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TNE80001

Design & Management of NetworksChapter 3

Osama Auda

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Faculty of Information and Communication Technologies TNE80001

•

Section 1. Introduction Network Planning and Design

• Section 2. Enhanced Telecom Operations Map – eTOM

•

Section 3. Information Technology Infrastructure Library

•

Section 4. Methods of Network Planning and Design

•

Section 5. Designing for Network Availability

Chapter 3.Design access networks methodology and approaches

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Section 1 – Introduction Network Planning and Design

What is Planning ?

•

Network planning and design is an iterative process,encompassing topological design, network-synthesis,and network-realization, and is aimed at ensuring that anew network or service meets the needs of the subscriberand operator. The process can be tailored according to

each new network or service.

http://en.wikipedia.org/wiki/ Network_planning_and_design#A_network_planning_methodology

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A traditional network planning methodology involves five layers of planning;

• business planning

•

long-term and medium-term network planning

• short-term network planning

• IT asset sourcing

• operations and maintenance.

Each of these layers incorporates plans for different time horizons, i.e. the business planning layerdetermines the planning that the operator must perform to ensure that the network will perform as

required for its intended life-span. The Operations and Maintenance layer, however, examines howthe network will run on a day-to-day basis.

The network planning process begins with the acquisition of external information. This includes:

• forecasts of how the new network/service will operate;

• the economic information concerning costs; and

• the technical details of the network’s capabilities.

It should be borne in mind that planning a new network/service involves implementing the newsystem across the first four layers of the OSI Reference Model. This means that even before thenetwork planning process begins, choices must be made, involving protocols and transmissiontechnologies.

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Once the initial decisions have been made, the network planning process

involves three main steps:

• Topological design: This stage involves determining where to place the components and how toconnect them. The (topological) optimisation methods that can be used in this stage come from an areaof mathematics called Graph Theory. These methods involve determining the costs of transmission andthe cost of switching, and thereby determining the optimum connection matrix and location of switchesand concentrators.

• Network-synthesis: This stage involves determining the size of the components used, subject to

performance criteria such as the Grade of Service (GoS). The method used is known as "NonlinearOptimisation", and involves determining the topology, required GoS, cost of transmission, etc., andusing this information to calculate a routing plan, and the size of the components.

• Network realization: This stage involves determining how to meet capacity requirements, and ensurereliability within the network. The method used is known as "Multicommodity Flow Optimisation", andinvolves determining all information relating to demand, costs and reliability, and then using thisinformation to calculate an actual physical circuit plan.

These steps are interrelated and are therefore performed iteratively, and in parallel with one another. Theplanning process is highly complex, meaning that at each iteration, an analyst must increase his planninghorizons, and in so doing, he must generate plans for the various layers outlined above.


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Planning is essentially answering a series of questions

– What is the current situation ?

–

What is the desired situation ?

– What are the feasible options for making the change ?

– What are the pro’s and con’s for each option ?

– Which option best matches the total needs (time, cost, quality) ?

– Does the best option achieve the desired situation ?

– When all these questions can be answered, it is possible to

–

produce a “PLAN” that describes what needs to be done.

Planning for Change allows you to:

– confirm the feasibility of your objectives (e.g. timing, cost, quality)

– determine your response (i.e. what you will do)

– identify the necessary inputs (e.g. information, materials, etc.)

– identify the necessary tools

– identify the necessary resources (people, skills, $, etc.)

!! BEFORE you fully commit to a course of action

– so you know what has to be done before you have to do it and

– be confident that your actions will achieve the desired results


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7/33Faculty of Information and Communication Technologies TNE80001

Section 2 – Enhanced Telecom Operations Map - eTOM

The eTOM (enhanced Telecom Operations Map), published by the TM Forum, is a guidebook, themost widely used and accepted standard for business processes in the telecommunications

industry. The eTOM model describes the full scope of business processes required by a serviceprovider and defines key elements and how they interact.

http://www.tmforum.org/BestPracticesStandards/BusinessProcessFramework/6637/Home.html

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The Business Process Framework (eTOM) is a widely deployed and accepted model and framework for business processes in the Information, Communications, and Entertainment industries. The Business

Process Framework represents the whole of a Service Provider's enterprise environment in a hierarchy of process elements that capture process detail at various levels.

At the conceptual level, the framework has three major process areas, reflecting major focuses withintypical enterprises:

• Strategy, Infrastructure, and Product, covering planning and lifecycle management

• Operations, covering the core of operational management

• Enterprise Management, covering corporate or business support management – The Business Process Framework groups processes as follows:

• Vertical groupings: Focus on end-to-end activities (e.g., Assurance). Each group links customer,supporting services, resources, and supplier/partners. These vertical groupings represent a ”lifecycle”view moving left to right across the Framework.

• Horizontal groupings: Focus on functionally related areas (e.g., Customer Relationship

Management). These groupings represent a “layered” view of the enterprise’s processes, moving fromtop to bottom, with the customers and products supported by the underlying services, resources, andinteraction with suppliers and partners.

• Where a vertical process grouping and a horizontal process grouping intersect across the map further process detail can be applied in either that horizontal or vertical context, according to the user’s needs.

http://www.tmforum.org/sdata/documents/TMFC678%20TMFC631%20GB921v2%5B1%5D.5.pdf

Section 2 – Enhanced Telecom Operations Map - eTOM

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1.

eTOM focus is on the customer and the processes that directly support the customer. In the Level 0 View of the eTOMBusiness Process Framework, the three vertical end-to-end process groupings of Fulfillment, Assurance and Billing aredepicted. These processes are also referred to as Customer Operations processes or customer priority processes. These

processes directly interface and support the customer and are the priority focus of the enterprise.

2. eTOM has an Operations Support & Readiness vertical grouping that includes those processes needed to ensure thatCustomer Operations processes can respond with what the customer requires, in a timeframe and cost the customerrequires, including delighting the customer with delivery and support. The Fulfillment, Assurance and Billing (FAB)

processes, supported by the horizontal functional processes, need to be enabled and supported to function for the customeron an online and immediate basis. Operations Support & Readiness processes prepare information, products, services and

resources, as well as suppliers and partners to deliver and support individual customer service instances.

3. Processes which are essential to drive and support the Customer Operations and Operations Support & Readinessgroupings are referred to as Strategic, Infrastructure and Product (SIP). This grouping consists of three Level 1 processgroupings, i.e., Strategy & Commit; Infrastructure Lifecycle Management and Product Lifecycle Management. Each of theseprocess groupings do not focus on direct interface with the customer. Each of these process groupings address businessfunctions which are critical to the enterprise, understanding its markets and developing what is required to enable delivery tocustomer expectations. Each of these process groupings in Strategic, Infrastructure and Product (SIP) have differentbusiness time cycles. , i.e., as you move from right to left, generally the time cycle becomes longer. E.g. strategies changeless often than Infrastructures, which change less often than Products, which change less often than Operations Support

Processes, which change less often than Customer Fulfillment, Assurance or Billing requests. The Business time cycles inStrategic, Infrastructure and Product (SIP) are quite different to those of the Operations processes. Each of the processgroupings in Strategic, Infrastructure and Product (SIP) have process similarities among them, but they are very differentcompared with the Operations processes.

4.

eTOM focuses on ebusiness opportunities and therefore, integrates the processes occurring within the Enterprise with thoseof partners and suppliers. The eTOM Framework supports both traditional business processes and those that are ebusiness

enabled. eBusiness requires a heightened focus on Supply Chain Management. The Supplier/Partner process groupingconsists of Supplier/Partner Relationship Management and Supply Chain Development & Management. Supplier/PartnerRelationship Management provides the operational interface and support between the enterprise and its suppliers andpartners. Supply Chain Development & Management processes include the developing of relationships and managing theservice provider’s supply chains.

Section 2 – eTOM Explained

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5.

The eTOM Business Process Framework includes an Enterprise Management process grouping so that all ServiceProvider processes are included. Service Providers consistently employ enterprise or corporate level processes tomanage and support their businesses. However, these processes are not the focus of the eTOM Framework, since

most of the processes are common across industries. The eTOM Framework will not initially, and may never, addressthese processes in detail except for Disaster Recovery, Security and Fraud Management. These processes have

significant importance for service providers and have unique or custom requirements for Information andCommunications Service Providers.

6. The eTOM Framework uses both the terms product and service and these terms focus on specific parts of the eTOMframework. The Product view focuses on what the Service Provider offers to its Customers. The processes to

determine the Customer’s needs and to match these to the offerings from the Service Provider are placed in theMarket, Product and Customer grouping. The Service view focuses on the items and the details necessary to supportand deliver a Product to the Customer. The processes to determine these details and to enable these items are placed

in the Service and the Resource groupings. For a full definition of “Product” and “Service” as they are used in eTOM,see the Terminology and Glossary Annex.

7. The eTOM Business Process Framework is organized with both vertical and horizontal process groupings. Below thevery conceptual level, there are seven End-to-End Vertical processes that deliver for the enterprise. At Level 1 of the

Framework, there are sixteen Functional horizontal process groupings which support the execution of the verticalprocesses. The eTOM Business Process Framework Level 1 Vertical End-to-End Processes are:

– Strategy & Commit, Infrastructure Lifecycle Management, Product Lifecycle Management

– Operations Support & Readiness, Fulfillment, Assurance, Billing

– The Level 1 Horizontal Functional Process groupings are: Marketing & Offer Management, Customer RelationshipManagement, Service Development & Management, Service Management & Operations, Resource Development &Management, Resource Management & Operations, Supply Chain Development & Management, Supplier/PartnerRelationship Management

– Strategic & Enterprise Planning, Financial & Asset Management, Brand Management, Marketing Research & Advertising,Stakeholder & External Relations Management, Enterprise Quality Management, Process & IT Planning & Architecture,Human Resources Management, Research & Development, Technology Acquisition, Disaster Recovery, Security & Fraud

Management

Section 2 – eTOM Explained - continue

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Section 2 - Enhanced Telecom Operations Map - eTOM

Service Planning

•

specification of services to be delivered, and network capabilitiesrequired by them

Network Planning

•

specification of technologies, network structure, quantity of majorcost items, deployment strategy,

Network Design

• detailed specification of equipment quantities, configurations,interconnections, space and power requirements etc.

Design Drivers; Quality, Reliability, Security, Suitability, Cost

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Section 2 – Network Planning and Design

Service planning;• Service Planning & Commitment processes deliver and develop annual and multi-year

service plans in support of products and offers that include volume forecasts, negotiationfor required levels of resources, gaining service development and management as well as

supply chain commitment and executive approval for the plans.

• Forecasting of service demand, and capturing of new opportunities, are both essential toensure that the enterprise can implement the services necessary for the future needs of their customers and potential customers

The outcome of Service Planning is used to:• determine how each service is to be applied across the network and determine the

operators business processes e.g. billing or provisioning, and defines the network platformcapabilities.

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Network planning;•

Network Planning is a process and methodology for determining the investments, optimal network

architectures, topologies and capacities anddeployment rules to meet stated business objectivesand forecasted customer demands.

• Resource Development (and Planning) processesdevelop new, or enhance existing technologies and

associated resources, so that new Products areavailable to be sold to customers. They use thecapability definition or requirements defined byResource & Technology Plan and Commitment. Theyalso decide whether to acquire resources from outside,

taking into account the overall.

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The Network Detailed Design process takes the

Topography Plan and the Infrastructure Capacity Plan

as input.

It determines the detailed bill of quantities,

• configurations,

• amount of equipment and

• site requirements

to allow installation of the infrastructure to commence.

Result: an Installation Specification or Deployment Plan detailing the configurations andinterconnection of the equipment that is to be deployed.

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http://www.tmforum.org/sdata/documents/TMFC678%20TMFC631%20GB921v2%5B1%5D.5.pdf

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Section 3 – Information Technology InfrastructureLibrary - ITIL

• T h e I n f o r m a t i o n T e c h n o l o g yInfrastructure Library (ITIL) is an

Information Technology (IT) managementframework that provides practices for Informat ion Technology Services

Management (ITSM), IT developmentand IT operations.

• ITIL gives detailed descriptions of a

number of important IT practices andprovides comprehensive checklists, tasksand procedures that any IT organizationcan tailor to its needs. ITIL is published ina series of books, each of which covers

an IT management topic. The names ITILand IT Infrastructure Library are

registered trademarks of the UnitedKingdom's Off ice of GovernmentCommerce (OGC).• http://en.wikipedia.org/wiki/Information_Technology_Infrastructure_Library

• http://www.best-management-practice.com/Knowledge-Centre/White-Papers/

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Key issues facing many of today’s senior Business Managers and IT Managers are:

• IT and business strategic planning

•

Integrating and aligning IT and business goals

• Implementing continual improvement

• Measuring IT organization effectiveness and efficiency

• Optimizing costs and the Total Cost of Ownership (TCO)

• Achieving and demonstrating Return on Investment (ROI)

• Demonstrating the business value of IT

•

Developing business and IT partnerships and relationships

• Improving project delivery success

• Outsourcing, insourcing and smart sourcing

• Using IT to gain competitive advantage

• Delivering the required, business justified IT services (i.e. what is required, when required and at anagreed cost)

•

Managing constant business and IT change

• Demonstrating appropriate IT governance.

• The challenges for IT managers are to co-ordinate and work in partnership with

• the business to deliver high quality IT services. This has to be achieved while adopting a morebusiness and customer oriented approach to delivering services and cost optimization.

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What is a Services;

To understand what service management is, we

need to understand what services are, and howservice management can help service providersto deliver and manage these services.

A service is a means of delivering value to

customers by facilitating outcomes

customers want to achieve without the

ownership of specific costs and risks.

What is Service Management;

“Service Management is a set of specialized

organizational capabilities for providing

value to customers in the form of services.”

These “specialized organizational capabilities”are described in this pocket guide. They includeall of the processes, methods, functions, roles

and activities that a Service Provider uses toenable them to deliver services to theircustomers.

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Section 3 – ITIL in Details

Service Strategy:

As the center and origin point of the ITIL Service Lifecycle, the ITIL Service Strategy volume provides

guidance on clarification and prioritisation of service-provider investments in services. More generally, ServiceStrategy focuses on helping IT organisations improve and develop over the long term. In both cases, ServiceStrategy relies largely upon a market-driven approach. Key topics covered include service value definition,business-case development, service assets, market analysis, and service provider types. List of coveredprocesses: Service Portfolio Management, Demand Management, and IT Financial Management.

Service Design:

The ITIL Service Design volume provides good-practice guidance on the design of IT services, processes,and other aspects of the service management effort. Significantly, design within ITIL is understood toencompass all elements relevant to technology service delivery,. List of covered processes: ServiceCatalogue Management, Service Level Management, Risk Management, Capacity Management,Availability Management, IT Service Continuity Management, Information Security Management,

Compliance Management, IT Architecture Management and Supplier Management.

Service transition:as described by the ITIL Service Transition volume, relates to the delivery of services required by a businessinto live/operational use, and often encompasses the "project" side of IT rather than "BAU" (Business asusual). This area also covers topics such as managing changes to the "BAU" environment. List of processes:Service Asset, Configuration Management, Service Validation and Testing, Evaluation, ReleaseManagement, Change Management, and Knowledge Management.

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Section 3 – ITIL in Details

Service Operation

Best practice for achieving the delivery of agreed levels of services both to end-users and the customers

(where "customers" refer to those individuals who pay for the service and negotiate the SLAs). Serviceoperation, as described in the ITIL Service Operation volume, is the part of the lifecycle where the servicesand value is actually directly delivered. Also the monitoring of problems and balance between servicereliability and cost etc. are considered. The functions include technical management, applicationmanagement, operations management and Service Desk as well as, responsibilities for staff engaging inService Operation. List of processes: Event Management, Incident Management, Problem Management,Request Fulfilment and Access Management.

Continual Service Improvement (CSI)

Aligning and realigning IT services to changing business needs (because standstill implies decline).Continual Service Improvement, defined in the ITIL Continual Service Improvement volume, aims to alignand realign IT Services to changing business needs by identifying and implementing improvements to the ITservices that support the Business Processes. The perspective of CSI on improvement is the businessperspective of service quality, even though CSI aims to improve process effectiveness, efficiency and costeffectiveness of the IT processes through the whole lifecycle. To manage improvement, CSI should clearlydefine what should be controlled and measured. CSI needs to be treated just like any other service practice.[citation needed] There needs to be upfront planning, training and awareness, ongoing scheduling, rolescreated, ownership assigned, and activities identified to be successful. CSI must be planned and scheduledas process with defined activities, inputs, outputs, roles and reporting. List of processes: Service LevelManagement, Service Measurement and Reporting and Continual Service Improvement.

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Section 3 – eTOM and ITIL (Telco and IT)

http://www.hpcollateral.com/Files/EcoCollateral_20090429_4AA1-9803ENNeTOMiTIL-A_dcer.pdf

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http://astimen.wordpress.com/2010/05/08/etom-and-itil-integration/

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Section 4 – Methods of Network Planning and Design

Roles and Terminology

Architecture

The architecture of a network defines the

• network elements and their hierarchy,

• functions of major network elements and

• functional relationships to other network

• elements and other networks.

Topology

• By adopting an architecture, thetopology defines how network andnetwork elements physically or logicallyrelate and connect to each other in a

nongeographic manner .Topography

• Applying geographic and locationinformation to a topology results in atopographic network being defined.

There are two methods for Planning and

Execution:

Turnkey Planning

Cyclic Planning

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Advantages;• Simple approach

• Clear and consistent objective

• Defined start and end to project

• Easily project managed

• Easy to outsource

•

Easy to link to Network builds• Cost can be fixed (if outsourced)

• Cost can be capitalised (reduces opex)

Turnkey Planning

Drawbacks• Does not incorporate a feedback mechanism

• Does not easily accommodate changes

• Does not consider impacts beyond the immediateobjective

• Best suited to “one off” activities, e.g. planning theconstruction of a building

• plan it once, build it, and then leave it

• Building a communications network is like planting a

garden, it needs ongoing care and attention

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An ongoing process to monitor, forecast and expand anetwork capability that is:

•

Typical behaviour of incumbent operators

• Common in evolution of existing networks

• Very Process Orientated

Cyclic Planning

Advantages;

• Planning is based on a feedback process

• Allows adjustments for changes in

demands or objectives

• Builds continuity of network knowledge

• Enables longer term issues to beconsidered

• Enables broader consideration of impactson and from parallel activities

Drawbacks

•

Difficult to outsource• Greater demand on resources

• Requires ongoing monitoring processes

• Difficult to project manage

• Cost is generally not capitalised (i.e. it is'Operational' – called 'opex')

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Section 4 – Methods of Network Planning and DesignRationale

If you plan

If you did not plan

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ntroduction

The Availability of a Network to provide Service to its Users depends on the Availability of all its component Parts;

• That is, the transmission links and the Routers and Switches• Of course, the Availability of each component Part depends on the Availability of

all of its component sub-parts etc!

•

We need to understand Availability in order to design networks that meetPerformance Requirements but are still Economical.

• This lecture introduces the student to the basic Availability concepts and themethods of calculation of Availability.

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Section 5. Designing for Network AvailabilitySurvivability

Network survivability enables the network to maintain maximum network connectivity and quality of serviceunder failure conditions. It has been one of the critical requirements in network planning and design. It

involves design requirements on topology, protocol, bandwidth allocation, etc.. Topology requirement canbe maintaining a minimum two-connected network against any failure of a single link or node. Protocolrequirements include using dynamic routing protocol to reroute traffic against network dynamics during thetransition of network dimensioning or equipment failures. Bandwidth allocation requirements pro-activelyallocate extra bandwidth to avoid traffic loss under failure conditions. This topic has been actively studied inconferences, such as the International Workshop on Design of Reliable Communication Networks.

http://www.drcn2011.net/index.html

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Complex Network Availability

•

Networks are made up of Devices that are a complexmixture of Series and Parallel

•

Within Devices there are a Complex Mixture of Seriesand Parallel individual Components. Manufacturers of

Devices are Contracted to provide Availability figuresfor their Devices

• Network Planners have to break down parts of theirnetwork into groups that are in Series and in Parallel

and the Calculations done for these groups

•

Then the Groups are combined together in Series andParallel

• Mega-Groups and the calculations made.

Current Availability Practice

•

Telco's traditionally designed their Networks for 99.999% Availability (also called “Five Nine's” Availability)

•

ISPs traditionally designed for a Lower Availability

•

All 'Quality' Public Networks are now being designed forGood Availability i.e. better than “Four Nine's” Availability

• But the best designs can go Wrong;

– A short time ago, Optus had BOTH their mainTransmission links between Sydney and MelbourneFAIL at the Same TIME.

–

They were Separated by Hundreds of Kilometres –a good Design idea

–

But one Optical Cable was dug up by an Excavatorwhilst the other was broken when a Bridge carrying

it across a River was Washed Away in a FlashFlood.

–

It took more than One Day to restore some Servicenot ALL Service.

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Additional Reading Material

• Beyond Best Effort: Telecom-Quality IP Infrastructure for Mobile Soft-switching

•

http://s-tools1.juniper.net/solutions/literature/solutionbriefs/beyond_best_effort.pdf

• High-Availability Enterprise Network Design

• http://proj.sunet.se/lanng/lanng2000/ha-design.pdf

• Carrier-Grade: Five Nines, the Myth and the Reality

•

http://www.ltcinternational.com/inside-out/uploads/ltc_carriergrade_whitepaper.pdf

• White Paper on High Availability Design

• http://www.mobilein.com/WhitePaperonHighAvailabilityDesign.pdf

• The New Economics of Telecom Networks - Bringing value back to the network

•

http://images.tmcnet.com/online-communities/ngc/pdfs/application-enablement/whitepapers/The-New-Economics-of-Telecom-Networks.pdf

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Summary

• Section 1. Introduction Network Planning and Design

•

Section 2. Enhanced Telecom Operations Map – eTOM

•

Section 3. Information Technology Infrastructure Library

•

Section 4. Methods of Network Planning and Design

• Section 5. Designing for Network Availability

Chapter 3. Access Network Technologies

tne80001-week3-v4

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