[1100] in I/T Delivery
5ESS upgrade and replacement Project
daemon@ATHENA.MIT.EDU (Louise T. Keohane)
Wed Apr 2 16:37:13 2003
Message-Id: <5.1.0.14.2.20030402134051.00a27ec0@hesiod>
Date: Wed, 02 Apr 2003 16:36:03 -0500
To: delivery@mit.edu
From: "Louise T. Keohane" <lu@MIT.EDU>
Mime-Version: 1.0
Content-Type: multipart/alternative;
boundary="=====================_12833689==_.ALT"
--=====================_12833689==_.ALT
Content-Type: text/plain; charset="iso-8859-1"; format=flowed
Content-Transfer-Encoding: quoted-printable
Project Name: 5ESS upgrade and replacement
Project Leader: Lu Keohane
Report Date April 2, 2003
Submitted by: Lu Keohane
Project Notebook URL: http://web.mit.edu/is/delivery/5ess/
Accomplishments in March 2003:
Continued to work with facilities (& Architecture) to redesign 6th floor=20
offices and the switchroom. To expedite the demolition/construction, the=20
entire 5E Operations team has been relocated temporarily within the=20
switchroom. We expect phase 1 to begin the week of April 14th.
Resolved minor issues with Lucent (e.g. BWM's, documentation updates, etc.)
Working collaboratively with Lawrence Livermore and Sandia National Labs=20
(other 5ESS owners with Lucent maintenance contracts) in resolving issues=20
regarding Lucent moving our 7x24 overseas without our prior knowledge. All=
=20
Tier I technical position have been removed in the Denver reliability=20
center and we have strongly discussed our dislike to Lucent's lack of=20
customer discussions/notification (We have one year left on our original=20
contract and LLNL/SNL had just started their first year of a 7 year=20
contract); disregard to the security and integrity of our systems=20
especially given our world events; lack of taking responsibility and=20
lastly, lack of alternative solutions offered since discovery of this major=
=20
change.
We see this collaborative effort as beneficial not only to MIT and LLNL/SNL=
=20
but to set precedents for all customers and to force Lucent to improve=20
overall performance.
Next Month=92s plan:
Construction will continue throughout the month of May and expect, if all=20
goes well, to be complete in the June time frame.
Continue to explore the training options for technicians. There are a few=
=20
options: 1) perform in-house (suitcase) training, 2) do the self-taught CD=
=20
ROM training (not available for all classes) and/or 3) training from the=20
5ESS-2000 test facility in Florida.
*Note: We realize that a suitcase training class may benefit more TNS=20
staff but are also taking into account that there is a great value on some=
=20
classes (e.g. the maintenance, translations classes) to have hands-on with=
=20
a system that is operational but does not jeopardize service to customers.
Design a strategy with the Director of TNS on providing new features and=20
functions that are available since the conversion. Included in this=20
strategy will be an implementation plan, user guides, training of TNS staff=
=20
as well as customers in the community.
Begin discussions with TNS director and Delivery director regarding a=20
official wrap-up process.
Issues:
Evaluated and reevaluate the demolition/construction plans to maintain a=20
least-expensive-route while also maintaining optimum functionality for the=
=20
team and equipment.
Key Learnings:
We have progressed up to and including the construction/design phase with=20
the help of others from other teams across I/S. In the past month,=20
Christine Cavanna was instrumental to us in the space redesign/construction=
=20
phases. All of her time and effort was deeply appreciated. Joe Collins=20
has been an integral part of this project from the start and looks forward=
=20
for this project to be wrapped up and completed. Joe is a valued anytime=20
and has been invaluable during this project.
Thanks,
Lu
=BA=BF=BA
~
--=====================_12833689==_.ALT
Content-Type: text/html; charset="iso-8859-1"
Content-Transfer-Encoding: quoted-printable
<html>
Project Name: 5ESS upgrade and replacement<br>
Project Leader: Lu Keohane<br>
Report Date April 2, 2003<br>
Submitted by: Lu Keohane<br>
<font size=3D2>Project Notebook URL:
</font><a href=3D"http://web.mit.edu/is/delivery/5ess/"=
eudora=3D"autourl"><font size=3D2 color=3D"#0000FF"><u>h</a></font><a=
href=3D"http://web.mit.edu/is/delivery/5ess/" eudora=3D"autourl"><font=
face=3D"Arial Narrow, Helvetica"=
color=3D"#0000FF">ttp://web.mit.edu/is/delivery/5ess/</a><br><br>
</font><b>Accomplishments in March 2003:</u></b> <br><br>
<font face=3D"Arial, Helvetica">Continued to work with facilities (&
Architecture) to redesign
6</font><font face=3D"Arial, Helvetica" size=3D1><sup>th</sup></font><font=
face=3D"Arial, Helvetica">
floor offices and the switchroom. To expedite the
demolition/construction, the entire 5E Operations team has been relocated
temporarily within the switchroom. We expect phase 1 to begin the
week of April
14</font><font face=3D"Arial, Helvetica" size=3D1><sup>th</sup></font><font=
face=3D"Arial, Helvetica">.<br><br>
</font>Resolved minor issues with Lucent (e.g. BWM's, documentation
updates, etc.)<br><br>
Working collaboratively with Lawrence Livermore and Sandia National Labs
(other 5ESS owners with Lucent maintenance contracts) in resolving issues
regarding Lucent moving our 7x24 overseas without our prior
knowledge. All Tier I technical position have been removed in the
Denver reliability center and we have strongly discussed our dislike to
Lucent's lack of customer discussions/notification (We have one year left
on our original contract and LLNL/SNL had just started their first year
of a 7 year contract); disregard to the security and integrity of our
systems especially given our world events; lack of taking responsibility
and lastly, lack of alternative solutions offered since discovery of this
major change.<br><br>
We see this collaborative effort as beneficial not only to MIT and
LLNL/SNL but to set precedents for all customers and to force Lucent to
improve overall performance. <br><br>
<b><u>Next Month=92s plan:<br><br>
<br>
</u></b>Construction will continue throughout the month of May and
expect, if all goes well, to be complete in the June time frame.
<br><br>
Continue to explore the training options for technicians. There are
a few options: 1) perform in-house (suitcase) training, 2) do the
self-taught CD ROM training (not available for all classes) and/or 3)
training from the 5ESS-2000 test facility in Florida. <br>
*Note: We realize that a suitcase training class may benefit more
TNS staff but are also taking into account that there is a great value on
some classes (e.g. the maintenance, translations classes) to have
hands-on with a system that is operational but does not jeopardize
service to customers.<br><br>
Design a strategy with the Director of TNS on providing new features and
functions that are available since the conversion. Included in this
strategy will be an implementation plan, user guides, training of TNS
staff as well as customers in the community.<br><br>
Begin discussions with TNS director and Delivery director regarding a
official wrap-up process.<br><br>
<b><u>Issues:<br><br>
</u></b><font size=3D2>Evaluated and reevaluate the demolition/construction
plans to maintain a least-expensive-route while also maintaining optimum
functionality for the team and equipment.<br><br>
<br>
</font><b><u>Key Learnings:</u></b> <br><br>
We have progressed up to and including the construction/design phase with
the help of others from other teams across I/S. In the past month,
Christine Cavanna was instrumental to us in the space
redesign/construction phases. All of her time and effort was deeply
appreciated. Joe Collins has been an integral part of this project
from the start and looks forward for this project to be wrapped up and
completed. Joe is a valued anytime and has been invaluable during
this project.<br><br>
<br>
Thanks,<br><br>
<x-sigsep><p></x-sigsep>
Lu<br><br>
<font color=3D"#0000FF">=BA</font><font color=3D"#800080">=BF</font><font=
color=3D"#0000FF">=BA<br>
</font> <font color=3D"#FF0000">~</font></html>
--=====================_12833689==_.ALT--
