Any experienced handyman lives by the rule "Measure twice, cut once": This mantra not only works well for wood and drywall. But it's also an excellent guideline for enterprises looking to evolve their network infrastructure to take advantages of newer technologies such as IP.
While most enterprises cite adoption and integration of new network technologies as a top priority, according to new research, not all take the necessary steps upfront to prepare for the transition. Those who don't draw up the proper blueprints are likely to experience more downtime and delays than those who plan ahead and use the right tools.
Recent research conducted by the Aberdeen Group found 61 per cent of 275 enterprises surveyed are planning a transition to an IP-enabled network in the next two years. While "Best-in-Class" (BIC) performers are using strategies and technology to complete the transition faster with less downtime, "Laggards" are taking 76 per cent longer to complete network transitions even though BIC organizations have 52 per cent more phones.
In fact, 100 per cent of BIC organizations that have already completed their IP transition do so on time, versus 55 per cent for all other respondents. So what have the BIC enterprises done that the others haven't? In short, they've planned ahead and used the right tools.
The organizations that saw their network deployments completed on time and on budget with minimal downtime had three things in common:
· They developed a business case to acquire and deploy technologies;
· They deployed an order and inventory software before they began;
· They established end-to-end visibility into their voice and data inventory to establish a centralized database of circuits and services.
Measure twice....
Any enterprise embarking on a network transformation must adopt an approach that manages the entire lifecycle, including assessment of the existing network infrastructure, capacity testing, provisioning of new carrier services, deployment of hardware, updating of software, Quality of Service (QoS) monitoring, troubleshooting and optimization, as well as disposition of retired equipment and services that will no longer be used.
The BICs that took the time to plan did a number of things upfront to ensure a smooth transition. First off, they planned and budgeted for network transition-related expenses with a cost justification to those that held the purse strings, including a clear identification of technology requirements. Research shows successful BICs placed the most emphasis on strategy and created a business case to justify the cost of the transition to finance and secure a budget for the program, while Laggards placed the greatest emphasis on creating a project plan instead of establishing a business case for focusing resources on their network transition.
Successful BICs also took the time to document the roles and responsibility of those involved in and affected by the network transition. They established an end-to-end view of data inventory and operating systems, implemented controls to manage changes for voice circuits, voice services inventory, equipment, operating systems, and software and created a centralized database to track circuits/services, equipment and operating systems software updates.
Other steps successful BICs took in advance of the deployment include:
· Creation of a lab environment to simulate network performance · Establishing auto discovery for network routers, switches, servers · Inventory tracking for voice circuits and voice services · Capacity monitoring of voice and data traffic · Service order management software to manage change request activity with carriers · Automated testing for network routing
Ultimately, the successful BICs have secured budget for and show higher rates for adoption of the technology needed to manage their transition and are thus able to complete their transitions faster with better network QoS performance because they recognize the initial assessment phase is critical.
The right tool....
Another common handyman phrase is "the right tool for the right job". So while having a solid set of building plans is essential, having the right tools for the project is the next most important step.
When it comes to network transition, the best tool for an enterprise is order and inventory management software, which must be implemented before they begin any transition activities. Those that do adopt management software are three times more likely to complete their transition on time and on plan.
One of the critical roles order and inventory management software plays is to help an enterprise establish a baseline view of their network infrastructure in advance of convergence: enabling them to learn what issues and processes already affect their network. By understanding the pressures and load on their network, organizations can better plan for what the new network will look like, as well as how it will operate while in transition to minimize downtime. Associated order management software will also facilitate the transition process.
Consider, for example, the case of a large grocery chain in the Western USA. As a result of growth and acquisitions, the company was straining under seven different legacy systems. They also had to deal with 50 to 80 new store openings, remodeling, and closings each year. Network staff had to keep track of a long list of phone numbers for different store locations and services. Simple changes such as recording new outgoing store messages could take weeks to accomplish. The limited number of trunk lines at stores filled up quickly, so customers trying to call a store would hear a busy signal. Facing high operational costs, obsolete phone systems and constant demands for new functionality the VP of IT decided to switch to VoIP.
In the months that followed, he learned some important lessons about major network upgrades. "The plan called for us to install T-1 lines and implement voice and data service when the circuits were installed," stated the VP of IT. "The carrier subcontracted out the work. One contractor would order, configure and install a router. Another configured and installed the firewall and hooked up the VPN tunnel. Ultimately, we had six or seven parties involved with our phone and data lines. When we gave the carrier our working telephone numbers and billing numbers to begin the porting process from incumbent LECs (ILECs), 80 per cent of the ported phone numbers failed because the billing telephone numbers were different from the ILEC's records. "After the first problems were encountered, I realized we needed a tool to manage the process. All of the data is now entered in software that tracks service order activity".
Operational cost savings on local and long distance services of 15 per cent to 25 per cent have been realized as a result of the shift to VoIP, however the VP of IT recognizes that there is always room for improvement. "Don't underestimate the complexity of network conversions. Smooth transitions require accurate accounting for the phone systems installed at each location and whether the system can be connected to a T-1 line. Variations in cabling infrastructure and paging systems cost us dearly before we implemented comprehensive site surveys and line, service and circuit inventories as part of the rollout."
An excellent scenario that illustrates the value of benchmarking is the retail marketplace. Chain retailers generally deal with multiple store openings, re-modelings and closings each year, meaning network staff have a long and ever changing list of telecom services, circuits and phone numbers to track. Facing constant margin pressure in a highly competitive market they typically endure high operational costs to manage their networks often working with obsolete phone systems and a constant demand for new routing, presence and mobility features. All of these make an excellent business case for making a transition to an IP network.
However, even once the processes and pressures are identified, as well as the requirements for the new network, a whole lot of other variables come into play as various contractors and vendors become involved, whether it's for installing new T1 lines, implementing the voice and data services, the configuration of associated routers or the porting of telephone numbers.
All these elements need to be managed, and the right tool for the job doesn't mean just any tool: in this instance, the old fallback spreadsheet simply won't cut it. The right software will: A robust order management tool will help track service order activity, provide a schedule for number portability that can be coordinated with multiple ILECs and technicians, as well as monitoring availability, traffic congestion, call routing and service quality.
Getting it right the first time
Enterprises seeking a timely and cost-effective network transition cannot ignore the benefits of deploying order and inventory management software prior to starting the project. Organizations looking to make successful network transitions must consider the processes, the organization, knowledge management, and technology enablers that come together in order to develop a working solution to create an effective network transition.
Better results come from investing in technology to manage the transition. BIC performers understand the strategic value of their network for communications and they develop a business case to win the budget for their programs. They also understand that the transition to an IP-enabled network is a journey. Once completed, the technology, tools and strategies developed and implemented can help to provide improved efficiencies in their ongoing network management.
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