The tale of the man, the boy, and the donkey…and the IT infrastructure

When it comes to making decisions that involve a financial outlay in the organization, such as the acquisition of some component of the Technological Infrastructure, there will generally be a flood of "advisors" who will tell us the pros and cons of how we should make our investments, and what we should prioritize: servers, networking equipment, structured cabling, PCs, etc.

It is in this context that I'd like to share a story we were taught in our childhood: The Tale of the Man, the Boy, and the Donkey. This story tells of a man, his son, and their donkey traveling to town. The author humorously narrates how, along the way, they encounter various characters who criticize their mode of transportation. Their comments lead the protagonists to change their way of getting around: at one point, the man walks with the boy while the donkey carries the load; later, the man walks while the boy rides the donkey; and finally, at one point, the man and boy carry the donkey together. The moral of this story is clear: "Don't let yourself be swayed by the opinions of others without using your own judgment."“

In several projects I have had the opportunity to participate in, the client or owner encounters the "pressure" or so-called "marketing" of manufacturers and their salespeople, who try to condition their decision-making to the advice they present as absolute truths. I have even heard the phrase "the standard says so" on several occasions, without any basis, in order to achieve their commercial objective.

It's clear that manufacturers play a crucial role in technological development, and every project requires harmonious participation from all stakeholders. However, ultimately, the client bears the responsibility for the decision and must make it considering the organization's specific circumstances. For example, implementing structured cabling for a school is not the same as implementing it for a hospital; in fact, international standards exist to provide specific guidance for each case.

We must remember that a project must meet four criteria: Scope, Time, Cost, and Quality; this within the technological reality of our organization: A technological leap from Category 5E to Category 6A is not the same as a leap from Category 6 to Category 7A. We must evaluate the impact on the business and whether these changes will contribute directly or indirectly to the organization's strategic objectives.

Some antidotes to the tsunami of “advisors” are:

First: Never lose sight of who has the final say.

Second: Stay up-to-date by participating in courses, conferences, congresses, and truly keeping abreast of technological advancements.

Third: Know the credentials that support the “advisor”.

Fourth: Does our “advisor” have the international standards to ensure that their arguments are well-founded and aligned with industry standards?

Fifth: Feed your information from fresh and reliable sources. Wikipedia has many followers online, but it's better to go to more specialized sources such as BICSI, TIA, specialized journals, blogs, or specialized forums.

Sixth: Always maintain good relationships with the different manufacturers. In the evolution of technological infrastructure, each one has its strengths.

Seventh: If we are unfamiliar with a topic, let's hire a specialized consultant. This will help us make sound decisions.

In the process of implementing a technology project, there are multiple aspects that must be evaluated, and employing a good management methodology will help us achieve successful results.