Auditing IP-PBX Implementations

Time to close the manufacturer-distributor gap Our client was still in the testing stage of a phased VoIP implementation, and already the problems were piling up. Users were experiencing lost calls, incorrect greetings, and other performance glitches. Errors were showing up in the programming, scripting, and general installation procedures. Welcome to the brave new world of IP telephony! In the past, when PBXs used familiar TDM technology, installations went relatively smoothly. Today’s technology is more complex and less understood – particularly by those who install it.Our client’s project was off to a bad start, and we had every reason to believe that worse was to come as they moved toward cutovers in the remaining phases. How could we get this project back on track? Manufacturer-Distributor Gap Everyone talks today about how new technologies change the way we communicate. But they also change they way suppliers communicate – or fail to. In this case, the IP-PBX being installed was technically sound, capable of functioning well. But the distributor’s understanding was faulty, and the manufacturer wasn’t taking responsibility for the outcome. Our client was the victim of a failure of manufacturer-distributor communication. So we called a meeting to get the right people in a room together: the client, the manufacturer, and the distributor. We outlined the problems and asked for everyone’s co-operation and commitment to meet the common goal: smooth, successful cutovers. The proposal seemed so simple: the manufacturer and distributor should take joint responsibility for the project’s success. But it took some persuading. Fortunately, the project was phased, which made it possible to catch errors early. And if the suppliers had refused to play nicely, it was not too late for our client to pull out and go with someone else. In addition, everyone pointed out that the suppliers’ reputation and brand were at stake. If they dropped the ball, it would be widely known. Professional AuditAt the initial meeting, the manufacturer agreed to provide professional services staff to perform an immediate audit of the existing configuration details. They agreed to continue the audit throughout the phased implementation – at no extra charge to the client. The key agreed steps included: Identifying errors and listing the corrections to be made by the distributor. Assessing system security, disaster recovery, back-up. Reporting the main findings and recommendations. During this audit, the manufacturer identified problems that were caused when distributor staff did not communicate unplanned system changes. It also became clear that the distributor was pulling skilled staff on and off the project. This lack of staffing continuity, combined with the different skill levels of the assigned staff, created many of the problems. We faced human errors, not technical ones. In response to the audit, the distributor agreed to establish a better change control process and to communicate all changes as the implementation progressed. In addition, we asked the manufacturer and the distributor to present workshops – jointly – on best practices for process change control to our client’s ICT staff.The overall goal was to prepare client staff to adopt the right policies, procedures, and guidelines for changes immediately after the implementation, that is, when the suppliers handed the ball over to the buyer. The topics included: how to identify risk levels earlier and outline contingencies to minimize disruption; how to approve and schedule changes to ensure appropriate notification and minimal user impact; how to carry out the right tests in the right way; how to notify users effectively; escalation policy and ongoing support. Formula for Success The audit and the change management workshops did the trick. The implementation, initially so troubled, went smoothly, and the installed system proved reliable. Two things were essential:The manufacturer’s audit had to be carried out as the implementation progressed, not after it was done. This way, they would catch and correct any errors. Everyone had to get involved: the manufacturer, the distributor, and the customer. In the end, it was a win-win-win: the manufacturer, distributor and client all gained. Above all, the customer got what they paid for. "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.

Auditing IP-PBX Implementations

News | 05/01/2006 4:00 am EDT

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