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Design & Management of Networks

Chapter 3
Osama Auda

Chapter 3.
Design access networks methodology and approaches
Section 1. Introduction Network Planning and Design
Section 2. Enhanced Telecom Operations Map eTOM
Section 3. Information Technology Infrastructure Library
Section 4. Methods of Network Planning and Design
Section 5. Designing for Network Availability

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Section 1 Introduction Network Planning and Design

What is Planning ?

What is Planning

Network planning and design is an iterative process,

encompassing topological design, network-synthesis,
and network-realization, and is aimed at ensuring that a
new network or service meets the needs of the subscriber
and operator. The process can be tailored according to
each new network or service.

http://en.wikipedia.org/wiki/
Network_planning_and_design#A_network_planning_methodology

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Section 1 Introduction Network Planning and Design

A traditional network planning methodology involves five layers of planning;
business planning
long-term and medium-term network planning

What is involved

short-term network planning

IT asset sourcing

operations and maintenance.

Each of these layers incorporates plans for different time horizons, i.e. the business planning layer
determines the planning that the operator must perform to ensure that the network will perform as
required for its intended life-span. The Operations and Maintenance layer, however, examines how
the network will run on a day-to-day basis.
The network planning process begins with the acquisition of external information. This includes:

forecasts of how the new network/service will operate;

the economic information concerning costs; and

the technical details of the networks capabilities.

It should be borne in mind that planning a new network/service involves implementing the new
system across the first four layers of the OSI Reference Model. This means that even before the
network planning process begins, choices must be made, involving protocols and transmission
technologies.

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Section 1 Introduction Network Planning and Design

Once the initial decisions have been made, the network planning process
involves three main steps:

What is involved

Topological design: This stage involves determining where to place the components and how to
connect them. The (topological) optimisation methods that can be used in this stage come from an area
of mathematics called Graph Theory. These methods involve determining the costs of transmission and
the cost of switching, and thereby determining the optimum connection matrix and location of switches
and concentrators.
Network-synthesis: This stage involves determining the size of the components used, subject to
performance criteria such as the Grade of Service (GoS). The method used is known as "Nonlinear
Optimisation", and involves determining the topology, required GoS, cost of transmission, etc., and
using this information to calculate a routing plan, and the size of the components.
Network realization: This stage involves determining how to meet capacity requirements, and ensure
reliability within the network. The method used is known as "Multicommodity Flow Optimisation", and
involves determining all information relating to demand, costs and reliability, and then using this
information to calculate an actual physical circuit plan.

These steps are interrelated and are therefore performed iteratively, and in parallel with one another. The
planning process is highly complex, meaning that at each iteration, an analyst must increase his planning
horizons, and in so doing, he must generate plans for the various layers outlined above.

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Section 1 Introduction Network Planning and Design

Planning is essentially answering a series of questions
What is the current situation ?
What is the desired situation ?
What are the feasible options for making the change ?

When and What to

Plan for

What are the pros and cons for each option ?

Which option best matches the total needs (time, cost, quality) ?
Does the best option achieve the desired situation ?
When all these questions can be answered, it is possible to
produce a PLAN that describes what needs to be done.

Planning for Change allows you to:

confirm the feasibility of your objectives (e.g. timing, cost, quality)
determine your response (i.e. what you will do)
identify the necessary inputs (e.g. information, materials, etc.)
identify the necessary tools
identify the necessary resources (people, skills, $, etc.)
BEFORE you fully commit to a course of action
so you know what has to be done before you have to do it and
be confident that your actions will achieve the desired results

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Section 2 Enhanced Telecom Operations Map - eTOM

The eTOM (enhanced Telecom Operations Map), published by the TM Forum, is a guidebook, the
most widely used and accepted standard for business processes in the telecommunications
industry. The eTOM model describes the full scope of business processes required by a service
provider and defines key elements and how they interact.

http://www.tmforum.org/BestPracticesStandards/BusinessProcessFramework/6637/Home.html

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Section 2 Enhanced Telecom Operations Map - eTOM

The Business Process Framework (eTOM) is a widely deployed and accepted model and framework for
business processes in the Information, Communications, and Entertainment industries. The Business
Process Framework represents the whole of a Service Provider's enterprise environment in a hierarchy of
process elements that capture process detail at various levels.
At the conceptual level, the framework has three major process areas, reflecting major focuses within
typical enterprises:

Strategy, Infrastructure, and Product, covering planning and lifecycle management

Operations, covering the core of operational management

Enterprise Management, covering corporate or business support management

The Business Process Framework groups processes as follows:

Vertical groupings: Focus on end-to-end activities (e.g., Assurance). Each group links customer,
supporting services, resources, and supplier/partners. These vertical groupings represent a lifecycle
view moving left to right across the Framework.
Horizontal groupings: Focus on functionally related areas (e.g., Customer Relationship
Management). These groupings represent a layered view of the enterprises processes, moving from
top to bottom, with the customers and products supported by the underlying services, resources, and
interaction with suppliers and partners.
Where a vertical process grouping and a horizontal process grouping intersect across the map further
process detail can be applied in either that horizontal or vertical context, according to the users needs.

http://www.tmforum.org/sdata/documents/TMFC678%20TMFC631%20GB921v2%5B1%5D.5.pdf

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Section 2 eTOM Explained

1.

eTOM focus is on the customer and the processes that directly support the customer. In the Level 0 View of the eTOM
Business Process Framework, the three vertical end-to-end process groupings of Fulfillment, Assurance and Billing are
depicted. These processes are also referred to as Customer Operations processes or customer priority processes. These
processes directly interface and support the customer and are the priority focus of the enterprise.

2.

eTOM has an Operations Support & Readiness vertical grouping that includes those processes needed to ensure that
Customer Operations processes can respond with what the customer requires, in a timeframe and cost the customer
requires, including delighting the customer with delivery and support. The Fulfillment, Assurance and Billing (FAB)
processes, supported by the horizontal functional processes, need to be enabled and supported to function for the customer
on an online and immediate basis. Operations Support & Readiness processes prepare information, products, services and
resources, as well as suppliers and partners to deliver and support individual customer service instances.

3.

Processes which are essential to drive and support the Customer Operations and Operations Support & Readiness
groupings are referred to as Strategic, Infrastructure and Product (SIP). This grouping consists of three Level 1 process
groupings, i.e., Strategy & Commit; Infrastructure Lifecycle Management and Product Lifecycle Management. Each of these
process groupings do not focus on direct interface with the customer. Each of these process groupings address business
functions which are critical to the enterprise, understanding its markets and developing what is required to enable delivery to
customer expectations. Each of these process groupings in Strategic, Infrastructure and Product (SIP) have different
business time cycles. , i.e., as you move from right to left, generally the time cycle becomes longer. E.g. strategies change
less often than Infrastructures, which change less often than Products, which change less often than Operations Support
Processes, which change less often than Customer Fulfillment, Assurance or Billing requests. The Business time cycles in
Strategic, Infrastructure and Product (SIP) are quite different to those of the Operations processes. Each of the process
groupings in Strategic, Infrastructure and Product (SIP) have process similarities among them, but they are very different
compared with the Operations processes.

4.

eTOM focuses on ebusiness opportunities and therefore, integrates the processes occurring within the Enterprise with those
of partners and suppliers. The eTOM Framework supports both traditional business processes and those that are ebusiness
enabled. eBusiness requires a heightened focus on Supply Chain Management. The Supplier/Partner process grouping
consists of Supplier/Partner Relationship Management and Supply Chain Development & Management. Supplier/Partner
Relationship Management provides the operational interface and support between the enterprise and its suppliers and
partners. Supply Chain Development & Management processes include the developing of relationships and managing the
service providers supply chains.

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Section 2 eTOM Explained - continue

5.

The eTOM Business Process Framework includes an Enterprise Management process grouping so that all Service
Provider processes are included. Service Providers consistently employ enterprise or corporate level processes to
manage and support their businesses. However, these processes are not the focus of the eTOM Framework, since
most of the processes are common across industries. The eTOM Framework will not initially, and may never, address
these processes in detail except for Disaster Recovery, Security and Fraud Management. These processes have
significant importance for service providers and have unique or custom requirements for Information and
Communications Service Providers.

6.

The eTOM Framework uses both the terms product and service and these terms focus on specific parts of the eTOM
framework. The Product view focuses on what the Service Provider offers to its Customers. The processes to
determine the Customers needs and to match these to the offerings from the Service Provider are placed in the
Market, Product and Customer grouping. The Service view focuses on the items and the details necessary to support
and deliver a Product to the Customer. The processes to determine these details and to enable these items are placed
in the Service and the Resource groupings. For a full definition of Product and Service as they are used in eTOM,
see the Terminology and Glossary Annex.

7.

The eTOM Business Process Framework is organized with both vertical and horizontal process groupings. Below the
very conceptual level, there are seven End-to-End Vertical processes that deliver for the enterprise. At Level 1 of the
Framework, there are sixteen Functional horizontal process groupings which support the execution of the vertical
processes. The eTOM Business Process Framework Level 1 Vertical End-to-End Processes are:

Strategy & Commit, Infrastructure Lifecycle Management, Product Lifecycle Management

Operations Support & Readiness, Fulfillment, Assurance, Billing

The Level 1 Horizontal Functional Process groupings are: Marketing & Offer Management, Customer Relationship
Management, Service Development & Management, Service Management & Operations, Resource Development &
Management, Resource Management & Operations, Supply Chain Development & Management, Supplier/Partner
Relationship Management

Strategic & Enterprise Planning, Financial & Asset Management, Brand Management, Marketing Research & Advertising,
Stakeholder & External Relations Management, Enterprise Quality Management, Process & IT Planning & Architecture,
Human Resources Management, Research & Development, Technology Acquisition, Disaster Recovery, Security & Fraud
Management

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Section 2 - Enhanced Telecom Operations Map - eTOM

Service Planning
specification of services to be delivered, and network capabilities
required by them
Network Planning
specification of technologies, network structure, quantity of major
cost items, deployment strategy,
Network Design
detailed specification of equipment quantities, configurations,
interconnections, space and power requirements etc.
Design Drivers; Quality, Reliability, Security, Suitability, Cost
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Section 2 Network Planning and Design

Service Planning

Service planning;

Service Planning & Commitment processes deliver and develop annual and multi-year
service plans in support of products and offers that include volume forecasts, negotiation
for required levels of resources, gaining service development and management as well as
supply chain commitment and executive approval for the plans.
Forecasting of service demand, and capturing of new opportunities, are both essential to
ensure that the enterprise can implement the services necessary for the future needs of
their customers and potential customers
The outcome of Service Planning is used to:
determine how each service is to be applied across the network and determine the
operators business processes e.g. billing or provisioning, and defines the network platform
capabilities.

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Section 2 Network Planning and Design

Network & Resource
Planning

Network planning;

Network Planning is a process and methodology for

determining the investments, optimal network
architectures, topologies and capacities and
deployment rules to meet stated business objectives
and forecasted customer demands.

Resource Development (and Planning) processes

develop new, or enhance existing technologies and
associated resources, so that new Products are
available to be sold to customers. They use the
capability definition or requirements defined by
Resource & Technology Plan and Commitment. They
also decide whether to acquire resources from outside,
taking into account the overall.

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Section 2 Network Planning and Design

Network Design &
Provisioning

The Network Detailed Design process takes the

Topography Plan and the Infrastructure Capacity Plan
as input.
It determines the detailed bill of quantities,
configurations,
amount of equipment and
site requirements
to allow installation of the infrastructure to commence.
Result: an Installation Specification or Deployment Plan detailing the configurations and
interconnection of the equipment that is to be deployed.

http://www.tmforum.org/sdata/documents/TMFC678%20TMFC631%20GB921v2%5B1%5D.5.pdf

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Section 3 Information Technology Infrastructure

Library - ITIL

The Information Technology

Infrastructure Library (ITIL) is an
Information Technology (IT) management
framework that provides practices for
Information Technology Services
Management (ITSM), IT development
and IT operations.
ITIL gives detailed descriptions of a
number of important IT practices and
provides comprehensive checklists, tasks
and procedures that any IT organization
can tailor to its needs. ITIL is published in
a series of books, each of which covers
an IT management topic. The names ITIL
and IT Infrastructure Library are
registered trademarks of the United
Kingdom's Office of Government
Commerce (OGC).
http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library

http://www.best-management-practice.com/Knowledge-Centre/White-Papers/

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Section 3 Information Technology Infrastructure

Library - ITIL
Key issues facing many of todays senior Business Managers and IT Managers are:
IT and business strategic planning

Integrating and aligning IT and business goals

Implementing continual improvement
Measuring IT organization effectiveness and efficiency

Optimizing costs and the Total Cost of Ownership (TCO)

Achieving and demonstrating Return on Investment (ROI)
Demonstrating the business value of IT
Developing business and IT partnerships and relationships

Improving project delivery success

Outsourcing, insourcing and smart sourcing

Using IT to gain competitive advantage

Delivering the required, business justified IT services (i.e. what is required, when required and at an
agreed cost)

Managing constant business and IT change

Demonstrating appropriate IT governance.
The challenges for IT managers are to co-ordinate and work in partnership with

the business to deliver high quality IT services. This has to be achieved while adopting a more
business and customer oriented approach to delivering services and cost optimization.

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Section 3 Information Technology Infrastructure

Library - ITIL
What is a Services;
To understand what service management is, we
need to understand what services are, and how
service management can help service providers
to deliver and manage these services.
A service is a means of delivering value to
customers by facilitating outcomes
customers want to achieve without the
ownership of specific costs and risks.
What is Service Management;
Service Management is a set of specialized
organizational capabilities for providing
value to customers in the form of services.
These specialized organizational capabilities
are described in this pocket guide. They include
all of the processes, methods, functions, roles
and activities that a Service Provider uses to
enable them to deliver services to their
customers.

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Section 3 ITIL in Details

Service Strategy:
As the center and origin point of the ITIL Service Lifecycle, the ITIL Service Strategy volume provides
guidance on clarification and prioritisation of service-provider investments in services. More generally, Service
Strategy focuses on helping IT organisations improve and develop over the long term. In both cases, Service
Strategy relies largely upon a market-driven approach. Key topics covered include service value definition,
business-case development, service assets, market analysis, and service provider types. List of covered
processes: Service Portfolio Management, Demand Management, and IT Financial Management.

Service Design:
The ITIL Service Design volume provides good-practice guidance on the design of IT services, processes,
and other aspects of the service management effort. Significantly, design within ITIL is understood to
encompass all elements relevant to technology service delivery,. List of covered processes: Service
Catalogue Management, Service Level Management, Risk Management, Capacity Management,
Availability Management, IT Service Continuity Management, Information Security Management,
Compliance Management, IT Architecture Management and Supplier Management.

Service transition:
as described by the ITIL Service Transition volume, relates to the delivery of services required by a business
into live/operational use, and often encompasses the "project" side of IT rather than "BAU" (Business as
usual). This area also covers topics such as managing changes to the "BAU" environment. List of processes:
Service Asset, Configuration Management, Service Validation and Testing, Evaluation, Release
Management, Change Management, and Knowledge Management.

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Section 3 ITIL in Details

Service Operation
Best practice for achieving the delivery of agreed levels of services both to end-users and the customers
(where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Service
operation, as described in the ITIL Service Operation volume, is the part of the lifecycle where the services
and value is actually directly delivered. Also the monitoring of problems and balance between service
reliability and cost etc. are considered. The functions include technical management, application
management, operations management and Service Desk as well as, responsibilities for staff engaging in
Service Operation. List of processes: Event Management, Incident Management, Problem Management,
Request Fulfilment and Access Management.

Continual Service Improvement (CSI)

Aligning and realigning IT services to changing business needs (because standstill implies decline).
Continual Service Improvement, defined in the ITIL Continual Service Improvement volume, aims to align
and realign IT Services to changing business needs by identifying and implementing improvements to the IT
services that support the Business Processes. The perspective of CSI on improvement is the business
perspective of service quality, even though CSI aims to improve process effectiveness, efficiency and cost
effectiveness of the IT processes through the whole lifecycle. To manage improvement, CSI should clearly
define what should be controlled and measured. CSI needs to be treated just like any other service practice.
[citation needed] There needs to be upfront planning, training and awareness, ongoing scheduling, roles
created, ownership assigned, and activities identified to be successful. CSI must be planned and scheduled
as process with defined activities, inputs, outputs, roles and reporting. List of processes: Service Level
Management, Service Measurement and Reporting and Continual Service Improvement.

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Section 3 eTOM and ITIL (Telco and IT)

http://www.hpcollateral.com/Files/EcoCollateral_20090429_4AA1-9803ENNeTOMiTIL-A_dcer.pdf

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Section 3 eTOM and ITIL (Telco and IT)

http://astimen.wordpress.com/2010/05/08/etom-and-itil-integration/

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Section 3 eTOM and ITIL (Telco and IT)

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Section 4 Methods of Network Planning and Design

Roles and Terminology
Architecture
The architecture of a network defines the
network elements and their hierarchy,

functions of major network elements and

functional relationships to other network
elements and other networks.

Topology

There are two methods for Planning and

Execution:
Turnkey Planning
Cyclic Planning

By adopting an architecture, the

topology defines how network and
network elements physically or logically
relate and connect to each other in a
nongeographic manner.

Topography
Applying geographic and location
information to a topology results in a
topographic network being defined.

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Section 4 Methods of Network Planning and Design

Turnkey Planning

Advantages;
Simple approach

Drawbacks
Does not incorporate a feedback mechanism

Clear and consistent objective

Defined start and end to project
Easily project managed

Does not easily accommodate changes

Does not consider impacts beyond the immediate
objective

Easy to outsource
Easy to link to Network builds

Best suited to one off activities, e.g. planning the

construction of a building

Cost can be fixed (if outsourced)

Cost can be capitalised (reduces opex)

plan it once, build it, and then leave it

Building a communications network is like planting a
garden, it needs ongoing care and attention

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Section 4 Methods of Network Planning and Design

Cyclic Planning

An ongoing process to monitor, forecast and expand a

network capability that is:

Typical behaviour of incumbent operators

Common in evolution of existing networks

Very Process Orientated

Advantages;
Planning is based on a feedback process

Allows adjustments for changes in

demands or objectives

Builds continuity of network knowledge

Enables longer term issues to be

considered

Enables broader consideration of impacts

on and from parallel activities

Drawbacks
Difficult to outsource

Greater demand on resources

Requires ongoing monitoring processes
Difficult to project manage

Cost is generally not capitalised (i.e. it is

'Operational' called 'opex')

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Section 4 Methods of Network Planning and Design

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Section 4 Methods of Network Planning and Design

Rationale

If you plan

If you did not plan

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Section 5. Designing for Network Availability

Introduction
The Availability of a Network to provide Service to its Users depends on the
Availability of all its component Parts;
That is, the transmission links and the Routers and Switches
Of course, the Availability of each component Part depends on the Availability of
all of its component sub-parts etc
We need to understand Availability in order to design networks that meet
Performance Requirements but are still Economical.
This lecture introduces the student to the basic Availability concepts and the
methods of calculation of Availability.
Some terms
MTBF V Mean Time Between Failure
MTTR V Mean Time To Repair
Both these gures aect the Availability of a Network to provide a Service to its Users
hEp://en.wikipedia.org/wiki/Reliability,_Availability_and_Serviceability
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Section 5. Designing for Network Availability

Survivability
Network survivability enables the network to maintain maximum network connectivity and quality of service
under failure conditions. It has been one of the critical requirements in network planning and design. It
involves design requirements on topology, protocol, bandwidth allocation, etc.. Topology requirement can
be maintaining a minimum two-connected network against any failure of a single link or node. Protocol
requirements include using dynamic routing protocol to reroute traffic against network dynamics during the
transition of network dimensioning or equipment failures. Bandwidth allocation requirements pro-actively
allocate extra bandwidth to avoid traffic loss under failure conditions. This topic has been actively studied in
conferences, such as the International Workshop on Design of Reliable Communication Networks.

http://www.drcn2011.net/index.html

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Section 5. Designing for Network Availability

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Section 5. Designing for Network Availability

Complex Network Availability

Current Availability Practice

Networks are made up of Devices that are a complex

mixture of Series and Parallel

Telco's traditionally designed their Networks for 99.999%

Availability (also called Five Nine's Availability)

Within Devices there are a Complex Mixture of Series

and Parallel individual Components. Manufacturers of
Devices are Contracted to provide Availability figures
for their Devices

ISPs traditionally designed for a Lower Availability

Network Planners have to break down parts of their

network into groups that are in Series and in Parallel
and the Calculations done for these groups

Then the Groups are combined together in Series and

Parallel

Mega-Groups and the calculations made.

All 'Quality' Public Networks are now being designed for

Good Availability i.e. better than Four Nine's Availability
But the best designs can go Wrong;

A short time ago, Optus had BOTH their main

Transmission links between Sydney and Melbourne
FAIL at the Same TIME.

They were Separated by Hundreds of Kilometres

a good Design idea

But one Optical Cable was dug up by an Excavator

whilst the other was broken when a Bridge carrying
it across a River was Washed Away in a Flash
Flood.

It took more than One Day to restore some Service

not ALL Service.

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Additional Reading Material

Beyond Best Effort: Telecom-Quality IP Infrastructure for Mobile Soft-switching

http://s-tools1.juniper.net/solutions/literature/solutionbriefs/beyond_best_effort.pdf

High-Availability Enterprise Network Design

http://proj.sunet.se/lanng/lanng2000/ha-design.pdf

Carrier-Grade: Five Nines, the Myth and the Reality

http://www.ltcinternational.com/inside-out/uploads/ltc_carriergrade_whitepaper.pdf

White Paper on High Availability Design

http://www.mobilein.com/WhitePaperonHighAvailabilityDesign.pdf

The New Economics of Telecom Networks - Bringing value back to the network
http://images.tmcnet.com/online-communities/ngc/pdfs/application-enablement/whitepapers/TheNew-Economics-of-Telecom-Networks.pdf

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Chapter 3. Access Network Technologies

Summary
Section 1.

Introduction Network Planning and Design

Section 2. Enhanced Telecom Operations Map eTOM

Section 3. Information Technology Infrastructure Library
Section 4. Methods of Network Planning and Design
Section 5. Designing for Network Availability
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