municate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demandin

“The cautious seldom err.”
Confucius

“Be prepared.”
Robert Baden-Powell

To begin at the beginning is always a good place to start. Let’s begin with a shocking statement by a senior government member of the Electronic Crimes Task Force, “Many businesses should never have deployed a wireless network.”

He was referring, of course, to the many security issues and problems that wireless systems generate for his group. In addition to security, there are many other items to consider before an enterprise embarks on the path to wireless networks. During the fuel rationing era of World War II countless billboards advised, “Is this trip really necessary?” The same question should be asked before setting off on the wireless journey.

Wisdom dictates that we should begin with the end in mind. The company must decide what benefits wireless networks will provide. In some cases it will be legitimate: to increase productivity, advance the speed of data and decisions for key personnel, to empower mobile workers, or to garner cost savings in replacing an outdated system, etc. For others, it may simply be the attraction of new gadgetry. A cost benefit analysis needs to be made, as well as, in depth discussions and detailed planning before these systems are approved and implemented. Simple questions such as, “Is there an ROI?” and “When will ROI be achieved, if ever?” also “Who will measure it?” These points need to be explored. The most critical and over-arching question that needs to be answered is a simple one, “Tell us again, why are we doing this?”

Initial steps always involve basic fact gathering. Obviously, common sense should prevail and stake holders consulted. End users need to be interviewed and their needs and problems studied and reviewed. Those involved in cost and technical evaluations must communicate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demanding

rity, there are many other items to consider before an enterprise embarks on the path to wireless networks. During the fuel rationing era of World War II countless billboards advised, “Is this trip really necessary?” The same question should be asked before setting off on the wireless journey.

Wisdom dictates that we should begin with the end in mind. The company must decide what benefits wireless networks will provide. In some cases it will be legitimate: to increase productivity, advance the speed of data and decisions for key personnel, to empower mobile workers, or to garner cost savings in replacing an outdated system, etc. For others, it may simply be the attraction of new gadgetry. A cost benefit analysis needs to be made, as well as, in depth discussions and detailed planning before these systems are approved and implemented. Simple questions such as, “Is there an ROI?” and “When will ROI be achieved, if ever?” also “Who will measure it?” These points need to be explored. The most critical and over-arching question that needs to be answered is a simple one, “Tell us again, why are we doing this?”

Initial steps always involve basic fact gathering. Obviously, common sense should prevail and stake holders consulted. End users need to be interviewed and their needs and problems studied and reviewed. Those involved in cost and technical evaluations must communicate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demandin

e: to increase productivity, advance the speed of data and decisions for key personnel, to empower mobile workers, or to garner cost savings in replacing an outdated system, etc. For others, it may simply be the attraction of new gadgetry. A cost benefit analysis needs to be made, as well as, in depth discussions and detailed planning before these systems are approved and implemented. Simple questions such as, “Is there an ROI?” and “When will ROI be achieved, if ever?” also “Who will measure it?” These points need to be explored. The most critical and over-arching question that needs to be answered is a simple one, “Tell us again, why are we doing this?”

Initial steps always involve basic fact gathering. Obviously, common sense should prevail and stake holders consulted. End users need to be interviewed and their needs and problems studied and reviewed. Those involved in cost and technical evaluations must communicate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demandin

if ever?” also “Who will measure it?” These points need to be explored. The most critical and over-arching question that needs to be answered is a simple one, “Tell us again, why are we doing this?”

Initial steps always involve basic fact gathering. Obviously, common sense should prevail and stake holders consulted. End users need to be interviewed and their needs and problems studied and reviewed. Those involved in cost and technical evaluations must communicate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demandin

municate and work together to achieve the common goal of determining if a wireless project is a sensible undertaking. Do the end users really need it to address their most important needs and to what degree will it actually matter to the company’s process and profit?

In the larger enterprise, there is also the “Silo Dilemma.” Whose ox is going to be gored? In other words, which cost center will ultimately bear the price? If the sales manager is demanding a wireless system, should the IT department foot the bill? These are issues that need frank discussion and forethought and may require skilled diplomacy by senior management.

In the smaller enterprise, the on-going cost of maintaining, updating and monitoring the system and its users is often woefully underestimated. Management in many companies, both large and small, lack the understanding of the complexities involved. The assumption is often made that implementing an enterprise wireless network is somewhat akin to installing a stereo system. Experience will quickly reveal that the reality is very far from the case.

Before starting a wireless project some general requirements should be determined. This would include factors such as the system’s security risks, the total cost of ownership, which involves initial and recurring costs, ease of installation, reliability, training expenses and scalability. This process will lead to clearer results. Those involved in the deployment decision can begin to see if the project is a worthy business solution in light of its determined costs, training issues, associated risks, and expected down time, etc. These issues are especially pertinent to the smaller company which may have a limited budget allocated for technology.

It cannot be stressed enough that deploying a wireless network is a major project, especially for the smaller business. This type of undertaking demands a dedicated effort, thoughtful planning and committed leadership. Without accountability, constant shepherding, and strong management support, the wireless project will fit the profile of countless other corporate “snafus” and missteps: over-budget, missed deadlines and a half-baked dysfunctional outcome.

Copyright 2006 Terrence F. Doheny, Beyond If Solutions