WiMax Operator's Manual

CHAPTER 4 ■ SETTING UP PHYSICAL INFRASTRUCTURE 95
voice standard. Some manufacturers may support some of these protocols by means of proprietary
middleware hooks, but one can never assume that.
If one owns or contemplates owning networking equipment supporting protocols other
than Ethernet and IP, one should determine in advance that the wireless broadband equipment
to be added to the network is compatible. Improvised solutions may be possible through
the agency of a middleware developer, but one should not count on that.
Assembling the Management and
Technical Teams
In planning a wireless broadband network, one must not neglect the human dimension
because staffing decisions will be vital to the success of the network.
If, as is often the case in wireless startups, initial funding is limited, the temptation on the
part of the entrepreneur founder is to assume the role of chief cook and bottle washer and
attempt to do everything. Indeed we have seen countless instances of entrepreneurs with no
prior experience in either wireless data or network management attempting to perform all the
business functions involved in running a network as well as taking on the duties of chief technical
officer. Sadly, this kind of overreaching almost always results in the operation’s failure.
Adequate staffing is just as important as installing the right equipment. Network operation
is a hands-on business, presenting constant challenges even to experienced management and
technical teams. If capable individuals are not in place to perform all the vital functions
involved in setting up and running a network, the operation is almost certain to founder.
In some cases, individuals with expertise in more than one function and in the early stages
of network growth such multitasking may be acceptable. But as the network grows, so must
staff if network performance is to meet the expectations of the subscribers.
Rather than describing specific positions, I will simply enumerate the major responsibilities
in launching and running the network.
First, overall network planning is essential. This function concerns itself not only with the
airlinks themselves but with the core switching and routing components required to handle
network traffic, as well as the physical and software platforms required to support specific
service offerings. Such planning involves basic questions about how the network will be architected
to serve the needs of various groups of subscribers and how the initial deployment will
support expansion.
In established carriers, whole teams of network engineers engage in such planning exercises
under the leadership of network executives, but a wireless independent will rarely be in a
position to hire a planning team. More than likely a single individual will have chief responsibility
for developing the network architecture.
This may not be altogether a bad thing. Traditional telcos have separated those with
expertise in routers and data switches from those who oversee traditional voice switches,
reflecting a dichotomy that is becoming increasingly meaningless today. The people planning
a modern pure packet network need to be generalists, so specific experience in one area within
a large incumbent may not be the best preparation for a broadband wireless network planner.
Second, the organization needs to have on staff someone with extensive hands-on technical
experience in implementing and maintaining wireless data networks. Relying on wireless
consultants is simply inadequate, and hiring someone who has run large wireline data networks
but never dealt with RF airlinks will not suffice either. Unfortunately, highly qualified