In this months Issue:

• Internet Outage
• Exchange 2007 Email Upgrade Project
• Going Wireless
• Vermont.gov Web Portal Upgrades
• e-Waste Not, e-Want Not
• Telephone Service Conversion Project Status
• FootPrints Tips
• The Triple Constraint
• Requirements “Trawling” Continued

 

Internet Outage

by Tom Murray

As I write this article we are still trying to piece together exactly what caused an outage at Level 3 that impacted the Internet connectivity to a sizeable number of businesses in Vermont. The connection has now been restored and things are returning to normal. Level 3 has informed the state that they had an outage, compounded by an equipment issue in South Burlington.

The State's internet connection was only down for an hour as we switched services over to a Vermont Telephone's connection which we installed for this exact reason last month. Unfortunately the switch to Vermont Telephone was supposed to occur seamlessly, but we had a small glitch that needed to get resolved before the traffic could re-route.

While we can never completely plan for an outage, we are very pleased that our diverse and redundant posture allowed for a quick restoration of service through VTel. DII has been on a mission to build redundancy into all of our core network connections and systems over the past two years. Each of the State's major campuses has redundant or dual connectivity and the system is configured to re-route automatically should we lose a connection.

As we become more and more dependant on external data connectivity DII will expand this redundant posture to as many state offices as the State can afford. Please contact us if you wish to discuss the redundancy that exists and what options are available.

Exchange 2007 Email Upgrade Project 

by Tom Jenny

As you probably know by now, a team of us in DII have been hard at work on building the new Enterprise Exchange 2007 platform.  Exchange is the email “engine” that works behind the scenes with your Outlook email. We’re building an enterprise email platform that is designed to support all of the State’s 10,000+ email users.  Michael Smith, Secretary of the Agency of Administration, recently sent a memo to all departments/agencies outlining (among other things) the strategic importance of moving all agencies and departments onto one enterprise email platform.  The Exchange implementation is one of many enterprise initiatives at DII which are aimed to reduce overall IT costs and leverage our technology investments across the state.

Some points of general interest and important project milestones are:

• DII implemented “best-of-breed” Symantec Mail Security (SMS) antivirus and spam filtering products on April 17, 2008.
• DII will be implementing Symantec’s Enterprise Vault product for archiving email as part of the Exchange implementation.
• Project team launches Exchange web page to provide project information to end users and others (look under enterprise projects on the DII site - includes FAQs and other useful information).
• We expect to begin moving the first test groups onto the new Exchange platform in June 2008.

Q:         What does this mean for you?  What will you have to do differently?

A:         There will be some minor changes mostly related to the new archiving features.  You will receive information explaining those changes well in advance.

A:         You will have a more reliable, faster and more secure email environment.

 

We will provide more detailed information about the Exchange project in future newsletters and include updated content on the DII website. We encourage everyone to review the Exchange Project portion of our site and check back often as there will be regular project updates!

Going Wireless

by Erik Amaliksen

Technology today is heavily dependant on wireless systems, from cellular phones, radio broadcast, and weather reports to computer connectivity.  All use Radio Frequency (RF) in their own ways and many compete with each other with the frequencies they use.  As you drive down the highway with your radio on you will often experience on station interfering with the one you have been listening to as you leave the radius of coverage from the first antenna and enter the next.  The same basic understanding of wireless is applied to wireless networking with many more layers of complexity added.  These layers of complexity are channels within the frequency, host access techniques, encryption, vlan trunks.  Much of these layers facilitate the ability to separate and improve the security of the broadcasting of the data from the antenna.

Wireless has many challenges that a hardwire connection does not, for example: weather, frequency interference, signal strength, physical obstructions, access control.  For these reasons the process of engineering a wireless wide area network (WWAN) connection and wireless local area network (WLAN, aka WiFi) require a process called a site survey.  A proper site survey will assess all the variables that could affect the signal quality and it also documents RF picture of the area.

With this snapshot of the RF picture for these deployment areas it is important to understand that the wireless spectrum is constantly changing  with the myriad of variables like the weather, sun storms, cellular phones, other wireless access points being installed near your antenna, etc.  Management systems must be in place for the enterprise to continually monitor and have the system automatically adjust to these variables to ensure the service is not disrupted and security threats are quickly mitigated.

In the last three months DII: Network Engineering has established the first deployment of management infrastructure to effectively support the wireless needs for the state.  We have also deployed several WWAN circuits in the Montpelier and Colchester areas.  Currently DII is in the process of engineering a half dozen WLAN and WWAN implementations around the state that will begin leveraging the infrastructure that is now in place. 

One large factor for leveraging wireless is the quick return on investment for the State (WWAN) as well as reduced cost for ongoing moves / additions and changes in the WLAN environments.  In many instances the cost of installing wireless will pay for itself within a year when the alternative is multiple WAN circuits.  This model also allows us to deliver a higher bandwidth solution to feed multiple buildings at a much lower cost with the net result being a lower cost for the State and much higher bandwidth for the end users.

As the wireless solution is deployed throughout the State with this centralized architecture we also gain the ability to ensure the wireless deployments are implemented with a standardized, secure posture.  We currently find that agencies, departments, individuals, etc. have installed ad-hoc antennas that have created significant security holes for the whole State.  As this service delivery matures, DII will have the ability to detect and mitigate rogue systems introduced into the network.  This is not only done with security in mind but also from the perspective of ensuring the quality of the wireless service we are providing.  Having the awareness of other radios in the area of your wireless solution we are able to automatically adjust our installation to adapt to that antenna or actually shut the non-authorized radio down.  Without this type of control the service is much less likely to maintain its ability to function as it was intended.

So what is the process that DII currently follows to deploy a wireless solution?  To begin this process we ask the business requirements be defined and given to us by filling out a questionnaire.  This document is used to gather high level parameters of the deployment identifying buildings, floors, rooms, project sponsors, whether or not there is funding currently allocated, etc.  The next document we require is landlord written authorization for such a system to be installed in the facility.  If the building is a state building we will notify BGS of this intent to install.  We then have BGS provide CAD drawings for each location.  These drawings will be imported into the management system to provide exact radio placement and antenna strength (heat signature) maps for management.

With these three documents we will then contact one of our installation venders to perform a site survey.  The site survey will generate a quote and statement of work to complete the installation.  Upon project sponsor approval we will schedule the installation.  Once the physical installation has been completed the systems will be incorporated into the State’s centralized management system.

We look forward to providing a solid wireless platform for the State that will improve performance, provide better security and cost the State less with a centralized enterprise approach.

Vermont.gov Web Portal Upgrades

by Harry Bell

The Vermont.gov Web Portal went live last fall providing a vast improvement in the state's web presence. For the last eight months the site has been very effective in providing quick access to relevant information for users. Now that we have seen how the site is working we are adding some enhancements to make it even more useful.

There are three major enhancements coming this month. The first has already been launched. If you browse to Vermont.gov you will notice five utility buttons on the upper right of each page. In the order that they appear on the page these buttons will increase or decrease the font, display the page as text only, print, and display the page using a layout that displays well on a mobile device. We hope these added tools will improve the user’s experience.

The second big addition to the site will be the multimedia center. This will be a special series of pages on the portal to house all of the state's video and audio content. All state entities will be able to host media files in this section for no additional cost. Instructions for Webmasters interested in taking advantage of this will be placed in the Webmasters section on the portal (vermont.gov/portal/webmasters/).

The third major change will be the addition of several specialized sub-portals to the Vermont.gov home page. A new section titled "Vermont.gov for..." will appear where the "News" section is currently, in the upper left corner of the page. This section will direct the user to seven new sub-portals. The new pages will be eDemocracy and Voter Resources, Moving to Vermont, Visiting Vermont and Travel Information, Senior Living Resources, Kids and Student Resources, Accessibility and Resources for the Disabled, and State Employee Resources.

We hope these enhancements will further improve the experience of state Web content managers and their users. If you have any questions, comments, or suggestions please feel free to contact Harry Bell, Director of Web Services for the State of Vermont at (802) 828-5338 or email harry.bell@state.vt.us.

e-Waste Not, e-Want Not

by Joe Ng

 

If you have received cool new gadgets for the holidays, I bet you have figured out all the neat features by now.  Do you remember where you put the old gadgets?  It’s probably sitting in the back of a drawer somewhere. Before you toss it in the trash, you should reconsider how you should disposal unwanted electronic gadgets.

e-Waste is fast becoming a global environmental crisis. I plan to present a series of articles on the issues of e-Waste. And what we can do not only on individual but also on organization level, as well.

While your sore Wii arm is recovering from the latest golf or tennis game, take the National Geographic e-Waste IQ quiz and see how well you know about this issue.

What makes the circuit board one of the most sought after pieces of e-waste?

1. Contains metals with commercial value.
2. Readily available
3. Easiest to work with
4. Contains no toxic components

In 1965, Gordon Moore, cofounder of Intel, made a prediction about the future of computer processing. What does his prediction, known as Moore’s law, say?

1. As technology continues to advance, computer chips will become obsolete.
2. Computer processing power will double every 18 months to two years.
3. There will eventually be no need for transistors in high tech electronics.
4. As the number of transistors increases, computer-processing power will be cut in half every tow month.

CompuMentor, a nonprofit based in California, found out that while you can recycle an old computer, it’s 20 times more energy efficient to:

1. Refurbish it for reuse
2. Dismantle it
3. Place it in storage
4. Ship it to another country

What is a reason people or companies commonly give for not reusing or recycling their electronics?

1. Government restrictions
2. No usable value
3. Lack of recycling facilities
4. Data security

The Basel Action Network’s 2002 film Exporting Harm revealed the hazards of e-waster processing by residents of Guiyu in China’s Guandong Province.  How have Guiyu residents’ practices affected others on a global scale?

1. Contributed to continuing toxic product manufacture
2. Eliminated the exporting of toxic e-waste
3. Allowed other countries to safely and legally dispose of e-waste
4. Opened up a profitable market

The Basel Convention of 1989 requires developed nations alert developing nations to incoming hazardous waste shipments.  The 1995 Basel Ban Amendment forbids sending hazardous waste to poor countries. Which nations, or group of nations, currently serve as models for enforcing these policies?

1. United States
2. Australia
3. European Union
4. China

What happens to most of the electronic waste sent to recyclers in the United States?

1. It’s recycled efficiently
2. It’s reconditioned for reuse
3. It’s sent to illegitimate recycling firms
4. It’s exported

Which of the following should you consider when trying to purchase environmentally friendly products?

1. Use of minimal packaging
2. Products designed for easy upgrade or disassembly
3. Products that offer leasing or take-back options
4. All of the above

In the U.S., e-waste recycling facilities can also be found in:

1. State parks
2. NASA facilities
3. Prisons
4. Public Schools

As high-Definition television (HDTV) becomes increasingly popular, which hazardous component of some electronics is likely to become more common in high-tech trash?

1. Circuit boards
2. Cathode-ray tubes
3. Copper wires
4. Plastics

To find out how well you do, go to...

http://ngm.nationalgeographic.com/2008/01/high-tech-trash/trash-quiz-interactive

Telephone Service Conversion Project Status

by Ruthann Sullivan

 

If you haven’t heard, the Centrex telephone and voicemail services for the State are changing from Fairpoint/Verizon to Level (3).  Did you know there are approximately 13,000 telephone lines in use within the State of Vermont!  DII has successfully converted our Beta group to the new platform and has tested multiple scenarios in the past four weeks. 

Now for what you really want to know!  Beginning June 2nd, 2008 telephone services will start migrating for employees in Williston and St. Albans.  Ruthann Sullivan has begun organizing discussions with Business Managers and site contacts in order to continue to communicate the facts and timelines as they become available to those who require it. 

The next two cities who have received notices from the Telecommunications Division are Brattleboro and Barre.  Representatives from the Telecommunications Division, cabling vendors and Level (3) will want to review all information pertaining to the telephone lines in these cities.   We will be auditing for telephone lines not being utilized, special services and configurations, and 911 location data including floor and room numbers.  In many of the state locations, work in the rooms where telephone service is delivered into the building will require attention as well.

Once the audit of the buildings is complete, a black out period on any phone moves, installations or changes will be required until your phones have been migrated to Level (3) to ensure your lines have all features found prior to the migration. This period is expected to be between 2.5 and 3 weeks.  We understand that this type of disruption in the ability to submit for telephone line moves, disconnections and new line requests is lengthy in nature, and when required, the Telecommunications Division can complete a work around with Fairpoint/Verizon. 

There are four specific areas where we know there will be changes that will have a direct impact on customers:

1.        Voice mail telephone numbers to access the system will be changing and all customers will have to set up a new voice mail box and recreate voice mail greetings in the Level 3 system, as well as changing the voice mail access number on the speed dial button on their phone.  A grace period for users to check messages left in the existing Fairpoint/Verizon system will be 3-5 business days after a department is migrated to the new system before the voice mail box is removed from service.

2.        If you use 2 digit speed call lists they will have to be redone.

3.        Auto Attendant (Call Processor’s) systems and greetings will have to be recreated. DII will be working with our Call Processor vendor Lincoln Porter to provide this service as part of the individual department migrations where needed.

4.       Once a site conversion is complete, Fairpoint/Verizon voicemail platform users will not be able to forward voicemail messages to Level (3) mailboxes and vice versa.

 

The remaining phase order for communities is posted below:

• Phase 1 - St. Albans, Williston, Brattleboro
• Phase 2 - Barre, Barton, Bellows Falls, Bennington, Berlin, Bradford, Brandon, Burlington, Brighton
• Phase 3 - Castleton, Chelsea, Clarendon, Colchester, Dorset, Dummerston, Enosburg, Essex, Essex Junction, Fairhaven, Georgia, Grand Isle, Guilford, Hartford, US Rt 2 Middlesex
• Phase 4 - Hyde Park, Killington, Lyndon, Manchester, Mendon, Middlebury, Montpelier, Milton, Middlesex
• Phase 5 - Moretown, Morrisville, Newport, Newbury, Royalton, North Hero, Pittsford, Randolph
• Phase 6 - Rutland, Rutland Town, Sharon, Shaftsbury, S. Burlington, St. Johnsbury, Vernon, Thetford
• Phase 7 - Waterbury, Weathersfield, Waterford, Winooski, Woodstock, Windsor

This is a mammoth effort for the Telecommunications Division and Level (3).   We are sensitive to our end user community’s requirement for functioning telephones in order to conduct the business of the State.  Additional information is available to you from the http://dii.vermont.gov/Business_Users/Telecommunications website.  If you have questions or concerns, please give us a call 828-3400.

FootPrints Tips

by Sue Morrison

When creating a new ticket as agents the contact information is not automatically populated. If you enter part of the last name and hit the 'enter' key or pick 'select contact' you will be shown a list that matches your entry.  You can then pick the contact and the information will be populated into the ticket.  At the same time check to see if the data is complete or needs to be updated.

Second tip:   if you are filling in a ticket and the person with the problem is not the contact, you will be filling out the section under ‘ticket information’ with a last name etc.  There is a field for email address but this does not mean this person will automatically get an email.  You must also fill in the section 'also send email' and the CC block with the address, also noting if they want all updates or just that one. 

FootPrints V8 is in Development and ready for your testing.  The link is http://159.105.195.89/footprints - your user id should be your first initial/last name and password you had set previously.

The Triple Constraint

by Christine Hetzel

 

Like any human undertaking, projects need to be performed and delivered under certain constraints. Traditionally, these constraints have been listed as scope, time, and cost - thus called the “Triple Constraint”. 

Each side of the triangle represents a constraint that exists, at some level, on all projects.  One side of a triangle cannot be changed without impacting the other sides of the triangle.   The same concept can be applied to managing the triple constraint.  You can’t change the time, the cost or the scope of the project without this change having some impact on the remaining constraints.  The triple constraint is similar to a three legged stool, if one leg changes, it’s likely to have an impact on the other two.  If you don’t make adjustments to the other two constraints, you are likely to fall.

Projects fail when one constraint changes and appropriate adjustments are not made to the other constraints. 

As a real world example, assume that your daughter asks you to pick up two of her friends and drive them to soccer practice.  Yesterday, you had agreed to pick up and drive just one friend.  Managed as a project, your scope, the work of picking up her friend, just increased.  It is very likely that the time it takes you to actually pick up both friends (vs. the one friend) will need to increase.  It is also very likely that your cost, the expense of gasoline for your car, will also increase due to the additional pick up.

Have you ever worked on a project that didn’t experience change?  I know that I haven’t.  Project management principles, like the triple constraint, teach us to uncover how “change” affects the overall project.  Change at times may be inevitable, but having the ability to discuss how it will affect the overall project is beneficial. Equipping your team to understand and make decisions based upon the triple constraint is invaluable. 

So let’s apply what we have learned.  The next time you identify a “change” to your project:

1.       Bring the change to your next team meeting

2.       Draw the triple constraint triangle on the white board

3.       Walk your team through identifying which constraint this change falls into

4.       Discuss how the change will affect the other two constraints

5.       Update your plan accordingly

6.       Communicate with the project sponsor (and others as needed) how this change affects the overall project and receive approval for the updated plan

7.       Distribute an updated copy of the plan to your project team members

Requirements Trawling Continued

By Rick Daniell

In our last newsletter article, I discussed a concept referred to as “Requirements Trawling”. As you may recall it made the analogy of casting a net through an organization to “catch” as many requirements as possible. It also discussed the various types of requirements (conscious; unconscious; and undreamed) and how certain techniques work better for each type than others.

In this article I’d like to go a little deeper into some of the various techniques that can be used.  The most common type of requirement gathering technique is “Interviewing” This technique can be most productive if it is well orchestrated. The interview should be planned and have some specific end results in mind. A good interview strikes a balance between free form conversation and structured topics of discussion. This technique is typically most useful to gather “conscious “requirements. That is, requirements that the person is aware of and can articulate during the interview. Depending on how the interview is conducted, it can also lead to “unconscious “and even “undreamed” requirements if the interviewer presents the right questions. If the interviewer has the ability to “steer” the conversation, without compromising the discussion or train of thought of the person being interviewed, it may be possible to discover some of the more difficult to find requirements.

In our next newsletter article we will continue our series on various techniques and we’ll explore the technique of “Mind Mapping”.