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Influences on the Network

Influences on the Network. UOW IACT418/918 Spring 2001 Bob Brown. Overview. Shapes are defined by their borders The hot air balloon analogy The shape is a balance between : The INTERNAL forces pushing out, and The EXTERNAL forces pushing inwards. The Strategic Network Plan.

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Influences on the Network

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  1. Influences on the Network UOW IACT418/918 Spring 2001 Bob Brown

  2. Overview • Shapes are defined by their borders • The hot air balloon analogy • The shape is a balance between : • The INTERNAL forces pushing out, and • The EXTERNAL forces pushing inwards

  3. The Strategic Network Plan • In order to plan effectively, you need as much information as possible • You need to know the SHAPE of your environment • You need to know the forces and influences acting on you

  4. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived?

  5. The Crouch Diagram • Vision • Driving Force • Mission Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived?

  6. The Crouch Diagram Why are we in business? • Values • Climate • Culture How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived?

  7. The Crouch Diagram Why are we in business? • Strengths • Weaknesses • Opportunities • Threats • Competition • Constraints How do we do business? Where are we now? Where do we want to be? How do we get there? How will we know we’ve arrived?

  8. The Crouch Diagram Why are we in business? How do we do business? Where are we now? • Strategy Where do we want to be? How do we get there? How will we know we’ve arrived?

  9. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? • Tactics • Resources How do we get there? How will we know we’ve arrived?

  10. The Crouch Diagram Why are we in business? How do we do business? Where are we now? GAP ANALYSIS Where do we want to be? How do we get there? How will we know we’ve arrived?

  11. The Crouch Diagram Why are we in business? How do we do business? Where are we now? Where do we want to be? How do we get there? • Co-Ordination • Budgets • Controls • Reports • Milestones How will we know we’ve arrived?

  12. The Crouch Diagram • For network management, I believe the most important questions are: Where are we now? = How are things now? How will we know we’ve arrived? = Are we going where we want? You need information: SWOT, Constraints & Reports WHAT INFLUENCES ARE SHAPING YOU?

  13. External Influences I • Government • Regulations • Deregulation • Taxation • Ownership • Standards • DeJour vs. DeFacto • Open vs. Proprietary • Interoperability & Compatability

  14. External Influences II • Customers • Market trends – track, adapt & serve • Perceived vs. Actual needs • Enemies • Theft & Vandalism • Hackers & Corporate Crime • Competition • Malfunction / Accident / Disaster

  15. External Influences III • The Economy • Stock prices & Currency fluctuation • Investor’s agendas • Vendors • Support levels • Tech compatibility, expandability • Contract control • Devaluation / Obsolescence • Lease vs. Buy ?

  16. Internal Influences I • Management • Style - hierarchies • Policies • Staff • Skill levels • Functions/tasks – different needs • Physical locations • Interrelations, interaction & interdependence • Industrial relations

  17. Internal Influences II • Physical factors • Building infrastructure (partially external) • Physical Security • Users (your staff are clients of the network) • A kind of “internal customer” • Needs • Expectations

  18. Internal Influences III • Support systems • Help-desk • Standardised Procedures • Documentation • Skills assessment • Training • Incentives

  19. Impact of Influences I • You could drive anywhere it it wasn’t for: • Petrol & Running costs • Road rules – Police! • Hills, Curves, Gravity … blah blah blah • Influences are quite often seen as CONSTRAINTS & THREATS

  20. Impact of Influences II • You would have a boring car if it wasn’t for: • Technological improvement • Road maintenance • Market forces pushing new designs … blah blah • Influences can also provide you with OPPORTUNITIES !

  21. Internal vs. External • What control do you have over influences? • Which is more important • Internal or • External? • Both are important as BOTH act to determine the size, shape and position of your network/organisation.

  22. Dynamic Forces • Influences are constantly changing • The forces acting on your network are dynamic, constantly changing • You must stay aware of the vectors • If you assume there will be no change you will not to be ready when change comes.

  23. Conclusion I – the analogy • Remember the Balloon? • If the forces are balanced,the balloon stays static • Usually however, we will undergo changes in size, shape &/or position • These changes may not be to your liking ! • So be aware of the influences acting on you and your network/organisation !

  24. Conclusion II – the real world • We almost never get balance as Influences usually don’t come in “matched sets” • Actually we often DON’T WANT balance! • Most businesses/networks are NOT static • Most businesses DO WANT changes … but want to be able to control them ! • DOCUMENT & TRACK INFLUENCES !!

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