ngn strategies and services canto 2006 punta cana, june 19 2006 raman krishnan detecon inc. reston,...
TRANSCRIPT
NGN Strategies and Services
CANTO 2006
Punta Cana, June 19 2006
Raman Krishnan
Detecon Inc.
Reston, VA
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Content
NGN Lifecycle Management3.
NGN Services4.
NGN & Value Proposition2.
Telecom Market Dynamics1.
Migration Strategies5.
Case Studies6.
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The technology-driven breakup of the telecom value chain will lead to a segmentation of the telecom business model.
Call handling Signaling & IN
TDM-Transport
Call handling Signaling & IN
TDM-Transport
CPS, Call-by-Call,VAS
IP-based Control
IP-Transport
(IP-) Applications
Yesterday‘s Monopoly
Today‘s Monolith
Tomorrow‘s Disintegration
Liberalization/ De-
Regulation
open interfaceproprietary interface
Carrier has control of the entire PSTN
There is only one business model
Carrier defines the business model
Carrier controls (customer) access and control layer
Competitor restricted to reselling and wholesale
Business model defined by price competition
The network is split into three independent layers with IP as the common protocol and open interfaces between layers
Different entities may operate in all layers
Separate business models emerge for sales, service and access/transport
open interface
SalesCo
NetCo
ServCo
NG
NN
GIA
Value AddedServices
New Business Paradigm
NGN
1. Telecom Market DynamicsTechnology driven break-up of the value chain
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1.1 CTO Intelligence
A technology radar is created to identify, categorize, and prioritize emerging technologies with business relevance. NGN features prominently on the CTO dashboard ...
NGN
What is NGN?- New Technology?
Why NGN ?Competitive advantage?Reduce cost?
How?• What is the migration path?
When?• Schedule• Time to Market
CTO
Can NGN be ignored?
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2. NGN and Value Proposition
IMS
IP (GRX / CRX)
Cable CDMA
ApplicationPlane
ControlPlane
TransportPlane
AggregationPlane
AccessPlane DSLAM / FTTH
ATM, SDH, Ethernet
Policies / Resource & Admission Control
Customer Equipment
PEP
PEP
PEP
PEP
Ap
plic
ati
on
1
Ap
plic
ati
on
2
Ap
plic
ati
on
3
Ap
plic
ati
on
…
Ap
plic
ati
on
…
Ap
plic
ati
on
…
Non
-Voic
e
Voic
e
iDEN WiMAX FLO / DVB-H
HSS / AAAxGSN / Mobile IP NASS / RACS
Service Enablers
…SDP
Ap
plic
ati
on
…
Ap
plic
ati
on
…
Ap
plic
ati
on
…
MVNO
MMS LBS OTA PresenceSMS IVR Content
Optimization
Service Delivery Platform
…SDP
NG
OS
S - O
pe
ratio
n &
Ma
inte
na
nc
e P
rov
isio
nin
g B
illing
CR
M
(w)VoIPUMA IPTV Converged
Device
Connected Appliances
Network APIsPARLAY OSA
Access agnostic call control and service delivery
Standards-based architecture and interface definition Reduced vendor dependency
Open and standards-based service creation environment Enhanced features at lower cost and with
faster deployment
– e.g. user preference, profiling, and PBX-type voice calling
Customized feature bundles
– e.g. Call offering based on location and presence
Personalized feature control for end user
Convergence opportunity Service: voice, data, video, streaming,
and IM
Network: wireline and wireless
Technology: fixed and mobile
Value Proposition
Why NGN matters...
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2.1 Telecommunication Network Transformation
As strong drivers transform the telecom business model, CTO‘s are facing significant challenges; Implications of the transformation of a Legacy Network towards NGN
Impact of Network Transformation
Services & Applications
Services, Switching, Network Mgmt.
Transmission / Transport
Legacy Network Model NGN Model
Call / Session Control
Transport & Connectivity
Open Protocols e.g.. Parlay, OSA, JAIN
Open Protocols e.g.. SIP, MGCP, H.248
Net
wo
rk M
anag
emen
t,B
usi
nes
s su
pp
ort
laye
r,
enab
ling
cap
abili
ties
Business model must be reviewed and adjusted
Operations and business processes must be changed
Organization structure must be adapted
Human resources profile must be adjusted
PSTN Data PLMN
Move to NGN:from a vertically layeredto a horizontally layerednetwork architecture
Drivers of Network Transformation
Market/Customers■ Strong Competition in the
Telecom market Place
Services■ Trend towards converged
services■ Integrated Services (Quadruple
Play)■ Differentiated Services
Technology■ Obsolescence of TDM
Technology■ Open Architectures■ New Access Technologies■ New Terminal Devices
Platforms/Production
■ Limited growth with legacy NW■ Increased OPEX for legacy NW■ Emerging Vendors
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3. NGN Lifecycle Management
Analysis of Existing Network
1
Formulation of NGN based
services2
Definition of NGN Blueprint
3
NGN Business Plan
4
Organization and Human
Resource Competence5
Data Collection of Legacy NetworkData Collection of Legacy Network
Analysis of Proposed NGN
System
Gap Analysis
Best Practices
Organizational Design
Competence Model and Analysis
Organizational Analysis
Transformation Management
CAPEX/OPEX Analysis
Business Case Scenarios
Investment Policy & Financial Evaluation
Risk Assessment & Sensitivity Analysis
Demand Forecast for NGN Services
Gap Analysis b/w Legacy and NGN
Services
Strategy for NGN Transformation
Timeline for Transformation
Key Functional Elements
Transformation Scenarios
Numbering System
Deployment Plan
Implementation via RfP, Vendor Selection, Project Management
Introduction of NGN services demands due diligence and a well defined set of processes
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4. NGN Services
Analyze Current, Planned, and Future Telecommunications Services for the NGN infrastructure
3rd Stage Clustering
2nd Stage Clustering
1st Stage Clustering
Core Services
Audio-Visual
Data
Audio
Visual
Telephony Telephone Conference VoIP (e.g. Skype) Audio Streaming Audio on Demand/ Download
Transport QoS PSTN Access Web Portal
Presence IT Capabilities 3rd Party Delivery
Sensory Interfaces Transport Predictability
Predictability & Broadcast
Network Services
ITBiling, Security..
Web Page Video Supervision Web Camera
Video Phone Video Phone Conference Video on-Demand Video Download Video Sharing
Data on Demand Data Sharing Data Streaming/ Broadcasting Data Conferencing(Gaming)
IPTV
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Overlapping services with non-tradional Carriers Price wars in voice and data business Emergence of low-cost service providers (e.g. Skype)
Willingness to switch to provider with best bundle Uncertain if carriers can provide reliable TV/Video Increasing demand for service integration
Growing Competition Changing Customer Behaviour
Selection of future proven broadband network topology for IPTV
High Capex of technology investments Content availability, acquisition costs,
security, liability Regulatory challenges
Differentiation through content selection and service features/functionaliities
Utilization of expertise in OSS/BSS to quickly add new services and features
Partnering with cellular provider to offer 4Play and/or with other players to strengthen market position
4.1 Internet Protocol TeleVision (IPTV) ServiceWhat is driving and inhibiting a Carrier’s success with IPTV?
New risks New opportunities
New pricing models for service bundless (communication combined with multiple subscription, rent or buy options)
Changing content distribution windows and fees
New home and access network capabilities to support higher bandwidth, multiple service QoS
New content delivery mechanisms, coding/decoding, etc.
Changing Business Models Technological Innovations
IPTV:GoOr
No Go?
A robust NGN architecture will help realize the IPTV service…
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5. Migration Strategies
Identify Migration Paths that achieve Business objectives
Consider renewed Business Models Controlled Introduction of NGN Technology
can help
Deploy an NGN network in parallel with the existing traditional switched network
Create Overlay NGN Network… But is Expensive and cumbersome to run two networks Can accommodate demand for new services without
disturbing existing network New customers on NGN Platform and existing customers
could be migrated over time
Replace legacy Network Elements(NEs) with NGN NEs Consider NEs at the end of their serviceable life Network requires careful planning in the short-term but ... Benefit of converged network can be reaped in the long-term Mix of „old“ and „New“ equipment demands careful
management
Se
rvic
es
Infrastructure
Today
NGN Enabled
Migration Paths
Overlay Strategy (Revolutionary)
Replace Strategy (Evolutionary)
How to Manage Migration?
Mig
ratio
n P
ath
Legacy NGN
Le
ga
cy
Ne
w
Add Services, Extend Footprint
Merge OSS/BSS,
Migrate Customers
PerceivedVALUE
to customer
Market PRICEActual COST
V CValue > Price > Cost Equation
Perceived VALUE to Customer
Market PRICEActual COST to Supply Service
Success = V > P > CMajor Success = V > P >> CSuccess = V > P > CMajor Success = V > P >> C
V P C
Migration Strategy must encapsulate business drivers in order to minimize risks and maximize returns
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5.1 NGN Migration Approach
No Single Universal Strategy to optimize the migration process. Specific Infrastructure and Business Needs have to be considered…
Scenario 1 Operator with Wireline and
Wireless Business Wants to secure and expand fixed line revenues Intense Competition from MSO and VoIP providers Considerations of lifecycle and maintenance cost Wireline Migration may start ahead of wireless...
Scenario 3 MVNO Could focus on specific
business functions and yet utilize NGN technology to deliver services
Focus on Content, Applications, Services, and CRM functions Outsource other functions/layers to „Best of Breed“ Operators
Interoperability with existing Network Elements
e.g. Billing and O&M
Compatibility with existing services
e.g. Push-To-Talk
Flexibility for future growth
Capability of CPE
End-to-End QoS
Security
Emergency Communications
Network Manageability
Factors to Consider
Wireline(TDM)
Wireless(2/3 G)
Wireline(NGN)
Wireless(2/3 G)
ConvergedWireline & Wireless
(NGN)
Scenario 2 Fixed Mobile Convergence
Operator FMC operators can justify more widespread NGN deployment relative to Mobile-only players Can strike the right balance between telco-centric and internet-centric services
KPI Defin
ition?
Regulatory Impact?
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Strategic Network Planning and Optimization
6. Case Study – NGN initiatives
Measurable results with respective top-line and bottom-line impacts are the unique benefits...
NGN Design, Planning and
Implementation
Design and Planning of a NGN Network
Measurable Return-on-investment (ROI) on invested project budget!
Evaluation of the customer allocation and the estimated traffic profiles
Planning of the capacity and the positioning of the switches
Evaluation of the technology Execution of the tender, evaluation of suppliers
and proposals, recommendation
Service Provider in EuropeLarge Operator in Latin America
So
luti
on
Ch
all
en
ge
s
Planning of a nationwide NGN Assuring the tender Evaluation of the bids and selection of
the provider
Reduced Operating Expenses Improved Network Management via
centralized OSS and BSS
Be
ne
fits
Design and Planning of MPLS Core Network QoS Definitions MPLS Deployment Strategies End-to-End demand matrix for NGN services
So
luti
on
Ch
all
en
ge
s
Need for a single multi-service network Flexible and future-proof Improved availability Scalability for future growth in IP traffic
Higher Availability, network performance Faster time to market and cost optimized NW Efficient Planning, Optimization, & operational
processes Optimal & cost efficient NGN design Redcued OPEX by $1M per year
Be
ne
fits
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Q & A
Thank You
For Further Information, Contact:Raman KrishnanDirector, Detecon Inc.Reston, VAEmail : [email protected]: 703-480-0815