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Site Survey
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I have generally found technology issues fairly straightforward compared to nontechnology issues in a complex deployment This isn t to say that today s wireless technology isn t complex I ve struggled with the marketing premise of engineer in a box that in part implies that virtually anyone could find a reasonable location to place an AP, plug in an Ethernet cable into the back, plug it into the wall, and voila, instant wireless access The reality in enterprise networks is quite different, however, as a rapidly increasing complexity exists in every element of today s WLANs Security, RF propagation, controller configuration, and client integration are so complex that
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engineers are increasingly being driven into small and smaller subspecialties In 1999, most engineers knew virtually everything there was to know about an AP; today s descendants are vastly more complex, carry far higher speeds, and are expected to carry virtually any traffic an enterprise-class network might routinely transport Yet, with all this complexity, there remains a realm of WLAN deployments and maintenance that is even more complex and which fewer people are capable of managing I m referring to nontechnical issues My experience in working with many customers with enterprise-class networks and the system integrators who perform the bulk of the WLAN installation and maintenance is that the key nontechnical issues are challenging because they deal with the following necessary elements: n n n n Organizational Budget Communication Political boundaries
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Organizational issues are always prevalent in companies I ve yet to see a perfectly organized company entirely populated by personnel who universally believed the company was well organized and capable of tackling all operational, market, and technology issues in its current format Organizational excellence is an approximation at best, imperfect in reality, but the better run companies with the best-trained, experienced, and motivated personnel are responsive enough and flexible enough to manage most issues both internal and external to the company Budgetary issues are important to recognize, mostly because that even in this day, most WLANs are sold by engineers to engineers While this necessary phase must occur, the better and more complex deployments are nearly always handled with greater speed and a more optimal outcome when the stakeholder group combines its budgets for a common and greater cause Communication inside departments and, more particularly, between departments is a key element resolved by OPS, because this methodology relies entirely on a diverse group of stakeholders to collaborate on a common cause to untether key applications in their network and to enable this more pervasively throughout their corporate organization In most companies, effective communication is rudimentary inside departments, and is probably more of the exception than the rule between departments This isn t to say there isn t a tremendous amount of e-mail and other communications flowing among departments The key issue is that of meaningful collaborative exchanges among departments Collaboration requires a much higher form of communication, understanding of prevailing issues, and the ability to put the team ahead of individuals and departments Not so easily achieved, but when you see it in the best-run companies, it s hardly any wonder that those teams are typically industry leaders
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7:
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Political boundaries are a definite reality where enterprise-class networks link one end of the business to the other There is simply no getting around this phenomenon Political boundaries don t always have a negative impact on organizations; it s only when groups isolate themselves by not collaborating effectively with adjacent stakeholders and political groups that politics become problematic This is often the most challenging of issues to resolve where OPS is introduced, because political boundaries tend to be deeply historical to a group, person, or company The key here is often to soften the boundaries through collaboration by illuminating the possibilities of greater reward for all parties concerned My experience is that this very issue is the true core issue of why stakeholder groups have not been created prior to OPS Getting key leadership figures and groups to migrate from what s in it for me to what s in it for us is generally the most rewarding experience for me When stakeholder groups are created where collaboration did not formerly exist because of political boundaries, I believe the customer s future is likely to be considerably brighter My great passion as a recovering engineer is to see the right amount of technology deployed in such a manner that it has the greatest positive impact for the least cost to the customer My heart and soul, however, reside in the realm of changing the way people work together, and OPS is a vehicle for this collaboration and customer business acceleration
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