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Handbook
of
COMMUNICATIONS
SYSTEMS
MANAGEMENT
1999
Gilbert Held
Editor
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been
made to publish reliable data and information, but the author and publisher cannot assume responsibility for the
validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the
copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to
publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let
us know so we may rectify in any future reprint.
Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or
utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including pho-
tocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission
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Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for
identification and explanation without intent to infringe.
Publisher’s Note
The publisher has gone to great lengths to ensure the quality of this reprint but points out that some imperfections in
the original copies may be apparent.
Disclaimer
The publisher has made every effort to trace copyright holders and welcomes correspondence from those they have
been unable to contact.
Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the
CRC Press Web site at http://www.crcpress.com
About the Editor
iii
Contributors
v
Contributors
vi
Contributors
vii
Contents
INTRODUCTION ............................................ XV
ix
Contents
X
Contents
xi
Contents
xii
Contents
xiii
Contents
xiv
Introduction
The field of data communications represents one of the most important areas
of technology development in the last 25 years. As virtually all forms of elec-
tronic communications have become digital, data communications becomes
almost redundant, but as there is no universal nomenclature to replace it, it
remains data communications. Without data communications, today's global
financial markets would be hard pressed to operate. Transportation compa-
nies would have an extremely difficult time providing the reservation service
travelers take for granted and logistics to get them to their destinations with-
out data communications. In fact, our quality of life would be greatly reduced.
The importance of data communications requires us to keep abreast of
the many aspects of communications technology, ranging from LANs to
WANs and intelligent agents, to the use of the Internet. To facilitate our
desire to keep abreast of this important and rapidly changing field, this
new edition of the Handbook of Communications Systems Management con-
tains approximately 80 articles that were selected to provide you with
detailed information covering the different facets of communications.
This handbook is subdivided into a series of ten sections, with articles
grouped into each section to facilitate your ability to obtain information con-
cerning a particular area of communications. The first section in this hand-
book, Planning for Communications Systems, includes articles which cover
a range of planning topics, from Windows NT through disaster recovery.
In the second section in this handbook, Business Management Issues,
we turn our attention to a series of articles focused upon such topics as
electronic commerce, multimedia, and cost allocation. Recognizing the
role of changing technology and our need to follow such changes, the third
section, Networking Technology, consists of a series of articles that pro-
vide us with information on evolving technologies ranging in scope from
voice and video on LANs to multicast networking, frame relay testing, and
the potential use of hybrid/fiber/coaxial networks.
The glue that holds communications together and facilitates interoper-
ability are standards. In the fourth section, Interoperabillty and Standards
Issues, we turn our attention to this important topic. In the fifth section in
this handbook, Organizational Communications Services, we examine the
XV
Introduction
role of virtual private networks, popular email systems, and the 1996 Tele-
communications Act.
Over the past few years the role of the Internet has had a profound effect
upon both individuals and organizations. In section six, The Internet and
Internetworking, we examine the Internet in detail, focusing attention
upon topics ranging from the hidden cost of free TCP /IP protocol stacks to
Web servers and security. In section seven, Mobile Communications Sys-
tems, we recognize the necessity to support the corporate traveler as well
as understand the role of wireless communications in supporting access to
LANs from building atriums as well as other locations from where it may be
difficult, if not impossible, to string conventional cables.
The old adage "been there, done that," is recognized by the articles
included in section eight. In this section, Implementation and Case Stud-
ies, we turn our attention to a series of articles which illustrate the efforts
of communications personnel in implementing such projects as electronic
messaging, voice on a LAN, the use of Ethernet switches, and a corporate
intranet. Since experience is a most valuable learning tool, the cast studies
presented in section eight can provide a considerable amount of food for
thought that can assist us in our implementations.
Another area of concern for network professionals is the operation and
management of modern networks. In the ninth section in this handbook,
Network Operations and Management, we turn our attention to this
important topic. Concluding this handbook, section ten is oriented
towards the future. In this section, Directions in Communications Sys-
tems, a series of articles prepares us to take advantage of such emerging
technologies as intelligent agents, cable modems, and voice recognition
systems. From the planning aspects presented in the first section through
information covering future directions in the tenth section, this handbook
provides you with detailed information covering the operation and utiliza-
tion of different communications technologies and the business and man-
agement practices required to successfully implement and operate different
types of communications systems. As a yearly publication, the selection of
articles for inclusion in this handbook becomes a repetitive process which
can be facilitated by reader feedback. Thus, if there are topics you would like
to see addressed in future editions of this handbook, please address your
comments to me, either through the publisher by mail:
Auerbach
Handbook of Data Communications Management
535 Fifth Ave., Suite 806
New York, NY 10017
or via electronic mail to tshreve@crcpress.com
Gilbert Held
Macon, GA
xvi
Acknowledgments
XYii
Section I
Planning
for Communication
Systems
It is most appropriate to begin the initial section in this handbook with a
series of chapters related to the communication systems planning process.
Planning represents the first and perhaps most important stage in the life
cycle of a communications project. If you can plan correctly, literally
"cover all bases," and examine alternative courses of action, you will
obtain a foundation of information which enables projects to be focused
and to be implemented in a timely and economical manner. Thus, the old
Boy Scout adage "proper planning prevents poor performance," commonly
referred to as the "5 Ps," is most applicable to communication systems.
In this section we will turn our attention to a variety of planning topics.
The first chapter in this section, "Improving Communication Between End
Users and System Developers," introduces us to techniques we can use to
enhance a user/developer relationship that can alleviate project controver-
sies, reduce finger-pointing, and facilitate fixing problems in a cooperative
manner.
Due to the growth in the use of Windows NT in the corporate environ-
ment, this operating system is rapidly becoming an integral part of commu-
nication systems. Recognizing the necessity to appropriately plan for the
deployment of Windows NT, the second chapter in this section, "Windows
NT Project Planning," covers this topic. This chapter will assist you in iden-
tifying resources to facilitate a migration to NT as well as indicate methods
to use in selecting vendors to assist your organization in the computer
transition process.
The third and fourth chapters contained in this section cover strategic
planning and Internet security planning, respectively. In the chapter
"Inventing the Future: Strategic Planning," we will examine a six-step proce-
dure that can be used to facilitate the strategic planning process. In the
chapter "Framework for Internet Security Planning," we will obtain an
1-1
PLANNING FOR COMMUNICATIONS SYSTEMS
appreciation for the issues involved in Internet security, and how we can
assess available security options.
In a networking environment, it is important to be able to determine the
utilization of existing network equipment and transmission facilities as a
mechanism to access the impact of day-to-day changes in transmission
activity. The process by which this occurs is referred to as baselining and
is covered in the chapter "Network Baselining as a Planning Tool," the fifth
chapter included in this section. That chapter is followed by the inclusion
of a topic which is rapidly gaining interest as corporations, government
agencies, and academia apply Internet technology to their internal net-
works to develop intranets. Thus, the sixth chapter in this section, "Devel-
oping Corporate Intranets," provides us with information on how the Web
paradigm differs from conventional client-server operations and the over-
all impact of an intranet on a company's bottom line.
Although we live in a technology-driven world, many times technologi-
cal advances occur so rapidly we are hard-pressed to obtain their benefits.
Fortunately for many persons involved in communications, the rapid evo-
lution of cable modems has not translated into widespread product offer-
ings as cable operators must first upgrade their infrastructure to
accommodate the technology. This provides us with the ability to prepare
for the use of cable modems, the focus and title of the seventh chapter in
this section.
In concluding this section we will turn our attention to a topic which
goes to the heart of the planning process, for if omitted the results can be
catastrophic. That chapter, "Network Disaster Recovery Planning," pro-
vides us with detailed information covering different methods that can be
employed to protect both equipment and transmission facilities from acts
of God and acts of man. Thus, it is fitting that we conclude this section by
examining how we can prepare for the unthinkable, for doing so provides
us with the ability to have well-thought-out alternate courses of action to
enable our organization to overcome problems that could conceivably put
us out of business.
1-2
Chapter 1
Improving
Communication
between End Users
and System
Developers
Jack T. Marchewka
major reason why information requirements are not properly defined and
implemented in the information system.
Furthermore, differences in goals contribute to a breakdown of coopera-
tion between the two groups. For example, the user is more interested in
how information technology can solve a particular business problem,
whereas the system developer is more interested in the technical elegance
of the application system.
On the other hand, users attempt to increase application system
functionality by asking for changes to the system or for additional features
that were not defined in the original requirements specifications. However,
the developer may be under pressure to limit such functionality to mini-
mize development costs or to ensure that the project remains on schedule.
Subsequently, users and developers perceive each other as being
uncooperative, and lSD becomes an "us vs. them" situation. This leads to
communication problems that inhibit the user from learning about the
potential uses and benefits of the technology from the developer. The
developer, on the other hand, may be limited in learning about the user's
functional and task requirements. As a result, a system is built that does
not fit the user's needs, which, in turn, increases the potential for problems
or failure. Participation in the lSD process requires a major investment of
the users' time that diverts them from their normal organizational activi-
ties and responsibilities. An ineffective use of this time is a waste of an orga-
nizational resource that increases the cost of THE application system.
The next section examines the conventional wisdom of user involve-
ment. It appears that empirical evidence to support the traditional notion
that user involvement leads to IS success is not clear cut. Subsequently,
this section suggests that it is not a question of whether to involve the user
but rather a question of how or why the user should be involved in the ISO
process. In the next section, a framework for improving cooperation, com-
munication, and mutual understanding is described.
1-2
Improving Communication between End Users and System Developers
1-3
PLANNING FOR COMMUNICATIONS SYSTEMS
working toward the same goal and able to understand the intentions and
actions of the other.
To improve communication and mutual understanding requires
increased cooperation between users and developers. As a result, many of
the inherent differences between these individuals are mitigated and the
communications gap bridged; however, the balance of influence and their
goals affects how they communicate and cooperate when developing infor-
mation systems.
1-5
PLANNING FOR COMMUNICATIONS SYSTEMS
I II
Cooperative The Student Mutual
& Teacher Partnering
Goals
Ill IV
Competitive The Dictatorship The Polarization
One-Sided Balanced
Influence
hand, if the user has the greater potential to influence the developer, the
user tries to increase, for example, the functionality of the system to attain
his or her goals. As a result, the developer offers passive resistance when
asked to comply with the user's requests to minimize what the developer
perceives as a losing situation. Conflicts may be settled through coercion
with limited learning occurring between these individuals.
Assessment
Assessment of the user/developer relationship is useful for choosing
project participants as well as for gaining insight during the project if prob-
lems begin to arise. Using the framework presented in the previous section,
a manager may begin by determining the potential balances of influence.
Examples of such factors that affect the balance of influence for both devel-
opers and users include:
• The level of technical knowledge.
• The level of domain knowledge (i.e., knowledge of the business pro-
cesses or functions that are the core of the IS project).
• The years of experience in the company or industry.
• The prior involvement in system development projects.
• The rank or position within the organization.
• The reputation (i.e., how the individual's level of competency is per-
ceived by others in the organization).
1-8
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