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SDN 1Alessandro Colombo
Mattia Giustacchini
Filippo Falconi
Diletta Miori
Alessandro Olivaris
Marcello Corrado Salati
Project
Big Switch
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HP project
Investing in new product development
and expanding the product catalog arethe most difficult things to do in hard times,
and also among the most important
(Bill Hewlett and David Packard)
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Our HP case
Case 1Medium enterprise 2-tier Datacenter SDN based
in a timeframe of 5 years:
Company scenario: labsforallis a medium companyfocused on hosting of complex IT environment dedicated to
new Network Function software validation. The companyhas to manage manually segregation and flexibility on DC
network and a lot of unplanned network downtime. Allaccess and core devices were installed one year ago and
only 50% of access and all core devices are Openflowcapable.
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Our HP case
Source: Hp
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TCO analysis
Qualitative analysis
Behavioural
Pre-screening of the sector
Assumptions and initialconsiderations
Quantitative analysis
Excel model (customizableinput data). Focus on:
Downtime
Flexibility
IRR and ROI analysis
Other TCO indicators
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Key discriminant factors leading to the SDN
Time To Market
Usage Intensity
Cost of Downtime
Delay and Jitter
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Before starting
Industries assumptions
TraditionalSolutions
TypicalHourly Cost
of Downtime
Weekly Business Hours
YearlyBusiness
Hours
EmployeeCost per
HourHours(per day)
Workingdays (per
week)
BrokerageService
4,76 9 5 2.340 22,26
Energy 2,06 24 7 8.736 25,91
Telecom 1,47 24 7 8.736 21,10
Manufacturing 1,18 8 6 2.496 18,03
Retail 0,81 8 6 2.496 12,35
Healthcare 0,47 24 7 8.736 17,94
Media 0,07 24 7 8.736 23,95
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Time To MarketIT has become inert, it is just another cost of doing businessNicholas Carr
SDNservice
facilitator
Reduction of timeto market
Loweropportunity
costs
First moveradvantage
Mature markets where thecompetition is high and it ismainly based on thecompetitive services offering
The SDN may even gobeyond this, providing anedge over competitors
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Usage Intensity More a consideration than a discriminant variable
Starting from the assumption that a network infrastructure
is already present, this behavioral indicators aim is onlyto justify the investment
Total yearly businesshours
Brokerage Service 2,340
Energy 8,736
Telecom 8,736
Manufacturing 2,496
Retail 2,496
Healthcare 8,736
Media 8,736
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Cost of Downtime Downtimerefers to the periods when a system is unavailable.
Downtime or outage duration refers to a period of time in which a system
fails to provide or perform its primary function. Reliability, availability,recovery, and unavailability are related concepts.
Source: Soundgardas Source: Network Computing, the Meta Group and Contingency Planning Research;
Vision Solution
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Delay & Jitter
(Long) delay: amount of time it takes for a bit to betransmitted from the source to the destination.
Jitter (or delay variability): delay that varies overtime.
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Delay & Jitter
The acceptable parameters for applicationperformance, defined by SLAs, are often challenged bynetwork congestion, particularly in live media (ex.streaming, online gaming, voice over IP andvideoconferencing) which are affected more by longdelay and jitter.
SDN applications could monitor network health(byanalyzing metrics like link utilization, switch queue depths,application flow delay, jitter and packet loss) andempower the network whenever it risks to fall out its SLAs.In case network cannot meet the SLAs, an alert could besent to optimize subsequent data center operations.
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Industries consideredBrokerage
Service
Energy
Maufacturing
RetailHealthCare
Media
Telecom
BrokerageService
Energy
HealthCare
Media
Telecom
Manufacturing
Retail
Services Industries
Production Industries
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Brokerage Services
Competition in the brokerage industry isgrowing rapidly, thanks to:
o elimination of the traditionalrestriction against banking activities
o the disappear of the entry barriers
o technological advances
Unbundling the Offerings: The Old Guard vs. the New Wave
Source: Booz-Allen & Hamilton
Time to market
Downtime
Cost of dowtime/h (Million )
Brokerage services 4.76
Source: Network Computing, the Meta Group and Contingency Planning Research;Vision Solution
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Energy
Time to market
o Oligopoly market
o
Change in the regulamentationof the sector in the 1996, whichaim was to liberalize the market
Decrease of the barriers to entry +
ENEL not monopolist in the sector
anymoreContribution of the biggest company to energy production in Italy(2011)
Source: FIRE Federazione Italiana per luso Razionale dellEnergia
Cost of dowtime/h (Million )
Energy 2.06
Downtime
Usage intensity
Total business h/year
Energy 8,736
Source: Network Computing, the Meta Group and Contingency Planning Research;Vision Solution
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Telecommunication
o High Concentration
o Mature Market
o Price War competition
Time to market
Downtime
Cost of downtime/h (Million )
Telecom 1.47
Usage intensity
Total business h/year
Telecom 8,736
Delay and Jitter
o Importance of providing a reliable,
fast and invariant service
o Reduce at best bottlenecks
Source: Network Computing, the Meta Group and Contingency Planning Research;Vision Solution
Source: sole24ore ottobre 2013
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Retail
o Mature market
o Lower opportunity to develop
o Less loyal customer
o High competition
o Moving toward the globalsourcing
Time to Market
Source: Pwc 2014
Total retail: a real opportunity beyond
the multicanality.
The growth of digital channel completelychanged the behaviors and the
consumers needs with respect to
suppliers and distributors.
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Healthcare
Usage Intensity
o Big market that produce ahuge amount of data
o Increasing relevance of on
time data updating
o Need for constant uptime,
efficiency and flexibility
o Need of cost savings
Total business h/year
Healthcare 8,736
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Media
o High concentration
o High entry barriers
Price competition
o Last changes: internet, digital TV,smartphone, globalization,customization of mediaservices
Time to market
Usage intensitySource: Market revolution
Total business h/year
Media 8,736
Delay and jitter
o Importance of providing a reliable,
fast and invariant service
o Reduce at best bottlenecks
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Manufacturing
?
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IndustriesSDN indicators matrix
Time toMarket
UsageIntensity
Downtime Delay andJitter
Brokerage
Energy
Telecom
Manufacturing
Retail
Healthcare
Media
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The Model
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Simplifications No rack, cabling, cooling & space costs considered in detail
No computational and storage components
No decommissioning costs evaluations
Service layer components out of scope (firewall, Load
Balancer, ..)
Noc & Soc assurance: 15 FTE
Noc & Soc delivery: 10 FTE
Engineering: 5 FTE
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Assumptions
Migration cost as setup cost of the whole SDN structure
Option 1: setup cost minus 30% of controller and related components
cost
Option 2: 1styear equal; 2ndyear included the remaining 30%
Migration cost: 4 persons for the SDN installation (3 months)
Migration activities are assumed to be done during normal
working hours
Reskilling costs: 2000 per person per week
Time of reskilling hours: 5 hours, 5 days, 3 weeks
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Assumptions
Business hours are used to calculate Total revenues perhour
Estimated % of human errors solve by SDN: 55%Source: Cost-Unconscious: Denying the True Cost of Network Downtime, Tim Hebert, 2008
Time of implementation of new components which allowimplementation of new services:
TRADITIONAL: 8 h per day, 10 days, 5 persons
SDN: 8h per day, 4 days, 5 persons
Number of services implemented per year: 1
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Hypothesis
Input hypothesis in order to compare the industries:
Whole system reliability: 0,999
Number of personnel: 200
Yearly revenues: 20.000.000
Downtime penalty: 80.000 per hour
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Input
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Legenda
Red values: must be inserted in INPUT SHEETSby the users
Green values: are those that change according to
the sector
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Input cost
Type Input costs Category CurrentSolution Proposed (SDN)solution
Year 0 Year 0 Year 1
OPEX Unplanned downtime Facility Management 776.524 776.524 349.436
OPEX Extra-costs opex (due to flexibility) Facility Management 173.275 173.275 69.310
CAPEX Access Hardware acquisition (tor) Hardware 350.355,15 350.355,15 200.202,94
CAPEX Core hardware acquisition Hardware 292.205,88 292.205,88
OPEX Access Hardware Mainteinance Hardware 50.039,71 50.039,71 28.594,12
OPEX Core hardware Mainteinance Hardware 56.532,35 56.532,35
CAPEX Total Infrastructure Set-up cost Personnel 428.912 428.912 3.088
CAPEX Reskilling development team Personnel 16.950
CAPEX Reskilling delivery team Personnel 47.325
OPEX Noc&Soc Assurance Personnel 1.050.000 1.050.000 770.000
OPEX Noc&Soc Delivery Personnel 700.000 700.000 420.000
OPEX Engineering Personnel 350.000 350.000 350.000
CAPEX Software management IMC Software 11.029,41 11.029,41 11.029,41
CAPEX SDN controller solution of acquisition Software 7.352,94
OPEX Software management IMC mainteinance Software 4.411,76 4.411,76 4.411,76
OPEX SDN controller solution mainteinance Software 2.941,18
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Downtime
Current Reliability Current Proposed (SDN)
Whole system reliability 0,999 0,999
Total percentage of outtage 0,001 0,001
Total hours of outtage per day (estimate) 0,024 0,024
% of human errors solved by SDN 55%Total hours of outtage per year (estimate) 9 4,05
Personnel uncovered cost Current Proposed (SDN)
N of personnel 200 200
Number of hours of outtage 9 4,05
Estimated percentage of personnelaffected
90% 90%
Average employee cost per hour 21,10 21,10
Total cost (moltiplication) 37.980 17.091
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Downtime
Revenue opportunity cost (Residuals) Current Proposed (SDN)
Gross yearly revenue 20.000.000 20.000.000
Total yearly business hours 8.736 8.736
Total Revenues per hour 2.289 2.289
Estimated percentage of revenues
affected90% 90%
Downtime hours 9 4,05
Total opportunity cost 18.544 8.345
Penalty Current Proposed (SDN)
Cost per hour 80.000 80.000
Number of hours of outtage 9 4,05
Total penalties costs 720.000 324.000
Current Proposed (SDN)
Total
Downtime
Savings
Total Downtime 776.523,96 349.435,78 427.088
Total Downtime per hour 86.280,44 86.280,44
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Flexibility
Cost of a service implementation Current Proposed (SDN)Time of implementation (hours) 80 32
Cost per hour 21,10 21,10
N of people affected 5 5
Personnel costs 8.440 3.376
Revenue opportunity cost Current Proposed (SDN)
Gross yearly revenue 20.000.000 20.000.000
Total yearly business hours 8.736 8.736
Total Revenues per hour 2.289 2.289
Estimated percentage of revenues affected 90% 90%
Time of outtage 80 32
Total opportunity cost 164.835 65.934
CurrentProposed
(SDN)
Total
Flexibility
Savings
Total costs of the flexibility
infrastructure
173.275 69.310 103.965
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Other costs
Migration CurrentProposed
(SDN)
Personnel needed 4 4
Time ofimplementation
2160 2160
Cost per hour 50 50
Total migration 432.000 432.000
SDN controller 3.088
Total migration cost 428.912 432.000
Reskilling costs
Total cost for reskilling perperson
6.000
Development team 2
Total reskilling for dev. Team 12.000
Service Team (NOC) 5Total reskilling costs for NOC 30.000
Labor opportunity costs
Time of reskilling Hrs 75
Cost per hour 33
Development Team 2
Total labor cost for reskilling 4.950
Service Team (NOC) 7Total labor cost for reskilling 17.325
Personnel CurrentProposed
(SDN)
Cost per year 70.000 70.000
Noc & Soc -Assurance
15 11
Total assurance 1.050.000 770.000
Noc & Soc - Delivery 10 6
Total delivery 700.000 420.000
Engineering 5 5
Total engineering 350.000 350.000
SDN specific costs
Personnel costs Migration costs
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Scenario
Lifecycle 5 Interest rate 7%
0 1 2 3 4 5
Option 1 (current) 2013 2014 2015 2016 2017 2018 Total
Total CAPEX Current 1.082.502 - - - - - 1.082.502
Hardware 642.561 - - - - - 642.561
Software 11.029 - - - - - 11.029
Facility Management - - - - - - -
Personnel 428.912 - - - - - 428.912
Total OPEX Current 3.160.783 3.054.211 3.054.211 3.160.783 3.054.211 3.054.211 18.538.409
Hardware 106.572 106.572 213.144Software 4.412 4.412 4.412 4.412 4.412 4.412 26.471
Facility Management 949.799 949.799 949.799 949.799 949.799 949.799 5.698.795
Personnel 2.100.000 2.100.000 2.100.000 2.100.000 2.100.000 2.100.000 12.600.000
Total Current 4.243.285 3.054.211 3.054.211 3.160.783 3.054.211 3.054.211 19.620.912
Option 2 (proposed SDN)
Total CAPEX Proposed (SDN) 1.082.502 285.949 - - - - 1.368.451
Hardware 642.561 200.203 - - - - 842.764
Software 11.029 18.382 - - - - 29.412
Facility Management - - - - - - -
Personnel 428.912 67.363 - - - - 496.275
Total OPEX Proposed (SDN) 3.160.783 1.994.693 1.966.099 2.072.671 1.994.693 1.966.099 13.155.037
Hardware 106.572 28.594 106.572 28.594 270.332
Software 4.412 7.353 7.353 7.353 7.353 7.353 41.176
Facility Management 949.799 418.746 418.746 418.746 418.746 418.746 3.043.528
Personnel 2.100.000 1.540.000 1.540.000 1.540.000 1.540.000 1.540.000 9.800.000
Total Proposed (SDN) 4.243.285 2.280.641 1.966.099 2.072.671 1.994.693 1.966.099 14.523.488
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Cash flow statement
Cash Flow Statement
2013 2014 2015 2016 2017 2018
Cash flow (Savings/Losses betweenoptions)
- 773.569 1.088.112 1.088.112 1.059.518 1.088.112
Cumulative Savings (losses) - 773.569 1.861.682 2.949.794 4.009.312 5.097.424
ROI 0,00% 56,53% 136,04% 215,56% 292,98% 372,50%
NPV - 722.962 950.399 888.224 808.301 775.809
Total NPV 4.145.695
Actualized costs/savings and IRR
2013 2014 2015 2016 2017 2018 Total
Actualized costsCurrent solution
4.243.285 2.854.403 2.667.666 2.580.140 2.330.043 2.177.610 16.853.147
Actualized costsProposed (SDN)
solution
4.243.285 2.131.441 1.717.267 1.691.917 1.521.742 1.401.801 12.707.452
Actualized savings - 722.962 950.399 888.224 808.301 775.809 4.145.695
IRR 70%
Five years Usage Based TCOTCO per
business hourTCO per hour
Current Solution 386 386
Proposed (SDN) solution 291 291
Savings per business hour 95 95
% Savings/TCO Current 24,60% 24,60%
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TCO comparisonCumulative savings graphs
-500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
4,500,000
2013 2014 2015 2016 2017 2018
TCO Comparison
Total Current
Total Proposed (SDN)
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
2013 2014 2015 2016 2017 2018
-
773,569
1,861,682
2,949,794
4,009,312
5,097,424
Cumulative Savings (losses)
Cumulative
Savings
(losses)
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Actualized costs/savings and ROI graphs
0%
100%
200%
300%400%
2013 2014 2015 2016 2017 2018
0.00%
56.53%
136.04%
215.56%
292.98%
372.50%ROI
ROI
-
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
14,000,000
16,000,000
18,000,000
2013 2014 2015 2016 2017 2018 Total
Actualized Costs/Savings
Actualized costs Current solution
Actualized costs Proposed (SDN)
solution
Actualized savings
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Qualitative and Quantitative advantage graph
Qualitative advantage:0-5 represents how many relevant qualitative indicators (Time To Market,Usage Intensity, Cost of Downtime, Delay and Jitter) have been identified for the sector or the firm (Customized)Cost Advantage: % actualized savings/ actualized TCO current
0
1
2
3
4
5
22% 23% 24% 25% 26% 27% 28%
Qu
alitativeAdvantage
Quantitative Advantage
Qualitative and Quantitative Advantage
Brokerage Service
Energy
Telecom
Manufacturing
Retail
HealthCare
Media
Customized
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Conclusions
In the provided Web hosting firm case, there is a clear TCOadvantage in completing the implementation of the infrastructure,so adopting the SDN.
For our case and for each of the considered industries, theoutcome of the TCO model highlights that SDN is able to bring arelevant cost advantage (between 20% and 30%)
However it becomes even more relevant in those sectors in which itaffects the qualitative indicators or even better brings an importantcompetitive advantage. Thus besides the cost advantage there
are different reasons linked to different industries features, whichshould lead to the adoption of SDN
Interesting is to notice that sectors, in the Qualitative andQuantitative Advantagegraph, tend to be clustered confirmingour hypothesis of differentiating production industries and serviceindustries for what regards the adoption of SDN
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References
o Brokerage service competition - Booz-Allen & Hamilton 2007. strategy-business.com/article/8926?pg=all
o Energy competition - FIRE Federazione Italiana per luso Razionale dellEnergia 2014.fire-italia.it/caricapagine.asp?target=elettricita/attori.asp
o Telecommunication competitionTelecom e Vodafone perdono quote nella telefonia mobile in Italia,Andrea Biondi, Ottobre 2013.ilsole24ore.com/art/impresa-e-territori/2013-10-02/telecom-vodafone-perdono-quote-120403.shtml?uuid=AbIxeZiI
o Retail competition: Retail & Consumer, PWC, 2013 pwc.com/it/it/industries/retail-consumer/index.jhtml
o Media competition: 10 motivi per essere ottimisti sul futuro del mercato dei media in Italia, Stefano Russo,2013 marketrevolution.it/10-motivi-per-essere-ottimisti-sul-futuro-del-mercato-dei-media-in-italia/
o Downtime structure calculation - Assessing the Financial Impact of Downtime, Vision Solution, 2008.strategiccompanies.com/pdfs/Assessing%20the%20Financial%20Impact%20of%20Downtime.pdf
o Human errors estimated in an IT Datacenter - Cost-Unconscious: Denying the True Cost of NetworkDowntime, Tim Hebert, 2008. changingminds.org/articles/articles08/cost-unconscious.htm
o Human errors estimated in an IT Datacenter - Addressing the Leading Root Causes of Downtime, EmersonNetwork Power, 2010. emersonnetworkpower.com/en-US/Brands/Liebert/Documents/White%20Papers/data-center-best-practice_24656-R10-10.pdf
o Estimation of penalty per hour - The Cost of Downtime, Deepak Kanwar, 2013.blog.zenoss.com/2013/06/the-cost-of-downtime
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