“I don’t understand this irony – valuable things like cars, gold, diamond are made up of hard materials but most valuable things like money, contracts and books are made up of soft paper.”
When planning out a new OSS project, I generally focus on three things first:
- People (who is involved, who will be impacted, what training will be required, what corporate relationships / politics might be involved, what business units are effected, etc)
- Process (what are the current processes, how they will change, what corporate procedures need to be worked within to complete the project, etc)
- Technology (what technologies need to be managed, what technologies will be introduced by the OSS, what future techs are on the horizon, how the changing tech landscape from this project will impact operations, etc)
But on some projects there is a fourth impacted area – Contracts. Particularly for modern projects where service orchestration and automations are involved, the functionality of some new OSS have the ability to change the service offerings that are delivered to customers.
For example, this could relate to dynamic traffic engineering / optimisation like variable information rates, qualities of service, etc. It could modify the service delivery mechanisms. The introduction of a new OSS could correspond with the roll-out of new network device types and network build.
If you are changing the nature of the service that will be delivered to the CSP’s customers, then you will need to consider what’s required to make changes to all impacted contracts.