Telecom Operations Evolution from NOC to SOC to CEOC (Customer Experience Operations Center)

Transcription

1 Telecom Operations Evolution from NOC to SOC to CEOC (Customer Experience Operations Center) White Paper As the communications industry moves to the 5 th Generation of mobile technology offering a range of new service opportunities, there is a major shift in the value chain that communications service providers (CSPs) offer their customers with over the top (OTT) players and multiservice operators (MSOs), and diverging trends between revenue, traffic and disruptive technology transformation. Consequently, the CSPs are experiencing immense pressure to quickly transform to gain market share, increase customer loyalty and accelerate innovation in their enterprises. To achieve these objectives, investment in the network and associated operations is a necessary first step. This also requires a holistic business transformation, encompassing new approaches to strategy and innovation; customer centricity; digital business operations and agility; and the ability to engage in new, multi-sided and platform-based business models. IT systems, typically referred to as Business/Operations Support Systems (BSS/OSS) hold the key to monetizing these new opportunities at scale. This white paper discusses how the CSP network and service operations can focus on the right priorities and make appropriate decisions that will contribute to reaching their financial and business objectives. In the first Section we will stress on what has been done on assurance and OSS operations so far; then we will see what are the new challenges that CSP and network vendors are facing. In the next chapter we delve into how CSP can monetize on the new services and how future operations look and finally what are Nokia Managed s offerings in OSS, Management and Customer Centric Operations and how Nokia is addressing these challenges.

2 Contents 1. Management story so far 3 2. New Challenges 5 3. Network, operations and Customer experience of the future 7 4. Nokia Solutions Summary References About the Authors 17 Page 2

3 1. Management story so far The Management solution in Nokia focuses on the end-to-end service view and helping operators evolve to service lifecycle management in the times of dynamic data usage. It helps operators re-organize internally to focus on user centric delivery and improving Quality (service experience). Business Performance Management Network Management End to End Network Management Management Operation Maturity Customer Experience Management Customer & Operations CEI QoE KQI KPI Value Creation for CSP Manage Individual User Experience Manage E2E Experience Manage & Optimize the Network Reactive Proactive Predictive ITIL Management Definition: Management is a set of specialized organizational capabilities for providing value to customer in the form of service. Figure 1. Management strategy. The Nokia Networks Operations focuses on day-to-day operational activities for the agreed services in order to maintain the service quality for a good end user service experience. The Operations assures the service quality level as agreed with the customer in a predefined KPI/KQI/SLA list. Hence the role of Management is to make the operation of the network as efficient and reliable as possible, supporting network operations teams responsible for separate aspects of operations. Most CSP s networks are often multi-vendor networks, for which services operations require specific skills, support and interfaces, as well as a specific governance set-up. Nokia Networks has experience in providing service operations in multi-vendor networks. The Operations solution currently includes the following: Visualization & 24x7 Monitoring Incident Management Problem Management Quality Management SLA Management Customer Complaint Analysis & feedback into Quality Management Page 3

4 Design & Modeling Visualization & Monitoring 24x7 Real time monitoring Feedback to Modeling for Optimization SLA based on KQI SLA Management Assurance Customer Complaints* Incident Management TT lifecycle & service restoration Performance Quality Management Problem Management RCA & resolution for recurring issues Figure 2. Design Lifecycle. Optimization helps the operator to provide the highest level of service quality to its end users. Optimization works through the Quality Management function by measuring, analyzing and improving the service performance (KQI) of the contracted services. As operators focus on creating, deploying and selling new mobile services, their service management solution should be able to keep the service performance levels high. Management needs to further evolve to address the business challenges and align with the business strategy of the CSP. The solution currently does not support a monetization roadmap for the operator. In today s digital marketplace, we have seen that the business of the service provider is vastly more complex and dynamic, and so the role of Network and Management has broadened. It is perhaps more helpful today to think of the role of the Operations as connecting the business systems, customers and partners to the underlying infrastructure that delivers the services. No longer is configuration and provisioning the responsibility of a specialist team, reconfiguration and provisioning will be initiated by many events from many sources, performance data is not just needed by assurance and planning teams, but is essential to a vast number of automated processes. The network itself is composed of a large number of virtualized functions, running in a cloud environment. Network services are offered by dynamically configuring and combining these functions together. The network viewed as a combination of dynamically created and managed from virtual elements can be considered as a type of virtual platform architecture. It can be clearly seen that there is a need for a broader approach to manage combined virtual network functions (VNFs) and other network service platforms, and this is the problem that is being addressed by this paper. Page 4

5 2. New Challenges The Telecoms Industry is undergoing a profound change with many challenges, particularly in terms of consumer demand and technology upgrade, OPEX reduction, Customer Churn, Infrastructure, OTT Proliferation, Security and many more. Some of these challenges are common for CSPs and Telecom Vendors, and some are not, but one thing is for sure, the global telecom industry needs to accelerate its transformation process to convert these challenges into opportunities. Since Traditional Revenue streams are shrinking, CSP and Telecom Vendors need to be far more open and take a collaborative approach to meet these challenges. OTT Revenue Erosion by OTT applications for Voice and Messaging Security Smart Phone Malware, IoT implementation Quality Complex Multi Vendor / Multi Technology Scenario Challenges ARPU Reduction Competition with MSO and Cable operator High OPEX High Spectrum, Real Estate, Infra & SW licensing Cost Customer Churn Poor Network and Cut throat Competition Technology Transformation Cloud, 5G, IOT Figure 3. Challenges in Telecom industry. Challenges from Operator Perspective: Extreme dynamic market conditions are imposing diverse challenges for CSPs, OTT is one of the key Challenges as OTT applications eroded their Voice and Messaging revenue, increased threats from cable or multiservice operators and disruptive technologies. Cut throat competition and 4G rollouts turned data into a commodity, which once used to be high margin service, it is not the cash cow any more. A rising tide of new smartphones, new mobile broadband offerings and data hungry applications are exponentially increasing, which is leading to unplanned and unmanaged network capacity which is ineffective and will lead to exponential increases in operational expenditure for CSPs. Page 5

6 In the Telecom Market globally, the rising cost of spectrum and high capex requirements in meeting service levels and rolling out data services, have made it difficult for the relatively small to medium players to generate steady cash flows. providers have been extending their reach through mergers and acquisitions which intrinsically result in very complex Multi Vendor / Multi Technology (MV/MT) Scenarios. Managing operations for such networks needs special tools and capabilities until they are fully converged. Such complexity eventually forces the CSP to lose the control over the network which results in a sharp decline in customer experience. As Virtualization is becoming a reality, IT and Telecom are getting converged at very fast pace. NFV and SDN opens numerous possibilities to create new build and operate models. Expansion of Cloud services is happening exponentially but Network capacity and performance of CSP s Network is increasing slowly and lagging behind. Financially it s not feasible to let go of the Legacy Network quickly and transition to Cloud. Thus we expect another dimension in complexity in the Network, as most Networks will be hybrid and going to be there for at least another decade. Since Customer acquisition is no more the sole focus at present, the key is to capitalize on the existing customer base and use that as a propeller to offer them a variety of services. CSPs will have to venture into non-telco services like M2M, Emergency Management, Content in entertainment, health Care, Logistics, Education and Financial services to add value to their subscribers and create new streams of revenue generation. At the same time OSS /BSS needs to enable CSPs to develop, launch and monetize new offers almost on the fly. Challenges from Network Vendor Perspective: In the same way CSPs are facing challenges, the challenges faced by Network vendors are even worse. There is an urgent demand for innovation and to develop the new green solutions but at a much reduced cost. At this critical phase it s simply no longer possible to sustain by selling standard boxes to CSPs, as there is a sharp decline in box selling business. Network vendors are focusing on identifying the areas for future growth and innovation which are namely Cloud, SDN, NFV, Analytics, security, 5G and the IoT. However, they are facing strong competition from matured IT Vendors in these areas. Some of the key concerns raised by CSP and Users is s Security which is very evident and posing the threat to fast pace evolution of Telecom networks. Smartphone malware attacks are at an all time high and the same can be far worse for IoT devices. So far Security was considered as add on but it s now emerging as a must have service when IoT implementation will open numerous entry points to the Network and security features are not built in the devices by design. Since digital transformation is happening across all industries, Network Vendors need to innovate and address the need of Non-Telco Domains like Railway, Aviation, Highway & Transport, Maritime industry, Power Generation and Distribution, Oil & gas, Mining. Apart from these, areas of public safety and emergency services and connected hospitals also need cost effective solutions. Page 6

7 3. Network, operations and Customer experience of the future In the new digital era, the business of CSP is vastly more complex and dynamic, and the role of the OSS is no longer limited to monitoring and reporting. Each Box connected to the network needs to have direct correlation with business objective and OSS does that well. Going forward, all key decisions taken by OSS will be automated and with minimal human intervention, based on Machine Learning and inputs from multiple sources in order to support a high level of personalization and autonomy. Both enterprise users and consumers are able to rapidly explore new offers and modify their current services with an ability to choose any mix of pay-for-use or bulk-usage models depending on which payment solution best matches the contextualized needs of the user or enterprise. Any issue that arises in the network should be self-diagnosable and resolvable without the need for operator intervention. This is accomplished by providing tools and intelligent virtual assistants to solve problems without need to engage a customer support technician. This level of personalization and autonomy will require a new network operations architecture as shown in Figure 4 below. Self Big data Exceptions Small data Self Care Operations Centre (SOC) Customer service fulfilment Automated order mgmt Analytics Automated activation Automated detection Analytics Automated restoration Customer service assurance Dev-for-Ops Customer services Abstraction Network services Network service APIs Network OS Physical Virtual IT/DC Network Operations Centre (NOC) Figure 4. Network Operations high level architecture driven by automation and analytics. The CSP of the future has been described above as operating a combination of business models, and the expectation is that individual services will themselves be offered in multiple business models. New services will be co-created with customers to fit specific and unique needs, for example: It is expected that products will be created from service components provided by multiple partners, therefore management information (such as service definition meta-data or usage data) must be capable of being shared across partners in an open and trusted manner Page 7

8 Pay per use, as-a- and outcome-based business models must be supported throughout the ecosystem, so flexible capacity must be matched by flexible licensing models and associated trusted data Product Management and service design teams need to be empowered to create new products by having a clear view of the underlying customer facing service capabilities that are available for inclusion in customer products The role of the OSS and Management has broadened. It is perhaps more helpful today to think of the role of the Management as connecting the business systems, customers and partners to the underlying infrastructure that delivers the services. No longer is configuration and provisioning the responsibility of a specialist team, reconfiguration and provisioning will be initiated by many events from many sources, performance data is not just needed by assurance and planning teams, but is essential to a vast number of automated processes. There is a level of automation of network operations that will be essential to support dynamic service creation, management and value optimization. A key component of this capability will be the use of data from other information sources, such as news, weather, infrastructure, entertainment or other large-scale events as an input to the predictive analytics engine. This will allow historical, predictable trend data to be augmented with stochastic current event data to predict the likely network load in each location and each context. The entire network operations architecture will therefore need to be programmable to allow simple adaptation to change, but also to present a consistent set of abstracted interfaces that can be consumed and understood by the requesting user, service or system. The entire architecture also needs to be driven by a new development for operations paradigm. The network operation centers (NOCs) will be unified with IT operations. The development of the network OS is essential to create a unified, abstracted view of virtualized and physical resources and an end-toend view of network state and resource availability. The service operations center (SOC) will be the single customer interface Customer and service awareness becomes the focal point of operations, rather than just simple network connectivity or operator-owned service availability. Therefore, the SOC also becomes the primary interface into network operations. Trust in predictive automation will be uniquely important The Future Network operates on a timescale and with a number of tunable parameters that exceeds what can be supported by human cognition. The new architecture for the future of operations must support high levels of operational automation and predictive analytics to support contextual awareness of the network, service and customer experience. This new operations architecture will allow the near-complete automation of fulfillment and assurance activities, seemingly infinite scaling and the connection of virtualized (NFV) and software-defined networks (SDN). A case in point is from a recent SOC deployment at a Western European SP where we witnessed a 75 percent drop in customer claims from major faults due to segmenting and proactive handling of high value customers. Another important measure for CSP is the NPS (Net Promoter Score). To maintain the NPS, transforming the network operations and customer interactions are as important as transforming the network itself. The NPS of CSP lags behind other industries. CSP need to offer personalized services to improve customer experience and have a continuous mechanism to measure NPS from its customers. Page 8

9 Net Promoter Scores for CSPs lag behind other industries NPS Ranges for Various industries % Headcount in customer care Financial s Insurance Online s Retail Technology Traditional Providers Hospitality 24% -15% 23% -15% 46% 13% 50% 26% 37% 6% 11% -20% 38% 28% -9% 74% 76% 73% 71% 66% 83% 20% 5% 8% 14% 8% 21% 3% -40% -20% 0% 20% 40% 60% 80% 100% Net Promoter Score Minimum Mean Maximum Source 1: Net Promoter Score US benchmark study [Satmetrix] Source 2: Global Customer Experience Management Survey [Beyond Philosophy] Figure 5. NPS is determined by asking customers how likely out of 10 they are to recommend the provider to a friend or family member. Eight or above gives a promoter, but five and below are detractors. Promoters detractors gives an NPS score. The telecom operator needs actionable insights about customer experience and customer needs that can guide offer creation and targeting, operational priorities and network investments. Intense competition, rapid innovation, and increased customer demands mean that attracting and retaining customers has never been so challenging. The telecom operator must be able to measure and understand the experience they are delivering, in order to take action to delight customers. CEM & Analytics delivers a holistic approach to understanding how networks and devices are performing, how and where services are being used, and what customers think about their experience. There are four major consumer and technology trends that have a significant impact on the strategy, capital expenditures (CAPEX) and operational expenses (OPEX) of a CSP, namely: Impact of video Emerging opportunities in the Internet of Things (IoT) Virtualization and deployment of network core and radio in cloud Evolution to 5G wireless Page 9

10 Shift in video consumption Today, video is the biggest driver of bandwidth. Consumers spend approximately 9.9 hours per day on average in front of a screen, as shown in Figure Time Spent on Screen by Orientation(Hours/Day), USA Hours per Day Vertical Screens (29%) Horizontal Screens (71%) TV Other Connected Device Desktop / Laptop Source: emarketer 4/15, Coatue analysis, Note: Other Connected devices include OTT and Game Consoles, Mobile Includes smartphone and Tablet, Usage includes both home and work, Ages 18+; time spent with each medium includes all time spent with that medium, regardless of multitasking; for example, 1 hour of multitasking on desktop / laptop while watching TV is counted as 1 hour of TV and 1 hourofdesktop/laptop. Figure 6. Media consumption trend in the USA. While TV consumption is flattening, video on demand (VoD) and catch-up services are growing. Media consumption on other vertical devices (for example, smartphones and tablets) is also increasing yearly by over 10 percent. Just three hours per day of streaming 4K content would result in about 630 GB of usage per month. Monthly usage levels could top 1 TB by Capture the growing momentum in the Internet of Things The revenue evolution of the top 10 CSPs shows that their market capitalization grew by a fraction in comparison with the top 10 over the top (OTT) providers market capitalization. Thus, there is a real urgency for CSPs to transform in the market to stay relevant. Connectivity of the IoT value chain (see Figure 7) is a small component of the primary goal, but the challenge for CSPs is to capture the applications market. Page 10

11 Devices Connectivity Applications Revenue (% of total) USD46 billion (26%) USD23 billion (12%) USD112 billion (62%) EBIT margin <5% ~10% 0-30% Figure SP market, total = $182B. Source: Analysys Mason Operators can provide a vertical application or a horizontal IoT platform on which developers will be able to build IoT solutions. Other than building the applications for vertical solutions, the CSP has to invest in dedicated marketing and sales competences. If the CSP chooses to invest in a broad horizontal platform, they need to cover four distinct layers: Connectivity: SIM subscription, provisioning, rate plans and charging Management: Device management, over the air (OTA) upgrade and configuration Data collection and processing: Data and event collection, storage, analytics applications, location and fault management Applications hosting To 5G or not to 5G While it is evident that every subsequent generation of wireless technology delivers a significant improvement in bandwidth and latency, the key questions are: Should we deploy 5G? Is it worth having high CAPEX on 5G now or should we focus on improving the 4G coverage?. Some operators in South Korea are already doing both, but most CSPs wouldn t be able to justify the CAPEX. With 5G, data rate notwithstanding, lower latency and support for IoT (i.e., scalability of devices) might be the other hidden but bigger reason to deploy 5G technology. Page 11

12 Additionally, CSPs will be able to use a network slicing capability of 5G (available in 3GPP R14) to build several virtual networks based on the same physical network with different radio characteristics (coverage, signaling, data rate, latency, priority) to develop vertical business (automotive) solutions, or to build innovative wholesale offerings. One approach is to design 5G networks such that they can be offered as a service; i.e., network as a service (NaaS). If all elements of the network from access, core, operations support systems (OSS), security and analytics are virtualized and sliced out as one integrated service, it should be possible for an operator to create an instance of an entire virtual network, relying on whatever underlying infrastructure is available for the defined geography, including fixed, wireless, Wi-Fi, peer to peer, mesh or ad hoc networks. With the power of network programmability, it should also be possible to offer tailored vertical anything as a service (XaaS) solutions for logistics, automotive, healthcare, utilities or the retail segments. Connected Cars Virtual Reality Smart Home Network slice 1 5G Radio E2E orchestration and integration Virtualized N/W functions Cloud RAN Cloud Core Figure 8. SKT new network vision. Virtual infra management X86-based general purpose H/W Cloud-based services Cloud computing is already a reality in most of the enterprises today. The main drivers for this evolution are the pressures on the business lines to increase agility and reduce costs. SaaS, for example, , storage, document sharing, enterprise social network and CRM, is one such cloud-based service delivery mechanism that is becoming widespread. Page 12

13 Deployment Status of Cloud s Deployment Status of Cloud s by Company Size Plan to Use within 2-3 Years Not Using and no plan to Use 15% 10% Use Now 11% 14% 17% 18% 30% 32% 8% 8% 5% 16% 12% 12% 23% 29% 30% 14% 11% 20% 48% 27% 42% 35% 46% 57% 54% 55% Plan to use within 1 Year 50 to to to Use Now Plan to Use within 2-3 Years Plan to use within 1 Year Not Using and no plan to Use Figure 9. Does your organization use or plan to use cloud services? Multiple surveys confirm that as the enterprise IT gains agility, enterprises are expecting the same agility from their network providers. For example, enterprises want new branches to be easily and quickly connected to the virtual private network (VPN) and to be able to monitor and configure the application QoE policy and configure the firewall rules through a customer portal. Hence, CSPs have to transform their B2B offer to meet new enterprise requirements. The natural question that arises is, Does a CSP need to enter into the infrastructure as a service (IaaS)/ platform as a service (PaaS)/SaaS business?. The best strategy is to partner with the big web-scale players to ensure a secured connectivity and tunable QoE to the enterprise. 4. Nokia Solutions Operators are increasingly selecting managed services providers that reduce complexity and operational costs in network and IT environments. Driving operational efficiency and reducing OPEX are of paramount importance to evolving CSP. These outcomes enable CSPs to expand their services to new geographic markets and focus on core business processes. Nokia is one of the leading suppliers of Managed s for Network Operations, Operations and Customer Experience Management operations. Its broad portfolio of managed services for network environments delivers transformation for CSPs looking to broaden their enterprise service offerings and incorporate new technologies such as NFV, SDN and cloud into their operations. Page 13

14 1 Network & IT Transformation 5 Managed Network and IT Operations Nokia Managed s 4 Managed Security Operations and Other Solutions* 2 Managed Customer Centric Operations 3 Managed Operations Advanced Analytics (Predictive) Tower Operations Nokia WING (IOT) Cloud Operations XaaSportfolio Smart Data as a (SDaaS) Wi-Fi Controller as a AMS as a NetAct as a Figure 10: Nokia Managed s offerings for converged environments. Nokia Managed s has a transformation strategy that addresses the problem areas of all stakeholders of the OSS/ BSS ecosystem business, users, operations, developers, architecture group and marketing. A strategy that transforms the enterprise architecture to loosely coupled systems that are easier to build, test, manage, integrate, use and monitor. These agile systems also have sufficient intelligence built-in to help analytics platforms to quickly retrieve relevant data patterns for smarter decision-making, be it for operations or for business. Traditionally, the transformation of enterprise IT stack to loosely coupled systems would point to serviceoriented architecture built around a complex middleware system such as an Enterprise Bus. Oriented Architecture attempts to build large systems as a collection of loosely coupled services that collaborate over the web. Over the years, attempts to productize ESB has resulted in adding too many features into this middleware leading to highly complex architectures. Subsequently, development projects adopting this architecture have steep learning curves resulting in slower development and release cycles. To combat the drawbacks of traditional ESB architecture, a new architectural style, Microservice Architecture is steadily gaining a lot of interest with CSPs. Microservices architecture is essentially about developing an application as a set of small autonomous services that are independently deployable and that communicate amongst each other using lightweight protocols such as REST. Each microservice executes on its own process and should achieve a single business capability. An important characteristic of Microservices architecture is that there is no central management component for these services. Page 14

15 Applying Microservices architecture to BSS/ OSS landscape As opposed to the traditional SOA approach, microservices should be designed as fine-grained services communicating over lightweight protocols. So, we prefer REST to the comparatively heavier SOAP-based web services. The business capabilities of systems such as CRM, Order Manager, Network Designer, Enterprise Catalog and other systems in the IT stack are transformed to fine-grained functional units published using Restful API. REST is not the only communication medium for microservices. Choreography is the preferred approach for data flow through the system. Choreography is a fully distributed approach where each component of the whole system is aware of its job and performs those jobs in reaction to pre-defined event occurrences. Hence, we need asynchronous messaging middleware for implementing choreography. More information on transforming BSS/OSS architecture using Microservices architecture can be found in a white paper on TM Forum. Nokia Managed s helps CSPs, be they at different points of maturity and with different goals and strategic priorities, transform their operations, services, infrastructure including migration to all IP (PSTN IP, ATM IP, SDH phasing out), Edge transformation such as FTTx, CO exit, edge cloud, Mobile backhaul and 5G. Nokia Networks Managed s - Facts & Figures 200+ Contracts managed 66% Multivendor deliveries 650 m Subscribers Managed 50% Remote Delivery 1.1 m Network Elements 99.7% Network Availability Unmatched Delivery Capability 6 Global Delivery Centres 4 Delivery Hubs 80+ Strong Partner Ecosystem 10,000+ Nokia MS Employees 55 Countries MS Operations 13 Local Delivery Centres 4 Special Scope DCs Figure 11: Nokia Global Managed s Facts & Figures. Nokia Managed s provides an experienced dedicated services organization and has a history of successfully delivering network and service optimization solutions. By partnering with Nokia for network and service management solution requirements, communication service providers can leverage these specialized skill sets and technical expertise as well as gain access to a range of solution elements that enable efficient delivery of a holistic end-to-end service management process. Page 15

16 5. Summary It is evident that CSP s have to go through a Network Transformation on massive scale in order to be competitive in the market. The most important driver and essential first step to good financial health during a network transformation is to focus on satisfying and retaining current users. To achieve these goals, a CSP must focus on the below initiatives: Builds and operates the network at the lowest cost to deliver the best and most competitive cost per bit service. OPEX Reduction by NOC - SOC Outsourcing and Network Sharing Improves network coverage and QoS & QoE. Technology Transformation and smooth transition to Cloud and 5G and IOT Operations. Build a strong OSS Layer with Capability of machine Learning and Analytics to provide Key Network, and Business insights to launch innovative products and minimize human intervention in Operations. Build the Network and s which are Customer Centric and provide high level of autonomy and self-service. NPS to be the Key driver here. Capitalize on IoT and embark on Non Telco s. Focus on innovations around NFV and SDN. Converge Network and IT Operations. To continuously achieve these goals in the future, CSPs need to put simplicity as the key criteria even if it sometimes prevents them from offering the latest technology to the market. However, simplicity is not enough. To achieve the desired customer satisfaction one must look beyond the network to a holistic QoE strategy and set up associated governance to align all organizations in the company and optimize the resources (network, handset subsidies, customer care employees) to meet the right QoE. CSPs also need to focus on service level and customer satisfaction, which in turn demands the operations to be managed at a service level through SOC instead at the network level using NOC. Evolved Operations built on Intelligent OSS Layer will play a key role in achieving many of the required initiatives mentioned above. Nokia offers a rich and comprehensive OSS Tools landscape with a strong experience in Managed s domain, can provide CSP consultancy service and guide in a collaborative way to ease out the Transformation Journey i.e. from NOC to SOC to CEOC (Customer Experience Operations Center). Page 16

17 6. References 1. The Future X Network: A Bell Labs Perspective by Markus Weldon 2. Nokia White Paper, Network transformation: Key guidelines for the network CTO by Cyrille Guétin. 3. TM Forum TR 262 Hybrid Network Management Platform Blueprint 4. GB962 - TM Forum Customer Experience Management Solution Suite 5. TM Forum Transforming BSS/OSS systems to Microservices Architecture 7. About the Authors 1. Stephane Miguet, Head of Delivery and Innovation Team at Nokia, Managed s 2. Prashant Srivastava, Product Manager at Nokia, Managed s 3. Siddharth Kapoor, Product Manager at Nokia, Managed s Page 17

18 Nokia is a registered trademark of Nokia Corporation. Other product and company names mentioned herein may be trademarks or trade names of their respective owners. Nokia Oyj Karaportti 3 FI Espoo Finland Tel (0) Product code SR EN Nokia 2017 Page 18