Sdp Evolution Issue 1
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The document discusses the evolution of Service Delivery Platforms (SDP). It notes that SDPs have transitioned from being primarily technology focused to now emphasizing solving business problems for operators. Vendors are evaluated based on the business case for their applications and integration capabilities rather than just technology. The document concludes that changing customer expectations and the feasibility of integrated SDPs now allow for business model decisions regarding SDPs.
Sdp Evolution Issue 1
- 1. SDP Evolution: Revolution, Convolution, Amalgamation or Elimination? Alan Quayle Business and Service Development www.alanquayle.com/blog 1 © 2008 Alan Quayle
- 2. Definitions an OneAPI, d SDP role BONDI, Clo ud Operator SDP Evoluti Requirements on 2 © 2008 Alan Quayle
- 3. SDP Definition: “When I use a word,” Humpty Dumpty said, in rather a scornful tone, “it means just what I choose it to mean; neither more nor less.” 3 © 2008 Alan Quayle
- 4. SDP Spectrum Content Delivery Managed Mobile Content Mobile Content IPTV Messaging SIP app server Business SDP Real-time charging 3rd party comms/ messaging Service Creation / Management Integrated SDP Service Delivery 4 © 2008 Alan Quayle
- 5. Simplified View of SDP Third Parties (CSPs, developers, portal, SPs, etc.) Web Services Exposure Services Layer Applications/Content BOSS I/F SCE Identity / Orchestration / Workflow Policy Management Service Execution Network Abstraction / Brokering Control / Signalling Network 5 © 2008 Alan Quayle
- 6. Why Suppliers Get Excited about the SDP BOSS $45B Services $2000B Telecom Middleware $6B (IN / IMS / SDP) Core (Routing/Switching) $30B Transport (DSL / $300B wireless / optical) Devices (fixed / mobile) $300B 6 © 2008 Alan Quayle
- 7. Why Operators are Considering SDPs Access & Intelligent Wholesale Applications Content Distribution Connectivity Brokering Utility access where Bit Pipe differentiation is price and network quality. Open access, controlled and monetized QoS, Billing, Smart Pipe Data Mining, Capability Wholesale, Ad Broker Content and Service Provider There will be no clear cut between the different scenarios, multiple 7 business models and revenue modules will co-exist. © 2008 Alan Quayle
- 8. Critical Factor: Customer’s Perceptions are Changing User doesn’t care if Applications are no message delivered longer ‘web’ or Other by SMS, MMS, IM Voice ‘telecom’ services – or email. they’re just apps. Utility Messaging Subscribers are no Productivity longer ‘voice Mobile broadband subscribers,’ PIM starts to substitute they’re Internet fixed broadband subscribers – voice is just an app. Games Access to Source: Nokia Browsing Multimedia multimedia is no Smartphone 360 Survey Time allocated to longer constrained different applications by the network Voice makes up an increasingly small percentage of a smartphone’s usage, critical to embed such capabilities into other apps/processes 8 © 2008 Alan Quayle
- 9. OneAPI and BONDI Expose Network and Handset Capabilities Monetization of network APIs for consumer applications is proving challenging – e.g. location, presence are available for free on the phone 9 © 2008 Alan Quayle
- 10. Telus Provides a Useful Reference Case Telus has focused on business services, with strategic partners. Accelerated service innovation from 4 to 40 services per year. 10 © 2008 Alan Quayle
- 11. Zembly provides a cloud based mash-up service enabler – extends 11 service creation across most web users © 2008 Alan Quayle
- 12. Microsoft OneApp uses the cloud resources to minimize processing on 12 mobile devices extending apps into feature phones © 2008 Alan Quayle
- 13. How operators evaluate SDP vendors: their Selection Criteria • Operators described the Service Innovation problem as: – 50% Business Case (pre-built applications) – 40% BOSS (Business and Operational Support System) integration – 10% Technology • 50% Business Case: Pre-built applications – Telecom New Zealand considers applications key to its platform decision – SDP providers now provide many services/applications with their platform • 40% BOSS integration – Oracle uses Fusion or its SI partners – NSN uses its BOSS gateway – Ericsson uses its SDP’s extensive pre-integration • 10% Technology – Criteria include: 5 9s, high availability, geo-redundancy, and load balancing Technology is only 10% of the problem. Business Case and Integration are key. 13 © 2008 Alan Quayle
- 14. Summarizing the Market and Making a Comparison • 2000-2009 was a period of Technology wars – JAIN SLEE versus SIP Servlet versus ParlayX versus IMS versus inaction: Inaction won • 2010 will see the emergence of integrated SDP focused upon solving operators’ business problems • Compare this situation to the early days of digital audio players – Multiple audio standards, lack of memory, and content difficulties – Then Apple came along with an large memory MP3 player and iTunes 14 © 2008 Alan Quayle
- 15. SDP Magic Quadrant Ability to Challengers Leaders Execute NSN Ericsson ALU Oracle IBM NEC Telcordia jNetx SailFin hSenid APEX Voice OpenCloud Argela Mobicents Avaya Niche Visionaries Completeness of Vision 15 © 2008 Alan Quayle
- 16. Integrated SDP Architecture Pre-Built Applications Other: API Management, SCIM / Mash-up Server Content Management ParlayX / Service SIP Servlet Broker JAIN OSGi SLEE OAM JEE High Availability / Cluster Software Linux / Solaris OSGi enables the containerization of servers within a JEE framework 16 © 2008 Alan Quayle
- 17. Conclusion Customer expectations have changed Business Model Decision Integrated SDP now feasible 17 © 2008 Alan Quayle