The good, the bad and the irrelevant: the network manager's challenge

In a world of managed networks, application provision and service level agreements, walking around certain sections of Networks-telecom 2000 feels like a throwback to a different era.

Jostling for space among the BTs, Ciscos and Lucents are the likes of Computertechnik, Rose Electronics and Dataracks. Doubtless all worthy companies with equally worthy products, but as vendors of print servers, keyboard controllers and switch cabinets respectively, should they really be of interest to the network manager of 2000?

Just as IT directors are learning that the language of business is more relevant than the lingua franca of computing, so the network manger needs to redefine his/her role. Managing supplier and contractor relationships while having an overall understanding of the latest industry trends would be a fair description of that new role.

Opponents of this point of view say a return to the basics of networking is key if network professionals are to position themselves as essential components in the brave new world of services. Understand the nuts and bolts and you provide an extra dimension to your department. But that's to miss the point and a major opportunity.

Does it really matter what print server is specified or indeed which 19-inch rack is used to mount hubs and switch? Are they the decisions that are going to drive your business forward?

The answer, of course, is no. The new network manager should embrace the changes taking place. Like his bosses he should learn the tricks of managing internal and external relationships. Unlike his bosses he should understand the ins and outs of agenda-setting technologies - such as which protocol is going to improve network performance and what management package will fit the bill.

The rest we can leave to the hobbyists.

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