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John Myers

Hey all-

Welcome to my blog. The fine folks at the BeyeNETWORK™ have provided me with this forum to offer opinion and insight into the worlds of telcommunications (telecom) and business activity monitoring (BAM). But as with any blog, I am sure that we (yes we... since blogging is a "team sport"...) will explore other tangents that intersect the concepts of telecom and BAM.

In this world of "Crossfire" intellectual engagement (i.e. I yell louder therefore I win the argument), I will try to offer my opinion in a constructive manner. If I truly dislike a concept, I will do my best to offer an alternative as opposed to simply attempting to prove my point by disproving someone else's. I ask that people who post to this blog follow in my lead.

Let the games begin....

About the author >

John Myers, a senior analyst in the business intelligence (BI) practice at  Enterprise Management Associates (EMA). In this role, John delivers comprehensive coverage of the business intelligence and data warehouse industry with a focus on database management, data integration, data visualization, and process management solutions. Prior to joining EMA, John spent over ten years working with business analytics implementations associated with the telecommunications industry.

John may be contacted by email at JMyers@enterprisemanagement.com.

Editor's note: More telecom articles, resources, news and events are available in the BeyeNETWORK's Telecom Channel. Be sure to visit today!

Recently in Business Activity Monitoring Category

Competition for a limited number of customers in highly penetrated markets and increased government regulation has created a unique connection in the telecommunications industry - the linking of financial risks with operational risks.

On the financial side, the competition for customers has led to a near-realtime activation requirement for service connectivity and a true realtime, “self” provisioning requirement for products like phone apps and IPTV content.  A failing in this area leads to either a customer experience issue with an incorrect provision of a telecom service/product or a billing issue for that service/product that is incorrectly accounted for as a revenue or expense.

In terms of operational risks, increased government risk and compliance reporting requirements has led to the need to identify interactions across a wide range of platforms and associate those interactions with internal and external risks to the organization.  An inability to understand these interactions can lead to data breaches that lead to unwanted and costly corporate exposure or points of internal process breakdown that can indicate potential if not outright fraud.

Automated Processes: Linking Financial Risks with Operational Risks

In the past, these two practices were separated in the worlds of the office of the CFO represented by billing operations and customer fraud management and the office of the CSO in the form of corporate and information technology security.  And for the most part, these two groups had little need to interact unless focused on some aspect of internal fraud detection. However, with the increased implementation of automated business processes and applications to meet the market challenges of customer expectations; financial and operational risks now need to be linked to maximize revenues and minimize risk exposure.

Billing Operations teams need to understand the linkages between internal and external interaction with the systems that allow for various stages of “realtime” provisions of services:

  • Has the configuration of the billing system been changed?
  • Who has accessed the product catalog? How often?
  • When was the last update of the metadata associated with customer care?

Security and IT Operations needs to understand the financial impact of unauthorized access or suspect platform behavior:

  • How much exposure has a data breech led to?
  • What is the dollar value of a change to a server configuration?
  • Which customers are impacted?
Forensics on the Fly

ArcSightLogoRecently, ArcSight announced the release of their next generation Enterprise Threat and Risk Management (ETRM) package.  At the heart of this announcement is the upgrade of the following ArcSight products:

  • ArcSight ESM 5.0
  • ArcSight IdentityView 2.0
  • ArcSight Logger 5.0

Each of these offerings brings a new aspect to the ability of Security and IT Operations teams speed the analysis of system, access and log event across a wide variety of platforms.  This comes from the ability to perform “forensics on the fly”.  This ability to link disparate events and recognize their relation to enterprise risks goes a long way to answering the questions of “who?” and “what?”.

Telecom Take

For telecom organizations, the link between the CFO and CSO for enterprise risk management has been limited.  Now, with the ability to see events across multiple automated platforms in both financial and operational terms,  these links can strengthen and expanded to meet the challenges of both teams.

Finance can delve deeper into the root causes for the financial issues of customer/external usage fraud and revenue management.  Security and IT can assign monetary values and establish ongoing business cases for their compliance activities.  In both cases, the telecom organization should embrace the responsibility to link these worlds for long-term competitive advantage as well as short-term financial recovery and regulation compliance.

How is your telecom organization linking these aspects of risk management?

Post your comments below or email (John.Myers@BlueBuffaloGroup.com) / twitter (@BlueBuffaloGrp) me directly.

Posted September 21, 2010 8:28 AM
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Not really sure how or why I managed to come across the UNSPSC website, but I thought that people might be interested in some fun.  The UNSPSC website describes itself this way:

“The United Nations Standard Products and Services Code® (UNSPSC®) provides an open, global multi-sector standard for efficient, accurate classification of products and services.”

What it really is the home to a 16mb pdf file listing every conceivable product and service under the UN umbrella…. However, business intelligence and data warehousing seemed to be absent.  Nine different “back hoes” for earthmoving, but only “database” for technology.

Posted November 17, 2008 8:00 AM
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MERRY NEW YEAR ( ... in your best eddie murphy "trading places" voice... )

Here's a real quick one relating to BAM.Christina McKeon has a GREAT article that talks about how you can use analytics to increase performance, but it is not just the same old analytics. It is using the right data with the right people to make the decisions that truly impact the organization's performance.

I particularly like the diagram from "page 3". It does a great job of encapsulating how it all works together.

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Posted January 1, 2008 8:00 AM
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Merry Holiday!

Today's is the day for giving. Thanks to James Manyika, Roger Roberts and Kara Sprague for providing today's list of trends for 2008.

  • Expanding Automation - One of the best ways to keep BAM moving forward is to automate the easy/routine/well defined and safe the hard(er) stuff for your staff. It keeps them sharp and out of the weeds
  • Putting more science into management - Being able to quantatively manage is a key. No longer is gut feel alone going to work. In particular, if you have to associate a "gut feel" to relatively large numbers of events. There just isn't enough of "you" to go around.
  • Building/Augmenting Business from Information - There's competitive advantage in being able to leverage your data into information and ultimately knowledge. The data is there just waiting to be "leveraged".

I'll take credit for crafting it for BAM... :)

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Posted December 25, 2007 8:00 AM
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I don't usually pimp books, but this one seems interesting. It has all the requirements to catch my attention:

Smart (Enough) Systems by James Taylor and Neil Raden tackles the concept that with operational business intelligence ( ...read the forward looking actions and action plans from my definition of BAM... ) you need to automate the majority of the routine operational decisions to develop competitive advantage.

Take a look when the book hits the stores and/or your favorite online bookseller.

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Posted December 18, 2007 8:00 AM
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