NGOSS Frameworks and Modeling

NGOSS provides four key frameworks supporting the specification of architecture for managing next generation communications networks.

eTOM

• Enhanced Telecommunication Map
• Business Process Framework

SID

• Shared Information & Data
• Enterprise wide information framework

TNA

• Technology neutral Architecture
• Systems Integration Framework

TAM

• Telecom Applications Framework

These frameworks describe the business, the shared information models and a technology neutral view of the architecture.

These frameworks do however not show

• how to model the artefacts
• what modeling language to use
• how to map existing processes to desired eTOM processes and decompose them
• how to plan an NGOSS omplementation project

There are plenty of good resources available on the internet for best practice on modeling strategies, concepts and methodologies:

For instance:

www.uml.org/
www.agilemodeling.com/
http://www.fmc-modeling.org/
http://www.bpmi.org/
http://www.soamodeling.org/

With the combination of the concepts and principles of NGOSS with a suitable design methodology one can specify the NGOSS solution.

With the application of a suitable project management approach one can plan how and when to make use of the NGOSS artifacts.

Since every modeling approach has its pro’s and con’s it is not so much about what approach to choose but rather about sticking to choice.

In fact the introduction of an NGOSS styled modeling approach requires change management and programme management.

You have to acknowledge that this change is in most cases a cultural change. It changes the way business describes their functions and processes, how system architects model the supporting architecture and how development looks after the implementation. It requires training of analysts, causes natural resistance among all involved departments and is an ongoing refinement process. All this demands strong commitment from management.

NGOSS is also not an all or nothing approach. It works best if one defines one area of change (‘scope’) and starts from there. After having done a first phase one can review what did work and what didn’t. This allows identifying improvement opportunities and applying them in the next phase.