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The installation and configuration (and reconfiguration) of hubs and routers requires in-depth knowledge of the operating system, the parameters, and the protocols used. This is an area of specialization by itself. If only a few such devices are in use, then their installation and configuration, including setting up default values and reporting functions, can be left to the manufacturer or vendor. Larger networks require in-house staff to monitor and maintain the equipment and software. In mid-sized shops, one or two senior staff members can share this responsibility and report to the manager regularly. In very large organizations, network management could be a separate department, part of the internetworking group, or part of the communications group. The network management staff must be part of, or work very closely with, the LAN support group. The efficient processing of packets by the various protocols and filters, although it is transparent to most clients, is what makes or breaks most internetworks. When a network problem arises, it could be local, it could be in the router, or it could be with the WAN. The staffing and training of this function is essential to a well-run internetwork. The department and its infrastructure should be managed so as to become proactive. The goal is a stable and flexible environment in which preventive maintenance, fault tolerance, and automaticity of network management and standardized functions eliminate 90% to 95% of the reactive activities (except for help desk activities) so that the remaining reactive functions consist of maintaining these proactive functions (e.g., changing tape cassettes when the next-to-last cassette in the jukebox is filled, or replacing a failed disk drive in an array that is still functioning). Proactive activities would now consist of testing upgrades and new products, planning for network expansion, and holding more client meetings to determine what other facilities would help them service their customers better. COMMUNICATIONS This area used to be limited to providing an organizations telephone service. Today, just in the telephony area, are telephone systems (e.g., PBXs), fax devices, modems, CSU/DSUs, voice-mail systems, and increasingly, voice mail, voice-attached E-mail, audio components of multimedia, such services as fractional T1, inverse multiplexing, dial-in and dial-out services, remote LAN accessall making use of the common carriers lines and facilities in addition to private equipment. Wide area networking is increasingly being considered part of the communications function. New data transmission services, including multimedia, offered by the common carriers and switching companies (e.g., fast packet and cell relay) have to be managed within this area. In a small-network environment, any individual who understands the basics of carrier services can handle the interaction with third-party vendors and integrators. Carriers generally provide regular activity and management reports, which can be reviewed with them periodically. In larger, internetworked environments, using these services requires a good deal more equipment than what the carriers provide, which equipment, in turn, requires regular monitoring, maintenance, and management. This dictates a staff that has good contacts among the vendors and carriers. This can be made a responsibility of the internetworking group or, if the organization requires enough of these services, a separate department can be created. RESEARCH AND DEVELOPMENT This is where new devices, workstation architectures, and software are tested, evaluated, compared, and reported. In environments where growth and change are slow, research and development can be an activity shared among the members of the LAN support department, testing new ideas on a nonproduction LAN. Where networks are growing or changing more rapidly, a staff member could be dedicated to development, evaluating new products on a full-time basis. The job could rotate among staff members if that seems desirable. Upgrades and new products should be tested and evaluated, software developed (if there is a programming staff), and problems replicated and analyzed. HELP DESK The help desk is where direct customer support comes into play. Personnel on the help desk should answer questions about the applications supported, about printer capabilities, about types of PCs and workstations, and general technology questions. Repair of hardware requires on-site service. Depending on the size of the customer base and the level of development of the support function, these services could be handled by in-house personnel or be outsourced. (In a very small organization, of course, this should be done in-house, with a junior staff member assigned the task of answering most questions. A senior staff member or manager should work with the junior staffer on the more difficult issues.) Outsourcing this function becomes practicable earlier than many managers think. There are an increasing number of vendors who provide both hotline and on-site repair, and there are many combinations of service and support. An outsourcing contract must be written carefully, and enforced, with frequent and regular reporting of activity and issues. Outsourcing lets the in-house staff do more work on network infrastructure, an activity that should remain an in-house activity beyond the point at which other forms of support are outsourced. BUDGETS No matter how large the organization, no matter how advanced the technology, there is never enough money. This is where priorities come into play, and this is why the manager needs business expertise, organizational and client knowledge, and an understanding of the companys mission. Budgets will be affected by the businesswide organization of the support department: Is the support department funded by the organization? Is it a cost-center or a profit-center? Are customers billed for services? Is there a charge for infrastructure maintenance? Are costs allocated or billed directly? How the support department is financed determines how it will conduct its business, and what options there are for structuring the department. STAFFING AND SOURCING There are no staffing answers that apply to all organizations. The correct course of action is the one that works, for the department, for management, and for the customers. There are some basic guidelines for staffing, however, that may help in deciding how large a department to structure and how and when to use consultants.
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