next generation network presented by levy marine clain jimmy clain jimmy march 03, 2008 ef master...

Next Generation Next Generation NetworkNetwork

Presented byPresented by LEVY Marine LEVY Marine

CLAIN JimmyCLAIN Jimmy

March 03, 2008March 03, 2008

EF Master for ITEF Master for IT1/211/21

CONTENTCONTENT


• 1. Issues

– 1.1 Rich picture

– 1.2 Root definitions

• 1.2.1 Root definition 1

• 1.2.2 CATWOE 1

• 1.3.1 Root definition 2

• 1.3.2 CATWOE 2• 2. 2. CRMCRM

– 2.1 Use case diagram

– 2.2 Use case descriptions

– 2.3 Class diagram

• 3.3. Corporate culture Corporate culture

– 3.1 Issues

– 3.2 Blueprint for a more integrated

corporate culture

• 4. 4. Cut-over planCut-over plan

– 4.1 Scenario phase 1

– 4.2 Scenario phase 2

• Option 1

• Option 2

– 4.3 Cost

• 6. 6. Risk analysisRisk analysis

• 8. 8. PerspectivePerspective

• 5. 5. Screenhots of the SET-TOP BOX Screenhots of the SET-TOP BOX

• 7.7. Acquisition of UltraSonic Mobile Acquisition of UltraSonic Mobile


1) ISSUES1) ISSUES 1.2 Rich picture1.2 Rich picture


1) ISSUES1) ISSUES

• A NGN owned system to

produce customers’ bills

faster and reduce the

number of customers’

phone calls, by means of a

new CRM allowing orders

from set-top boxes, in order

to maintain a double-digit

growth over the next five

years

• Customers : NGN staff, current and potential

customers

• Actors : NGN Sales staff, current customers

• Transformation : Company having a database

with three different data types, and whose products

can only be purchased by phone => Company with a

new CRM, whose packages can be purchased by

phone or via set-top boxes

• Worldview : A working CRM is the key to a better

management of a growing number of customers.

• Owners : NGN directors

• Environmental constraints : Corporate culture,

cost and time estimation, marketing strategy,

customer satisfaction

1.2.1 Root definition 11.2.1 Root definition 1 1.2.2 CATWOE 11.2.2 CATWOE 1


1) ISSUES1) ISSUES

• A NGN owned system to

improve communication

between departments by

means of a new CRM system

allowing them to put their

schedule and work progresses

on a common database, in

order to run the company

more efficiently to satisfy the

growing number of customers

• Customers : NGN staff, NGN customers

• Actors : NGN departments staff

• Transformation : Company whose corporate

culture prevents staff from communicating

effectively => Company whose staff communicate

via a new CRM function and with occasional

meetings

• Worldview : Communication between

departments is the key of more efficient work that

allow satisfaction of a large number of customers

while a common database is the way to improve

communication.

• Owners : NGN Directors

• Environmental constraints : Corporate culture,

cost and time estimation, customer satisfaction

1.3.1 Root definition 21.3.1 Root definition 2 1.3.2 CATWOE 21.3.2 CATWOE 2


2) CRM2) CRM 2.1 Use case diagram2.1 Use case diagram


2) CRM2) CRM 2.3 Class diagram2.3 Class diagram


3) Corporate culture3) Corporate culture

3.1 Issues3.1 Issues

• Communication not effective

• Usual means ; phone, email, corporate newsletter

• Information transmitted in an informal atmosphere

• Weekly meetings often ignored

• Information passed in an irregular basis



3.1 Blueprint for a more integrated culture3.1 Blueprint for a more integrated culture

• Introduction of a Meeting Coordinator

• Information gathered by this person

• In charge of scheduling weekly meetings

• Meetings easier and quicker with reports at the end

• Could act as a representative

• Gain of time

• Communication easier

• Transmission informations organized

Meeting coordinatorMeeting coordinator



• Room dedicated

• Information display

• Panels, boards, sheet of papers

put up on the wall

• Information up-to-date

• Each department its own board

• Work progresses, news, problems

displayed in real time

• Room accessible to everybody

• All employees contribute and

benefit

Meeting roomMeeting room

• Efficiency proved in many

Japanese companies

• Would be beneficial

• A more interactive atmosphere

• combined with 10-minute meeting

each morning

• Flexible and easy solution

• Stimulate new ideas

• Improve the speed of decision-

making

4) CUT-OVER PLAN


OLD ARCHITECTURE

NEW ARCHITECTURE

1880000

ETL

1

1880000 2000000

13 hours

clean manual checking is needed

dbcrm1.ngn.com

dbcrm2.ngn.com

DBCRM2DBCRM2

DBCRM1DBCRM1

APATAR

(ETL)

Call centres

InternetLAN

22 hours

JORAM

11

22

33

44

Automated DDRM Tool

MIRROR

120000

4.1 Scenario phase 14.1 Scenario phase 1

STEPS TO THE DATA TRANSFORMATION PHASE 1STEPS TO THE DATA TRANSFORMATION PHASE 1


• STEP 1STEP 1

– Cleansing and extraction of the data with Apatar Open Source, the processes

will take 22 hours

• STEP 2STEP 2

– The data will be transferred with a Data Distribution Migration and

Repurposing tool ( a TDMF (Transparent Data Migration Facility) such as

Open Systems Edition from Softech or DBMoto will be used ) without any

interruption of service. The transfer will take 13 hours

• STEP 3STEP 3

– The Domain Name Server of the database (DBCRM1) in the routers will be

rerouted to the new system (DBCRM2) by the IT department. The operation

will take roughly 10 minutes

• STEP 4STEP 4

– The link to the old system will be deleted from Joram (load balancing and

queues) to be forwarded to the new database DBCRM2.

4) CUT-OVER


OLD ARCHITECTURE

NEW ARCHITECTURE

1

120000inconsistent

DBCRM2DBCRM2

DBCRM1DBCRM1

Outsourcing

Option 1 Option 2

OR

data deleted

120000 + 1880000

80 days80 days

4.2 Scenario phase 24.2 Scenario phase 2

STEPS TO THE DATA TRANSFORMATION PHASE 2STEPS TO THE DATA TRANSFORMATION PHASE 2


• The 120000 data will be

outsourced

• Manual cleansing by the

outsourced company

• duration : 80 days

• cost : £300000

OPTION 1 OPTION 2

• The 120000 data deletedThe 120000 data deleted

• Too many inconsistenciesToo many inconsistencies

• Too expensive to fix these Too expensive to fix these

datadata

• It is not worth itIt is not worth it


4) CUT OVER PLAN4) CUT OVER PLAN

4.3 Cost4.3 Cost

PROCESS DURATION SOFTWARE COMPANY COST LICENSE SUPPORT

Cleansing, checking andtransformation

data

23-24hours

(ETL) ApatarData integration

ApatarForge Free software GPL,open source.

$1 580.00/year

Data transfer (soft1) 14 hours Open Systems

Edition

Softech $9,850 /TO

Data transfer (soft2) 14 hours DBMoto HitSoftware £5000 /soft

High Availability, load

balancing, message queue

minutes Joram Sun Micro

System

Free software GPL,

open source

4000€ (training,

development,consulting for 6

months)

Outsourcing 120000 data 80 days Unknown IBM £3000000 none


5) Screenhots of the Set-Top Box5) Screenhots of the Set-Top Box

Main menuMain menu Box 1 Box 1

EF Master for ITEF Master for IT

Menu Menu ORDER AN OFFERORDER AN OFFER BOX 1 BOX 1



6) Risk analysis6) Risk analysisRisk Risk level Controls to avoid risk Residual

risk

Outsourced company canlose or steal data sincewe can’t protect them

High People supervising the work,security cameras, check workregularly

Low

Data not being accessiblefor 80 days

High Using an ETL software thatallows people to access data evenwhile they’re being cleaned

None

Losing 120,000customers by deletingtheir accounts

Medium Use marketing and advertising togain new customers and incite thedeleted ones to subscribe again

Low

CRM system is notdelivered, the situationstays the same

High Outsourcing to an othercompany’s CRM or using anOpen Source CRM

Low

Data loss High Creating a back-up system withsaved data

Low

Data stealing Medium Access to database restricted bypassword known only to peoplewho have to use it (callsoperators), and individual

passwords for customers

Low


Electricity failure leadingto NGN’s temporaryshutdown

High Put an independent power supplyin place, which is able to last forhours

Low

Natural disaster leadingto NGN’s shutdown foran unknown period oftime

Low Following the usual securityadvices concerninginfrastructures

Very Low

Risk analysisRisk analysis

Data inconsistenciesleading to a situationsimilar to the current one

Medium Instead of manual profileupdate/creation, use a form-filling system, and check often

Very Low


7) Acquisition of UltraSonic Mobile7) Acquisition of UltraSonic Mobile

Advantages Disadvantages

Attract new customers News customers mean more phone calls

Existing customers will probably subscribe It could threaten the “broadband” offerNGN becomes more competitive Intensive marketing work

• - The wireless increasingly popular

• - Flexible configuration

• - Easy to use anywhere

• - No cable any more

• - Fast speed

Advantage of the WifiAdvantage of the Wifi

7) PERSPECTIVE AND NEW PROJECTS7) PERSPECTIVE AND NEW PROJECTS


analysis

DATA WAREHOUSE

ETL ENGINE

CRM

DBVOIP

SET-TOP

- security

- harddrive

- freeplayer

- recording

- ftp server

- client mailreports

Acquisitions

UltraSonic MobileDB

?

?

DB

DB

Schema1

querying

ISP

ROUTER/GATEWAY ROUTER/GATEWAY

PABX PABX

PhonesPhones

Site A Site B

WANWAN

RTC/RNIS

PCBX IPswitch

IP PHONE

Phones

H323

H323

H323

LAN

OLD TELEPHONY SYSTEM

NEW TELEPHONY SYSTEM

Asterisk

Open source

SCHEMA 1SCHEMA 1

Protocol : or SIP

Thanks for your Thanks for your

attentionattention

next generation network presented by levy marine clain jimmy clain jimmy march 03, 2008 ef master...

Documents

ef master

ngn staff

ngn customers actors

integrated corporate

years customers

ngn sales staff

class diagram slide

large number of customers