Transcript Dallas Project - Pockets - Distributed Workplace Alternative, Inc.

Dallas-Ft Worth Area
Distributed Workplace Initiative
POCKETS
Distribute Workplace Alternative, Inc
Distributed Workplace
- Pilot Project Overview
Michael Shear
POCKETS Distributed Workplace Alternative, Inc.
Description
Distributed Workplace is the
combined use of a broad range of
information
technologies
and
strategic use of real estate for
economic and social advantage.
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Distribute Workplace Alternative, Inc
Federal Employment Objectives

Equitable, safe and secure support of
federal employees

Establish comprehensive COOP
support

Improve attraction and retention

Improve work-life balance
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Distribute Workplace Alternative, Inc
Federal Services Objectives

Reduce congestion / VMT

Reduce pollution

Move services closer to communities

Stimulate rural economies

Develop ICT integration strategy

Reduce vulnerability of single locations

Strengthen First Responder capabilities
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Distribute Workplace Alternative, Inc
Project Goals

Demonstrate value of the
distributed workplace technology
model

Implement at least one 5 site
metropolitan pilot - 1200 person

Reach pilot capacity within 24
months
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Distribute Workplace Alternative, Inc
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Proof of Concept
Pilot Parameters
Federal
Government
Enterprise
Tenant
3-5 Locations
5-8 TeleSuites/ Location
20-40 People /TeleSuite
Tech Center
&
Education
State & Local
Government
Web Enabled
Call Center
25-30 Seat Distributed Call
Center/location
Broadband LAN/WAN
Voice/Data/Video
Connectivity
End User Systems &
Software Support
$6,500 – $7,500
Investment/person
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Distribute Workplace Alternative, Inc
Enterprise Tenant Proof of Concept
TeleSuites are networked
throughout a major
metropolitan or statewide area
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Distribute Workplace Alternative, Inc
Progressive Analysis–Discovery Processes

Employee Demographics
Distribution

Current Technologies

Current Uses of Collaboration

Facilities and Real Estate
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Distribute Workplace Alternative, Inc
Progressive Implementation





Scaled over 24 months
Focused on 6 – 10 agencies
and companies (1000 – 1500)
“Bridge” existing technologies
and services
Layer enhanced collaboration
and interactive video services
Deliver client specific training
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Distribute Workplace Alternative, Inc
Pilot’s first 50 people



Phase 1 - Discovery processes
Phase 2 - Pre-Implementation planning
Phase 3 - Implementation - (1200 to 1500
over 24 months)
Phase 1 - Discovery
Phase 2–Pre-Implementation
Phase 3-Initial 50 people
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
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Distribute Workplace Alternative, Inc
Pilot Deployment
People
1200
180
1000
Government
Enterprise
Call Center
140
434
800
120
304
600
80
400
223
160
50
520
118
30
60
200
41
48
60
118
580
400
300
170
0
1
2
3
4
5
6
7
8
Quarter
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Distribute Workplace Alternative, Inc
Per Location Square Footage Requirements
70000
60000
50000
40000
30000
20000
10000
0
Call Center
Government
Enterprise
1
2
3
4
5
6
7
8
0
0
1800
2250
4500
5040
6480
7200
5638
8250
10817
11688
20625
22000
28600
31900
0
7680
6400
9440
12800
14272
19456
27776
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Distribute Workplace Alternative, Inc
Government Employees in Pilot
People
140
120
60
100
80
60
100
30
60
40
20
40
30
60
25
60
30
41
19
18
22
2
3
4
10
10
10
10
6
7
25
0
1
5
Quarter
Gov - 1 Gov - 2 Gov - 3 Gov - 4
8
9
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Distribute Workplace Alternative, Inc
Progressive Technology

Extend existing voice and data
technologies
 Support new technology requirements
consistent with Federal Enterprise
Architecture Reference Models
 Plan, implement and train users on
enhanced collaboration and video
communication tools
 Secure multi-purpose service
integrations
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Distribute Workplace Alternative, Inc
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Distributed Workplace Alternative
POCKETS leverages
combined use of
dedicated and IP
network connectivity
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Distribute Workplace Alternative, Inc
Networking Model - Proposal
 POCKETS Main Metro
Data/Networking Center
 MAN/LAN Network topology to suit
 Inter-network Client/Partner locations
 Inter-Networking
 MAN & WAN links
 VPN and IP-Networking
 Wireless and LOS
 Multi-service management and
administration
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Distribute Workplace Alternative, Inc
Integration Standards
 Development within E-Gov Enterprise
Architecture Guidance
 Designs support:
 Privacy and Security to NIST and other industry
standards
 Integration for legacy and current Systems and
Distributed Applications
 User and Protocol Performance requirements
 Service management to track and deliver
administration request
 Authentication and Access-Controls
 IDS in multi-use networks
 Logging and Reporting systems
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Distribute Workplace Alternative, Inc
Dallas Distributed Workplace Network Concept
Metro-Area Topology
POCKETS Site:
POCKETS will engineer and coordinate connectivity from Partners and
Office and mixed-use facilities
Clients to POCKETS Main-Office or other POCKETS locations.
Connectivity integrates with clients main
Partner Company Offices
leased-line, Frame Relay or other Wide Area
with
Network strategy. MAN and LAN options include
POCKETS client services
Wireless , Ethernet or Optical links.
PBX
PSTN
Internet
Integrated VoIP
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Local Metro Main Office
Partner Company
Offices
Design for LAN/MAN/WAN
connections include trafficengineering to allow for
Data, integrated Voice (VoIP)
and Video Conferencing
Capability. These will be as
extensions of client’s services
into POCKETS sites as remote
office locations for clients.
POCKETS Site
Multi-Office Building
Connectivity to other Intra- and Inter-state
POCKETS Communities
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Distribute Workplace Alternative, Inc
Emerging Standards

IP Voice solutions
–

Integrating POTS
Central application management
–
–
Citrix
VMware

IPSEC network tunneling
 Single sign-on and Web-based Portals
 Content filtering and distribution
management
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Distribute Workplace Alternative, Inc
Current Status
Effort is dependent upon Federal, State
and Local Governments’ participation






Needs are clearly identified
Uneven allocation of resources
Growing sense of urgency
Strong interest by many segments
Looking for a starting point
Need a low risk, high reward plan
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Distribute Workplace Alternative, Inc
Federal Government Participation

DOT, DHS and GSA/PBS support
discovery phase reviews for
certain designated federal and
state agencies in one or several
selected metropolitan locations

GSA workplace guidance and
support working with individual
agencies
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Distribute Workplace Alternative, Inc
Proposed Joint Venture
Preparation Phase – Months 0 to 6

Form Dallas JVI staff (3-8 individuals)

Establish a planning group consisting of key Dallas
businesses, organizations, and individuals

Identify prospective initial tenants

Develop a comprehensive pilot business plan for the
Dallas area with support from stakeholders

Apply for appropriate grant programs

Define necessary feasibility reviews

Add members as appropriate to the Dallas JVI
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Distribute Workplace Alternative, Inc
Proposed Joint Venture
Months 7 to 12 –
 Complete initial feasibility reviews and identify
technology, connectivity, and real estate requirements

Create ICT test and review processes (lab) for
distributed workplace technologies evaluation

Identify first tenants and target specific remote workers

Develop workscape options with first tenants

Develop human resources and technology migration
plan for initial tenant's

Select first real estate locations and begin phased build
out
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Distribute Workplace Alternative, Inc
POCKETS
Distributed Workplace Alternatives, Inc.
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Distribute Workplace Alternative, Inc
Advantages of Distributed Workplace

Access–more equitable access to employees providing a standards based platform to
accelerate the adoption of emerging data, voice, video and collaboration tools.
–improves management oversight, security and the converged use of proven
technologies than telework

Transportation–more predictable traffic demand management tool due to permanent use

Environment–provides greater environmental impact with greater reduction of vehicle miles

Employment and Economic Development– designed to create new jobs for technical, support and training staff at each location
– provides additional opportunity for employers to hire employees from more
communities

Economics–greater reduction of employees’ time, fuel, tolls, auto maintenance & insurance rates
–eliminates the diseconomies of the last mile by establishing local facilities
–benefits of distributed workplace are 10 to 20 times greater than teleworking

It is a plan–Distributed Workplace is scalable and deployed based upon a methodical, analytical
and proactive plan
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Distribute Workplace Alternative, Inc
Work Location/Method
Benefit Comparison
Factors
Single
Telework
Location
Distributed
Workplace
Productivity
0
1
1
Attraction & Retention
0
1
1
Lower absenteeism
0
1
1
Reduced stress
0
1
1
Employee satisfaction
0
½
1
Environmental impact
0
½
1
Security-people, systems, data
1
0
1
Time & money savings to employee
0
½
1
Business continuity
0
½
1
Management Oversight
1
½
1
Family emergencies, inclement
weather, work-life balance
0
½
1
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Distribute Workplace Alternative, Inc
Prospective Tenants

State Employees

Federal Agencies & Departments

Commercial Enterprise Companies

Call Center Services Organizations
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Distribute Workplace Alternative, Inc
Potential Business Partners
 SBC
 Cisco
 Sun
Microsystems
 Hewlett Packard
 Intel
 DEGW
 CH2MHill
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Distribute Workplace Alternative, Inc
Team/Resources



Core Team – consists of founders with
specific business, technology and
academic expertise
Management Team – In Formation
Strategic Partners – In discussions
with several significant commercial
firms
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Distribute Workplace Alternative, Inc
Related Documents
Abbreviated Business Plan
 Appendix A – Current Supportive
Documents
 Pilot Personal Savings Calculator
 FAQ Brochure
 Transitions Presentation

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Distribute Workplace Alternative, Inc
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Distribute Workplace Alternative, Inc