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上海交通大学硕士学位论文中国电信运营商信息化战略的调整研究姓名：王昱申请学位级别：硕士专业：工商管理指导教师：唐元虎2006011520eTOMNGN3GeTOMTHERESEARCHOFITSTRATEGYOFTELECOMOPERATORSINCHINAABSTRACTDuetorapiddevelopmentforover20years,telecommarketinChinahasbeenchangedsignificantlybothinthetermsofcapacityandcomplexity.Mainplayersturnedfromonebigmonopolytomultiplecompetitorswithalmostsimilarmarketshares,alongwithmainservicesfromvoicetodata.Comparedwiththerapidchangeshappeninginmarketplace,theITsystemsoftelecomoperatorsinChinaareprovedtobeincapabletosupportthesustainabledevelopment,whichactuallybecomethebottleneckofbusinessandneedtobeimprovedimmediately.Withinthisthesis,weanalyzetheimpactonITsystemsoftelecomoperatorsimposedbytelecommarketdevelopment.ThenweintroducetheinternationalstandardoftelecomoperatorITsystemandmarkoutthegapbetweenthestandardandthecurrentsituationofmaintelecomoperatorsinChina.Tofillupthegap,weanalyzethenecessaryITstrategicchangestoITsystems,bothfromtechnologypointofviewandmanagementpointofview.Furthermore,weillustratethepracticalstepstoimplementandapplythosechangestoITsystems.ThisthesisattemptstodiscussthegapbetweenthecurrentsituationofITsystemsofTelecomoperatorsinChinaandtheinternationaleTOMstandard,basedonthepracticalprojectexperience.ThepointmadeinthisthesisisnotonlybasedonthecurrentmarketcontextinChina,alsobasedonitspossibleandrevolutionarychangescausedbycommercialdeploymentofNGNand3Gservicesinthenearfuture.KEYWORDS:telecomoperator,ITstrategy,organizationstructure,eTOM20,,,,,,20051114MBA1.11.1.15120[1]19938919947199541998419992199982000320004200012200252002“”20025“5+1”2002[2]32.616.8MBA38.311.20.03%1.14062.136.81.170301.1.2IP1-2[3]ÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕÕIPÕÕÕÕÕÕÕ1-1MBA[4]NGN3G12[5]MBA1.1.3ARPU200220041-3[6]MBAERPITMBA1.21.2.1TMFTMFTOMTOM2001TMFeTOMeTOM[7]eTOMeTOM1-4eTOM5MBA[8]——1.2.2eTOMMSSManagementSupportSystemBSSBusinessSupportSystemOSSOperationSupportSystemMBOSSMBOSS15MSSBSSOSSMSSBSSOSSMBOSSEAIEnterpriseApplicationIntegration()ITMBA[9]IT“”MBA1.3NXMNMITIT[10]MBAWTOITlllllMBAeTOMMBA2.1·RichardL.NolanStagesTheory[11]2001973“”4[12]MBA21ITMBA2.22.2.1eTOM75%COTSCommercialOffTheShelfSBCITIT20%20000-4.5ADSL103///ITAT&TSBCMBA95NOCNetworkOperationCenterSOEStandardOperationEnviromentSBCIT2-3IT2.2.2ITCIOCEOITITITCIOIT88.520%20%60%ITITITITITITITITITITSLAServiceLevelAgreementITIT2.2.3IT;ITMBA50222.32.3.1[13]ITIT2-3MBAeTOM24eTOMMBA[14]2.3.2[10]1280%75%50%10%3SLAMBASLASLA197225%9739797171MBA21IT21IT210eTOM2.3.3ITITMBAITITITIT5.5%12IT8%/49%43%IT88.520%20%60%ITITITITITIT3.85%5.26%5.8%ITIT2.3.4MBAIT25%IT25MBA3.13.1.131ITITITITIT3.1.2MBAITIT1MSSMBABSS/OSS2ITIT343.1.312345MBAMBA3.23.2.132[15]SMSCRMMBAVPNITeTOM14141Strategy/Infrastructure/Product2(Operations)/3(EnterpriseManagement)MBAeTOM[16]//33MBASLAQoSSLA3435MBA3.2.212eTom34IT5COTSBTCOTS8036MBA[17]ITMSSBSSOSSCRMMBA3.2.3[18]373.2.4MBA3.2.5MBA3.33.3.1/[19]19983200251MBA38[20]eTOMMBA123439MBA3.3.2ITITITIT310ITITITMBA1ITITMBA234MBA3.3.3ITITITITITIT1ITMBAITIT23IT45ITIT6MBAIT/IT7ITITMBA4.1ITITMBA4.24.2.14.2.2BSS(BusinessSupportSystem)OSS(OperationSupportSystem)BSSOSSBSS/OSSBPRMBABSS/OSSBSSOSSBSS/OSSBSSOSSBSS/OSS[21]12CRM3454.2.3MBAMSSITMSSMSSBSSOSSBSSOSSBSS/OSSMSSBSS/OSSMSSMSSMSSMSSMSSMSSMSS1234564.2.4IT37ODSMBA41[22]ITMSS42ITIT[23]MBAODSITITMBA4.34.3.13.3.1eTOMICPISPØØØØØØØØØØMBAØØØØØØØCGØØØØØØØØØØSLAMBACRMØØØØØCRMØØØØØØØ/ØØØØØØMBA4.3.2ITITITITIT1MSSBSSOSS2ITMBAITIT3ITIT/IT4ITITIT1ITIT23ITMBAWTOIPeTOMITNGN3GMBA[1]2004121[2](2002-2003)Frost&Sullivan20041617[3]3+22005623[4]3G/ChinaByte20031212[5]2004856[6]20041-11,20041112[7]JennyHuang,eTOMandITILTMForum,Jan.2005,pp.2-3;[8]JennyHuang,TMFWhitePaper–NGOSSandMDATMForum,Feb.2005,pp.9-10;[9]CTG-MBOSS2004,67[10]200523233[11]RichardL,Nolan.ManagingtheCrisisinDataProcessing[JI.HarvardBusinessReview,1979,(MarchApril):115126.[12],,ScienceandTelemanagementResearch200422526[13]---[14]JennyHuang,TMFWhitePaper–NGOSSandMDATMForum,Feb.2005,pp.21-23;[15]MMSChina20031[16]AndreasHanemann,DavidSchmitz,Service-OrientedEventCorrelationWorkflowandInformationModelingApproachedTMForum,April2004,pp.2-4;[17]MBOSS200442223[18]MBOSS200441516MBA[19]3GIT20056[20]7S200510[21]NGOSS20059296[22]20055[23]IT“”20052MBA3G(ThreeGeneration):NGN(NextGenerationNetwork):ARPU(AverageRevenuePerUser)TMF(TelecomManagementForum)TOM(TelecomOperationMapeTOM(enhancedTelecomOperationMapMSS(ManagementSupportSystem)BSSBusinessSupportSystemOSSOperationSupportSystemMBOSS:MSS/BSS/OSSEAIEnterpriseApplicationIntegration:ODS(OperationDateStore)COTSCommercialOffTheShelfSLAServiceLevelAgreementCRM(CustomerRelationManagement)BPR(BusinessProcessReengineering)MBAMBA[1]()20048157158中国电信运营商信息化战略的调整研究作者：王昱学位授予单位：上海交通大学相似文献(10条)1.学位论文齐咏珍电信增值服务之SAAS运营支撑平台的设计与实现2008随着信息化技术和应用的不断发展，企业对信息化的需要也日趋增强，但是由于投入资金的不足以及IT技术专业人才的缺乏,中小企业信息化还是存在诸多困难。如何能对症下药解救中小企业信息化困境，软件业各厂商纷纷探索解决方法。SAAS(SoftwareasaService)软件租用模式以其低建设成本、低维护成本、低投入风险、低应用门槛四大特点为中小企业信息化开辟了一条新的道路。支撑SAAS业务模式的SAAS平台就像一个Supermarket一样，汇集不同的软件产品，通过过滤、整理、分类、整合后将可用的应用服务交付给企业或组织使用。因此平台的集成能力以及统一管理能力显得尤为重要。SAAS平台针对企业用户提供认证、授权、订单申请、服务应用的功能，针对应用供应商（SP/ServiceProvider）提供统一用户管理、统一用户认证、统一业务受理、统一资源分配、统一计费帐务