Telecom Extreme Transformation: The Road to a Digital Service Provider

Description

Telecommunication companies deliver digital bits to the customers for a fee. There are two kinds of bits: "fast and faster dumb bits" which is capital intensive with low margins, and "intelligent bits" with additional content component and with higher margin. Traditional Communication Service Providers (CSPs) have gone through transformation after transformation over the past several decades. All past transformations have had one thing in common, that is the delivery of faster dumb bits, leveraging the technology evolution from analog to digital, to wireless, to IP. The next wave of transformations will be very different, we call it extreme transformation, in that the CSPs have to become a Digital Service Provider (DSP) to stay relevant. In the DSP world, with billions of sensors and IoT devices, digital lifestyle will be enabled by data mining and analytics, leading to decision making, and entertainment. The extreme transformation from a CSP to a DSP status is covered in this book, specifically: Redefinition of the offerings of "connectivity services" to "digital services"; unification of legacy redundant networks into one; Redefinition of the measurements to customer-centric QoE for all digital and connectivity services; the Best-in-Industry processes and practices to ensure a sustainable network performance at a competitively operational efficiency; a Service-over-IP (SoIP) platform to enable the introduction of unified new services with a time-to-market urgency; the regulatory arrangement for content purification, to liberalize CSPs to become DSPs; an architecture for data mining and analytics; and a migration plan from a CSP to a DSP status. The book is recommended for telecom and digital service professionals planning to embark on transformational projects; telecom and technology equipment manufacturers to help with product development for a DSP status; institutional investors to evaluate and establish their investment decisions; telecom management consultants to help with a solid benchmark for transformation engagement; university students, majoring in telecommunication and technology products as a guide for career planning. Cover Title Page Copyright Page Preface Acknowledgement Table of Contents 1. Introduction 1.1 About The Authors 1.2 Who Will Benefit From This Book? 1.3 How This Book Is Organized 1.4 Future of Telecom 1.5 The Road to a “Digital Service Provider” Status 2. Preparation for Transformation 2.1 Introduction 2.2 Transforming CSP—Why to Transform 2.3 Transforming CSP—Scope of Transformation 2.4 Transforming CSP: Best-In-Industry Practices 2.4.1 The Concept-Of-One (BII-Co1): Do It Once, Do It Right, and Use It Everywhere 2.4.2 The Concept-of-Zero (BII-Co0): When One is Not Enough 2.4.3 The Concept of None (BII-CoN) 2.4.4 Database of Record (BII-DBOR) 2.4.5 Ask Your Self (BII-ASY) 2.4.6 Outage Management (BII-OM) 2.4.7 Communication, Command, and Control Process (BII-3CP) 2.4.8 Closed-Loop Performance Management System (BII-Integrated Dashboard) 2.4.9 War Room-Cross-Organizational Issue Resolution (BII-WR) 2.4.10 Restore First, and Repair Next (BII-Restore & Repair) 2.5 Tools for Transformation 2.5.1 T-Plan/Q-Plan 2.5.2 Zero-Based Workforce Model (BII-Zero-Based Workforce) 2.5.3 ETE Service-level CAPEX Unit Cost/Platform Unit Cost 2.6 Service Disaster Recovery (BII-SDR) 2.7 Transforming CSP—Accountability, Goal Setting 2.8 Transforming CSPs—Setting Transformation Targets 2.9 Transforming CSP—The Network/Process 2.10 Transforming CSP—Security 2.11 Transforming CSP—Operations Discipline (BII-OD) 2.12 Transforming CSP—Transformation Culture (BII-TC) 2.13 Transforming CSP—Investment Monetization 2.14 Transforming CSP—Business Case for Transformation 2.15 Transforming CSP—Transformation Team 2.16 Transforming CSP—High-level Steps & Time Line 2.17 Transforming CSPs—Lessons Learned 3. Assessment of the Present Mode of Operation (PMO) 3.1 PMO: Introduction 3.2 PMO: ETE Services to be Assessed 3.3 PMO: ETE Service/Network Performance 3.3.1 Assessment of Customer-Facing (QoE) Dashboards 3.3.1.1 Overall Assessment of Real-time QoE 3.3.1.2 Assessment of Network Domain for QoE 3.3.1.3 Access/Aggregation Network Assessment 3.3.1.4 Content Network & IXP Assessment 3.3.1.5 Network and Users Security Assessment 3.3.2 Assessment of Network-Facing Dashboards 3.3.2.1 Assessment of CSP Competitive Dashboard 3.3.2.2 Assessment of CSP Executive Dashboard 3.3.2.3 Assessment of CSP Operations Management Dashboard 3.3.2.4 Assessment of CSP Working-level Dashboard 3.3.2.5 Assessment of Dashboard Drill-down Capability 3.3.3 PMO: Assessment of Network & OSSs/BSSs Architecture 3.4 PMO: Assessment of CAPEX Unit Cost 3.5 PMO: Assessment of OPEX Unit Cost 3.6 PMO: Overall Gap Closure 4. FMO: The Network & Systems 4.1 FMO: Introduction 4.2 FMO: Vision & Targets 4.2.1 Revenue/New Service Target 4.2.2 Bandwidth Target 4.2.3 QoE Driven Network Performance Target 4.2.4 CAPEX Target 4.2.5 OPEX Target 4.3 FMO Typical Services 4.4 FMO: Assessment of Available Network Technology Performance 4.5 FMO: Design-Objectives to Guide the Transformation 4.5.1 FMO: Design Objectives for Network & Service Transformation 4.5.2 FMO: Design Objectives for Process & OSSs/BSSs Transformation 4.5.3 FMO: Design Objectives for Network Operations Transformation 4.5.4 FMO: Design Objectives for Organization Transformation 4.5.5 FMO: Design Objectives for Cultural Transformation 4.6 FMO Network Architecture 4.6.1 BII Survivable Network Architecture 4.6.2 DSP FMO Conceptual Architecture 4.6.3 DSP FMO Functional Architecture 4.6.3.1 Unified Transport (uTransport) 4.6.3.2 Unified Core (uCore) 4.6.3.3 Unified IP Service Aggregation (uSAG) 4.6.3.4 Unified Access Network (uAccess) 4.6.3.5 Wireless (future release Volume II) 4.6.3.6 WiFi Offload 4.6.3.7 IPTV 4.6.3.8 Over-The-Top Streaming (OTT) 4.6.3.9 SoIP Platform 4.6.3.10 Unified Data Centers 4.6.3.11 Unified Support Infrastructure 4.6.4 FMO ETE Connectivity Architecture 4.6.4.1 FMO Network Connectivity Architecture 4.6.4.2 FMO Service Connectivity Architecture 4.6.4.3 FMO QoE Probe Architecture 4.6.4.4 FMO Standard Node Architecture 4.6.5 FMO: The Processes/OSSs/BSSs 4.6.5.1 FMO DSP Processes—Preview 4.6.5.2 FMO Service Creation Processes—Preview 4.6.5.3 Service and Technology Introduction Process (Water Fall)—Preview 4.6.5.4 Capacity Planning and Deployment Process—Preview 4.6.5.5 FMO Customer engagement: Marketing & Contracting Processes—(future release Volume II) 4.6.5.6 FMO Customer Buy Processes— (future release Volume II) 4.6.5.7 FMO Customer Use Processes— (future release Volume II) 4.6.5.8 FMO Customer Care process— (future release Volume II) 4.6.5.9 FMO Maintenance Process—(future release Volume II) 4.6.5.10 FMO Pay & Financial Processes— (future release Volume II) 4.6.5.11 FMO DSP Systems 5. FMO Integrated & Real-time Dashboards 5.1 Unified QoE Dashboard 5.2 Competitive Dashboard 5.3 Executive Dashboard (IBM Business Analytics for telcos, 2010) 5.4 Operations Managers & Working Level Dashboard 6. FMO: Operations-Network & Services 7. FMO: The Regulatory 8. FMO: The Transition Mode of Operations 8.1 The T-Plan for Bridging to the FMO 8.2 Transition Mode of Operation 1 8.3 Transition Mode of Operation 2 8.4 Transition Mode of Operation 3 8.5 Transition Mode of Operation 4 8.6 Transition Mode of Operation 5 9. Conclusion 10. Appendix 11. References Index