Network infrastructure upgrade for Army Central Command in Sumter

Network Infrastructure Refresh 1
Capstone Proposal Introduction
The purpose of this project is to upgrade the current network at the Army Central Command in Sumter, South Carolina. U.S. Army Central provides oversight for land domain operations in the Middle East, Central Asia and South Asia. Army Central works with CENTCOM and other agencies in the region to protect national interests, support operations, and establish security in the theaters it oversees. Communication is vital to the mission of Army Central and that means Central Command has to be technologically ready and capable to handle all forms of communication. The network system plays an important role in maintaining communications readiness. Making sure the network is always updated is pivotal to the Command’s accomplishment of its mission.
Our network is on a domain that is controlled by a headquarters group located in Washington, DC. At Sumter, we control the hardware devices and have control over devices within our organization. Policies and compliance, however, are passed down to us from headquarters. Security procedures are also issued from there. Thus, the network has to be upgraded in order to facilitate the reception and two-way flow of communication between headquarters and Sumter. The timing of this project is based not only on the need to update hardware equipment that is out of date and outside of warranty but also on the need to address issues that place our command out of compliance within the policies issued from the headquarters group.
The primary issue that has to be addressed is this: the network hardware at Army Central Command in Sumter is woefully out of date. The hardware has not been updated for more than a decade and the devices show significant signs of aging, wear and tear. We plan to purchase new hardware that will not be at the end of life or end of support for at least three years.
The second issue is there is only one Virtual Local Area Network for both data and voice packets. We came into this dilemma when we had to remove an old switch from the network because it became out of date and there was no funding to replace at that time. This switch supported voice and data. The other switch that we are replacing now does not support both. Currently, we cannot separate voice and data VLANs due to the functionality of the hardware not supporting a voice VLAN. This is not only a security risk but also impedes performance and eats up extra resources to include limiting how many computer devices we can put on the network due to VoIP phones using IP address that should be used by data devices like printers and computers.
Lastly, there is a need to replace all patch cables for this network. We have multiple networks that need to be separated by different colored patch cables so the networks are easily distinguished in the server room. Since we will be removing all the cables and equipment and have scheduled downtime, it makes since to replace the cables in conjunction with the upgrade.
The scope of this project thus focuses on the following areas: (1) Upon project completion, we will have replaced out of date network hardware by simply upgrading with new hardware that meets and or exceeds the requirements while staying under budget. (2) We will have improved the security by purchasing a switch that supports multiple VLANs to include voice and data. Having separate VLANs for voice and data will improve reliability, performance, and make troubleshooting network issues easier by segmenting traffic. (3) All patch cables for the network will have been replaced to facilitate a total upgrade of the network.

Review of Other Work
The importance of updating computer hardware and networks cannot be understated. The network facilitates the informational needs of the Command. Updates and upgrades are part and parcel of the process of maintaining a working network. Hardware can become outdated, worn out, and obsolete as new designs and more efficient products are sent to market. Technological advances are routinely being developed in the field of information technology and information services. Therefore, every organization has to stay on top of the process of updating and upgrading systems routinely. Generally it is advised that organizations refresh computer and network hardware about every three years (Kozup, 2004; Patterson & Hennessy, 2013). From a network standpoint, we need to keep our hardware current to keep our downtime to a minimum. If the hardware has reached an end of support then getting failed items replaced in a timely manner becomes an issue. Information Technology advances at an extremely fast rate. This holds true for network devices such as switches and routers as well (Kozup, 2004). As process speeds increase and the way packets are managed improves it becomes more and more important to upgrade devices if security and reliability are important in the organization. Authenticated VLANs and simple network management protocol (SNMP) version 3 are important improvements and more reasons to upgrade the network.
It is important to understand the role of the VLAN in updating the network. LAN stands for Local Area Network. LANs are typically located within a specific geography, for example within a single building, home, university, or workplace office. A LAN is in some cases (as in a home, for instance) as small as the link between 2 or 3 computers/laptops. It can also be as big (as in the case of a work office or college) as the link between hundreds or thousands of computers. Many businesses and homes utilize LANs because of modern standards in networking. The virtual LAN or VLAN delimits the network by allowing hosts to connect on the same LAN but preventing them from communicating directly (Vyncke & Paggen, 2007). VLANs are placed on a single Ethernet switch by splitting the ports to the various LANs. Thus, traffic from one VLAN is limited to users of that same VLAN: information is not communicated to other VLANs on the switch, which helps to reduce the load that the switch must carry and ensure greater life span and usability.
In terms of security, VLAN segmenting allows more effective filtering, and unusual traffic is easier to spot. In addition, some VoIP specific security protocols interfere with data traffic. Having them separate makes each virtual local area network more secure and therefore increased security over the whole network is provided (Ciarlone, 2015). Lastly, by having only one type of traffic per VLAN it is much easier to troubleshoot and isolate specific problems. This allows the network to be properly maintained with adequate security measures in place that can mitigate risks associated with basic LANs. VLAN segmenting is essentially like a physical firewall for the network hardware.
Cabling is another area of the physical network that has to be examined with care. Just because the cables are laid once does not mean that this is an issue that can be forgotten. Like all working hardware, it too requires maintenance and updating. The reason for this is found in the simple second Law of Thermodynamics, which holds that the state of entropy will always increase over time. This proves to be true in cabling becoming increasingly entangled over time (Konstantin, Singh & Duan, 2016). According to a recent survey, the number one cause in patch cord management problems is unacceptable cable slack (Mazaris, 1997). Cable excessive cable slack is anything more than a three-finger limit. This means that one should not be able to wrap the cable around three fingers. Not only is too much slack unpleasing aesthetically, but it also can drastically increase troubleshooting time. Ineffective troubleshooting decreases productivity, increases downtime and degrades overall performance (Mazaris, 1997). Moreover, too much cable slack can negatively impact bend radius and bend radius stability. Cables can also become entangled when too much slack is present.
Conversely, cables can have too little slack. Cables that are pulled or stretched too tightly can pull on connectors and thus damage the physical network if tension is added to already stressed cables and connectors. Managing cables becomes more difficult when cables are stretched too tightly or hung too loosely. Another issue is bundling; bundling provides a clean, ordered appearance, but when cables are bundled too tightly the cables can become pinched, which will impact the flow of information. Maintaining proper care of cables is a basic but necessary feature of proper network maintenance.
Technological improvements in systems, in VLAN equipment, in routers and switches and a need to maintain care of cables and replace cables that are too long, too short, pinched, or destroyed are all reasons to ensure that the network infrastructure is effectively overseen. Any breakdown in any of these basic maintenance points can cause a failure in the delivery of the information in a timely manner. For an organization that relies on fast communication, network system upgrades and updates are an essential part of risk management.

Project Rationale
The approach to addressing the problem of upgrading the network system hardware is to look at what options are available and to weigh the benefits of selecting one option over another. The Rational Decision-Making Model provides a suitable framework for addressing problems within an organization and can be applied to our situation. The model is explained by Goll and Rasheed (1997) as consisting of five basic steps. The first step is to define the situation and identify what decision needs to be made. The second step focuses on identifying the relevant criteria that will allow for a decision to be made. The criteria should be selected based on the desired outcomes. In other words, what is expected of the options that are available? Will they allow for the desired solution to be effected? The third step involves identifying the various options that are available for solving the problem. The fourth step involves performing a measurement of the options to see which provides the best chance of solving the issue. The fifth step focuses on choosing the best available option based on the measurements obtained in the fourth step. Following this model, a proper approach to addressing the upgrading issues can be implemented.
Among the military, it is standard operating procedure to refresh hardware in the information technology field every three years. This is done to ensure that all systems are routinely integrated with current technology as well as to minimize hardware failure. This can also be done to accommodate for growth. As facilities can be expanded to meet operational needs, network hardware has to be easily accessible, functional, and capable of being built upon. Identifying the right ways to maintain the network is crucial, and selecting the right hardware to help the organization communicate effectively and efficiently are ways to ensure that the military is always operating up to the fullest of capacity.
For this reason, we have chosen a Cisco Catalyst 4510R+E to replace our Nexus 7K switch. With the Catalyst 4510R+E we can obtain high availability with a redundant supervisor engine, up to layer 4 switching that is secure; multiple VLAN support including voice, and we also can scale up to 388 ports. This satisfies all the requirements of the Command’s guidelines and allows room for additional growth, should the facility require expansion in the future. This system also is outside the 3-year mark for end of sale, end of life, and end of support—i.e., system support will be obtainable throughout the ongoing usage of this equipment.
Additionally, the US Army has a warranty contract with Cisco that ensures quick turnaround if there does happen to be a failure. This contract provides the Command with additional incentive to replace the Nexus 7K switch wit h the Cisco Catalyst. We also plan to replace our Cisco 2911 Router with a newer Cisco 4311 Router. This is mainly due to the fact that the Cisco 2911 is out of date and if we suffer any kind of failure, we will not be able to get replacement parts in a timely manner. Timely support and replacement is an imperative and serve as the main criteria for assessing the options available for upgrade. Because of the Cisco account, the use of Cisco equipment can be viewed as the most rational option in this case.
This same approach can be taken for assessing the best options for updating the VLAN system. The cable issue can also be addressed by assessing the environment in which the cables are situated, determining whether cable slack and length is appropriate for the usage, and applying the criteria identified as common industry standards—i.e., the three finger rule, the binding rule, and the bend ratio rule—to ensure that the right cabling techniques are applied.
Overall, this project aims to provide 3 deliverables that can be filed and preserved to help facilitate the process of updating and upgrading the network in the future, as per requirements of the headquarters. Headquarters requirements stipulate that updates and upgrades must be conducted every three years. As no record exists currently regarding the proper process for accomplishing these upgrades and updates, this project aims to provide a set of deliverables that can steer the rational decision-making process in achieving the aims. The deliverables will provide set of signposts, contextual inputs, and measures that will describe what steps were taken to upgrade and update the network during this current year. These deliverables are defined and described in more detail in the section entitled Project Deliverables.

Systems Analysis and Methodology
The current state of the environment in which this project will take place can be described in the following terms: In our small network, headquarters has assigned us with a subnet to support 126 devices. Currently, our phones and computers use about 124 devices. We are also assigned a voice network that can also handle 126 devices. In our current design, we are using zero IP’s in our voice and almost all of our IP’s in our data. By segmenting our VLANs we will drastically reduce the amount of IP’s we will be using for data by fifty percent. This opens up scalability for future growth. Once data and voice packets are separate, call quality will be increased due to VoIP packets not competing with data packets over priority. This will enhance the quality and efficiency of communications for the Central Command.
Additionally, our patch cables in our server room are of various lengths that tend to be too long, loop down, and tangle easily. The research has shown that slack problems with cabling causes a decline in the aesthetic of the facility, can lead to entanglement issues, and can cause later upgrades to go more slowly. To solve the patch cable problem, we plan on using correct patch cable lengths and purchasing more patch cable management devices. Adding to this solution is the process we plan to take of adjusting the patch cable colors to match the appropriate network. This will facilitate better management of the network and allow for quicker routine work to be accomplished, as color coded cables provide for quick associations and identifications to be made.
Finally, replacing the existing router and switch with Cisco equipment will allow the network to meet the requirements of headquarters. Currently, the network uses Nexus 7K switch. With the Catalyst 4510R+E we can obtain high availability with a redundant supervisor engine, up to layer 4 switching that is secure; multiple VLAN support including voice, and we also can scale up to 388 ports. This satisfies all the requirements of the Command’s guidelines and allows room for additional growth, should the facility require expansion in the future. This system also is outside the 3-year mark for end of sale, end of life, and end of support—i.e., system support will be obtainable throughout the ongoing usage of this equipment. These qualities indicate that it would be a good replacement part. Additionally, the US Army also has a warranty contract with Cisco that ensures quick turnaround if there does happen to be a failure. This contract provides the Command with additional incentive to replace the Nexus 7K switch with the Cisco Catalyst. Still, other options may be available and they should be considered during the measurement process of this project.
We also plan to replace our Cisco 2911 Router with a newer Cisco 4311 Router. This is mainly due to the fact that the Cisco 2911 is out of date and if we suffer any kind of equipment failure with the Cisco 2911, we will not be able to get replacement parts in a timely manner. However, other options are also available as well and these will need to be measured by the team to see if they are suitable for accomplishing the ultimate goal of this project.
The process that we will follow to execute the project will be to use the traditional SDLC method in which is situated the rational-decision making model (Drury-Grogan & O’Dwyer, 2013). SDLC includes the following stages: (1) planning, (2) design, (3) building, (4) testing, and (5) deployment. This method aligns with the rational-decision making model, which includes five basic steps as well. The first step is to define the situation and identify needs to be done. The second step requires that the criteria for success be clearly defined. The criteria should be selected based on the desired outcomes. The third step involves looking at the options that are available for solving the problem. The fourth step involves measuring the extent to which the options will solve the issue. The fifth step involves selecting the best available option based on the measurements obtained.

Goals and Objectives
A goal is a long-term outcome that an organization desires to achieve. An objective is a measure of the progress required to achieve the goal. The goal, in other words, is like the destination. The objective is like the road map, the fuel gauge, and the crew list—all of which will help to ensure that the goal is reached.
Goals
The goals of this project are to update and upgrade the network hardware at the Army Central Command in Sumter, South Carolina. These goals will enable the Central Command to ensure that (a) maximum communications and information sharing are possible with headquarters, (b) the network is made secure, and (c) that the Command is brought into conformity with the guidelines for network maintenance provided by headquarters.
The objectives for this project include the following mid-level tactics that will address how the goals are to be achieved.
Objective 1
· Identifying areas where the network is not in compliance with the recommendation of headquarters
Objective 2
· Identifying options based on the implementation of the rational decision making model and implementing them
Objective 3
· Measuring the implementation of the solutions determined as likely to be most effective by the initial assessment; if any changes are needed, they should be identified and made.
These objectives will be accomplished by adhering to the following steps in order to show how this project will be completed:
Step 1
· Obtain headquarters requirements for network updating and upgrading. Identify the desired results for the network.
Step 2
· Determine as a team the extent to which components of the network at Central Command are out of date or in need of updating or upgrading.
Step 3
· Identify the options available for updating and upgrading these components.
Step 4
· Divide the team into groups and assign each group a task.
Step 5
· The first group will be assigned with the task of measuring the options to determine their effectiveness.
· Measures will be determined by the team but should align with the goal of the project and should include both qualitative and quantitative assessment tools
Step 6
· The second group will be assigned with the task of evaluating the options based on their measures of effectiveness.
· The group will identify the extent to which desired results can be achieved by the options and what the expectations are for each should they be implemented.
Step 7
· The third group will be assigned the task of implementing the selection of options and exchanging out hardware and updating and upgrading the network.
Step 8
· The second group will measure the effectiveness of the implementation by assessing whether the network is working in line with expectations.
Step 9
· The first group will determine whether any improvements or alterations need to be made to achieve the desired outcome based on the assessment provided by the second group in Step 8. Directives will be defined and stated indicating what changes need to be made.
Step 10
· The third group will make any alterations or adjustments according to the directives provided by the first group in Step 9.


Project Deliverables
Objective 1
· Identifying areas where the network is not in compliance with the recommendation of headquarters
Specific: The group as a whole will conduct this inquiry over the course of 1 week.
Measurable: The compliance guidelines will be the measure.
Achievable: The objective is achievable.
Realistic: The objective is realistic.
Time-bound: The objective can be completed within one week.
Deliverable 1
A statement will be produced by the group leader that indicates what changes specifically and exactly need to be made to achieve the defined, desired outcomes. This statement will be posted so that the whole group can see it and provide feedback to help with the process of achieving the second objective.
This deliverable will serve to facilitate the accomplishment of Objective 2. It will also serve to provide the first description of the process for how to go about updating and upgrading the network system in the future. This deliverable will be filed and stored for guidance purposes for the next time upgrades are required, which would be in three years’ time.
Steps
· Group leader receives the report from the team tasked with identifying areas that need updating and upgrading based on the requirements from headquarters.
· Group leader defines the expected and desired outcomes.
· Group leader identifies specifically what changes need to be made to meet the desired outcomes.
· These outcomes and changes are posted for the group to see as a whole so that any feedback can be obtained that might be helpful in furthering the accomplishment of Objective 2.
· Group leader records for the records of the Command the areas that need upgrading and updating so that this record can be used to guide the process in another 3 years when headquarters requirements state the process must be repeated to ensure maximum network efficiency.
Objective 2
· Identifying options based on the implementation of the rational decision making model and implementing them.
Specific: The group will divide into teams to complete this assessment over the course of 1 week. One team will be tasked with identifying options, another with evaluating them, and a third with implementing them.
Measurable: The desired outcomes will be identified and measured according to the information included in the deliverable provided under Objective 1.
Achievable: The objective is achievable within 2 week’s time—1 week for identifying and deciding on the best options to implement and 1 week for implementing the changes to the network.
Realistic: It can be realistically achieved.
Time-bound: Two weeks is sufficient time to accomplish the task.
Deliverable 2
The deliverable for this objective will be (1) a written record of the best options available for implementation to accomplish the updating and upgrading of the existing network system, with cost and life expectancy provided in the record; and (2) a statement describing what steps have been taken to implement the changes in the network to facilitate updating and upgrading after the changes have taken place. The deliverable will be provided by the group leader.
Steps
· Group leader makes a record of the options identified as the best to pursue by the team tasked with selecting them.
· Group leader includes in the record the products and steps required for updating and upgrading the network according using the best options listed in the record.
· Group leader includes the cost and life expectancy of the updates/upgrades so as to provide guidance for the next round of updates/upgrades in three years time.
· Once the changes have been implemented according to the first part of this deliverable, the group leader provides a statement that describes what specific changes have been made to the network.
· This statement is posted for the group as a whole to see so that feedback can be provided to facilitate with the accomplishment of Objective 3.
Objective 3
· Measuring the implementation of the solutions determined as likely to be most effective by the initial assessment; if any changes are needed, they should be identified and made.
Specific: The team tasked with measuring the outcome of the implementation will have 1 week to conduct measurements of the solutions once installed and
Measurable: The implemented changes will be measured using the definition of desired outcomes provided in the Objective 1 deliverable.
Achievable: The objective is achievable within 1 week’s time.
Realistic: The objective can be realistically accomplished.
Time-bound: One week is sufficient time to accomplish the task.
Deliverable 3
The deliverable for this objective will be a written record of the extent to which the implementation of changes achieved the desired outcomes, what alterations were needed if any, and the extent to which the alterations achieved the desired outcomes. This deliverable will be prepared by the group leader.