Design Teams and Translating Plans into Design Criteria
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Transcript of Design Teams and Translating Plans into Design Criteria
Design Teams and Translating Plans into Design Criteria
IACT424/924 Corporate Network Design and Implementation William Tibben 20 August 2002
Outline
Translating the Plan into Design Criteria The Design Document – what is in it?
Developing Teams Leadership v Management Getting the best out of individuals
Design Document
What function does the design document perform? The design document is the primary
tool by which the detail and the vision of the project is communicated to a wider audience.
The document promises to explain how the project will be executed in the best possible way
Four(4) Guiding Principles
The task of writing the design document needs to be guided by the following Functionality: will the end product work? Scalability: is the network able to grow
without major problems Adaptability: will the project be able to
incorporate new technologies in the future? Manageability: can we monitor network
operations and make necessary changes easily?
Functionality
Functionality: does the network support each job
function so that strategic goals can be attained?
Does the network deliver end-to-end connectivity that is both reliable and sufficiently fast?
Scalability
Any network design must allow for future growthIn physical terms, this means allowing space in equipment racks for more
equipment spare connection points in main and
intermediate distribution frames (MDFs and IDFs)
In logical terms, well structured IP addressing schemes
Adaptability
Design Criteria should incorporate possible changes to design through the advent of new technologySimilarly the design should not have features that makes the future provisioning of new technology impossible
ManageabilityThe network should facilitate both monitoring and manageability
Design and Optimise Implement and change Monitor and Diagnose
Data Collection Definition Installation Defining Thresholds
Baseline Creation Configuration Monitoring Exceptions
Trend Analysis Address Management Isolating Problems
Response Time Analysis Adds, Moves and Changes Validating Problems
Capacity Planning Security Management Troubleshooting Problems
Procurement Accounting and Billing Bypassing and Resolving Problems
Topology Design Assets and inventory, Users, Data Management
The Design Document
1. Executive Summary2. Design Requirements3. Design Solution4. Summary5. Appendices including network
diagram and budgets/costings
Section 1: Executive Summary
Purpose of the project in relation to strategic goalsImplementation considerations: resources required, integration and transition issues, trainingBenefits of the solution – once again aligned to company’s strategic goals
Section 2: Design Requirements
Characterisation of existing network Accordingly, what is required in the
new network
Customer Requirements
More on this tomorrow
Section3: Design solution
Proposed network topologyHardware resources for both LAN and WANAddressing and naming schemeProtocols to be deployedSoftware featuresManagement Strategy
Section 4: Summary
A statement that links design solution to the strategic goals of the company
Appendix
Time line and project networkCost: the reader needs to understand how each cost is generated (hint: best if linked to individual activities detailed on project network) Results of performance measurement testsAddressing and naming scheme detailsManagement-operational-security policies
Linking Costs to Project Network
Circuitboard
Designcost
account
Productioncost
account
Testcost
account
Softwarecost
account
Lowestelement
Organizatio
Units
DesignWP D-1-1 SpecificationsWP D-1-2 Documentation
ProductionWP P-10-1 Proto 1WP P-10-2 Final Proto 2
Test systemsWP T-13-1 Test
SoftwareWP S-22-1 Software preliminaryWP S-22-1 Software final version
BProto 1
5
DFinal
proto 24
ASpecifications
and documentation2
CPreliminary
software3
FFinal
software2
KTest
3
AD-1-1D-1-2
BP-10-1
DP-10-2
FS-22-2
KT-13-1
CS-22-1
Gray and Larson, 2000, p. 92
Network Performance Guide(Teare, 1999)
No shared Ethernet segment to be saturated No more than 40% network utilisation
No shared Token Ring segments are saturated No more than 70% network utilisation
No WAN links are saturated No more than 70% network utilisation
Network Performance Guide(Teare, 1999)
Response time <100 millisecondsNo segment have more than 20% broadcasts/multicastsNo segments have more than one CRC (Cyclic Redundancy Check) error per million bytes of data
Network Performance Guide(Teare, 1999)
On Ethernet segments, less than 0.1 % of packets result in collisionsOn the Token Ring segments, less than 0.1% of the packets are soft errors not related to ring insertionOn FFDI segments, there has been no more than one ring operation per hour not related to ring insertion
Network Performance Guide(Teare, 1999)
Routers are not over-utilised (5 minute CPU utilisation no more than 75%The number of output queue drops has not exceeded more than 100 in any hour on any routerThe number of input queue drops has not exceeded more than 50 in any hour on any router
Network Performance Guide(Teare, 1999)
The number of buffer misses has not exceeded more than 25 in an hour on any routerThe number of ignored packets has not exceeded more than 10 in an hour on any interface on a router
Creating Design Teams
Different skills are required of project leaders through the life of a project. In the early stages, the emphasis
should be on leadership In the latter stages, the emphasis
should be on management
Leadership and Management
Leaders focus on Vision Selling what and
why Longer range People Democracy Enabling Developing Challenging
Managers focus on Objectives Telling how and when Shorter range Organisation &
structure Autocracy Restraining Maintaining Conforming
Leadership and Management
Leaders focus on Originating Innovating Directing Policy Flexibility Risk (opportunity) Top line
Managers focus on Imitating Administering Controlling Procedures Consistency Risk (avoidance) Bottom line
(Verma, 1996, p. 223)
Team Composition- Getting the Best Out of Individuals
It makes sense to develop a team with heterogeneous and complementary skills
Try to match people’s skills and interests to the kind of tasks they will perform.
Everyone is Different!
Converger – preference for active experimentation and abstract conceptualisation, strong in practical application of ideasDiverger – preference for concrete experience and reflective observation, strong in imaginative ability, generating ideasAssimilator –preference for abstract conceptualisation and reflective observation, strong in creating theoretical models, inductive reasoningAccommodator – preference for concrete experience and active experimentation, strong in getting things done, intuitive problem solving
References
Cisco, 2001, Cisco Academy Networking Program: Second Year Companion Guide, Cisco Press Indianapolis. Teare, D. 1999, Designing Cisco Networks, Cisco Press Indianapolis.Verma, V. K. 1996, The Human Aspects of Project Management: Human Resource Skills for the Project Manager, Vol. 2, Project management Institute, Sylva, North Carolina.