IP Telephony: You Can’t Do It Alone

System acquisitions demand inclusive planning Planning a phone system acquisition used to be straightforward. More specialized, but straightforward. Systems were bought on a site-by-site basis; the new PBX was similar to the old one; and a telecom manager organized the purchase with guidance from the CFO and the vendors. But today buying a phone system means choosing an IP-PBX, and the old planning model has broken down completely. Some examples I’ve encountered:Company A set out to buy an IP-PBX with all the reliability and functions of the system it was replacing. But the buyers paid no attention to the new opportunities offered by an IP-based system until the Request for Proposal (RFP) was already issued. Company B’s dynamic IT department was driving an IP-PBX acquisition but had little voice expertise. This led them to rely on vendor advice that was often not relevant to their environment. Company C permitted one of the business units to buy a small PBX without realizing that this had implications for the future options of the organization as a whole. There’s a reason why these kinds of problems are cropping up these days: Internet Protocol. Buying IP systems requires an inclusive planning process. There are four reasons for this: The specialists — telecom, IT, finance, operations, administration — must think as one to plan and manage the new system. An IP-PBX puts in question traditional levels of functional quality (FQ), such as features and architecture, service, and technical quality (TQ) — reliability, robustness, security. IP works best as an integrated system for the organization as a whole. Decisions can no longer be made on a site-by-site basis. IP telephony offers new services that, over time, have the potential to transform many business processes — provided that a good understanding of these processes can be integrated into the planning. InterdependenceWe cannot implement IP telephony by segregating the people who buy it and use it. Where acquisition is concerned, many departments come into the picture. Finance: Developing the business case for an IP-PBX demands judgment. How should the data network upgrade costs be allocated? Does it make sense to put a dollar value on productivity enhancement? Customer Service: Are high-touch customer relations a true priority? IP telephony has the potential to improve customer service. Or, if done badly, to damage it. Operations: New systems may be able to change the way key business processes are carried out, but practical opportunities need to be identified and evaluated. Human Resources: End-user input is vital — just what do they need? What do they want? Facilities: Tactical decision-makers need an accurate picture of facilities development plans. User InputSystem selection can gain a lot from staff involvement. New technology may well be able to remove a good deal of user frustration, and winning end-user support for the new technology is crucial to success. Some organizations have gone beyond the conventional questionnaires and focus group interviews. The City of Coquitlam BC, for example, took a team of 20 users to visit each of the vendor finalists to view presentations. Rick Adams, who led Coquitlam’s successful acquisition project, says, "We really saw this as a business solution, not a technology solution." Some aspects of the new system may affect management processes. IP telephony can enable support staff to carry out operations and administrative functions from a distance, but this may run counter to entrenched head office-branch office processes. For example, IP telephony makes telecommuting and working on the road more feasible, but is this a priority? And executive-suite attitudes are sure to shape the decision. Are senior managers fixated on cost-cutting, or are they open to suggestions for productivity or service improvement? Taking CommandDistributors and integrators offer to organize the acquisition, and they can make a contribution. But they will focus on what is common to most installations, not on the peculiarities of the user environment. An organization considering an IP telephony system acquisition has to take command of the planning process, start early, and involve leaders from a wide range of departments and specialties. "On the Line" is based on the consulting experience of Angus Dortmans Associates. Henry Dortmans, president, welcomes comments and suggestions. Send an email to dortmans@angusdortmans.ca or call him at (416) 849-2896. For information on the firm’s advisory services, seminars and speeches, visit www.angusdortmans.ca.

IP Telephony: You Can’t Do It Alone

News | 02/01/2006 5:00 am EST

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