6 The Full Set of Process Components 12 CHAPTER 1 Introduction on a perproject basis. Throughout this book we discuss which components are necessary, and which may be reduced in importance. 1.4.2 Tactical and Strategic Significance Network analysis, architecture, and design are part of the engineering process that forms the basis of networking projects. Such projects have immediate, tactical (nearterm), and strategic (longterm) significance, and networking projects should consider all of these areas. I recommend that network projects have a plan that includes current, nearterm, and longterm targets. While the current target will be a network design, the nearterm and longterm targets can be proposed enhancements to the current target, lists of problem statements, objectives, and requirements for nearterm and longterm, or all of these. For example, Figure 1.7 shows a oneyearyearyear project plan. The idea behind this plan is to develop a network design that will be implemented within one year, will prepare us for any changes we might need to make to the network within three years, and will keep us in the direction of what is planned for five years in the future. The longterm (fiveyear) target is a rough estimate. We will likely not know what new networking technologies, services, or levels of performance will be available five years out, nor will we know how our customers’ business plans will change, nor what network problems will arise during that time. But we should have an idea of where we want to be, with the understanding that we may have to make significant changes to the longterm target during those five years. Thus the longterm target is variable. Time (Years) 1 3 5 Current Target Long Term Target NearTerm Target Known Direction InCourse Adjustments Existing Variable Network FIGURE 1.7 A OneThreeFiveYear Project Plan Overview of Analysis, Architecture, and Design Processes 13 The current (oneyear) target should be well understood and is the focus of our analysis, architecture, and design effort. In between the oneyear and fiveyear targets, the nearterm (threeyear) target is intended to be somewhat flexible, yet better understood than the longterm target. A significant change in the longterm target (e.g., the result of a planned merger, outsourcing, or major change in a company’s business) can be mediated by course corrections in the nearterm plan. Although a oneyear plan is shown here, the important concept is to have both tactical and strategic approaches to your plan. Experience shows that oneyear plans are very good starting points, but depending on your customers, you may rapidly evolve your network with a sixmonthyear plan, or take a longerterm view with a oneyearyearyear plan. I have seen all of these plans work to meet the needs of their customers. Example 1.4. Voice over IP (VoIP) is of interest to many organizations and is an example of a network project that would benefit from tactical and strategic plans.