A PROJECT REPORT ON TELECOM BUSINESS PROCESSES AND SERVICESSUBMITTED TO

MIT SCHOOL OF TELECOM & MANAGEMENT STUDIESBY Priyanka Mishra (T-10708) (BATCH N0: 01) IN PARTIAL FULFILLMENT OF POST GRADUTE PROGRAM (PGP) (TELECOM MANAGEMENT)

(2007 2009)

MAEERs MIT SCHOOL OF TELECOM AND MANAGEMENT STUDIES

(MITSOT), PUNE

TABLE OF CONTENTSChapter No. Title Declaration from student Certificate from Company Certificate from Guide Acknowledgement List of Tables List of figures List of Abbreviations Executive Summary Introduction Objectives of the project study Scope of the project study The Indian telecom market History Current Status Competitive Scenario Company Profile Vision Statement History Organizational Structure Financial Highlights Telecom Business Process Introduction Background Benefits Methodology The Bharti Process Service Level Management Introduction Significance Requirements Data Service By Bharti Airtel Limited Multiple Protocol Layer Switching Service Virtual Private Network Service V-SAT Service Internet Leased Lines Service Internet Private Leased Circuit Service Project assigned Conclusion 2 Page No. 03 04 05 06 07 08 09 1112

1.0 1.1 1.2 1.3.0 1.3.1 1.3.2 1.3.3 1.4.0 1.4.1 1.4.2 1.4.3 1.4.4 2.0 2.1 2.2 2.3 2.4 2.5 3.0 3.1 3.2 3.3 4.0 4.1 4.2 4.3 4.4 4.5

13 13 14 14 15 16 17 17 17 19 21 23 24 24 28 28 30 34 35 36 38 40 42 50 53 63 63 65 67

Recommendations Bibliography

68 70

DECLARATIONI, hereby declare that this project report is the record of authentic work carried out by me during the period from 21st July 2008 to 3rd September 2008 and has not been submitted earlier to any University or Institute for the award of any degree / diploma etc.

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Priyanka mishra 20 September 2008

CERTIFICATEThis is to certify that the summer project titled Telecom Business Processes and Services is a bonafide and a sincere work of Ms. Priyanka mishra is original and has been made under my supervision in partial fulfillment of the requirement for the award of PG Program in Telecom management for the period from 21st July 2008 to 3rd September 2008. I am pleased to say that his performance during this period was excellent.

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Mr. Bhusan Thakre (Circle Head) Bharti Airtel (Entreprise Services), Pune

CERTIFICATEThis is to certify that Ms. Priyanka mishra of MAEERs MIT School of Telecom and Management Studies (MITSOT) has successfully completed the project work titled Telecom Business Processes and services in partial fulfillment of requirement for the completion of PGP course as prescribed by the MITSOT. This project report is the record of authentic work carried out by him during the period from 21st July 2008 to 3rd September 2008. He has worked under my guidance.

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Prof. Ravi kanitkar Pande. Project Guide (MITSOT) (MITSOT)

Dr. Milind Director

ACKNOWLEDGEMENTI would like to extend my gratitude to my external project guide, Mr. Bhusan Thakre (Circle Head), for his appreciable support and invaluable guidance with providence of resources in terms of knowledge, theoretical gains and practical experience. I am also very thankful to Mr. Amitabh Mehta (Project manager), Mr. Ashwani Dhar (Service Account Manager) and all other AES employees for their guidance and unstinted support throughout my training program. A successful project can never be prepared by the singular effort of the person to whom project is assigned, but it also demands the help and guardianship of some conversant persons who undersigned actively or passively in the completion of a successful project. I would like to extend my thankfulness to him for providing me with excellent instructors Prof. Ravi kanitkar (internal guide) whose guidance and co-operation have been of immense help for the successful completion of this project. Finally I would like to thank our Project Director Dr. Milind Pande & our HOD Dr. Sanjay Bhale for giving me valuable insights into the industry. Further, thanks to all colleagues who directly and indirectly gave a helping hand in the form of suggestions for improvements, feedback and information for completion of the project.

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PRIYANKA MISHRA T10708

LIST OF TABLESTable no. 01 02 03 04 05 06

TitleCurrent status of Indian telecom industry Competitive scenario in Indian telecom market MPLS operation MPLS operation V-SAT specification V-SAT application

Page no. 14 15 39 40 48 55

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LIST OF FIGURESSerial No. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Title Of The figure Organizational structure Financial highlights Total revenue EBITDA Cash profit Net profit Internet bandwidth increase Internet host growth PC market growth Technology adoption curve Obstacles inhibit process flow Service managements role in TMNs model Basic network, service and customer mapping MPLS generic label format LSP creation and packet forwarding through MPLS Tunneling in MPLS MPLS protocol layer stack VPN VPWS VPLS V-SAT V-SAT components V-SAT operations V-SAT applications Page No. 18 20 21 21 21 21 22 23 24 25 27 32 35 38 39 41 43 46 46 47 48 49 50 54

LIST OF ABBREVIATIONS8

Serial no. 01 02 03 04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

Abbreviation AM AMC AOL ASC II ATM BGP BSG BSNL CAF CS C-SAT CSG FSP FTTB GRE ICMP IP IPX IR ISDN ISP LDP LER LIB LOC LSP LSR MAC MDF Account Manager

Meaning Annual Maintenance Contract America Online American Standard Code for Information Interchange Asynchronous Transfer Mode Border Gateway Protocol Business Solution Group Bharat Sanchar Nigam Limited Customer Agreement Form Customer Support Customer Satisfaction Customer Support Group Fixed Service Provider Fiber termination to Building Generic Routing Encapsulation Internet Control Message Protocol Internet Protocol Internet Packet Exchange Installation report Integrated Service Digital Network Internet Service Provider Label Distribution Protocol Label Edge Router Label Information Base Letter of Commissioning Label Switch Path Label Switch Router Media Access Control Main distribution frame

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30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

MOCN MPLS MTNL NIO NLD NOC NPM OSPF OSS PCD PM PO QOS RF RFS RSM SCR SEF SLA SRP TMN VAS V-SAT

Master Order Control Number Multi Protocol Label Switching Mahanagar Telephone Nigam Limited Network Implementation Order National Long Distance Network Operation Centre National Project Manager Open Shortest Path First Operation Support System Project Closure Docket Project Manager Purchase Order Quality Of Service Radio Frequency Request for Service Regional Support Manager Service Commissioning Report Subscriber Enrollment Form Service Level Agreement Sales return Process Telecommunication Management Network Value Added Services Very Small Aperture Terminal

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EXECUTIVE SUMMARYAs the telecommunications industry strives for speed in developing and introducing new technology and creating new services, the speed and quality of the internal processes that must actually deliver on these promises are often overlooked. Understanding the business processes will create a fast process environment and allow an organization to achieve frictionless operation. This marvelous management technology will dramatically improve results by tuning the process engine to its peak performance.

To manage service delivery well, it is essential that the service management system work well with the network and element management systems. Service- level management is the set of people and systems that allows the organization to ensure that SLAs are being met and that the necessary resources are being provided efficiently. In the telecommunications management network (TMN) model, service management logically resides above the element and network management layers and below business management. Bharti Airtel Enterprise Service is a solution based communication group, specially created to deliver Integrated and Superior service to enterprise customers. The customized offering of the AES is through its portfolio of Mobile, broadband and telephone and data & internet solutions. Airtel Enterprise Services, adopt a unique partnership model to engage closely with customers in order to understand their specific needs, thereby creating a high impact & high value solution to address their unique requirements.

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CHAPTER 01

INTRODUCTION

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1.1 OBJECTIVE OF THE PROJECT STUDYThe objective of this study-cum-training project is to gain the extensive knowledge about the Business Process and services of Bharti Airtel Limited (Enterprise Services) and implementing this knowledge during practical training.

1.2

SCOPE OF THE PROJECT STUDY

As an integral part of MBA, students are required to undergo a practical training in some industry. The main objective of this training is to supplement students theoretical knowledge with exposure to practical operation of an organization. This provides a student with better understanding of all functional areas of management and skills applied in those areas. It imparts practical knowledge to the student aspiring to accomplish professional insight. It actually gives a feel about what is happening in an organization.

1.3 ABOUT THE INDIAN TELECOM SECTOR1.3.1 HISTORY The Indian telecom sector was wholly under government ownership until 1984. The Department of Telecommunications (DoT) under the Ministry of Communications was the policy maker, regulator, and operator. Subsequently, the government separated the Department of Posts and Telegraph in 1985 by setting up the Department of Post and the Department of Telecommunications. In 1986 two new public sector corporations Mahanagar Telephone Nigam Limited (MTNL) and Videsh Sanchar Nigam Limited (VSNL)were set up under DoT with the objective of allowing decision-making autonomy and flexibility and facilitating public borrowings that would not have been

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possible under a government framework. MTNL, which was carved out of DoT, took over the operation, maintenance, and development of telecom services in Mumbai (Bombay) and New Delhi. VSNL was set up to plan, operate, develop, and accelerate international telecom services. However, policy formulation, regulation, and operations other than in Mumbai and Delhi remained with DoT. A new organization, the Telecom Commission, was created in 1989 with a wide range of executive, administrative, and financial powers to formulate and regulate policy and prepare the budget for DoT. The Telecom Commission had four fulltime members managing technology, production, services, and finance, and four parttime members representing the Planning Commission, Department of Finance, Department of Industry, and Department of Electronics. In 1991, service provision was opened for the private sector. At that stage, the government also unbundled fixed and value added services (VAS). Private operators were allowed to participate in provision of both fixed and VAS. The key driver for change in the sector was the National Telecom Policy announced in May 1994 (NTP 94). The licensing was done in two phases. Licenses were first auctioned for basic and cellular services (900 MHz) in 1991, with major changes in the licensing conditions in July 1999. In the second phase in 2001, cellular services in the 1800 MHz were licensed. The national long distance (NLD) and international services were opened for competition in 1999 and 2000 respectively. The establishment of TRAI in 1997 separated the regulatory function from policy and operations. On October 1, 2001, DoT was corporatized to form the Bharat Sanchar Nigam Ltd. (BSNL), fully under government control, responsible for managing the telecom network and services. 1.3.2 CURRENT STATISTICS Total Base Telecom Sub 23 crore 23% 3rd largest in the world Lowest in the world

Teledensity

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ARPU Wireless Sub Base Fixed Line Sub Base Broadband Sub Base

< 9 US$ 18 crore 05 crore 20 lac

One of the lowest 3rd largest in the world Large potential market Large potential market

1.3.3 COMPETITIVE SCENARIO

No. of Wireless Service offered a. Private GSM Technology operational circle (of 23)

Wireless market Share (June 2007)

No. of wireless subscriber (millions)

1.Bharti 2.Vodafone 3.Idea 4.Othersb. Private CDMA

Integrated Mobile Mobile Mobile

GSM GSM GSM GSM

23 16 11 -

23.5% 17.6% 8.9% 5.6%

42.7 31.8 16.1 10.2

5.Reliance 6.Tatac. Govt. Owned

Integrated Integrated

GSM,CDMA CDMA

23 20

17.7% 9.6%

32.1 17.3

15

7.BSNL+MTNL

Integrated

GSM,CDMATOTAL

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17.2% 100%

31.1 181.4

1.4 COMPANY PROFILE1.4.1 VISION STATEMENT By 2010 Airtel will be the most admired brand in India: Loved by more customers. Targeted by top talent. Benchmarked by more businesses 1.4.2 HISTORY The company has an eventful history. Each year of its existence was marked by a number of major events that have helped shape the company as we know it today. 1995-1996 Launches mobile service brand Airtel in Delhi and Himachal Pradesh. British Telecom (BT) acquires a stake in the company.

1997-1998 Becomes the first telecom operator to obtain a license to provide basic service in Madhya Pradesh. Forms Bharti BT V-SAT Ltd., focused on providing V-Sat solutions and Bharti BT telephone

Internet Ltd., focused on providing Internet solutions across India.

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1999-2000 Acquires JT mobiles, cellular service operator in Punjab, Karnataka and Andhra Expands its south Indian footprint by acquiring Skycell in Chennai. Singapore telecommunications ltd. (SingTel) acquires Telecom Italias equity Pradesh to become the largest private sector telecom operator in India.

stake in the Company. 2001-2002 Launches Indias private sector national and international long distance service. Become the largest private sector telecom operator by obtaining licenses for 8 Incorporates Indias first private submarine cable landing station in a joint venture with SingTel. Release IPO through Indias first 100% book building issue. 2003-2004 Join the US$ 1bn revenue club. Enters into the strategic partnerships with the IBM and Ericsson for outsourcing the Companys networking activities. Acquires a controlling stake in Hexacom, the leading mobile operator in Rajasthan. Launches Blackberry service in India, as a result of an exclusive tie-up with Becomes a part of owners consortium of SEA-ME-WE-4, a 20,000 km next generation cable system connecting India with South East Asia, Middle East Asia and Europe. 2005-2006 Acquires all India footprints by launching mobile service in Assam. Research in Motion (RIM).

new circles.

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Vodafone the worlds largest mobile service provider acquires 10% economic Become the Indias largest integrated private telecom service provider in India

interest in the company. based on the total consumer base.

.

1.4.3 ORGANISATIONAL STRUCTURE Bharti Airtel Limited, a part of Bharti Enterprises, is Indias largest telecom services provider with a consumer base of nearly 22 billions. Bharti Airtel since its inception has been at the forefront of technology and has steered the course of the telecom sector in the country with its world class products and services. The businesses at Bharti Airtel have been structured into three individual strategic business units (SBUs) Mobile Services. Airtel Telemedia Services. Enterprise Services (Carriers & Corporate).

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Figure 01: Organizational Structure

MOBILE SERVICES This business unit constitutes the largest portion of the Bhartis business, both in terms of consumer base and revenue. It offers mobile services in all 23 telecom circles of India and is therefore, the first private mobile service operator to have all India presence. It has a customer base of about 21.8% share of the overall cellular market (GSM + CDMA) covering 40% of the total population in India. TELEMEDIA SERVICES The Airtel Telemedia Services business offers broadband & telephone services in 94 cities across India. It has a consumer base of about 1.3 billion customers ENTERPRISE SERVICES

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The Enterprise services business unit has two sub units: Carriers Corporates

(a) Enterprise Services - Carriers This business unit complements its mobile, telephone and broadband services by providing national and international long distance services. It has over 32,900 route kilometers of fiber on its national long distance network. For the international connectivity to the east, it has submarine cable landing station at Chennai which connects the submarine cable (owned by an associate company) that provides a direct link from Chennai to Singapore. For international connectivity to the west, it has a joint venture with 15 other global telecom companies for the South East Asia-Middle EastWestern Europe-4 (SEA-ME-WE-4) consortium that has commissioned the fourth generation cable system.

(b) Enterprise Services Corporates This business unit provides secure, reliable, scalable, seamless and customized integrated voice and data communication solutions to the corporate customers and to the medium and small size enterprises though a single window and dedicated relationship management. Airtel Enterprise Services (AES), adopt a unique partnership model to engage closely with customers in order to understand their specific needs, thereby creating a high impact & high value solution to address their unique requirements. AES Corporate has the following four main sub units: Project Group (CS)

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Support Group (CS) Business Solution Group (BSG) Account Management (Sales) 1.4.4 FINANCIAL HIGHLIGHTS Bharti Airtel Ltd. has grown from being a single-circle mobile service provider in 1995, to one of the largest integrated telecom player with an all-India mobile footprint through a combination of organic and inorganic growth. The strong and sustained growth demonstrated over the year is testimony to the companys commitment to being a customer focused long term telecom player.

Figure 02: Financial Snapshot

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Figure 03: Total Revenue

Figure 04: EBITDA

Figure 05: Cash Profit

Figure 06: Net Profit

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CHAPTER 02

BUSINESS PROCESS

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2.1 OVERVIEWProcesses are the organizations mechanism of creating and delivering products and services to its customers. The efficiency of this mechanism is one of the key factors that determines overall corporate performance. Business Process is a structured methodology that involves leadership, commitment, objective setting, organizational empowerment, and accountability at all levels. Its success requires a thorough knowledge of the methodologies and tools of process improvement, along with the experience to apply them.

2.2 BACKGROUNDFor a century, the telecom businesses was led by person to person voice communication and have remained relatively constant, but in the last few years with the impressive advancement in the computer technologies and its speed, the demand for the internet bandwidth has increased which brings a new revolution in the telecom business.

Bandwidth in GHz

Years

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Figure 07: Internet Bandwidth increase

Certainly, the growth in data bandwidth is attributable to the popularity and value of the Internet. Fueling this bandwidth demand is the growth of Internet hosts. Hosts are expected to exceed one billion in the year 2003, which means that the number will increase by 10 times every 2 years (see figure 08).

Numbers of subscriber (in thousand)

Years

Figure 08: Internet Host Growth 25

The personal computer (PC) makes the Internet real and available to millions of individuals and businesses. Without the PC, the Internet would be just so many packets of data used by a select few businesses. With processing speeds living up to Moores Law and increasing at 60 percent per year, and with costs dropping to within the reach

of millions of new customers, the computer is helping fan the Internet flame into a Years wildfire (see figure 09):

Number of PC sold (in thousand)

Figure 09: PC Market Growth

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The telecommunications industry is experiencing and driving change at an unprecedented rate, resulting in revolutionary new ways of communicating and conducting business. No statistic demonstrates this more than the rate at which new technology is being adopted. It has taken the Internet only 7 years to reach the level of adoption it took the telephone 35 years to achieve. This technology adoption rate, greater by five times, represents a critical issue for todays business leaders (see figure 10):

Figure 10: Technology Adoption Curve 27

As the telecommunications industry strives for speed in developing and introducing new technology and creating new services, the speed and quality of the internal processes that must actually deliver on these promises are often overlooked. Revolutionizing business processes will create a fast process environment and allow an organization to achieve frictionless operation. This marvelous management technology will dramatically improve results by tuning the process engine to its peak performance.

2.3 BENEFITS OF BUSINESS PROCESSProcess in the business engine that creates value for customers and stakeholders. If goals are set high, the following are some of the results to be expected: Process-improve design and development to reduce time to market by 50 percent and introduce twice as many new products to market in the same time frame with the same resources. Process-improve the order-fulfillment cycle by creating a seamless, frictionless process from order entry to invoice. Delight and amaze customers with how easy it is to do business with the company. Push top-line growth as a market leader. Improve cost per sales rupee dramatically by optimizing resource utilization. 28

Satisfy investors with earnings growth.

2.4 BUSINESS PROCESS METHODOLOGYA telecom business process simply involves following steps: 1. Identifying customer requirements. 2. Planning and Designing. 3. Testing. 4. Installation and Implementation. 5. Confirm customer satisfaction.

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In companies that have long time-to-market cycles, obstacles exist between the process steps and therefore this process typically functions as shown in figure 11:

Figure 11: Obstacles Inhibit Process flow

2.5 BHARTI PROCESSThe following steps represent the Bharti AES process for implementation of a new data project: Step 1: AM (Account Manager) sends completely filled online NIO (Network Implementation Order) along with the required attachments to the PM

Step 2:

PM checks the RFS (Request for Service) date as per Tentative Timelines for project implementation timelines mentioned in feasibility report.

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Step 2.1: If RFS date is not given in the PO (Purchase Order) the tentative timelines for implementation as per feasibility report has to be taken from customer. Otherwise RFS date given in the PO will be considered final.

Step 2.2: If there are any issues in customer order or NIO as per the CSG (Customer Support Group) checklist it is resolved by PM & Account Manager. Step 3: NIO is approved by the PM.

Step 3.1: After NIO is approved by the PM the approved NIO reaches COPC and a MOCN (Master Order Control Number) number is generated.

Step 3.2: Immediately the PM receives the MOCN thru an auto mail. This is done within 48 hrs of receipt of completely filled & approved NIO.

Step 3.3: As soon as the MOCN is released an auto mail goes to the Call centre & an end to end Circuit Id is generated by the Call Centre.

Step 3.4: A welcome letter introducing PM with Escalation Matrix is sent to customer by PM. This is done within 48 hrs of approval of NIO by PM. Step 3.5: Project team is formed by the Regional Services Manager. In case project is spread in more than one location a Secondary Project Manager (single point of contact) is appointed at each location. Project is divided into project deliverables and target date is written against each deliverable & activities by the PM.

Step 4: Based on the Project Deliverables, a rough draft of Project plan is prepared and Feasibility is checked on a case to case basis.

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Step 5: PM holds the Project Kick-Off meeting with customer to share the project deliverables, responsibility matrix. The Project team has to decide periodicity of reports and distribution list at customer end, Point of Contact required at customer end, customers escalation matrix and to communicate site requirements to customer. This is done 0-3 days from date of approval of online NIO by PM. It can also be done through conference call for small project.

Step 5.1: If RFS date is not mentioned in customer PO, a new RFS date which is mutually agreed is finalized by the PM. These details are updated in the weekly project report.

Step 5.2: Alternative solution is shared with the customer or approvals are sought internally for CAPEX.

Step 5.3: PM has to share the installation manual with customer with details of Project Plan, Responsibility Matrix, Project Deliverables, Escalation matrix and SLA.

Step 6:

Project Plan for the activities like Site Readiness, Hardware required, network resources, Fibre extension, Last mile/ NLD on Bharti / Private FSP, Installation, Acceptance testing, Sign off & handover etc is prepared against each deliverable.

Step 7: Project Plan is shared with the customer and other stakeholders like AM, NOC, CPT, Factory etc. This is done from approval of NIO by PM to maximum 5 days of MOCN release.

Step 8:

Online Purchase Requisition is filled & sent to Materials department. Or else online PR should go to Delhi warehouse if hardware is on rent or owned by AES. 32

Step 8.1: Road permit is taken from customer & sent to Bangalore office for hardware on sell cases else SCM to arrange road permit. This is the responsibility of the materials department.

Step 8.2: PM will receive a notification after hardware is delivered. He would also get updated delivery information in the OPMS.

Step 9: Project progress is monitored regularly with respect to last mile, hardware availability, status, network configuration and project. The plan is updated accordingly.

Step 9.1: Project progress is monitored centrally on weekly basis by CPT & National Project Head.

Step 10: Project progress is communicated to customer on weekly basis. If project timelines are less than a week an update on mail can be given instead of a Project Plan to the customer and all stakeholders.

Step 10.1: Project updates are sent to CPT by the PM, Internal stake holders on weekly basis.

Step 10.2: In case the Project is getting delayed due to any reason, Project is reviewed with the customer. In this case AM would be involved for issues arising at any stage of the Project due to any customer related issue or project scope change. Project Scope change should be handled through scope change management process by AM or PM or COPC & customer.

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Step 11: Project Plan & schedule is revised and signed off with customer and updated on regular basis in case of any deviation. Revised Project Plan is then communicated to all stakeholders. Records are maintained for all iterations made in the Project Plan along with the reasons. This is done 02 days of meeting with customer.

Step 11.1: Implementation of the Project is completed as per the Project Plan. This is taken care by the PM.

Step 11.2: Acceptance testing is done as per Project Acceptance criteria. Test results are communicated to the customer. This is the responsibility of the PM.

Step 12: In case results of acceptance testing are not OK, Root cause is identified, resolved and Link is retested. After retesting, project has to be handed over to customer again along with test results as applicable.

Step 13: LOC is signed off by the customer & forwarded to Billing department. Time for sending LOC to Billing is 0-15 days from date of commissioning.

Step 14: Project closure docket is prepared and handed over to the Customer, Customer Support, Call Centre and Networks. The PCD should have the details like End to end Circuit Id generated by the Call Centre, the last mile / NLD Circuit IDs & details & Network. Diagram etc unless specified otherwise by the customer. This should be done within 0-5 days from date of commissioning.

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CHAPTER 03

SERVICE LEVEL MANAGEMENT

3.1 OVERVIEWService- level agreements (SLAs) are contracts between service providers and customers that define the services provided, the metrics associated with these services,

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acceptable and unacceptable service levels, liabilities on the part of the service provider and the customer, and actions to be taken in specific circumstances. Service- level management is the set of people and systems that allows the organization to ensure that SLAs are being met and that the necessary resources are being provided efficiently. In the telecommunications management network (TMN) model, service management logically resides above the element and network management layers and below business management (see Figure13). SLAs are critical success factors in terms of differentiating and ensuring service delivery

Figure 13: Service

Managements Role in TMNs Model The definition of the SLA is important in terms of defining customer expectations. Most SLAs are developed after first base lining existing services and then by defining what, if any, new services are required. An SLA is intended to be an objective tool that helps 36

service providers define benefits versus cost tradeoffs and deliver communication services that provide the best value to the customer. Traditional approaches to service management involving event filtering, correlation, and even root-cause analysis, simply falls short. They cannot handle the dynamic complexity of todays networks and cannot automate the labor- intensive, timeconsuming steps required to investigate and correct each potential problem. Some products do a good job of displaying data, but most of the burden still falls on the operators, who must still perform all tests, diagnose the cause, measure the business impact, and then decide on and execute an appropriate response. The biggest challenge is to ensure that one measures and manages the parameters that matter (not just those that are readily available), meaning those that impact the service as defined in the SLA. This means being able to collect low-level equipment, network, and application data and combine it into service data, given that single, easily measured and managed service attributes do not often present themselves.

3.2 SIGNIFICANCEManaging communications service delivery is challenging. Typical environments consist of equipment from several vendors, supporting multiple protocols, with multiple services and multiple users. The network and equipment performance is dynamic, the amount of data is large, but the amount of useful information is limited. In this complex environment, it is difficult to detect potential problems before they surface. Once they do surface, it takes time to discover the true root cause, determine the best solution, measure the potential business impact, and take corrective action. The more time it takes, the greater the negative impact on service availability and overall service quality.

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While managing service delivery is challenging, the cost of not doing it well is enormous. In todays world of converging voice and Internet services, which are offered over a combination of wired, wireless, and cable media, the service providers that cannot keep up will be left behind by those that can differentiate their services and get them to market quickly. The task of building network operations centers (NOCs) and operations support systems (OSSs) to manage effectively the highly complex, distributed, mission- critical networks used to deliver todays data and voice services is one of the most important issues facing service and equipment providers. Organizations must integrate legacy systems with emerging technologies, manage a host of diverse and often incongruous technologies, and deploy flexible, platform-independent applicationsall with minimal staff. And they must do so faster than their competitors to ensure the successful launch of new products and services. Whether applying Internet or corporate Intranet, data transmission, fax, wireless, landline telephone or cable service, users expect virtually 100-percent availability. To deliver it, communications service providers must be able to anticipate potential network problems before they occur. When interruptions do happen, they must be able to isolate the cause immediately and take appropriate corrective action. Failure to meet these objectives will cost companies existing and potential customer revenue. Mapping network events onto services and related SLAs allows for real-time management of the business. Key performance indicators can be polled periodically, and trend analysis of the historical values can be used for proactive SLA management, predicting limit violations. As a consequence of a violation of an SLA condition, any actionsnot just reportscan be performed, allowing corrective measures to be automated. The service management system should include built-in object models of the network devices and their connection, the services, SLAs, and customers. It should be able to perform what-if analysis for possible customers affected by a potential failure and be able to generate a list of all devices used by a customer or group (see Figure 14).

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Figure 14: Basic network, service and customer mapping

3.3 SLM REQUIREMENTSTo manage service delivery well, it is essential that the service management system work well with the network and element management systems to handle each of the following tasks: Dynamic network representation to handle new and out-of-service managed resources. Proactive data and event monitoringto integrate data from a set of diverse vendor and protocol sources and identify potential problems. Automated topological and model-based reasoningto understand the impacts of events based on connectivity and configuration.

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Cause-effect inferenceto map between the effects of anomalies and their service impacts. Root cause analysisto differentiate between symptoms of a problem and the true problem. Operator guidanceto assist to prioritizing operator actions. Automated testingto verify diagnoses while minimizing network impacts. Automated fault correctionto implement network reconfiguration to optimize service delivery. These capabilities are essential for truly effective service-level management. Without them, most of the event management responsibility continues to fall onto already overburdened operators.

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CHAPTER 04

DATA SERVICES

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Airtel Enterprise Services offers an end-to-end telecommunications solutions portfolio comprising of Voice Services, Mobile Services, Satellite Services, Managed Data & Internet Services, Managed e-Business Services and Managed Customized Integrated Solutions. It boasts of a strong management team and domain expertise, with a robust 24X7 customer support. It is the only company in India with end-to-end integrated infrastructure: GSM mobile network covering twenty one out of twenty three circles, over 200 cities covered by the national long distance backbone spanning 25,000 kms, fixed line network available in select high density commercial towns, one of the finest VSAT networks in India with hubs in Delhi, Mumbai and Bangalore and the worlds largest 8.4Tbps capacity submarine cable Network i2i. Airtel Enterprise Services brings the benefit of eleven industry verticals to its customers. Focus on vertical segments brings the full benefit of our vertical domain knowledge and consequent design of customized vertical telecom solutions to the customers. Various verticals that Airtel Enterprise Services focuses on are IT ITES Telecom Manufacturing and Distribution Services Media and Distance Education ISP and Carriers Banking and Finance PSU Banks

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Government Channels

4.1

MPLS Services

Multiprotocol label switching (MPLS) is a versatile solution to address the problems faced by present-day networksspeed, scalability, quality-of-service (QoS) management, and traffic engineering. MPLS has emerged as an elegant solution to meet the bandwidth-management and service requirements for next- generation Internet protocol (IP)based backbone networks. MPLS addresses issues related to scalability and routing (based on QoS and service quality metrics) and can exist over existing asynchronous transfer mode (ATM) and frame-relay networks. MPLS performs the following functions: Specifies mechanisms to manage traffic flows of various granularities, such as flows between different hardware, machines, or even flows between different applications. Remains independent of the Layer-2 and Layer-3 protocols. Provides a means to map IP addresses to simple, fixed-length labels used by Interfaces to existing routing protocols such as resource reservation protocol Supports the IP, ATM, and frame-relay Layer-2 protocols.

different packet-forwarding and packet-switching technologies. (RSVP) and open shortest path first (OSPF).

In MPLS, data transmission occurs on label-switched paths (LSPs). LSPs are a sequence of labels at each and every node along the path from the source to the

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destination. LSPs are established either prior to data transmission (control- driven) or upon detection of a certain flow of data (data-driven).

The labels, which are underlying protocol-specific identifiers, are distributed using label distribution protocol (LDP) or RSVP or piggybacked on routing protocols like border gateway protocol (BGP) and OSPF. Each data packet encapsulates and carries the labels during their journey from source to destination. High-speed switching of data is possible because the fixed-length labels are inserted at the very beginning of the packet or cell and can be used by hardware to switch packets quickly between links

Figure 15: MPLS Generic Label Format

MPLS Operation The following steps must be taken for a data packet to travel through an MPLS domain. 1. Label creation and distribution 2. Table creation at each router 44

3. Label-switched path creation

4. Label insertion/table lookup 5. Packet forwarding The source sends its data to the destination. In an MPLS domain, not all of the source traffic is necessarily transported through the same path. Depending on the traffic characteristics, different LSPs could be created for packets with different QoS requirements.

Figure 16: LSP Creation and Packet Forwarding through an MPLS Domain Table 3 illustrates the step-by-step MPLS operations that occur on the data packets in an MPLS domain. MPLS actions Description Before any traffic begins the routers make the decision to bind a label to a specific FEC and build their tables. In LDP, Label creation and distribution downstream routers initiate the distribution of labels and the label/FEC binding. In addition, traffic-related characteristics and MPLS capabilities are negotiated using LDP. A reliable and ordered transport protocol should be used for the signaling protocol. LDP uses TCP. On receipt of label bindings each LSR creates entries in the label Table creation Information base (LIB).The contents of the table will specify

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the mapping between a label and a FEC.mapping between the input port and input label table to the output port and output label table. The entries are updated whenever renegotiation of the label bindings occurs.

Label switched Path creation

As shown by the dashed blue lines in Figure16, the LSPs are created in the reverse direction to the creation of entries in the LIBs. The first router (LER1 in Figure16) uses the LIB table to find the next hop and request a label for the specific FEC.

Label insertion/ table lookup

Subsequent routers just use the label to find the next hop. Once the packet reaches the egress LSR (LER4), the label is removed and the packet is supplied to the destination. With reference to Figure16let us examine the path of a packet as it to its destination from LER1, the ingress LSR, to LER4, the egress LSR.LER1 may not have any labels for this packet as it is the first occurrence this request. In an IP network, it will find the longest address match to find the next hop. Let LSR1 be the next hop for LER1.LER1 will initiate a label request toward LSR1.This request will propagate through the network as indicated by the broken green lines. Each intermediary

Packet forwarding

router will receive a label from its downstream router starting from LER2 and going upstream till LER1. The LSP setups indicated by the broken blue lines using LDP or any other signaling protocol. If traffic engineering is required, CRLDP will be used in determining the actual path setup to ensure the QoS/CoS requirements are complied with.LER1 will insert the label and forward the packet to LSR1.Each subsequent LSR, i.e., LSR2 and LSR3, will examine the label in the received

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packet, replace it with the outgoing label and forward it. When the packet reaches LER4, it will remove the label because the packet is departing from an MPLS domain and deliver it to the destination. The actual data path followed by the packet is indicated by the broken red lines.

Tunneling in MPLS A unique feature of MPLS is that it can control the entire path of a packet without explicitly specifying the intermediate routers. It does this by creating tunnels through the intermediary routers that can span multiple segments. This concept is used in provisioning MPLSbased VPNs. Consider the scenario in Figure 17 LERs (LER1, LER2, LER3, and LER4) all use BGP and create an LSP between them (LSP 1). LER1 is aware that its next destination

is LER2, as it is transporting data for the source, which must go through two segments of the network. In turn, LER2 is aware that LER3 is its next destination, and so on.

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These LERs will use the LDP to receive and store labels from the egress LER (LER4 in this scenario) all the way to the ingress LER (LER1).

Figure 17: Tunneling in MPLS However, for LER1 to send its data to LER2, it must go through several (in this case three) LSRs. Therefore, a separate LSP (LSP 2) is created between the two LERs (LER1 and LER2) that span LSR1, LSR2, and LSR3. This, in effect, represents a tunnel between the two LERs. The labels in this path are different from the labels that the LERs created for LSP1. This holds true for LER3 and LER4, as well as for the LSRs in between them. LSP 3 is created for this segment. To achieve this, the concept of a label stack is used when transporting the packet through two network segments. As a packet must travel through LSP 1, LSP 2, and LSP 3, it will carry two complete labels at a time. The pair used for each segment is (1) first segment, label for LSP 1 and LSP 2 and (2) second segment, label for LSP 1 and LSP 3. When the packet exits the first network and is received by LER3, it will remove the label for LSP 2 and replace it with LSP 3 label, while swapping LSP 1 label within the packet with the next hop label. LER4 will remove both labels before sending the packet to the destination. Multicast operation The multicast operation of MPLS is currently not defined. However, a general approach has been recommended whereby an incoming label is mapped to a set of outgoing labels. This can be constructed via a multicast tree. In this case, the incoming label will bind to the multicast tree and a set of output ports is used to transmit the packet. This operation is quite conducive to a local-area-network (LAN) environment. In a connection-oriented network such as ATM, the point- to-multipoint switched paths (VCCs) can be used for distributing multicast traffic. MPLS Protocol Stack architecture The core MPLS components can be broken down into the following parts:

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Network layer (IP) routing protocols. Edge of network layer forwarding. Core network label-based switching.

Label schematics and granularity. Signaling protocol for label distribution. Traffic engineering. Compatibility with various Layer-2 forwarding paradigms (ATM, frame relay, PPP).

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Figure 18: MPLS Protocol Stack Figure 18 depicts the protocols that can be used for MPLS operations. The routing module can be any one of several popular industry protocols. Depending on the operating environment, the routing module can be OSPF, BGP, or ATMs PNNI, etc. The LDP module utilizes transmission control protocol (TCP) for reliable transmission of control data from one LSR to another during a session. The LDP also maintains the LIB. The LDP uses the user datagram protocol (UDP) during its discovery phase of operation. In this phase, the LSR tries to identify neighboring elements and also signals its own presence to the network. This is done through an exchange of hello packets. The IP Fwd is the classic IPforwarding module that looks up the next hop by matching the longest address in its tables. For MPLS, this is done by LERs only. The MPLS Fwd is the MPLS forwarding module that matches a label to an outgoing port for a given packet. The layers, shown in the box with the broken line, can be implemented in hardware for fast, efficient operation. MPLS applications MPLS addresses today's network backbone requirements effectively by providing a standards-based solution that accomplishes the following: Improves packet-forwarding performance in the network: switching paradigms. MPLS is simple, which allows for easy implementation. MPLS increases network performance because it enables routing by switching at wire line speeds Supports QoS and CoS for service differentiation: 50

MPLS enhances and simplifies packet forwarding through routers using Layer-2

MPLS uses traffic-engineered path setup and helps achieve service-level guarantees. MPLS incorporates provisions for constraint-based and explicit path setup. Supports network scalability: ATM networks. Integrates IP and ATM in the network:

MPLS can be used to avoid the N2 overlay problem associated with meshed IP

MPLS provides a bridge between access IP and core ATM. MPLS can reuse existing router/ATM switch hardware, effectively joining the two disparate networks. Builds interoperable networks: networks. MPLS facilitates IPover-synchronous optical network (SONET) integration in optical switching. MPLS helps build scalable VPNs with traffic-engineering capability.

MPLS is a standards-based solution that achieves synergy between IP and ATM

4.2 VPN ServicesA virtual private network (VPN) is a computer network in which some of the links between nodes are carried by open connections or virtual circuits in some larger network (e.g., the Internet) instead of by physical wires. The link-layer protocols of the virtual network are said to be tunneled through the larger network when this is the case. One common application is secure communications through the public Internet, but a VPN need not have explicit security features, such as authentication or content

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encryption. VPNs, for example, can be used to separate the traffic of different user communities over an underlying network with strong security features. Basic Building Blocks Customer Edge Device (CE) In general, a CE is a device, physically at the customer premises, that provides access to the PPVPN service. Some implementations treat it purely as a demarcation point between provider and customer responsibility, while others allow it to be a customer-configurable device. Provider Edge Device (PE) A PE is a device or set of devices, at the edge of the provider network, which provides the provider's view of the customer site. PEs are aware of the VPNs that connect through them, and do maintain VPN state. Provider Device (P) A P device is inside the provider's core network, and does not directly interface to any customer endpoint. It might, for example, be used to provide routing for many provider-operated tunnels that belong to different customers' PPVPNs. While the P device is a key part of implementing PPVPNs, it is not itself VPN-aware and does not maintain VPN state. Its principal role is allowing the service provider to scale its PPVPN offerings, as, for example, by acting as an aggregation point for multiple PEs. P-to-P connections, in such a role, often are high-capacity optical links between major locations of provide.

Figure 19: VPN

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Data arrives from CE (Customer Edge) via access network. Encapsulated by PE (Provider Edge) and sent over tunnel. Decapsulated by receiving PE and sent over access network to CE.

Layer 1 Service: Virtual Private Wire and Private Line Services (VPWS and VPLS) In both of these services, the provider does not offer a full routed or bridged network, but components from which the customer can build customer-administered networks. VPWS are point-to-point while VPLS can be point-to-multipoint. They can be Layer 1 emulated circuits with no data link structure.

Figure 20: VPWS

Layer 2 Services: Virtual Private LAN Service (VPLS) Developed by IEEE, VLANs allow multiple tagged LANs to share common trunking. VLANs frequently are composed only of customer-owned facilities. The former is a layer 1 technology that supports emulation of both point-to-point and point-to-multipoint topologies. The method discussed here is an extension of Layer 2 technologies such as

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802.1d and 802.1q LAN trunking, extended to run over transports such as Metro Ethernet. As used in this context rather than private line, a VPLS is a Layer 2 PPVPN that emulates the full functionality of a traditional Local Area Network (LAN). From the user standpoint, VPLS makes it possible to interconnect several LAN segments over a packet-switched or optical provider core, a core transparent to the customer, and makes the remote LAN segments behave as one single LAN.

Figure 21: VPLS

4.3 V-SAT ServiceVSAT stands for Very Small Aperture Terminal and refers to a small-sized earth station that receives and transmits one/two way wireless communications by connecting 54

dispersed remote sites to a central hub or earth station via satellite using small antenna dishes whose diameter are between 0.6 to 3.8 meters , which gives it the name very small. VSAT Systems uses a satellite connection as a high-speed digital link between a customers location and the Internet backbone.

Figure 22: V-Sat V-SAT Specification Antenna diameter Traffic Capacity Frequency Bands Use of satellite Network Configuration 0.6m 3.8m 9.6Kbps 2Mbps C-band (4-6 GHz), Ku-Band (12-14 GHz), Ka-Band (20-30 GHz) Geo-stationary satellite (36,000km above equator) Point-to-point Point-to-multipoint

V-SAT Components VSAT consists of two modules--an outdoor unit (ODU) and an indoor unit (IDU). The Outdoor Unit can be placed in the backyard or mounted on a roof, working as the interface to the space segment. It is composed of a parabolic Antenna, Radio Frequency Transceiver (RFT) which directs the transmitted power towards the antenna 55

dish and collects the received power from it, Low Noise Block (LNB) which blocks the noise by amplifying the received signal, and Power Amplifier which transmits the signal. The indoor unit is usually a small desktop-box-size satellite modem located near the users existing computers. It contains receiver and transmitter boards supporting the interfaces to communicate with other in-house equipment such as LANs, servers, PCs and TVs.

Figure 23: V-SAT Components

The outdoor unit and indoor unit are connected through an Interlink Facility (IFL), for example a coaxial cable. The typical limit of an IFL cable is about 300 feet.

V-SAT Operation Content originates at the hub, which features a very large -15 to 36-foot (4, 5 -11m) antenna. The hub controls the network through a network management system (NMS) server, which allows a network operator to monitor and control all components of the

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network. The NMS operator can view, modify and download individual configuration information to the individual VSATs.

C Band 6/4GHz Ku Band -14/12GHz Ka Band 30/20GHzUplin k 6 GHz Downlin k 4 GHz

HP A Up Converter Satellite ModemCP E PST N

LN A Down Converter Satellite ModemCP E PST N

Transmitting Earth Station

Receiving Earth Station

Figure 24: V-SAT Operations

Outbound information (from the hub to the VSATs) is sent up to the communications satellite's transponder, which receives it, amplifies it and beams it back to earth for reception by the remote VSATs. The VSATs at the remote locations send information inbound (from the VSATs to the hub) via the same satellite transponder to the hub station.

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V-SAT Topologies STAR - the hub station controls and monitors can communicate with a large number of dispersed VSATs. Generally, the Data Terminal Equipment and 3 hub antenna is in the range of 6-11m in diameter. Since all VSATs communicate with the central hub station only, this network is more suitable for centralized data applications. MESH - a group of VSATs communicate directly with any other VSAT in the network without going through a central hub. A hub station in a mesh network performs only the monitoring and control functions. These networks are more suitable for telephony applications. HYBRID - In practice usually using hybrid networks, where a part of the network operates on a star topology while some sites operate on a mesh topology, thereby accruing benefits of both topologies.

V-SAT Access Technology 58

There are mainly three kind of access technology is used in V-SAT TDMA, SCPC and FDMA as discussed below:

TDMA TDMA Time-division Time-division Multiple Access Multiple Access

VSAT VSAT ACCESS ACCESS TECHNOLOGY TECHNOLOGY SCPC SCPC Single-carrier Single-carrier per Channel per Channel FDMA FDMA Frequency Frequency Division Division Multiple Access Multiple Access

Figure 25: V-SAT Access Methodology

TDMA access method: The VSAT Hub communicates with all dispersed VSATs (typically a 1.8-meter diameter parabolic-shaped dish) on an outgoing channel of up to 512kbps based on the TDM scheme. The incoming or return channel from the dispersed VSATs uses the TDMA channel technology that enables a large number of the respective VSATs to share this single return channel. The incoming routes typically operate at 128kbps, and can go up to a maximum bandwidth of 256kbps.

SCPC access method: SCPC-based design provides a point-to-point technology, making VSAT equivalent to conventional leased lines. In the Hub-to-Remote configuration, one end of the VSAT link (normally the customer's HQ) is connected to the 11-meter VSAT Hub (Earth Station) via a terrestrial leased line. A VSAT antenna at the remote end or the distant end (normally the branch office) of the VSAT link is then interconnected to the VSAT hub via the satellite. VSAT links with a Remote-to-Remote configuration bypass the VSAT Hub and has a stand-alone VSAT antenna at both ends of the link. Typical VSAT antenna size ranges from 1.8m to 2.4m. 59

FDMA access method: It is the oldest method for channel allocation. The satellite channel bandwidth is broken into frequency bands for different earth stations. The earth stations must be carefully power-controlled to prevent the microwave power spilling into the bands for the other channels. Here, all VSATs share the satellite resource on the frequency domain only. It is of following 3 types: PAMA (Pre-Assigned Multiple Access) DAMA (Demand Assigned Multiple Access) CDMA (Code Division Multiple Access) V-SAT Advantages Reliability: reliable satellite transmission of data, voice and video between an unlimited number of geographically dispersed sites or from these sites to headquarters. Flexibility: The VSAT networks offer enormous expansion capabilities; On the other hand, VSATs offer unrestricted and unlimited reach. Additional VSATs can be rapidly installed to support the network expansion to any site, no matter however remote. Network Management: Network monitoring and control of the entire VSAT network is much simpler than a network of leased lines, easily integrates end-to-end monitoring and configuration control for all network subsystems. A low mean-time to repair: Few hours, compare to leased lines which extends up to a few days. Essentially, lesser elements imply lower MTTR. Uptime of up to 99.5 percent is achievable on a VSAT network. This is significantly higher than the typical leased line uptime of approximately 80-85%.

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Cost: VSAT network offers significant savings over 2-3 years timeframe. The service charges depend on the bandwidth which is allocated to the network in line with customer requirements. Link Budgets: RF equipment would cater to the requirements of the network

topology and satellite modems in use. The link Budget estimates the ground station and satellite EIRP (Effective Isotropic Radiated Power) required. Calculations of signal levels through the system to ensure the quality of service should normally be done, prior to the establishment of a satellite link. V-SAT Applications The biggest advantage of the VSAT network is that it well suited to the needs of large corporations with scattered facilities throughout the world. So organizations such as banks, government departments, schools, hospitals and home offices, VSAT offers endto-end services and can easily be established as businesses grow with fast deployment.

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.

Figure 26: V-SAT Applications

INDUSTRY

SERVICES -Automatic teller machines -Transaction support -Teller services

Banking

-database access -Branch bank automation -File/software update -Credit authorization -Point of sale -Pricing updates

Retail

-Inventory control -Video promotions

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-Frequent buyer programs -Inventory control -Fleet management Transportation -Shipment tracking -Order entry -Credit authorization -Brokerage service -Electronic payment transactions Financial sector -Online trading -File/software updates -data base access -Power line monitoring Energy -Communication to drilling sites -Pipeline monitoring 4.4 INTERNET LEASED LINEA Leased line is a permanent, always on connection between two locations. It is a dedicated, private line and does not carry communications from other businesses, resulting in a guaranteed level of service. The line can be used for data, video and voice and is most cost effective if the internet is heavily used .High speed connections can be cost effectively and up to 155 mbps are available.

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Advantages

High speed internet for Organizations with large communications and Dedicated bandwidth. Steady, reliable connection to internet. Fast response time. Bandwidth on demand.

information needs.

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Applications EMAIL FTP SOFTWARE DEVELOPMENT WEB BASED SERVICES-ECOMMERCE INTERNET BANKING MEDICAL TRANCRIPTION VIDEO CONFRENCING VPN APPLICATIONS CYBER CAFES INFORMATION BROWSING

4.5 IPLC SERVICE IPLC is a high-speed solution for enterprises with large and varied communication requirements. IPLC is a high capacity, high speed digital circuit that provides an opportunity to combine a variety of telecommunication applications, including the transmission of digitized voice, high speed data, high speed fax and graphics for video phones. As the service provides integration of all three applications at the same time, it gives a distinct advantage over other modes of communication.

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Features

Service Bandwidth Reliability Security Type of Connectivity Cost of Network Broader Applications

Features Dedicated High High Point-to-point Medium Voice*, Data, Video

Advantage

Security Security is critical for any corporate network. As such, it is the primary concern for businesses contemplating the use of IPLC. Bhartis dedicated bandwidth and sophisticated software and hardware ensure complete security of users communication and the flow of information remains confidential between two communication points. Reliability and Diversity

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It provides the necessary reliability and diversity by allowing switching over to a different path should a link or device fail. This is ensured by Bhartis Network Management Team, which manages the traffic in case of failure of any of the links. Its diverse cable network ensures that all possible diversity can be provided to you. And it's worth mentioning that we offer maximum diversity to ensure high availability of the services. Total Support The network management team works round-the-clock to ensure faultless services to customer. Any fault is immediately reported and efforts are made to restore the service at the earliest. Bharti AES have put into place stringent international benchmarks for ensuring that the highest level of service is available to customer. Single Window Clearance Customer can order the half-circuit for which we will facilitate for arranging the local loop from their business premises to Bhartis POP. For any fault reporting/troubleshooting, it will act as a single point of contact to restore the service.

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PROJECT ASSIGNMENT

I have visited the various customers site location of Bharti Airtel Limited as a part of my practical training. The job is to resolve the customers issues (in case of old link) and to configure the router at the customers end (in case of new link implemented). The details for the same are given below: SITE 01: Site Visited: Pune University Type of Link: Fault: 12Mbps Internet

Faulty Cable

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Action Taken: Changing straight through cable from MUX to Router. After that connectivity was checked by connecting the MUX to a Laptop by using PING command.

Equipments used: MUX: Router: Cable: TEJAS MUX CISCO 2800 series Straight through cable

Connector:- RJ-45 SITE NO. 02: Site Visited: Tech Mahindra, Viman Nagar. Type of Link: Purpose: 45Mbps Pune to Singapore WAN To configure the router for a new link. to be configured. Equipments used: MUX: Router: Cable: SITE NO. 03 Site Visited: Canara Bank. Type of Link: Fault: 2Mbps MPLS. Link was down. connectivity was checked by connecting the MUX to a Laptop by using PING command. Equipments used: TEJAS MUX CISCO 7000 series. Straight through cable

Action Taken: Link was already present. IP was already given but the Router had

Connector:- RJ-45

Action Taken: Changing straight through cable from MUX to Router. After that

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MUX: Router: Cable: -

TEJAS MUX CISCO 2800 series. Straight through cable

Connector:- RJ-45

SITE NO. 04: Site Visited: E-Space, Viman Nagar Type of Link: Purpose: 45Mbps MPLS To connect Ethernet Tester to MUX to check the connectivity Tester was kept under observation to see the usage of the link and to find the errors if any. Equipments used: MUX: Router: Cable: TEJAS MUX CISCO 7800 series. Straight through cable

Action Taken: Ethernet tester was connected to E1 port of MUX. The Ethernet

Connector: - RJ-45

CONCLUSION

From the study of the business, Service Delivery Management and the various products of Airtel Enterprise Service it can be concluded that: The business process followed by AES is good and helps to achieve customer satisfaction. These processes are continuously supporting the AES for effective working and the feedback taken periodically from customer helps AES for better performance. Well designed Service Level Agreement(SLA) helps AES to do necessary adjustment in their process so that it can maintain a strong relationship with their corporate customers.

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Various products and services portfolio of AES generates huge revenue. The broad network of Bharti Airtel leads it into a global identity. Also Bharti Airtel has established a good brand image in its customer mind. The market strategies and innovative ideas leads it to a better future. At last but not least, AES is performing well in todays competitive telecom scenario.

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SUGGESTIONS AND RECOMMENDATIONS

To address the Key business problems we identified the key changes that are required in the some particular (following) areas are: Organization: Move towards centralized operations (reduced costs).

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Processes: Automated workflow should be modified to ensure uniform processes across the organization (faster fulfillment and assurance). Network Infrastructure: Reduced the no. of vendors for each equipment type (reduced network complexity and easier operations). Network/Service management systems should improved. Systems: Improvise the existing CRM and trouble ticketing solution (improved Implementing new OSS.

operations and customer service).

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BIBLIOGRAPHY

WEB SITES:

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www.airtel.in www.howstuffworks.com www.iec.org www.spacejournal.org www.wikipedia.com

BOOKS:

Computer Networks Data Communication

By Tanenbaum By B. Ferouzan

MAGZINES:

Voice & Data Telecom Watch Tele.net

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