Citrix Access Suite 4 for Windows Server 2003: The Official Guide, Third Edition

Chapter List

Chapter 10: Project Managing and Deploying an Enterprise SBC Environment
Chapter 11: Server Configuration: Windows Terminal Services
Chapter 12: Server Configuration: Citrix MetaFrame Presentation Server
Chapter 13: Application Installation and Configuration
Chapter 14: Client Configuration and Deployment
Chapter 15: Profiles, Policies, and Procedures
Chapter 16: Securing Client Access
Chapter 17: Network Configuration
Chapter 18: Printing
Chapter 19: Disaster Recovery and Business Continuity in the SBC Environment
Chapter 20: Migration to Windows 2003 and Citrix MetaFrame XP
Chapter 21: Ongoing Administration of the Server-Based Computing Environment

Part Overview

As part of transitioning from design to implementation, organizations must be able to translate the theoretical values and concepts discussed in Part II of this book into actions. Simply put: Transition from concept to concrete. The authors felt that a more "real-world" set of circumstances and requirements was essential for managers, engineers, administrators, and technicians to focus on design principles and relate them to specific outcomes relevant to their own environments. To ensure a consistent approach, an "actual" set of parameters was needed, and the following enterprise customer was created as a case study. As a disclaimer, readers are reminded that no implementation was ever as easy as one envisioned in a textbook case, nor were the textbook cases "all inclusive." This study is no different; however, the authors intentionally designed a complex paradigm to showcase as many design elements and considerations as possible. Throughout Part III of this book, all references are in the context of this case study. Readers are strongly encouraged to take their time reviewing the description of our theoretical customer and keep that image in mind as they read the next 11 chapters.

Case Study: Clinical Medical Equipment

Clinical Medical Equipment Corporation (CME) is a fictitious company that designs, manufactures, sells, and supports a proprietary diagnostic and treatment module for the health care industry worldwide.

The CME Global Structure

Figure 10-1 shows the top-level wide-area-networking schematic of CME. CME maintains a data center at its five-building campus headquarters in Chicago, Illinois (Figure 10-2) supporting 1500 local users and another 1500 remote users at remote offices. The CME global structure consists of:

Figure 10-1: The Clinical Medical Equipment (CME) network schematic

Figure 10-2: The CME Corporate Campus topology

The CME Computing Paradigm

Systems and capabilities required/planned at CME-Corporate include

The CME Business Model

The CME product integrates hardware, software, and logic, and as such, the next-generation product contains individually identifiable patient information as defined by HIPPA, thus requiring a network that can be adjusted to support HIPPA security standards when the next-generation product is deployed.

The CME Corporate headquarters campus consolidates the CME "brain trust." Virtually all product development, design, and business strategy efforts are conducted there. Seamless interoperability with dispersed sales and regional offices, as well as the ability to share services and resources with the manufacturing plant are essential. Senior staff members frequently travel from site to site and must have a consistent computing environment with access to necessary data and resources.

The CME regional offices are primarily tasked with sales-support coordination and ensuring acceptance (technical and political/legal) of the CME product in their respective region.

Sales and support offices provide direct site survey, installation, and on-going support for the CME medical module product. Per-site design and engineering is accomplished by the staff at CME-CORP.

CME learned from effective marketing strategies of other high-tech vendors and has deployed a "beta" test facility at the local university's medical college. The test facility is staffed by rotating groups of CME employees who provide real-world testing in a clinical environment, and who are also integrated with faculty, students, and clinicians. CME's strategy is to leverage their product into the academic side of the medical industry so that it becomes an essential tool in the industry at large—what students and clinicians learn in school they will demand in the workplace.

Corporate, regional, and sales office staff frequently travel to perspective customer and supplier sites and must have full access to corporate data and resources to do their jobs. Additionally, many employees require full home-based access to corporate applications to facilitate off-hours work, flexible schedules, and continuity for employees on temporary leave.

The CME SBC Business Case

CME managers determined their current IT structure was both expensive and virtually unmanageable, given the large number of sites, time zones, and applications. SBC was selected as the new paradigm and must solve current problems. At the top level, CME's goals for their SBC implementation are:

Related

Категории