Case TeliaSonera Finland Ari Häkkinen TJTSE25 Enterprise Architecture Yrityksen kokonaisarkkitehtuuri 15.5.2009 1
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Case TeliaSonera FinlandAri Häkkinen
TJTSE25
Enterprise ArchitectureYrityksen kokonaisarkkitehtuuri15.5.2009
1
Public2006-11-152
• TeliaSonera Company in Brief• IT Architecture work in TeliaSonera• Business Driven IT• Two Different SOA cases
Agenda
2
Public2006-11-153
Who? - Ari Häkkinen
• Graduated in Computer Science and Information Technology from University of Jyväskylä in 2000.
• 10 year career in TeliaSonera– System architect in Sonera Mobility Services– Head of IT architecture department in
TeliaSonera Finland– TeliaSonera Finland Mobility BSS
architecture team leader– Different roles in TeliaSonera common co-
operation forums around IT architectures– Experience in many IT migration/Target
Architecture efforts
3
Public2006-11-154
TeliaSonera Company in brief
4
Public2006-11-155
TeliaSonera - In Brief
• Result of a merger of the Swedish incumbent Telia AB and Finnish incumbent Sonera Corporation in December 2002
• Head office in Stockholm, Sweden• 2008 net sales USD 15.7 billion• Approx. 32,000 employees• Market capitalization approx.
USD 21 billion*• Shares listed on Nasdaq OMX
Stockholm and Nasdaq OMX Helsinki Stock Exchanges
• Largest shareholders - Swedish state (37.3%) and Finnish state (13.7%)
* As of February 10, 2009
5
Public2006-11-156
President and CEO of TeliaSonera – Mr Lars Nyberg
Focus areas• World class service
company• Migration from traditional
fixed-voice services• New B2B sales approach • Growth in Eurasia• Cost efficiency • Quality in networks
6
Public2006-11-157
TeliaSonera – organizational structure
Broadband servicesFixed telephony
TeliaSonera International Carrier
BroadbandServices
Mobile communication businesses in
Nordic, Baltic and Spain
MobilityServices
TeliaSonera
Mobile communication
businesses in high growth emerging
markets
Eurasia
7
Public2006-11-158
IT Architecture Work in TeliaSonera
8
Public2006-11-159
Evolution of TeliaSonera Finland’s IT Architecture
Partly commonFragments of One Sonera + more TS common
Domination of “Pipes”
2000 2002 2006
Mobile, Media, Solu, Entrum,…
One Sonera One Sonera + TeliaSonera
•IT Architecture is under high pressure every time when drivers are changing
•Service Oriented Architecture is one way to develop IT to meet business requirements
SPEED QUALITY COST EFFICIENCY QUALITY, SIMPLICITY, COSTS
Mobility, Broadband
2007
Partly TS common but “Pipes” first
2009
9
Public2006-11-1510
TeliaSonera’s common way for IT
NOW IN THE PAST
IT Decision making
Centralised process per division, supporting councils
Decentralised, business area specific
IT reusability and standardisation
Competence centers, service centers
Centralised IT management
IT entities Division specific (cross-border)
Product and country specific (mobile, broadband…)
IT OwnershipCommon IT under common org, local IT in affiliates
All in local profit centers
IT policies and guidelines IT Handbook By responsible
organisation
Business view Partly common (e.g. product development)
Local product specific (mobile, broadband…)
10
Public2006-11-1511
Content of IT Handbook
•IT Policy•IT Strategy: Selected platforms•IT Governance: EA IT principles, org.roles•Enterprise Architecture IT Models•Conceptual Models (customer, product)•Various guidelines: integration, security, maintenance model etc.
AVAILABLE FOR ALL EMPLOYEES IN INTRANET
11
Public2006-11-1512
Simplified Definition of IT
BSS & OSS/Enterprise Mgmt
ServicePlatforms
Applications
Infrastructure
Defined by EA IT Models
Defined by Infrastructure Architecture
12
Public2006-11-1513
Example: EA IT Models
13
Public2006-11-1514
ServiceArchitecture
A Big Picture: Service Architecture
• Service of telecom operator is composed of various elements (network, supporting systems, terminals)
• Service Architecture defines harmonised fashion to develop and integrate new services by maximising usage of existing building blocks
• It’s not just a technology but also business, process and organisation must be covered
Busin
ess Technology
Processes &organisation
14
Public2006-11-1515
Example: Service Architecture
Terminal DomainsTerminal Domains
Network DomainsNetwork Domains
Terminal Domains
RP External Service DomainsService Domain
ManagementDomain (incl. BSS & OSS systems)
RP Terminal DomainsRP Network
Domains
RP Management Domain
External Service External Service
External Service Domains
RP = Reference Point
15
Public2006-11-1516
Best practices so far
• Synergies in IT Sourcing: quick wins• Harmonised technical solutions • TS architecture check in IT decision process • Service centers have both power to steer and
responsibility to implement• Local IT architecture work part of governance
model• Usage of reference models (like: eTOM)
16
Public2006-11-1517
Challenges from TeliaSonera Finland point of view
• Conceptual guidelines and models are not enough when using selected platforms
• Vendors have there own architecture frameworks• Cleaning of history can’t be always done with
selected platforms• Service Centers are easily bottle necks• IT must be business driven • Guidelines leaves always room for interpretations• Business case must be positive
17
Public2006-11-1518
Business Driven IT
18
Public2006-11-1519
Business Driven IT
• Lower level always beats the upper one• Bottom-up and top-down takes too
much time especially after acquisition• Change happens simultaneously on
many levels• Reality hits on IT level when all other
levels are in line and the question arises:
Why isn’t IT supporting business?
MISSION
VISION
VALUES
STRUCTURE
CULTURE
GOALS
INDICATORS
REWARDING
PROCESSES
IT
19
Public2006-11-1520
Main Business Drivers for IT
– One Customer view/360 degree view
– One Product view & bundling– Order management – Self-service– Quality– Digitalization of processes and
end-to-end process thinking,– Cost efficiency
20
Public2006-11-1521
Business & IT project Match
Busi
ness
Nee
d / B
usin
ess
expe
ctat
ion
Technical functionality / Current State
Provided Solution
Business Change Technical Change
= Ability to Roll Out!
Adaptation
21
Public2006-11-1522
Lessons Learned in Business Driven IT
• IT implementation knowledge is more and more on vendor side
• Own IT people role changed to Business IT role, requires:
– Business process and req’s knowledge– e2e architecture thinking (e.g. from order to bill)– Vendor management skills– Communication and negotiation skills– Etc…
Communication is everything! Don’t fix something what is not broken!Simple solution works normally best!
22
Public2006-11-1523
Two different SOA cases
23
Public2006-11-1524
Background for Cases
• Business support systems (BSS) are traditionally used by internal user groups (customer care, billing)
• Since late 90’s BSS system end users are more and more external users (dealers, customers, partners)
• Need for changes is increased (product development, billing, finance, sales & marketing, order & delivery)
• Using principles of Service Oriented Architecture (SOA) makes it easier to move from application/system oriented world to business process oriented world
• Following cases describes two different paths towards service orientation:
– Case One: +20 years old customer care and billing system– Case Two: Brand new customer care and billing system
24
Public2006-11-1525
Case One: Old Legacy with Flavour of SOA
External/Back-end Applications
Integration layer
Servicelayer
Presentation layer
Process orchestration(Business applications)
Mobile CCBS
Cust. Care UI
Tuxedo
ServletInterface
CCBS FETu
xedo
TCP
Self-ServiceA
pplication
Servletinterface
Dealer
Application
Appl…A
ppl…A
ppl…
Appl…A
ppl…A
ppl…
NOTE: Operative Support Systems (OSS) and network are not in the scope of case studies
Business Logic
25
Public2006-11-1526
Case Two: New Solution
External/Back-end Applications
Integration layer
Servicelayer
Presentation layer
Process orchestration(Business applications)
Broadband CCBS
Cust. Care UI
Common Service Interface
CCBS High-Level API
Self-ServiceA
pplication
Dealer
Application
Appl…A
ppl…A
ppl…
INTE
GR
ATIO
N P
LATF
OR
M
XYZXYZ
NOTE: Operative Support Systems (OSS) and network are not in the scope of case studies
26
Public2006-11-1527
Comparison of Cases
#1: STEP-BY-STEP #2: CLEAR START
Business logic Mainly in legacy layer (also duplicated)
Both in back-end and service layer, only once
Bottleneck of development
Legacy layer Not in one place
Service development On demand (changing old ones), fast
Fixed services, new requires discussions
Service functionality Bulk services, like getCustomer
Some intelligence, like CreditCheck
Testing Clear roles and methods (waterfall)
e2e challenging, requires own organisation
Development Clear roles and methods (waterfall)
Must be defined, e2e challenging
27
Public2006-11-1528
#1: STEP-BY-STEP #2: CLEAR START
Knowledge SOA services for known functionalities
SOA services for new functionalities
Quality Good quality Still quality problems after 2,5 years in production
Costs Price per service high in the beginning
Price per service high (knowledge growing)
Integration Many options (history) One supported solution
Management Divided into many organisations
Divided into many organisations
Comparison of Cases (cont.)
28
Public2006-11-1529
Conclusions
• Case 1 vs. Case 2: There is no winner if you look just at technology!
• You can’t buy SOA: Tools don’t solve your existing problems!
• Know what you are doing!• Define and communicate internally what SOA is for
your company and what it’s not!• First the target and then the path to get there!• All that matters is end-user experience!• It will take time: Be patient!
29
Public2006-11-1530
Final words: Don’t Forget These with SOA
Sourcing Strategy
Security Strategy
Network Strategy
Data Center
Strategy
Operation&Maintenance
Strategy
SUCCESS WITH SOA
• Success with SOA requires support from other strategies
• Even one conflict with different strategies can ruin the game
30
… thanks!Any questions?
31
32
Related Documents
