Issue link: https://epubs.iltanet.org/i/16612
the PBX systems together, creating dial plans that route calls to the PBX nearest the phone number that was dialed, and then jumping the call out of the local PBX to the number dialed, making it a local call. This was implemented transparently on the back end so the end users can continue to dial as they always have. Our network also allows for the use of high- definition videoconferencing between offices, and reduces the number of ISDN videoconferences taking place, which lowers ISDN costs. For a firm as geographically diverse as Mayer Brown, this has helped improve working relationships, as it is possible to have everyone in a “virtual meeting room” where they can see each other, not just hear a voice on the phone. This has also helped us to cut travel costs while increasing face time among colleagues. Additionally, EMC SAN technology is used in Mayer Brown’s regional data centers, and as most servers are built to boot-from-SAN, both the OS and the server data can be backed up at the same time. As with any big project, we faced obstacles that needed to be overcome. For VoIP, the largest obstacle was the ability of the vendor to support our goals. In many ways, the technology was not mature enough to reliably allow us to achieve our goals and deliver perfect quality service. Simply put, the technology was buggy and not as reliable as we needed it to be. However, by working with the vendor, we were able to successfully resolve all the technical issues that arose during the implementation. Another issue was that the legacy PBX systems all required software and hardware upgrades to the newest version, and the first release of any software platform often has issues. We were willing to take the leap because we believed the cost savings would outweigh the risks. We worked closely with our vendor and maintenance provider to ensure that when we encountered problems, they were raised to the appropriate level within the supplier’s support structure for resolution. By establishing those channels of communication, and keeping them open throughout the implementation and for post-support issues, we were able to work through the issues very quickly so that end-user impact was kept to a minimum. Undertaking this infrastructure initiative directly benefited the firm’s bottom line. Reducing business costs for long-distance spending and ISDN calls for videoconferencing was significant, and directly attributable to the VoIP Least Cost Routing initiative that we undertook. We were also able to use our existing network infrastructure as a base for the initiative, which allowed us to leverage that network to reduce business costs in these areas even further. One of the primary reasons we have been successful is because we have trained our staff members on the technologies that we want to implement. Other firms might choose to bring in contractors or consultants to perform the implementation work, but we have taken a different approach by having our staff perform the work. This often lengthens the implementation time because staff time is split between implementation and support, but it ensures a highly trained staff that is able to successfully deal with the support aspects of the product after implementation. ILTA www.iltanet.org Infrastructure Technologies 15