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Business models for dynamic optical infrastructures
 

Business models for dynamic optical infrastructures

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  • Important to use separate arguments of reduced costs from flexibility, as these might turn out to be competing objectives. Increased convergence and customization/ flexibility with decoupling of physical and virtual operation and provision of infrastructure: Common architecture, Different deployment models Common information models, different handlers Common workflows, different actor-to-role assignment to infrastructure multiplexing)
  • Reducing and distributing infrastructure CapEX and OpEX at all layers CapEX reduction: Right-sized virtualized Compute, Storage and Networking infrastructure OpEX reduction: distribute the OpEX along the whole value chain. Proof of concepts and Scenarios under development (good idea to use the same storyline as the slides presented at FNSM http://wiki.geysers.eu/images/2/2b/GEYSERS-WP5-WP6-FNMS2011-demo.pptx but only present the first scenario as a reference Virtual infrastructure for the VIO Cloud-based Enterprise Information System Deployment Anycast network services

Business models for dynamic optical infrastructures Business models for dynamic optical infrastructures Presentation Transcript

  • FIA Poznan: Value creation, value flows and liability over virtual resources Poznan, 25 October 2011 Sergi Figuerola GEYSERS Tech. Mngr.
  • Decoupled physical and virtual operation and provision: Enhanced Convergence and Customisation EE EE
    • Convergence
      • Architecture
      • Information models
      • Workflows
    • Customisation/ Flexibility
      • Deployment models
      • Information handlers
      • Actor-to-role assignments
      • Virtualisation and infrastructure multiplexing enables CapEX reduction
  • Reducing and distributing the Cost of Infrastructure Ownership at all layers Reference scenario for Virtual Infrastructure for Virtual Infrastructure Operator Reduce OpEX specification of resource requirements enables right-sizing Reduce CapEX reduce need for on-premise infrastructure and complex operations via service provisioning model 3. PIP Notification PIPs confirm local VRs can be served and send their IDs and data. 2. VRs Request VIP requests each PIP for a set of interconnected VRs and links to other PIPs. 1. VI Request VIP selects a set of PIPs that can provide VRs to satisfy the VI request. Lower LICL-1 LICL (Logical infrastructure Composition Layer) VI Manager / SML 4. VIP Notification V IP confirms the VI can be served and sends its ID and operation data. Lower LICL-2 Lower LICL-3 Multi-domain Physical Infrastructure VI Request VRs Request PIP Notification VIP Notification Resource Ownership
    • Legal
    • Economic
    • Administrative
    • Operational
    • Usage
    • Thank you.
    • Any questions?
    • Sergi Figuerola
    • sergi.figuerola<at>i2cat.net
  • Challenges I
    • Coordinating the planning and operations of IT and Network virtualized resources:
      • A common or unified architecture, workflow and information model.
    • Decoupling of physical and virtual infrastructure consumption, on-demand provisioning and operation roles for delivery of customized & Isolation:
      • Value creator: physical and virtual infrastructure providers and operators
      • Value consumers: application providers, IaaS brokers
    • Key Value technology:
      • Unified workflow for brokered IT and Network virtualisation management
      • Control plane extensions offering new cloud connectivity services
    • Main Bottleneck:
      • Workflow standardization and acceptance by acting organisations
      • Establishment of broker services
  • Challenges II
    • Liability (value guarantor) and revenue scenarios:
      • VI for VIO as an enhanced form of brokered IaaS offering.
      • Cloud-based EIS deployment and scaling, where virtual infrastructures are “right-sized” for Enterprise Information system requirements.
      • Distance of storage from computation, net throughput and bandwidth required given response-time guarantees, number of anticipated users and transactions, volumes of data to be stored, payloads and compute workloads
      • Anycast network services for simplified registration and discovery of infrastructure service providers
    • Decoupling the traditionally integrated roles towards infrastructure providers and infrastructure operators :
      • increases flexibility, improves manageability, allows the exploitation of new revenue streams and
      • allows the emergence of new business models, facilitates entrance of new &quot;players“, reduces the barriers for entering the market
  • Application Provider (consumer) interaction End Customers want to:
    • Reduce IT capital investments and operational costs
    • Reduce implementation time (faster time-to-value)
    Customers expect AP to:
    • Enable automatic facility management
    • Simplify provisioning
    The mission of AP is to:
    • Define and develop enabling technology, management tools and value added services to help customers deploy and manage existing on-premise AP applications in virtualized data centers and cloud infrastructures.
    GEYSERS will help AP customers to:
    • Reduce the Total Cost of Ownership (TCO) of the AP’s systems
    • Improve their scalability and business agility
    • Hide complexity
  • GEYSERS’ Service Delivery Framework June 7th 2011 Service Request/ SLA Negotiation Planning/Design Deployment (Instant& Config& Synchro) Operation& Monitoring Decommissioning Re-planning Recovery Service Requests/ SLA negotiation Composition/ Reservation Deployment Registr&Synchro Operation (Monitoring) Decommissioning Re-Composition Recovery VI Provisioning Workflow On-demand Service Provisioning Workflow
  • VIP, VIO & AP analysis VIP, VIO, AP Cost Impact Performance Impact Manageability and Resiliency impacts Planning Infrastructure resource planning permits to reduce the CAPEX. A wider VIP market increases prices competitiveness, lowing resources prices. positive but not disruptive. Virtual infrastructure can be composed of fine adaptation of resources optimizing the performance of the overall system. The Virtual Infrastructure flexibility increases its alignment with the specific service. Positive but not disruptive. Planned infrastructure will be dynamically managed with defined VIO-VIP interfaces (e.g. SML-NCP, SML-LICL interfaces) positive but not disruptive. Provisioining It enables an assisted/automated infrastructure provisioning and permits to reduce the OPEX. benefits from the agility of the underlying provisioning framework as he can use virtualized resources on demand. it provides optimal resource allocation to VI optimizing also the performance of the overall system. The Virtual Infrastructure flexibility increases its alignment with the specific service. positive but not disruptive. planned and provisioned network will be managed better, in automatic way. assisted/automated provisioning. Benefit from for automatic provisioning of the virtual architecture. Operation It enables an integrated network+IT operation as well as enhanced connectivity services reducing the OPEX application provider can reduce CAPEX through increased operations automation. reduced human intervention for management it provides optimal resource allocation to VI optimizing also the performance of the overall system. enables swift responses to clients’ demands. monitoring tools and enhanced connectivity will ease infrastructure adaptability. With increased automation the Application provider has the possibility to “tweak” the virtual infrastructure for its specific needs.
  • VIP, VIO & AP analysis VIP, VIO, AP Cost Impact Performance Impact Manageability and Resiliency impacts Scaling up and down of Scaling up and down of resource usage The benefits of the GEYSERS architecture in this phase are very positive in terms of costs impacts, because it reduces under and overprovisioning, reducing unnecessary expenses. application provider can increase his business agility by scaling faster. it enables the fine tuned resource usage, optimizing the performance of the overall system. application can better use the available resources. it enables the network scaling with a reduced human intervention for management tasks. The impact of active up/down scaling of resources on automation is positive as this allows the application provider to achieve higher control on the used resources. maintenance/ Error recovery The benefits of the GEYSERS architecture in this phase are not disruptive as other phases, but remain positive application provider can gain from the reduced time needed to recover from error. The relationship between this phase and performance impacts is positive but not disruptive. application can continue to function if the re-planning of the virtual architecture is done in a seamless way. management impacts is positive but not disruptive. The impact of GEYSERS architecture, regarding error recovery, on automation is positive as the application provider can react more quickly and resume activities without business loose. Decomissioning benefits are not disruptive as other phases, but remain positive. The relationship between this phase and performance impacts is positive but not disruptive. management impacts is positive but not disruptive. decommissioning on automation is positive as the application provider can more easily change the offered services without worrying about security risks.
  • Example: Virtual Network across Multiple Physical Infrastructure Providers’ Network
    • Expected output in terms of cost minimization per dynamic service
    • Revenue: cost reduction for the deployment of new network services from a VIO’s perspective. Revenue increase and cost sharing for the PIP is enabled by the provisioning of virtual networks and dynamic services to multiple customers over a common infrastructure.
    •