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Lack of insight into new technology Causes switch of technology later trends Lack domain knowledge to meet Proceed with what we know and then switch requirements in later phase. This results in us driving to incorrect outputs of phase and if not caught later will drive rework in actual development. SLA for support on software (SW) Issue is we may not get support from is not being done consistently. customer or incur incremental costs Calls come into Customer Service (CS) where the agreements do not cover needs for support. Multiple and non-integrated tools The inefficiency in this process is used within the process and everywhere and a major pain point! different between each offer team. Slow time to market, process waste Code reuse isn't happening and thus we are incurring extra development costs and slowing our time to market. SW configuration process not Cannot support SW in field as there was no consistently used and SW versions configuration management control from endfor financial SW are not aligned to to-end. Handoffs from group to group result unique SW PIDs. in modifications to software and without modification controls can ingest errors. Patch application may occur on an incorrect or non-certified version.certified version. High Delays in revenue recognition due to not being able to download. Different processes to distribute SW. Medium

management (SCMG), 489 493 broadcast procedure, 492 coordinated status changes, 493 interfaces, 489 messages and parameters, 490 491 N-primitives, 489 490 point codes, 493 procedures, 491 492 subsystem-prohibited messages, 493 subsystem status test, 492 message parameters, 469 479 called party address, 471 473, 477 calling party address, 473, 477 destination local reference, 473, 486 protocol class, 473, 477 refusal cause, 474 release cause, 474 return cause, 474 475 return option, 475, 477 segmenting/reassembling, 475 sequencing/segmenting, 475 source local reference, 475, 486 subsystem data, 475, 477, 487 488 message transfer enhancements, 465 466 message transfer services, 466 message types, 467 468 overview, 465 468 Signaling System No. 7 (SS7), 159 transaction infrastructure, 461 462 structure and interface, 467 468 User Adaptation Layer Protocol (SUA), 706 707 Signaling data links (SDLs) common-channel signaling, 44 46, 119 Message Transfer Part (MTP) protocol, MTP 1, 167 transfer rates, 170 Stream Control Transmission Protocol (SCTP), 661 663 Signaling end points (SEPs) common-channel signaling networks, 113 Bell System signaling network, 117 118 MTP level 3 signaling network management, congestion control, 194 Signaling Gateway (SG), Voice over Internet Protocol, 656 Signaling handling protocol (SHP), British Telecom National User Part protocol, 225 Signaling information eld (SIF) MTP level 3 message format, 184

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Bursty Communications: Asynchronous communications are bursty in nature. In other words, data transmission occurs in bursts of keystrokes or data le transfers. Further, lots of idle time occurs on the circuit between transmissions of relatively small amounts of data. Analog Technology: Additionally, those early networks consisted of analog facilities in the form of twisted-pair local loops, with various combinations of twisted pair, coax, and microwave in the core. Analog technology offered very poor error performance and relatively little bandwidth. Cost: Calling costs were quite high across the WAN. This was especially true of data calls in support of asynchronous communications, as connect times are long even though data volumes tend to be low.

The organization can provide the following support and training aids to foster the emergence, survival, and effectiveness of spontaneous conversational groups: 1. Quick and easy access to an online meeting medium 2. A purpose recognized as important and interesting 3. Unwavering focus on that purpose 4. A founding core group of participants 5. Agreement about presence or absence of a leader 6. Regular input by the core group 7. Room for informal relationship building 8. Internal critique of the process and content 9. Consideration for the convenience of fellow participants 10. Attention to keeping messages as brief as possible 11. Agreement about whether or not to include copies of previous messages in all responses Factors such as the following inhibit spontaneous groups from forming or surviving: 1. Red tape that slows initiation of the group 2. Lack of agreement on what the conversation is about 3. Rules too strict to attract participation 4. Too many participants 5. No sense of ownership by participants 6. Failure to affect the organization 7. Poor email management by participants 8. Disregard for the convenience or feelings of others

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