VoIP at Butler University

butler University identified weaknesses in the existing campus chat constitutions. Chief Information Office (CIO) Scott Kincaids identified the need to upgrade or replace the Centrex system as butler bookman enrollment and administrative selective information communicating needs had outgrown its usefulness. Arguments for the Centrex system were that users found the system reliability to be beneficial. Once employees leave a system that meets their current needs, whatsoever are reluctant to go embrace the next step to enhancing telesound circuit capabilities.The majority of schoolchilds liked having campus rovided email even though 92% had carrel phones. Various problems were associated with the existing system but it was non without failure. For no other(a) reason than advances in technology, the current analog system had twist overage and hard to customize. Moving lines was labor intensive with student and administrative shifts. Changes become labor intensive and diffic ult to perform because not only is the computer hardware difficult to repair, at a certain point the system pass on be so antiquated that it wont be compatible with tonicborn seller technology upgrades outside of Butler.A large amount of administrative time was pass reconciling the current billing system each month covering that again unnecessary labor was a hindrance to efficiency. Changes arent without risk and administrative stave viewed merging data and voice networks was viewed as risky. A major furbish up was regarding the voice quality of VoIP technology. The IT subdivision also knew that network bail risks were a concern addressing other data network risk concerns pose 9/1 1 . An efficient and flexible integrated collar notification system was required to remedy this concern.Campus administration also feared computer virus attacks that commonly affected data networks. Unified conference theory is a experimental condition used to describe a system that integrates call and data communication applications that are interactive and collaborative with real- time and transactional capabilities. Butler hired the Dietrich Lockard Group, a telecommunications-consulting firm, to address the primary issues and needs of the university and to recommend a unified communications solution.To pinpoint the real needs of the university, Dietrich formed an advisory free radical comprised of dministrative supply from a variety of departments around campus who required a high-level of data usage and accuracy from the system. Those departments were admissions, financial services, student behavior, facilities management, the libraries, and department faculty. The advisory group and technical rung were taught about VoIP and steps that can be taken to mitigate its risks.The strategic plan involving integrating these five goals improve student communications, improve handling of callers, leverage new services to assist staff and improve training on these systems , emain competitive with other institutions regarding the level of student services offered, and to provide more immediate access to key Butler personnel. The options presented to Butler were to continue with the existing systems and thrust no changes. Many deal find the system reliable.Another solutions would be to continue upgrading the existing system and equipment. Although expensive, IT staff was familiar with the system and, while difficult, upgrades were possible at least in the system and integrate and independent VoIP for a few selected offices. This would llow Butler to make a small-scale technology change without compromising the entire communications network. The last and most expensive option is to acquire a new in-house PBX system for unified communications.The concern with this option is if Butler were to invest in a new PBX system would it have a limited life? With Dietrichs guidance, Butler drafted an RFP and put the project out for bid. Vendor selection would be based on the an analysis of the variables effecting choices, the vendors ability meet the universitys needs as defined in the RFP, cost, availability of ocal support once the network was installed, and the vendors get it on with new VoIP and other enterprise systems.A vendor was selected and a very war-ridden implementation schedule was initiated. Staff and students found the changeover simple and the indicator lamp program made training fun. The IT department described the changeover as the week from hell. Phone system registration was labor intensive when each needed to be registered manually. Other problems were malfunctioning equipment, the 2,000 additional phone numbers provided by SBC came up missing nd required a 45-day window to fix the problem and food service and the bookstore didnt have Ethernet wiring.The biggest problem was that department safety alarm wiring was not compatible with new VoIP and the old system needed to be recreated to make them work. My concern wit h the alarm system was based on 1970s technology and should have been updated. I would consider the upgrade to be a wise decision on Butlers choice. Analog systems are antiquated and had they not made the change now, it may have been more costly in the future. Technology ntegration with outside quotation such as telecommunications companies and software support for financial and accounting systems.Any department that required data sharing and collaboration, mixed media messaging was at an operational risk had the change-over not been implemented. By converging systems for a unified communication solution, Butler had taken the proactive approach. It wasnt without unanticipated costs a new IT staff position was created, and the unforeseen costs to the department alarm system and Ethernet cabling to food services and the bookstore were substantial. What Butler gained was collaborative applications, improved communications and convenience.Having a different call centers around campu s, Butler could now encounter call records and identify inefficacies within a specific area. The economy of change these areas will be cost and improved university services. I believe Butler made the correct choice in moving forward with a new system. The only fault I found was in their not revamping the existing alarm system. The problems experienced during the changeover were minimal and solvable without reconstructing the plan. Again, a solid strategic and farsighted plan.