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BSS Replacement Estimator |
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Estimation parameters - October 2023 version |
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Customer information |
| Number of B2C customers (1000') | | Number of individual customers in thousands. Count a customer with multiple services as one per service. |
| RGUs per B2C customer | | Number of revenue carrying products, e.g., mobile, voice, data per customer |
| Number of B2B customers (1000') | | Number of end-users for B2B customers (mobile subscriptions, connection addresses) in thousands |
| RGUs per B2B customer | | Number of revenue carrying products, e.g., mobile, voice, data per user |
| Business lines |
| Check off the business lines |
| Complex B2B | | Check off if complex B2B is substantial in the portfolio, e.g., manually configured VPN, built to order |
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Organisation information |
| Number of affected departments | | Number of departments impacted, e.g., B2C PM, finance, customer service, onsite |
| Customer service staff count | | Staff count in customer service, internal and external |
| Field technician count | | Staff count in field service, internal and external, affected by BSS |
| Organizational complexity |
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Mark organisational complexity. Low=one location, one string management with decision power close to project. High=several locations, many stakeholders that must be managed, group units, unclear where decisions are made. Medium=in between. |
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System information |
| Number of databases to extract information from | | Enter number of major databases from where data is to be extracted for migration |
| Number of interfaces to other systems | | Enter number of technical interfaces the systems is to interact with |
| Number of interfaces subject to dual operations | | Enter number of technical interfaces that are subject to dual operations, e.g., online, CDRs. Number will be overlapping with technical interfaces. |
| Approach to online |
| Specify approach to implementing online presence |
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Cost and approach information |
| Cost of internal staff | | Enter daily rate for internal staff in EUR |
| Cost of external staff | | Enter daily rate for external, individually hired staff in EUR |
| Cost of external staff | | Enter daily rate for external, system integrator staff in EUR |
| Approach to external assistance |
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Specify assumed use of external staff.
Light augmentation, hand-picked is support to overall program manager and a few select specialities.
Heavy augmentation, hand-picked is overall program manager, PMO, several sub-project managers and some select specialities.
Light augmentation, system integrator, is overall program manager, PMO, several sub-project managers and some select specialities.
Heavy augmentation, system integrator, assumes use of SI team to manage project and supply relevant staff to this end.
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| Fill in the simple form above to get an estimate of BSS cost with the provided parameters. |
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Selected assumptions |
Methodology.Materially as set out in the white paper. A number of subprojects, each of which may deliver with its own approach (typically agile of some sort), all coming together in basic working form for integration, release and migration testing. Gradual migration of customers. No specific estimate for loading historic data that does not conform to latest content and format. Key subproject is from software vendor, delivering the bulk of the implementation and managing ~80% of risk.
Functional scope. Regular BSS including customer service, order management, billing, revenue assurance, online, output management. Provisioning, network inventory and field force are assumed reused. Some flexibility exists as different vendors have different depth of functionality. Simple B2B included, advanced quoting, documentation of complex build-to-order products etc. are not.
Technical scope. Management of technical environment (but not the actual setup of environments - this is costed in hardware). Test environments etc. for existing systems are not included. Assume use of existing interfaces, i.e., only adaptation required is for dual operations. Data cleansing assumed to be marginal (as it is very situation dependent).
Organisation scope. Implementation, training and regular change management for affected departments. Additional staff for go-live. No specific estimate for securing leadership commitment. No estimate for implementing new process and instruction documentation systems.
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