Our techie journey

Below you will find the key ideas from Chapter 4 of CWISA-102.

Issues with Poor Design

1. Poor Coverage.
2. Poor Capacity.
3. Lack of Scalability.
4. Lack of Required Functionality.
5. Implementation Wrong Equipment

Common Wireless Requirements and Constraints: Bandwidth/Capacity

A service level agreement (SLA) is a document that delineates the expected level of service from a vendor or service provider. When calculating bandwidth requirements for a wireless service area, various factors must be taken into account. Some key considerations include:

1. Number of users: The more user you have in the services area, the more bandwidth you will need to support them.
2. Types of Device: Different types of devices, such smartphone, tablets and laptops have different bandwidth requirements. You will need to consider the mix of devices.
3. Types of Applications: Different applications, such streaming video, online gaming, and file transfers, have different bandwidth requirements. You will need to consider the mix of devices.
4. Quality of Service: In the bandwidth requirements provided, the OversubFactor is sometimes known as the magic number. You will see different number for the value for different network types. To calculate what is actually called oversubscription, you will determine the ratio total potential bandwidth generated in wireless cell compared to the uplink of an AP. For example, if the potential bandwidth is 2 Gbps and the uplink is only 1 Gbps, the oversubscription is 2:1

Total_devices x requiered_Mbps_per_user / Over_Sub_Factor = Throughput_Required

Wireless System Design

1. Identify the Use Case
2. Capture the needs of the Stakeholders.
3. Identifying Requirements and Constraints.
4. Physical Constraint.
5. Organizational Constraint.
6. Deal with Scope Creep

Identify the Use Case

1. Is usually a high-level conceptual vision, driven by an organizational need that is not fulfilled.
2. With the need identified, feasibility analysis should be performed. (Analysis de Factiblidaad).
3. A rough set of requirements and constraint is generated.
4. A General idea of solution can be created with rough order magnitude estimates cost.
5. Now, the project can reach a go/no go decision before moving forward.

Capture the Needs of the Stakeholders

To gather inputs from stakeholders, it is typically necessary to conduct interviews, either in person, via phone, or through email or web surveys. However, personal or video/voice calls tend to be more effective than email or web surveys. When soliciting needs from various stakeholders, it is important to assess their relative importance and elasticity

Importance is a measure of which functions are absolutely essential for success compared to functions that are considered «nice to have.»

Elasticity is a measure of how much flexibility exists in satisfying particular needs. For example, in some circumstances, the maximum cost may be fixed, while other times the budget is a target value, and there may be a willingness to increase it, especially in exchange for adding some «nice to have» functionality.

Identifying Requirements and Constraints.

Remember that requirements specify what the system must accomplish to function correctly, while constraints specify what the system must navigate around to fulfill the requirements. Unlike requirements, constraints can be closely interrelated or conflict with one or more requirements.

A system is considered overconstrained if one or more constraints either directly conflict with each other or clash with one or more requirements. For instance, a system is overconstrained when there is a requirement to implement video surveillance in a specific area, but local government regulations prohibit such surveillance. Additionally, a system is overconstrained when no viable solution can be devised.

Physical Constraints

1. Interior and exterior building materials.
2. Lack of cable path availability within building.
3. Lack of cable path availability between buildings
4. Overlapping Wireless Systems.

Physical constraints are dictate by by the environment.

Organizational Constraints

1. Budget.
2. Schedule.
3. Aesthetic.
4. Equipment security.
5. Vendor lock-in
6. Accessibility.

Deal with Scope Creep (Cambio de alcance)

Scope creep often arises when the complete set of stakeholders’ requirements is not properly identified and captured upfront. However, changes in needs can also occur, such as budget cuts or the unavailability of specific hardware. There are three fundamental techniques to address and design for scope creep:

1. Include excess margin.
2. Minimize complexity.
3. Maintain funcional independence.

Evaluating the Quality of Design

Functional Requirements (FR) are independent of each other, by definition. Ideally each functional requirement should have one, and only one Design Parameter (DP), and that DP should only influence its corresponding FR. This ideal case is know as an uncoupled design

A couple design is the case where all of DP impacts all of the FR.

An insufficient design exists when there are mo FRs than DPs. Conversely a redundant design exists when there are more DPs than FRs.

Project Management Practices

The PMBOK Guide divides project management process into five groups:

1. Initiating: This is activities related to defining and authorizing a project o phase.
2. Planning: Include activities related to defining and refining the project goals, objectives, and deliverables
3. Executing: Include activities related to carrying out the project according to the plan.
4. Monitoring & Controlling: Activities related to tracking and measuring progress, identifying and addressing issues, and making necessary adjustments to keep the project on track.
5. Closing: Include activities relate to completing and closing out the project, including delivering the final deliverables.

Resource Management

A Project Resource can be time, a supplier, someone providing training, or a person performing tasks. A resource is anything that is required to carry out the project tasks.

Statement of Work

Statement of Work is a document that outlines (describe) the tasks, deliverables, and requirements for a project. In technology projects, a SOW maybe use as to establish roles and responsibilities, scope, objetives. A SOW often includes details such as; Project timeline, budget, deliverables and constraints and assumptions that will apply.

Non-Disclosure Agreements

A legal contract between two or more parties outlining confidential material or information that the parties wish to share with one another for specified reason and intentions, but wish to restrict access to or by third parties.

Hold Harmless Agreements

A contract between two or more parties designed to released parties from legal claims.