Bright House Networks - Ex. 1038, Page 1
`
`

`
`I
`
`Intelligent Networks
`
`Jan Thorner
`
`Artech House
`Boston • London
`
`Bright House Networks - Ex. 1038, Page 2
`
`

`
`Library of Congress Cataloging-in-Publication Data
`ThOrner, Jan
`futelligent networks/Jan Thorner
`fucludes bibliographical references and index.
`ISBN 0-89006-706-6
`1. Telecommunication systems. 2. Telephone systems. I. Title.
`TK5102.5.T536 1994
`621.382--dc20
`
`94-15140
`CIP
`
`British Library Cataloguing in Publications Data
`ThOrner, Jan
`futelligent Networks
`I. Title
`621.38
`ISBN 0-89006-706-6
`
`© 1994 ARTECH HOUSE, INC.
`685 Ca-nton Street
`Norwood? MA 02062
`
`All rjghts reserved._ Printed and bound in the United States of America. No part of this book may be
`reproduced or utilized in any form or by any means, electronic or mechanical, including photocopy(cid:173)
`ing, recording, or by any information storage and retrieval system, without permission in writing
`from the publisher.
`
`futemational Standard Book Number: 0-89006-706-6
`Library of Congress Catalog Card Number: 94-15140
`
`10 9 8 7 6 5 4 3
`
`Bright House Networks - Ex. 1038, Page 3
`
`

`
`Contents
`
`Preface
`
`Acknowledgments
`
`Chapter 1
`1.1
`1.2
`1.3
`1.4
`
`Chapter 2
`2.1
`
`2.2
`
`2.3
`
`2.4
`
`Building, Operating, and Using Large, Complicated Systems
`Large System Evolution Occurs in Waves
`Large System Dilemma
`User Willingness
`The World's Largest System
`
`Intelligeri.t Networks
`New Tren.ds and Network Economy are the Driving Forces
`behind Intelligent Networks
`Trends in Society
`2.1.1
`2.1.2
`Trends in Technology
`Trends in Communication
`2.1.3
`The New Natural Resources
`2.1.4
`2.1.5 New Trends and Economic Reasons Require a New
`Telecommunication Concept
`The Intelligent Network Concept
`2.2.1
`The Intelligent Network Conceptual Model
`2.2.2
`The Introduction of Platforms
`2.2.3 What the Intelligent Network Really Is
`2.2.4 Applicability to All Access Networks
`Network Service Implementation
`2.3.1
`Conventional Service Implementation
`2.3.2
`Service Implementation on Intelligent Networks
`The Evolution of Intelligent Networks
`
`vii
`
`xi
`
`xiii
`
`1
`1
`4
`7
`10
`
`11
`
`11
`11
`12
`12
`13
`
`13
`15
`16
`23
`24
`28
`29
`30
`30
`34
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`Bright House Networks - Ex. 1038, Page 4
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`

`
`viii
`
`Intelligent Networks
`
`2.5
`
`How It All Began
`2.4.1
`Bellcore's IN/1, IN/2
`2.4.2
`Advanced IN
`2.4.3
`Capability Sets from ITU-T and ETSI
`2.4.4
`Intelligent Network Users: Requirements and Obligations
`2.5.1
`Service Subscribers and Service Users
`2.5.2
`Service Providers
`2.5.3
`Network Operaters
`The Term "Intelligent Network" Will Not Be Used beyond
`the 1990s
`References
`
`2.6
`
`Chapter 3
`3.1
`3.2
`3.3
`3.4
`
`Platforms for Intelligent Networks Today
`General Trends
`A Basic Telephone Network is a Valuable Platform
`Valuable Functions in an Existing Network
`Intelligent Network Implementations with or without CCSS No.7
`3.4.1
`Signaling Types
`Common Channel Signaling System No.7
`3.4.2
`3.4.3
`Implementations that Use Service Control Points
`Implementations that Use Service Switching and
`3.4.4
`Control Points
`3 .4.5 Mated Pairs of Service Control Points and Service
`Switching Control Points
`Telephone Traffic Theory Applied to New Services
`Intelligent Network Management Functions
`3.6.1
`The Service Management Point
`Charging, Billing,and Administration
`3.6.2
`References
`
`3.5
`3.6
`
`Chapter 4
`4.1
`
`4.2
`
`4.3
`
`4.4
`
`Exploitation of Intelligent Networks in Services Today
`Services Available before Intelligent Networks
`4.1.1
`General Aspects
`4.1.2
`Conventional Non-IN-Based Services
`Service Implementation on Intelligent Networks
`Service Creation on an Intelligent Network
`4.2.1
`4.2.2
`Service Provisioning aud Customization
`Network Introduction of Services
`4.2.3
`The First IN-Based Services
`Basic Characteristics of Some IN-Based Services
`4.3.1
`4.3.2
`Value-Added Features
`4.3.3
`Creating Advanced IN-Based Services
`Families of IN-Based Services
`
`34
`35
`35
`35
`38
`38
`39
`39
`
`40
`40
`
`43
`43
`43
`44
`46
`46
`47
`49
`
`53
`
`54
`55
`58
`58
`58
`60
`
`61
`62
`62
`63
`68
`69
`74
`75
`76
`77
`81
`83
`87
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`Bright House Networks - Ex. 1038, Page 5
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`

`
`Contents
`
`ix
`
`Complementary Services to Intelligent Networks
`4.5
`References
`
`Chapter 5
`5.1
`5.2
`
`Risks and Threats Facing Intelligent Networks
`Identifying the Weak Points
`Solutions to the Problems
`5.2.1
`Redundant Paths and Backup Capabilities
`5.2.2
`Local and Temporary Service Implementations
`5.2.3
`Fast Withdrawal or Temporary Closing of a Service
`5.2.4. Built-In Control and Supervisory Functions
`5.2.5
`Service Interworking Management Tools
`
`Chapter 6
`6.1
`6.2
`
`New Service Demands in the Future
`Trends, Tendencies, and Demands in the 90s
`Towards Full Mobility in the Fixed Networks
`6.2.1
`A New User Structure
`The Impact of Full Mobility on Services
`6.2.2
`Service Administration and Management Evolution
`6.3.1
`Service Prototyping, Testing, and Supervision
`6.3.2
`The Evoh~tion of Customer Control Capabilities
`6.3.3
`Charging and Billing
`6.3.4
`Security and Reliability Demands
`Service Interworking
`6.4.1
`Understanding the Complexity of Service Interworking
`6.4.2
`Structuring Service Interworking
`6.4.3
`Service Interaction
`6.4.4
`Solutions to the Service Interaction Problem
`References
`
`6.3
`
`6.4
`
`Chapter 7
`7.1
`
`7.2.
`7.3
`
`Future Network Evolution in Harmony with Intelligent Networks
`Different User Needs
`7 .1.1
`Service Subscribers and Service Users
`7 .1.2
`Service Providers
`7.1.3
`Network Operators
`Traffic Demands on the Network
`Network Traffic Solutions
`7.3 .1 · Priority
`7.3.2
`Redundancy on the Network
`7.3 .3
`Handshaking Functions and Acknowledgments
`7.3.4 A Flexible and Adaptive Routing System
`7.3.5
`Encryption
`7.3.6
`Fault-Free Connections
`7.3. 7
`Overload Functions (Call Gapping, Windowing)
`
`89
`89
`
`91
`91
`93
`93
`94
`94
`94
`95
`
`97
`99
`106
`106
`111
`116
`117
`120
`123
`126
`127
`127
`128
`129
`132
`133
`
`135
`135
`136
`137
`137
`138
`140
`141
`142
`142
`143
`·143
`144
`144
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`Bright House Networks - Ex. 1038, Page 6
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`

`
`x
`
`Intelligent Networks
`
`7.4
`
`7.5
`
`7.6
`
`Impact on Future Network Structure
`7.4.1
`New Network Topologies
`7.4.2 Mated Pairs of Service Control Points
`Allocation and Optimization of Resources on Networks
`7.5.1
`Resource Allocation and Optimization for
`Announcement Machines
`Resource Allocation and Optimization for Service Logic
`7.5.2
`The Evolution of Resource Allocation and Optimization
`7.5.3
`Interworking between Intelligent Network Platforms
`
`Chapter 8
`
`8.1
`8.2
`8.3
`8.4
`
`Appendix
`A.l
`A.2
`A.3
`
`Building, Operating, and Using Large, Complicated
`Telecommunication Networks
`Large Intelligent Network System Evolution
`Intelligent Networks Facilitate the Building of Large Systems
`Solutions to the User Willingness Problem
`Conclusions
`
`Service-Independent Building Blocks Defined in Capability Set 1
`Capability Set 1 Target Set of Service Features
`Capability Set 1 Target Set of Services
`
`About the Author
`
`Index
`
`145
`146
`148
`150
`
`150
`152
`153
`157
`
`159
`160
`160
`168
`171
`
`173
`173
`175
`179
`
`183
`
`185
`
`Bright House Networks - Ex. 1038, Page 7
`
`

`
`r
`r
`
`Preface
`
`The worldwide telecommunication network is the greatest and most complex system that
`exists. Telecommunication is one of the most important, most expansive, and most power(cid:173)
`ful tools in the 90s, in almost any business area, and it is going to play a much more im(cid:173)
`portant role in the private domain. Many services that, today, are provided by other media,
`in the 90s, will be taken over by telecommunication networks. To fulfill all the require(cid:173)
`ments this implies, a quite new approach to building, maintaining, changing, and providing
`services is needed. A much quicker reaction to market demands as well as opportunities to
`customize services will be other natural consequences. The solution to fulfilling all those
`requirements is intelligent networks (IN), a concept that was introduced in the 80s and will
`be widely used in the 90s in .all networks.
`The first phase of intelligent network implementation is more a new way of thinking
`or of structuring than a new network. The basic functionality in intelligent networks, the
`service control function (SCF), which hosts the control (or the intelligence) for handling
`services, will be implemented in service control points (SCPs) or in service switching and
`control points (SSCPs). Before intelligent networks, this functionality was spread to sev(cid:173)
`eral nodes in the network, for example, for. a freephone number (i.e., 800 number). So, nor(cid:173)
`mally, when IN is introduced into a network, it brings about not a sudden increase in total
`network intelligence, but rather a new structuring of the already existing one. An increase
`in intelligence occurs first in the subsequent phases of intelligent network implementation,
`when such features as mobility, flexibility in charging and billing, advanced customer con(cid:173)
`trol facilities, and advanced routing are introduced. These enhancements would, however,
`not be possible without the new structuring introduced in the first phase.
`It is not a coincidence that the intelligent network concept was born in the 80s and
`not before. It was in the 80s that networks reached, on a widespread scale, the level of
`technology required for intelligent networks to be introduced, namely, a broad usage of
`stored program control (SPC) exchanges, digital transmissions, and modem signaling sys(cid:173)
`tems like the Common Channel Signaling System (CCSS) No.7.
`
`Xl
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`Bright House Networks - Ex. 1038, Page 8
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`

`
`xu
`
`Intelligent Networks
`
`The goal of this book is to provide a broad knowledge of intelligent networks, by ex(cid:173)
`ploring both the theoretical models of the International Telecommunication Union (ITU-T)
`( auhunn 1993) and the practical experiences of implementing an intelligent network on a
`real network. Theoretical discussions accompany examinations of the impact of network
`implementation. User-related aspects of the intelligent network, from the subscribers', the
`service providers', and the network operators' views, are covered. The book examines the
`advantages of using intelligent networks as well as the risks to be faced. It also attempts to
`describe what intelligent networks represent in the long term-a flexible intelligence for
`any access form and any network.
`Chapter 1 defines two major problems facing all networks in the 80s and 90s: (1) up(cid:173)
`dating software in large, complex systems, like a telephone network, and (2) increasing the
`use of existing services. Chapter 2 takes a more general look at the intelligent network
`concept, including both practical issues and standardization in ITU-T and ETSI. The chap(cid:173)
`ter also discusses the likely future of intelligent networks. Chapter 3 describes various net(cid:173)
`work implementations of intelligent networks as well as the charging and billing functions.
`Chapter 4 describes the services available in the first years of intelligent networks, includ(cid:173)
`ing services outside the intelligent network platform. Chapter 5 explores the risks and
`threats to intelligent networks that implementers face if they are not careful. Chapter 6
`takes a step into the future and considers some new services and functions that will de(cid:173)
`velop as a result of user demands: enhanced mobility, service interworking, and charging
`and billing. Chapter 7 examines the impact of new services on future IN platforms. Re(cid:173)
`source allocation and mobility are covered as well. The chapter also discusses the various
`ways that cooperation between intelligent network platforms can be accomplished. Finally,
`Chapter 8 speculates on how intelligent networks can help solv·e the problems raised in
`·
`Chapter 1.
`
`Bright House Networks - Ex. 1038, Page 9
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`

`
`Acknowledgments
`
`This book would have been much more difficult to write without the support I received
`from my employer, Telia, and from all my colleagues there. I want to thank Telia for its fi(cid:173)
`nancial support and thank all my colleagues, who have been involved in one way or an(cid:173)
`other, for their encouragement and support. However, the ideas and opinions expressed in
`the book are entirely my own and are not meant to reflect the policy, position, or opinion
`ofTelia.
`I also want to thank the International Telecommunication Union-Telecommunication
`Standardization Bureau (ITU-T) for allowing me to use two figures and a table for which
`they are the copyright holder (Figures 2.1 and 2.2 and Table A.l ). The choice of this mate(cid:173)
`rial is my own and therefore not the responsibility ofiTU-T in any way.
`
`xiii
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`Bright House Networks - Ex. 1038, Page 10
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`

`
`Chapter 1
`
`Building, Operating, and Using Large,
`Complicated Systems
`
`1.1 LARGE SYSTEM EVOLUTION OCCURS IN WAVES
`
`Defining a large system is always difficult. Nevertheless, a large system can be described
`as a system that possesses at least one of these characteristics:
`
`• Requires considerable software to operate it,
`• Is extremely complex, ·
`• Covers a large geographic area,
`• Contains a large number of users.
`
`Additional criteria for describing large systems may exist, but these are generally the first
`characteristics that come to mind.
`Some large systems are standalone systems, complete with built-in, independent in(cid:173)
`telligence. These systems may and often do communicate with other systems, but their
`main characteristic is that they are able to work autonomously, without intervention from .
`the outside world. Excellent examples include airplanes, ships, and space shuttles, all of
`which are very complex systems that have nearly all control logic or intelligence on board.
`Other systems feature distributed intelligence, whereby a single piece of equipment
`is only a small part of a larger, complex system. The entire system works by regulated co(cid:173)
`operation among all the equipment inside, and, more importantly, it often runs in an opera(cid:173)
`tion mode that does not allow the whole system to be taken down for a change of
`hardware, testing, or another reason. The best example, of course, is the worldwide tele(cid:173)
`communication network. A telecommunication network must function 24 hours a day, 365
`days a year, which means that maintenance and improvements to the system must be car(cid:173)
`ried out during operation.
`Looking back at the evolution of large systems, an interesting phenomenon can be
`observed: large systems tend to evolve in waves (or follow a distinct wave form).
`
`1
`
`Bright House Networks - Ex. 1038, Page 11
`
`

`
`2
`
`Intelligent Networks
`
`• A time to sow (spring). Phase one is the investment in and development of a basic
`system (a platform). In this phase, no results are visible but considerable amounts of
`money are normally spent.
`• A time to reap (autumn). In phase two, investments must be exploited to earn back
`the money spent during phase one. This is also the phase in which visible. results are
`produced, and the money required to maintain the system is less than the money
`spent in phase one.
`• A need to sow (spring) again. There will come a time, however, when we can no
`longer continue to run the existing system (existing platform) because it is becoming
`old-fashioned. Consequently, we must open our wallets again to invest either in im(cid:173)
`proving the existing system or in developing a completely new one.
`
`Consequently, the cycle starts all over again. (See Figure 1.1.)
`
`Up-to-date
`factor
`
`I
`I
`I
`I
`I
`. I
`I
`I
`I
`I
`I
`I
`
`Below this
`level the
`system is
`old-fashioned
`
`Figure 1.1 Large systems evolve in waves.
`
`Bright House Networks - Ex. 1038, Page 12
`
`

`
`Building, Operating, and Using Large, Complicated Systems
`
`3
`
`The system becomes old-fashioned because general demands increase as the techni(cid:173)
`cal evolution continues, and new systems are constructed with greater capabilities. This
`means that the original system becomes less modem; in other words, the up-to-date factor
`of the system continuously decreases. Once it falls below a certain low level, the system
`becomes a liability rather than an asset to its owner. Ideally, an organization should up(cid:173)
`grade a system or replace it with a new one before the system becomes a liability. How(cid:173)
`ever, if the system is large and complex, this is a very expensive and time-consuming task.
`In reality, most systems experience a period, before they are upgraded or replaced, when
`they are more of a liability than an asset.
`Obviously, this discussion is applicable to telecommunication networks. To under(cid:173)
`stand that it can be considered a common trend, we need only look at the U.S. space
`program:
`
`• During the 50s and 60s, large sums of money were spent building up a basic system
`that would enable human beings to leave the confines of earth.
`• The first visible triumphs, for the general public, were the first successful launch of
`an unmanned rocket, which occurred around 1960; followed some years later by the
`first manned space flight; and the landing of a man on the moon in 1969. In between
`those events, a large amount of effort was expended, but it was not visible to the
`general public.
`In the 70s and part of the 80s, the basic system was improved.
`•
`• The next visible triumphs were the ability to reach other planets and the space shut(cid:173)
`tle, which provided a system that could be used more than once.
`
`Telecommunication networks also evolve in waves,from the technological point of
`view, beginning with stored program control (SPC) technology in the 70s, followed by fi(cid:173)
`ber optics and the integrated service digital network (ISDN) in the 80s, and continuing
`with intelligent networks and broadband in the 90s. However, this technological progress,
`where a large amount of money is spent, is not perceived directly by the user.
`From the 60s to the 70s, the most v~sible advancement in telecommunication,from a
`subscriber point of view, was a more reliable network. During the 70s, value-added serv(cid:173)
`ices, for example, call forwarding and call transfer services, became available in private
`automatic branch exchanges (PABXs); during the 80s, these services were also available
`in public networks. Services like freephone (800 numbers) and 900 numbers became avail(cid:173)
`able in the public networks in the 80s and 90s (often built first with node-based solutions
`and not with intelligent network platforms). In the near future, services offered via broad(cid:173)
`band access will be generally spread among subscribers.
`Features visible to the general public are one thing; results that constitute the evolu(cid:173)
`tion of a large system are another. Just because results do not become visible at once does
`not mean that work is not proceeding. In fact, it is often quite the opposite; by the time re(cid:173)
`sults become visible, the work is almost completed.
`
`Bright House Networks - Ex. 1038, Page 13
`
`

`
`4
`
`Intelligent Networks
`
`1.2 LARGE SYSTEM DILEMMA
`
`The dilemma of a large system often becomes apparent in attempts to improve its function(cid:173)
`ality. Users (both providers and customers) of a system have one single overall require(cid:173)
`ment: to have the best functional system available at any moment.
`We must consider three major factors when contemplating improving an existing
`system:
`
`1. The cost of improving the system. Because the complexity of a system increases
`with each improvement, the cost of making a similar improvement tends to rise
`more and more each time. (See Figure 1.2.) For example, changing a number plan
`in one area will become more difficult and more expensive as the number of
`subscribers in the area increases.
`2. The existing system itself. The fact that they must improve an existing system
`instead of building a new system from scratch often poses great problems for
`project managers. Typically, the existing system was built using old technology
`and old interfaces, making compatibility a major headache. Consequently, the
`execution of a project can seldom follow a straightforward approach to the final
`goal.
`3. The technical evolution in general. The continuously accelerating speed of
`technological evolution leads to, among other things,
`
`•
`
`•
`
`Increasingly shorter intervals between technology generations available on the
`market,
`Increasingly shorter time before an operational system becomes outdated.
`
`The life cycle of a large system can be divided into three phases (see Figure 1.3):
`
`a) The time it takes a vendor to update an existing system or develop a new
`one, or the time it takes a customer to search for, evaluate, and install a
`system. (Ta)
`b) The interval during which a system fulfills user requirements. (Tb)
`c) The interval during which the system is still in operation but no longer
`fulfills user requirements. (Tc)
`
`If Tg represents the time between the birth of two consecutive technology genera(cid:173)
`tions that are applicable to a given system, the following assumptions concerning evolu(cid:173)
`tion and user needs can be made (see Figure 1.4):
`
`1. The faster technology and user needs evolve, the faster we need new systems and
`the faster a system becomes old-fashioned. This means that both Tg (generation
`
`Bright House Networks - Ex. 1038, Page 14
`
`

`
`Building, Operating, and Using Large, Complicated Systems
`
`5
`
`Total
`investment
`
`Cost of
`step 2
`
`Cost of
`step 1
`
`Step
`Step~
`3
`I
`I
`I
`I
`I
`I
`I
`~~/
`Comparable
`steps of
`improvement
`
`t
`
`Basic
`system
`
`Time
`
`Figure 1.2 The cost of improving an existing system.
`
`time gap) and Tb (productive time span) will continuously decrease with each
`new generation of systems.
`2. The system becomes more complex, that is, it contains a growing number of new
`functions with each new generation. At the same time, the number of generations
`that are simultaneously in operation grows. Both of these conditions result in an
`increasingly longer development time for the vendor and an increasingly longer
`evaluation and installation time for the customer for each new generation of
`systems: Consequently, Ta (the development/evaluation and installation time
`span) will continuously increase.
`
`Bright House Networks - Ex. 1038, Page 15
`
`

`
`6
`
`Intelligent Networks
`
`Development
`of the
`system starts
`The system
`goes into
`operation
`
`1
`
`The system
`goes out of
`operation
`
`1
`
`Ta
`
`Tb
`
`Tc
`
`Time ..... ,
`
`Figure 1.3 The life cycle of a large system.
`
`Tb
`
`Tc - - - - - -
`
`Tb
`
`Tc
`
`Time
`
`Tc
`
`0
`
`2
`
`3
`
`4
`
`Syotem
`generation
`
`I
`
`~~~.:
`
`.
`
`!Figure 1.4 The evolution of system generations.
`I
`
`I
`
`Bright House Networks - Ex. 1038, Page 16
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`

`
`Building, Operating, and Using Large, Complicated Systems 7
`
`If we look at Figure 1.4, two very interesting questions arise.
`
`1. What if Ta reaches the same length as Tb, that is, what if the development time or
`the time required to update a system is as long as the time the system fulfills user
`requirements?
`2. What if Tg becomes less than Ta (as in system generation 4 in Figure 1.4), that
`is, what if new generations of systems appear faster than the time required to
`develop them?
`
`If we do not change the way we work, we will be faced with what I refer to as the
`Large SYstem Dilemma, or LSYD. If we do not find a solution to LSYD, we will not be
`able to continue expanding and evolving systems beyond a certain size, which would be
`reached very soon.
`As can be inferred from these two questions, the key factor is Ta, that is, the time re(cid:173)
`quired to develop and deploy a new system or to update an existing system to fulfill new
`requirements. Accordingly, we should be very interested in searching for a way to de(cid:173)
`crease Ta.
`Fortunately, such a way exists within the telecommunication area, namely the use of
`the intelligent network concept. Intelligent networks allow us to decrease one of the most
`important factors required to upgrade a system to meet user requirements: the time re(cid:173)
`quired to introduce new services when demanded. With intelligent networks, the introduc(cid:173)
`tion time for a new service is decreased from about two to five years, using conventional
`software programming and testing, to a number of months. (This is further discussed in
`Chapter 8.)
`
`1.3 USER WILLINGNESS
`
`The basic point of introducing value-added services is to provide extra value for the user
`and greater revenues to service providers and network operators. These goals are best ac(cid:173)
`complished by making it easier for subscribers to use their telephone and by enabling dif(cid:173)
`ferent business areas to benefit from using telecommunication services. Put simply, the
`cost of setting up a telephone call is the same to the network operator, whether the call is
`successful or not, except that no income is generated in the latter case. The subscriber
`might also find it frustrating not to reach a called party, getting a busy signal or no reply
`instead.
`If "intelligent" services are introduced to raise the share of completed calls, all par(cid:173)
`ties will profit. That is why all networks give high priority to services resulting in call ac(cid:173)
`complishment (the calling party really reaches the called party). Examples of services
`include call forwarding unconditional, remote control of call forwarding, call forwarding if
`no reply or busy, call completion to busy subscriber, services supporting mobility, and
`services using time and origin control. Obviously, these services are also highly suitable
`for most business areas.
`
`Bright House Networks - Ex. 1038, Page 17
`
`

`
`8
`
`Intelligent Networks
`
`But, to make efficient use of a network possessing all these interesting features, sub(cid:173)
`scribers must have a good user interface, which is not the case today. The user interface for
`the world's largest system, the telephone network, remains dreadfully primitive. We still
`use a star, a pound sign, and the numbers 0-9 (see Figure 1.5): This is, in fact, technology
`from the 60s in a system for the 90s.
`
`Figure 1.5 The dual-tone multifrequency (DTMF) user interface.
`
`The following hypothetical situation, involving a network operator and a customer,
`illustrates the antiquated nature of current terminal technology and also suggests how cus(cid:173)
`tomers can be encouraged to use the network.
`
`• Today the network operator tells a customer, "We have now created a number of
`services. Please use them!"
`• The customer doesn't see all the possibilities offered by the network and replies,
`"The star and the pound sign are for call forwarding, aren't they? Actually, I never
`use call forwarding."
`• The network operator ponders this and comes up with an idea. "Let's create some(cid:173)
`what more intelligent terminals, where the names of the most common services have
`their own buttons. This will surely make the terminals more user-friendly, which
`will increase the use of the services." (Figure 1.6.)
`• But, the next time they meet, the customer replies, "It does look good, but I can't see
`any use for those services in my business."
`• The network operator goes home and considers it again. After that, he engages an
`adviser to help him better understand and respond to the needs of the customer. The
`results is services that correspond exactly to the needs of the customer.
`
`Bright House Networks - Ex. 1038, Page 18
`
`

`
`Building, Operating, and Using Large, Complicated Systems
`
`9
`
`• The network operator meets the customer. "At last, we have exactly the network
`services you need for your business." But the answer is not what the network opera(cid:173)
`tor expected. The customer replies, "Yes, it certainly seems good, but I already have
`special routines for this, and you know how difficult it is to change them. It would
`also cost me a lot of money and time, and my staff wouldn't like to change their
`working routines right now, as we are in the middle of a very busy period."
`
`'r----f/
`
`"
`
`Call
`forwarding
`uncon-
`ditional
`
`1/
`
`1'\.
`
`1/
`
`Call
`forwarding
`no reply
`
`Call
`completion
`to busy
`subscriber
`
`'
`
`I'
`
`Call
`forwarding
`busy
`·
`
`1"\.
`
`v
`1'\.
`
`v
`
`Figure 1.6 A more user-friendly interface.
`
`What is the problem here? We know that
`
`1. The user interface is good, and
`2. The services are exactly what the customer needs.
`
`The answer is that the customer is not motivated to change routines and begin using the
`telecommunication services. Something is missing, something I call: user willingness
`(UW).
`Customers require more than good technological solutions to their demands (that is,
`more than a good user interface and good services), they must be convinced by a network
`operator of the advantages of particular services to be motivated to use them. Furthermore,
`they need assistance to switch from old routines to new ones, and such help should prob(cid:173)
`ably be provided by a network operator.
`Naturally, to create UW, the user interface must be a good one and requested serv(cid:173)
`ices must be 100% fulfilled. But these efforts are obviously not enough. Exactly how UW
`is created is discussed in Section 8.3. For now, we will only observe how very different the
`situation would be the next time they met if the network operator did succeed in creating
`UW in the customer. This time the initiative will come from the customer.
`
`Bright House Networks - Ex. 1038, Page 19
`
`

`
`10
`
`Intelligent Networks
`
`• The customer: "You know, call forwarding works fine, but I would also like to have
`remote control of call forwarding, and I would like it to work in the foiiowing man(cid:173)
`ner .... When can you provide this?"
`• And, upon meeting a colleague, the customer wiii say, "You know, by using the tele(cid:173)
`communication service call forwarding, I have increased sales by $_ and reduced
`internal costs per unit sold by $_."
`
`1.4 THE WORLD'S LARGEST SYSTEM
`
`Section 1.1 identified four criteria of a large system. We can now see that the worldwide
`telecommunication network possesses ail four characteristics. The network
`
`• Requires considerable software,
`•
`Is extremely complex,
`• Covers a large geographic area,
`• Contains a large number of users.
`
`The worldwide telecommunication network is undoubtedly the world's largest sys(cid:173)
`tem, and it is no coincidence that considerable efforts have been made to solve the LSYD
`within telecommunication. As Section 8.2 discusses, the introduction of the inteiiigent net(cid:173)
`work concept is one important step towards a solution.
`Very soon, inteiligent networks wiii offer a much wider range of services, in every
`network, than was previously possible. The next logical step, therefore, is to focus greater
`efforts on increasing the use of services introduced by creating both user-friendly inter(cid:173)
`faces and, of course, UW.
`
`Bright House Networks - Ex. 1038, Page 20
`
`

`
`Chapter 2
`
`Intelligent Networks
`
`2.1 NEW TRENDS AND NETWORK ECONOMY ARE THE DRIVING FORCES
`BEIDND INTELLIGENT NETWORKS
`
`2.1.1 Trends in Society
`
`As professionals, we spend a great deal of time establishing and maintaining contacts with
`other people, no matter what our occupation is. We meet people face to face during meet(cid:173)
`ings, at the office, or in town, or communicate via telephone, telefax, computer mail, and
`so on.
`As private individuals, we maintain contacts with relatives, friends, government
`authorities (local and central), as well as with shops, stores, and other suppliers of what we
`need to live comfortably.
`If we look back 50-100 years, our lives were quite different in many ways. One of
`the most important basic developments that lifted our standard of living and quality of life
`was the availability of a fast and reliable telecommunication network, which, compared to
`other communication media, is significantly less expensive to use.
`A person who lived and worked in the United States or Europe 70 years ago main(cid:173)
`tained some sort of regular contact with an average of, perhaps, 100 people. Today, that
`number is close to 500. Moreover; 80-90% of those people, 70 years ago, probably lived
`within 10 miles of each other. Today, 80-90% of our regular contacts live m_ore than 10
`miles away, at least as far as business contacts are concerned.
`The way we contact people has also changed. Seventy years ago, we usually met
`face to face. If we used a communication medium at all, it was usually the mail. To make
`use of the telephone, both communicants had to own one, which was far from certain in
`those days. Using a phone was also comparatively expen