ea white paper 25052011
DESCRIPTION
EA White PaperTRANSCRIPT
![Page 1: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/1.jpg)
White paper
The need for an Enterprise Architecture
The demand for Enterprise Architecture and the use of Reference Architecture
![Page 2: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/2.jpg)
The need for an Enterprise Architecture2
Contents
2 Abstract
3 Introduction3 Consumers going their own way3 The growing enterprise market4 OTT providers step up the challenge4 CSPs adapting for success4 Staying relevant in the new
communications industry
5 Considerations5 Enterprise wide5 Business Agility5 Modularity (and Service Oriented
Architecture)6 Using the business supporting ecosystem
as a key business competitive advantage
7 Nokia Siemens Networks Reference Architecture
7 About the Enterprise Architecture concept8 Enterprise Architecture and Nokia
Siemens Networks Reference Architecture8 Business Architecture viewpoint9 Process Architecture viewpoint10 Information Architecture viewpoint10 Application Architecture viewpoint11 Technology Architecture viewpoint12 Network Architecture viewpoint12 Nokia Siemens Networks Reference
Architecture ARIS Library
13 Nokia Siemens Networks Enterprise Architecture Approach
14 Nokia Siemens Networks Reference Architecture benefits
14 Improve Agility14 Improve operational efficiency 15 Improve customer satisfaction15 Assure business continuity15 Faster procurements, lower TCO
16 Bibliography
Abstract
A number of Communications Service Providers (CSPs) today have concerns related to Enterprise Architecture initiatives. In a business environment driven by constant changes, it is recommended to have close attention to all initiatives implying bigger changes on IT and telecom systems. Special focus is needed because the costs and impacts of the changes are often difficult to predict as the systems are typically huge and complex and many a times based on legacy technology.
This white paper explores some considerations on how to mitigate risks and make future proof changes. Final goal is to create an enterprise wide agile ecosystem fully aligned with the constantly changing business needs.
![Page 3: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/3.jpg)
The need for an Enterprise Architecture 3
Introduction
Change has become endemic to the communications industry, with the rise of social networking, perhaps being one of the most dramatic – the total number of social networking users exceeded email users in 2007. Meanwhile, falling ARPU for voice and the opportunities represented by new technologies have increased competition in the industry, not only among communications service providers (CSPs) but also from cloud service providers, media and broadcast companies and consumer electronics vendors.
Looking at the industry in totality, we can see a number of challenges and opportunities that are redefining the expectations and ambitions of the four main protagonists in the arena – Consumers, Enterprises, OTT players and CSPs themselves.
Consumers going their own way
One of the key battlegrounds is the struggle to maintain consumer attention. Less than 50% of consumers are loyal, with churn being driven increasingly by dissatisfaction with network and service quality. Over and above this, users are becoming more individual in the way they consume online content and are frequently generating their own. With the increasing need for anytime, anywhere access, they are also becoming device independent as they look for the same content on PCs, laptops or smartphones.
The growing enterprise market
One of the major developments of recent years has been the improving prospects in the enterprise market. Cloud computing is a major growth area in the sector. Demand is being driven by the increasing use of multiple devices, anytime, anywhere access and the need for efficiency gains. More importantly, the rise of affordable bandwidth has made cloud services more viable.
More enterprises are adopting cloud computing and expecting financial benefits from it. Software as a Service (SaaS) and Infrastructure as a Service (IaaS) are driving this change. CSPs are well placed to take advantage of this trend, as cloud services need good, reliable networks.
Enterprises are also increasingly looking to web services to help raise their game. They are keen to work with CSPs that can integrate Web 2.0 services into the mobile Internet, giving them the opportunity to use Mobile 2.0 solutions to improve links both with their customers and employees. To make the most of this growing business, CSPs will need to either develop Web 2.0 solutions themselves or work with Web 2.0 application providers to create complete web and mobile solutions.
Vertical services are also gaining momentum, with a particular interest being shown in machine-to-machine managed services, as enterprises seek to drive efficiency by adopting mobile technology and applications.
![Page 4: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/4.jpg)
The need for an Enterprise Architecture4
OTT providers step up the challenge
Over the top (OTT) providers, such as Google, Skype and Facebook, pose a major challenge to the traditional role of CSPs, with OTT services driving traffic volumes higher than ever. OTT IP traffic is dominated by the consumer Internet. Forecasters predict that this trend will increase, with consumer Internet traffic rising from something over 10 Petabytes per month in 2010 to more than 40 PB/month in 2014. What’s more, this estimate may be blown out of the water by step changes in services or customer behavior, such as the transfer of offline games to online environment or the rise of 3DTV.
Capacity, quality and pricing are all under enormous strain, driving CSPs to come up with innovative pricing models, unprecedented network efficiencies and new delivery models.
CSPs adapting for success
One of the challenges facing CSPs is the desire to move beyond connectivity and offer value added services with the right customer experience. In a bid to compete over content services with OTT players, CSPs are increasingly focusing on socially conscious services and advertising – with messaging innovations, flexible pricing and mobile payments also forming part of an increasingly dynamic landscape.
A consequence of this change in business focus is the increased need for flexibility in systems and decreased time-to-market for new services. One example is the customer experience area, where customers assume a new service or subscription will work on an immediate basis. This requires all systems involved in the ordering/provisioning and billing processes to be connected.
Another example where flexibility is required is in taking action on customer insights derived from the usage, subscriber and billing patterns.
Staying relevant in the new communications industry
Facing new demands and expectations from consumers and enterprises alike and the need to take complete advantage of innovations, CSPs are being challenged to navigate their way through to a new position in the industry – one that makes best use of their strengths.
From this mass of complex challenges, we can identify three critical areas that CSPs can focus on to strengthen their value and position in the changing communications arena – meeting insatiable demand, enhanced customer experience and transformational agility.
Whatever strategy they choose, tomorrow’s communications landscape will be populated by CSPs who are willing to adapt – constantly evolving themselves to meet the challenges and opportunities – and those that thrive on change. An adaptation and change that is based on a flexible organization, where business processes are supported by the architecture and tools used to run the business.
![Page 5: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/5.jpg)
The need for an Enterprise Architecture 5
Area #1 + #2
e2e Business Process
2 3 41 5 6 7
Area #2Area #1
e2e Business Process
a2 a3 a4a1 b5 b6 b7 b8
Figure 1. Cross area optimization of processes and systems.
The high levels of customer service and satisfaction, greater flexibility and faster response with a tight cost control are a big challenge with the current (and many times) legacy systems. Only one action or focus on one functional area (e. g. billing) will not solve the issue. We need to have a holistic approach and tackle several dimensions in different areas in order to achieve a visible and highly valuable effect.
Enterprise wide
Earlier, the systems were designed by maximizing their benefits for each functional area, taking into account Cost, Risk and Quality.
While each one of the functional areas consisted of specific tools with similar components to satisfy the needs, there was very little communication between them, leading to a set of silo legacy systems. In order to maximize the value for the entire organization, instead of a specific area, the optimization and value prioritization needs to be enterprise-wide. From the organization point of view, the priorities and the value can lead to a completely different set of results.
For increasing the speed, we need to typically change or improve the systems, and for optimizing them, we need to tackle the process itself.
Business Agility
In order to be optimized, not for a specific area but for the whole Enterprise, a new dimension; agility must be taken into account. For instance, agility to support new business models, introduce new and more effective co-operation between different areas, connect to new partner systems, support new or changed business processes, and transform the supporting IT and network systems from costly operational system into a competitive business advantage.
Modularity (and Service Oriented Architecture)
Modularity is the key for loose coupling of all components in an ecosystem. Modularity minimizes risks, creates flexibility and agility for most situations. Furthermore, modularity is also required in developing step-by-step evolution of an optimized system from different legacy systems.
Considerations
There is a consensus by several independent organizations (the Open Group, TM Forum, analysts, etc.) on Service Oriented Architecture (SOA) as the recommended way of implementing modularity. In this white paper, we assume that the generic advantages of the SOA approach are understood, and therefore we emphasize only two special topics of SOA: time-to-market and investments. Firstly, time-to-market is the key attribute in agility, and is faster to cope with the business changes and needs. Time-to-market, on numerous occasions, is the needed competitive advantage for achieving success. Secondly, despite the financial crisis, companies are investing in SOA initiatives. From the market reports, the growth of SOA usage in 2008/2009 was 27%, (comparing survey results from Q42008 and Q42009 in Europe and North America), and 56% in 2009/2010 (Forrester Research, 2010).
“It is not the strongest of the species, nor the most intelligent that survives. It is the one that is the most adaptable to change.”
– Charles Darwin (1809 – 1882), Naturalist, author of theory of evolution
![Page 6: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/6.jpg)
The need for an Enterprise Architecture6
Using the business supporting ecosystem as a key business competitive advantage
Usually a system is seen as a necessary cost to make the business – not anymore. With Enterprise Architecture (EA), new opportunities and capabilities will raise some real competitive advantages. As an example, let’s consider a set of typical (separated) systems:a) Automation system: The principle
behind this is to improve efficiency, automating several steps (or all steps) of certain tasks. Since the tasks are automatic, the delay is caused by latency of the system itself, leading to execution of thousands of tasks per second instead of seconds/minutes spent in each task.
b) Customer segmentation: Groups people according to attributes that store information relevant for understanding customer behavior, and can be used to predict the probability of acceptance or refusal of a certain product or probable churn.
c) CRM tool: Contains all customer information and supports the call center team in customer interactions.
All of the above add significant value to the business, but together they are even more valuable:• When receiving a call from the
customer, would it be useful to identify in less than 5 seconds why the call with a mobile phone did not succeed, and be able to reconfigure the mobile phone with one click?
• Would it be useful to identify that a customer has a high churning probability and receive a warning about that, with a set of recommended actions/offers to avoid the churn?
• Would it be useful and unique to have both above available while interacting with a customer?
Yes, it would be, but it is only possible when all the previously separated systems co-operate with each other, understanding their contribution to common enterprise processes and information. This capability provides a competitive advantage to a CSP’s relation with the customers. This increases customer retention and satisfaction at different levels, and furthermore, other CSPs cannot replicate, unless they transform their systems.
To create these capabilities effectively, an enterprise-wide architecture transformation is required, making it difficult for competition to achieve the same level of alignment between business and systems.
![Page 7: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/7.jpg)
Nokia Siemens Networks Reference Architecture – facts
• Nokia Siemens Networks was the first company SID certified by TM Forum for the complete OSS/BSS area: network management, customer experience, charging and billing. (May 2010)
• Nokia Siemens Networks Process Architecture is based on best practices applied with hundreds of CSP customers, leveraging our Managed Services expertise.
• Process and Application Architecture have special focus on Customer Experience and Management, built on the TM Forum Frameworx (eTOM, TAM) and accommodates the ITIL best practices.
• Today, Nokia Siemens Networks’ Reference Architecture library consists of more than 3000 proven architecture artefacts, including 500 best-practice processes.
• Nokia Siemens Networks Technology Architecture is based on Service Oriented Architecture (SOA), standard interfaces such as 3GPP, TM Forum OSS/J and MTOSI.
The need for an Enterprise Architecture 7
There is no “one-fits-all” architecture: business changes, regulations change, customers change. However, there is a set of common functions, processes and building blocks shared in each industry.
About the Enterprise Architecture concept
Enterprise Architecture is a general concept. It is applied to different industries and may be refined to take into account the specifics of certain branches of industry or government. There are a number of generic enterprise architecture frameworks, e.g., TOGAF (The Open Group, 2010) and Zachman’s model (Zachman, 1987). Each of these frameworks has its own merits, and differs in the order of layer and views definitions, and respectively the targeted class of enterprise. A common denominator is the approach to enterprise change processes in a comprehensive and holistic manner. This is regardless of the changes to financial management systems, changes to processes when expanding telecom operations to new fields, or large scale next generation OSS/BSS renewals. One major benefit of these common frameworks is the fact that they help in sharing the best industry practices.
Nokia Siemens Networks Reference Architecture
The Enterprise Architecture describes the elements of business – strategy, business cases, business models, processes, supporting technologies, policies, and infrastructures that make up an enterprise. It also provides means for governing the enterprise
and its information systems, and planning changes to improve the integrity and flexibility. In other words, Enterprise Architecture crystallizes the organization – what it has to do and how – to be as efficient and productive as possible.
![Page 8: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/8.jpg)
The need for an Enterprise Architecture8
Enterprise Architecture and Nokia Siemens Networks Reference Architecture
TeleManagement Forum’s Frameworx (TM Forum, 2010) consists of four enterprise layers – Business Process Framework (eTOM), Information Framework (SID), Application Framework (TAM) and Integration Framework. Frameworx is the de facto Enterprise Architecture framework in the OSS/BSS industry, enabling standard language and vocabulary to ensure precise and accurate communication between the industry stakeholders (Garcia; Gramatikoff; & Wilmes, 2009).
eTOM, SID, TAM and the Integration Framework – are the foundation of the Nokia Siemens Networks Enterprise Architecture approach for CSPs. However, other best practices, most notably ITIL, Office of Government Commerce (OGC), 2010 for IT Service Management and TOGAF from Open Group, have been applied to complement Frameworkx. Due to its importance in CSP business services and capabilities, the network
architecture is handled by Nokia Siemens Networks as a specific domain.
The Nokia Siemens Networks Reference Architecture (see Figure 2) is the Nokia Siemens Networks proposed blueprint for the CSP Enterprise Architecture. The Reference Architecture is applied for each CSP in the specific context.
It is essential to notice that the six viewpoints shown in the above figure are subject to common governance in order to be able to align the architectural changes with the CSP’s strategy. In addition, the common change management process supports the control, implementation, and documentation of the changes.
To illustrate the Nokia Siemens Networks approach, in the following, the viewpoints of the Process Architecture, Information Architecture, Application Architecture and Technology Architecture are described in detail. The approach of applying the TM Forum Frameworx is especially highlighted as well as how the different
viewpoints are integrated with each other, enabling a holistic end-to-end approach. The chapter is concluded with how the Reference Architecture is governed with a market leading tool and library.
Business Architecture viewpoint
In the Enterprise Architecture, the Business Architecture viewpoint addresses the enterprise from the point of view of the ecosystem the enterprise operates in. It handles the value chain aspects relevant to the business as a whole: where to improve the business efficiency and develop new value propositions and how to increase efficiency and competitiveness of the business in the context of its environment: markets, competitors, legislative and environmental aspects, influences and impacts. Business Architecture defines the overall strategy and governance for the business.
Functional decomposition?Functionality of each entity?Interfaces between entities?Vendor mappings?
Technology
Network
Application
App
licat
ion
Business processes?What are roles involved?Governance?Needed KPIs to follow?
Proc
ess
Key technology choices?Interoperability?Vendor strategy?Roadmapping?
Needs and modeling?
Enabling capabilities Specific business needs
How info is synchronized?How to manage over life-cycle?Access and integrity rules?
Tech
nolo
gyIn
form
atio
n
What is the value chain scope?What businesses the firm is in?
What are business models?What is company structure?What is the strategy?
Bus
ines
s
Planning principles?Technologies used?Network structure/efficiency?Vendor strategies?
Net
wor
k
InformationProcess
Business
Figure 2. The main architecture viewpoints of an Enterprise Architecture (also part of the Reference Architecture).
![Page 9: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/9.jpg)
The need for an Enterprise Architecture 9
Process Architecture viewpoint
The Process Architecture viewpoint captures “how” the organization executes its capabilities. It also considers stakeholders external to the enterprise (including customers, suppliers, and regulators) to ensure that flow in and out of the enterprise context is captured.
Nokia Siemens Networks Process Architecture is based on best practices applied with hundreds of CSP customers, leveraging its Managed Services expertise. The Process Framework has special focus on Customer Insight, Experience and Management, and builds on the TM Forum eTOM framework and accommodates the ITIL best practices. In particular, the Process Framework leverages both ITIL’s orientation towards internal service delivery and eTOM’s orientation towards external services (see Figure 3).
The Process Framework has been, especially designed to cope with future requirements of network architecture, and for different business models, such as Network Provider/Service Provider separation.
Nokia Siemens Networks process architecture is grouped into six areas, known as key business themes. Two additional areas (Serve Customer and Operate Service) highlight explicitly the organizational separation of serving the customer and operating the service views. In the next, more detailed levels of the Nokia Siemens Networks process architecture, these business themes and areas are mapped to eTOM processes.
Today, Nokia Siemens Networks’ reference process library consists of more than 500 processes and scenarios modeled with a market-leading tool.
Concept to MarketEnable CSPs to quickly and cost-effectively launch new and modified products and services based on end user needs and insights
Customer Insight ManagementProvides CSP with ability to build end user insights proactively and drives other processes with these insights
Enterprise ManagementEfficient corporate processes to help support other business processes and the enterprise in whole
Lead to CashEnable CSPs to sell, deliver & monetize products & services starting from prospect handling to revenue realization
Trouble to ResolveEnable CSP with ability to handle and resolve end customers faults, problems and incidents
ServeCustomer
OperateService
Plan to PayProvide CSP with customer centric solution for physical & logical resource management
Figure 3. Process areas.
Produce ResourceForecast
Develop Technology
Strategy
Build & Integrate
Resources
Best practices
3.BP.3 – Quarterly budget review – Planning team should run a quartely review to revise the annual budgets for any new requirements arriving during the year3.BP.4 – Change advisory board – Operator should introduce CAB to approve the budget so that only the changes which are critical and aligned with company strategy should be approved
Best practices
3.BP.5 – Reporting on capacity issues & upgrades – Planning teams should provide regular reports related for any capacity upgrades planned so that other impacted teams are informed3.BP.6 – Workshops with stakeholders – Monthly workshops with vendors, regional planning teams, core, transmission etc. ensure all the critical requirements are communicated to all
Managed Services services: Performance, Network Optimization and Assurance, related products like NPO Optimizer
Gain Investment Approval
Network Change
Management
Track & Manage Resource Planning
NP DP 01 –Enable
Resources for a Product
ResourceForecast
Project Budgets
Service/Resource Strategy, Architecture & Policies
Design Resources
Budget Approval
Resource Design
ProjectPlan
Figure 4. One example of a Nokia Siemens Networks “Plan and Design Resources” modeled in the tool.
![Page 10: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/10.jpg)
The need for an Enterprise Architecture10
Application & Vendor Specific Models
Vendor Specific Generic ModelsOracle Business Objects
Shared Data Model
Common Information Model for Enterprise Integration
NGOSS SID
SAP MDM
Vendor Independent Models3GPP Utran 3GPP Geran 3GPP Core TMF 608 QoS CIM
SDH, PDH
Nor
tel C
ET
NSN
hiT
NSN
hiD
NMS
Inve
ntor
y
HLR
/HSS
EP Finance
Ora
cle
EBS
SAP
CRM
Schl
umbe
rger
Sieb
el
Billing
NSN
Amdo
cs
Con
verg
ys
Core
E///M
SS4.
1
NSN
U4
NSN
M14
2G
Nor
tel V
17
NSN
BR
10
NSN
S14
3G
Vendor Specific Models
Telecom Specific IT Specific
E///R
AN P
06
NSN
RU
20
NSN
RU
10
Figure 5. Multivendor and Multi-technology Management Data Model.
Application Architecture viewpoint
The Application Architecture viewpoint addresses the inter-dependencies of applications, the services an application provides, its components, and the building patterns that provide for scalability, reliability, availability, maintainability and manageability. It also addresses the development strategy and the application life cycle management. Functional correctness, design for cost and design for
Information Architecture viewpoint
The Information Architecture viewpoint addresses the analysis and design of the data, and how to turn them into information – both with respect to static and dynamic aspects. This view is about creation, transfer, storage and inquiry of data by information systems. It includes the modeling of information entities, their attributes and their inter-relationships, and also additional aspects such as data ownership, master data management, metadata repositories, and distribution of data stores. It is also related to patterns for information integration and information presentation.
The Nokia Siemens Networks Shared Information and Data Model (NSN SID) for applications and solutions is the basis of Information Architecture for OSS/BSS area. Nokia Siemens Networks’ Common Data Model is an extension of the TM Forum Information Framework SID. Figure 5 shows the NSN SID concepts for vendor-independent and vendor-specific models for telecommunications and IT network management in the multivendor and multi-technology environment.
Nokia Siemens Networks was the first company certified by TM Forum SID for its complete OSS/BSS data model.
reusability are important aspects. This involves patterns for application interworking as well as application integration.
The foundation for Application Architecture is the TM Forum Application Framework (TAM). As a complete view of all applications in one architecture diagram would be very complex, Nokia Siemens Networks chose to represent application architecture in views per functional area.
Customer experience
management
Cross Functional Areas
Operations support & readiness
Customer Management Domain
CRM
Corporate Domain
Enterprise Supplier/Partner Market/Sales Product management
Service Management Domain
Service fulfillment Service assurance
Network and Service Control Domain
Device control Service control Service delivery and VAS
Connectivity
Resource Management Domain
Network management
Fulfillment Assurance Billing
Customer information
management
Policy based management
Security management
Charging and billing
Figure 6. Application Area Views of the Application Architecture.
![Page 11: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/11.jpg)
The need for an Enterprise Architecture 11
Charge settlement adjustment notifications
Servicetopology
Service threshold alarms, Service
availability data,
Service performance
data
Servicetraffic data
Servicetraffic data
Servicetraffic data
Trouble tickets, Status updates
Serviceperformance
kQIs
L0 Service management
Service specification and inventory management
Service traffic
monitoring
Service problem
management
L0 Charging and billing
Service level agreement management
Customer experience managementL0 CRM
L1 Resource inventory management L1 Resource assurance management
Customer order management
Service order
management
Service quality monitoring & impact analysis
Service performance management
SLAparameters
SLAparameters
SLAalarms
SLAreports
SLAreports
SLAparameters
Service quality data
Service performance parameters
SLAreports
Service traffic data
Service performance
data
Trouble tickets, status updates
Trouble tickets, status updates
Online monitoring data
Batch/ondemand resource inventory updates
Batch/ondemand inventory updates
Service topology
Raw/KPI performance data
Raw/correlated alarms
Batch/ondemand resource inventory updates
SLAalarms
Service performance
SLA data
Figure 7. One example of a logical view on Service Assurance area of the Application Architecture.
Despite each area represented by the needed logical components/applications, each view maintains its integrity, and whenever a logical component/application appears in more than one view, its integrity is ensured.
Each area defines a logical architecture for relevant CSP applications. Cross functional areas tackle typically more than one functional area (Service Assurance, Charging and Billing, etc.), creating additional views over the same applications. This would be difficult when done manually, for instance, PowerPoints, which emphasizes the advantages of using a tool for defining the different views and architectures within an Enterprise Architecture project.
The Nokia Siemens Networks Application Architecture extends TAM, especially with the interaction of applications and with new key components/applications not yet fully covered by TAM. As an example, the TM Forum report “Exploiting Analytics” from September 2010 concluded that CSPs are increasingly focusing on customer experience initiatives driven by the recognition of the connection between customer experience and profitability (Rich, 2010). Nokia Siemens Networks’ Reference Architecture acknowledges this recent development both in the Process Architecture (Customer Insight Management process) and the Application Architecture (Customer Experience Management application area).
A key concept of the logical Application Architecture is modularity, supporting several configurations and set of implementations with different products from various vendors. Above is an example of the Service Assurance area (Figure 7). The figure shows the highest level of logical Application Architecture for the Service Assurance area.
The implementation architectures of logical Application Architecture are composed of market-leading industry components supplied by Nokia Siemens Networks or partners. These implementation architectures follow the best practices and expertise from Nokia Siemens Networks implementations and leverage the reuse of existing and/or legacy systems of CSPs.
![Page 12: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/12.jpg)
The need for an Enterprise Architecture12
Technology Architecture viewpoint
The Technology Architecture viewpoint addresses the selection of platforms, middleware, and infrastructure along with issues of relevant standards. This includes the communication infrastructure and IT services, the strategy for selecting HW and SW platforms, operating systems, and middleware and programming languages.
Nokia Siemens Networks Technology Architecture is based on Service Oriented Architecture (SOA), standard interfaces such as 3GPP and TM Forum OSS/J and MTOSI, and common platforms across its product and solution portfolio.
Network Architecture viewpoint
The Network Architecture viewpoint addresses the network technologies, planning principles, network structure, and vendor strategies. Network Architecture, by its own, has its standards and specific solutions, designs and can follow its own principles, depending on each vendor and/or CSP.
The key topic of the network architecture is how the network is interlinked to the other architecture viewpoints. In most architecture approaches, the network and the
OSS/BSS integration is considered from the protocol integration viewpoint. However, using the Nokia Siemens Networks Reference Architecture, the information and process architecture viewpoints are also considered, which provides a holistic approach to the integration of the network to the business systems.
For instance, the context for the 3GPPP policy execution of Nokia Siemens Networks’ Reference Architecture is the CSP policy management business processes. Another example is subscriber data management, which is a network domain not well standardized. In this context, information architecture plays a central role, i.e. how the subscriber and customer information of CRM systems are integrated in order to support the customer insight business process and customer experience management applications.
Nokia Siemens Networks Reference Architecture ARIS Library
The chosen enterprise architecture modeling tool of Nokia Siemens Networks was ARIS (Davis & Brabänder, 2007). According to Gartner Magic Quadrant for Business Process Analysis Tools (Norton, Blecher, & Jones, 2010), ARIS is the market leading tool in the Business Process Analysis tool market segment.
The tool allows modeling and creation of the relations between different architectures, for instance applications, processes and information. As an example, it is possible to navigate from a process to the required information and supporting application(s). Also, Nokia Siemens Networks uses the tool for mapping each logical building block to possible solutions/products. On a specific Enterprise Architecture of a CSP, this can be linked to the implementations, allowing complete understanding from business to the supporting assets.
As described earlier, all architecture viewpoints are connected to each other as well as to the industry Reference Models. The library is complemented with the Nokia Siemens Networks best practice implementations.
Figure 8 shows examples of the Process Architecture and Application Architecture represented in the tool.
Figure 8. Nokia Siemens Networks Process and Application Reference Architectures on ARIS.
![Page 13: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/13.jpg)
The need for an Enterprise Architecture 13
Technology
Network
Application
InformationProcess
Business
Technology
NetworkNetwork
Information
Process
Process
Application
Process Business
BusinessPro
P Technology
Network
Application
InformationProcess
BusinessInformationProcess
Business
Informatio
TechnologyApplication
Network
Understand...Current legacy
ecosystem
Start with...Reference
Architecture
Build...Enterprise
Architecture Vision
...and deploy itStepwise
Prioritization
Current ecosystem
Reference Architecture
Enterprise Architecture
Transition Systems
Technology
Network
Application
InformationProcess
Business
Technology
Network
Application
InformationProcess
Business
Figure 9. Nokia Siemens Networks stepwise approach.
Nokia Siemens Networks Enterprise Architecture Approach
The starting point is the business vision defined by each customer (CSP). Following the strategy, the focus areas and priorities need to be defined (ROI, strategic area, core business, business focus area, etc.).
Working with the CSP, Nokia Siemens Networks facilitates business needs analysis, assessing the current capabilities, and defining an Enterprise Architecture vision for the chosen area(s) using the Reference Architecture. Typically, special focus is on aligning all the architectures with the CSP Business Architecture, as this is crucial for the success of any Enterprise Architecture initiative.
Nokia Siemens Networks is able to support the decision-making process of CSPs by supplying impact analysis of the changes and the risks involving each step of the process. In addition, as important as having a vision of the needed future systems, is to understand the existing systems. A smooth prioritized migration plan will be developed in order to be able to leverage the current assets and maximize the return value with each step.
![Page 14: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/14.jpg)
The need for an Enterprise Architecture14
Semi-Manual Error
Analysis
CreateTT
CloseTT
CallCenter
1st LevelCustomer Care
2nd Level
3rd Level
“Old” Process “Open TT”
“New” Process “Open TT”
New system
Legacy/Silo systems
Automated Error
Analysis
Automated error
detection
Automated error
recovery
Automated Verification
CloseTT
CreateTT
CallCenter
Figure 10. Improving first call resolution and productivity on customer care due to new capabilities.
Nokia Siemens Networks Reference Architecture benefits
Here, we will state some of the direct benefits of partnering with Nokia Siemens Networks and using the approach and principles for transforming a set of systems into an agile and flexible ecosystem that supports the CSP business and creates competitive advantages.
Improve Agility
The building blocks defined by Nokia Siemens Networks’ Reference Architecture are aligned with the state-of-the-art practices of the industry and the market. In the end-to-end approach of the Reference Architecture, the architecture in itself is considered from integrated viewpoints, providing full transparency to the steps from business innovation to implementation. The approach, thus not only leverages
the reuse of existing systems, but also minimizes the necessary time and investment in each step of the architecture, maximizing the immediate ROI with each new step.
As stated before, modularity is, by design, aligned with the industry best practices. Nokia Siemens Networks’ solution approach is based on SOA, not because of the technology as such, but because the promised benefits are real and can be measured today. For instance, the results of a key survey (Forrester Research, 2010) shows that among all enterprises only 1–3% have found little or no benefit of SOA, while 75–80% have found enough benefits and are expanding the SOA scope. These figures do not represent isolated cases of success, but an evidence of return on investments using the SOA approach.
As in any other industry, the problems are not solved by technology or products, and SOA is not different. Results from the survey (Forrester Research, 2010) indicate that the use of governance practices on implementation guarantee much more satisfaction than the specific technology used.
Improve operational efficiency
The audience of the Reference Architecture covers all management layers, and its approach and modularity allows bringing the right information, at the right time, to the right person.
As an example, a new automation system (Networks, 2010) of a customer care department supports the customer care on first call by
![Page 15: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/15.jpg)
The need for an Enterprise Architecture 15
troubleshooting and correcting the problem. This is much more effective, transforming a potential negative interaction with a customer into a quick and pleasant experience, also improving CSP brand image. Figure 10 from the Nokia Siemens Networks automation project shows how these new capabilities can improve the operations in a critical contact point with the customer.
Please note that the new/improved system creates new capabilities by automation, but in conjunction with processes redesign, the resulting return on investment will be much higher. This clearly reinforces our earlier statement about having an enterprise-wide approach on Enterprise Architecture initiatives, even with a stepwise deployment.
Before this automation project, this European CSP had 15 errors per 1000 subscribers analyzed manually. With a growing number of errors, more than 50% were being escalated to level 2 support. Since the deployment, the manual error resolution decreased 20%, and the total amount of errors declined 36%. Furthermore, with less escalation to level 2, the SLA failures decreased 20%. Finally, the total amount of hours in error analysis decreased, improving productivity.
Improve customer satisfaction
From the introduced Nokia Siemens Networks automation project (Networks, 2010), we were able to see
how customer satisfaction improves the customer care response time and quality. These successful results raise an additional question about the approach: why not improve the service level using the same system, would it be possible to receive proactive alerts about customers that might churn, and would it be possible to create campaigns with offers to maintain the customers?
All these contribute to positive interactions with customers, decreasing churn and differentiating vis-a-vis competition.
Assure business continuity
Nokia Siemens Networks’ approach lowers the necessary investments in the CSP’s journey to agile and flexible systems through a stepwise approach. Nokia Siemens Networks contributes not only with its Reference Architecture and knowledge, but also by working with CSPs to help take the best decisions and defining the right priorities for each step of the Enterprise Architecture journey, and lowering the risks of transformations.
Nokia Siemens Networks’ Customer Solution Architecture (CSAM) methodology is an Enterprise Architecture methodology based on the existing industry frameworks, most notably TOGAF. The CSAM and Reference Architecture have been designed together and are complemented with the supporting tools, allowing Nokia Siemens
Networks to leverage and share its best practices based on an extensive and formally modeled architecture knowledge asset.
Finally, the use of Reference Architecture triggers the validation of the existing CSP processes, functions and systems, and formalizes their importance and impact on the business. This lowers the risk of losing critical non-documented processes and improving inefficiencies and ad-hoc solutions.
Faster procurements, lower TCO
Enterprise Architectures developed based on Nokia Siemens Networks’ Reference Architecture are aligned with the telecommunications market, making procurement decisions simpler and quicker. Also, the modularity allows step-wise decisions, decreasing the risks, without sacrificing architectural coherence, when using heterogeneous, multi-vendor components.
The described benefits have a direct impact on the total cost of ownership of each component and also on the overall system, lowering the costs on integration, increasing the efficiency of the operations, reducing complexity and duplication of systems, improving processes and agility to make, buy or outsource each component of the Enterprise Architecture. Also, the future investments due to new business needs have reduced risks.
![Page 16: Ea White Paper 25052011](https://reader034.vdocuments.site/reader034/viewer/2022051314/552c8973550346e3198b4799/html5/thumbnails/16.jpg)
www.nokiasiemensnetworks.com
Nokia Siemens Networks CorporationP.O. Box 1FI-02022 NOKIA SIEMENS NETWORKSFinland
Visiting address:Karaportti 3, ESPOO, Finland
Switchboard +358 71 400 4000
Product code C401-00720-WP-201105-1-ENIndivisual
Copyright © 2011 Nokia Siemens Networks. All rights reserved.
A license is hereby granted to download and print a copy of this document for personal use only. No other license to any other intellectual property rights is granted herein. Unless expressly permitted herein, reproduction, transfer, distribution or storage of part or all of the contents in any form without the prior written permission of Nokia Siemens Networks is prohibited.
The content of this document is provided “AS IS”, without warranties of any kind with regards its accuracy or reliability, and specifically excluding all implied warranties, for example of merchantability, fitness for purpose, title and non-infringement. In no event shall Nokia Siemens Networks be liable for any special, indirect or consequential damages, or any damages whatsoever resulting form loss of use, data or profits, arising out of or in connection with the use of the document. Nokia Siemens Networks reserves the right to revise the document or withdraw it at any time without prior notice.
Nokia is a registered trademark of Nokia Corporation, Siemens is a registered trademark of Siemens AG. The wave logo is a trademark of Nokia Siemens Networks Oy. Other company and product names mentioned in this document may be trademarks of their respective owners, and they are mentioned for identification purposes only.
BibliographyGarcia, S.; Gramatikoff, I.; & Wilmes, J. (2009). Business Transformation with TM Forum Solution Frameworks and SOA. USA: TM Forum.
Davis, R., & Brabänder, E. (2007). ARIS Design Platform, Getting Started with BPM. London: Springer-Verlag.
Forrester Research, I. (2010). SOA Product Adoption.
Networks, N. S. (2010). Automated incident Analysis Project (Automation Solutions) in one European Operator. European Operator: Nokia Siemens Networks Projects.
Norton, D., Blecher, M., & Jones, T. (2010). Magic Quadrant for Business Process Analysis Tools. Gartner.
Office of Government Commerce (OGC). (2010, 12 30). ITIL. Retrieved 12 30, 2010, from ITIL: http://www.itil-officialsite.com/home/home.asp
Rich, R. (2010). Exploiting Analytics. TM Forum Insights Research, 83.
The Open Group. (2010, 12 30). TOGAF Version 9. Retrieved 12 30, 2010, from The Open Group: http://www.opengroup.org/togaf/
TM Forum. (2010, 12 30). TM Forum Frameworx. Retrieved 12 30, 2010, from tmforum: http://www.tmforum.org/TMForumFrameworx/1911/home.html
Zachman, J. A. (1987). A Framework for Information Systems Architecture. IBM Systems Journal, 276–292.