A four-step plan to next-gen network outsourcing and integration

New industry trends have created special integration issues that relate to the ability of software elements to "model" their own and lower-layer facilities and thus to simplify software elsewhere. Virtualization and abstraction let a network layer create models of service components that are "reasonable" or "facile" to layers above or around it. So a billing system or an activation system can produce an abstract structure that represents what it does. This abstract structure can simplify the processing in adjacent software components.
 
For example, a network management system can represent the complete structure of a service as a single device to an OSS. In that case, the OSS only knows about controlling the abstract or virtual device, and it's the NMS that creates the real network commands. In dealing with multiple software components that are increasingly virtual or abstractions, operators have to decide who "sees" the real complexity at any point, and how that complexity is represented abstractly and thus simply to the network components surrounding it.
 
 
Make black boxes out of the current operations systems. A "black box" is a technical element whose internal properties are abstracted by its interfaces alone. Creating an abstraction for OSS, BSS and NMS systems, and any other specialized activation or service-related systems, can link them to a central network operations process more easily. The process should also address how the current systems link to each other so the same set of interfaces and tools are used.
 
Test and refine coordination between the outsource firm and your own staff. Virtually no operator expects to outsource all network operations, particularly facility-based providers that dispatch technicians for installation and maintenance. Even those that might -- non-access providers and some mobile providers, for example -- will have to coordinate their outsourced network operations with the remainder of their Operation, Administration, Maintenance and Provisioning (OAM&P) processes.
 
Since these kinds of coordination requirements are almost certain to emerge during the transition phase of NGN deployment, and thus fall under an integration contract, the experiences here can be used to guide requirements-setting for a future decision to outsource network operations tasks.
 
The most significant step is to assess the skills of the network integration provider to certify them as a future network operations outsourcing provider. More than 80% of network operators believe both tasks would draw bidders from the same pool of vendors -- those with strong professional services organizations. Two-thirds say that they would likely make participation in network integration, at least at the bidding level, a mandatory requirement for bidding on a network operations outsource contract. There is also some evidence that having the same vendor provide both services creates a greater chance of overall project success and ongoing satisfaction with the results.
 
Network integration outsourcers need network operations know-how
 
 
The idea that network integrators make good future network operations outsourcers can be flipped around, as well. Network operators increasingly believe it is even more important that potential network integration bidders be strong network operations outsourcers.