Before the Dawn of IP Telephony - Part 12Developing two products at one time (end of 1998 ~ 1999)
These contents translated a serialization article carried by ITPro IP telephony ONLINE published by Nikkei Business Publications, Inc. Jump to the original (Japanese).
Shinji Usuba
General Manager
eSound Venture Unit
Oki Electric Industry Co., Ltd
At the end of December, the first user of the large-capacity gateway BV2000 was decided. The deadline was end of March 1999. Not an easy journey, I thought. But I had no idea the reckless deed I would further be getting myself into.
Photo 1 : OKI's local office in Germany
In December 1998, we received an email from Germany. The Operations Department Manager who took over Operations Department Manager Sugimoto was in Europe on business and wanted to know whether or not it was possible to develop a product for Europe.
Since Europe is a collective body of multiple nations, ISDN was adopted as a uniform interface for communication devices and so was quite popular. Although BS1200 supported two types of analog interfaces, FXS (conventional telephone interface) and OD (dedicated line interface), there was a need to develop a new and different interface for use as a gateway in Europe. This was the BRI interface, which is the basic rate of ISDN.
This raised new problems that required development of a digital interface. The requested delivery was April 1999. In other words, we had about four months from development to delivery-extremely short to say the least. As if to further add to my challenge, I accepted the job. A person who had no idea would have seen it as a reckless deed.
"If there is the need, create it"
The reason why I decided to accept the challenge was because I didn't want to lose the opportunity of expanding the VoIP gateway market that had been carefully created and built. I always kept in mind that if there is the need, we should create it regardless of the region, in order to win recognition in the industry by further opening the VoIP market.
At the time, the development of core technology was reaching completion as time passed. And the members in charge of lineup, including myself, could not say "no" since we were starting to feel our job changing from a mission to an obligation. There was also pride in the fact that we developed the first VoIP gateway in Japan, and we wanted to try the potential of VoIP technology we have created in an unknown territory: the European market.
Nevertheless, the development period was simply too short. What pushed me beyond my limits was the passion and performance of my fellow team members.
Approach to team members
Before I begin, I must ask for your forgiveness for the self-applause I'm about to go into. Other than myself, I must talk about the team members that I have worked with during development.
By this time, the technical aspects of VoIP were slowly starting to be unveiled. In other words, I felt that we could make products of any specification using the established VoIP core technology. When we were approached with the product development for Europe, I did my share of examinations by hearing the opinions of key individuals within the company regarding the possibility for realizing the product. As a result, I felt that it could be accomplished if given the development of a new technology.
The possibility existed. But the development of a new model was virtually impossible since we were nearing shipment of BV2000 (the large-capacity VoIP gateway introduced previously). Reviewing the development or personnel plan would not go so easy either.
But my mind was fixed on working with the team at hand to develop the new gateway. Due to the technical elements common with BV2000, I felt that we could develop two products if done right. Then, I imagined the face of each team member. If all of us were motivated, we could perhaps accomplish the task.
I myself had experience in the development of digital interfaces as a designer such as ISDN, and my confidence in making technical assessments also gave me a boost. So I gathered, Mr. Wada who had knowledge in plant manufacturing, Mr. Kuboki who spent countless nights with me during the development of VOICEHUB, and Mr. Yakabe whom I fought the scene of carnage with during the development of BS1100 (the first VoIP gateway), then approached them with my idea.
It was a tentative approach, but the reaction was overwhelming. We immediately gathered related elemental technologies and began examining how we were going to accomplish this. The examination only took a few days. We had a precise plan from both technical and manufacturing viewpoints. At this time, I realized the passion and self-sustained motivation the team members had. They also believed in the future of VoIP products.
Feeling determined, I obtained the approval of my supervisor (Department Manager Hasumi at the time) and replied to the email from Operations Department Manager. Yes, I think we can pull it off.
Scene of carnage once more
We began the simultaneous development of two products. Needless to say, there would be tremendous load on the team members.
When speaking of development, there is a major difference between research development and product development. One may misunderstand me when I say this, but for research development, we can say that something is completed merely at a theoretical level. For product development, however, operation must be guaranteed under various conditions. Although this is an extreme example, operation must be guaranteed to a certain point even if the product is directly hit by lightning. Not knowing the outcome is not acceptable. There is the need to pass tests such as the environmental test and the illegal test before a product can be shipped.
Even if a product operates sufficiently under normal conditions, there may be the need to review it by going back to the basic concept depending on the behavior under specific loads. Hence, the simultaneous development of two products to be shipped at the same time was like performing a stunt.
In order to support a BRI ISDN interface for use in Europe, there were new issues including conversion of coding rules and synchronization technology that were not easy, even from a technical point of view. Despite the circumstances, we started the development toward shipment of BV2000 at the end of March 1998, and the VoIP gateway product for Europe in the following month. Blessed with a fine balance of team members including a member whom I fought the battlefield with during the development of BS1100, who had knowledge in manufacturing, and young, enthusiastic engineers that were dedicated to their job, we were certain that we could meet the deadlines as we entered 1999.
The team was solid and the performance by each team member was superb. Each member was aware of the entire situation and supported others when in need. The formation was ideal in that they did not isolate themselves but voluntarily worked beyond their territory. The amount of work involved would never have been accomplished if one thought it as just work. All members engaged themselves in the development with a strong desire-and a vision.
The period for shipping products were getting closer. The team vigorously pushed themselves to complete development. By February, we were able to dispatch members to Germany to perform connection tests with a German PBX. By this time, I was confident that we could accomplish the task and that we were close to the end. What I had not expected was that I would be leaving my position as the leader of the development team by the time shipment judgment was made.
... To be continued
