Subtraction projects

Be aggressive in simplifying the BOSS to the bare minimum as customers are not seeing the difference of all the bells and whistles
Alan Quayle
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Have you ever noticed that almost every B/OSS project is an upgrade, addition or a transformation?

I often wonder whether the large CSPs have got their priorities around the wrong way. Most of the large CSPs have so many systems in their B/OSS platform that it stifles their ability to change or innovate. I refer to it as the chess-board dilemma because no single chess piece can move without impacting surrounding, integrated, pieces.

Rather than investing in upgrades, enhancements and ongoing maintenance, how about programs of ruthless simplification? I guess it’s hard to justify expenditure on a program that delivers LESS functionality from your B/OSS… apart from the hidden benefit of increased flexibility to change and possibly a reduction in OPEX.

The simplification shouldn’t just be confined to the component pieces of the B/OSS and related integrations, but simplification of the network, simplification of the services, simplification of the processes, etc.

As a past CTO of a major CSP once told me, his old OSS wasn’t a maze because of the OSS itself, but because of the dizzying array of services that the marketing department conjured up and then somehow expected the OSS to keep up with.

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