【正文】 stems is often determined by their ability to meet changing business needs. Stable systems ideally are decoupled from dynamic systems Costs for operation and maintenance of system platforms often could be significantly reduced by shared technologies Application inventory Application mapping Application dynamics/stability assessment Technology infrastructure analysis 4 3 2 1 218 Source: McKinsey ORGANIZATIONAL DRIVERS OF TELCO IT ? With increasing age, more and more core functions are supported by outdated systems on numerous different hardware platforms ? Increasing pany age causes plexity costs generated by scale effects, multitude of technology platforms, offered products and services, regulatory obligations, and plexity of historically grown patchwork ? Increasing size of Telcos slows down speed of decisionmaking process and flexibility to react to challenges ? Increasing size of Telcos requires fundamental change of their overall anizational structure with major impact on the IT landscape to maintain operational efficiency ? Organizational setup 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 setup influences make or buy decisions ? Fragmentation of user demand and system ownership across anizational units determines the degree of stakeholder conflicts ? Since the IT structure is not aligned to the business processes, IT functions are accessed by a variety of users located all across the value chain ? Conflicting user expectations and unclear responsibilities in bination with scarce resources cause conflicts Organizational issues influencing Telco IT systems Organizational age and market position of the Telco Organizational setup of Telco IT Process anization 219 ALIGNMENT OF IT WITH THE BUSINESS align Company objectives/ strategy Objectives/ strategy for IT architecture Not focus of this work align Business unit anization IT anization align align Source: McKinsey ? IT architecture – Application landscape – Technology platforms ? Organizational setup of pany ? Core process anization ? Governance model Key challenge: Align IT anization and strategy to pany’s strategic objectives and anization ? Targeted markets/ customer segments ? Targeted market position ? Product/ service scope ? etc. ? What is the right degree of anizational integration or decentralization of IT functions? – Central vs. decentral application support – Organizational split between work management and business operations functions ? What is the appropriate IT governance model? – Budget responsibility – Process for prioritization of requirements ? What 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 system integrators best be involved? 220 Source: McKinsey DESIGN CRITERIA FOR A VISIONARY ARCHITECTURE Alignment of business strategy and IT architecture to establish a more businessfocused rather than technologydriven IT Consolidation of proliferated platforms and applications to reduce plexity of technology stacks (., hardware, OS, middleware, applications, etc.) and achieve economies of scale and scope Flexible, processoriented rather than functional integration of applications Strict layering between work management and business operations to encapsulate work plexity and free up business operations High performing IT architecture ? Functional coverage aligned to new and emerging business needs ? Low operating cost ? Low cost of new development/ additional functionality 221 Source: McKinsey ARCHITECTURAL VISION: MAIN BLOCKS OF AN “IDEAL“ TELCO IT Event processor Order entry/ provisioning Workflow management Network element manager Network configuration and monitoring Front office Factory Billing Contract manage ment Business partner administration Core business operations Support systems Management information systems Back office applications ... Wireline work Shared services Network element manager Network configuration and monitoring IP work Product definition Contract manage ment Product definition Core business Customer account management Maintenance management Business unit 1 Order entry/ provisioning Workflow management Customer account management Maintenance management Business unit n ... ... Inventory management Network element manager Network configuration and monitoring Wireless work Inventory management ... Business partner administration Core business opera tions Service provisioning Converter and router middleware (message broker, CDR gateway) Opportunity to replicate blocks within each layer: conscious decision between effectiveness and efficiency 222 TRADITIONAL MIGRATION METHODOLOGIES Source: McKinsey “ Patch and swap” approach “ Lifeboat” approach “ Isolate and replace” approach Standard software approach Use standard software to replace existing systems Use middleware to wrap legacy system and add new functionality in small steps Built up