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Telecom Extreme Transformation: The Road to a Digital Service Provider [Hardback]

(Technical University Of Munich, Germany), ,
  • Formāts: Hardback, 250 pages, height x width: 234x156 mm, weight: 639 g, 174 Illustrations, color
  • Izdošanas datums: 29-Jul-2021
  • Izdevniecība: CRC Press
  • ISBN-10: 0367750139
  • ISBN-13: 9780367750138
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Telecom Extreme Transformation: The Road to a Digital Service ProviderPalielināt
  • Formāts: Hardback, 250 pages, height x width: 234x156 mm, weight: 639 g, 174 Illustrations, color
  • Izdošanas datums: 29-Jul-2021
  • Izdevniecība: CRC Press
  • ISBN-10: 0367750139
  • ISBN-13: 9780367750138
Citas grāmatas par šo tēmu:
Permanent link: https://www.kriso.lv/db/9780367750138.html
Keywords:
"The next wave of telecommunication and service provider transformations will be very different, we call it extreme transformation, in that the communication service providers (CSP) have to become a Digital Service Provider (DSP) to stay relevant. In theDSP world the customers are not just "human beings", but it also includes billions of sensors and IoT devices that will be revolutionizing digital lifestyle with relevant content enabled by data mining, and leading to decision making, and entertainment. for CSPs, to stay relevant, they must compete, not only with differentiation in network reliability for quad-play connectivity services, but also must move up the value chain, and to transform to become a Customer-Centric DSP for digital services. The extreme transformation from a CSP to a DSP status is what we are covering in this book"--

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.

Preface iii
1 Introduction
1(9)
1.1 About The Authors
1(1)
1.2 Who Will Benefit From This Book?
1(1)
1.3 How This Book Is Organized
2(1)
1.4 Future of Telecom
3(3)
1.5 The Road to a "Digital Service Provider" Status
6(4)
2 Preparation for Transformation
10(41)
2.1 Introduction
10(3)
2.2 Transforming CSP--Why to Transform
13(12)
2.3 Transforming CSP--Scope of Transformation
25(1)
2.4 Transforming CSP: Best-In-Industry Practices
26(11)
2.4.1 The Concept-Of-One (BII-Co 1): Do It Once, Do It Right, and Use It Everywhere
28(2)
2.4.2 The Concept-of-Zero (BII-CoO): When One is Not Enough
30(2)
2.4.3 The Concept of None (BII-CoN)
32(1)
2.4.4 Database of Record (BII-DBOR)
32(1)
2.4.5 Ask Your Self (BII-ASY)
32(1)
2.4.6 Outage Management (BII-OM)
33(1)
2.4.7 Communication, Command, and Control Process (BII-3CP)
34(1)
2.4.8 Closed-Loop Performance Management System (BH-Integrated Dashboard)
35(1)
2.4.9 War Room-Cross-Organizational Issue Resolution (BII-WR)
35(1)
2.4.10 Restore First, and Repair Next (BII-Restore & Repair)
36(1)
2.5 Tools for Transformation
37(1)
2.5.1 T-Plan/Q-Plan
37(1)
2.5.2 Zero-Based Workforce Model (BII-Zero-Based Workforce)
37(1)
2.5.3 ETE Service-level CAPEX Unit Cost/Platform Unit Cost
38(1)
2.6 Service Disaster Recovery (BII-SDR)
38(1)
2.7 Transforming CSP--Accountability, Goal Setting
39(1)
2.8 Transforming CSPs--Setting Transformation Targets
40(2)
2.9 Transforming CSP--The Network/Process
42(1)
2.10 Transforming CSP--Security
42(1)
2.11 Transforming CSP--Operations Discipline (BII-OD)
43(1)
2.12 Transforming CSP--Transformation Culture (BII-TC)
44(1)
2.13 Transforming CSP--Investment Monetization
45(1)
2.14 Transforming CSP--Business Case for Transformation
45(1)
2.15 Transforming CSP--Transformation Team
46(1)
2.16 Transforming CSP--High-level Steps & Time Line
46(2)
2.17 Transforming CSPs--Lessons Learned
48(3)
3 Assessment of the Present Mode of Operation (PMO)
51(35)
3.1 PMO: Introduction
51(2)
3.2 PMO: ETE Services to be Assessed
53(1)
3.3 PMO: ETE Service/Network Performance
54(23)
3.3.1 Assessment of Customer-Facing (QoE) Dashboards
56(1)
3.3.1.1 Overall Assessment of Real-time QoE
57(6)
3.3.1.2 Assessment of Network Domain for QoE
63(5)
3.3.1.3 Access/Aggregation Network Assessment
68(1)
3.3.1.4 Content Network & IXP Assessment
69(1)
3.3.1.5 Network and Users Security Assessment
70(1)
3.3.2 Assessment of Network-Facing Dashboards
70(1)
3.3.2.1 Assessment of CSP Competitive Dashboard
70(2)
3.3.2.2 Assessment of CSP Executive Dashboard
72(1)
3.3.2.3 Assessment of CSP Operations Management Dashboard
73(1)
3.3.2.4 Assessment of CSP Working-level Dashboard
73(2)
3.3.2.5 Assessment of Dashboard Drill-down Capability
75(1)
3.3.3 PMO: Assessment of Network & OSSs/BSSs Architecture
75(2)
3.4 PMO: Assessment of CAPEX Unit Cost
77(3)
3.5 PMO: Assessment of OPEX Unit Cost
80(2)
3.6 PMO: Overall Gap Closure
82(4)
4 FMO: The Network & Systems
86(117)
4.1 FMO: Introduction
86(1)
4.2 FMO: Vision & Targets
86(10)
4.2.1 Revenue/New Service Target
88(1)
4.2.2 Bandwidth Target
89(1)
4.2.3 QoE Driven Network Performance Target
89(4)
4.2.4 CAPEX Target
93(2)
4.2.5 OPEX Target
95(1)
4.3 FMO Typical Services
96(1)
4.4 FMO: Assessment of Available Network Technology Performance
97(3)
4.5 FMO: Design-Objectives to Guide the Transformation
100(10)
4.5.1 FMO: Design Objectives for Network & Service Transformation
100(4)
4.5.2 FMO: Design Objectives for Process & OSSs/BSSs Transformation
104(4)
4.5.3 FMO: Design Objectives for Network Operations Transformation
108(1)
4.5.4 FMO: Design Objectives for Organization Transformation
109(1)
4.5.5 FMO: Design Objectives for Cultural Transformation
109(1)
4.6 FMO Network Architecture
110(93)
4.6.1 BII Survivable Network Architecture
111(3)
4.6.2 DSP FMO Conceptual Architecture
114(3)
4.6.3 DSP FMO Functional Architecture
117(3)
4.6.3.1 Unified Transport (uTransport)
120(7)
4.6.3.2 Unified Core (uCore)
127(7)
4.6.3.3 Unified IP Service Aggregation (uSAG)
134(5)
4.6.3.4 Unified Access Network (uAccess)
139(6)
4.6.3.5 Wireless (future release Volume II)
145(3)
4.6.3.6 WiFi Offload
148(3)
4.6.3.7 IPTV
151(6)
4.6.3.8 Over-The-Top Streaming (OTT)
157(5)
4.6.3.9 SoIP Platform
162(5)
4.6.3.10 Unified Data Centers
167(10)
4.6.3.11 Unified Support Infrastructure
177(4)
4.6.4 FMO ETE Connectivity Architecture
181(1)
4.6.4.1 FMO Network Connectivity Architecture
182(3)
4.6.4.2 FMO Service Connectivity Architecture
185(3)
4.6.4.3 FMO QoE Probe Architecture
188(5)
4.6.4.4 FMO Standard Node Architecture
193(1)
4.6.5 FMO: The Processes/OSSs/BSSs
193(1)
4.6.5.1 FMO DSP Processes--Preview
194(1)
4.6.5.2 FMO Service Creation Processes--Preview
194(1)
4.6.5.3 Service and Technology Introduction Process (Water Fall)--Preview
195(1)
4.6.5.4 Capacity Planning and Deployment Process--Preview
195(6)
4.6.5.5 FMO Customer engagement: Marketing & Contracting Processes--(future release Volume II)
201(1)
4.6.5.6 FMO Customer Buy Processes-- (future release Volume II)
201(1)
4.6.5.7 FMO Customer Use Processes--(future release Volume II)
201(1)
4.6.5.8 FMO Customer Care process--(future release Volume II)
201(1)
4.6.5.9 FMO Maintenance Process--(future release Volume II)
201(1)
4.6.5.10 FMO Pay & Financial Processes-- (future release Volume II)
202(1)
4.6.5.11 FMO DSP Systems
202(1)
5 FMO Integrated & Real-time Dashboards
203(8)
5.1 Unified QoE Dashboard
204(2)
5.2 Competitive Dashboard
206(1)
5.3 Executive Dashboard (IBM Business Analytics for telcos, 2010)
206(1)
5.4 Operations Managers & Working Level Dashboard
207(4)
6 FMO: Operations-Network & Services
211(2)
7 FMO: The Regulatory
213(3)
8 FMO: The Transition Mode of Operations
216(20)
8.1 The T-Plan for Bridging to the FMO
216(1)
8.2 Transition Mode of Operation 1
217(6)
8.3 Transition Mode of Operation 2
223(2)
8.4 Transition Mode of Operation 3
225(5)
8.5 Transition Mode of Operation 4
230(3)
8.6 Transition Mode of Operation 5
233(3)
9 Conclusion
236(2)
10 Appendix
238(6)
11 References
244(3)
Index 247
Kaveh Hushyar: Former Chief Engineering Officer of AT&T. Cross industry leader in Transformation. MS Industrial Engineering from Stanford University, California.

Harald Braun: Former President and CEO of Aviat Networks, Inc., and the President and CEO of Siemens Networks LLC. Engineering degree in Telecommunications from the University in Aachen/ Germany. Prominent standards influencer and spokesman in the telecommunications industry and recognized as one of Americas "Top 100 Voices of the IP Communications Industry" by Internet Telephony magazine. Serial High-Tech Entrepreneur in the Digital Economy.

Hossein Eslambolchi: Former Chief Transformation Officer and president, CIO, CTO of AT&T--- with more than 1400 registered patents, 2017 Ellis Island Medal of Honor, Thomas Alva Edison Prestigious NJ inventor Hall of Fame, Info World Global Top 25 CTO award in 2005: PhD in Electrical Engineering from San Diego State University