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Sample essay topic, essay writing: Voip - 1120 words
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ZDNet Make the Case Series:IT Business Case Template:Voice over Internet Protocol (VoIP) SolutionsGeneral IntroductionVoice over Internet Protocol (VoIP) is one benefit of the convergence between data and telecommunications. Companies today are seeing the value of transporting voice over IP networks to reduce telephone and facsimile costs and to set the stage for advanced multimedia applications and services such as unified messaging, in which voice, fax, and e-mail are all combined.[Include description of selected VoIP product(s) or solution(s) here, including features, benefits, etc.]This business case explores the opportunities and benefits that can be realized in the deployment of VoIP product(s) or solution(s), as well as the costs and associated risks involved. However, the template may need customization. Each organization is likely to have unique challenges and opportunities that the business case should address.I. Need/OpportunityKey technical and business objectives for VoIP:A. Tangible goals or objectiveso Lower recurring transmission chargeso Deploy integrated voice-and-data applicationso Reduce operating costso Consolidate accounting systemso Reduce cost of owning two separate networkso Enable new features, services, and capabilitieso Reduce customer churno Reach new customersB.
Scopeo Impact and benefits from deploying VoIPo Determine number of employees who send and receive voice and data serviceso Provide expanded set of services with new and higher-value offeringso Identify risk factorso Systems affected upon deployment of VoIPo Define project size and market opportunity o Manage complexity of technologyo Increase bandwidth allocationo Select proper standardso Interoperate with other vendor systemso Improve latencyII. StakeholdersA. Primaryo Executives looking to expand market opportunitieso Managers who want to maintain high level of customer satisfaction and reduce customer churnB. Secondaryo End-users like employees that communicate with co-workers, business partners, and customersIII. AlternativesA. No changeNo change may be the best option if there is no strong demand for voice and data convergence services.1
CostWhile the cost for the VoIP service is eschewed, other costs may be incurred:o Inability to deliver expanded services to customerso Lost productivity of employees2. Return on savingsSavings can be derived from the following:o Based on the costs, the potential return on investment for not implementing VoIP may be zero or a negative number3. Risko Risks include those mentioned in the "cost" sectiono Higher cost of phone call charges in the futureB. Delay Procurement/Implementation1. CostWhile the cost of VoIP is postponed, other costs may be incurred:o Costs may be similar to a No Change alternative. However, these costs will decrease once the service is implemented at a latter time2.
ROIThe short-term savings of not implementing VoIP are weighed against the costs of waiting and avoiding other costs to determine length of time to break even and see a return on the initial expenses.o Several implementation timelines may be used to show the incremental costs of waiting shorter or longer periods3. Riskso Future VoIP services may have higher costs if implementedo Future VoIP technology may not be compatible with current hardware therefore purchase of hardware will be necessaryC. OutsourcingList possible vendors for outsourcing services. Solutions may be layered and come from multiple vendors, or may be a single solution from one vendor. For each vendor, consider:1.
Costso Initial and monthly/ annual costs paid directly to the service provider for proposed solutionso Cost of ongoing maintenanceo Costs related to make existing hardware or software compatible, such as upgrades, replacements, reconfigurations, and additional telecommunications tools/ facilitieso Labor costs for installing and/or implementing VoIPo Issues with associating costs with operational budget rather than capital budgeto Cost of additional bandwidth2. ROIo Short-term savings of outsourcing over buyingo Short-term savings of not implementing the VoIP service are weighed against the costs of outsourcing to conclude the length of time to break even and to see a return on initial expenseso Weigh the trade off spending operational budget versus capital budget3. Risko Quality of Service (QoS) may not be reliableo Less control over the technologyo Interoperability issues with other vendor systemso Lack of expertise and experience in convergence technologieso Inability to finish the proposed solution at specified timeD. Build1. Costo Cost of IT Department to evaluate, design and build a VoIP service.
Costs cover both employees' salaried times and returns not being recognized by other IT projects because resources are diverted; may also include the cost of consultants and contract programmers.o Cost of training and education for VoIP technical staffo Issues with associating costs with capital budget rather than operating budgeto Costs related to make existing hardware or software compatible, such as upgrades, replacements, reconfigurations and additional telecommunications tools/ facilitieso Cost of maintenanceo Cost of additional bandwidth2. ROIThe cost of using in-house resources to build and maintain VoIP plus initial investments are weighed against the savings found in:o No Changeo Waitingo Outsourcingo Buying3. Riskso Lack of expertise and experience in convergence technologieso Interoperability issues with other vendor systemso Unforeseen maintenance cost may lower ROIE. BuyPossible vendors of VoIP products and solutions:1. Costo Initial and monthly/annual costs paid directly to vendors for proposed solutionso Costs related to make existing hardware or software compatible, such as upgrades, replacements, reconfigurations and additional telecommunications tools/ facilitieso Cost of additional bandwidtho Labor cost for implementing the serviceo Cost for Technical staff or system administrator o Time for stakeholders to install or configure new solutions on their desktops2. ROIThe cost of buying are weighed against the relative savings of:o No Changeo Waitingo Outsourcingo Building3. Risko Inability to deal with system level challengeso Being pre-maturely "locked-in" to a given vendor's architectureo Instability of the VoIP solutiono Quality of Service (QoS) may not be reliableo Interoperability issues with other vendor systems.o Structure of corporate technology staffIV.
Business values for the alternativesA. ROI Costs/Savings in terms of:1. Tangible returnso Weigh the alternatives to discover which best meets the objectives specified in the alternatives section.2. Incremental revenueo The increase in revenue likely to be seen from each alternativeo The actual time period for the company to receive the additional revenue stemming from alternatives3. Return on capitalo Aside from the VoIP returns projected from the capital investment, other benefits may be realized as a result of the investment. This will increase productivity thereby yielding more profit for the company4.
Cost of capitalo Short-term costs may include:o Hardware (if necessary) and operation systemso Training for employees and technical staffo Long-term costs includeo Depreciation of capital investments o Cost of maintenance including monthly/annual charges, if anyB. Customer satisfactionThe criteria for customer satisfaction for the stakeholders include:o Overall response of employees within the organizationo Reduced customer churno Reduced long-term network ownership costsC. Resources and roleso In-house resources involved in each solution, if applicableo Outsourced resources involved in implementing each solution, if applicableD. Timetable/Time to marketThe timeline specified in the project impleme ...
Research paper and essay writing, free essay topics, sample works Voip
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