and as new convergence services combine existing features, a structured approach is needed to maintain consistency of user-experience and contain implementation costs and time-scales.
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An operator observed that several products shared the same function - such as authentication - but in fact the implementations were separate. Therefore the same capability is being paid for many times over. Plus minor differences in the user-interface can cause customer complaint.
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An operator observed that several products shared the same function - such as authentication - but in fact the implementations were separate. Therefore the same capability is being paid for many times over. Plus minor differences in the user-interface can cause customer complaint.
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BT Advise for Communications provided experienced consultants who worked over an extended period of time in areas of methodology and technology. This reflected an architectural view of the problem - to map underlying infrastructure functions into product capabilities.
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BT Advise for Communications provided experienced consultants who worked over an extended period of time in areas of methodology and technology. This reflected an architectural view of the problem - to map underlying infrastructure functions into product capabilities.
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Investment in service architecture has near term and long term rewards. Creation of product capabilities allows new products to be created quicker and cheaper. It also reduces the complexity of NGN requirements, reducing cost and simplifies migration to NGN.
Investment in service architecture has near term and long term rewards. Creation of product capabilities allows new products to be created quicker and cheaper. It also reduces the complexity of NGN requirements, reducing cost and simplifies migration to NGN.
Investment in service architecture has near term and long term rewards. Creation of product capabilities allows new products to be created quicker and cheaper. It also reduces the complexity of NGN requirements, reducing cost and simplifies migration to NGN.
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Challenge:
An operator observed that several products shared the same function - such as authentication - but in fact the implementations were separate. Therefore the same capability is being paid for many times over. Plus minor differences in the user-interface can cause customer complaint.
Solution:
BT Advise for Communications provided experienced consultants who worked over an extended period of time in areas of methodology and technology. This reflected an architectural view of the problem - to map underlying infrastructure functions into product capabilities.
Benefit:
Investment in service architecture has near term and long term rewards. Creation of product capabilities allows new products to be created quicker and cheaper. It also reduces the complexity of NGN requirements, reducing cost and simplifies migration to NGN.
Most telecom operators view time to market as a critical measure of success. Yet, as portfolios become more crowded and as new convergence services combine existing features, a structured approach is needed to maintain consistency of user-experience and contain implementation costs and time-scales.
