Abstract
M.Comm.
Most modern and even not so modern businesses are currently investing in the hire or purchase of private access branch exchange (PABX) equipment. Usually the main concern is one of reduced costs to the company, since the internal calls between users on the same PABX are not routed via the public telecommunications operator (Telkom) and therefore free of charge [ James, 1997: 17 ]. Larger companies are experiencing the problem that their offices are distributed countrywide. They can install PABX equipment at each regional office, but this will only allow the employees within the regional office to communicate via internal calls. These organisationssoon realise the need for a voice network that provide them with the capability to communicate internally on a country-wide and in some cases, even a worldwide scale. A private voice network can be established by following two routes. If the company is relatively small and cannot afford its own transmission infrastructure in the form of openwire routes. coaxial cables. microwave routes, satellite routes and the associated multiplexers and flexible multiplexers. then they can lease transmission infrastructure from the public telecommunications operator (Telkom) and pay rental and other associated charges for usage thereof If the company can afford the capital investment in its own transmission infrastructure, it will be capable of communicating on a countrywide basis without relying on the service provided by the public telecommunications operator. In most cases, however, the latter option is illegal, due to regulatory protection of the national telecommunications operator. as stipulated by the telecommunications act (103/1996). In some cases, like the Transnet group, legislation requires the use of a private telecommunications network. The reason for this was that a major catastrophe in the transport industry might result due to problems with the telecommunications facilities. In that case, the public telecommunications operator would not accept any responsibility for the consequences of the break in communications. Transtel is the business unit that acts as a "private telecommunications operator" for the Transnet group . Transtel provides both voice and data communications to its clients within the Transnet group . In this case the main concern is not one of reduced costs, and therefore Transtel is implementing a tariff structure similar to that of the public telecommunications operator. The problem of providing voice communications between geographically distributed offices must be solved reliably and efficiently by the private voice network implemented by Transtel to serve the Transnet group. This implies that Transtel have the challenging responsibility to implement a managed voice network, in order to ensure better service levels than can be obtained from Telkom. The next problem that faces the private telecommunications operators for organisations with several business units and a plethora of departments, is that the costs for telecommunications facilities must be broken down into separate amounts per business unit and per department. This breakdown of costs must also reflect actual usage of the communications network and the billing systems must have the capability to generate detailed reports on network usage, as requested. In organisations like Transnet, where lower costs were not the primary objective of the private communications network, usage of the private network as well as usage of a combination of the private and public network, is being billed back to the department that uses the service. In short, the private telecommunications operator must rely on highly efficient and reliable billing systems to keep track of network costs and clients, since it operates as a separate business unit within the group and have to show a return on the investment on network technology [ Wasnick, 1998 : 26 ]. Inevitably, the private communications operator will need to ensure its clients of superior telecommunications services, and in many cases formal service level agreements will define the acceptable service level from the client's point of view. In order to place the private operator in a position to honour the service level agreements, its networks and especially its voice network must be managed by a global, integrated network management system. The network management system must be global in the sense that it manages all the resources in the voice network as well as resources in other networks that are utilised by the voice network. In order to facilitate optimal service levels, the network management system must be fully integrated with the rest of the operator's information technology infrastructure. It is, however, not enough to have a network management system in place that can cater for all the technical network management needs of the organisation. The organisational structure, management philosophies and business processes must also be adapted, in order to fully utilise the potential benefit of the technical network management functionality [ Sutherland, 1998 : 8 ]. A multi-faceted approach to voice network management will ensure that bi-directional information flow and a balance is established between the technical network side, the business side and the organisational structure, as depicted in Figure 1.1. A major disadvantage will be overcome by focusing on the total telecommunications environment, rather than emphasising the business environment, the technical environment or the organisation. No modern telecommunications operator will be able to survive in the highly competitive environment without a strong business focus integrated with technical excellence and supported by an appropriate organisation structure.