Download 05DesignCriteria

Lecture 5
The Design Process:
Design Teams and Translating
Plans into Design Criteria
William Tibben
SITACS
University of Wollongong
20 August 2002
Outline
• Translating the Plan into Design Criteria
– The Design Document – what is in it?
– Then a focus on Design Requirements
• Developing Teams
– Leadership v Management
– Team formation
– 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 growth.
• In 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 technology.
• Similarly the design should not have
features that makes the future provisioning
of new technology impossible.
Manageability
• The network should facilitates both
monitoring and manageability
The Design Document
1.
2.
3.
4.
5.
Executive Summary
Design Requirements
Design Solution
Summary
Appendices including network diagram
and budgets/costings
Section 1: Executive Summary
• Purpose of the project in relation to strategic
goals
• Implementation considerations: resources
required, integration and transition issues,
training
• Benefits 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
Section3: Design solution
• Proposed network typology
• Hardware resources for both LAN and
WAN
• Addressing and naming scheme
• Protocols to be deployed
Section 4: Summary
• A statement that links design solution to the
strategic goals of the company
Appendix
• Time line and project network
• Cost: the reader needs to understand how
each cost is generated (hint: best if linked to
individual activities detailed on project
network. See next slide)
• Results of performance measurement tests
• Addressing and naming scheme details
• Management-operational-security policies
Linking Costs to Project Network
Lowest
element
O
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g
a
n
i
z
a
t
i
o
U
n
i
t
s
Circuit
board
Design
cost
account
Production
cost
account
Test
cost
account
Software
cost
account
B
P-10-1
Design
WP D-1-1 Specifications
WP D-1-2 Documentation
A
D-1-1
D-1-2
D
P-10-2
F
S-22-2
K
T-13-1
C
S-22-1
Production
WP P-10-1 Proto 1
WP P-10-2 Final Proto 2
B
Proto 1
5
Test systems
WP T-13-1 Test
Software
WP S-22-1 Software preliminary
WP S-22-1 Software final version
D
Final
proto 2
4
A
Specifications
and documentation
2
F
Final
software
2
K
Test
3
C
Preliminary
software
3
Gray and Larson, 2000, p. 92
A Closer Look at Design
Requirements
•
Two important sources of information should be
exploited
1. The Design Requirements section of your Design
Document is a summary of requirements that have
been developed during your strategic analysis phase.
2. It also draws on past experience by
•
•
•
Describing the existing network (legacy system)
Lists current applications, protocols, users
Describes the current performance of the network
A Closer Look at Design
Requirements
• The Design requirements section brings
together all the knowledge that will be used
to develop next section, the Design
Solution.
Characterising the Network
• Strategic objectives are used to:
– Specify business goals, business processes, customers,
suppliers. This has implications for functionality.
– Define corporate structure. This has implications for
LAN and VLAN design where networks servicing
different workgroups need to be separated.
– Define geographic structure. This has implications for
where workgroups, suppliers, customers are physically
located. Mostly relevant to determining WAN
typologies.
Legacy System Analysis
• Identify currently used applications. This
information is necessary in determining how work
is currently carried out in the organisation
• Information flows should be documented. This
includes that which is transferred in hard copy, on
discs or verbally.
• New designs have the potential to disrupt
established information sharing relationships
between people. This can be a major source of
turmoil as people’s roles and responsibility’s are
changed through new technologies
Legacy System Analysis
• Shared data sources should be identified (eg
policy manuals, servers, intranets, bulletin boards)
• Determine network traffic and access. Identify the
amount of data that travels within segments and
between segments. Determine the volumes of data
that are obtained externally from the Internet.
• Determine network performance. Identify
protocols in use. Using monitoring tools (protocol
analysers, network statistic generators) to obtain
information about network performance
Network Performance Guide
(according in Taree, 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)
• Response time <100 milliseconds
• No segment have more than 20%
broadcasts/multicasts
• No segments have more than one CRC (Cyclic
Redundancy Check) error per million bytes of data
Network Performance Guide
(according in Taree, 1999)
• On Ethernet segments, less than 0.1 % of packets
result in collisions
• On the Token Ring segments, less than 0.1% of
the packets are soft errors not related to ring
insertion
• On FFDI segments, there has been no more than
one ring operation per hour not related to ring
insertion
• Routers are not over-utilised (5 minute CPU
utilisation no more than 75%
Network Performance Guide
(according in Taree, 1999)
• The number of output queue drops has not
exceeded more than 100 in any hour on any router
• The number of input queue drops has not
exceeded more than 50 in any hour on any router
• The number of buffer misses has not exceeded
more than 25 in an hour on any router
• The number of ignored packets has not exceeded
more than 10 in an hour on any interface on a
router
Design Requirements-rcap
• The Design Requirements section of your Design
Document is a summary of requirements that have
been developed during your strategic analysis
phase.
• It also draws on past experience by
– Describing the existing network (legacy system)
– Lists current applications, protocols, users
– Describes the current performance of the network
Creating Design Teams
• Different skills are required of project
leaders through the life of a project.
• In the early stages, the emphasis should be
one leadership
• In the latter stages, the emphasis should be
on management
Leadership vs Management
Leadership and Management
• Leaders focus on
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–
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–
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Vision
Selling what and why
Longer range
People
Democracy
Enabling
Developing
Challenging
Originating
Innovating
Directing
Policy
• Managers focus on
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Objectives
Telling how and when
Shorter range
Organisation & structure
Autocracy
Restraining
Maintaining
Conforming
Imitating
Administering
Controlling
Procedures
Leadership and Management
cont’d
• Leaders focus on
– Flexibility
– Risk (opportunity)
– Top line
• Managers focus on
– Consistency
– Risk (avoidance)
– Bottom line
– (Verma, 1996, p. 223)
• Verma, 1996, p. 224 – figure 7.5
• This figure is available as a handout during
tutorials Week 6
• Verma, 1996, p. 225 – figure 7.6
• This figure is available as a handout during
tutorials Week 6
4 Stages of Team Formation
1. Forming –
•
•
Team members polite, guarded and business like
Team leader should emphasise directive behaviour
2. Storming
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Team members confront each other
Struggle for control
Members either become entrenched or opt out
Team leader should emphasise high directive and
supportive behaviour
4 Stages of Team Formation
3. Norming –
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Members confront issues instead of people
Establish procedures collectively and become team
oriented
Team leaders should display high support and low
direction
4. Performing
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Members settle down to open and productive effort
with trust, flexibility and cohesiveness
Self direction is the consequence
Team leaders must be willing to delegate but must not
withdraw!
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!
Concrete Experience
Hans
Mary
Accommodator
Active
Experimentation
Diverger
Reflective
Observation
Xao
Converger
Ting
Assimilator
Will
Abstract Conceptualisation
Everyone is Different!
• Converger – preference for active experimentation and
abstract conceptualisation, strong in practical application
of ideas
• Diverger – preference for concrete experience and
reflective observation, strong in imaginative ability,
generating ideas
• Assimilator –preference for abstract conceptualisation and
reflective observation, strong in creating theoretical
models, inductive reasoning
• Accommodator – 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.