Five-year growth plans, future products and services, new customer segments, envisioned acquisitions or partnerships, and alternative channels all need to be considered in OSS selection, integration and deployment. The time and capital investment put into the OSS platform requires that the operational infrastructure stand the test of time. Minimal changes should come in the form of enhancements rather than replacement of applications. The type of business model the IIC chooses to follow will influence how quickly the OSS can be deployed and how much investment will be required. For example, IICs employing traditional network technologies will have a clearer view of their OSS options and more choice because more packages and vendors are available to them. Those pioneering technologies or new business models, such as voice over IP may not readily find the systems they need or be able to anticipate their future OSS needs adequately. S. Jain et al., Broadband Infrastructure BusinessEdge Solutions Inc. 2003 The Ultimate Guide to Building and Delivering OSS/BSS Business Drivers Operational Enterprise Business Strategy Structure Architecture Value Proposition eOSS Architecture Vision Package Configuration Product/Service Strategy Automation/Functionality Product Catalog Network Strategy Prioritization Provisioning Plans Sales and Service Strategy Applications Network and Circuit Design Budget and Investment Equipment Specifications Strategy Network Design Rating and Discounting Operational Strategy Design/Configuration Cross-Sell, Upsell Rules Deployment Strategy Scripting and Business Rules Organization/Process Trading Partner Interfaces Organization Structure Billing/GL Business Rules Operational Metrics Web Personalization Future State Process Reporting Products/Services Application Integration Definition by Market with Integration Points Specific Features, Pricing, Business Transactions QoS/SLAs Event/Object Models Integration and Testing 3rd Parties Trading Partners and Business Processes/M&Ps Alternative Channels 