ll these demands are considered as success factors or prerequisites if you like. The factors have the stringent conditioning of being required end to end. In multi-operator environments this is not an easy task. A single failure in a link in the chain can spoil the whole service as perceived by the end user. End user needs and behaviour are not static. They usually change over time. Many new service offerings will come thanks to the new network capabilities. The network itself changes, either due to scheduled extensions/new services and replacements or to unexpected events. This stresses the importance of telecom management as an integrator able to adapt to different end-user and telecom business environments. A fast service provisioning is particularly important today. Two of the main competition issues frequently addressed in telecom business literature are TTM (time to market) and TTC (time to customer), which clearly demand actor agility. Old service provisioning involved heavy costs because of manual, non-standardized or non-integrated procedures. See Figure 16.17. Fast service introduction. (TTM) Fast deployment of services (TTC) Faster failure recovery Improved traffic management Simplified manageable billing Efficient network planning Improved customer care Lower O&M costs Short provisioning Improved ISP Revenues Expenses Improved traffic management Capital Improved traffic engineering employed Improved spares handling Figure 16.16 TM and ROCE Telecom Management - Operations Order Manual work Service in operation Manual Order Service in operation Automatic Service provisioning Figure 16.17 Automation is a key in reducing time to customer It was quite complicated to connect a subscriber to a network or a new service, and data had to be set in several independent system databases (access network, local switch, billing, IN node, etc.) Also manual work or proceedings were often necessary. Telecom management allows fully automated and standardized service provisioning. This is achieved in a user-friendly envir