Much is being written about IP video and network video recorders
(NVRs), not the least of which includes configuration, advantages,
performance and features.
If you are sold on the concept and are thinking about deploying NVRs at
your facility, there may be one final hurdle you’ll need to
overcome. One of the primary advantages of an NVR-based system is that
it uses existing infrastructure, open standards and is very familiar to
the IT folks. Unfortunately, that familiarity means they will have an
opinion as to how and where you should deploy the system, and what
restrictions will be imposed. In other words, you are not alone in the
sandbox any more.
The IT-security junction is making headlines in trade publications
every day. Network giant Cisco’s purchase of security startup
SyPixx Networks in March sounded a wake-up call for many, and smaller
manufacturers looking to break into the U.S. market are aggressively
courting nontraditional manufacturers’ reps and dealers in an
effort to get your attention.
There is no question that the technical skills required to install,
configure and maintain a video surveillance system are becoming more
and more similar to those required for computer networks. In fact, we
often tell clients that a large NVR application is a mirror image of an
IT network.
An NVR is essentially a server, storing data for later retrieval by
workstations. While a traditional production network generally has many
clients and few servers, a digital video network is exactly the
opposite, with few clients and many servers. In fact, we’ve
seen some integrators with more network-certified technicians than the
IT integrators on some projects.
Unfortunately, the opposite is also the case with integrators reluctant
to spend the time learning the networking skills that are becoming so
important as this trend progresses.
Core Differences Mark
Separation
While the technical skills may be converging, there still seems to be a
disconnect between the IT and security departments in organizations
that differentiate the two. This is generally attributed to three
reasons:
Personality
— Many security departments are headed by people with law
enforcement backgrounds. Their experience has often taught them to be
suspicious of technology and not to rush in … if it
ain’t broke, don’t fix it. IT folks are more
reliant on technology, where today’s hardware costs less and
does far more than yesterday’s. This is often seen as either
a resistance to change or a rush to explore unproven technologies,
depending on which side of the fence you’re on.
Priorities
— Security folks tend to value reliability above all else.
While IT folks heartily endorse that philosophy, they are looking at a
bigger picture. They’ve been told to maintain the network,
while security staffers care more about the cameras. If a camera is
adversely affecting network throughput, “too bad”
says security. IT won’t put up with that for long without
pulling the plug on the camera.
Reliability
— There is a contradiction to the previous matter when it
comes to data storage. IT has been taught that retention of data is
paramount. Every bit of data is precious and, therefore, needs to be
stored as reliably as possible with attention to redundancy and
back-up. While security values their data, they often look at the cost
of such redundancies and weigh it against the fact that
they’ll be discarding almost everything they record.
The nontechnical skills are important as well. The law enforcement
background has given the security director a good perspective on where
to plug vulnerabilities. He or she knows where cameras are effective,
where lighting will be more effective, and when low-tech solutions will
function best. IT lacks this breadth of experience and must rely on
others for practical security functions.
If you’re starting to see a pattern here, you’re
right. In many cases, the skills of both groups complement each other
very well, and once the initial ice is broken, a partnership can
develop that is truly greater than the sum of its parts.
Joint Efforts Are
Mutually Beneficial
Once the two departments have decided to work together, there are many
opportunities for synergy. The first is generally space planning. Where
larger facilities have traditionally allocated separate spaces for IT
and security, sharing space often makes sense. A security DVR rack room
requires the same power, cooling and cable management systems as the IT
server room, while economies of scale can often allow for a larger
space to be shared by two or more areas.
In fact, one of the newer casinos in Las Vegas took this to heart when
building its facility, combining IT, security, audio-visual and other
functions in a series of large, interconnected rooms. Metal cages were
installed to ensure equipment was only accessed by authorized
personnel, but the cost savings must have been significant.
This actually works to even better advantage in smaller facilities
where neither group requires its own entire room. Sharing of IDF
closets and other smaller spaces is becoming more commonplace, and an
added bonus is better security in these areas for all of the equipment.
Integration can also be made simpler when departments work together.
Often the integration of CCTV and access control systems is a
challenge, not for technical reasons but because of the personalities
involved. These systems are often run by two different departments and
the added influence of IT personnel can frequently bridge the gap
between the two areas (frequently human resources and security) to
ensure their mutual goals are properly documented and realized.
There is often specialized knowledge resident in the IT group that can
be of tremendous help to security as well.
One example we have seen on many projects is the components used to
build the network itself. Elaborate evaluations are often performed and
specifications are written in an effort to nail down the performance,
cost and features required for a digital video system. When the system
has been installed, the first pass rarely looks the way it should, with
sluggish response, dropped video frames and hardware mysteriously
disappearing off the network.
When troubleshooting is performed, after several rounds of
finger-pointing, it often comes down to the quality and/or
configuration of the network switches or other network hardware. The
problem has become so pronounced that our specifications now include
language requiring the integrator to obtain a formal
“blessing” on the network hardware and topology
before purchasing equipment.
Yet many of these problems could be easily solved by involving the
networking experts from the start and ensuring that proper attention is
given to equipment selection in this important area.
Working in Concert With
Same Goal
Even in organizations where the IT and security functions
are not encouraged to mix — casinos, for example, where
regulatory requirements may require strict separation —
it’s hard to get past the common interests and goals. Much of
the technology is the same, and the tricks and tips learned from past
experience can be shared, even if you’re not sharing space
and equipment.
While I suspect that some of this is based on the turf war that can
surround job security issues (“If they can do it, what do
they need us for?”), the greatest job security comes from the
success of the organization. If working together can ensure success,
it’s a winning proposition for all.