How to get more out of the network?

HOW TO GET MORE OUT OF THE NETWORK?

MARTIN GEDDES FOUNDER & PRINCIPAL MARTIN GEDDES CONSULTING LTD

2

Dr Neil Davies

NETWORK PERFORMANCE SCIENCE

Peter Thompson Martin Geddes

04 March 2015 © Martin Geddes Consulting Ltd

Predictable Network Solutions Ltd

3 3


REASONS TO BELIEVE

Regulator Asked us for scientific advice on “network neutrality”.

Telcos Call us when they can't resolve their network performance problems.

UK ISP We designed the world’s first quality assured ISP.

Others We do “exotic” work for people like the UK government, US DoD, CERN.


What should I do?

Why? Why? Why?

1 2 3 4 5 6 7 How?

Common operator questions

Presentation contents

5


HOW TO GET MORE OUT OF THE NETWORK? 5

Measure performance

hazards

Model performance

hazards

Manipulate performance

hazards

Create an organisational & technical system to manage performance hazards

of networks running in saturation.

6 MEASURE

Multi-point distributions of packet loss and delay


7 MODEL

Method to decide: where to compute,

when to communicate?

8 MANIPULATE

10-6 106 100 103 10-3

Core Gap! SDN

Capacity planning


TIMESCALE OF TRADE (SECONDS)

Access

Provisioning

Gap!


What should I do?

Why? Cost Why? Why?

1 2 3 4 5 6 7 How?



10 10


Well-run UK public sector network that wants to run voice

over IP.

This data shows how standard capacity

management metrics fall short.


What should I do?

Why? Why? Revenue Why?

1 2 3 4 5 6 7 How?



12

June 2009 - V 0.4

UNASSURED

ASSURED

90% of load has low variability, so worth much more to the user and

you can charge more for it!

REVENUE OPPORTUNITY


Remaining 10% useful for things like

backups with extremely low cost

structure


What should I do?

Why? Why? Why? Legitimacy

1 2 3 4 5 6 7 How?



04/03/2015 | ©2014 Martin Geddes Consulting Ltd

You are managing your engineering hazards by turning

them into fiscal hazards:

However, they are not substitutable in the way that you assume.

The impact of these hazards maturing

is a crisis of legitimacy with customers, regulators and investors.

“We can just pay the performance SLA breach penalty!”


What should I do?

Why? Why? Why?

1 2 3 4 5 6 7 How?



16 16


1 How can we differentiate from OTT providers based on our network?

17 17


Access to (and control over)

network trades

1 How can we differentiate from OTT providers based on our network?

18 FOR INSTANCE…


40-100x cost saving possible

for bulk data delivery

19 19


2 Is it possible to exploit services based on different QoS?

20 20


2 Is it possible to exploit services based on different QoS?

Yes!

21 5 CLASS ‘POLYSERVICE’ MODEL

HAS RATIONAL ECONOMICS

Su

pe

rio

r St

an

da

rd

Su

pe

rior

Stan

da

rd

Economy

Su

pe

rio

r St

an

da

rd

Su

pe

rior

Stan

da

rd

Economy

Su

pe

rio

r St

an

da

rd

Su

pe

rior

Stan

da

rd

Economy

Drives capacity planning cost

(primary service)

Drives resilience & redundancy capacity

planning cost

Drives revenue

22 22


3 What kinds of future communication services should we be anticipating?

23 23


3 What kinds of future communication services should we be anticipating?

Wrong question!

24


SO WHAT IS THE RIGHT QUESTION?

How can we make our service delivery model

antifragile? (Answer: 5 class polyservice network.)

25 25


4 Could we enable better, cheaper, easier communication services by exploiting unique network assets?

26 26


4 Could we enable better, cheaper, easier communication services by exploiting unique network assets?

Yes! Learn how to run networks in saturation

(and maintain QoE)

27


CREATE SERVICE ASSURANCE

28 28


5 What would be the most valuable asset a network operator could use to enable new communication experiences?

29 29


5 What would be the most valuable asset a network operator could use to enable new communication experiences?

Consulting Quality Performance

Engineer

30


This person performs the same job as a Consulting Structural Engineer for a dam by managing failure hazards using a mature & scientific engineering process. They are

ultimately answerable to the public for the performance and safety of the structure (via a professional body). Network

operators should appoint a “chief quality officer” to integrate and redesign all the relevant biz processes.

31 31


6 What would be a unique network asset that could make a specific telco the partner of choice for digital partners?

32 32


6 What would be a unique network asset that could make a specific telco the partner of choice for digital partners?

Fitness-for-purpose: Eliminate performance

hazard risk and cost

33 QUANTITATIVE QUALITY CONTRACT


NOT OK

OK

We need a demand-attentive model to better service our partners. This requires a mathematical “language” express their need. This lets us contract

network supply to meet that application demand.

34 34


7 Could software enable us to offer existing communication services in a cheaper more flexible way?

35 35


7 Could software enable us to offer existing communication services in a cheaper more flexible way?

Yes! Exploit the trading space (like SDN does) but at all timescales.

36 EXAMPLE: VIDEO STREAMING


UNMANAGED MANAGED


What should I do?

Why? Why? Why?

1 2 3 4 5 6 7 Common operator questions


How?

38 COMMON OPERATOR ASSUMPTIONS


38

Asset-centric Service-centric

Locally optimise core & access

Globally optimise end-to-end

Sweat assets: cost reduction

Create value: revenue generation

Your current assumption Our suggested alternative

39 BUSINESS OPPORTUNITIES


• Better customer experience – Eliminate extreme QoE risk and churn

• Lower cost – Avoid waste on infeasible projects – Safely exploit growth ‘headroom’ to save capex – Simplify operational complexity to lower opex

• New revenue – Quality-assured data transport products – Differentiate via demand-aware networks (“SDN++”)

40 WHERE’S THE MONEY?


40

Call detail records

Service delivery records

41


TO ACHIEVE THIS YOU NEED… 41

Wetware Software Hardware

NEW ‘THINKWARE’

42 (THE ANSWER IS NOT A BOX)


42

43 THE PERFORMANCE PROBLEM DOMAIN


TIMESCALE

SKILLSET

BUSINESS PROCESS

44 WHERE TO BEGIN?


Start here!

45 HOW WE CAN HELP YOU


Pilot project

NETWORK PERFORMANCE

SCIENCE CENTRE OF EXCELLENCE

(cross-functional; delivers training, processes, tools)

Education + consulting Core curriculum,

tool chain, algebra, mechanisms

Skill

s tr

ansf

er t

o

refa

cto

r ea

ch p

roce

ss

Industrialise to opcos

1. Fault isolation 2. Capacity planning 3. Performance variation

management

Performance-related business processes

Help vendors

46 FIRST STEPS: SCOPING PHASE

To launch this project, we need an initial scoping phase with the following steps: 1. Specify pilot project and selection criteria. 2. Identify potential pilot projects. 3. Support leaders of potential pilots in developing a proposition. 4. Jointly evaluate and select pilot. 5. Identify roles and individuals for temporary team. 6. Scope next phase: training, skills transfer and project execution

processes.

47 |47

Thank you The secret of success is to know something nobody else knows. ―Aristotle Onassis

Martin Geddes [email protected]

Date post:	16-Jul-2015
Category:	Business
Upload:	martin-geddes
View:	339 times
Download:	0 times

How to get more out of the network?

Business