IP Telephony Project Management

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IP Telephony Project Management

• Presentation to CIMA, November 30, 2006
• Nancylee Landi, nlandi_at_sunsetlearning.com

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What is IP communication?

• Voice over IP (VoIP) is the host of protocols and
  technologies to carry phone calls over an IP
  (data) network
• IP Telephony is the suite of telephony services
  enabled by VoIP to connect phones and includes
  services previously provided by a PBX such as
  dialing plans, conferencing, voice mail,
  transfer, hold.
• IP Communications adds call center services to IP
  telephony. These services enable call center
  agents to receive customer contacts over an
  existing IP infrastructure and can be implemented
  in a single-site environment or integrated into a
  multi-site call center enterprise. These
  additional IP services include intelligent call
  routing and voice routing (IP IVR) and
  computer-telephony integration (CTI) to support
  agent screen pops and customer resource
  applications.
• Thus, the scope of an IP telephony implementation
  can range from a single-site project to an
  enterprise-level program.

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IP telephony network
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Good PM principles apply

• Have a solid business case.
• Secure executive support.
• Know there are process changes as well as
  technology changes and be prepared to manage
  both!
• Keep in mind that a program is a process of
  continuous improvement.
• Create the right team
• Standardize the Approach Customize the Templates
• Manage resources needed and meet their needs.

1-5 James Champy, Perot Systems 6-8 Michael
Paust and Rahul Pawar, PricewaterhouseCoopers
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So, whats different?
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The Big Cats

• Building the right team to migrate the technology
• Technologies have converged but organizations
  havent distinct Phone, IT, and Network
  Departments
• Different skills and terminology
• Phone people do not know IP networks
• IT people do not know voice applications
• Network engineers do not know voice, call
  processing, and IT
• Reused terms NIC, Router, PIM, CMS
• Implementation team needs staff with expertise in
  legacy telephony as well as network and server
  technologies.

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Big Cats

• Delivering voice quality and availability equal
  to or better than what users had with legacy
  private branch exchange/time-division
  multiplexing (PBX/TDM) telephony
• Users expect dial tone and high quality voice
  when they pick up the phone
• Imposes new, stringent requirements on local and
  wide area networks
• Quality of service
• More, dedicated bandwidth
• 99.999 availability (5 minutes per year downtime)
  is traditional in voice systems
• Resilient, high availability routing and
  switching deviceds and protocols
• Redundancy in routes
• Failover to PSTN
• Voice system must now be secured as a data
  network anti-virus, firewalls, critical
  updates,intrusion detection, separate virtual
  private networks.
• Class A HVAC, fire suppression, physical security
• Additional performance monitoring

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The Big Cats

• Creating new, effective support models and
  procedures in this new converged environment.
• Ongoing user training thats broader in scope
• Cross-functional voice and IT support teams
• Stringent change management and effective
  communications
• Comprehensive documentation and access to it
• Development process that can leverage the power
  of a converged network

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IP Telephony Integration Planning (IPTIP)

• Tailored to telephony migration projects
• Incorporates Ciscos Steps to Success (S2S)
  Project Management Process for the Plan Design
  Implement Operate Optimize (PDIOO)  Life Cycle

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IPTIP

• Qualify the Project
• Pre-Purchase Evaluation
• Project Planning
• Implementation Planning
• Documentation Planning
• Implementation
• Post-Implementation

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Phase 1- Qualify the Project

• Are the corporate climate, key players and budget
  currently suitable for this project?
• Inventory Foundational Success Elements
• Evaluate Customer
• Identify Perceived Project Scope Team
• Require Stakeholder Acceptance of Project
  Guidelines/Risks

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Phase 2 Pre-Purchase Evaluation

• Are the perceived ROI and scope accurate and do
  they match the budget? What is the broad network
  design plan? Do the key stakeholders accept the
  design and budget parameters?
• Provide Proof-of-Concept
• Conduct High Level Needs Analysis
• Properly Scope the Project
• Prepare Budget Estimate ROI
• Deliver Approve High Level Design Budget

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Phase 3 Project-Planning

• Who are the key team members and tasks for the
  IPT project? What are the broad, milestone
  estimates that will be adjusted after site
  visits? Who will communicate what to whom, when
  and by what means? Are we building momentum for
  the project among the ranks?
• Identify Resource Roles Responsibilities
• Prepare High Level Project Plan Planning
  Workshop I
• Develop Communication Plan
• Conduct Corporate Project Overview Kickoff

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Phase 4 Implementation Planning

• What is the current infrastructure and support
  team? What are the details of the telephony
  migration plan per site? Does budget, timeline or
  scope need to be altered as a result of the site
  Gap Analyses? Did the stakeholders approve the
  changes?
• Conduct Site Visits
• Prepare Site Gap Analysis
• DevelopTelephony Migration Plan Design
• Develop Detailed Project Plan Planning Workshop
  II
• Adjust Budget And/Or Scope
• Approve Implementation Plan Design Document

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Phase 5 Documentation Planning

• Are all documents and systems in place to direct
  the implementation? Are all plans needed to use,
  operate, support, maintain, and upgrade the
  system in place? Is there a PBX decommission
  plan? Has the client approved all documentation?
• Develop Documentation Plan
• Develop Training Plan
• Develop Technology Change Control Plan
• Arrange Ongoing Support Management Plan
• Develop an Ongoing System Upgrade Plan
• Prepare Per-Site Documentation Shell
• Develop Post Implementation, Test Acceptance
  Plan
• Customer Approval of Documentation

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Phase 6 Implementation

• Is a lab site available for experimentation? What
  are the pre/during and post steps of a site
  Implementation? Have all components been tested
  and accepted? Has site as-built documentation
  been prepared? Are Day 1 and 2 support teams
  adequately prepared? Has each site been properly
  closed out and accepted?
• Establish Lab Implementation Site
• Conduct All Team Roll Out Kickoff Meeting
• Pre-Site Rollout Evaluation
• Prepare Site Installation Documentation
• Prepare Site For Rollout
• Inventory Stage Equipment

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Phase 6 Implementation

• (continued)
• Install Configure Site IPT Solution
• Test All Systems Resolve
• Provide Day 1 Support
• Site Closeout Documentation Feedback
• Finalize Knowledge Transfer for Day 2 Support
  Team
• Perform Site Cleanup
• Conduct Site Acceptance

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Phase 7 Post-Implementation

• Has all the information learned been reported
  into the project to improve future installations?
  Have operations been observed over time to ensure
  stability? Is a list being built for the next
  phase of implementation or upgrade? Has the
  customer been communicated with at intervals
  after the implementation?
• Review Feedback/Lessons Learned
• Observe Operations Of Established Systems
  Optimize
• Conduct Ongoing Customer Communication

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Fun Stuff!

• Use your resources wisely.