Brian Smith, network administrator at Advanced Energy Technology (AET), has been given the responsibility of implementing the migration of a large datacenter to a new office location. Careful planning is needed because AET operates in the highly competitive petroleum industry. AT is one of five nationalsoftware companies that provide an accounting and business management package for oil jobbers and gasoline distributors. A few years ago AET jumped intothe "application service provider" world. Their large data center provides clients with remote access to AET's complete suite of application software systems.Traditionally, one of AET's primary competitive advantages has been the company's trademark IT reliability. Due to the complexity of this project, Brian willhave to use a parallel method of implementation. Although this will increase project costs, a parallel approach is essential if reliability is not to becompromised.Currently AET's data center is located on the second floor of a renovated old bank building in downtown Corvallis, Oregon. The company is moving to anew, one-level building in the recently developed industrial complex at the Corvallis International Airport. On February 1, Brian is formally assigned the taskby the vice president of operations, Dan Whitmore, with the following guidelines:? From start to finish, it is anticipated the entire project will take three to four months to complete.It is essential that AET's 235 clients suffer no downtime.Whitmore advises Brian to come back to the Executive Committee on February 15 with a presentation on the scope of the project that includes costs, "first-cut" timeline, and proposed project team members.Brian had some preliminary discussions with some of AET's managers and directors from each of the functional departments and then arrangedfor a full-day scope meeting on February 4 with a few of the managers and technical representatives from Operations, Systems, Facilities, andApplications. The scope team determined the following:? Three to four months is a feasible project timeline, and first-cut cost estimate is $80,000-$90,000 (this includes the infrastructure upgrade of the newsite).? Critical to the "no-downtime" requirement is the need to completely rely on AET's remote disaster recovery "hot" site for full functionality.Brian will serve as project manager of a team consisting of one team member each from Facilities, Operations/Systems, Operations/Telecommunications,Systems and Applications, and Customer Service.Brian's Executive Committee report was positivelv received and. after a few modifications and recommendations. he was formally charged with responsibilityfor the project. Brian recruited his team and scheduled their first team meeting (March 1) as the initial task of his project-planning process.Unce the initial meeting is conducted Brian can hire the contractors to renovate the new data center. During this time Brian will figure out how to design thenetwork. Brian estimates that screening and hiring a contractor will take about one week and that the network design will take about two weeks. The newcenter requires a new ventilation system. The manufacturer's requirements include an ambient temperature of 67 degrees to keep all of the data serversruman:at optimal speeds. The ventilation system has a lead time of three weeks. Brian will also need to order new racks to hold the servers, switches, andother network devices. The racks have a two-week delivery time. Once the initialmeeting is conducted Brian can hire thecontractors to renovate the new datacenter. During this time Brian will figure outhow to design the network. Brian es Part 2after the photo: Once the initial meeting isconducted Brian can hire the contractors torenovate the new data center. During thistime Brian will figure out how to design thenetwork. Brian estimates that screeningand hiring a contractor will take about oneweek and that the network design will takeabout two weeks. The new center requiresa new ventilation system. Themanufacturer's requirements include anambient temperature of 67 degrees to keepall of the data servers running at optimalspeeds. The ventilation system has a leadtime of three weeks. Brian will also need toorder new racks to hold the servers,switches, and other network devices. Theracks have a two-week delivery time. Thedata center supervisor requested that Brianreplace all of the old power supplies anddata cables. Brian will need to order theseas well. Because Brian has a greatrelationship with the vendor, they guaranteethat it will take only one week lead time forthe power supplies and the data cables.Once the new ventilation system and racksarrive, Brian can begin installing them. It willtake one week to install the ventilationsystem and three weeks to install the racks. The renovation of the new data center canbegin as soon as the contractors have beenhired. The contractors tell Brian thatconstruction will take 20 days. Once theconstruction begins and after Brian installsthe ventilation system and racks, the cityinspector must approve the construction ofthe raised floor. The city inspector will taketwo days to approve the infrastructure.After the city inspection and after the newpower supplies and cables have arrived,Brian can install the power supplies and runthe cables. Brian estimates that it will takefive days to install the power supplies andone week to run all of the data cables.Before Brian can assign an actual date fortaking the network off line and switching tothe hot remote site, he must get approvalfrom each of the functional units("switchover approval). Meetings with eachof the functional units will require one week.During this time he can initiate a powercheck to ensure that each of the racks hassufficient voltage. This will require only oneday. Upon completion of the power check,he can take one week to install his testservers. The test servers will test all of theprimary network functions and act as asafeguard before the network is taken offline. The batteries must be charged,ventilation installed, and test servers up andrunning before management can beassured that the new infrastructure is safe,which will take two days. Then they will sign off the primary systems check, taking oneday of intense meetings. They will also setan official date for the network move. Brianis happy that everything has gone well thusfar and is convinced that the move will gojust as smoothly. Now that an official date isset, the network will be shut down for a day.Brian must move all of the networkcomponents to the new data center. Brianwill do the move over the Page 209weekend-two days-when user traffic is at alow point. ASSIGNMENT 1. Generate apriority matrix for AET's system move. 2.Develop a WBS for Brian's project. Includeduration (days) and predecessors. 3. Usinga project-planning tool, generate a networkdiagram for this project. Note: Base yourplan on the following guidelines: eight-hourdays, five-day weeks except for when Brianmoves the network components over aweekend, no holiday breaks, and March 1,2010, is the project start date. Orderingventilation system, new racks, and powersupplies/cables takes only one actual dayof work. The remaining days are the timenecessary for the vendors to fill and shipthe order to Brian. So use finish-to-startlags here. Assume that five days after thestart of the renovation of the data centerthat the raised floor will be ready forinspection (a start-to-start lag)

2 Case 6.1 - Network Diagram 3 4 INSTRUCTIONS 5 1) Use Excel or PowerPoint to design the AON network 6 which should be a visual respresentation of the predecessor, relationships identified in the WBS. Do not submit a hand drawn image for grading. If you use PowerPoint to design 8 the network, insert the image of the completed design into this worksheet. Do not attach a separate PowerPoint file. 9 10 2) When creating the AON network, use arrows which flow from left to right to indicate predecessor successor 11 relationships. Pay attention to the placement of activities 12 within the network such that you do not have a successor 13 occuring to the left of its predecessor. Successors always occur on the right of the predecessor. 14 15 3) Design each activity as a single box with the alphabetic ID | (e.g., A, B, C, etc.) inside the box. Do not create boxes of 16 nine. Do not complete the forward and backward passes. 17 Do not calculate slack. + 18