Michael Pritz

1. JDSU Global Services Consulting Practices Michael Pritz

2. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

3. Critical Pain Points • Operations • New operating units and services in unfamiliar markets • Optimization of operational models and upgrading of processes and procedures to reduce expenses while maintaining service quality • Customer expectation management • Internal SLO’s for new and existing services • External SLA’s for business class customers • Requires integration of service assurance • Engineering • New services or technologies requiring network redesign or upgrades • Massive bandwidth requirements • Network security, content protection • Complexity in content delivery • Pressure on CapEx and OpEx • Diminished equipment upgrade cycles

4. Impacts on Future Business and Profitability • Instability from the operational complexity of managing many different technology platforms • Delays in the introduction and turn-up of new services • Unnecessarily high operational costs, affecting investment in new technologies and service • Slow or no response in the event of service affecting issues • Inaccurate billing • Non-competitive network architectures • Inefficient and costly mistakes in network design • Performance issues due to poorly designed networks Net Result Customer churn due to dissatisfaction

5. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

6. Operational Model & Process Re-Engineering Practice The OPR Practice works with operators to develop and enhance the operational architectures and models underlying the deployment of services the processes and procedures implemented by network operations to support the delivery of services The Values Provided by the OPR Practice Include Reducing the operator’s time to market for the introduction of new services Enhancing the operator’s ability to anticipate and avoid service impacting issues Enhancing the operator’s ability to respond quickly to issues when they occur Increasing customer retention and loyalty Independent agent with deep subject matter expertise

7. OPR Areas of Focus Network and Service Design Fulfillment Assurance Billing Customer Relationship Management Inbound Calls/Outbound Customer Mgmt Selling Invoicing & Collections Management QoS/SLA Objectives Order Handling Retention and Loyalty Service Management and Operations Service Assurance Operational Architecture Service Configuration SLO Management Service and Specific Instance Rating Operational Model Service Turn-Up and Activation SLA Management Resource Management and Operations Fault Management Network Architecture and Design Performance Management Resource Provisioning and Allocation Network Optimization Resource Data Collection, Analysis and Control

8. OPR Deliverables • Operational Architecture • Delineates the elements of the network and operational support system infrastructure • Including network elements used by the service and OSS systems used to manage the service. • Delineates the alarm, performance monitoring, service performance and other information collected by the systems. • Operational Model • Defines the flow of alarm, performance monitoring and service performance information • from the network to regional and corporate systems • Defines the roles and responsibilities of regional and corporate operational personnel to respond to the information

9. OPR Deliverables • Processes and Procedures • Defines industry best practices at the regional and corporate levels for delivering a reliable, high quality service • Including meeting SLO and SLA objectives • Swim lanes with roles/responsibilities & hand-off

10. OPR Engagement Model • Substantial on-site presence throughout engagement • Ensure all stakeholders engaged and informed throughout process • Client reviews at key points • Incorporate industry best practices • Change management for inevitable scope changes • JDSU Account Manager kept tightly in the loop • However, designed to not be time consuming for AM Project Kickoff Information Collection Operational Model/ Operational Architecture Operational Requirements/ Processes and Procedures • OPR consultants integrated as part of the operations team • Project manager acts as SPC for client • Engage with corporate stakeholders and corporate and regional operations • Integration with and use of client processes Model/Outline Review Operational Requirements Review

11. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

12. Customer A: PRI Voice Trunks over EthernetOperator’s Challenges • Launching of Voice Trunk service for medium sized businesses • Delivering “Business Class” QoS and QoE compared to existing voice line offerings • Coping with differences in regional access architecture, network monitoring and support. • Fighting the “Throw-Over-the-Wall” mentality and getting the operation groups ready for the launch • Making service ready for the launch in 4 months

13. Customer A: PRI Voice Trunks over EthernetAssignment Summary • In-depth cross-functional audit • Operations Support Model • Multi-Tiered Ops Support Model building upon existing support structure for fiber-based services. • Roles/Responsibilities and Escalation Paths for all organizations. • Tools/Monitoring/SA Strategy • Accelerate and augment deployment of existing tools for monitoring fiber-based services. • Analysis and handling procedure of system traps for all new NEs. • High level trouble management processes.

14. Customer LAN Comm CLEC (PSTN) Customer A: PRI Voice Trunks over EthernetJDSU Solution – Alarm Collection Architecture NMS Regional Office Corporate Network Operations Center Softswitch NMS Gateway SNMP Traps Divisional Network Operations Center Regional Network Operations Center NMS Commercial Metro Ring Distribution Hub Router/Switch Customer Premise Access Gateway Ethernet PBX Fiber Ethernet Managed Switch Demarc In-band Communication /Non-Redundant Path PRI/DS1 SIP/VoIP

15. Customer A: PRI Voice Trunks over EthernetJDSU Solution – H.L. Customer Call Handling Process A A Investigates Ticket and initiates a repair Issues escalated GNOC initiates a repair Region and Divisional NOC Current with line 1 Alarm Collected For analysis Potential SBC or Switch problem Customer calls Tech Support- Ticket is opened Line 1 Ticket Closed- Informthe customer No Sectionalizes Problem and initiates a repair Problem fixed? yes Tech Support Customer reaches Tech support through IVR If potential regional network problem No Joint coordination Field Ops Problem fixed? Dispatch and initiates a repair yes Sectionalizes Problem and initiates a repair Regional CO Sectionalizes problem and escalates Corporate NOC No For Voice problem yes Voice Ops Sectionalizes Problem, initiates a repair, Escalates to vendor if needed Problem fixed? Reports development required No for Local problem M&P Needs to be developed

16. Customer A: PRI Voice Trunks over EthernetCustomer Results • New service launched on-time with full operational requirements, including • Definition of roles and responsibilities of corporate, regional and divisional operations personnel • Definition of the alarm and performance monitoring information collected from the service elements by corporate, regional and divisional operations support systems • Processes for responding to alarm and performance information • Entry criteria that must be met by a division before the launch of service

17. Customer B: Cell Tower BackhaulOperator Challenges Operator deploying Service Assurance for performance monitoring and testing for Cell Tower Backhaul services TDM and Ethernet based services Challenge is to ensure service quality and reliability through integration of SAS with the key systems and processes in corporate and in the regions used to provide backhaul service Integrate SAS with the operator’s operations environment, developing detailed processes and procedures for using and applying SAS in support and services day-to-day activities Includes the roles and responsibilities of the national and regional operations teams Develop operational requirements for service-wide fault and performance management Additionally, the operator must develop operational requirements for service-wide fault and performance management

18. Customer B: Cell Tower BackhaulAssignment Summary Integration of SAS with the operations environment requires Developing an understanding of the existing operations environment for deploying Cell Tower Backhaul service Auditing the operational requirements for the service Centered on performing an audit for each of the equipment types in the access, ring and mobile switching center Ensure the completeness of the alarms and performance monitoring information collected for each network element and forwarded to the TWC fault management system Developing performance monitoring and test and trouble shooting methodologies employing industry-leading best practices to maximize the effectiveness of the SAS solution

19. Customer B: Cell Tower BackhaulDeliverables Operations Environment Document the integration of the Service Assurance Solution into the existing operations environment for the operator’s Cell Tower Backhaul service at both the regional and national levels Operational Requirements Document service-wide fault and performance management for the access, metro ring and MSC-located equipment for the Cell Tower Backhaul service Operational Processes and Procedures Document the processes and procedures for using the SAS’s features and capabilities, and integrate the newly developed processes into already existing procedures This will include the regional and corporate division of responsibilities

20. Customer B: Cell Tower BackhaulResults Maximize the impact from deployment of the Service Assurance Solution for TDM and Ethernet services Centralized Ethernet and TDM performance monitoring and testing Speed time-to-market by employing industry experts with deep cable expertise and experience as well as a thorough and current understanding of Ethernet & CTBH services Deliver a set of models and process flows that can be used as a base-line for the integration of the SAS in other regions. Minimize the use of the operator’s resources, enabling those resources to stay focused on currently assigned high priority tasks and day-to-day operations Improve operational budget forecast for initial launch and future expansion by providing a fixed price for development of operational model and process flows.

21. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

22. Network Planning, Design and Optimization Practice • The NPO Practice works with operators to architect, design and optimize the operator’s optical transport networks • Backbone, core metro and access network • The values provided by the NPO practice include • Reducing initial investment for the deployment of new network infrastructure • Avoiding costly network redesigns and re-engineering • Increasing efficiency of deployed network infrastructure, and extending the life of the operator’s investment • Reducing the operator’s time to market for the introduction of new services • Optimizing the operator’s CapEx and OpEx investment

23. NPO Services Backbone, Core Metro and Access Networks Network planning, design, implementation and cost-performance optimization Wavelength routing and channel planning Maintenance and reliability requirements Quantitative analysis, including the impact of broadband access and video offerings on Core Metro Network capacity requirement and evolution Staging Lab and FOA Architecture and design, test plans, automation Triple Play Services Planning, design, analysis of dynamic relationships between services Next Generation Technology Assessment CapEx and OpEx impact, retrofit with legacy systems, upgrade costs and operations

24. NPDO Areas of Focus Network and Service Design Fulfillment Assurance Billing Customer Relationship Management Inbound Calls/Outbound Customer Mgmt Selling Invoicing & Collections Management QoS/SLA Objectives Order Handling Retention and Loyalty Service Management and Operations Service Assurance Operational Architecture Service Configuration SLO Management Service and Specific Instance Rating Operational Model Service Turn-Up and Activation SLA Management Resource Management and Operations Fault Management Network Architecture and Design Performance Management Resource Provisioning and Allocation Network Optimization Resource Data Collection, Analysis and Control

25. NPO Top-Down vs. Bottom-Up Analysis Top-down Evaluation of Service Delivery Platform: Market and customers requirements Service providers drivers for architecture changes and network transformation The dynamics, changes and evolution in service delivery and the network required to supported it. Bottom-up & Model-based Analysis: Build a realistic network and services delivery model(s) for each case studies Conduct cost-performance trade off analysis to arrive to the optimal solution Apply various scenarios to test for scalability, reliability and stability This work would be major input to customers’ business case, validate or modify existing business case JDSU could extend this and offer a complete and fact based business case. Tools to automate analysis

26. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

27. Customer C: Metro/Core Agile Optical ArchitectureOperator Challenges • Need to optimize cost and performance with ROADM technology • No planning or design tools for non-blocking wavelength routing • Need Scalable Metro/Core architecture to meet 100 Mbps per subscriber service offering • Last Mile Architecture: GPON evolution to 10 Gbps per PON vs. CWDM/DWDM in the outside plants

28. Customer C: Metro/Core Agile Optical ArchitectureAssignment Summary • Used operator’s Metro and Core Network topology and demands to analyze cost and operational impact of Optical Node with ROADM in network: • Routed demands according to network topology • Conducted statistical analysis for adequate samples size • Used cost/price of “building blocks” instead of “system” to minimize uncertainties resulting from cumulative margin, packaged and arbitrary pricing. • Established realistic reference model to evaluate current and future technology introduction and deployment scenarios • Typical industry approach was limited to: • Node to Node (box-to-box) comparison • Simple DWDM ring • Cost averaging

29. Customer C: Metro/Core Agile Optical ArchitectureAssignment Summary • Research was mainly focused on Routing and Wavelength Assignment (RWA), and may not apply: • Unrealistic demand assumptions • Hypothetical network topologies and node connectivity • Unit Cost/Price are normalized and in some cases for non existing products • Cost averaging • Objectives typically oriented toward finding blocking probability and wavelength conversion cost.

30. Customer C: Metro/Core Agile Optical ArchitectureJDSU Solution • Developed a Practical Approach to Cost-Performance Optimization for Optical Path Routing • Wavelength Routing Model to evaluate impact on costs and complexity • ROADM node design and configuration options • Statistical Model to quantify optical network properties against operator specification • Calculated relative cost of Metro/Core optical network • Proposed GPON access model and cost analysis for next phase

31. Operator launched video services over FTTH architecture Linear video delivered via format to traditional cable TV architecture VOD is delivered using a IPTV format As Video subscribers have grown to large numbers, the number of customer calls regarding IP Video based services has increased to high levels Video quality problems e.g. pixilation transactions quality and resiliency issues e.g. VOD program order lost Issues span organizational responsibilities Suspected technical issues included: Limited performance monitoring, Network COS issues IP and transport network performance, VOD Server capacity and traffic management issues, Content quality, Video operational methods and procedures Customer D : VOD Service Improvement ProgramOperator’s Challenges

32. Customer D: VOD Service Improvement ProgramAssignment Summary Deliver a correlated root cause analysis focused across the VOD network and operational systems Synchronizing the correlated root cause with support systems and network test equipment Deliver on an appropriately architected VOD management solution and process

33. Customer D: FIOS VOD Service Improvement Program Assignment Summary Identify “the top line” root causes Cross operational boundaries Cost and time efficient Prove root causes through field testing Relate root cause symptoms to video and audio impairments Provide a remediation strategy Identify required VOD support systems M&Ps and solutions as necessary to ensure delivery of a high quality VOD service

34. Connect Manager Application Server VOD HSI VOD Server SeaChange 1310 nm VoIP 1490 nm 1550 nm Video EDFA Customer D: VOD Service Improvement ProgramVOD Network Architecture From SHE Video Backbone FW 4500 FW 4500 SONET DWDM Network FW 4500 Metro SONET DWDM Network Cisco 6509 Cisco 6509 HUB VHO ONT . GE SONET . FW 4500 . OLT Juniper/GW Router VSO Analog Video Digital Video

35. Customer D: VOD Service Improvement ProgramJDSU Solution Detailed analysis of network reliability and resiliency Primary video headend to secondary video headend video delivery issues: Not a primary issue Secondary headend to hub to video serving office : Transport L1/2: IP/SONET, IP/DWDM, MSPP, SONET rings, etc. L3 protocol Network elements/ports redundancy: fail over etc. Server interface to network element redundancy EMS support Video serving office to OLT Redundancy Bandwidth OLT to ONT: APON, BPON or GPON Average sub per OLT Committed data rate (see next slides for access study model)

36. VOD Middleware Customer D: VOD Service Improvement ProgramProposed Data gathering and Analysis Architecture For VOD Activity Reports JDSU Interim Data Analysis & Correlation Engine Subscribers Activity Database VOD Transaction & Activity Log Routers EMS Transport EMS GW/Router EMS Access & RG EMS ONT OLT RG Optical Term Optical Term Optical Term Optical Term GW/Router

37. Webinar Agenda • Operators’ Challenges • Operational Model and Process Re-engineering (OPR) Practice • Practice Overview • Practice Notes • Network Planning, Design and Optimization (NPO) Practice • Practice Overview • Practice Notes • Questions

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