Transcript progress on ngn implementation -examples

Prof. dr Nataša Gospić,
University Belgrade
Regional Workshop on Assistance to the Arab Region for the
implementation of Next Generation Networks (NGN)
Cairo (Egypt), 15-16 December 2009
ITU-D Regional Workshop, Cairo
15-16 December 2009
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 The presentation provides examples
of progress in deploying the NGNs
technologies and taking advantage of
the cost savings and service
opportunities in order to assist
developing counties to choose their
own way
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Operator
BT
Start
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2004 vision
2007 migration of customers
Plans
•
Full migration in 2011
to NGN in trail areas Wales
France
Telecom
2005, NGN plans in France
Telecom strategy
• France Telecom aims to have
fully integrated its IT and
networks into an NGN/IMS
architecture by 2008
• To begin offering new NGN/IMS
convergent services from 2008
onwards.
KPN
March 2005 NGN Strategy
KPN hopes to complete its
NGN backbone and the
majority of its access
network by 2010
SA Telecom
• NGN strategy in 2006.
• From 2008, Telkom SA begins
selective PSTN migrations and
increase core bandwidth to
10Gbps
• Anticipates full migration
beyond 2011.
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 “Delivering the future - BT’s 21st Century
Network”
 Software driven network with new, simpler
portfolio of NGN services
 Platform for innovation to put flexibility and
choice in the hands of customers
 Being deployed in UK
 BT serves markets in 172 countries: maximum
consistency globally
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 BT 21 CN

Advanced network based on intelligent systems using
key technologies:
 IP is key as common transport protocol for all types of
communication and applications
 SIP allows service provider to control the communications
activity to meet a customer’s requirements
 MPLS enables the efficient designation and routing of BB IP
traffic flows
 IP Multi-media Sub-system (IMS) to support innovative
services
 Also: SDH, Virtual LAN, WDM

“With the migration of its network to NGN (21 Century
Network), BT expects savings in operating expenses of £1bn
(about 1.5bn €) starting 2008/09. The expected investment
amounts to £10bn (about 15bn €) “(KIRSCH, HIRSCHHAUSEN,
2008).
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Source: France Telecom
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 IMS is central to plans: once in place, will
deploy fixed and mobile IP-based services,
starting with simple voice services and
moving to VoIP-based IP Centrex, wireless
virtual PBX and messaging services
 Issues: regulatory confusion
 How are VoIP calls classified and charged
for? Is it voice, or is it data?
 Net neutrality and IP interconnect: who gets
paid for what when an incumbent shares its
network with 3rd party service providers?
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•
KPN estimated that the network would require an additional
€1.5 billion in capex. KPN focused on building an all-IP
backbone first and then an all-IP access network on top of
this. The backbone is now largely completed and the access
network underway. KPN has revised its capex spend for the
transformation to €0.9 billion.
•
“expects a reduction in operating costs of €850 million up to
2009 while the total capital expenses for the migration are
estimated to be €0.9 billion. The extension of fiber to the
street cabinets renders the MDFs obsolete. About 200 of the
1,391 MDF locations will remain in operation as
interconnection points to the backbone (HENDRIKS, 2007,
OPTA, 2006b). KPN expects an additional revenue of €1
billion from sales of the MDF real estate “ (KIRSCH,
HIRSCHHAUSEN, 2008).
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Telecom Italia
KPN
Orange
Swisscom
2009-13
BT
Telefónica
2007-10
2006-09
2005-07
Learn
through
niche
applications
Expand reach
of IMS breadth
deploying BB
VoIP
Add innovative
services
pushing
multimedia
enablement
Move to a
single
converged
service control
Source: Operators sites
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
Shenzhen NGN commercial pilot network represents the largest
achievement in bringing about the evolution of PSTN from its current state, to
that of NGN. In this network, the softswitch acts as the control center, the
SHLR acts as the data center, and the ENIP acts as the unified service
platform. The overall capacity of the entire network reaches up to 600,000
lines/300,000 trunks, with 150,000 actual subscribers accessed through AGs.
Some of the reasons to be proud would include the following:
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It greatly improves network performance.
At present, it gives birth to the largest NGN end office (33,000 lines).
It breaks Shenzhen Telecom’s current record of PSTN end office cutover efficiency.
Two end offices (42,000 lines in total) were cut over with high QoS in two
consecutive days. From equipment installation to operation after cutover, it takes
less than 20 days.
It boasts the largest commercial IP Centrex group in the world. Only, RBT, UC, and
Real-Time multimedia services exhibit similar vitality.
As an intelligence platform, it provides new intelligent phone call services and other
value-added services for its three million AND subscribers in the network.
THE PROJECT STARTED IN 2002 by China Telecom and finished in 2005.
(Huawei Service, Multimedia library, Issue 20, 2005).
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On September 18, 2004 the first NGN end office was
established in Fuyong. Some 15,000 subscribers from the
original TDM switch were transferred to the NGN network in a
matter of minutes. Although the cutover lasted less than 10
minutes, it was a historical moment in the development of the
China telecommunications network, because it marked the first
time that NGN was able to replace the TDM end offices in the
PSTN
Three more end offices (the Boling office - 16,400 lines,
Nanyou office - 26,000 lines, and Huangmugang office 33,000 lines) were cutover within half a year.
The cutover of these four offices were quick and orderly, and
perhaps are best exemplified by the idea -- "from suburb to
downtown"and "from small to large".
By April 2005, Shenzhen Telecom successfully established a
commercial NGN that accommodates more than 150,000
subscribers
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 While rebuilding the end office, the idea of NGN to
separate call control from media bearer was brought into
actual play.
 For the first time, high-capacity AGs were put into the
original TDM switch room. As a result, subscribers under
the original TDM switch were successfully transferred to
the AGs within a matter of minutes.
 Furthermore, the AGs inherited all the access modes of
the traditional TDM network such as; ordinary subscriber
line, long-distance subscriber line, polarity reversal
subscriber line, ISDN subscriber line, analog PBX trunk,
digital PBX trunk, and V5 trunk.
 Also, the end users were shielded so that they were not
aware of any changes in the core network. As for
operation and maintenance, the distributed client mode
was adopted in order to retain the original maintenance
habit.
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
Schenzhen Telecom
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“Improved network operation quality: Operation records from the
four NGN end offices of Shenzhen Telecom are convincing proof of an
improved network operation quality. For instance, the 33,000-line
Huangmugang office (the NGN end office with the largest capacity)
serves as a good example. The operation indices from the NGN end
office are much better than those of the original office, and the call
completion rate showed an increase of 12%. Even with an increase in
traffic, the softswitch system continued to run stably and the indices
were much improved.
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Lower maintenance cost: After the original end office was converted
into an NGN end office, indices like integrity, occupied space, and
power consumption of the NGN equipment proved to be superior to
those of the original TDM switch. After rebuilding, the occupied space
was reduced by 40%, and power consumption by 63%. Hence, in a
large-scale NGN, the maintenance cost will obviously be much lower.
With its innate advantages in services like, IP Centrex and video
services, NGN will quickly become the first choice in the rebuilding of
the TDM network.” (Huawei Service, Multimedia library, Issue 20,
2005).
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 China Netcom's Beijing Branch
(Beijing Netcom) - April 2007
 First commercial IMS network in China
 Includes IP-Centrex solution
 IMS multimedia telephony system
provides value-added services with the
main focus on IP-Centrex targeting
enterprise customers
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 Beijing Netcom:
 To provide telecom-quality cost-efficient IP
multimedia services addressing the needs of
high-end enterprise users in Beijing area now
and in the future.
 Supports introduction of new multimedia
services (voice, data,
audio, video) to enhance user experience in
Beijing area,
including visitors and participants in the 2008
Olympic Games
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 Korea can serve as a good example for
developing countries in whole or in part in
this arena as it is in the midst of migrating
to its own next generation network referred
to as BcN or Broadband Convergence
Network.
 The key drivers of deploying NGN
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Source: National Information Society Agency (NIA)
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 The BcN Roadmap shows the different phases in the
different networks that incorporate the whole BcN.
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From 2004 and 2005, four consortiums were formed (made up of major
telecom companies and local cable companies who all had a stake in
nurturing the market) and first set up pilot projects/test beds in order to
test potential applications and business models of convergence services
including video phones, IPTV, VoIP, wireless sensor networking, etc.
A public-private-partnership (PPP)
model has been activated in the
implementation of the BcN.
This basically means the private
sector builds and commercializes
networks and services, whereas the
government arranges laws, polices
and the necessary standardization
conditions for new services.
Source: National Information Society Agency (NIA)
ITU-D Regional Workshop, Cairo
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 Telefónica SA, Spain
 “Mobile Attendant” service provides
personalised, reliable, easy-to-use advanced
communications experience across wireless
and wireline networks
 Integrates voice, video, text and data into one
seamless communications environment, part of
Telefónica's vision linking fixed and mobile
networks together to deliver a converged
communications experience
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 PC software manages calls running on GSM or 3G
phones via a simple graphical interface to handle,
e.g., simultaneous calls, transfers, multi-party
conferencing
 Can simultaneously run multimedia sessions from
PC including presence and reachability messaging
updates
 Future: add a Personal Assistant with capabilities
to enhance productivity for field-based and highly
mobile personnel
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 176,000 lines migrated to NGN
 Anticipated would require >5 years to implement
but went considerably faster
 Migration didn’t disrupt normal service
 Now customers can connect to Batelco BB internet
same day vs. one week
 NGN delivers on promise to bring affordable BB
access to all households making Bahrain among
the best connected in the world
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New services are based on the NGN and IMS architecture.
Strategy
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parallel existance of TDM and NGN network till full migration to
NGN (Year 2012.)
75.000 PSTN users are migrated to Softswitch using MSAN
platform - preserving all PSTN services (the end of the 2008).
Solutions consisting of IMS Core elements and Softswitch
NGN Techno-Economic Aspects
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Investment protection
Costs reduction (capital and operational)
Carrier grade reliability
Scalability
Improved product selection
Increase usage of the existing network infrastructure
Speed of innovation and introduction of services
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 Full migration of PSTN users from TDM to NGN using
MSAN and Softswitch platform (2012.)
 Offering new services: Video Call, Video Conference,
Unified Messaging, Presence and Instant Messaging etc.
 Interconnection with the international VoIP networks
 FMC - Fixed Mobile Convergence
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 Every country’s situation is different with
their own distinct unique market and
environmental factors
 Costs and financial support are vital and
can not be ignored
 Public-private partnership
 Local initiatives
 Developing countries should be encourage
to take a part in international effort to
develop best migration path to NGN
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THANK YOU FOR YOUR
ATTENTION!
Prof. dr Natasa Gospic
University Belgrade
Tel: +381 11 3091310
Email [email protected]
15-16 December 2009
Regional Workshop on NGN
Cairo, Egypt