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Knowledge Management and Business Process Integration Learning

Archive for November 2009

Product Lifecycle Management in the Telecommunications Industry: A Critical Perspective for Survival and Success

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The Center for Intelligent Supply Networks (C4ISN) School of Management The University of Texas at Dallas

With worldwide revenues exceeding $1.2 trillion dollars annually, the Telecom industry is one of the largest, serving the needs of an increasingly global and interconnected world. It is also one of the more complex industries due to the following characteristics:

• Multiple products and levels: The product, in the eyes of end-users, is becoming an “experience” that is based on the delivery of voice, video, and data as an integrated package across mobile and fixed infrastructure which, deconstructed reveals multiple layers of hardware, software, and services.

• Rapid technology innovation (and obsolescence): While convergence creates new opportunities for growth through innovation, competition is intense as companies race to gain first-mover advantage — which accelerates obsolescence at all levels.

• Fragmented supply chains: Far from the days of the vertically-integrated monopoly of the past, today’s typical Telecom supply chain is a highly fragmented global operation where multiple enterprises (and supply
chains) must collaborate to design, develop, and deliver a coordinated experience.

PLMC

Taken together, these characteristics underscore the fact that Product Lifecycle Management (PLM) in Telecom is a multi-dimensional topic. The intent of this paper is to explore these dimensions and help the reader gain a broad perspective of PLM in the Telecom industry

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Read Link : How Product Models Determine Business Process Models …

Written by astimen

November 25, 2009 at 6:07 am

Telecom sector modelling from a functional perspective

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Master of Science Thesis, Carolyn Simmonds Zuniga, Faculty of Electrical Engineering, Mathematics and Computer Science and Services (NAS) Group Trans-Sector-Innovation Delft University of Technology.

The Telecom sectors’ current evolutionary stage requires a thorough evaluation of all its current implementations in order ro restructure and consolidate them. In order ro maintain the vital telecom contribution to our society and economy, cost optimisations and the ability to keep on innovating in an increasing complex setting, need to be safeguarded. We know that, apart from financial difficulties, there are important handicaps in this sector itself: it has an ill-defined set of functions that has been addressed by different standardisation bodies. This has led to the main research question, namely:

TelecomFunction

How to identify a best of breed model which both reflects the current (2009) and the near future (2012)
Telecom sector functionality in order to come up with an advise about optimizing its internal functional structure taking into account the relevant requirements concerning interoperability with other sectors ?

The major objective of this study was to identify both the internal and external functions performed by the Telecom sector and thus reveal how they provide value to the other nodes in the sectors’ network. The Telecom sector (as defined in this document) is the research domain and subject of modelling in this thesis. Accordingly, the functional approach deliberately chosen for this project provides an implementation independent basis of knowledge that could be transferrable from the Telecom sector to other sectors or to different aggregation levels in the economy and society.

Download Final Version Thesis from original links …

Download Final Version Thesis from other links …

Read Trans-sector Innovation Framework …

Written by astimen

November 23, 2009 at 1:29 pm

OSS Architecture for Network Management in Korea Telecom (KT)

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Sung Bong Moon, Sung Jun Go, Daniel W. Hong Technology Lab. KT Daejeon, Korea

The recent decades have witnessed telecommunication service providers continuously invest in development and operations of OSS. This development has the primary purpose of supporting stable and efficient networks and service management. The number of OSSs that operate in the field has also increased, making OSS one of the most important investment areas for service providers. However, there appears to be lack of judgment for
OSS development in respect to enterprise and long term vision. It is suggested that a new OSS architecture and an advanced OSS architecture model. In order to implement such an advance, it is suggested OSS architecture utilizing a TMF eTOM model be used. This paper introduces this approach and also shows standard(reference) application architecture for KT NMS

eTOM KT

To make a macro view of the current OSS status of KT, the OSS systems were positioned on the eTOM map allowing each system’s supporting business process area and positioning to be seen easily at one time. This provides a basic information map which enables analysis of each OSS role and function redundancy. An example of current OSS system analysis results is show in Fig. 1. This example was achieved by mapping all the systems to eTOM Level2 business processes. System information was based on data collected over a three month period

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Read KTW Solution Pdf …

NGOSS Impelementation pdf detail in KT …

Written by astimen

November 23, 2009 at 10:38 am

Knowledge Sharing Alignment

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Alignment: using the balanced scorecard to create corporate synergies By Robert S. Kaplan, David P. Norton

All Enterprises can benefit from knowledge sharing throughout the organization. Even highly diverse business units, having different targeted customers and diverse value propositions, still conduct many similar or
identical processes, such as payroll, monthly financial reporting, recruiting, annual employee performance reviews, purchasing, vendor selection and payment, shipping, receiving and scheduling.

Havard Breakthrough Result
By sharing information about common processes, the enterprise has more opportunity to identify a best practice that can be implemented quickly across all business units. This best-practice knowledge capture and sharing will occur sooner and at lower cost than if independent companies had to contract among themselves for periodic benchmarking studies. For knowledge sharing, the larger and more diverse the corporation, the greater the chance that a process innovation will occur that can be leveraged into benefits throughout the corporate business units.

KM Sharing Pdf …

Read Knowledge Sharing in Kaplan Norton Alignment Book …

Written by astimen

November 23, 2009 at 9:59 am

Integrating knowledge management technologies in organizational business processes

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Dr Yogesh Malhotra serves on the Faculty of Management Information Systems at the Syracuse University

Technologists never evangelize without a disclaimer: ‘‘Technology is just an enabler.’’ True enough – and the disclaimer discloses part of the problem: enabling what? One flaw in knowledge management is that it often neglects to ask what knowledge to manage and toward what end. Knowledge management activities are all over the map: building databases, measuring intellectual capital, establishing corporate libraries, building intranets, sharing best practices, installing groupware, leading training programs, leading cultural change, fostering collaboration, creating virtual organizations – all of these are knowledge management, and every functional and staff leader can lay claim to it. But no one claims the big question: why? (Tom Stewart in The Case Against Knowledge Management, Business 2.0, February 2002).

A comprehensive review of theory, research, and practices on knowledge management develops a framework that contrasts existing technology-push models with proposed strategy-pull models. The framework explains how the ‘‘critical gaps’’ between technology inputs, related knowledge processes, and business performance outcomes can be bridged for the two types of models. Illustrative case studies of real-time enterprise (RTE) business model designs for both successful and unsuccessful companies are used to provide real world understanding of the proposed framework.

KmPush

Suggests superiority of strategy-pull models made feasible by new ‘‘plug-and-play’’ information and communication technologies over the traditional technology-push models. Critical importance of strategic execution in guiding the design of enterprise knowledge processes as well as selection and implementation of related technologies is explained.

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Written by astimen

November 19, 2009 at 12:12 pm

eTOM Enterprise Management Process

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By Kundan Misra Bsc (Hons), LLN, Phd, Department of Computer Science, University of Warwick, UK

In this reference’s link we learn about knowledge management and learning in Enterprise Management Area deal with seven level-2 processes.

Enterprise Management involves the knowledge of enterprise-level actions and needs and encompasses all business management processes that are necessary to support the rest of the enterprise. These processes are necessary in any business because they are needed to run the business al the enterprise level, to direct the business and to support the direct and indirect customer processes. Enterprise management processes include corporate-level processes such as those for financial, legal. regulatory and public rela tions management. This area sets corporate strategies and directions and provides guidelines and targets for the rest of the business. These are sometimes considered as the “corporate” functions andlor processes. Enterprise management also includes strategic planning for the enterprise in addition to information systems strategy development and management. Enterprise management processes in general do not have a customised aspect for information and communications service providers.

em

The enterprise management process groupings are:

• strategic and enterprise planning
• brand management, market research and advertising
• financial and asset management
• human resources management
• stakeholder and external relations management
• research and development, and technology acquisition
• enterprise quality management, design of business processes, and planning and architecture of IT systems
• disaster recovery, security management and fraud management.

Read Google Book OSS For Telecom Network by Kundan Misra …

Read Pdf Enterprise Management Page …

Download eTOM Version 8.0 Pdf by Amdoc

Written by astimen

November 18, 2009 at 11:08 pm

Posted in Enterprise Support

Tagged with

Learning in operations process area

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Operational Knowledge Management:a way to manage competence, Giulio Valente Dipartimento di Informatica
Universita’ di TorinoTorino (ITALY) e-mail: valenteg@di.unito.it

In this reference’s link we learn about knowledge management and learning in Operations Area. eTOM have Operations Area consist of Operations Support and Readiness, Fulfillment, Assurance and Billing.

Knowledge Management is becoming more and more an important discipline in a variety of context, such as business, IT etc. However, a solution of Knowledge Management regarding the entire cognitive patrimony of a company is an ambitious objective. For this reason, in the present paper we focus our attention on management of a structured part of a company’s knowledge, which is used by people performing their day-to-day activities. This kind of knowledge, also known as Operational Knowledge, is mainly based on individual’s
competence, experience etc. Afterward, we present a case study on Operational Knowledge Management (OKM), defined and developed during 2001 for Telecom Italia Mobile (TIM), one of the biggest European cellular operators.

kmProcess

TODAY THE COMPANIES’ ABILITY TO MANAGE INFORMATION AND KNOWLEDGE IS THE KEY DIFFERENTIATOR IN A COMPETITION CONTEXT. FOR THIS REASON, THERE HAS BEEN A WAVE OF ENTHUSIASM AND ACTIVITY CENTERED ON (KM) WHICH ESSENCE IS “TO PROVIDE STRATEGIES TO GET THE RIGHT KNOWLEDGE TO THE RIGHT PEOPLE AT THE RIGHT TIME AND IN THE RIGHT FORMAT”. BECAUSE OF THE DIFFERENT TYPES OF INFORMATION AND KNOWLEDGE, COMPANIES USUALLY BEGIN TO MANAGE A PART OF THEIR KNOWLEDGE. IN TELECOMMUNICATION FIELD, AND IN PARTICULAR IN THE ETOM’S FAB AREAS (FULFILLMENT, ASSURANCE AND BILLING) THE FOCUS IS CENTRE AROUND THE “OPERATIONAL KNOWLEDGE” (OK). IN THESE CONTEXTS THE TILAB FRAMEWORK FOR OPERATIONAL KNOWLEDGE MANAGEMENT (OKM) DEFINES A SET OF MAIN FUNCTIONALITIES, WHICH ALLOW TO CAPTURE TACIT KNOWLEDGE (THE EXPERTISE), AND TO IDENTIFY THE “BEST WAY” TO PERFORM ACTIVITIES AND SHARE IT AS “COMPANY STANDARDS” (BEST PRACTICES).

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Read OKM FAB detail …

Download Full Version OKM Thesis ….

Written by astimen

November 16, 2009 at 10:10 am