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Overview

JADConfig is a Windows-only software that will configure select Cisco and Luxul switches and connected Just Add Power devices.

As of v5.0.0, JADConfig will auto-update when a new version is available.

Current Version

v5.3.8

Supported Switches

Luxul

• AMS-1208P
• AMS-1816P
• AMS-2600
• AMS-2616P
• AMS-2624P
• AMS-4424P
• XMS-1208P
• XMS-2624P
• XMS-5248P
• XMS-7048P

Cisco

• SG300
• SG350
• SG500
• SG500X
• SG550X

Current Firmware

3G - B2.0.4

Hybrid (2G & 3G) - A6.5.9-LTS.BF1

2G - A5.3.1

Recent Changes

• Adds support for the new 737POE Warp Engine Transmitter
• New firmware version for 3G and Hybrid systems
• Adds 'Do Not Update' option to all firmware update selections
• Configure a Device adds the ability to manually select a firmware file

Known Issues

1. None

Contact

For assistance with running JADConfig or for troubleshooting help, give us a call or Submit a Ticket.

Windows on Mac hardware

We suggest that JADConfig only be run on native Windows hardware to ensure the smoothest configuration process.
We have experienced issues with virtual machines and parallels related to properly bridging the network adapter settings from the Mac to the Windows side. Ideally, the Windows adapter should show the exact same settings as the Mac adapter, but that alone does not guarantee success.
Results include: failure to discover units, failure to configure units, failure to firmware update units resulting in damage to the units, and working perfectly fine the whole way through.
Because of the nature of Mac hardware updates, success one time does not guarantee success at all times.

Legacy Version (v3.x.x)

JADConfig v3.x.x can be uninstalled without affecting v5.x.x

Joint Applicaton Development (JAD) is aprocess that accelerates the design of information technology solutions. JADuses customer involvement and group dynamics to accurately depict the user'sview of the business need and to jointly develop a solution. Before the adventof JAD, requirements were identified by interviewing stakeholders individually.The ineffectiveness of this interviewing technique, which focused on individualinput rather than group consensus, led to the development of the JADapproach. JAD offers a team?orientedapproach to the development of information management solutions that emphasize aconsensus?based problem-solving model. By incorporating facilitated workshopsand emphasizing a spirit of partnership, JAD enables system requirements to bedocumented more quickly and accurately than if a traditional approach were used.JAD combines technology and business needs in a process that is consistent,repeatable, and effective. (19,21)History of JAD Chuck Morris of IBM conceived JADin 1977 as a method for gathering the requirements for geographicallydistributed systems.

In 1980, IBM Canada adopted and refined the approach. In1984, IBM formalized JAD by publishing the JAD Overview pamphlet. By the late1980s, many companies were implementing facilitated JAD workshops for analysisand design. Is a first-timeproject for the organization Has a troubledproject history or relationship between the systems and user organizationsAlthough the characteristics above describe a good JADcandidate project, all the characteristics should not be present in your firstJAD projects. As the development team and the customer become more comfortablewith the JAD approach, more complex projects can be undertaken.JAD Participants Executive Sponsor The executivesponsor is the person from the customer's organization who has the ultimateauthority to make decisions about the project.

The sponsor may be the customer'sproject leader, the CIO, or, in some cases, the CEO. The facilitator works withthe sponsor to get the project started; it is essential, however, that thesponsor make key decisions, not the facilitator. Resolve businesspolicy conflicts by being the ultimate decision?maker. Honor the results ofthe JAD process. Set the vision forthe project.

Ensure the projectteam has access to and commitment from the right business user experts. Communicate customersupport and cooperation.The executive sponsor gives the JAD process credibility inthe customer's eyes. During the JAD orientation, the sponsor addresses theentire team to express support for a cooperative effort and to confirm that theJAD process has the corporation's support. The executive sponsor must alsoexpress confidence in the facilitator during the orientation session. Thesponsor's address helps minimize the initial resistance that customerrepresentatives may feel toward participating in the JAD effort.The executive sponsor is the only JAD participant whonormally does not attend the JAD sessions.

The executive sponsor need only stopin occasionally to show continued interest in and commitment to theprocess. The responsibilities of JAD facilitators include thefollowing: Organize andschedule JAD activities.

Guide the JADsessions. Mediate disputes. Maintain focus. Enable thedecision?making process by summarizing the discussions. Have no vestedinterest in the outcome of the session.It is critical that the facilitator be impartial and have novested interest in the outcome of the session. Selecting the facilitator fromthe IT provider's organization interferes with the goal of creating a sense of'team spirit' among the participants.

Despite the key role the facilitator plays in aJAD session, Andrews and Leventhal point out that the focus of attention shouldalways be on the JAD process itself, not the individual facilitator.There is a school of thought that trained facilitators cansuccessfully facilitate meetings regardless of the subject matter or theirfamiliarity with it. This does not apply, however, to facilitating meetings tobuild information systems. A successful IS facilitator needs to know how andwhen to ask the right questions, and be able to identify when something does notsound right.Howard Fallon, in How to Implement Information Systems andLive to Tell About It, states, 'The complexity of information systemsdemands a specialized facilitator.

Professionals in our industry cannot trustsomeone who doesn't understand information systems to direct important JADsessions. As the facilitator, you need to know what the JAD sessionparticipants are trying to accomplish technologically.' IT representatives lend technical advice when it isrequired, help develop logical models and specifications, and build theprototype. To perform these tasks, they must be knowledgeable about the JADprocess and the tools and methods being used. IT representatives are typicallysome of the key developers of the system. They use the JAD opportunity to becomeexperts in the customer's business functions. Whatever their level of expertise,however, they must not try to force the decision?making process, but ratherassist in developing the user's view of the solution.

IT representatives have the following responsibilities in theJAD process: Help customer turnideas into models of business requirements. Ensure alltechnological constraints are represented.

Develop anunderstanding of user business goals, priorities, and strategies. Represent jobfunctions such as data administration, business analysis, programming,prototyping, and production/operations management. Ensure a solutionthat is realistic for the budget, can be delivered when needed, and takesadvantage of available technology most effectively.Scribe. Select team membersfor the definition component. Define the scope ofthe session.These are generic stages of a JAD and do not indicate anyspecific methodology.

Many books have been written on JAD, and each tends todescribe JAD stages and phases in its own way, but the concepts are similar.Planning and Definition can be combined if the scope of theproject is small. The deliverables from the Definition stage can be completed byconducting a JAD session with high?level managers. It is possible to have aFinalization phase after Planning and Definition that sells the business andleads to the Planning stage of the actual project.The starting point for any JAD process is the designation ofan executive sponsor. During the Planning phase, the facilitator should beworking closely with this sponsor to provide an orientation to the JAD processand JAD environment. The executive sponsor's full commitment to the project iscritical to its success.After an executive sponsor is identified, the next task is toestablish the need for the system by asking the following questions: What are theexpected benefits? What opportunitiesdoes it address?

What problems wouldit resolve? What are the risks? How does it fit inwith the strategic direction of the organization?If it is determined that the project should be undertaken,the executive sponsor and facilitator select the team members who willparticipate in the Definition phase. You may also want to select the teammembers for the design sessions at this time. If this does not seem appropriate,begin working to develop the correct 'mix' of people for the JAD session.

(15,18)Preparation To completethe Preparation stage, you must perform the followingtasks. Customize the designsession agenda.

Conduct the kickoffmeeting.After the scope is set, the design sessions are scheduled andthe participating team members are informed.In most cases, a particular technique or methodology will befollowed in the JAD sessions. To ensure participation, the customer must beeducated in the terminology that will be used and the deliverables that will becreated in the JAD sessions.Other preparation tasks include preparing the room with theproper equipment (PC, workstation, overhead projector, flip charts, markers,white boards, and so forth), obtaining any software aids, and preparing thereference materials and definition documentation that will be referencedthroughout the design sessions. An agenda is also prepared so that theobjectives for each design session are clearly stated and the participants canstay focused on the work to be done.The final Preparation step is the kickoff meeting, at whichthe executive sponsor addresses the team members and shows support for the JADeffort. This meeting is a key component of JAD. In organizations using JAD forthe first time, the meeting will minimize resistance within the customer'sorganization and kindle a spirit of teamwork.

A high?level explanation of theJAD process is given, preferably by the executive sponsor. If the sponsor isuncomfortable doing this, the facilitator can present the orientation.

The goalsof the project are stated and everyone is made to feel a part of the process.Initial concerns are expressed, and the executive sponsor works to ease anyfears. The executive sponsor also gives a personal statement of support for thefacilitator.A successful orientation is key to starting off the JADprocess on a good footing. Everyone should leave with a sense of pride in whatis going to happen and with confidence that they will be performing a highlyvalued service for the company. (15,18)Design Sessions To completethe Design Session component of JAD, you must perform the followingtasks. Develop aprototype. Document decisions,issues, assumptions, and definitions of terms. Assign someone toresolve all issues.The session objectives determine which techniques are used inthe design session and what deliverables are created.

A good starting point,however, is to review the definition document that was prepared during thedefinition phase. This document outlines the project's scope, expected benefits,and high?level requirements.The facilitator should frequently review the session goalsand objectives, and report on how the session's progress relates to the overallproject. The facilitator should also designate a person who will be responsiblefor resolving each issue or concern documented during the session.

A resolutiondate must also be assigned. Subsequent design sessions can then begin with adiscussion of any issues that have been resolved.

(1,3)Finalization To completethe Finalization component, you must perform the followingtasks. Demonstrate theprototype. Obtain the executivesponsor's approval to proceed. Evaluate the JADprocess.The firstgoal of the Finalization component is to obtain closure on the deliverables byreaching a team consensus that all necessary elements have been incorporated tofit the project's scope. The second goal is to produce a high?qualitypresentation that includes a prototype demonstration (if appropriate). The thirdgoal is to prepare a document that includes all of the deliverables that will bereferenced in the future development effort.The presentation and prototype demonstration should be givento the executive sponsor, as well as to other leaders. The goal is to getapproval to proceed to the next stage of development.

The team members,executive sponsor, and facilitator should also take some time to evaluate theeffectiveness of the JAD process and to discuss ways to improve that process forfuture use. (1,3)Benefits of JAD Benefits The JADapproach provides the following benefits. Creates a designfrom the customer's perspective Lowers developmentand maintenance costsJAD achieves these benefits because of the following factors: The decision?makersare all present. The facilitatorkeeps the group focused on the goals. Differing views arehandled immediately.

Most errors arecaught in the Analysis and Design stages. The system designreflects the user's desires. Issues are resolvedquickly. Assumptions aredocumented and understood. The process tends togain momentum, not lose it.When participants believe that they have had control over aproject's effort and content, they believe in the results as well. This sense ofownership is critical for the next step, whether that step is implementing theresults or selling them to others. 'The successful useof JAD has pushed its use beyond traditional applications of the process.

JAD isbeing used successfully for strategic systems and data planning, as well as forprojects outside the IS community.' —General Electric In The Data ModelingHandbook,Michael C.Reingruber and William W.

Gregory stress the importance of involving thecustomer, stating the following: 'If business experts are not involved, yourmodeling effort will fail. There is no guarantee of success when businessexperts are involved. But there is no chance of success if they are not.'

Making JAD Successful Participation Rules The followingare general rules under which JAD participants shouldoperate. Require mandatoryattendance. Stress that allparticipants are equal regardless of job code. Require openparticipation. Allow only oneconversation to occur at a time.

Respond to ideas,not to people.These rules are designed to address issues that can interferewith participation and consensus, and to emphasize that participants' job titlesshould have no influence during a JAD session. The team can develop variationsof these rules, but be sure to set up the rules formally and post them somewherein the room. It is important that all the participants, as well as thefacilitator, contribute to enforcing these rules. (2)Tips for a Successful JAD Follow thesuggestions below to ensure a successful JAD process: (2,12,14).

Make sure that allproject participants and key executive managers are committed to the JADtechniques. Divide largeprojects into manageable units.If anyof these critical success factors are compromised, you greatly increase yourchances of failure.Modularizing large projects into manageable units can helpsustain interest and motivation during long JAD projects. By modularizing theproject you can apply a module?linked delivery approach in which each module isdelivered in a four? To six?month time frame.In Joint Application Development, Jane Wood and DeniseSilver present critical success factors in terms of the following 'tencommandments' of JAD: (6)1. JAD success requiresmanagement commitment.2.

Full?time participants mustattend the entire session.3. JAD success requires atrained facilitator.4. Make sure you have theright people in the session.5.

All participants are equal.6. JAD preparation is asimportant as the JAD session itself.7.

Make a good agenda andstick to it.8. Use appropriate tools andtechniques in the session.9. Keep technical jargon to aminimum.10. Produce a quality finaldocument quickly.Conclusion.

JAD is used as atechnique for developing business system requirements and is typically used inthe early stages of a systems development project. The purpose of JAD is to bring together MIS andend users in a structured workshop setting; to extract consensus based systemrequirements. This is accomplished byusing a trained JAD facilitators and customized, planned agendas to assist theparticipant in arriving at complete, high quality requirements.

Experience has shown that the JAD processsubstantially reduces development time, costs anderrors.