Part 2 after the photo: Once the initialmeeting is conducted Brian can hire thecontractors to renovate the new datacenter. During this time Brian will figure outhow to design the network. Brian es Part 2after the photo: Once the initial meeting isconducted Brian can hire the contractors torenovate the new data center. During thistime Brian will figure out how to design thenetwork. Brian estimates that screeningand hiring a contractor will take about oneweek and that the network design will takeabout two weeks. The new center requiresa new ventilation system. Themanufacturer's requirements include anambient temperature of 67 degrees to keepall of the data servers running at optimalspeeds. The ventilation system has a leadtime of three weeks. Brian will also need toorder new racks to hold the servers,switches, and other network devices. Theracks have a two-week delivery time. Thedata center supervisor requested that Brianreplace all of the old power supplies anddata cables. Brian will need to order theseas well. Because Brian has a greatrelationship with the vendor, they guaranteethat it will take only one week lead time forthe power supplies and the data cables.Once the new ventilation system and racksarrive, Brian can begin installing them. It willtake one week to install the ventilationsystem and three weeks to install the racks. The renovation of the new data center canbegin as soon as the contractors have beenhired. The contractors tell Brian thatconstruction will take 20 days. Once theconstruction begins and after Brian installsthe ventilation system and racks, the cityinspector must approve the construction ofthe raised floor. The city inspector will taketwo days to approve the infrastructure.After the city inspection and after the newpower supplies and cables have arrived,Brian can install the power supplies and runthe cables. Brian estimates that it will takefive days to install the power supplies andone week to run all of the data cables.Before Brian can assign an actual date fortaking the network off line and switching tothe hot remote site, he must get approvalfrom each of the functional units("switchover approval). Meetings with eachof the functional units will require one week.During this time he can initiate a powercheck to ensure that each of the racks hassufficient voltage. This will require only oneday. Upon completion of the power check,he can take one week to install his testservers. The test servers will test all of theprimary network functions and act as asafeguard before the network is taken offline. The batteries must be charged,ventilation installed, and test servers up andrunning before management can beassured that the new infrastructure is safe,which will take two days. Then they will sign off the primary systems check, taking oneday of intense meetings. They will also setan official date for the network move. Brianis happy that everything has gone well thusfar and is convinced that the move will gojust as smoothly. Now that an official date isset, the network will be shut down for a day.Brian must move all of the networkcomponents to the new data center. Brianwill do the move over the Page 209weekend-two days-when user traffic is at alow point. ASSIGNMENT 1. Generate apriority matrix for AET's system move. 2.Develop a WBS for Brian's project. Includeduration (days) and predecessors. 3. Usinga project-planning tool, generate a networkdiagram for this project. Note: Base yourplan on the following guidelines: eight-hourdays, five-day weeks except for when Brianmoves the network components over aweekend, no holiday breaks, and March 1,2010, is the project start date. Orderingventilation system, new racks, and powersupplies/cables takes only one actual dayof work. The remaining days are the timenecessary for the vendors to fill and shipthe order to Brian. So use finish-to-startlags here. Assume that five days after thestart of the renovation of the data centerthat the raised floor will be ready forinspection (a start-to-start lag) Advantage Energy Technology Data Center Migration*-Part ABrian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large datacenter to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five nationalsoftware companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped intothe "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems.Traditionally, one of AET's primary competitive advantages has been the company's trademark IT reliability. Due to the complexity of this project, Brian willhave to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to becompromised.Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to anew, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the taskby the vice president of operations, Dan Whitmore, with the following guidelines:. From start to finish, it is anticipated the entire project will take three to four months to complete.. It is essential that AET's 235 clients suffer no downtime.Whitmore advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-cut" timeline, and proposed project team members.QoptionBrian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arrangedfor a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, andApplications. The scope team determined the following:AP₁. Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality.• Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications,Systems and Applications, and Customer Service.<Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000-$90,000 (this includes the infrastructure upgrade of the newsite).Brian's Executive Committee report was positively received and, after a few modifications and recommendations, he was formally charged with responsibilityfor the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project-planning process.NOnce the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design thenetwork. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The newcenter requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data servers.running at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, andother network devices. The racks have a two-week delivery time.NOWSXcommand#3QED$4CRF5VTG6YB&M7HUN8COJGAI(9M< 22KO)OIP6L4-Page 208P-command....{L+11[eAa?=optionI cAdvantage Energy Technology Data Center Migration*-Part ABrian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large datacenter to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five nationalsoftware companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped intothe "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems.Traditionally, one of AET's primary competitive advantages has been the company's trademark IT reliability. Due to the complexity of this project, Brian willhave to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to becompromised.Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to anew, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the taskby the vice president of operations, Dan Whitmore, with the following guidelines:!. From start to finish, it is anticipated the entire project will take three to four months to complete.It is essential that AET's 235 clients suffer no downtime.Whitmore advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-cut" timeline, and proposed project team members.optionBrian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arrangedfor a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, andApplications. The scope team determined the following:OA1Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000-$90,000 (this includes the infrastructure upgrade of the newsite).. Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality.• Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications,Systems and Applications, and Customer Service.<Brian's Executive Committee report was positively received and, after a few modifications and recommendations, he was formally charged with responsibilityfor the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project-planning process.Once the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design thenetwork. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The newcenter requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data servers.running at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, andother network devices. The racks have a two-week delivery time.N@2WSX3command#HaED$4CR20F%5VTG< 6YB&7HUN+008JI(9M<KO)OIPage 208موLPcommand+{[O?Aa1option61

1. Generate a priority matrix for AET's system move. A priority matrix is a tool that is used to…

Answered: Part 2 after the photo: Once the…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

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Part 2 after the photo: Once the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design the network. Brian es Part 2 after the photo: Once the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design the network. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The new center requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data servers running at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, and other network devices. The racks have a two-week delivery time. The data center supervisor requested that Brian replace all of the old power supplies and data cables. Brian will need to order these as well. Because Brian has a great relationship with the vendor, they guarantee that it will take only one week lead time for the power supplies and the data cables. Once the new ventilation system and racks arrive, Brian can begin installing them. It will take one week to install the ventilation system and three weeks to install the racks. The renovation of the new data center can begin as soon as the contractors have been hired. The contractors tell Brian that construction will take 20 days. Once the construction begins and after Brian installs the ventilation system and racks, the city inspector must approve the construction of the raised floor. The city inspector will take two days to approve the infrastructure. After the city inspection and after the new power supplies and cables have arrived, Brian can install the power supplies and run the cables. Brian estimates that it will take five days to install the power supplies and one week to run all of the data cables. Before Brian can assign an actual date for taking the network off line and switching to the hot remote site, he must get approval from each of the functional units ("switchover approval). Meetings with each of the functional units will require one week. During this time he can initiate a power check to ensure that each of the racks has sufficient voltage. This will require only one day. Upon completion of the power check, he can take one week to install his test servers. The test servers will test all of the primary network functions and act as a safeguard before the network is taken off line. The batteries must be charged, ventilation installed, and test servers up and running before management can be assured that the new infrastructure is safe, which will take two days. Then they will sign off the primary systems check, taking one day of intense meetings. They will also set an official date for the network move. Brian is happy that everything has gone well thus far and is convinced that the move will go just as smoothly. Now that an official date is set, the network will be shut down for a day. Brian must move all of the network components to the new data center. Brian will do the move over the Page 209 weekend-two days-when user traffic is at a low point. ASSIGNMENT 1. Generate a priority matrix for AET's system move. 2. Develop a WBS for Brian's project. Include duration (days) and predecessors. 3. Using a project-planning tool, generate a network diagram for this project. Note: Base your plan on the following guidelines: eight-hour days, five-day weeks except for when Brian moves the network components over a weekend, no holiday breaks, and March 1, 2010, is the project start date. Ordering ventilation system, new racks, and power supplies/cables takes only one actual day of work. The remaining days are the time necessary for the vendors to fill and ship the order to Brian. So use finish-to-start lags here. Assume that five days after the start of the renovation of the data center that the raised floor will be ready for inspection (a start-to-start lag)

Advantage Energy Technology Data Center Migration*-Part A
Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large data
center to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five national
software companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped into
the "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems.
Traditionally, one of AET's primary competitive advantages has been the company's trademark IT reliability. Due to the complexity of this project, Brian will
have to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to be
compromised.
Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to a
new, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the task
by the vice president of operations, Dan Whitmore, with the following guidelines:
. From start to finish, it is anticipated the entire project will take three to four months to complete.
. It is essential that AET's 235 clients suffer no downtime.
Whitmore advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-
cut" timeline, and proposed project team members.
Q
option
Brian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arranged
for a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, and
Applications. The scope team determined the following:
A
P₁
. Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality.
• Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications,
Systems and Applications, and Customer Service.
<
Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000-$90,000 (this includes the infrastructure upgrade of the new
site).
Brian's Executive Committee report was positively received and, after a few modifications and recommendations, he was formally charged with responsibility
for the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project-planning process.
N
Once the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design the
network. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The new
center requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data servers.
running at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, and
other network devices. The racks have a two-week delivery time.
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Advantage Energy Technology Data Center Migration*-Part A
Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large data
center to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AET is one of five national
software companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped into
the "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems.
Traditionally, one of AET's primary competitive advantages has been the company's trademark IT reliability. Due to the complexity of this project, Brian will
have to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to be
compromised.
Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to a
new, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the task
by the vice president of operations, Dan Whitmore, with the following guidelines:
!
. From start to finish, it is anticipated the entire project will take three to four months to complete.
It is essential that AET's 235 clients suffer no downtime.
Whitmore advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-
cut" timeline, and proposed project team members.
option
Brian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arranged
for a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, and
Applications. The scope team determined the following:
O
A
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Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000-$90,000 (this includes the infrastructure upgrade of the new
site).
. Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality.
• Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications,
Systems and Applications, and Customer Service.
<
Brian's Executive Committee report was positively received and, after a few modifications and recommendations, he was formally charged with responsibility
for the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project-planning process.
Once the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design the
network. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The new
center requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data servers.
running at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, and
other network devices. The racks have a two-week delivery time.
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