Phase 5
Phase 5 of the Network Programme (NP) will build upon the Phase 4 pilot success to upgrade the data network across multiple buildings at Gilmorehill Campus, Garscube Campus, and other outlying sites. The NP will continue to deliver a modern campus data network which will provide upgraded connectivity to propel innovation, enable our World Changing research, enrich learning experiences and fortify our cyber defences.
What is left to do and what is the approach?
What is left to do?
Following the success of Phase 4, we need to deliver the upgraded data network across our buildings at Gilmorehill, Garscube and other outlying sites. Whilst the work required in each building varies, Phase 4 has developed a repeatable approach to design, Estates approvals, engagement with the building users and delivery. While some buildings require improvement or relocation of the comms cabinets, new optical fibre uplinks, partial or full replacement of copper cabling, replacement of the active network switching infrastructure, replacement of the existing wireless access points and deployment of new access points to massively improve coverage, other buildings require a much simpler wireless and data network switch upgrade only.
What is the Delivery Approach?
Whilst each building is unique, a highly repeatable standardised approach has been developed during Phase 4 to produce the necessary design documents, obtain the required approvals, communicate with building stakeholders, deliver the upgrades and quality assure the work undertaken. This approach is now stable having incorporated many learnings from the first 11 pilot buildings and in particular close collaboration with colleagues in Estates.
With this approach proven, the Phase 5 Programme will now be organised and deliver across 4 logical workstreams:
Due to the size of our estate, the NP must now scale the teams substantially to tackle multiple buildings in parallel which will require significant management coordination to achieve. Maintaining the required pace whilst dealing with understandable demands of building users to maintain service and minimise disruption, is one of the key challenges that the NP faces going forward.
Lessons Learned from Phase 4 to take into Phase 5
Phase 4 has been of great benefit to Project Team in that we have learned a number of lessons that we have now factored into the remainder of the Network Programme (NP). These include:
- The need for great care and clear communications when trying to adapt to work and schedule requests from building stakeholders
- The need to robustly challenge requests for additional cable outlets from building stakeholders in order to demonstrate value for money
- The need for us to be mindful of all costs related to Estates disciplines
- The need for Capita to act as both the Principal Designer and Principal Contractor roles for CDMF regulations
- Whilst asbestos was expected to be encountered, the remediation costs are often very large – we will attempt to avoid such costs wherever possible by seeking alternative routes
- The challenge of obtaining planning permission for external Wireless Access Points (WAPs) – we need to be realistic about the extent that this aspiration can be achieved
- The challenge of gaining access to some buildings and the importance of early communications and building great relationships with key stakeholders
- We need your help, to help us, deliver the benefits to you
Benefits
Strategic objective:
- Will (primarily) contribute to investing in our digital realm to enhance the staff and student experience
Phase 5 Delivery Approach: The Four Workstreams (W1, W2, W3 & W4)
W1: Design & Enablement Works
W2: Strategic Fibre and SDA
W3: Wireless Only and Network Switches
W4: Equipment Nodes
Glossary
Information Services (IS): Combines the Library and IT Services and focuses on the implementation of a coherent information strategy, the provision of user-centric services for students and staff, the provision of first-class learning spaces and the optimal use of enterprise systems and technology as a whole
Janet: Janet is a high-speed network for the UK research and education community provided by Jisc, a not-for-profit company set up to provide computing support for education.
Network Design Authority (NDA): The creation of an NDA role is a high priority goal of the NP TOM. These will be among the duties of the NDA, for which a Terms of Reference shall be developed in full for approval:
Documentation and diagrams for the campus network are to be created and managed. Architecture is to be planned according to industry best practices
Areas that require improvement are to be identified based on network monitoring, hardware capabilities, and architecture requirements, as well as future planning initiatives
The role will also drive and set the example for network standards and their guidelines
Network Infrastructure Investment Programme (NP): The UofG’s ambitions are to design and build a forward-thinking, future proof network infrastructure to underpin current and future business needs. The Network Infrastructure Investment Programme will invest now to modernise the network as well as sustain investment on an ongoing basis to ensure that the UofG’s network continues to meet the needs and ambitions of its users (i.e., its students, staff, visitors (incl. suppliers and guests) and remote users of digital services).
NP Team: The NP team is comprised of the NP Change Manager (Jon Mosca), Junior NP Project Manager (Numaan Khan), and two Helpdesk Analysts (Andy Bell and Christopher Atkinson) and they are responsible for ensuring the NP TOM addresses all operational needs on the campus network.
Primary Technology Partner (PTP): UofG have onboarded a Primary Technology Partner (PTP), Capita IT Services, who is going to be key in the deployment of the NP and the TOM. The PTP will be our primary contact for the procurement, configuration, and deployment of hardware, and for all technical support required for said hardware. They will also be responsible for ensuring the continued support for the networking assets procured and deployed for the NP.
RAIDs: RAID analysis is a project planning technique for identifying key project Risks (R), Assumptions (A), Issues (I), and Dependencies (D). Project teams should complete an initial analysis at the beginning of the project and then monitor the issues via a RAID Log. Each item can be rated based on its impact on the speed, profitability, or outcomes of the project, allowing you to focus on what is most important.
RACI: Responsible, Accountable, Consulted, Informed. A responsibility assignment matrix, also known as RACI matrix or linear responsibility chart, describes the participation by various roles in completing tasks or deliverables for a project or business process.