JDSU Global Services Consulting Practices Michael Pritz.

JDSU Global Services

Consulting Practices

Michael Pritz

© 2008 JDSU. All rights reserved. JDSU CONFIDENTIAL & PROPRIETARY INFORMATION2

Webinar Agenda

Operators’ Challenges Operational Model and Process Re-engineering (OPR) Practice

– Practice Overview

– Practice Notes

Network Planning, Design and Optimization (NPO) Practice– Practice Overview

– Practice Notes

Questions


Operations– New operating units and services in unfamiliar markets

– Optimization of operational models and upgrading of processes and procedures to reduce expenses while maintaining service quality

– Customer expectation management

• Internal SLO’s for new and existing services

• External SLA’s for business class customers

• Requires integration of service assurance

Engineering– New services or technologies requiring network redesign or upgrades

– Massive bandwidth requirements

– Network security, content protection

– Complexity in content delivery

– Pressure on CapEx and OpEx

• Diminished equipment upgrade cycles

Critical Pain Points


Impacts on Future Business and Profitability

Instability from the operational complexity of managing many different technology platforms

Delays in the introduction and turn-up of new services Unnecessarily high operational costs, affecting investment in

new technologies and service Slow or no response in the event of service affecting issues Inaccurate billing Non-competitive network architectures Inefficient and costly mistakes in network design Performance issues due to poorly designed networks

Net ResultCustomer churn due to dissatisfaction


Webinar Agenda



– Practice Notes


– Practice Notes

Questions


Operational Model & Process Re-Engineering Practice

The OPR Practice works with operators to develop and enhance– the operational architectures and models underlying the deployment of

services

– the processes and procedures implemented by network operations to support the delivery of services

The Values Provided by the OPR Practice Include– Reducing the operator’s time to market for the introduction of new services

– Enhancing the operator’s ability to anticipate and avoid service impacting issues

– Enhancing the operator’s ability to respond quickly to issues when they occur

– Increasing customer retention and loyalty

Independent agent with deep subject matter expertise


OPR Areas of Focus

Fulfillment Assurance BillingNetwork and Service Design

Customer Relationship Management

Resource Management and Operations

Service Management and Operations

SellingSelling

Order HandlingOrder Handling

Retention and LoyaltyRetention and Loyalty

QoS/SLA Objectives

QoS/SLA Objectives

Invoicing & Collections

Management


Management

Service Configuration


Inbound Calls/Outbound Customer Mgmt


Operational Architecture


Fault Management

Fault Management

Performance Management


Service Turn-Up and Activation


Service Assurance

Service Assurance

Service and Specific Instance

Rating


Rating

Resource Provisioning and

Allocation


Allocation Resource Data Collection, Analysis and ControlResource Data Collection, Analysis and Control

Operational ModelOperational Model

Network Architecture and

Design


Design

Network Optimization


SLA ManagementSLA Management

SLO ManagementSLO Management


OPR Deliverables

Operational Architecture– Delineates the elements of the network and operational support system

infrastructure

• Including network elements used by the service and OSS systems used to manage the service.

– Delineates the alarm, performance monitoring, service performance and other information collected by the systems.

Operational Model– Defines the flow of alarm, performance monitoring and service performance

information

• from the network to regional and corporate systems– Defines the roles and responsibilities of regional and corporate operational

personnel to respond to the information


OPR Deliverables

Processes and Procedures– Defines industry best practices at the regional and corporate levels for

delivering a reliable, high quality service• Including meeting SLO and SLA objectives

– Swim lanes with roles/responsibilities & hand-off


OPR Engagement Model

Model/Outline ReviewOperational

Requirements Review

Operational Requirements/Processes and Procedures

Operational Model/Operational Architecture

Information Collection

• OPR consultants integrated as part of the operations team- Project manager acts as SPC for client

• Engage with corporate stakeholders and corporate and regional operations• Integration with and use of client processes

• Substantial on-site presence throughout engagement• Ensure all stakeholders engaged and informed throughout process • Client reviews at key points• Incorporate industry best practices• Change management for inevitable scope changes• JDSU Account Manager kept tightly in the loop- However, designed to not be time consuming for AM

Project Kickoff


Webinar Agenda



– Practice Notes


– Practice Notes

Questions


Customer A: PRI Voice Trunks over EthernetOperator’s Challenges

1. Launching of Voice Trunk service for medium sized businesses

2. Delivering “Business Class” QoS and QoE compared to existing voice line offerings

3. Coping with differences in regional access architecture, network monitoring and support.

4. Fighting the “Throw-Over-the-Wall” mentality and getting the operation groups ready for the launch

5. Making service ready for the launch in 4 months


Customer A: PRI Voice Trunks over EthernetAssignment Summary

1. In-depth cross-functional audit

2. Operations Support Model Multi-Tiered Ops Support Model building upon existing support structure

for fiber-based services. Roles/Responsibilities and Escalation Paths for all organizations.

3. Tools/Monitoring/SA Strategy Accelerate and augment deployment of existing tools for monitoring fiber-

based services.

4. Analysis and handling procedure of system traps for all new NEs.

5. High level trouble management processes.


Customer A: PRI Voice Trunks over EthernetJDSU Solution – Alarm Collection Architecture

Fiber

Commercial MetroRing

Demarc

Softswitch

CLEC(PSTN)

Regional Network Operations Center

NMS

Gateway SNMP Traps

DistributionHub

Access GatewayPBX

Customer PremiseCustomer Premise

PRI/DS1

Ethernet

Customer LAN

Managed Switch

SIP/VoIP

Comm

NMS

Corporate Network Operations Center

In-band Communication /Non-

RedundantPath

NMS

Divisional Network Operations Center

Regional Office

Ethernet

Router/Switch


Customer A: PRI Voice Trunks over EthernetJDSU Solution – H.L. Customer Call Handling Process

Tech Support

Region andDivisional NOC

Voice Ops

Field Ops

Corporate NOC

Alarm CollectedFor analysis

Ticket Closed- Informthe customer

Issues escalated GNOC initiates a repair

Sectionalizes problemand escalates

Problem fixed?

Sectionalizes Problem, initiates a repair,Escalates to vendor if needed

Sectionalizes Problem and initiates a repair

Dispatch and initiates a repair

Joint coordination

yes

yes

NoN

o

No For Voice problem yes

Reports development required

M&P Needs to be developed

Potential SBC or Switch problem

Problem fixed?

ANo for Local problem

A

Regional CO

Investigates Ticketand initiates a repair

Sectionalizes Problem and initiates a repair

If potential regional network problem

Customer calls Tech Support- Ticket is opened

Cu

rren

t w

ith

lin

e 1

Line 1

Customer reaches Tech support through IVR

Problem fixed?


Customer A: PRI Voice Trunks over EthernetCustomer Results

New service launched on-time with full operational requirements, including– Definition of roles and responsibilities of corporate, regional and divisional

operations personnel– Definition of the alarm and performance monitoring information collected

from the service elements by corporate, regional and divisional operations support systems

– Processes for responding to alarm and performance information– Entry criteria that must be met by a division before the launch of service


Customer B: Cell Tower BackhaulOperator Challenges

Operator deploying Service Assurance for performance monitoring and testing for Cell Tower Backhaul services– TDM and Ethernet based services

Challenge is to ensure service quality and reliability through integration of SAS with the key systems and processes in corporate and in the regions used to provide backhaul service– Integrate SAS with the operator’s operations environment, developing

detailed processes and procedures for using and applying SAS in support and services day-to-day activities

• Includes the roles and responsibilities of the national and regional operations teams

– Develop operational requirements for service-wide fault and performance management

Additionally, the operator must develop operational requirements for service-wide fault and performance management


Customer B: Cell Tower BackhaulAssignment Summary

Integration of SAS with the operations environment requires– Developing an understanding of the existing operations environment for

deploying Cell Tower Backhaul service

– Auditing the operational requirements for the service

• Centered on performing an audit for each of the equipment types in the access, ring and mobile switching center

• Ensure the completeness of the alarms and performance monitoring information collected for each network element and forwarded to the TWC fault management system

– Developing performance monitoring and test and trouble shooting methodologies employing industry-leading best practices to maximize the effectiveness of the SAS solution


Customer B: Cell Tower BackhaulDeliverables

Operations Environment– Document the integration of the Service Assurance Solution into the existing

operations environment for the operator’s Cell Tower Backhaul service at both the regional and national levels

Operational Requirements– Document service-wide fault and performance management for the access,

metro ring and MSC-located equipment for the Cell Tower Backhaul service

Operational Processes and Procedures– Document the processes and procedures for using the SAS’s features and

capabilities, and integrate the newly developed processes into already existing procedures

– This will include the regional and corporate division of responsibilities


Customer B: Cell Tower BackhaulResults

Maximize the impact from deployment of the Service Assurance Solution for TDM and Ethernet services– Centralized Ethernet and TDM performance monitoring and testing

Speed time-to-market by employing industry experts with deep cable expertise and experience as well as a thorough and current understanding of Ethernet & CTBH services– Deliver a set of models and process flows that can be used as a base-

line for the integration of the SAS in other regions.

Minimize the use of the operator’s resources, enabling those resources to stay focused on currently assigned high priority tasks and day-to-day operations

Improve operational budget forecast for initial launch and future expansion by providing a fixed price for development of operational model and process flows.


Webinar Agenda



– Practice Notes


– Practice Notes

Questions


Network Planning, Design and Optimization Practice

The NPO Practice works with operators to architect, design and optimize the operator’s optical transport networks– Backbone, core metro and access network

The values provided by the NPO practice include– Reducing initial investment for the deployment of new network infrastructure

– Avoiding costly network redesigns and re-engineering

– Increasing efficiency of deployed network infrastructure, and extending the life of the operator’s investment

– Reducing the operator’s time to market for the introduction of new services

– Optimizing the operator’s CapEx and OpEx investment


NPO Services

Backbone, Core Metro and Access Networks– Network planning, design, implementation and cost-performance

optimization

– Wavelength routing and channel planning

– Maintenance and reliability requirements

– Quantitative analysis, including the impact of broadband access and video offerings on Core Metro Network capacity requirement and evolution

Staging Lab and FOA– Architecture and design, test plans, automation

Triple Play Services– Planning, design, analysis of dynamic relationships between services

Next Generation Technology Assessment– CapEx and OpEx impact, retrofit with legacy systems, upgrade costs and

operations


NPDO Areas of Focus

Fulfillment Assurance BillingNetwork and Service Design

Customer Relationship Management

Resource Management and Operations

Service Management and Operations

SellingSelling

Order HandlingOrder Handling

Retention and LoyaltyRetention and Loyalty

QoS/SLA Objectives

QoS/SLA Objectives


Management


Management







Fault Management

Fault Management





Service Assurance

Service Assurance


Rating


Rating


Allocation


Allocation Resource Data Collection, Analysis and ControlResource Data Collection, Analysis and Control

Operational ModelOperational Model


Design


Design



SLA ManagementSLA Management

SLO ManagementSLO Management


NPO Top-Down vs. Bottom-Up Analysis

Top-down Evaluation of Service Delivery Platform:– Market and customers requirements– Service providers drivers for architecture changes and network

transformation– The dynamics, changes and evolution in service delivery and the network

required to supported it.

Bottom-up & Model-based Analysis: – Build a realistic network and services delivery model(s) for each case

studies– Conduct cost-performance trade off analysis to arrive to the optimal solution– Apply various scenarios to test for scalability, reliability and stability– This work would be major input to customers’ business case, validate or

modify existing business case– JDSU could extend this and offer a complete and fact based business case.– Tools to automate analysis


Webinar Agenda



– Practice Notes


– Practice Notes

Questions


Need to optimize cost and performance with ROADM technology No planning or design tools for non-blocking wavelength routing Need Scalable Metro/Core architecture to meet 100 Mbps per

subscriber service offering Last Mile Architecture: GPON evolution to 10 Gbps per PON vs.

CWDM/DWDM in the outside plants

Customer C: Metro/Core Agile Optical ArchitectureOperator Challenges


Customer C: Metro/Core Agile Optical ArchitectureAssignment Summary

Used operator’s Metro and Core Network topology and demands to analyze cost and operational impact of Optical Node with ROADM in network:– Routed demands according to network topology

– Conducted statistical analysis for adequate samples size

– Used cost/price of “building blocks” instead of “system” to minimize uncertainties resulting from cumulative margin, packaged and arbitrary pricing.

– Established realistic reference model to evaluate current and future technology introduction and deployment scenarios

Typical industry approach was limited to:– Node to Node (box-to-box) comparison

– Simple DWDM ring

– Cost averaging


Customer C: Metro/Core Agile Optical ArchitectureAssignment Summary

Research was mainly focused on Routing and Wavelength Assignment (RWA), and may not apply:– Unrealistic demand assumptions

– Hypothetical network topologies and node connectivity

– Unit Cost/Price are normalized and in some cases for non existing products

– Cost averaging

– Objectives typically oriented toward finding blocking probability and wavelength conversion cost.


Developed a Practical Approach to Cost-Performance Optimization for Optical Path Routing– Wavelength Routing Model to evaluate impact on costs and complexity

– ROADM node design and configuration options

Statistical Model to quantify optical network properties against operator specification

Calculated relative cost of Metro/Core optical network Proposed GPON access model and cost analysis for next phase

Customer C: Metro/Core Agile Optical ArchitectureJDSU Solution


Operator launched video services over FTTH architecture– Linear video delivered via format to traditional cable TV architecture

– VOD is delivered using a IPTV format

As Video subscribers have grown to large numbers, the number of customer calls regarding IP Video based services has increased to high levels

– Video quality problems e.g. pixilation

– transactions quality and resiliency issues e.g. VOD program order lost

Issues span organizational responsibilities

Suspected technical issues included:– Limited performance monitoring, Network COS issues IP and transport

network performance, VOD Server capacity and traffic management issues, Content quality, Video operational methods and procedures

Customer D : VOD Service Improvement ProgramOperator’s Challenges


Customer D: VOD Service Improvement Program Assignment Summary

Deliver a correlated root cause analysis focused across the VOD network and operational systems

Synchronizing the correlated root cause with support systems and network test equipment

Deliver on an appropriately architected VOD management solution and process


Customer D: FIOS VOD Service Improvement Program Assignment Summary

Identify “the top line” root causes Cross operational boundaries Cost and time efficient

Prove root causes through field testing Relate root cause symptoms to video and audio

impairments Provide a remediation strategy

Identify required VOD support systems M&Ps and solutions as necessary to ensure delivery of a

high quality VOD service


Customer D: VOD Service Improvement Program VOD Network Architecture

Connect Manager

Application Server

VOD ServerSeaChange

VideoBackbone

FromSHE

Cisco6509

Cisco6509

FW4500

Juniper/GWRouter

VHO

FW4500

SONETDWDMNetwork

FW4500

HUB

MetroSONETDWDMNetwork

FW4500

GESONET

EDFA

VSO

OLT

VODHSI

VoIP

Analog Video

Digital Video

1310 nm1490 nm

1550 nm

.

.

.

ONT

Video


Customer D: VOD Service Improvement Program JDSU Solution

Detailed analysis of network reliability and resiliency– Primary video headend to secondary video headend video delivery issues:

• Not a primary issue– Secondary headend to hub to video serving office :

• Transport L1/2: IP/SONET, IP/DWDM, MSPP, SONET rings, etc.• L3 protocol• Network elements/ports redundancy: fail over etc.• Server interface to network element redundancy• EMS support

– Video serving office to OLT• Redundancy• Bandwidth

– OLT to ONT:• APON, BPON or GPON• Average sub per OLT• Committed data rate (see next slides for access study model)


Customer D: VOD Service Improvement Program Proposed Data gathering and Analysis Architecture For VOD

GW/Router

OLT ONT

VOD Middleware

OpticalTerm

OpticalTerm

OpticalTerm

OpticalTerm

VOD Transaction & Activity Log

ActivityReports

RG

RoutersEMS

TransportEMS

GW/RouterEMS

Subscribers ActivityDatabase

Access & RGEMS

JDSU InterimData Analysis &

Correlation Engine


Webinar Agenda



– Practice Notes


– Practice Notes

Questions


Thank-You visit www.jdsu.com for more information

Service Assurance Solutions

JDSU Global Services Consulting Practices Michael Pritz.

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