CSE5806
Telecommunications Management
Lecturer: Ken Fletcher
Lecture 3
Corporate Strategy
and Telecommunications
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
1
Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Reference Sources

NOTE:
– These sources are indicative - there are many other good texts
available in libraries. They are referenced here as this
presentation draws on them extensively
• Hofer and Schendel
(Referred to as H&S in these slides)
– Hofer, Charles W. and Schendel, Dan
Strategy formulation : analytical concepts
St. Paul : West Pub. Co., c1978 234 pages
• Monash Matheson Library 658.401 H697S
• Gurugé and Lindgren,
– Communications Systems Management Handbook,
Auerbach, 2000
– Especially chapters by Beck and James
• Monash Hargrave Library 658.4038 G981C 2000
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
2
Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Telecommunications Manager Roles

The Telecommunications Manager has two roles:
• Staff Role - Provide Advice and Guidance to Corporate Mgt
• eg Technology: Opportunities, Threats;
• Regulatory Situation, Policies; etc
• Line Role - Plans, Organises, Leads and Controls (POLC)
all aspects of Corporate Telecommunications Facilities, including:
•
•
•
•
•
•
•
Telecommunications Strategic Plan
Contingency Planning/Business Continuity Planning
Disaster/Disruption Recovery Planning
Specification & Selection of facilities, equipment, software
Installation and Implementation of equipment, systems, networks
Operations and day to day support of users
Maintenance and Modification
– Other areas may be included - eg Security
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Questions for Later Consideration:

Think about these questions as the lecture progresses:
– Does planning the strategic directions for telecommunications in
an organisation differ from "normal" strategic planning?
If so, how?
– What is the relationship in a (typically) large organisation
between the planning and management of:
• Telecommunications; and
• Information systems.
– Is telecommunications just part of the infrastructure of a
company, or something more? Does it vary between business
sectors? and if so how?
– What are the processes in developing a telecommunications
strategic plan?
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Philosophical
Expending energy without goals or
objectives in mind is wasting effort
Even with goals and objectives,
a strategy is needed to provide focus
and coherence of the effort
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Survival of the Fittest

From Hofer and Schendel (H&S) Biological analogy:
“Over the long run, only those organisations survive that serve the
needs of their societies effectively and efficiently, that is, that provide
the benefits demanded by societies at prices sufficient to cover the
costs incurred in producing them”
• This concept applies to governments, businesses, organisations,
and to sub-organisations within these.
• Effectiveness or Efficiency? (H&S attribute this to P Drucker)
• ‘Both are needed, but
if a choice must be made it is more important to
– do the right things (effectiveness) than to
– do things right (efficiency)’
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Failures with ‘High Efficiency’
(from H&S) Consider also IBM and mainframes

IBM through 1970s-1990s
– concentrated on mainframe oriented networks and systems - using PCs
as user interface while others developed towards ‘empowering the end
user’ and moving away from centralised networks

FORD vs GM 1920s - 1930s
– Ford was very efficient by retaining ‘the old way’ of doing business with
very limited range of models & proven engineering - but GM saw that
customers wanted more than Henry Ford’s famous comment of “any
colour you like as long as it is black”

Baldwin Locomotive 1950s
– very efficient USA steam locomotive builder of 1930s and 1940s but did
not change to diesel and diesel-electric technology early enough,
and hence lost the race
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Strategic Planning

Determining the ‘right things’ to do (ie effectiveness) requires
Strategic Planning

Strategy as a way of thinking was originally used only in
military contexts – term “strategy” comes from Greek “Strategos” = General
• eg Napoleon’s strategy at Waterloo

Now used more broadly
– in sports - eg game strategy, race strategy etc
– in entertainment - eg TV strategies to attract viewers
– in normal business etc
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Strategy in Business

Was not studied in business context until recently (after 1940s)
– Before 1940, businesses had unwritten (and ill considered)
‘strategies’
• eg to ‘expand’, ‘grow’, ‘make a profit’ were seen as self-evidently
good ideas - but are essentially open-ended aims, not strategies
– Few considered drawing up a strategic plan to achieve these
aims within specified time-frames, or within specified constraints

Initially strategy had a narrow focus in business:
– founder or ‘driving entrepreneur’ philosophy - eg Henry Ford,
and
– product orientated rather than infrastructure oriented

Now ‘strategy’ is a normal part of all aspects of business
planning
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
What Is Corporate Strategy?

Wide spread of definitions, with focus ranging from narrow to
broad. Various authors have discussed it as:
– Drucker (1954)
• ‘what is’ is our business?
• what should it be?
– Chandler (1962)
• the determination of the long-term goals & objectives of an
organization
• the adoption of courses of action
• the allocation of resources necessary to meet goals
– Andrews
• the pattern of objectives ... purposes ... goals ... to define the
business the company is in …
– Ansoff • the common thread of the business
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Goals and Objectives (H&S P20-21)

H&S Definitions:
– Goals - long run, open ended attributes or ends desired ie
unbounded and untimed statements of aim
– Objectives - intermediate term targets towards achieving goals

Objectives should be stated to cover:
– the goal or attribute being sought
– an index measuring progress toward that goal
• a target or hurdle to be achieved; and
– a timeframe in which to achieve the target or hurdle

Strategy is the planned approach to achieve objectives
• Good understanding of objectives leads to better strategy
• Poor understanding OR poor objectives
always lead to bad strategy
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Components of Strategy (P21 to P25 H&S)

H&S page 25
– “Strategy is the fundamental pattern of present and planned
resource deployments and environmental interactions that
indicates how the organisation will achieve its objectives.”

Components of Strategy:
– scope or domain of the activity in its environment
– skills and resources available to undertake the activity
(‘distinctive competencies’)
– competitive advantages resulting from the activity
– synergy - the degree to which activities above reinforce or
negate one another
• The first three points are ‘effectiveness’ issues, while
fourth point is ‘efficiency’ related
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Hierarchies of Strategies

H&S pages 27 to 29
1. Corporate level - “what business should we be in”
– broad and multi-divisional considerations
– ‘scope’ or ‘domain’ components are main concerns
2. Business level - “how to compete in this marketplace”
– business oriented - both production and marketing sides
– distinctive competencies (skills and resources) and competitive
advantages are the main emphasis in these
3. Functional Area
– Synergy (working together) and development of competencies
are the main concerns at this level
– e.g. a Telecommunications Unit functions
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
13
Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Matrix for Comparing Businesses






Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
H&S P31
Boston Consulting Group (BCG)
developed this matrix in 1970s
Example shows comparison of 12
products or business.
• Axes show business growth
rate vs relative market share.
• Diameter of circles indicate
relative size of or business
“Stars” (upper left quadrant)
high growth and good market share
“Cash Cows” (lower left)
well entrenched in market with
reasonable growth
“Dogs” (lower right)
poor growth and poor market share
14
Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Comments on BCG Matrix




Note logarithmic scale on horizontal axis
• this better reflects reality than a linear scale - ie increase
in sales by $1M pa is minor to a large organisation, but
major to a smaller one
As shown, this example is at a Business level
• however similar examples can be drawn at ‘functional
levels’
Model is too simplistic
• H&S Page 32 to 34 discuss conceptually similar models
with more parameters
A similar approach is useful to assist in determining strategic
directions for telecommunications networks
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Product or Infrastructure?

Is ‘Telecommunications’ a product for your
organisation?
– Currently - it is for Telstra, Optus, Vodaphone, Orange etc
– Future - and many more
• BUT – even Telcos need infrastructure networks to support operations,
marketing, financial activities (bills etc) and management

Is your organisation’s network only an infrastructure
service?
• Can today's infrastructure be tomorrow's products?
– Consider UE (an electricity distributor) - UE Telecomms
– Consider AAP (news wire service) - AAPT
• Telecommunications in both started as infrastructure
networks supporting their primary products/services
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Communications Issues (1)

Visibility - The communications infrastructure can be:
– ‘backroom’, keeping the company's processes running
• eg corporate voice or data networks, process control networks
– ‘just another resource’ - visible to customer, but of low impact
• eg routine telephones, faxes, data services, or
– the company’s ‘front desk’ (highly visible to customer)
• Used to be the Telephonist and ‘easy to remember’ phone numbers
• Now - Domain names, Web pages, customer support call centre etc

Facilitator, It can be used for enabling activities that
– could not be done before, or
– could only be done imperfectly
– eg
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
EDI, EFT, B2B
Customer self-service (request brochures, orders, bills, etc.)
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Subj.: CSE5806 Telecommunications Management
Communications Issues (2)

Network physical, logical and management structure can be
– centralized (all power rests in the centre) “Centrally oriented”
– distributed (power is shared around the sites)
(can have severe coordination problems)
– localized (each site does its own thing) (can lead to anarchy)

Limited planning/operational horizon (max. 5 years)
– Technological changes and telecommunications needs are
changing too rapidly to permit longer view

Enables corporate productivity gains:
– fewer people
– fewer levels in the hierarchy - flatter management structures
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Strategic Communications Planning

Changing approach of management focus:
• was primarily load-based - eg
• how much load or traffic to be carried?
• how many lines?
• what bandwidth is required?
– ie was focussed on technology and cost
• now focussed more on:
• telecommunications products and services available
(existing, future)
• users and their needs (in-house, customers)
• services and products that can be offered
• user support, customer self-serve etc
• What telecommunications deals are being offered, and where
– ie now focuses on functionality, possibilities for its use,
and on seeking best deal for purchased services

The key aspect is the future requirements or needs
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Telecommunications Strategic
Issues
The Telecommunications strategic planning
function needs to understand:
•
Mission of the organisation
•
External influences
•
Technology
•
Internal influences
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Mission of the Organisation



The Telecommunications network(s) must be subordinate to
the overall corporate mission
But do we know what these are?
Issues:
• Is there a corporate mission statement?
• Are there corporate objectives and strategies?
• What can be done if there are no corporate level goals,
objectives and strategies?
• What if the corporate goals/objectives/strategies make
unrealistic demands on telecommunications?
• Is a Telecommunications Unit mission statement
(separate from the organisation mission statement)
required?
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
External Influences

An understanding the external influences is necessary, including
– Business cycle (recession, expansion, inflation, ...)
• Which stage are we in now, and when is going to change
– Competitors
• if a service or content provider, need to consider competitors work
• If telecommunications is only an infrastructure for your organisation, you
need to consider how your competitors are positioning themselves for the
future in terms of telecommunications
– Regulatory environment & trends
– Technology available in marketplace
– Support levels available
– Financial modeling and sources
• Availability of external finance (if needed)
–
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Broad Financial Models

EG
• Funded centrally (off-the-top) vs paid by usage
• Out-sourced vs in-house operation
• Minimal private network (VPNs, etc.) vs full private
network

Issues:
–
–
–
–
–
establishment and operational costs
management complexity
exposure to risk
potential new products
synergy
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Technology Issues

What technology issues are important?
• Existing Networks
– Architectures
• existing networks and existing equipments eg can these be upgraded?
– Design issues
• link and equipment load utilisations - ie above / below 50% loaded?
• bottlenecks in the networks - where, how severe, can be alleviated?
• design parameters - lifetime, reliability, repair / replace philosophy
• Marketplace
–
–
–
–
What is available
How stable and mature
Cost and performance
Maintenance and support
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Internal influences

Understanding the internal influences, including
• What is required of the network
• Strategy for change
• Knowing the finances available
– dollar value
– when and how
• (eg initial buy, or rent now and buy later, or lease and return)
– cash flow issues
• Operational interface
• Production resources available
– staff - numbers, skill levels, trainable or not
– installed base - buildings, cabling, equipment, contracts
– technologies in use (or technologies known and understood)
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Developing the
Technical Network Strategy
A technical strategy study is required to guide
the technical design
implementation and
support
of the organisation’s network(s)
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Outcomes

The outcomes are (at a broad level):
• directions
• policies
• techniques
• budgets
• implementation timetables

which guide the Telecommunications Manager in the ‘line
management’ aspects of the job ie the management of the Telecommunication Unit
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Network Technical Strategy

The key point is to recognise and obtain acceptance
• that it is providing infrastructure for the whole
organisation, but
• is not the Infrastructure Plan for the organisation

WHY?
• Because the network should support the organisation,
not direct and control it.
Having the infrastructure network technical strategy as
the Infrastructure Plan for an organisation is like putting
the cart before the horse.
If the network is a “Product”, then things are different

Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Infrastructure Strategy Studies Scope

Include all forms of communications in study
– Voice, data, Internet, fax, telemetry, video, fire & security alarms
– Don’t forget needs of ‘roaming’ or mobile users for data
– ‘Scope’ may also cover non-electronic communications eg ‘hard-copy’ communications, including
• couriers, mail, etc
• advertising brochures
(consider having them on web pages, or requested via (IVR)

In order to:
–
–
–
–
–
gain understanding of trends and intentions
look for possible rationalisation
avoid simply automating yesterday’s approach and technology,
ensure that future changes are allowed for, and
to ensure that current (and future) technology is used to best
advantage
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Strategy Study in Six Stages
Stage 1
Analysis of EXISTING Networks
Stage 2
Identify FUTURE Requirements and Constraints
Stage 3
Definition and Evaluation of Options
Stage 4
Strategy Consolidation
Stage 5
Report to Management
Stage 6
Recording the Concept for Later Detailed Design
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Stage 1 Analyse EXISTING Networks



Traffic Loads and Capacity
Reliability and functionality
Residual working life of
– current systems,
– facilities (buildings and power supplies etc),
– communications and support equipment

Consider existing contracts for
–
–
–
–
–
systems,
equipment,
facilities,
provision of services such as telecommunications services,
facilities management, etc
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Stage 2 FUTURE Req’ts & Constraints

Identify Future Network and Facility Requirements
– Architectural Broad Brush Estimates
– Don’t worry about How, concentrate on WHAT is required

Traffic Loads and Characteristics

Functions and capabilities needed (not only ‘wanted’)

Available buildings and environmental support
eg is the company vacating suitable buildings somewhere?
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Stage 3 Consider Options

Define and Evaluate Options and alternative solutions
– This is where you consider the questions:
• ‘HOW to do it’ and
• ‘HOW MUCH would it cost if done this way’

A major creative effort
– Can use brainstorming, think tanks, seminars, etc.
– Essentially draws from:
•
•
•
•
existing installed base
information about current & emerging technology and techniques
bright ideas
future requirements
– to produce a short list of options
(combination of evolution and revolution)
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Stage 3a Evaluation of Options

tests to be applied:
• flexibility under change, particularly
– increased load
– new traffic types
•
•
•
•
•
•
cost effectiveness (use DCF techniques)
resilience (failure of components, industrial action)
future safe (ISDN, satellites, mobiles, etc.
integration of voice, data, video
security
management ease
–
–
–
–
expansion
monitoring
record keeping
diagnosis of problems (maintainability)
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Stage 3b Trade Studies

Capture evaluation of alternatives in ‘Trade Studies’
– A ‘Trade Study’ compares costs, benefits, risks, timescales and
other factors of several alternatives
• eg Is it better to use a cheap, slow network, or
a faster but more expensive one?
• Often a simple spreadsheet is used
– Eg comparison of coffee mugs
Requirement
holds hot coffee
Insulated
Has handle
Option 1-Thin Plastic
Weighting
% meets
Score
5
100
500
2
10
20
2
0
0
Totals:
520
Option 2 - Ceramic mugs
% meets
Score
100
500
50
100
100
200
800
Option 3 Metal beakers
% meets
Score
100
500
0
0
0
0
500
– Which is best?
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management
Stage 3c Special Issues

In many organisations there are some special issues which must be
addressed in a planning study:
• special manufacturers and / or vendors
• eg If your organisation has a subsidiary that manufactures communications
equipment, then you will probably have to use their products
• a pre-existing problem that is assuming high importance
• often a carry over from earlier era –
– eg demands for redundant equipment and power supplies (backup generators)
• management and owner prejudices
• must or must not use certain equipment / services etc
• technologies eg
• wireless LANs and mobile phones are not permitted in many areas
– near explosives
– in highly secure environments
– in hospitals
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
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Subj.: CSE5806 Telecommunications Management
Stage 4a Strategy Consolidation

Consolidate the viable options identified in Trade Studies
into two or three alternate architectural designs
– I usually present options as follows:
• Option 0 – Do Nothing
– What will happen if nothing is done
• Option 1 – Do minimal changes
– Minimum changes to continue operations as indicated
– No real preparation for future evolution
• Option 2 etc– Progressively more changes with each option
– Option 2 is basically an evolution from the present
– Options beyond 2 are progressively more advanced (and risky)
• Option n – Revolutionary extensive changes
– Probably too ‘state of the art’ for safety and comfort
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Stage 4b

Prepare Study Report
– Describe project background and rationale
– Briefly describe each major architectural option
• Include
Costs & Resources (dollars), people, buildings
• Schedule (Time Table)
– Milestones and Proposed payment schedule if applicable
• Risks, and their mitigation
• Benefits of that option - absolute benefits, and in comparison to
alternate architectures
– Issues which are independent of the architecture
(eg colour of paint on boxes, constraints on locations or vendors)
• Identify these issues separately for resolution
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Stage 5 Report to Management

Present the highlights of the written report to higher
management and answer their questions

Why do we do this?
• Remember the Golden Rule
“The one who has the gold makes the rules”

Follow up and respond to their directions and guidance
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Stage 6 Recording Concept for Later

Document the concept or architecture for posterity
• If a particular style or option has been selected then
write a System Specification
• This is a formalised description of the system
• Use precise and quantitative language eg
– "The coffee cup shall hold 250cc of liquid when the liquid level is
1cm below the top the rim." is precise and testable, while
– "The coffee cup is to be of normal size" is vague and imprecise,
and can not be tested. Whether the product meets the
specification is a matter of personal opinion - thus leading to
arguments.
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Written Requirements

A project without stated requirements can never be
considered to be wrong - but it will be a failure

Unwritten (and un-agreed) requirements inevitably lead to
mis-matched expectations between stakeholders. Verbal
statements and assumptions lead to mis-understandings

Interpretations/understandings of statements of requirements
are renown for variations - even in co-operative
environments.

Common sense is rare, and is dependent on each person’s
own personal history
DO NOT RELY ON ‘COMMON SENSE’
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
What’s next?

An Action Plan is needed.
• This should contain (or cover development of) the
following for the Telecommunications Unit
– mission statement
– goals, objectives & strategies,
aligned with corporate strategies and expenditure
note that this requires statements of future needs
– implementation plans - who is to do what, when, and under what
budget
• The action plan needs to be agreed with peers and
higher management
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
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Subj.: CSE5806 Telecommunications Management
Points for Discussion (if time permits)

These questions were raised in the first few slides:
– Does planning the strategic directions for telecommunications in
an organisation differ from "normal" strategic planning?
If so, how?
– What is the relationship in a (typically) large organisation
between the planning and management of:
• Telecommunications; and
• Information systems.
– Is telecommunications just part of the infrastructure of a
company, or something more? Does it vary between business
sectors? and if so how?
– What are the processes in developing a telecommunications
strategic plan?
Copyright Ken Fletcher 2004
Australian Computer Security Pty Ltd.
Printed 23-Mar-16 03:51
43
Prepared for: Monash University
Subj.: CSE5806 Telecommunications Management