Comment I didn't realize I was a dip. (Score 1) 837
I am reading lots of the same comment... "Your boss doesn't know what (s)he's talking about," or worse. Perhaps the problem is that, as a tech or engineer, the "I can make that damned cable just as good as Anixter" zealot might not know as much about the overall value of a tech's time as his manager does.
As I have said before, my preference is virtually always to order custom-premade or off-the-shelf premade. This has virtually nothing to do with not knowing how to crimp up a fine cable, or a lack of understanding about the quality of a homebuilt cable, or the time necessary to do it.
Simple fact of the matter is that I pay my people to do other stuff than crimp cable. For every hour one of my staff is crimping cable, they could be doing an hour of something else, presumably requiring the skills that they were hired for.
The straight dollar value of the time spent making cables versus the cost of buying them does not take into account the relative value of cable building versus the value of, say, building out a router or firewall config (which will still be left to do even after the cable-building exercise).
It's true. Telecoms use handmade custom length cable runs created by their technicians. Telecoms use handmade cables because they pay their guys to make cables. And the value of a custom length cable in a carrier-class complex cable plant is high enough to warrant fulltime guys with that skill.
Most small to mid-size enterprises can't afford to have a network guy that is even partially dedicated to cable creation. In fact, most network operations that I have dealt with are understaffed, with no hope of being expanded out to the right headcount, and having to make cables merely puts them in a bigger resource bind than normal.
Sometimes, the manager's truly a putz. Usually, though, that perception is simply that the manager has a slightly different set of priorities than the tech/engineer.
In either case, unless you plan on getting fired or have a real good reason to think you can get your manager fired for being an idiot (which is surprisingly uncommon, something to consider), the fact remains that (s)he is still your manager, and you're going to wind up doing what (s)he wants. So, document your recommendations, in case their refusal turns out to be a critical oversight later on. At least, then, your "I told you so," will have some weight.
As I have said before, my preference is virtually always to order custom-premade or off-the-shelf premade. This has virtually nothing to do with not knowing how to crimp up a fine cable, or a lack of understanding about the quality of a homebuilt cable, or the time necessary to do it.
Simple fact of the matter is that I pay my people to do other stuff than crimp cable. For every hour one of my staff is crimping cable, they could be doing an hour of something else, presumably requiring the skills that they were hired for.
The straight dollar value of the time spent making cables versus the cost of buying them does not take into account the relative value of cable building versus the value of, say, building out a router or firewall config (which will still be left to do even after the cable-building exercise).
It's true. Telecoms use handmade custom length cable runs created by their technicians. Telecoms use handmade cables because they pay their guys to make cables. And the value of a custom length cable in a carrier-class complex cable plant is high enough to warrant fulltime guys with that skill.
Most small to mid-size enterprises can't afford to have a network guy that is even partially dedicated to cable creation. In fact, most network operations that I have dealt with are understaffed, with no hope of being expanded out to the right headcount, and having to make cables merely puts them in a bigger resource bind than normal.
Sometimes, the manager's truly a putz. Usually, though, that perception is simply that the manager has a slightly different set of priorities than the tech/engineer.
In either case, unless you plan on getting fired or have a real good reason to think you can get your manager fired for being an idiot (which is surprisingly uncommon, something to consider), the fact remains that (s)he is still your manager, and you're going to wind up doing what (s)he wants. So, document your recommendations, in case their refusal turns out to be a critical oversight later on. At least, then, your "I told you so," will have some weight.