influences on the network uow iact418/918 spring 2001 bob brown
Post on 21-Dec-2015
213 views
TRANSCRIPT
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
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
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?
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?
• Vision• Driving Force• Mission
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?
• Values• Climate• Culture
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?
• Strengths• Weaknesses• Opportunities• Threats• Competition• Constraints
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?
• Strategy
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?
• Tactics• Resources
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?
GAPANALYSIS
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?
• Co-Ordination• Budgets• Controls• Reports• Milestones
The Crouch Diagram
For network management, I believe the most important questions are:
Where are we now?
How will we know we’ve arrived?
You need information:
SWOT, Constraints & Reports
WHAT INFLUENCES ARE SHAPING YOU?
= How are things now?
= Are we going where we want?
External Influences I
Government Regulations Deregulation Taxation Ownership
Standards DeJour vs. DeFacto Open vs. Proprietary Interoperability & Compatability
External Influences II
Customers Market trends – track, adapt & serve Perceived vs. Actual needs
Enemies Theft & Vandalism Hackers & Corporate Crime Competition Malfunction / Accident / Disaster
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 ?
Internal Influences I
Management Style - hierarchies Policies
Staff Skill levels Functions/tasks – different needs Physical locations Interrelations, interaction & interdependence Industrial relations
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
Internal Influences III
Support systems Help-desk Standardised Procedures Documentation Skills assessment Training Incentives
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
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 !
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.
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.
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 !
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 !!