Ventelo

Network inventory - a platform for
automised fulfilment
John Eivind Skogøy Nordic OSS Manager
Ventelo Bedrift AS
Agenda
•
Company overview
•
Challenges
•
OSS project purpose
•
System architecture
•
OSS project status
•
Experiences
•
Summary
The Growth History of Ventelo
1995
1995
TeletraficM.ment
M.ment
Teletrafic
1996
1996
NetSourceNorge
Norge
NetSource
1998
1998
GTSNorge
Norge
GTS
2001
2001
VenteloNorge
Norge
Ventelo
2002
2002
Ventelokjøper
kjøper
Ventelo
NetnetNorway
Norway
Netnet
Januar2003
2003
Januar
Ventelo
kjøper
Ventelo kjøper
VenteloSverige
Sverige
Ventelo
Q12003
2003
Q1
Ventelokjøper
kjøper
Ventelo
NetNet
Sweden
NetNet Sweden
Q12003
2003
Q1
Ventelo
kjøper
Ventelo kjøper
Q32003
2003
Q3
Venteloetablerer
etablerer
Ventelo
Ventelo
Finland
Ventelo Finland
Desember2003
2003
Desember
Ventelokjøper
kjøper
Ventelo
RSL
com
RSL com
Mars2005
2005
Mars
Ventelokjøper
kjøper
Ventelo
PortITIT
Port
Juni2005
2005
Juni
Ventelokjøper
kjøper
Ventelo
AxitiASA
ASA
Axiti
Juni2005
2005
Juni
Ventelokjøper
kjøper
Ventelo
Axiti
Danmark
Axiti Danmark
Oktober2005
2005
Oktober
Ventelokjøper
kjøper
Ventelo
Catch
Catch
Januar2006
2006
Januar
Ventelokjøper
kjøper
Ventelo
WEBPartner
WEBPartner
Ventelotilbyr
tilbyrbedriftsmarkedet
bedriftsmarkedetI Skandinavia
I Skandinaviaalle
alle
Ventelo
basistele
teleogogdatakommunikasjonstjenester
datakommunikasjonstjenester
basis
Universal Customerbase
Universal Customerbase
Ventelo – a Scandinavian Company
Key figures (2006)
•
Approx. 100,000
corporate customers
•
Approx. 190,000 direct
consumer customers
•
Approx. 500,000 indirect
consumer customers
•
Approx. 650 employees
•
2006 turnover = SEK 4.6
billion
Our basis and vision
• Ventelo’s business concept is designed to provide the
corporate and consumer markets in Scandinavia with
integrated telecoms and data communications solutions
• Ventelo aims to be a leading and profitable supplier that
differs favourably from established companies
• Ventelo aims to be perceived as a better alternative by its
customers
Our Primary Strategy
Main strategic areas of commitment
• Continued development of unique
customer care services
• Very high level of automated
service production
• Profitable growth
Ventelo - a full service supplier
CORPORATE
Public
PRIVATE
Private
business
• Fixed telephony
• Mobile telephony
• IP
• Managed
services
100.000 customers
PROVIDER
Wholesale
• Fixed telephony
• Mobile telephony
• Broadband
• IP-telephony
190.000 customers
• Fixed telephony
• Mobile telephony
• IP
• IT & Billing
40 customers
500.000 consumers
OK, what are our challenges?
Duplicate processes and systems through
valuechain
Kundebehov
(tjenester)
Mobile
Fast telefoni
Internet
Bluephone
Combi-IP
IP-VPN (vpn3)
POI aksess
ISP-tjenester
…
Selge
Registrere
Ordre
Salg via
Agent
(ordre sendes
KS KRS)
Ordreregistrering i
BOSS/vCRM
(manuelt av KS KRS)
Salg via
Bluecom.no
(kunde legger
ordre via web)
Ordreregistrering i
BOSS/vCRM
(Kunde/TM via web)
TM intern
(registreres in
vCRM/webshop
avh. av produkt)
Salg via
Wholesale
(Forhandler
registrer i web)
TM ekstern
(Selger registrer
i web)
Ventelo Bedrift
(inkl. Comnet)
Levere
Produsere/
drifte
Fakturere
Betaling
Billing i
Kristiansand og
fakturering via
Payex
Betalingsoppfølging via
Payex (med egen
ringing)
OSS Project
Leveranse i vCRM:
Fast/Mobil telefoni
Internet (IP total)
Bluephone
Valuechain being remodelled
Ordreregistrering i
webshop
(Selger)
Leveranse i LSD/BLC:
Linjer/samband
Utstyr/Tjenester
Bluephone
Fakturering CC
Axapta (Bodø)
Betalingsoppfølging via
Sparebank 1,
Kredinor på
inkasso
Ordreregistrering i
AHS (for ”nye” kunder)
(Selger)
Leveranse i KSS:
Linjer
Utstyr
Tjenester
Fakturering i
Axapta (Oslo)
Betalingsoppfølging via SG
Finans
Fakturering fra
KDB (Oslo)
Betalingsoppfølging internt
og inkasso via
ABC Inkasso
Ordreregistrering i
OFS (for ”gamle”
kunder)
(Selger)
Leveranse av linjer
Levering av tjenester
Why an OSS project?
•
Yesterday/today:
– Legacy systems pr M&A with product specific delivery, fault
and performance platforms
– Limited system integration
– Manual processes
– In-house developed system – person dependant
– Some systems lack monitoring
– Similar challenges in 3 countries
•
Consequence:
–
–
–
–
System consolidation difficult/not possible
Resource intensive operations
Lack of scalability in production
Lack of flexibility
Effect goal for the project
Improved competitive capabilities through reduced costs and
improved quality in service production
•
Reduce costs by: More efficient network and service
operations on harmonised and less platforms
•
Increased scalability and flexibility in production platforms
=> Faster time to market for products and services
•
Increased data quality and visibility of Ventelo resources
=> Less faults, better quality, faster fault resolution
•
Improved information flow to Customer Care and Provisioning
=> Better technical visibility, better answers, faster response time
Phase-wise approach
Due to system and platform interdependencies a phasewise approach for implementation was selected:
•
Phase 1 = Establish resource inventory
•
Phase 2 = Enable provisioning workflows in systems
•
Phase 3 = Improved, flexible service delivery platform
Ventelo system architecture
System architecture today
www.bluecom.no
.NET vCRM
partner.catchcom.com
(webshop)
Catch
Axapta
vCRM CORE
BSS
OSS
BLC
-------------* Resource Inv .
* ERX prov.
precious
CTH
TT
eJournal
TT
Other
Jara
B2B
LSD
-------------* Phys. Inventory
* DSLAM prov .
InfoVista (VF1)
Performance Management
Netcool
Fault Management
Physical Network
Logistikk
Alcatel
SAM/AWS
OSSRC
HPOV
Nagios
(FM)
AxxInsight
(EM)
NetSaint
(FM)
VPNView
(PM)
NetView
(PM)
VPNLog
(FM)
RANCID
(CM)
VPNSaint
(FM)
CA
UniCenter
VPNRancid
(CM)
Phase 1 system architecture OSS
LSD
BLC
NetCracker
NetCracker
GUI
API & Workflow
NetCool
Inventory
Netcool Webtop2
Netcool
Omnibus
SNMP
Probe
Syslog
Probe
Netcool
Impact
Netcool
Precision
Smart
Monitors
Active
Disc.
Discovery & Rec.
RANCID
Physical Network
SAM
AWS
Precious
Target architecture – phase 2
Ventelo LINK
www.bluecom.no
Partner portal
Jara
B2B
Service Level Management
.NET vCRM
Trouble Ticketing
Ventelo CORE
Workflow management
BSS
NIS
Performance
Management
Fault
Management
API & Workflow (microflow)
management
Resource
Inventory
Physical Network
Service
Inventory
OSS
EMS &
precious
NetCracker modules bought
Phase 2
Phase 1
Where are we now?
Project status
Project activities
•
Specification and requirements
•
System design
•
Data migration
•
Testing
•
Deployment
Today
IDB
Phase 1 = 6 months + phase 2 = 6 months
NC
Experiences so far
•
Documentation documentation documentation
•
Presales vs project mgmt vs implementation team
•
Operational resources in a project
•
Cultural differences
Summary
•
Several valuechains merging to 1
•
OSS and BSS system separation
•
OSS project starting with resource inventory
•
Common provisioning workflows to be established
•
This will hurt, but give long term effects
Thank you for your attention!
John Eivind Skogøy
[email protected]