
2/40

HP project

Investing in new product development

and expanding the product catalog arethe most difficult things to do in hard times,

and also among the most important

(Bill Hewlett and David Packard)


3/40

Our HP case

Case 1Medium enterprise 2-tier Datacenter SDN based

in a timeframe of 5 years:

Company scenario: labsforallis a medium companyfocused on hosting of complex IT environment dedicated to

new Network Function software validation. The companyhas to manage manually segregation and flexibility on DC

network and a lot of unplanned network downtime. Allaccess and core devices were installed one year ago and

only 50% of access and all core devices are Openflowcapable.


4/40

Our HP case

Source: Hp


5/40

TCO analysis

Qualitative analysis

Behavioural

Pre-screening of the sector

Assumptions and initialconsiderations

Quantitative analysis

Excel model (customizableinput data). Focus on:

Downtime

Flexibility

IRR and ROI analysis

Other TCO indicators


6/40

Key discriminant factors leading to the SDN

Time To Market

Usage Intensity

Cost of Downtime

Delay and Jitter


7/40

Before starting

Industries assumptions

TraditionalSolutions

TypicalHourly Cost

of Downtime

Weekly Business Hours

YearlyBusiness

Hours

EmployeeCost per

HourHours(per day)

Workingdays (per

week)

BrokerageService

4,76 9 5 2.340 22,26

Energy 2,06 24 7 8.736 25,91

Telecom 1,47 24 7 8.736 21,10

Manufacturing 1,18 8 6 2.496 18,03

Retail 0,81 8 6 2.496 12,35

Healthcare 0,47 24 7 8.736 17,94

Media 0,07 24 7 8.736 23,95


8/40

Time To MarketIT has become inert, it is just another cost of doing businessNicholas Carr

SDNservice

facilitator

Reduction of timeto market

Loweropportunity

costs

First moveradvantage

Mature markets where thecompetition is high and it ismainly based on thecompetitive services offering

The SDN may even gobeyond this, providing anedge over competitors


9/40

Usage Intensity More a consideration than a discriminant variable

Starting from the assumption that a network infrastructure

is already present, this behavioral indicators aim is onlyto justify the investment

Total yearly businesshours

Brokerage Service 2,340

Energy 8,736

Telecom 8,736

Manufacturing 2,496

Retail 2,496

Healthcare 8,736

Media 8,736


10/40

Cost of Downtime Downtimerefers to the periods when a system is unavailable.

Downtime or outage duration refers to a period of time in which a system

fails to provide or perform its primary function. Reliability, availability,recovery, and unavailability are related concepts.

Source: Soundgardas Source: Network Computing, the Meta Group and Contingency Planning Research;

Vision Solution


11/40

Delay & Jitter

(Long) delay: amount of time it takes for a bit to betransmitted from the source to the destination.

Jitter (or delay variability): delay that varies overtime.


12/40

Delay & Jitter

The acceptable parameters for applicationperformance, defined by SLAs, are often challenged bynetwork congestion, particularly in live media (ex.streaming, online gaming, voice over IP andvideoconferencing) which are affected more by longdelay and jitter.

SDN applications could monitor network health(byanalyzing metrics like link utilization, switch queue depths,application flow delay, jitter and packet loss) andempower the network whenever it risks to fall out its SLAs.In case network cannot meet the SLAs, an alert could besent to optimize subsequent data center operations.


13/40

Industries consideredBrokerage

Service

Energy

Maufacturing

RetailHealthCare

Media

Telecom

BrokerageService

Energy

HealthCare

Media

Telecom

Manufacturing

Retail

Services Industries

Production Industries


14/40

Brokerage Services

Competition in the brokerage industry isgrowing rapidly, thanks to:

o elimination of the traditionalrestriction against banking activities

o the disappear of the entry barriers

o technological advances

Unbundling the Offerings: The Old Guard vs. the New Wave

Source: Booz-Allen & Hamilton

Time to market

Downtime

Cost of dowtime/h (Million )

Brokerage services 4.76

Source: Network Computing, the Meta Group and Contingency Planning Research;Vision Solution


15/40

Energy

Time to market

o Oligopoly market

o

Change in the regulamentationof the sector in the 1996, whichaim was to liberalize the market

Decrease of the barriers to entry +

ENEL not monopolist in the sector

anymoreContribution of the biggest company to energy production in Italy(2011)

Source: FIRE Federazione Italiana per luso Razionale dellEnergia

Cost of dowtime/h (Million )

Energy 2.06

Downtime

Usage intensity

Total business h/year

Energy 8,736



16/40

Telecommunication

o High Concentration

o Mature Market

o Price War competition

Time to market

Downtime

Cost of downtime/h (Million )

Telecom 1.47

Usage intensity


Telecom 8,736

Delay and Jitter

o Importance of providing a reliable,

fast and invariant service

o Reduce at best bottlenecks


Source: sole24ore ottobre 2013


17/40

Retail

o Mature market

o Lower opportunity to develop

o Less loyal customer

o High competition

o Moving toward the globalsourcing

Time to Market

Source: Pwc 2014

Total retail: a real opportunity beyond

the multicanality.

The growth of digital channel completelychanged the behaviors and the

consumers needs with respect to

suppliers and distributors.


18/40

Healthcare

Usage Intensity

o Big market that produce ahuge amount of data

o Increasing relevance of on

time data updating

o Need for constant uptime,

efficiency and flexibility

o Need of cost savings


Healthcare 8,736


19/40

Media

o High concentration

o High entry barriers

Price competition

o Last changes: internet, digital TV,smartphone, globalization,customization of mediaservices

Time to market

Usage intensitySource: Market revolution


Media 8,736

Delay and jitter

o Importance of providing a reliable,

fast and invariant service

o Reduce at best bottlenecks


20/40

Manufacturing

?


21/40

IndustriesSDN indicators matrix

Time toMarket

UsageIntensity

Downtime Delay andJitter

Brokerage

Energy

Telecom

Manufacturing

Retail

Healthcare

Media


22/40

The Model


23/40

Simplifications No rack, cabling, cooling & space costs considered in detail

No computational and storage components

No decommissioning costs evaluations

Service layer components out of scope (firewall, Load

Balancer, ..)

Noc & Soc assurance: 15 FTE

Noc & Soc delivery: 10 FTE

Engineering: 5 FTE


24/40

Assumptions

Migration cost as setup cost of the whole SDN structure

Option 1: setup cost minus 30% of controller and related components

cost

Option 2: 1styear equal; 2ndyear included the remaining 30%

Migration cost: 4 persons for the SDN installation (3 months)

Migration activities are assumed to be done during normal

working hours

Reskilling costs: 2000 per person per week

Time of reskilling hours: 5 hours, 5 days, 3 weeks


25/40

Assumptions

Business hours are used to calculate Total revenues perhour

Estimated % of human errors solve by SDN: 55%Source: Cost-Unconscious: Denying the True Cost of Network Downtime, Tim Hebert, 2008

Time of implementation of new components which allowimplementation of new services:

TRADITIONAL: 8 h per day, 10 days, 5 persons

SDN: 8h per day, 4 days, 5 persons

Number of services implemented per year: 1


26/40

Hypothesis

Input hypothesis in order to compare the industries:

Whole system reliability: 0,999

Number of personnel: 200

Yearly revenues: 20.000.000

Downtime penalty: 80.000 per hour


27/40

Input


28/40

Legenda

Red values: must be inserted in INPUT SHEETSby the users

Green values: are those that change according to

the sector


29/40

Input cost

Type Input costs Category CurrentSolution Proposed (SDN)solution

Year 0 Year 0 Year 1

OPEX Unplanned downtime Facility Management 776.524 776.524 349.436

OPEX Extra-costs opex (due to flexibility) Facility Management 173.275 173.275 69.310

CAPEX Access Hardware acquisition (tor) Hardware 350.355,15 350.355,15 200.202,94

CAPEX Core hardware acquisition Hardware 292.205,88 292.205,88

OPEX Access Hardware Mainteinance Hardware 50.039,71 50.039,71 28.594,12

OPEX Core hardware Mainteinance Hardware 56.532,35 56.532,35

CAPEX Total Infrastructure Set-up cost Personnel 428.912 428.912 3.088

CAPEX Reskilling development team Personnel 16.950

CAPEX Reskilling delivery team Personnel 47.325

OPEX Noc&Soc Assurance Personnel 1.050.000 1.050.000 770.000

OPEX Noc&Soc Delivery Personnel 700.000 700.000 420.000

OPEX Engineering Personnel 350.000 350.000 350.000

CAPEX Software management IMC Software 11.029,41 11.029,41 11.029,41

CAPEX SDN controller solution of acquisition Software 7.352,94

OPEX Software management IMC mainteinance Software 4.411,76 4.411,76 4.411,76

OPEX SDN controller solution mainteinance Software 2.941,18


30/40

Downtime

Current Reliability Current Proposed (SDN)

Whole system reliability 0,999 0,999

Total percentage of outtage 0,001 0,001

Total hours of outtage per day (estimate) 0,024 0,024

% of human errors solved by SDN 55%Total hours of outtage per year (estimate) 9 4,05

Personnel uncovered cost Current Proposed (SDN)

N of personnel 200 200

Number of hours of outtage 9 4,05

Estimated percentage of personnelaffected

90% 90%

Average employee cost per hour 21,10 21,10

Total cost (moltiplication) 37.980 17.091


31/40

Downtime

Revenue opportunity cost (Residuals) Current Proposed (SDN)

Gross yearly revenue 20.000.000 20.000.000

Total yearly business hours 8.736 8.736

Total Revenues per hour 2.289 2.289

Estimated percentage of revenues

affected90% 90%

Downtime hours 9 4,05

Total opportunity cost 18.544 8.345

Penalty Current Proposed (SDN)

Cost per hour 80.000 80.000

Number of hours of outtage 9 4,05

Total penalties costs 720.000 324.000

Current Proposed (SDN)

Total

Downtime

Savings

Total Downtime 776.523,96 349.435,78 427.088

Total Downtime per hour 86.280,44 86.280,44


32/40

Flexibility

Cost of a service implementation Current Proposed (SDN)Time of implementation (hours) 80 32

Cost per hour 21,10 21,10

N of people affected 5 5

Personnel costs 8.440 3.376

Revenue opportunity cost Current Proposed (SDN)

Gross yearly revenue 20.000.000 20.000.000

Total yearly business hours 8.736 8.736

Total Revenues per hour 2.289 2.289

Estimated percentage of revenues affected 90% 90%

Time of outtage 80 32

Total opportunity cost 164.835 65.934

CurrentProposed

(SDN)

Total

Flexibility

Savings

Total costs of the flexibility

infrastructure

173.275 69.310 103.965


33/40

Other costs

Migration CurrentProposed

(SDN)

Personnel needed 4 4

Time ofimplementation

2160 2160

Cost per hour 50 50

Total migration 432.000 432.000

SDN controller 3.088

Total migration cost 428.912 432.000

Reskilling costs

Total cost for reskilling perperson

6.000

Development team 2

Total reskilling for dev. Team 12.000

Service Team (NOC) 5Total reskilling costs for NOC 30.000

Labor opportunity costs

Time of reskilling Hrs 75

Cost per hour 33

Development Team 2

Total labor cost for reskilling 4.950

Service Team (NOC) 7Total labor cost for reskilling 17.325

Personnel CurrentProposed

(SDN)

Cost per year 70.000 70.000

Noc & Soc -Assurance

15 11

Total assurance 1.050.000 770.000

Noc & Soc - Delivery 10 6

Total delivery 700.000 420.000

Engineering 5 5

Total engineering 350.000 350.000

SDN specific costs

Personnel costs Migration costs


34/40

Scenario

Lifecycle 5 Interest rate 7%

0 1 2 3 4 5

Option 1 (current) 2013 2014 2015 2016 2017 2018 Total

Total CAPEX Current 1.082.502 - - - - - 1.082.502

Hardware 642.561 - - - - - 642.561

Software 11.029 - - - - - 11.029

Facility Management - - - - - - -

Personnel 428.912 - - - - - 428.912

Total OPEX Current 3.160.783 3.054.211 3.054.211 3.160.783 3.054.211 3.054.211 18.538.409

Hardware 106.572 106.572 213.144Software 4.412 4.412 4.412 4.412 4.412 4.412 26.471

Facility Management 949.799 949.799 949.799 949.799 949.799 949.799 5.698.795

Personnel 2.100.000 2.100.000 2.100.000 2.100.000 2.100.000 2.100.000 12.600.000

Total Current 4.243.285 3.054.211 3.054.211 3.160.783 3.054.211 3.054.211 19.620.912

Option 2 (proposed SDN)

Total CAPEX Proposed (SDN) 1.082.502 285.949 - - - - 1.368.451

Hardware 642.561 200.203 - - - - 842.764

Software 11.029 18.382 - - - - 29.412

Facility Management - - - - - - -

Personnel 428.912 67.363 - - - - 496.275

Total OPEX Proposed (SDN) 3.160.783 1.994.693 1.966.099 2.072.671 1.994.693 1.966.099 13.155.037

Hardware 106.572 28.594 106.572 28.594 270.332

Software 4.412 7.353 7.353 7.353 7.353 7.353 41.176

Facility Management 949.799 418.746 418.746 418.746 418.746 418.746 3.043.528

Personnel 2.100.000 1.540.000 1.540.000 1.540.000 1.540.000 1.540.000 9.800.000

Total Proposed (SDN) 4.243.285 2.280.641 1.966.099 2.072.671 1.994.693 1.966.099 14.523.488


35/40

Cash flow statement

Cash Flow Statement

2013 2014 2015 2016 2017 2018

Cash flow (Savings/Losses betweenoptions)

- 773.569 1.088.112 1.088.112 1.059.518 1.088.112

Cumulative Savings (losses) - 773.569 1.861.682 2.949.794 4.009.312 5.097.424

ROI 0,00% 56,53% 136,04% 215,56% 292,98% 372,50%

NPV - 722.962 950.399 888.224 808.301 775.809

Total NPV 4.145.695

Actualized costs/savings and IRR

2013 2014 2015 2016 2017 2018 Total

Actualized costsCurrent solution

4.243.285 2.854.403 2.667.666 2.580.140 2.330.043 2.177.610 16.853.147

Actualized costsProposed (SDN)

solution

4.243.285 2.131.441 1.717.267 1.691.917 1.521.742 1.401.801 12.707.452

Actualized savings - 722.962 950.399 888.224 808.301 775.809 4.145.695

IRR 70%

Five years Usage Based TCOTCO per

business hourTCO per hour

Current Solution 386 386

Proposed (SDN) solution 291 291

Savings per business hour 95 95

% Savings/TCO Current 24,60% 24,60%


36/40

TCO comparisonCumulative savings graphs

-500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

4,500,000

2013 2014 2015 2016 2017 2018

TCO Comparison

Total Current

Total Proposed (SDN)

-

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

2013 2014 2015 2016 2017 2018

-

773,569

1,861,682

2,949,794

4,009,312

5,097,424

Cumulative Savings (losses)

Cumulative

Savings

(losses)


37/40

Actualized costs/savings and ROI graphs

0%

100%

200%

300%400%

2013 2014 2015 2016 2017 2018

0.00%

56.53%

136.04%

215.56%

292.98%

372.50%ROI

ROI

-

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

2013 2014 2015 2016 2017 2018 Total

Actualized Costs/Savings

Actualized costs Current solution

Actualized costs Proposed (SDN)

solution

Actualized savings


38/40

Qualitative and Quantitative advantage graph

Qualitative advantage:0-5 represents how many relevant qualitative indicators (Time To Market,Usage Intensity, Cost of Downtime, Delay and Jitter) have been identified for the sector or the firm (Customized)Cost Advantage: % actualized savings/ actualized TCO current

0

1

2

3

4

5

22% 23% 24% 25% 26% 27% 28%

Qu

alitativeAdvantage

Quantitative Advantage

Qualitative and Quantitative Advantage

Brokerage Service

Energy

Telecom

Manufacturing

Retail

HealthCare

Media

Customized


39/40

Conclusions

In the provided Web hosting firm case, there is a clear TCOadvantage in completing the implementation of the infrastructure,so adopting the SDN.

For our case and for each of the considered industries, theoutcome of the TCO model highlights that SDN is able to bring arelevant cost advantage (between 20% and 30%)

However it becomes even more relevant in those sectors in which itaffects the qualitative indicators or even better brings an importantcompetitive advantage. Thus besides the cost advantage there

are different reasons linked to different industries features, whichshould lead to the adoption of SDN

Interesting is to notice that sectors, in the Qualitative andQuantitative Advantagegraph, tend to be clustered confirmingour hypothesis of differentiating production industries and serviceindustries for what regards the adoption of SDN


40/40

References

o Brokerage service competition - Booz-Allen & Hamilton 2007. strategy-business.com/article/8926?pg=all

o Energy competition - FIRE Federazione Italiana per luso Razionale dellEnergia 2014.fire-italia.it/caricapagine.asp?target=elettricita/attori.asp

o Telecommunication competitionTelecom e Vodafone perdono quote nella telefonia mobile in Italia,Andrea Biondi, Ottobre 2013.ilsole24ore.com/art/impresa-e-territori/2013-10-02/telecom-vodafone-perdono-quote-120403.shtml?uuid=AbIxeZiI

o Retail competition: Retail & Consumer, PWC, 2013 pwc.com/it/it/industries/retail-consumer/index.jhtml

o Media competition: 10 motivi per essere ottimisti sul futuro del mercato dei media in Italia, Stefano Russo,2013 marketrevolution.it/10-motivi-per-essere-ottimisti-sul-futuro-del-mercato-dei-media-in-italia/

o Downtime structure calculation - Assessing the Financial Impact of Downtime, Vision Solution, 2008.strategiccompanies.com/pdfs/Assessing%20the%20Financial%20Impact%20of%20Downtime.pdf

o Human errors estimated in an IT Datacenter - Cost-Unconscious: Denying the True Cost of NetworkDowntime, Tim Hebert, 2008. changingminds.org/articles/articles08/cost-unconscious.htm

o Human errors estimated in an IT Datacenter - Addressing the Leading Root Causes of Downtime, EmersonNetwork Power, 2010. emersonnetworkpower.com/en-US/Brands/Liebert/Documents/White%20Papers/data-center-best-practice_24656-R10-10.pdf

o Estimation of penalty per hour - The Cost of Downtime, Deepak Kanwar, 2013.blog.zenoss.com/2013/06/the-cost-of-downtime
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