main significant for years after the OSS platform is built. An OSS platform is never truly done. New features and capabilities are added regularly. If they are not, the IIC is likely falling behind its competition. Packages require annual upgrades, and old packages are sometimes replaced with new packages that better support the IIC's changing strategy and services. Sometimes new vendors enter the mix based on significant changes to the business model. Whatever the reason, building OSS is a constant process of refinement, and never a one shot deal. It is critical for an IIC to paint a reasonable picture of what it is going to spend in the long term, looking at the OSS platform as an ongoing investment. The primary cost factors to consider for the "out years" are maintenance, upgrades, enhancements, replacements, new and increased functionality and enhanced or re-engineered integration technologies - such as an expanded EAI bus. More on maintenance approaches and costs can be found in Chapter 7. 1.5 Funding Strategy An IIC's funding strategy is another factor that will impact its OSS budget. How much money is available and where the money comes from will impact the budget for OSS. Some IICs follow an "invest as you grow approach," in which as little as possible is spent initially to get to a proof of concept stage and solid customer base, with additional OSS funding later based on additional financing or cash-flow from the ongoing operations. In this model, an IIC may delay external financing in order to have a higher perceived market value. This would limit the IICs' ability to differentiate on OSS due to budgetary constraints. Overspending on OSS too early, without sufficient customer volume, is also a problem. OSS investment requirements may lead eager IICs to seek substantial financing too early in the game, Chapter 4 - Developing an OSS Strategy forcing them to give up too much equity. In many cases, having ample funding early can lead the IIC to try to do too much, too quickly. Additionally, the gains in pro