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IP transformation tag

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5 result(s) displayed for IP transformation (1 - 5 of 5):

The Business Case for IP Transformation: Realizing The Benefits

By: Steve Blackshaw, IP Transformation Product Line Management, Alcatel-Lucent

Significant investments require significant returns. How do companies ensure their benefits are measured, tracked and realized during IP Transformation Programs? 

Success Is Not Guaranteed

Think about the hardest project you have ever delivered. Just think back… that one ‘special project’, the one that spiraled out of control, the one where the requirements kept changing, the one where the objectives kept moving, the one project that would not de-scope, where the tsunami of work was towering over the team, and impossible deadlines were looming. Yes, that one.

Most of us have experienced THAT project. And we probably sat with our colleagues, asking ourselves how a project under such pressure could even exist. Why would the sponsors not revise the scope, refocus the team, or even reinvest the budget elsewhere?

We all know that technical projects can go awry. IT, Networking and Engineering projects – famously 50% overrun on budget, and many are cancelled altogether.

So, what are the figures for complex Transformation Programs?  For Programs where IT, Network, Operations and Engineering are undergoing change simultaneously. With an objective eye, it’s easy to question how any of them actually deliver results. But indeed they do.

But, how, and what can we measure to be certain we are achieving the desired results?

The Business Case for IP Transformation: Is Your Business Ready?

By: Steve Blackshaw, IP Transformation Product Line Management, Alcatel-Lucent

Delivering successful change programs is a significant challenge. Undertaking a Readiness Assessment speeds the launch of new IP services, reduces risks and aligns corporate objectives with your program.

The Challenge of Change…a true story

So your company is planning an all IP network. The CTO is delivering technology roadmaps, the COO is assessing the service portals, and network designers have been architecting for eight months. The program is well underway and people are now starting to plan the migration.

So, you start to scope out the effort required to deliver migration and calculate that it requires hundreds of resources to manage a switchover. You approach engineering to secure the resources, and are informed HR is managing a release program, remunerating engineers to leave the company. The same engineers that you need to deliver your program!

Sound familiar?

The Business Case for IP Transformation: Managing the Service Roadmap

By: Steve Blackshaw, IP Transformation Product Line Management, Alcatel-Lucent

IP Technology Programs are primarily focused on delivering technology solutions. However, the goal ultimately is to launch new services, and substitute old ones for all IP services. How do we ensure our technical visions deliver on these more marketing driven needs?

We need to ask… “Why Are We Building The Network?”

With IP Transformation programs sponsored and funded by the CTO, delivered by technology-focused teams, and culturally embedded within network operations, it is easy to forget that the over-riding objective of many programs is to actually change the service portfolio mix, for the benefit of both customers, and the provider.

So, how can Service Portfolio managers ensure that this vision is not lost when the programs are so heavily influenced by technology?

The Business Case for IP Transformation: Creating the Case

By: Steve Blackshaw, IP Transformation Product Line Management, Alcatel-Lucent

In a technology-focused environment it is possible to conclude that building the business case for IP transformation is all about the network, the technology and the associated spend. That would be a mistake. To build an effective business case network operators must take into account the complexity of the program and its far reaching impact on their business.

The business case validates and supports the transformation activity. As the network operator invests (both capex and opex), the business case demonstrates  the feasibility of the exercise and also that the tangible benefits (the return on investment) warrant the expenditures and opportunity cost. IP Transformation isn’t easy, but a well-executed strategy based on a strong business case will result in years of tangible benefits for your business.

Cable MSOs Need a Flexible Network Edge

By Mae Kowalke, TMCnet Contributor

It seems these days that no matter how much bandwidth and services multiple systems operators (MSOs) it is not enough. Subscribers want higher quality user experiences not just for their televisions but for the exploding number of other network connected devices they possess which are multiple media bandwidth hungry. 

Even if cable MSOs can meet current demands the pressure to go faster is intense, especially when the competition is only a click and a quick connection away.  This need for speed to the market and in the market is placing increasing strains on cable system architectures and creating a need to accelerate cable network IP transformation.

As Time Warner Cable senior director and chief network architect Michael S. Kelsen has written: “Cable operators are seeing their network capacity requirements double approximately every 24 months to keep up with customer demand and the launch of new services.”

One way to cope with increasing capacity demands is ensuring cable operators have a flexible network edge. A flexible network edge helps maintain growth but reduces costs at the edge of the network by supporting the evolution of residential, commercial and even mobile services.

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