Switching to IP telephony presents many challenges. One of them is staffing. The migration to IP is a major change in voice communications and requires a variety of skills.
In the average enterprise with a PBX, the data and telecom groups have their own responsibilities and operate autonomously. In fact, in many organizations they are at odds. In a converged environment, the IT department needs both telecom and data expertise. The data folks need to monitor and maintain the network, while the voice staff configures and manages the telecom features and applications. Neither group can manage the job alone.
Gartner reports that more than 80% of companies are undergoing trials of IP. They expect in three years a majority of organizations will be using it. That means most of us will be dealing with these issues in the near future. Many already are, and some project failures can be attributed to lack of adequate skill sets and poor communication among groups.
Linda Tucci, a senior writer at SearchCIO.com, says an IPT deployment lineup should consist of several teams: migration project management, data, telecom, operations and helpdesk. It is critical they work together and communicate well.
A CIO planning an IP project will do well to first assess the skill sets of the current team. A project of this magnitude cannot be left to just one group. A multitude of issues need to be addressed and as a result a multitude of skills are needed. The coordination of efforts and close communication between the groups can make or break the entire project.
When choosing team members, the wise CIO will look for communication and interpersonal skills as well as technical ability. As important as tech skills are, in this kind of environment they are not enough.
The wise voice or data technician will also try to develop these skills. Boast about them on your resume if you already possess them. It could make all the difference.
Reach the author at mpowell@a1teletronics.com.
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