82 lời răn về cách sống ai cũng phải đọc

82 điều răn của Alejandro Jodorowsky – nhà làm phim, nhà văn, nhà soạn nhạc, nhà trị liệu tâm lý người Chi-lê – nghe có vẻ giống như đang đọc Kinh Thánh hay kinh Phật.

lời răn, cách sống
Alejandro Jodorowsky

Những lời răn về cách sống nhằm mục đích giúp chúng ta “thay đổi thói quen, chiến thắng thói lười biếng và trở nên đạo đức…”

Dưới đây là 82 lời răn của Alejandro Jodorowsky:

1. Dành sự chú ý của bản thân cho chính mình. Luôn ý thức về cái mà bạn nghĩ, hiểu, cảm nhận, mong muốn và làm.

2. Luôn hoàn thành thứ mà bạn đã bắt đầu.

3. Dù bạn làm gì, hãy làm tốt nhất có thể.

4. Đừng gắn liền với bất cứ thứ gì có thể tiêu diệt bạn theo thời gian.

5. Âm thầm nhân lên sự rộng lượng

6. Đối xử với tất cả mọi người như người thân.

7. Sắp xếp thứ mà bạn đã phá hoại.

8. Học cách nhận và nói cảm ơn khi nhận được quà.

9. Đừng tự định nghĩa bản thân.

10. Đừng nói dối hay ăn cắp, vì bạn đang nói dối chính bản thân mình và ăn cắp của chính mình

11. Hãy giúp đỡ hàng xóm, nhưng đừng làm họ bị phụ thuộc.

12. Không khuyến khích người khác bắt chước bạn.

13. Lên kế hoạch công việc và thực hiện chúng.

14. Đừng chiếm quá nhiều không gian.

15. Đừng tạo ra những âm thanh hay dịch chuyển vô ích.

16. Nếu bạn thiếu niềm tin, hãy giả vờ là bạn có nó.

17. Đừng cho phép bản thân bị ấn tượng bởi những tính cách mạnh mẽ.

18. Đừng coi bất cứ ai hay bất cứ điều gì là sở hữu của bạn.

19. Chia sẻ một cách công bằng.

20. Đừng cám dỗ.

21. Ngủ và ăn ít nhất có thể.

22. Không nói về những vấn đề riêng tư.

23. Đừng đánh giá hay chỉ trích khi bạn không hiểu hầu hết những yếu tố liên quan.

24. Đừng gây dựng những tình bạn vô dụng.

25. Đừng chạy theo thời trang.

26. Đừng bán chính mình.

27. Hãy tôn trọng những hợp đồng mà bạn đã ký.

28. Hãy đúng giờ.

29. Đừng bao giờ ghen tị với may mắn hay thành công của bất cứ ai.

30. Nói “không” nhiều hơn.

31. Đừng nghĩ về lợi nhuận mà công việc của bạn sẽ mang lại.

32. Đừng bao giờ đe dọa bất cứ ai.

33. Hãy giữ lời hứa.

34. Trong bất kỳ cuộc thảo luận nào, hãy đặt mình vào vị trí của người khác.

35. Hãy thừa nhận bất cứ ai cũng có thể tốt hơn bạn.

36. Đừng loại bỏ, mà hãy biến đổi.

37. Hãy chinh phục nỗi sợ hãi.

38. Giúp người khác tự cứu lấy họ.

39. Chế ngự những ác cảm của bạn.

40. Không phản ứng với những điều mà người khác nói về bạn, dù là khen hay chê.

41. Biến niềm kiêu hãnh thành lòng tự trọng.

42. Biến sự tức giận thành sự sáng tạo.

43. Biến lòng tham thành sự tôn trọng cái đẹp.

44. Biến sự ghen tị thành sự ngưỡng mộ những giá trị của người khác.

45. Biến sự căm ghét thành lòng thiện nguyện

46. Đừng tự khen hay xúc phạm bản thân.

47. Hãy coi những thứ không thuộc về bạn như thể nó không thuộc về bạn.

48. Đừng than vãn.

49. Hãy phát triển trí tưởng tượng.

50. Đừng bao giờ đưa ra mệnh lệnh chỉ để nhận sự thỏa mãn vì được vâng lời.

51. Trả tiền cho những dịch vụ phục vụ bạn.

52. Đừng cải đạo công việc hay ý tưởng của bạn.

53. Đừng cố gắng làm người khác cảm nhận ở bạn những cảm xúc như tiếc nuối, ngưỡng mộ, đồng cảm hay đồng lõa.

54. Đừng cố gắng làm mình khác biệt bằng ngoại hình.

55. Đừng bao giờ phản bác, thay vào đó, hãy im lặng.

56. Đừng mắc nợ. Hãy kiếm tiền và thanh toán ngay lập tức.

57. Nếu bạn xúc phạm ai đó, hãy xin sự tha thứ. Nếu bạn xúc phạm một người công khai, hãy xin lỗi công khai.

58. Khi bạn nhận ra bạn đã nói điều gì đó sai lầm, đừng bảo thủ chỉ vì tự ái của mình, hãy rút lại nó ngay lập tức.

59. Đừng bao giờ bảo vệ những ý tưởng cũ kỹ của bạn đơn giản chỉ vì bạn là người nói ra chúng.

60. Đừng giữ những vật dụng vô ích.

61. Đừng tô điểm cho mình bằng những ý tưởng kỳ lạ.

62. Đừng chụp ảnh với người nổi tiếng.

63. Đừng tự bào chữa cho bản thân, hãy gọi luật sư của mình.

64. Đừng bao giờ định nghĩa bản thân bằng thứ mà bạn sở hữu.

65. Đừng bao giờ nói về bản thân mà không xem xét đến việc bạn có thể thay đổi.

66. Chấp nhận rằng chẳng có gì thuộc về bạn.

67. Khi ai đó hỏi quan điểm của bạn về thứ gì đó hoặc về ai đó, hãy chỉ nói về những phẩm chất của họ.

68. Khi bạn bị ốm, hãy coi bệnh tật như giáo viên của bạn, chứ không phải như thứ gì đó đáng ghét.

69. Hãy nhìn thẳng và không che giấu bản thân.

70. Đừng quên cái chết của bạn, nhưng đừng cho phép nó xâm chiếm cuộc sống của bạn.

71. Dù bạn sống ở bất cứ nơi đâu, hãy luôn tìm ra một nơi để bạn thể hiện sự sùng kính.

72. Khi bạn cung cấp một dịch vụ, hãy để những nỗ lực của bạn không dễ thấy.

73. Nếu bạn quyết định làm việc để giúp đỡ người khác, hãy làm với niềm vui.

74. Nếu bạn đang đắn đo giữa làm và không làm, hãy mạo hiểm làm nó.

75. Đừng cố gắng trở thành tất cả với bạn đời, hãy chấp nhận rằng có những thứ mà bạn không thể cho anh ấy/ cô ấy nhưng người khác thì có thể.

76. Khi ai đó đang nói chuyện với một khán giả chăm chú, đừng phủ nhận họ và đánh cắp khán giả của anh ta/ cô ta.

77. Hãy sống bằng tiền mà bạn kiếm được.

78. Đừng bao giờ khoe khoang về những cuộc phiêu lưu tình ái.

79. Đừng bao giờ tô điểm điểm yếu của mình.

80. Đừng bao giờ tới thăm ai chỉ để giết thời gian.

81. Giành được mọi thứ là để chia sẻ chúng.

82. Nếu bạn đang ngồi thiền và một con quỷ xuất hiện, hãy khiến con quỷ cũng ngồi thiền.

Source: Nguyễn Thảo (Theo Open Culture)

Service Portfolio vs Service Catalog: 5 Reasons You Should Know the Differences

At first glance, the service portfolio and service catalog almost seem like the same thing. After all, both contain details of IT services. However, there are important differences when you’re talking about service portfolio vs. service catalog.

two hammers
To the casual observer, these may look similar, but use the wrong one for the job, and the differences become obvious.

service portfolio is an overarching document used in the management of the life cycles of all services: including those no longer offered, those currently offered, and those in the pipeline. The service portfolio is more of a living historical document of service-related activities.

service catalog, on the other hand, details the currently-active IT services and may include information on those that will be deployed soon. The service catalog is an “outward facing” document for your end users.

To use an analogy, suppose you’re an architect. Your portfolio contains examples of work you have completed for your clients, work representative of what you’re doing now, and information about where you want to take your expertise in the future. If you as an architect were to create the equivalent of the “service catalog,” it would contain information about exact services you provide, how the services are performed, how long they take to complete, and how much you charge.

There are several reasons you should understand the service portfolio vs service catalog differences. Here are 5 of them.

1. To Remain Consistent with ITIL Framework

This is a matter of good corporate IT hygiene. When you bring in a new IT service manager, collaborate with another company on an IT initiative, bring in a consultant, or take on the task of creating a service catalog and portfolio, knowing the difference between the service portfolio and the service catalog keeps everyone on the same page and makes communication easier.

2. To Prioritize Your Efforts

There are varying opinions on which should come first: the service catalog or the service portfolio. The choice may depend on many factors, including how well-documented past IT services were and what your resources allow. The service catalog is a more focused document, and many people think that this is where your initial efforts should be focused, followed by use of the information in the service catalog as a springboard to creating a service portfolio. The “right” answer about which to tackle first depends on your particular organization’s priorities and resources.

3. To Know Where to Place Your “Marketing” Efforts

The service portfolio is usually an internal document that the IT help desk and management use to gain a historical overview of IT services, assess what worked and what didn’t, and try to lay out long-term plans. It doesn’t “market” services, per se. Your service catalog, however, being an outward-facing document primarily directed at end users, really is like a catalog: here is a service you may be interested in, what this service does, how it’s done, and how long you can expect it to take. It should be written with less “IT-speak” so that end-users understand and appreciate it.

4. To View ITSM Both Long Term and Short Term

Service portfolio vs. service catalog is also about long-term versus short-term. The service portfolio gives the long view and helps you determine how to play the long game, with fewer specifics. Technology changes so rapidly that trying to nail down specific future services using just the information in your service portfolio may be an exercise in futility. Your service catalog, on the other hand, is about here and now, and the near future.

5. To Prepare End Users for Upcoming Changes

Just as your local game store gives you release dates so you’ll know when to expect an anticipated product, your service catalog can tell end users: “Our social help desk app is scheduled to launch September 1” (or whatever). Service catalog users generally have less interest in long-term plans with unknown effects (like when your new data center is expected to be complete), and are more interested in finding out things like, “When does the help desk integration with Salesforce Chatter go live?” or “When will the IT help desk start using remote desktop support so I don’t have to wait for someone to show up or walk me through a fix?”

The service portfolio and service catalog are both important, living documents that make planning and delivery of IT services better. Samanage, a leading cloud IT service management software provider, gives you the tools you need for creating and managing your IT service catalog and developing a service portfolio that can help your organization map out where it’s been and where it needs to go.

source from: https://blog.samanage.com/it-service-management/service-portfolio-vs-service-catalog-5-reasons-you-should-know-the-differences

Best Practices for Data Center Relocation and Migration

Article by Nilesh Rane

DC consolidation and migration journey is a rocky one with challenges such as operational disruption, etc. Mandar Kulkarni, Senior Vice President, Netmagic Solutions shares some best practices to follow for a successful DC relocation and migration project.DC migration and consolidation is an uncomfortable truth for most of these Data Center Managers or CIOs.

An optimally functioning Data Center is business critical. But chances are that your organizations data center is not adequate in some way. Either it is growing out-of-capacity, compute requirements, operationally exorbitant, outdated or simply doesn’t match up to the growth of the organization.

According to a recently published Data Center survey report, over 30% of organizations across the globe plan to migrate or expand their data centers within the next 3 years. Most DCs in India are over 5-7 years old and are not designed for power and cooling needs of today, are running out of space or performance, and their total cost of ownership is almost surpassing the growth in business revenues.

Unplanned DC relocation and migration exercise, done without help of experts run into risky waters resulting in cost issues to downtimes and business loss or complete blackout. Here are some best practices to ensure that DC migration project is successful.

Best Practices For DC Migration

Solution to mitigate challenges of DC relocation and migration is pretty simple. It is important to create a design and migration plan keeping in mind all the common pitfalls and crating contingencies for them. Some of the best practices for successful DC migration are as follows:

Start at the very beginning

Start the migration process as you would build a data center. Look at the migration exercise to ensure the new DC will have planned for at least 2 lifecycles of infrastructure.

Identify and detail the starting point

It is important to do a comprehensive review of the current DC. Identify and document your organizations technology and business requirements, priorities and processes. Then do a detailed review of the costs involved in various methods of DC migration and consolidation.

Design the migration strategy

It is important to establish business downtime, determine hardware, application and other technology requirements, and prioritize business processes. Identify at least 2 migration methodologies and create plan for both. Bring in all vendors and utility providers into the migration strategies and take them along.

Plan the layout – space planning

It is important to plan the new DC layout before you plan the migration plan. Think about white spaces, creating enough to allow for future growth – it is important to plan the space judiciously, and take help of DC architects to successfully design this part.

Plan the DC migration

Putting relocation design into action plan – detailed floor plan, responsibility chart and checklists, migration priorities, map interdependencies, etc. Take into the plan inputs from telecom and power providers, technology vendors, and specialists.

Inventory everything

Start with a detailed inventory of everything – from applications to business needs to infrastructure including each cable and device to network including every link and port. It all needs to go into a database similar to CMDB.

Create a baseline

It is critical to know the current DC performance and TCO ratings. Basically, it is important to know your DC well before migration and clear understanding of all aspects of it. Create a baseline for your DC so that it is easy to measure and tweak performance and efficiencies post migration.

Identify and create a risk management plan

Organizations should simply assume that things would go wrong and create adequate contingency plan. Detailing and drafting a fully documented risk mitigation and management plan is essential. Then assess, classify, and prioritize them for the purposes of mitigation.

Take users and business owners along

It is important to inform all users of the migration plan, from end users to support teams and business owners. The key is to plan to the last T and go through the plan to the minutest detail. Make sure to bring all the critical people to the planning events – facilities staff, project management teams, etc.

Identifying the right time for migration

It is important to select the right time for migration – such as choosing non-month-end and year-end, not coinciding with public events such as elections, festivals, etc.

Logistics arrangements

Arrangement of logistics arrangement needs some looking into – who is going to pack and number, name all equipment, who is going to move the equipment to the destination, is there a backup vehicle in case of break down, is there a need for armed guards for the transportation of equipment, etc.

Upgrading systems during the migration

Old servers, switches, and storage devices that are out of warranty or considered a risk when subjected to strains and stress of migration should be identified and considered while planning to replace with new. It is an opportunity for you to consider reducing the overall footprint through consolidation in quest to improve reliability, performance, and efficiency of your DC. It is a popular practice to use data center move to consolidate the DC through virtualization.

Do pre and post migration testing

It is important to create a baseline on infrastructure, network and applications before executing the migration plan. It is important to exactly know how things work – creating the baseline. Document and repeat the tests – a full-fledged success plan.

Rely on experience

DC relocation and migration is not a regular occurrence for any single IT professional to have substantial experience. It is highly recommended to entrust the DC relocation and migration exercise in the hands of an experienced organization who have proven capabilities.

Consider Experts

If it is only a data center move from one location to the other you should consider a reputable third party to support the move – professional IT mover who will use specialized packing materials, etc. It is recommended to use a professional DC provider with expertise in DC migration and relocation – these establishments will have proven data center relocation methodology and best practices that they can leverage for better results and success.

Contingency planning

Finally, even superior planning cannot offset unexpected failures. Contingency planning is critical even after the migration plan has taken into consideration all the common pitfalls. Planning for a failure is better than running pillar to post when it occurs.

Standby Equipment

If during transportation equipment is damaged or does not function at the destination, it amounts to delays or disruptions in setting up the new DC. It is important for the DC migration expert helping you to have standby equipment in cases such as these.

Insurance

It is important for insuring all equipment in case of any major disasters occur during the whole migration process. If you are using a professional DataCenter provider, it is important to add insurance to the checklist of requirements.

Identify and Plan for External Dependencies

It is critical to identify all external dependencies such as network service providers, etc. and their availability at the destination.

In Conclusion

In today’s dynamically changing marketplace and unpredictable economic climate, it is critical that data centers facilitate current business operations as well as provide for the future growth of the business. Following the best practices will ensure success of the DC relocation and migration – a good way to prevent disaster.

link source: http://www.netmagicsolutions.com/blog/datacenter-migration-best-practices#.VsQ3lIV97IU

Proper Data Center Staffing is Key to Reliable Operations

The care and feeding of a data center
By Richard F. Van Loo

Managing and operating a data center comprises a wide variety of activities, including the maintenance of all the equipment and systems in the data center, housekeeping, training, and capacity management for space power and cooling. These functions have one requirement in common: the need for trained personnel. As a result, an ineffective staffing model can impair overall availability.

The Tier Standard: Operational Sustainability outlines behaviors and risks that reduce the ability of a data center to meet its business objectives over the long term. According to the Standard, the three elements of Operational Sustainability are Management and Operations, Building Characteristics, and Site Location (see Figure 1).

Figure 1. According to Tier Standard: Operational Sustainability, the three elements of Operational Sustainability are Management and Operations, Building Characteristics, and Site Location.

Management and Operations comprises behaviors associated with:

• Staffing and organization

• Maintenance

• Training

• Planning, coordination, and management

• Operating conditions

Building Characteristics examines behaviors associated with:

• Pre-Operations

• Building features

• Infrastructure

Site Location addresses site risks due to:

• Natural disasters

• Human disasters

Management and Operations includes the behaviors that are most easily changed and have the greatest effect on the day-to-day operations of data centers. All the Management and Operations behaviors are important to the successful and reliable operation of a data center, but staffing provides the foundation for all the others.

Staffing
Data center staffing encompasses the three main groups that support the data center, Facility, IT, and Security Operations. Facility operations staff addresses management, building operations, and engineering and administrative support. Shift presence, maintenance, and vendor support are the areas that support the daily activities that can affect data center availability.

The Tier Standard: Operational Sustainability breaks Staffing into three categories:

• Staffing. The number of personnel needed to meet the workload requirements for specific maintenance
activities and shift presence.

• Qualifications. The licenses, experience, and technical training required to properly maintain and
operate the installed infrastructure.

• Organization. The reporting chain for escalating issues or concerns, with roles and responsibilities
defined for each group.

In order to be fully effective, an enterprise must have the proper number of qualified personnel, organized correctly. Uptime Institute Tier Certification of Operation Sustainability and Management & Operations Stamp of Approval assessments repeatedly show that many data centers are less than fully effective because their staffing plan does not address all three categories.

Headcount
The first step in developing a staffing plan is to determine the overall headcount. Figure 2 can assist in determining the number of personnel required.

Figure 2. Factors that go into calculating staffing requirements

The initial steps address how to determine the total number of hours required for maintenance activities and shift presence. Maintenance hours include activities such as:

• Preventive maintenance

• Corrective maintenance

• Vendor support

• Project support

• Tenant work orders

The number of hours for all these activities must be determined for the year and attributed to each trade.

For instance, the data center must determine what level of shift presence is required to support its business objective. As uptime objectives increase so do staffing presence requirements. Besides deciding whether personnel is needed on site 24 x 7 or some lesser level, the data center operator must also decide what level of technical expertise or trade is needed. This may result in two or three people on site for each shift. These decisions make it possible to determine the number of people and hours required to support shift presence for the year. Activities performed on shift include conducting rounds, monitoring the building management system (BMS), operating equipment, and responding to alarms. These jobs do not typically require all the hours allotted to a shift, so other maintenance activities can be assigned during that shift, which will reduce the overall total number of staffing hours required.

Once the total number hours required by trade for maintenance and shift presence has been determined, divide it by the number of productive hours (hours/person/year available to perform work) to get the required number of personnel for each trade. The resulting numbers will be fractional numbers that can be addressed by overtime (less than 10% overtime advised), contracting, or rounding up.

Qualification Levels
Data center personnel also need to be technically qualified to perform their assigned activities. As the Tier level or complexity of the data center increases, the qualification levels for the technicians also increase. They all need to have the required licenses for their trades and job description as well as the appropriate experience with data center operations. Lack of qualified personnel results in:

• Maintenance being performed incorrectly

• Poor quality of work

• Higher incidents of human error

• Inability to react and correct data center issues

Organized for Response
A properly organized data center staff understands the reporting chain of each organization, along with their individual roles and responsibilities. To aid that understanding, an organization chart showing the reporting chain and interfaces between Facilities, IT, and Security should be readily available and identify backups for key positions in case a primary contact is unavailable.

Impacts to Operations
The following examples from three actual operational data centers show how staffing inefficiencies may affect data center availability

The first data center had two to three personnel per shift covering the data center 24 x 7, which is one of the larger staff counts that Uptime Institute typically sees. Further investigation revealed that only two individuals on the entire data center staff were qualified to operate and maintain equipment. All other staff had primary functions in other non-critical support areas. As a result, personnel unfamiliar with the critical data center systems were performing activities for shift presence. Although maintenance functions were being done, if anything was discovered during rounds additional personnel had to be called in increasing the response time before the incident could be addressed.

The second data center had very qualified personnel; however, the overall head count was low. This resulted in overtime rates far exceeding the advised 10% limit. The personnel were showing signs of fatigue that could result in increased errors during maintenance activities and rounds.

The third data center relied solely on a call in method to respond to any incidents or abnormalities. Qualified technicians performed maintenance two or three days a week. No personnel were assigned to perform shift rounds. On-site Security staff monitored alarms, which required security staff to call in maintenance technicians to respond to alarms. The data center was relying on the redundancy of systems and components to cover the time it took for technicians to respond and return the data center to normal operations after an incident.

Assessment Findings
Although these examples show deficiencies in individual data centers, many data centers are less than optimally staffed. In order to be fully effective in a management and operations behavior, the organization must be Proactive, Practiced, and Informed. Data centers may have the right number of personnel (Proactive), but they may not be qualified to perform the required maintenance or shift presence functions (Practiced), or they may not have well-defined roles and responsibilities to identify which group is responsible for certain activities (Informed).

Figure 3 shows the percentage of data centers that were found to have ineffective behaviors in the areas of staffing, qualifications, and organization.

Figure 3. Ineffective behaviors in the areas of staffing, qualifications, and organization.

Staffing (appropriate number of personnel) is found to be inadequate in only 7% of data centers assessed. However, personnel qualifications are found to be inadequate in twice as many data centers, and the way the data center is organized is found to be ineffective even more often. Although these percentages are not very high, staffing affects all data center management. Staffing shortcomings are found to affect maintenance, planning, coordination, and load management activities.

The effects of staffing inadequacies show up most often in data center operations. According to the Uptime Institute Abnormal Incident Reports (AIRs) database, the root cause of 39% of data center incidents falls into the operational area (see Figure 4). The causes can be attributed to human error stemming from fatigue, lack of knowledge on a system, and not following proper procedure, etc. The right, qualified staff could potentially prevent many of these types of incidents.

Figure 4. According to the Uptime Institute Abnormal Incident Reports (AIRs) database, the root cause of 39% of data center incidents falls into the operational area.

Adopting the proven Start with the End in Mind methodology provides the opportunity to justify the operations staff early in the planning cycle by clearly defining service levels and the required staff to support the business.  Having those discussions with the business and correlating it to the cost of downtime should help management understand the returns on this investment.

Staffing 24 x 7
When developing an operations team to support a data center, the first and most crucial decision to make is to determine how often personnel need to be available on site. Shift presence duties can include a number of things, including facility rounds and inspections, alarm response, vendor and guest escorts, and procedure development. This decision must be made by weighing a variety of factors, including criticality of the facility to the business, complexity of the systems supporting the data center, and, of course, cost.

For business objectives that are critical enough to require Tier III or IV facilities, Uptime Institute recommends a minimum of one to two qualified operators on site 24 hours per day, 7 days per week, 365 days per year (24 x 7). Some facilities feel that having operators on site only during normal business hours is adequate, but they are running at a higher risk the rest of the time. Even with outstanding on-call and escalation procedures, emergencies may intensify quickly in the time it takes an operator to get to the site.

Increased automation within critical facilities causes some to believe it appropriate to operate as a “Lights Out” facility. However, there is an increased risk to the facility any time there is not a qualified operator on site to react to an emergency. While a highly automated building may be able to make a correction autonomously from a single fault, those single faults often cascade and require a human operator to step in and make a correction.

The value of having qualified personnel on site is reflected in Figure 5, which shows the percentage of data center saves (incident avoidance) based on the AIRs database.

Figure 5. The percentage of data center saves (incident avoidance) based on the AIRs database

Equipment redundancy is the largest single category of saves at 38%. However, saves from staff performing proper maintenance and having technicians on site that detected problems before becoming incidents totaled 42%.

Justifying Qualified Staff
The cost of having qualified staff operating and maintaining a data center is typically one of the largest, if not the largest, expense in a data center operating budget. Because of this, it is often a target for budget reduction. Communicating the risk to continuous operations may be the best way to fight off staffing cuts when budget cuts are proposed. Documenting the specific maintenance activities that will no longer be performed or the availability of personnel to monitor and respond to events can support the importance of maintaining staffing levels.

Cutting budget in this way will ultimately prove counterproductive, result in ineffective staffing, and waste initial efforts to design and plan for the operation of a highly available and reliable data center. Properly staffing, and maintaining the appropriate staffing, can reduce the number and severity of incidents. In addition, appropriate staffing helps the facility operate as designed, ensuring planned reliability and energy use levels.

Source link: https://journal.uptimeinstitute.com/data-center-staffing

Fibre Channel over IP: What it is and what it’s used for

Fibre Channel over IP bundles Fibre Channel frames into IP packets and can be a cost-sensitive solution to link remote fabrics where no dark fibre exists between sites.

What is FCIP, and what is it used for?

Fibre Channel over IP, or FCIP, is a tunnelling protocol used to connect Fibre Channel (FC) switches over an IP network, enabling interconnection of remote locations. From the fabric view, an FCIP link is an inter-switch link (ISL) that transports FC control and data frames between switches.

FCIP routers link SANs to enable data to traverse fabrics without the need to merge fabrics. FCIP as an ISL between Fibre Channel SANs makes sense in situations such as:

  • Where two sites are connected by existing IP-based networks but not dark fibre.
  • Where IP networking is preferred because of cost or the distance exceeds the FC limit of 500 kilometres.
  • Where the duration or lead time of the requirement does not enable dark fibre to be installed.

FCIP ISLs have inherent performance, reliability, data integrity and manageability limitations compared with native FC ISLs. Reliability measured in percentage of uptime is on average higher for SAN fabrics than for IP networks. Network delays and packet loss may create bottlenecks in IP networks. FCIP troubleshooting and performance analysis requires evaluating the whole data path from FC fabric, IP LAN and WAN networks, which can make it more complex to manage than other extension options.

Protocol conversion from FC to FCIP can impact the performance that is achieved, unless the IP LAN and WAN are optimally configured, and large FC frames are likely to fragment into two Ethernet packets. The defaultmaximum transfer unit (MTU) size for Ethernet is 1,500 bytes, and the maximum Fibre Channel frame size is 2,172 byes, including FC headers. So, a review of the IP network’s support of jumbo frames is important if sustained gigabit throughput is required. To determine the optimum MTU size for the network, you should review IP WAN header overheads for network resources such as the VPN and MPLS.

FCIP is typically deployed for long-haul applications that are not business-critical and do not need especially high performance.

Applications for FCIP include:

  • Remote data asynchronous replication to a secondary site.
  • Centralised SAN backup and archiving, although tape writes can fail if packets are dropped.
  • Data migration between sites, as part of a data centre migration or consolidation project.

source: http://www.computerweekly.com/answer/Fibre-Channel-over-IP-What-it-is-and-what-its-used-for

 

A data center migration checklist to mitigate risk

Alleviate the pain points for IT upgrades, consolidation or mergers with this 10-step data center migration checklist.

Major IT changes are inevitable, but businesses can mitigate their inherent risk by following a proper data center migration checklist.

Data centers consist of complicated, densely populated racks of hardware running all kinds of software, connected by oodles of cabling. So, when the firm plans to migrate an application, a business group or perhaps the entire IT infrastructure to a new platform, it can cause a panic. A migration means sifting through the complex web of connected devices, applications, cooling systems and cables to map out all interdependencies, then planning and executing on a data center migration project plan with minimal disruptions.

Here is a data center migration checklist in 10 easy steps.

1. Understand why you’re migrating

Businesses have different reasons for migrating to a new system, and those motives alter the potential challenges IT will face during migration. Perhaps market success caused explosive growth that rendered the current data center facility obsolete: More processing power is needed. Perhaps the company wants to save costs: Data center consolidation and right-sizing by combining systems will lower licensing and operational expenses.

Mergers and acquisitions often drive a data center migration project: The two groups must become one cohesive organization. Regulatory requirements also spark change: A corporation will revamp its data center to shore up backup, archiving, data management and security.

2. Map out a clear plan

The success or failure of a migration project depends on how well the IT department completes its due diligence. Ask the right questions long before you touch any data center system. “Generally, companies start 18 months ahead,” said Tim Schutt, vice president at Transitional Data Services (TDS), a technology consulting company based in Westborough, Mass.

Create a data center migration project plan that identifies the steps in the process, as well as the key resources needed. Define the scope and size of the project, and then examine key limiting factors, such as system availability and security. Set a migration budget and get the organization’s approval. Finally, account for future system requirements, and leave enough capacity in the new systems to support future growth.

3. Get everyone on board

How will the change affect other departments within the organization? Individual stakeholders view the data center migration uniquely because they concentrate only on how a move affects their daily operations.

The CFO views the project as a cost cutter. The data center manager perceives it as a logistical nightmare — one giant, multiyear checklist of actions with hazards lurking everywhere. The systems administrators view it as a technical challenge. The business units might envision outages that will threaten their performance.

First, it is incumbent on the data center manager to understand those different viewpoints within and outside the IT team. Spend time in the various departments. Early in the process, make these employees aware of the changes that are coming. As the migration unfolds, pull in different departments’ executives for planning; make sure their voice is heard. This will encourage non-IT personnel to support the project and work with your team to solve any problems.

4. Complete an inventory

IT departments often support systems that aren’t officially on the books; data center resources enter the organization through the front and back doors. Before beginning a migration project, the IT shop must identify all of its components. That means — especially in larger companies — finding servers hidden under employees’ desks and applications that have been running in departmental stealth mode for years.

Once all the secret and known IT assets are accounted for, the IT team must map their complex set of interdependencies. “The biggest challenge is figuring out the dependencies among all of the different elements,” said Aaron Cox, practice manager at Forsythe Technology Inc., a management consulting and technology services provider in Skokie, Ill. “You don’t want to change one system and knock another one offline.”

Identify all the hardware, software, network equipment, storage devices, air and cooling systems, power equipment, and data involved in the move. Then pinpoint the location of each of these data center elements, determine where each will move and estimate how long that process will take.

5. Set a downtime limit

Businesses today are intolerant of long service disruptions, aka downtime. Everyone expects their systems to be available 24/7. But saying you can’t afford downtime isn’t the same as saying you can afford uptime. Keeping systems up during a migration adds to the project’s cost. To truly eliminate any downtime, you would need a duplicate data center, which is not practical.

IT needs to work with business units to identify times to take department and company applications offline. If they look closely enough, departments can find windows when the migration would least hinder their operation. “[For example,] a department may have a backup window when their systems are down,” TDS’ Schutt explained.

6. Develop a strong contingency plan

Problems will arise during the migration, and they will influence system availability. The challenge is to figure out the data center migration risks ahead of time, and determine how they will affect the company’s plans and which steps can lessen their impact. The success or failure of contingency plans stem from the strength or weakness of the initial audit. For example, if a firm has a complete picture of its local and wireless area networks, the IT team knows where to place backup communication lines to keep information flowing despite downtime on a major circuit.

Include interim equipment and backup systems in the contingency plan wherever necessary. Determine ahead of time how much the business is willing to spend on such devices and what will happen with them after the data center migration. Ideally, the extras will become part of the IT device pool and get used as various components age out or break down.

7. Sweat the small stuff

IT departments often have a broad understanding about what needs to happen in a data center migration project. Unfortunately, they slip up on the little things. Employees get sick — some will be out during the move. Do you have the staffing levels to continue the project? Equipment will be damaged during the move. Do you have spares? Do you have the right packing supplies for delicate items?

When data storage supplier Carbonite Inc. moved its data center, it even made allowances for the traffic in Boston. “Traffic can get quite heavy during certain times,” said Brion L’Heureux, director of data center operations. The company worked with law enforcement to avoid traffic jams and accidents as equipment moved from one location to the other.

Even the most fastidious planners cannot account for every possible obstacle. During its move, Carbonite’s fire alarm sounded, which left the staff out on the sidewalk. Factoring in some unexpected snags like these allowed the company to complete the migration on schedule.

8. Take baby steps, not giant leaps

Data center migrations typically occur in stages. First, the new system is deployed and tested. The data center staff verifies that the servers, racks, power circuits and storage all operate. Then, network connections are installed and tested. And finally, the IT team tests its backup systems and the change is made.

Once the new systems are deployed, the focus shifts to the existing system. Many companies make a dry run, testing a few elements to be sure their plan is achievable. Typically, a company will get the new systems up and running and operate the old and new equipment in tandem for some time, allowing IT to roll back a change if a significant problem arises.

9. Don’t forget about the old equipment

Companies undertaking data center migration projects end up with a lot of old equipment that cannot simply be thrown away. Firms must create a detailed decommissioning and rebuilding plan that accounts for local health and safety procedures around electronic waste. In many cases, the systems will be repurposed in some way.

Since confidential corporate data sat on the drives and in memory, IT organizations must ensure that information is wiped clean, so no one else can access it.

10. Update business processes

It is imperative that the data center manager updates processes, procedures and documentation once the migration is complete. The new system will not function as the old one did, so staff need time to familiarize themselves. Hold a training session or sessions shortly after the migration to ensure the staff doesn’t revert to old, familiar processes that don’t suit the new data center setup.

Given businesses’ reliance on IT systems and the number of possible problems that could arise, migrations cause IT managers a great deal of consternation. With a data center migration checklist and game plan, managers can lessen the likelihood of problems arising and, when they do, can deal with problems without getting off track.

About the author:
Paul Korzeniowski is a freelance writer who specializes in data center issues. He has been writing about technology for two decades, is based in Sudbury, Mass., and can be reached at paulkorzen@aol.com.

source from: http://searchdatacenter.techtarget.com/tip/A-data-center-migration-checklist-to-mitigate-risk

A Buyer’s Guide to Choosing and Deploying DCIM Software [Infographic]

inforgraph3-SUNBIRD_green_data_center

Source from: http://www.sunbirddcim.com/blog/buyers-guide-choosing-and-deploying-dcim-software-infographic?utm_campaign=EHB-2015-08-DCIM-Email-Green+Data+Center+Infographic&utm_source=hs_automation&utm_medium=email&utm_content=21369400&_hsenc=p2ANqtz-9aqPR-QGJopoh8UwOjQApifmog0LErd4RF3iB2bPJBdlzwD-K1O2xA06YpCY52IVlNJPWomlvQijxVMbnlibjySRAKBA&_hsmi=21404487

The 4 Ps of ITIL Service Management

The IT Service Management life cycle has 5 stages – strategy, design, transition, operation and improvement. During service design, the 4 Ps need to be considered – People, Process, Products and Partners. An effective IT service strategy needs to acknowledge the importance of all of these.

This is just one small part of what is covered on our ITIL Foundation course, which teaches you real life applications of the ITIL framework as well as the knowledge needed to pass the ITIL Foundation exam.

4 Ps of ITIL

 

People

The first ‘people’ to consider are the people that work in the IT services. Service managers need to ensure the following:

  • That their staff have the skills to match the roles
  • They have sufficient staff to support the service
  • That the roles and responsibility of the staff are fit for purpose
  • That culture and communication within the service is appropriate
  • That ongoing training can be provided to fill skills gaps
  • That the IT service fits with the organisational structure and that the right relationships are in place

The next people to be considered are the customers of the service. These are the recipients of the service, and the SLA is agreed with them. The customer is usually another manager within the organisation, or a business owner. For more information, have a look at our blog post on key customer conversations.

The service userare very important. The service must be designed to make the user experience as effective as possible – the users usually feed back to the customer.

Process

The definition of a process is “A set of coordinated activities combining and implementing resources and capabilities in order to produce an outcome, which directly or indirectly, creates value for a customer or stakeholder.”

An effective process must be measurable; have specific results that are identifiable and accountable; must deliver to customers and stakeholders (meet their expectations); and must be able to respond to specific events.

In ITIL, each process will have a Process Owner, whose role includes the following:

  • definition of process strategy and standards
  • assisting with process design
  • keeping process documentation updated
  • ensuring the process is efficient and effective
  • ensuring the right resources and training is provided
  • providing input to Service Improvement Programmes
There will also be a Process Manager, whose role includes the following:
  • accountability for the the operational management of a process
  • working with the Process Owner to plan
  • appointing people to their roles
  • managing resources assigned to processes
  • monitoring and reporting the performance of the process
  • identifying potential improvements
Finally, there will be a Process Practitioners who:
  • carries out process activities
  • creates and updates records to show activities and duties carried out

Products (technology)

An IT service depends on the following technology/products:

  • Its own technology to run efficiently to support others
  • Monitoring tools
  • Automation
  • Support tools
  • Communication tools

Partners (suppliers)

Suppliers have a big impact on IT services – the staff depend on these third parties to deliver the goods or services needed to run the IT service. It’s important for appropriate partnership agreements to be formed, i.e. contracts and service level agreements.

The 4 Ps of ITIL

By managing the 4 Ps, the ITIL framework makes sure that all aspects of an effective IT service strategy are covered. All of the 4 Ps must be aligned to corporate goals to ensure the best, most appropriate, service is delivered.

Read more: http://www.itiltraining-uk.co.uk/the-4-ps-of-itil-service-management/#ixzz3ngch05lL