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1、Copyright 2004Federico Germani(CH),Bernd Kraus(FT),Andr Krause(DU),Friedrich Neumeyer(FT),Stefan Schmitgen(FT),Juergen Stark(CH),Safroadu Yeboah-Amankwah(CH)CONFIDENTIALPrimer Document,Version 1.0Chicago/Frankfurt,March 2004This report is solely for the use of client personnel.No part of it may be c
2、irculated,quoted,or reproduced for distribution outside the client organization without prior written approval from McKinsey&Company.This material was used by McKinsey&Company during an oral presentation;it is not a complete record of the discussion.ITelecomCONTENTSManagement summarySituation and de
3、mands on Telco ITAssessment of existing Telco IT environmentsVision of a future Telco IT landscapeOutsourcing of Telco ITHow to get startedAppendix 1:Detailed description of IT-supported functionsAppendix 2:Glossary of terms213Network managementInventory managementDecision support systems/data wareh
4、ousingCustomer care&billingService provisioningNetwork element managementBack office applicationsMaintenance and workforcemanagementSource:McKinseyIT SUPPORT OF TELCO BUSINESS PROCESSESCapacity and traffic planningDesign of the physical networkManagement of the network installationEngineeringInvento
5、ry management.Customer care and billingNetwork planning and installationSalesNetwork operationService provisioning and deliveryManage/control correct functioning of the physical networkManage the load of network trafficMaintain networkManage interfaces to 3rd party networks.Manage/control sales forc
6、eManage sales channelsLaunch campaignsManage accountsManage customer contracts.Manage and control the order processes for telecommuni-cation servicesActivate/terminate services for customers.Rate and bill telecommunication services according to price lists,contracts and 3rd party tariffsRate and bil
7、l 3rd party Telco servicesMaintain customer relationship.Decision on business focusInvestment planningDesign of products and tariff schemesDesign of market penetration approachEnterprise resource managementHR managementFinanceAccounting.IT supports all parts of a Telco operators value chainTelco IT
8、systemsBack-office administrationStrategy and marketingPROCESSVIEW214Back office applicationsSource:McKinseyOVERVIEW:FUNCTIONALITY OF TELCO ITNetwork managementInventory managementDecision support systems/data warehousingCustomer care&billingService provisioningNetwork element managementMaintenance
9、and workforcemanagementNetwork configurationSurveillance of network traffic and performanceFault managementTariff and customer contract managementOrder handlingBilling,invoicing,A/RComplaint managementConfiguration and surveillance of individual network elements such as switches,multi-plexers,router
10、s,etc.)Inventory management ofcustomer premises equipmentnetwork elements(e.g.,switches,mutilplexers,etc.)For detaileddescription of systemsand their functionality see Appendix 1HR managementFinanceEnterprise resource managementManagement of maintenance and repair service activities for customer pre
11、mises equipment,switch network and trunk network componentsAnalysis of customer behavior,churn,etc.Customer segmentationProfitability analysisService configuration and activation(e.g.,selection of phone number,line or SIM card activation,etc.)Call collection215Source:McKinseyCHARACTERISTICS OF INCUM
12、BENT TELCO IT SYSTEMSEXAMPLESPatchwork application architectureHeterogeneous architec-tural approaches across different BUsNo layered system structuresSystem and data redundancyIncomplete or unsatis-fying support of business processesPerformance andreliability driven system operationsReliability dri
13、ven system design at the expense of high costPerformance optimization on the level of single systems with reduced overall performanceLegacy issuesHistorically grown architecture with-out clear conceptComplex system interfaces(if any)Outdated technologyDifficult,expensive system maintenance216Churnan
14、alysisTariffplannerMarketing and decision supportDatawarehouse/DatamartCampaignmanagementProfitabilityanalysisDataminingDataclean-upA/R +Billing+Contract+Customer careBillingCust.BillingBilling+ContractBilling+ContractCust.Order entryCustomer careA/RA/RA/R Customer care&billing Contr.Contr.Source:Mc
15、KinseyILLUSTRATION OF REAL TELCO IT ARCHITECTUREBack officeapplicationsMaintenance andwork force mgmt.InventorymanagementServicemanagementCustomeris servedat point-of-saleContract isassembledbased onstandardtemplateServiceorder isenteredinto thesystemService isactivatedExample ofsales and service pr
16、ovisioning:Access toredundant systemswithin one systemdomain Network operation Network element managementNetwork managementAccess to amultitude of systemsacross differentdomains217FRAMEWORKS TO UNDERSTAND EXISTING IT SYSTEMSSource:McKinseyWhich applications exist within the Telco?IssueImportance of
17、understandingFrameworks and toolsWhat kind of support do systems provide?How dynamic are systems?What is the technical diversity of systems?Failure to develop a comprehensive view of the applications and architecture results in an incorrect focus and limited effectivenessWhile technologists often un
18、derstand the relationship between systems and technology,it is their relationship with the business that determines value and effectivenessThe future viability of systems is often determined by their ability to meet changing business needs.Stable systems ideally are de-coupled from dynamic systemsCo
19、sts for operation and maintenance of system platforms often could be significantly reduced by shared technologiesApplication inventoryApplication mappingApplication dy-namics/stability assessmentTechnology infrastructure analysis4321218Source:McKinseyORGANIZATIONAL DRIVERS OF TELCO ITWith increasing
20、 age,more and more core functions are supported by outdated systems on numerous different hardware platformsIncreasing company age causes complexity costs generated by scale effects,multitude of technology platforms,offered products and services,regulatory obligations,and complexity of historically
21、grown patchworkIncreasing size of Telcos slows down speed of decision-making process and flexibility to react to challengesIncreasing size of Telcos requires fundamental change of their overall organizational structure with major impact on the IT landscape to maintain operational efficiencyOrganizat
22、ional set-up determines split of responsibilities between central and decentral IT units and therefore influences consistency of IT design and granularity of systems(monolithic vs.decentral)Organizational set-up influences make or buy decisionsFragmentation of user demand and system ownership across
23、 organizational units determines the degree of stakeholder conflictsSince the IT structure is not aligned to the business processes,IT functions are accessed by a variety of users located all across the value chainConflicting user expectations and unclear responsibilities in combination with scarce
24、resources cause conflictsOrganizationalissuesinfluencingTelco ITsystemsOrganiza-tional age and market position of the TelcoOrganiza-tionalset-up of Telco ITProcess organization219ALIGNMENT OF IT WITH THE BUSINESSalignCompany objectives/strategyObjectives/strategy for IT architectureNot focus of this
25、 workalignBusiness unit organization IT organizationalignalignSource:McKinseyIT architectureApplication landscapeTechnology platformsOrganizational set-up of companyCore process organizationGovernance modelKey challenge:Align IT organizationand strategy to companysstrategic objectivesand organizatio
26、nTargeted markets/customer segmentsTargeted market positionProduct/service scopeetc.What is the right degree of organizational integration or decentralization of IT functions?Central vs.decentral application supportOrganizational split between network management and business operations functionsWhat
27、 is the appropriate IT governance model?Budget responsibilityProcess for prioritization of requirementsWhat is the best way to allocate the limited resources given the heterogeneous or contradicting system requirements of different user groups?How can 3rd parties like standard software providers or
28、system integrators best be involved?220Source:McKinseyDESIGN CRITERIA FOR A VISIONARY ARCHITECTUREAlignment of business strategy and IT architecture to establish a more business-focused rather than technology-driven ITConsolidation of proliferated platforms and applications to re-duce complexity of
29、tech-nology stacks(e.g.,hardware,OS,middle-ware,applications,etc.)and achieve economies of scale and scopeFlexible,process-oriented rather than functional integration of applicationsStrict layering between network management and business operations to encapsulate network complexity and free up busin
30、ess operationsHigh performing IT architectureFunctional co-verage aligned to new and emerging business needsLow operating costLow cost of new development/additional functionality221Source:McKinseyARCHITECTURAL VISION:MAIN BLOCKS OF AN“IDEAL“TELCO ITEvent processorOrder entry/provisioningWorkflowmana
31、gementNetwork elementmanagerNetworkconfiguration andmonitoringFront officeFactoryBillingContractmanage-mentBusiness partneradministration Core business operations Support systems ManagementinformationsystemsBack officeapplications.Wireline network Shared servicesNetwork elementmanagerNetworkconfigur
32、ation andmonitoring IP network ProductdefinitionContractmanage-mentProductdefinition Core businessCustomeraccountmanagementMaintenancemanagement Business unit 1 Order entry/provisioningWorkflowmanagementCustomeraccountmanagementMaintenancemanagement Business unit n.InventorymanagementNetwork element
33、managerNetworkconfiguration andmonitoring Wireless network Inventorymanagement.Business partneradministrationCorebusinessopera-tionsServiceprovisioningConverter and router middleware(message broker,CDR gateway)Opportunityto replicateblocks within eachlayer:consciousdecision betweeneffectivenessand e
34、fficiency222TRADITIONAL MIGRATION METHODOLOGIESSource:McKinsey“Patch and swap”approach“Lifeboat”approach“Isolate and replace”approachStandard software approachUse standard software to replace existing systemsUse middleware to wrap legacy system and add new functionality in small stepsBuilt up new sy
35、stems from scratch and migrate in a big bangUndirected evolution in highly complicated application architecture tends to increase the chaosOpportunistically replace single systemsIncorporates the tendency to start mega-project with a high likelihood of failureOver time increasing amount of functiona
36、lity built into the middleware creates additional legacyOften available systems are inflexible to match dynamic business requirements and require huge amount of customizationRisks/barriersMethodology/technique223 Source:McKinseyPRINCIPLE OF A RISK-LIMITED MIGRATION APPROACH(Partial)Implemen-tation o
37、f architectural visionRadical,revolutionary changes as enabler for further evolutionary stepsNo IT mega-projects!Evolutionary development within the boundaries of the strategic visionMigration prerequisite:Define long-term IT visionMigration roadmap and implementation planRight mix ofevolutionary an
38、drevolutionary movesbased on traditionaltechniques224 Source:McKinseyRISK LIMITED APPROACH TOWARDS THE TARGET ARCHITECTUREUpfront definition of long-term strategy and IT visionDevelop long-term strategic view of future businessDevelop view on future business systemDevelop best fit architectural visi
39、on of future IT infrastructureDevelop long-term master plan for migration into new IT worldOpportunistic but directed migration path(Partial)Implementation of architectural visionEvolution of business system and business environmentEvolution of business system and business environmentImplement new b
40、usiness requirements in small stepsEach implementation step needs to be justified by business case(NPV analysis)Make revolutionary move that brings IT closer to architectural visionMove only if economical or structural factor forces you 225DEVELOPMENT OF A MIGRATION ROADMAP Source:McKinseyStrategic
41、visionMaster planRevolutionary move RevolutionarymoveRevolutionary change of IT infrastructureEvolutionary implementation of new business requirementsVision of future business system(Partial)Implementation of architectural visionArchitectural visionIdentification of business requirementsValidation a
42、nd prio-ritization of business require-mentsBundling of requirements into imple-mentation projectsDevelopment of technical implemen-tation alternativesDevelopment of project portfolio(timing,resources)Implemen-tationDecision:Go/no go for specific alternative226KEY FACTORS OF SUCCESS FOR MIGRATION So
43、urce:McKinseyReduction of business complexityIn order to avoid over complexity in future applications reduce as far as possible the complexity of the business system(80:20)Filter out all business requirement that do not clearly foster a competitive advantage and create significant return on investme
44、ntQuick implementation of basic architectural movesIdentify architectural move that can be implemented with manageable risk and that create an maximum amount of freedom for evolutionary stepsEspecially introduce technologies like middleware that helps to reduce the handling of system interfacesSize
45、of migration stepsFor each migration step chose a project size that is still manageable in the light of the available skills,experience,source quantity and technical complexityUnder those constraint maximise the size of migration steps in order to avoid unnecessary efforts for interfacing legacy sys
46、tems227CONTENTSManagement summarySituation and demands on Telco ITAssessment of existing Telco IT environmentsIT architectureIT organizationVision of a future Telco IT landscapeOutsourcing of Telco ITHow to get startedAppendix 1:Detailed description of IT-supported functionsAppendix 2:Glossary of te
47、rms228Source:McKinseyHOW TO LOOK AT IT ARCHITECTURE-OVERVIEWSituation analysis:Characteristics and pitfalls of current incumbent Telco IT system architectureDrivers of current situationTools for assessing a specific Telco IT system architecture229Source:McKinseyFRAMEWORKS TO UNDERSTAND EXISTING IT S
48、YSTEMSWhich applications exist within the Telco?IssueImportance of understandingFrameworks and toolsWhat kind of support do systems provide?How dynamic are systems?What is the technical diversity of systems?Failure to develop a comprehensive view of the applications and architecture results in an in
49、correct focus and limited effectivenessWhile technologists often understand the relationship between systems and technology,it is their relationship with the business that determines value and effectivenessThe future viability of systems is often determined by their ability to meet changing business
50、 needs.Stable systems ideally are de-coupled from dynamic systemsCosts for operation and maintenance of system platforms often could be significantly reduced by shared technologiesApplication inventoryApplication mappingApplication dy-namics/stability assessmentTechnology infrastructure analysis4321