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In the Trenches VOIP@Dartmouth

In the Trenches VOIP@Dartmouth. Peter Kiewit Computing Center. Dartmouth at a Glance. Campus is roughly 1 mile square Geographically Rural Around 7000 extensions 50% faculty/staff, 50% residential Around 120 buildings. Where we were- Voice Environment-2003. Ericsson MD 110 PBX

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In the Trenches VOIP@Dartmouth

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  1. In the TrenchesVOIP@Dartmouth Peter Kiewit Computing Center

  2. Dartmouth at a Glance • Campus is roughly 1 mile square • Geographically Rural • Around 7000 extensions • 50% faculty/staff, 50% residential • Around 120 buildings

  3. Where we were-Voice Environment-2003 • Ericsson MD 110 PBX • 1500 digital phones • 4500 analog extensions • Distributed Architecture-LIMs(line interface modules) • Main switchroom(35% of active extensions) • 34 LIM distributed among 5 locations

  4. Where we are-Dual System Environment • Cisco (Call Mgrs) solution integrated with Legacy PBX(MD110) • Faculty/Staff 100% VOIP-3100 extensions • Resident Students(all analog) on legacy PBX-3700 extensions • Emergency services(analog) on Legacy PBX-around 500 extensions.

  5. Where we are going100% VOIP Summer 2005 Faculty/Staff on full featured VOIP phones Residents on Analog over VOIP Gateways All greenfield installations on full featured VOIP phones, faculty/staff or residential

  6. How We Got Here • Legacy PBX presented problems • Costly upgrade/forklift on the horizon • Upgrade path expensive with move to licensed price plan. • Vendor essentially pulled out of North American market, support difficult • Telephony use at time of decision relatively pedestrian(mostly analog) • VM system no longer supported • Revenue generation no longer a reality

  7. How We Got Herecontinued • Budget Realities made convergence of Voice/Video/Data operations attractive • Cost to support separate operations for Voice, Video and Data network high • Newly Upgraded network made convergence possible • Aggressive Campus growth in 5 year plan placed pressure on a “long term” direction

  8. Business Case • Upgrade/Replacement of existing System to cost close to 2 million(pbx, copper plant and Voicemail system) • Greenfield installation costs began at $50,000 for remote lim + voice infrastructure • Total Cost for Dartmouth VOIP installation 1.4 million, system can support 20,000 extensions.

  9. Business CaseContinued • Convergence of Voice/Video/Data operations saved $400,000 annually • Telecom, Network Services, CATV staffing in 2003- 23 positions, Compensation $1,400,000 • Converged Network Services Current Staffing- 12, compensation $970,000 • ROI on headcount savings alone is 4 years!!!

  10. Conditions for Success • Dartmouth Telephony/Network effort highly centralized • Legacy Telephony deployment not feature intensive • Most users did not understand how to use the old Telephone and Voicemail system. • Old system cost prohibitive for departments to take advantage of better services

  11. Common Objections we were prepared for • VOIP does not have the features of a PBX • VOIP is not as reliable • My phone always worked when the power went out • You did not give us enough time to prepare

  12. Objections we were not prepared for • Can’t separate the “IP” in VOIP from the Internet, confusion led to concerns over privacy,spam and reliability. • Users could be passionate about their phones, especially cordless

  13. VoIP Reality at Dartmouth • Convergence and Integration • Legacy forms and features preserved • Just like the old system if you prefer • Devices - telephones, laptops, hand-helds, etc. • Features • One number - many devices, or various groupings • Dartmouth dial-tone from anywhere on the Internet • Wireless platforms available across campus, voice anywhere, anytime. • Future: data, voice, and video integrated across applications • Unified messaging: E-mail <> Telephone, Text <> Speech • Video telephones • Cell phone and wireless phone in-one

  14. Path to Completion Step 1-Build confidence in technology • Pilot and Seed with Key personnel • Install Core infrastructure with small production deployments • Get the “Money People” on board • Package Technology as necessary for convergence savings • Get the right Deal!!! • Get Support at the Executive Level(PAF) • Public announcement of support from President’s office

  15. Installation Plan • Publicize the new technology • Spend time on discovery-meeting with all departments to review telephony needs • Train Prior to installation • Classroom training, not mandatory • 2 active systems allowed for us to work at our pace

  16. Faculty/Staff VOIP design Deciding Factors • Like-for-Like design • Analog phones replaced with single line VOIP sets • Digital phones replaced with multi-line VOIP sets • All ancillary equipment replaced (headsets…etc) • POE only provided for VOIP communication jacks • 60 minute UPS backup for all VOIP switches

  17. Residential VOIP designdeciding factors-Why Analog? • Most Students use cordless phones today • In VOIP model, cost is in the phones. Unknown Abuse cost-recovery not attractive • Data Closets in Resident Halls lacking • Power back-up and security an issue • Life Safety Concerns

  18. Life Safety-E911 • College E911 environment • We supply PSAP with database of phone numbers/locations • We pulse out ANI to PSAP • POE only supplied to “VOIP” data jacks to discourage movement • Residential extensions “hardwired” to insure integrity of 911 database • Cisco Emergency Responder being installed

  19. Network Enhancementsfor Production VOIP • Core Network installed in a mesh topology. Routers all have dual supervisors/power supplies • QoS enabled system-wide to insure integrity of Voice Services • Layer III routing enabled to VOIP edge switches • UPS backup for all closets and core

  20. Gotcha’s from Cisco • Beware of the upsell • New technology for them causing “best practice” design to change a fast pace • QoS and layer III routing set-ups required network upgrade as subscriptions for phones per uplink changed dramatically • Gateway boards required “Hybrid” mode in routers • Bottom line, get a contract guaranteeing that design flaws are the vendor’s responsibility.

  21. What went right • The phones rang, message lights lit and folks could make calls • Logistics of cut went well, work at night made cutover almost transparent • Building by building cut allowed us to change tactics on the fly. • Users from old Analog world loved the new features and ease of VOIP sets • 95% of campus thrilled

  22. What went Wrong • Not enough time spent in training to explain subtle differences • Reception features of new system not adequate with software in GR at cutover. • Lack of a consistent phone type led to complaints • Privacy panels on desks made placement of phones difficult, extending cutover

  23. Lessons Learned • Train staff prior to cutover or hire in-house expertise. • Make training mandatory and more detailed • Spend more time on “discovery” phase with main call points(reception) • Triage necessary with upgrades

  24. Conclusion • For years the promise of cost savings has driven the advancement of networks on college campuses. Convergence of communications services is finally delivering on that promise, both technically and fiscally. It is no longer a question of if…but when.

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