In-house is 'out': infrastructure is becoming too complex--and too costly--to plan, deploy, and operate in-house.

Campus IT infrastructure has become big, complex, expensive, and mission-critical. Long gone are the days when telephones were served by a wire plant, switching equipment managed by the local utility, and the campus data network by a small crew within the campus computing services department. Today's technical, infrastructure comprises video, one-card services, security, and physical plant low-voltage systems, in addition to data and voice. The long-predicted convergence of communications technologies has finally arrived.

Wireless services are rapidly expanding from a few zones to include the entire area of the campus. With the advent of e-learning and distance-bridging technologies such as the Internet and networked videoconferencing, "infrastructure" now extends to remote instructional sites, branch campuses, and affiliated institutions.

Minute by minute, day into evening, the educational, and business activities of institutions of higher education depend on computers, switches, wires, broadcast hubs, and even more esoteric devices. These, in turn, are orchestrated by software and databases that are growing in cost and complexity at a rate exceeding that of the hardware. Who's going to plan all of this stuff?

TOO DAUNTING TO DO ALONE

At some point in the past few years, colleges and universities tacitly admitted that technical, infrastructure has become too difficult and risky to plan without specialized, professional assistance. Even those institutions that are confident in their ability to manage sophisticated networks and services almost never build new ones or expand or modify those they have already without engaging consultants for these projects. This new approach to infrastructure planning comes at a time when IT budgets have flattened or declined, a trend that seems to have reinforced reliance on outside technical expertise.

A series of 2002 Gartner Group (www.gartner.com) studies summarized in an article entitled "Higher Education Predictions: 2002 and Beyond" highlighted issues resulting from the "double pressure of recession and new security concerns." While infrastructure is becoming significantly more costly to plan, deploy, and operate, the funding for new IT staff positions is just not there. Concerns about security and privacy of information are only part of the picture, creating a well-coordinated set of services from the various technologies in use on campus is equally important. Gartner advised consolidating technical gains made during recent years to transform campus cyberculture "from a 'playpen' to a more secure performance-oriented environment." New investments and policy decisions, they said, would be necessary.

In "Mainstream Network Model," a 2002 paper published by the Educause Grant Programs (www.educause.edu/asp/doclib/), Phil Long identifies several goals for campus infrastructure. Reliability is paramount. Scalability, so that networks can grow successfully, is also key to good design. These networks need to serve multiple functions, need to evolve continuously, and must accommodate new functions not yet identified. The whole infrastructure also needs to comply with technical standards in order to be manageable and cost-effective.

FINDING HELP

IHEs of all kinds and sizes--and with widely differing IT staff resources of their own--have increasingly turned to consulting firms specializing in infrastructure planning. The services they seek range from reviews of campus plans and identification of technology options to negotiations with vendors and full project management.

One of the long-established infrastructure-consulting firms is Western Telecommunication Consulting Inc. (www.wtc-inc.net). The firm's published client list includes many of the largest universities in the U.S. and is accompanied by a claim that 65 percent of WTC's clients retain the company for additional work. The company's services fall into three main categories: technology, finance, and management/organization. Their analyses of financial considerations feature rate studies and return-on-investment forecasts but also include needs assessments on campus and financial modeling of campus and life cycle budgets for the institution. WTC is careful to state that it does not have partnerships or affiliations with technology vendors. The company's Web site publishes (and archives) a monthly article, "The Cabbage Report," that offers a running primer on basic issues in infrastructure management.

RCC Consultants Inc. (www.rcc.com) offers consulting, engineering, and outsourcing services. One of the firm's special products is a suite of radio-frequency engineering software tools. These programs assist in site management, analysis of sources of radio interference, and the measure of radio frequency emissions (which must fall below regulatory maximums).

Compass Consulting International Inc. (www.compassconsulting.com) has a client list that ranges from very large universities and multicampus systems to small colleges. A project at the University of Nebraska-Lincoln involved reviewing two possible telecommunication alternatives for upgrades to voice and data services. When the university made its choice, Compass then assisted in negotiations with the local telephone company, a service that has become widespread among the consulting companies. In follow-on projects at UNL, Compass conducted user satisfaction surveys, compiled a rate comparison study with similar institutions, and developed university-wide specifications for technical infrastructure for networks. On a smaller scale, Compass evaluated for Wheaton College (MA) a full range of technology services for students. The project surveyed needs, estimated costs, and specified a mix of technologies to carry out the plan. Compass engaged a partner firm to concentrate on electrical design tasks.

Elert and Associates (www.elert.com) adds courseware and multimedia expertise to the usual consulting portfolio for technical infrastructure. As one of its key services, the company features training courses for end users as well as technology managers. Elert's list of sample projects demonstrates a focus on specialized infrastructure needs for institutions of many sizes and kinds, spanning education and nonprofit organizations.

IPLogic (www.iplogic.com) exemplifies a different basis for its expertise and resources in IT infrastructure planning. The firm has strategic partnerships with major technology vendors including Cisco Systems. Frank Archambeault, director of Network Services at Vassar College, finds that IPLogic's status as a Gold partner with Cisco brings "access to discount incentives, enhanced engineering expertise, and greater software availability." IPLogic is assisting Vassar on projects including VLAN (virtual local area network) development, wireless security, multicasting, and Internet2 connectivity. "There's a newness to the VLAN technology, and having the skill set available through a vendor allows for a smoother planning phase, better implementation/troubleshooting, and provides frontline training to our staff," says Archambeault. As to wireless issues, he reports, "The use here is to supplement our current manpower and time. The [IPLogic] technician arrives focused on completing one task and isn't interrupted due to multiple project management tasks or daily service requirements. This method also allows us to have engineering discussions on best practices and configurations, service difficulties, and future planning requirements learned from the vendor." Speaking about network management station installation, Archambeault says, "For this project, we hire the hands and knowledge to get an important piece of software (Cisco Works) up and running quickly. Field training is provided through on-site, real-time interaction with the product the vendor is installing and we will be working with. IPLogic provides additional phone support, with the Cisco Technical Assistance Center behind them."

WHAT'S THE ROI?

Infrastructure planning services do not come cheaply. Even the smallest survey or assessment of plans and options is likely to exceed $10,000. Colleges and universities should anticipate that consulting costs will exceed the rate they would pay for their top IT staff to devote comparable time to a project. But those are dollars spent to buy expertise, focus, and experience that even the most technically competent IT departments find themselves unable to provide with their own staff. Truth is, nowadays most institutions are building consulting and outsource service costs into infrastructure projects, reasoning that the costs of delay, errors, and service interruptions justify allocating growing proportions of project budgets to outside assistance.

The consulting firms cover a wide range of expertise and special strengths. In fact, many are as adept at conducting market studies on campus and identification of financing opportunities as they are with the analysis and planning of the technology itself. Others specialize in particular technologies, such as wireless or classroom technologies. In some cases, consulting companies are aligned with key technology vendors; others take pains to assure clients that they are independent and neutral regarding vendors. All are eager to use past clients not just as references, but as examples that define the nature of their consulting practice.

Selecting a consultant for IT infrastructure planning is a high-stakes investment, one to be weighed carefully. Vassar's Archambeault advises, "Some vendors want to talk money and contracts, others want to talk projects and how they can help you meet your deadlines and implementations. Contracts and dollars don't always get the job done. Evaluate who you will be working with and spending dollars on. Do they deliver, or just want to have contract talks?" Fortunately, the nature of the consulting business is such that learning about a company's relationship with other IHEs can be managed quite effectively--and with the assistance of the company under consideration--if you are willing to do that homework.

Tom Warger is a consultant for Edutech International (www.edutech-int.com).