[662] in I/T Delivery
Fwd: 5ESS Upgrade/Replacement Project
daemon@ATHENA.MIT.EDU (Lu Keohane)
Thu Dec 20 14:47:24 2001
Message-Id: <5.0.2.1.2.20011220144429.00a67110@hesiod>
Date: Thu, 20 Dec 2001 14:45:46 -0500
To: delivery@mit.edu
From: Lu Keohane <lu@MIT.EDU>
Cc: njj@mit.edu, jcyr@mit.edu
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I apologize to the folks who are getting this a second time. It wasn't=20
received by all.
Happy Holiday's
Lu
>Date: Fri, 14 Dec 2001 17:14:26 -0500
>To: delivery@mit.edu
>From: Lu Keohane <lu@mit.edu>
>Subject: 5ESS Upgrade/Replacement Project
>Cc: njj@mit.edu, telecom-ops@mit.edu
>
>Project Name: 5ESS replacement
>Project Leader: Lu Keohane
>Report Date December 4, 2001
>Submitted by: Lu Keohane
>URL: http://web.mit.edu/is/delivery/5ess
>
>This Month's Accomplishments:
>
>% Completed the wiring from the AM (Administrative Module) to the SM
>% Completed the necessary power changes to SM21 (in E19) by bringing=
=20
>the equipment off-line on a weekend to be rewired and powered by the=20
>new 5ESS-2000 telephone switch. (There were no reported outages during=20
>transition).
>% New switch is powered up and now being tested. (E.g. bad timing=20
>cables, 56 core boards defective, ISLU missing
> dpidb=92s, etc.)
>% Finished Frame verification in E19, new blocks mounted with S=20
>clips on the MDF
>% Re-verified specific counts for accuracy issues found by 5EOps team
>% Wired jumpers to all working NW12 telephone lines to new blocks=20
>(new switch) with Y cable to old block (existing switch)
>% Wired jumpers to all working 24 telephone lines to new block with=
=20
>Y cable to old block
>% Started wiring jumpers in the E19 telephone lines to new blocks=20
>with Y cable
>% Completed all resolutions to widgets found on exist 5ESS since=
1987.
>% Identified and documented all =93critical lines=94 for weekend of=
cut over
>% Article written provided in current addition of I/S Newsletter
>% Continue to update cable and pairs found within frame verification=
=20
>and day-to-day repair changes. (Approximately 100 cable/pair changes=20
>per day).
>% Continue to trace anomalies and update spreadsheet
>% Continue to oversee all telephone moves, adds, changes and trouble=
=20
>tickets. Mapping and updating the 5E database with cable and pair=20
>changes in chronological order (for a more accurate database at cut over).
>% Continue ICE9 database upgrade/reconciliation/updates
>% Continue programming of new 5ESS with line translations and=20
>configurations
>% Amis terminals have been delivered and are being set up
>% Resolution to CM3 and TRCU3 (within the SM=92s) are completed (took=
=20
>3 weeks). Resulted in a release upgrade, spare packs and new=20
>equipment that were not shipped with order.
>% Trunk conversions are 80% complete. (Work is done by MIT after=20
>hours to reduce service effecting issues)
>% ISDN conversion from the E19 switchroom is 95% completed (all work=
=20
>is being done by MIT after-hours)
>% Testing of the NKC (Network Knowledge Center) and the remote=20
>monitoring of both switches is 100 % complete.
>% Rewriting of the ICE 9 code is 60% complete. Procedures are being=
=20
>written to test code on SO (service orders) & TT (trouble=20
>tickets). The other modules that have been modified and will be tested is=
=20
>billing, cable infrastructure, vmail, jacks, circuits, reports,=20
>etc. Modifications to code are being performed on the alternate server=20
>where it will be tested. This alternate server allows the TNS 5ESS=
=20
>Support Team to continue operating normally for the communities=20
>communications needs.
>% Disaster Recovery spares have arrived and another set will be=20
>delivered soon.
>% Completed E19=92s U-A to U-B conversion (approximately 700 lines=20
>modified during off-hours).
>% Clean-up work of the modem pool started with assistance from R.=20
>Hoffmann
>% Verification of 57,675 pairs completed. Spot checks performed for=
=20
>accuracy.
>% Plans for U-A to U-B conversion started for NW12 and 24
>% Met with Lucent executives to resolve =93Lucent=94 issues with=20
>commitment, personnel and technical barriers
>
>
>
>
>Next Month=92s plans:
>5ESS Web site is on line. Our team thanks Lee Ridgeway.
>I/S newsletters and other communications are being deployed. Our team=20
>thanks Robyn Fizz.
>Completed the wiring of all SM=92s in E19 (expected completion 12/16)
>Continue preparation for adjunct systems (e.g. voicemail ACD, IVR, modem=20
>pool, etc)
>Upgrade the 3A Translator chip and test on the new 5ESS switch
>Complete the moving of analog trunks over to new switch and report=20
>procedure for the night of cut over (expected completion 12/16)
>Begin test plans (begin testing the existing 5ESS for features,=20
>capabilities modifying documentation for accuracy. Test plan to be used=20
>on the new 5ESS switch with additional features and higher release of=20
>software.
>Set up of telephones in 3 office sites for pre and post cut over
>Test the SAS announcements on new switch
>Record all of the 5ESS announcements on the new switch
>Test the ACD recent change/verify and MIS links
>Record all the ACD announcements on the new switch
>Record all the announcements for Facilities on the new switch
>Test the VMail, 3A translator and 5ESS integration from the new switch=20
>(off-hours) (integration, message waiting indicator functioning and=20
>outcall abilities)
>Continue tracing all special software configurations, links and other=20
>misc. equipment running off of the 5ESS
>Continue to review modem pool room in preparation of conversion. Create=20
>procedure
>Move all trunks over to new DSX panel (off hours required) (12/16)
>Load all Switch Modules with current database
>Perform dumps of new 5ESS OE=92s for new ICE 9 database
>Complete cross connects of 22,000 lines
>Install TTY and AMIS terminals for cut over
>Get volunteers from TNS to assist on cut over weekend
>Set up testing center (test class of services, features, mlhg, msg waiting=
=20
>Indicator, etc.) Communicate with community
>Seek out volunteers to work the MLK weekend
>Create a cut over plan and strategy for team for MLK weekend
>Work with CSR=92s, Operators to address any anomalies.
>Be ready for cut over by January MLK weekend (e.g. starting Friday night).
>
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>Issues:
>As we begin to make progress on the wiring of the new equipment it is=20
>increasingly difficult but not impossible to perform the day-to-day=20
>service orders. Currently there are 3 Lucent techs wiring while 2-3 of=20
>our techs are installing or repairing on the MDF=92s. Though frustrating=
at=20
>times, both teams have worked very well with each other.
>
>Access into buildings off hours was impeded by a lack of keys to gain=20
>access. Thinking ahead to cut over weekend, this was going to be a huge=20
>effect on service and maintenance. This was resolved with the help of=20
>Vicki Sirianni and Mary Harrington. Thank you. They provided us with two=
=20
>more sets of grand masters.
>
>After powering up all cabinets on the new 5ESS-2000, we encountered some=20
>technical issues with the Switch Modules (SM=92s) configuration. All SM=92=
s=20
>experienced the same =93errors=94 which were resolved by a software release=
=20
>upgrade or in some cases, hardware changes.
>
>
>
>
>
>When Lucent personnel issues arose and tensions increased, staffing=20
>changes were strongly suggested to Lucent. These changes have had a=20
>positive effect on satisfaction and productivity (60% more work began to=20
>be completed).
>
>Lucent spent three weeks on a Command Module (CM3) problem. They did not=
=20
>use resources for assistance provided by the 5Eops team and they didn=92t=
=20
>follow through with additional investigative calls back to the product=20
>development team. This problem surfaced in mid November and when asked=20
>weekly for a pulse check, our team was told each time that this was not an=
=20
>issue that would effect the date of cut over. Unfortunately, Lucent=20
>realized the =93effect=94 the issue was having on the flow of other related=
=20
>pieces of the switch installation. When raised three weeks later as an=20
>issue, contacts at VP level were notified and advised of disappointment in=
=20
>the project management and problem resolution methods. Lucent is now=20
>committed to reaching the MLK cut over date with additional staff and=20
>resources. Our team thanks Nate Johnson for his strong leadership skills,=
=20
>support and strength during these stressful meetings.
>
>At the regularly scheduled meeting following the big strategy meeting with=
=20
>Lucent executives, we requested clarification on the configuration of a=20
>shelf in one of the new SM=92s. The Lucent engineer dialed into the switch=
=20
>to discuss the logical layout and described to us that the database did=20
>not have anything in it. As hearts stopped in the room, one mumbled to=20
>another=85 I think he=92s logged into the wrong switch=85 Quickly the team=
began=20
>discussing how to recover the lost data when low and behold the engineer=20
>from Lucent admitted he goofed. He logged into the correct site (MIT)=20
>but, the wrong switch=85 he was looking at the existing classic=20
>5ESS. Another example of how Lucent makes this project and the people on=
=20
>the team hyper vigilent at all times.
>
>The 5ESS Service Team made up of 6 staff members and one voucher employee=
=20
>are displaying signs of stress and burnout. All individuals are working=20
>110 % (full time) on the project as well as performing their day-to-day=20
>responsibilities at 110%. The staff is being spread thin. The 5ESS=20
>Service team tends to handle issues that have no home. Therefore, the=20
>team will spend a significant amount of time on outside problem=20
>resolutions and become more frustrated and stressed for the=20
>distraction. (I continue to address this issue gently, cleverly and=20
>creatively). Thank you to those who recognize the magnitude and=20
>complexity of this project and have offered their assistance and=20
>encouragement.
>% Communication issues were prominent this month as we near crunch=20
>time. Misunderstandings regarding the 5ESS implementation plan and=20
>services available to customers before and after the switch cut over=20
>cultivated. Specifically, rumors spread on the availability in 24 with=20
>SM6 after cut over. The actual plan is that we re-engineered the 24 site=
=20
>to handle all lines currently in service and spares of both ISDN and=20
>analog off of SM5. After the cut, the old classic cabinets will be=20
>removed and SM 6 will go on line as scheduled. This will have no effect=20
>on the community, the 5E support team or VDIST. This temporary solution=
=20
>will be a transparent to all outside of 5E Ops.
>% Once the team identified the =93quiet period=94 we received=20
>interesting questions and/or concerns (E.g. the operators received a phone=
=20
>calls from customers that were =93disappointed that they couldn=92t have a=
=20
>telephone for a month.=94) Misunderstandings and confusion stirred=20
>regarding services availability (e.g. length of time in quiet period,=20
>expressing quiet period to customers when request for services come in,=20
>etc.). This was addressed and hopefully resolved by Nate=92s meeting on=20
>12/14/01 with all of TNS team members related to telephones services,=20
>support and infrastructure.
>
> % VDIST is going to provide as much assistance as=20
> possible by using their influence to guide cutomer=
=20
> projects around the cut over.
>% Documentation with strategy for going forward on MLK weekend needs=
=20
>to be created to ensure things like food, cots, rotation schedules, etc.=20
>are addressed and available to volunteers.
>
>Team Dynamics:
>The 5ESS core team and additional resources being utilized come from a=20
>strong foundation (or that the super glue is working). Increased=20
>workloads, longer hours and outside frustrations are increasing stress=20
>levels for all in E19 (6th & 7th floors). The TNS team is made up of=20
>very talented individuals. Their efforts, skills, and determination are=20
>making this project appear to the outside world as simple though in=20
>reality it=92s very complex.
>
>The team is doing an outstanding job with balancing the stress from the=20
>day-to-day issues and the project issues (it is a good sign when the team=
=20
>is still laughing at my jokes).
>Key Learnings:
> Look before you leap, use tact and courtesy, learn to listen,=20
> learn to laugh,
> Communicate often and to many
> Always stay alert
>Appreciate every effort contributed
>
>
>
>
>Thanks,
>Lu
>
>=BA=BF=BA
> ~
Thanks,
Lu
=BA=BF=BA
~=20
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I apologize to the folks who are getting this a second time. It
wasn't received by all.<br>
<br>
Happy Holiday's<br>
<br>
Lu<br>
<br>
<br>
<blockquote type=3Dcite class=3Dcite cite>Date: Fri, 14 Dec 2001 17:14:26
-0500<br>
To: delivery@mit.edu<br>
From: Lu Keohane <lu@mit.edu><br>
Subject: 5ESS Upgrade/Replacement Project<br>
Cc: njj@mit.edu, telecom-ops@mit.edu<br>
<br>
Project Name: 5ESS replacement<br>
Project Leader: Lu Keohane<br>
Report Date December 4, 2001<br>
Submitted by: Lu Keohane<br>
URL:
<a href=3D"http://web.mit.edu/is/delivery/5ess"=
eudora=3D"autourl">http://web.mit.edu/is/delivery/5ess</a><br>
<br>
<b><u>This Month's Accomplishments:<br>
<br>
</u></b><font face=3D"ZapfDingbats">%<x-tab> &n=
bsp; </x-tab></font>Completed
the wiring from the AM (Administrative Module) to the SM<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Completed
the necessary power changes to SM21 (in E19) by bringing the equipment
off-line on a weekend to be rewired <x-tab> </x-tab>and
powered by the new 5ESS-2000 telephone switch. (There were no
reported outages during transition).<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>New
switch is powered up and now being tested. (E.g. bad timing cables,
56 core boards defective, ISLU missing <br>
<x-tab> </x-tab>dpidb=92s,
etc.)<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Finished
Frame verification in E19, new blocks mounted with S clips on the
MDF<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Re-verified
specific counts for accuracy issues found by 5EOps team<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Wired
jumpers to all working NW12 telephone lines to new blocks (new switch)
with Y cable to old block (existing switch)<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Wired
jumpers to all working 24 telephone lines to new block with Y cable to
old block<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Started
wiring jumpers in the E19 telephone lines to new blocks with Y=20
cable<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Completed
all resolutions to widgets found on exist 5ESS since 1987.<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Identified
and documented all =93critical lines=94 for weekend of cut over<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Article
written provided in current addition of I/S Newsletter<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Continue
to update cable and pairs found within frame verification and day-to-day
repair changes. (Approximately 100
<x-tab> </x-tab>cable/pair changes per day).<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Continue
to trace anomalies and update spreadsheet<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Continue
to oversee all telephone moves, adds, changes and trouble tickets.
Mapping and updating the 5E database with <x-tab> </x-tab>cable and
pair changes in chronological order (for a more accurate database at cut
over).<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Continue
ICE9 database upgrade/reconciliation/updates <br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Continue
programming of new 5ESS with line translations and configurations<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Amis
terminals have been delivered and are being set up<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Resolution
to CM3 and TRCU3 (within the SM=92s) are completed (took 3 weeks).
Resulted in a release upgrade, spare
<x-tab> </x-tab>packs and new
equipment that were not shipped with order. <br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Trunk
conversions are 80% complete. (Work is done by MIT after hours to
reduce service effecting issues)<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>ISDN
conversion from the E19 switchroom is 95% completed (all work is being
done by MIT after-hours)<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Testing
of the NKC (Network Knowledge Center) and the remote monitoring of both
switches is 100 % complete.<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Rewriting
of the ICE 9 code is 60% complete. Procedures are being written to
test code on SO (service orders) & TT
<x-tab> </x-tab>(trouble tickets). The other
modules that have been modified and will be tested is billing, cable
infrastructure, vmail, jacks,
<x-tab> </x-tab>circuits,
reports, etc. Modifications to code are being performed on the
alternate server where it will be tested. This
<x-tab> </x-tab>alternate server
allows the TNS 5ESS Support Team to continue operating normally for the
communities communications
<x-tab> </x-tab>needs.<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Disaster
Recovery spares have arrived and another set will be delivered=20
soon.<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Completed
E19=92s U-A to U-B conversion (approximately 700 lines modified during
off-hours).<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Clean-up
work of the modem pool started with assistance from R. Hoffmann<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Verification
of 57,675 pairs completed. Spot checks performed for=20
accuracy.<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Plans
for U-A to U-B conversion started for NW12 and 24<br>
<font face=3D"ZapfDingbats">%<x-tab> &nbs=
p;</x-tab></font>Met
with Lucent executives to resolve =93Lucent=94 issues with commitment,
personnel and technical barriers <br>
<br>
<br>
<x-tab> </x-tab><br>
<br>
<b><u>Next Month=92s plans:</u></b>
<dl>
<dd>5ESS Web site is on line. Our team thanks Lee Ridgeway.=20
<dd>I/S newsletters and other communications are being deployed.
Our team thanks Robyn Fizz.=20
<dd>Completed the wiring of all SM=92s in E19 (expected completion 12/16)=20
<dd>Continue preparation for adjunct systems (e.g. voicemail ACD, IVR,
modem pool, etc)=20
<dd>Upgrade the 3A Translator chip and test on the new 5ESS switch=20
<dd>Complete the moving of analog trunks over to new switch and report
procedure for the night of cut over (expected completion 12/16)=20
<dd>Begin test plans (begin testing the existing 5ESS for features,
capabilities modifying documentation for accuracy. Test plan to be
used on the new 5ESS switch with additional features and higher release
of software.=20
<dd>Set up of telephones in 3 office sites for pre and post cut over=20
<dd>Test the SAS announcements on new switch=20
<dd>Record all of the 5ESS announcements on the new switch=20
<dd>Test the ACD recent change/verify and MIS links=20
<dd>Record all the ACD announcements on the new switch=20
<dd>Record all the announcements for Facilities on the new switch=20
<dd>Test the VMail, 3A translator and 5ESS integration from the new
switch (off-hours) (integration, message waiting indicator functioning
and outcall abilities)=20
<dd>Continue tracing all special software configurations, links and other
misc. equipment running off of the 5ESS=20
<dd>Continue to review modem pool room in preparation of
conversion. Create procedure=20
<dd>Move all trunks over to new DSX panel (off hours required) (12/16)=20
<dd>Load all Switch Modules with current database=20
<dd>Perform dumps of new 5ESS OE=92s for new ICE 9 database=20
<dd>Complete cross connects of 22,000 lines=20
<dd>Install TTY and AMIS terminals for cut over=20
<dd>Get volunteers from TNS to assist on cut over weekend=20
<dd>Set up testing center (test class of services, features, mlhg, msg
waiting Indicator, etc.) Communicate with community=20
<dd>Seek out volunteers to work the MLK weekend=20
<dd>Create a cut over plan and strategy for team for MLK weekend=20
<dd>Work with CSR=92s, Operators to address any anomalies.=20
<dd>Be ready for cut over by January MLK weekend (e.g. starting Friday
night).<br>
<br>
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</dl><b><u>Issues:</u></b>
<dl>
<dd>As we begin to make progress on the wiring of the new equipment it is
increasingly difficult but not impossible to perform the day-to-day
service orders. Currently there are 3 Lucent techs wiring while 2-3
of our techs are installing or repairing on the MDF=92s. Though
frustrating at times, both teams have worked very well with each other.=20
<dd> =20
<dd>Access into buildings off hours was impeded by a lack of keys to gain
access. Thinking ahead to cut over weekend, this was going to be a huge
effect on service and maintenance. This was resolved with the help
of Vicki Sirianni and Mary Harrington. Thank you. They
provided us with two more sets of grand masters.<br>
<br>
<dd>After powering up all cabinets on the new 5ESS-2000, we encountered
some technical issues with the Switch Modules (SM=92s) configuration.
All SM=92s experienced the same =93errors=94 which were resolved by a softwa=
re
release upgrade or in some cases, hardware changes.<br>
<br>
<br>
<br>
<br>
<br>
<dd>When Lucent personnel issues arose and tensions increased, staffing
changes were strongly suggested to Lucent. These changes have had a
positive effect on satisfaction and productivity (60% more work began to
be completed).=20
<dd> =20
<dd>Lucent spent three weeks on a Command Module (CM3) problem.
They did not use resources for assistance provided by the 5Eops team and
they didn=92t follow through with additional investigative calls back to
the product development team. This problem surfaced in mid November
and when asked weekly for a pulse check, our team was told each time that
this was not an issue that would effect the date of cut over.
Unfortunately, Lucent realized the =93effect=94 the issue was having on the
flow of other related pieces of the switch installation. When
raised three weeks later as an issue, contacts at VP level were notified
and advised of disappointment in the project management and problem
resolution methods. Lucent is now committed to reaching the MLK cut
over date with additional staff and resources. Our team thanks Nate
Johnson for his strong leadership skills, support and strength during
these stressful meetings. <br>
<br>
<dd>At the regularly scheduled meeting following the big strategy meeting
with Lucent executives, we requested clarification on the configuration
of a shelf in one of the new SM=92s. The Lucent engineer dialed into
the switch to discuss the logical layout and described to us that the
database did not have anything in it. As hearts stopped in the
room, one mumbled to another=85 I think he=92s logged into the wrong switch=
=85
Quickly the team began discussing how to recover the lost data when low
and behold the engineer from Lucent admitted he goofed. He logged
into the correct site (MIT) but, the wrong switch=85 he was looking at the
existing classic 5ESS. Another example of how Lucent makes this
project and the people on the team hyper vigilent at all times.<br>
<br>
<dd>The 5ESS Service Team made up of 6 staff members and one voucher
employee are displaying signs of stress and burnout. All
individuals are working 110 % (full time) on the project as well as
performing their day-to-day responsibilities at 110%. The staff is
being spread thin. The 5ESS Service team tends to handle issues
that have no home. Therefore, the team will spend a significant
amount of time on outside problem resolutions and become more frustrated
and stressed for the distraction. (I continue to address this
issue gently, cleverly and creatively). Thank you to those who
recognize the magnitude and complexity of this project and have offered
their assistance and encouragement. =20
<dl>
<dl><font face=3D"ZapfDingbats">
<dd>%<x-tab> </x-tab></font>Communi=
cation
issues were prominent this month as we near crunch time.
Misunderstandings regarding the 5ESS implementation plan and services
available to customers before and after the switch cut over
cultivated. Specifically, rumors spread on the availability in 24
with SM6 after cut over. The actual plan is that we
re-engineered the 24 site to handle all lines currently in service and
spares of both ISDN and analog off of SM5. After the cut, the
old classic cabinets will be removed and SM 6 will go on line as
scheduled. This will have <u>no effect</u> on the community, the 5E
support team or VDIST. This temporary solution will be
a transparent to all outside of 5E Ops.<font face=3D"ZapfDingbats">
<dd>%<x-tab> </x-tab></font>Once
the team identified the =93quiet period=94 we received interesting questions
and/or concerns (E.g. the operators received a phone calls from customers
that were =93disappointed that they couldn=92t have a telephone for a
month.=94) Misunderstandings and confusion stirred
regarding services availability (e.g. length of time in quiet period,
expressing quiet period to customers when request for services come in,
etc.). This was addressed and hopefully resolved by Nate=92s meeting
on 12/14/01 with all of TNS team members related to telephones services,
support and infrastructure. =20
</dl>
</dl>
</dl><br>
<font face=3D"ZapfDingbats"><x-tab>  =
; </x-tab><x-tab> </x-ta=
b>%<x-tab> </x-tab></font>VDIST
is going to provide as much assistance as possible by using
<x-tab> </x-tab><x-tab> =
</x-tab><x-tab> &=
nbsp; </x-tab>their
influence to guide cutomer projects around the cut over. =20
<dl>
<dl>
<dl><font face=3D"ZapfDingbats">
<dd>%<x-tab> </x-tab></font>Documen=
tation
with strategy for going forward on MLK weekend needs to be created to
ensure things like food, cots, rotation schedules, etc. are addressed and
available to volunteers.
</dl>
</dl>
</dl><x-tab> </x-tab><br>
Team Dynamics:=20
<dl>
<dd>The 5ESS core team and additional resources being utilized come from
a strong foundation (or that the super glue is working). Increased
workloads, longer hours and outside frustrations are increasing stress
levels for all in E19 (6<font size=3D1><sup>th</sup></font> &
7<font size=3D1><sup>th</sup></font> floors). The TNS team is
made up of very talented individuals. Their efforts, skills, and
determination are making this project appear to the outside world as
simple though in reality it=92s very complex. <br>
<br>
<dd>The team is doing an outstanding job with balancing the stress from
the day-to-day issues and the project issues (it is a good sign when the
team is still laughing at my jokes).
</dl>Key Learnings:=20
<dl>
<dd><x-tab> </x-tab>Look
before you leap, use tact and courtesy, learn to listen, learn to laugh,=20
<dd><x-tab> </x-tab>Communica=
te
often and to many=20
<dd><x-tab> </x-tab>Always
stay alert=20
<dd>Appreciate every effort contributed=20
<dd><x-tab> </x-tab><br>
<br>
<br>
<br>
</dl><font color=3D"#0000FF">Thanks,<br>
Lu<br>
<br>
=BA</font><font color=3D"#800080">=BF</font><font color=3D"#0000FF">=BA</fon=
t>
<br>
<font color=3D"#FF0000"> ~</font> </blockquote>
<x-sigsep><p></x-sigsep>
<font color=3D"#0000FF">Thanks,<br>
Lu<br>
<br>
=BA</font><font color=3D"#800080">=BF</font><font color=3D"#0000FF">=BA</fon=
t>
<br>
<font color=3D"#FF0000"> ~</font> </html>
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