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2010

Mobile Consultancy (Principle Architect) for Indosat, a large mobile operator in Indonesia with 44 million subscribers. Indosat is one of Indonesia's largest telecommunication networks and services provider. Indosat offers (prepaid and postpaid) mobile phone services (Mentari, IM3 and Matrix), fixed voice services (including International Direct Dialing (IDD)), fixed wireless and fixed telephone services. The company also provide Multimedia, Internet & Data Communication Services (MIDI).

 Indosat is one of the largest mobile phone networks in Indonesia, with 44 million customers. The systems to run a large operator are complex. My role within Indosat was to help QTel, the company owners, to re-engineer the systems and help make the company more stable and able to grow. QTel is based in Qatar. Reporting to the Indosat board, I worked with the company CTO to improve the architecture from the core network across all of Indonesia, through the value add services such as SMS and payments systems. The work also included mentoring the local Indosat staff on best practice processes running a large company. Total staff was 14,000.

The starting point for the project was to establish a companywide Enterprise Architecture. Using industry standard notation I developed their first clear Architectural view of their company. This included business, information, application, technical, implementation & operational architecture views of the business. The output from this set of documents allowed the solution architects to conform to the Enterprise Architecture and produce their own gap analysis between what they had at the time and what they needed. Pushing through a single plan allowed the business to see the requirement for commonality across all layers of the business and the cost savings that could be achieved.

 

Providing business context diagrams was a good clear way to show different stake holders in the business how their wider business fits together.

 

I was able to achieve the targets set by QTel.  I was able to achieve a major stabilization of the core network infrastructure.  Implementation of a companywide view of all architectural domains created a clear visible tool to aid decision making. Project teams were able to see clear deliverables which improved their measurable business results and employee morale.