Config Solarwinds Universal Device Pollers for monitoring APC Smart UPS

This is a fairly comprehensive collection of Universal Device Pollers for APC SmartUPS devices. If by chance something is missing from this template that you’d like to see reply to this posting and I’ll update as needed.

Import this UnDP into Orion

To import this UnDP into the Universal Device Poller download the file to your Orion Server and then open the Universal Device Poller Win32 application (Start – Programs – Solarwinds Orion – Network Performance Monitor – Universal Device Poller). From the “File” menu select “Import Universal Device Poller“. Click “Open“, browse to the location when you saved the downloaded file and click “Open“. Select “SmartUPS” from the left hand window of the Universal Device Poller Import Wizard and click “Import“. Finally click “OK“.


Apply This UnDP to Nodes

To apply this UnDP to your APC UPS equipment open the Universal Device Poller as described above. Click on “Assign Pollers“. Expand “All pollers“, check the box next to “SmartUPS” and click “Next“. Expand “All Nodes” and select the APC SmartUPS device from the list of Orion monitored nodes and click “Finish”.


Add the Universal Device Poller Status to your View

Click “Admin” in the top right of the Orion web interface and then click “Manage Views” under “Views”. Select “Node Details” from the list and click “Edit“. Click the green [+] to add a resource to the view. Under the “Node Detail Reports – Resources that apply to a single network node” select “Universal Device Poller Status” and click “submit” to add the Universal Device Poller Status to the Node Details view. Lastly click “Done”. Your changes will be saved and you’ll be returned to Manage Views. Now when you navigate to a node that has the SmartUPS UnDP applied to it the Universal Device Poller status tabular data will be displayed in the web interface of Orion.


ITSM vs. ITIL: What’s the Difference?

If you’re not sure whether you need ITSM or ITIL®, then I’m pretty sure you’re asking the wrong question. It’s not an “either/or” decision. IT service management (ITSM) is what you do to manage the services you deliver to your customers, even if you don’t actually use that term. ITIL is a best practice framework for ITSM, and you should think about adopting some ideas from ITIL to help you work more effectively.

ITSM or ITIL: What's the Difference?

Here’s what you need to know about ITSM and ITIL, and how each can contribute to the success of your IT organization.

What’s the Difference?
Let’s start with a quick overview of what these terms stand for:

  • ITSM is an acronym for IT service management. It simply means how you manage the information systems that deliver value to your customers. Even if you’ve never heard the term ITSM, if you’re running IT systems, then you are doing ITSM. ITSM could include activities like planning and managing changes so they don’t cause disruption to the business, fixing things when they go wrong, or managing a budget to ensure you can pay the bills when they arrive. People who use the term ITSM tend to think of IT as a means of delivering valuable services to their customers, rather than as a way to manage technology—but even if you have a completely technical focus, your work still needs to be managed, and that’s what we call ITSM.
  • ITIL is the name of the world’s most widely recognized framework for ITSM. ITIL is a registered trademark of AXELOS, which owns a range of best practice solutions and their corresponding publications and exams. ITIL has been adopted by many organizations, and there are millions of certified ITIL practitioners worldwide.

Benefits of ITIL
It is likely that some—probably many—of the ITIL best practices would prove beneficial to your organization. Organizations that adopt ITIL often find that they:

  • Improve the alignment of IT to their business, providing services that better meet the needs of their customers.
  • Improve the quality of the IT services they deliver by understanding the required levels of availability, security, capacity, and continuity, and then planning solutions that are able to deliver these.
  • Lower the cost of delivering IT by reducing wasted effort and focusing on getting things right the first time.

You don’t have to adopt ITIL to manage your IT services effectively and efficiently, but it can certainly help. Some organizations simply create their own set of processes for running IT, and this can work. But it’s hard to develop something original that matches the years of experience that have gone into the development of the ITIL best practice framework that has now been adopted by many thousands of organizations.

Adopt and Adapt to Fit Your Needs
IT organizations that make use of ITIL decide for themselves which aspects to adopt. Many IT organizations choose to adopt only the operational processes, such as incident management and change management. On their own, these do provide some value, of course, but they are only a small part of the whole ITIL framework. However, you’ll get the best value from ITIL by taking a lifecycle approach to ITSM. This covers everything from your overall IT strategy through the design, transition, and operation of services; and it incorporates continual improvement into everything you do.

When your organization has made the decision to adopt a best practice framework, a smart strategy is to understand which approach will be a good fit for your organizational culture and to incorporate it into your own management system in a sympathetic way. I have worked with many organizations that start our relationship by telling me they tried ITIL a few years ago, but it didn’t deliver any value. When I investigate what happened, I usually discover they attempted to adopt a rigid set of processes, with no understanding of how they would fit within the culture of their organization. As a result, people would ignore the new processes—so the money spent on the project ended up being wasted. The right way to use ITIL is summarized in the phrase “adopt and adapt.” You only adopt the parts that you need, and you adapt the ideas to fit your environment rather than slavishly following the guidance.

Additional Frameworks to Explore
The smartest organizations tend to use other standards or best practice frameworks in combination with ITIL. This can be very effective as each approach brings something different to the mix. For example:

  • COBIT is a very good framework for governance, audit, and compliance. It is much stronger than ITIL in these areas, and the two work very well together.
  • Agile and DevOps help to ensure the IT organization quickly delivers new business functionality. They often conflict with ITIL because of cultural differences between the people who adopt them, but they can fit together very well if the organization understands the value provided by each.
  • Lean can be used to drive continual improvement and elimination of wasted effort. It is a great fit with ITIL continual improvement.

If you run IT services, you owe it to your customers to adopt ideas that will make you effective, efficient, and agile. So maybe it’s time you had another look at ITIL to see what it has to offer.

source from:

Enterprise Network Monitoring – Know What Goes Into Your Spend


Organizations (large, medium, and small) are starting to recognize the hefty costs they are paying for network management tools. No doubt the tools have essential, functionality, but is it justifiable to spend so much on them? Traditional enterprise solutions, such as those from the Big 4 (HP®, IBM®, Cisco®, CA® Technologies), are typically packaged and priced so ambiguously that you often don’t realize the amount of money you’re shelling out to purchase them. IT budgets are Getting leaner so network administration teams are looking for more economical solutions. It’s definitely not resourceful to purchase “enterprise solutions” that charge you for more than what you really need.

Rightsizing Your Network Performance Management Solution: Four Case Studies

Solarwinds for DC

As networking has matured, the focus of engineering and operations has shifted from connectivity to optimization, and from availability to performance. Rising interest in understanding the broader operations picture, spanning network, servers, and applications, has also transformed the demands of management tools and technologies. In parallel, there has been no break in the long-standing mantra for doing more with less – both in terms of monetary and human resources. These shifts are prompting reevaluations of monitoring strategies and products in organizations of all sizes, but particularly in larger enterprises, where effective management can have a dramatic impact on IT’s ability to fulfill its critical business-enabling role. This ENTERPRISE MANAGEMENT ASSOCIATES® (EMA™) white paper examines the importance of finding extensible, cost-effective network performance management solutions that fit deployment needs beyond the NOC to extend value into the datacenter, and thus deliver greater Total Cost of Ownership (TCO) benefits. Included is a detailed analysis of four use case examples from organizations that have deployed SolarWinds Network Performance Monitor (NPM) to monitor and manage their production environments based on such goals and objectives

6 xu hướng đáng chú ý của trung tâm dữ liệu trong 2015

Theo Emerson Network Power, 1 trong 6 xu hướng ảnh hưởng đến quyết định của các nhà thiết kế, điều hành và quản lý trung tâm dữ liệu chính là điện toán đám mây. – Công ty dịch vụ CNTT Emerson Network Power (Emerson) vừa đưa ra nhận định về 6 xu hướng của trung tâm dữ liệu đang trở nên ngày càng quan trọng trong năm 2015.

Theo nhận định của Emerson Network Power, khi các nhà điều hành trung tâm dữ liệu luôn tìm cách để đáp ứng những tiêu chuẩn của thị trường một cách nhanh chóng và hiệu quả, có 6 xu hướng đang ngày càng trở nên quan trọng, ảnh hưởng đến những quyết định của các nhà thiết kế, điều hành và quản lý trung tâm dữ liệu, đó là: Thời đại của đám mây; Mở rộng phạm vi hội nhập; Tính hội tụ phát triển nên tầm vĩ mô; Phần mềm mở đường cho sự ra đời nhiều phần mềm khác; Cận biên trở nên quan trọng hơn; An ninh trở thành một giá trị sẵn có mới.

Thời đại của đám mây

Điện toán đám mây đã và đang được thiết lập trong hệ sinh thái trung tâm dữ liệu vì hầu hết các tổ chức đều sử dụng một số hình thức của phần mềm dịch vụ (Saas). Hiện tại, đám mây đã sẵn sàng mở rộng và trở thành một công cụ cho sự đổi mới.

Những tổ chức có tầm nhìn xa đang kết hợp các dịch vụ dựa trên nền tảng đám mây như phân tích, cộng tác và truyền thông để hiểu hơn về khách hàng và đưa các sản phẩm và dịch vụ mới ra thị trường nhanh hơn. Từ đó, ngày càng có nhiều tổ chức sẽ quản lý các môi trường hybrid với nguồn lực CNTT tại chỗ được bổ sung cùng việc sử dụng các dịch vụ đám mây và colocation một cách chiến lược để tăng cường sự tối ưu, khả năng phục hồi và tính linh hoạt.

Về phần mình, để phát triển trong môi trường ngày càng cạnh tranh khốc liệt, các nhà cung cấp dịch vụ đám mây phải chứng minh khả năng mở rộng nhanh chóng trong khi luôn đáp ứng được các thỏa thuận về cấp độ dịch vụ. Các nhà cung cấp đám mây sẽ thúc đẩy sự đổi mới trong ngành khi áp dụng các công nghệ và thực tiễn có độ tin cậy cao với chi phí thấp nhất.

Mở rộng phạm vi hội nhập

Các hệ thống tích hợp được phát triển để giúp các tổ chức triển khai và mở rộng các ứng dụng nhanh chóng hơn đồng thời vẫn giảm thiểu rủi ro và chi phí. Với sự thay đổi nhanh chóng trong nhiều thị trường được thúc đẩy nhờ sự cải tiến, số hóa và tính di động, nhu cầu về tốc độ của sự hội nhập và hội tụ là lớn hơn bao giờ hết. Kết quả là sự hội nhập và hội tụ đã mở rộng vượt ra ngoài ngăn xếp CNTT đến các hệ thống hỗ trợ ngăn xếp đó.

Đáng chú ý nhất, các thiết bị trung tâm dữ liệu đang được thiết kế và xây dựng từ những mô-đun tích hợp được đúc sẵn. Cách tiếp cận mới đến sự phát triển cơ sở đã cho phép các tổ chức như Facebook, có thể phát triển hoàn toàn tùy biến, các trung tâm dữ liệu hiệu suất cao giúp tiết kiệm 30% thời gian so với việc áp dụng các quy trình xây dựng truyền thống. Kết hợp các thuộc tính của việc triển khai nhanh, khả năng mở rộng vốn có và hiệu suất tuyệt vời, cách tiếp cận này đang trở thành một lựa chọn hấp dẫn để hỗ trợ năng lực CNTT phụ trợ.

Tính hội tụ phát triển lên tầm vĩ mô

Hệ thống công nghệ không phải là thứ duy nhất trải qua vấn đề hội tụ. Ngành công nghiệp viễn thông và CNTT đang xích lại gần nhau hơn bởi những dịch vụ thoại và dữ liệu đang có xu hướng được sử dụng từ cùng 1 thiết bị. Trên thực tế, hơn một nửa số thành viên tham gia dự án Trung tâm Dữ liệu năm 2025 dự đoán rằng có ít nhất 60% hạ tầng của mạng lưới viễn thông sẽ trở thành trung tâm dữ liệu vào năm 2025, 79% cho rằng có ít nhất một nửa số công ty viễn thông sẽ tạo ra hạ tầng colocation như 1 phần trong mạng lưới của họ. Sự hội tụ này dẫn đến sự tiêu chuẩn hóa hơn trong những công nghệ sử dụng để hỗ trợ các dịch vụ thoại và dữ liệu.

Phần mềm mở đường cho sự ra đời nhiều phần mềm khác

Ảo hóa là 1 trong những xu hướng quan trọng nhất trong ngành trung tâm dữ liệu trong 20 năm qua. Xu hướng phát triển này sẽ tiếp tục tạo ra sự thay đổi trong tương lai mà có thể dự đoán trước vì ảo hóa đang mở rộng trên lĩnh vực điện toán đến lĩnh vực hoạt động mạng lưới và lưu trữ. Quản lý phần cứng sẽ là một trong những thách thức chính trong cuộc cách mạng ảo này. Đa số các tổ chức thiếu tầm nhìn trong việc phối hợp quản lý các hệ thống ảo và hệ thống vật lý, và khoảng cách đó phải được thu hẹp để mở đường cho trung tâm dữ liệu định nghĩa bằng phần mềm.

Giải pháp quản trị hạ tầng Trung tâm dữ liệu (DCIM) đã ra đời để xóa khoảng cách này và những người sớm ứng dụng DCIM đang minh chứng những giá trị của nó: những trung tâm dữ liệu sử dụng giải pháp DCIM phục hồi được từ sự cố mất điện 85% nhanh hơn so với những trung tâm dữ liệu không sử dụng giải pháp này, theo nghiên cứu về sự cố mất điện trung tâm dữ liệu năm 2013 do Viện Nghiên cứu Ponemon thực hiện.

Cận biên trở nên quan trọng hơn

Sau nhiều năm hợp nhất và tập trung, các tổ chức CNTT đang chuyển sự chú ý sang cận biên của mạng lưới để cải thiện sự tương tác với các khách hàng và các ứng dụng. Khi các tổ chức tăng cường sử dụng các dịch vụ phân tích, dịch vụ dựa trên vị trí và những nội dung được cá nhân hóa, cận biên của cơ sở mạng sẽ càng trở nên quan trọng để tạo ra lợi thế cạnh tranh. Để tận dụng được cơ hội này đòi hỏi phải có cơ sở hạ tầng theo tiêu chuẩn, thông minh với tính sẵn có cao và được triển khai gần gũi với người dùng. Trong thập kỷ đầu tiên của thế kỷ này, nhiều tổ chức đã phải nỗ lực để đáp ứng được nhu cầu điện toán. Các doanh nghiệp không nắm bắt được những vấn đề về mạng lưới có liên quan đến cận biên sẽ không thể theo kịp sự gia tăng bùng nổ của lưu lượng truy cập mạng.

An ninh trở thành một giá trị sẵn có mới

Về việc giảm bớt rủi ro, các nhà quản lý trung tâm dữ liệu từ lâu đã đặc biệt chú trọng đến việc ngăn chặn thời gian chết (downtime). Downtime luôn là một rủi ro, đồng thời còn là một hiểm họa mới xuất hiện dưới dạng an ninh mạng. Khi một trong những lỗ hỗng an ninh nghiêm trọng nhất trong vòng 18 tháng qua có nguồn gốc từ hệ thống HVAC, các nhà quản lý trung tâm dữ liệu và các chuyên gia bảo mật CNTT đã phải chú ý.

Các nhà quản lý trung tâm dữ liệu và hạ tầng cơ sở sẽ phải làm việc với đội ngũ an ninh CNTT để kiểm nghiệm các công nghệ và phần mềm của thiết bị trung tâm dữ liệu, đảm bảo an ninh và đánh giá việc thực hành bảo mật của các nhà thầu và các nhà cung cấp dịch vụ có quyền truy cập vào thiết bị.


Enterprise Architecture Approach in an HE Institution: 10 Practical Steps

What’s particular about doing EA in a research-intensive HE Institution like the University of Bristol?

For one thing the HE sector has some interesting dichotomies to grapple with such as the dual activities of a University like Bristol of both research and education. In a sense we are two businesses: the business of conducting research and the business of educating students, however these two activities do overlap (the researchers are often also the educators and some of the students we educate may well go on to become researchers). This has implications for our identity management and business intelligence strategies.

Another dichotomy is at the sector level at which Universities both compete and at the same time collaborate with each other. This means that we want to share considerable information about our activities (e.g. we partner up with other Universities in bids for research grants and then share research data with one another), but we may keep other information private, such as our research strategy, our IT strategy, or our student recruitment strategy and so on. Because of the nature of collaboration in our sector (plus the need to provide regular reporting to the government), some of the onus in IT terms is on data standards for interoperability and on secure, online collaboration tools to support researchers who may be geographically separated but who need to conduct research collaboratively.

There are many other complex aspects to doing EA in a University setting of course, and with a tightening of budgets and a change in the funding structure in recent years (students are now paying large sums of money for their University education) there is great pressure to rationalise IT architectures and IT support within an institution, whilst at the same time providing enough flexibility to cope with changing demands for information from the government (e.g. the REF, the KIS) and to future proof ourselves to cater for next generation research and education.

The University of Bristol is more than 100 years old and it has developed over that time with devolved budgets and much autonomy at faculty or department level. Support services at Bristol were reviewed a few years ago and a mission to centralise support, including IT, was launched. From an IT perspective it has felt rather like we have undergone a merger in an attempt to bring several, disparate organisations, all conducting their research and teaching in quite different ways into a single, harmonised organisation. So where does one start with EA in this situation?

  1. Map the existing (“As Is”) University’s Systems Applications Architecture to the Business Architecture: Get the 1000 feet view – with EA we are going to think gloStudent Lifecycle view of IT Applicationsbal even if we act local. Lifecycle diagrams (I’ve blogged about these elsewhere) are useful (an example here) in getting an initial overview of the systems architecture.
  2. Assess the how well the Applications Systems architecture “suits” the University’s Requirements Discover what are the University’s core IT systems that underpin its core processes. Do we have resilience in IT terms for supporting those core processes (note that Universities have a sense of an academic calendar, so some IT Systems are critical at certain times of the year, for example when making offers of places to students or timetabling their exams, or in some cases every few years for example in the critical period leading up to a REF submission). Do we understand the University’s required operating model  anOperating Models adapted from "Enterprise Architecture As Strategy"d do the IT Systems we have support this? For example, is it part of the University’s strategy to offer highly customised or even personalised services for students or to offer standardised services across the board? If we analyse different areas to interpret the University’s intended operating model for each then this should show  where cost savings could be made – unifying IT solutions is often cheaper, however it is essential to also understand where a diversity of technical solutions must be preserved for strategic reasons. For example, whilst it might make sense to have a unified solution for student administration, there could be good reason to allow for several different student assessment tools – because assessment might need to be carried out differently for Drama students than for Chemistry students, say. In assessing how fit for purpose the applications architecture is, there is also the significant area of information architecture which should also be reviewed – something we have only partially taken on so far at Bristol.
  3. Assess the Health of the University’s Data Architecture: if data is the life blood of the organisation then how do you measure how healthy your data architecture is? We have developed an Interface Catalogue to help understand our current data integration architecture more transparently and therefore how to improve it. In tandem we are developing an online Enterprise Data Dictionary in an attempt to centralise and maintain agreed data definitions across the organisation. We are working towards a data-centric SOA architecture in the longer term.
  4. Document Infrastructure Architecture encapsulated as a set of Services on which the Applications architecture depends – network, storage and servers. This can be shown as a layer of abstraction without worrying initially about the live, rapidly changing environment where we have deployed virtualised server solutions for example. I have documented recently about why we are doing this at Bristol – to support the analysis and the design of future improved architectures. This is the work of our Technical Architecture Virtual Team currently.
  5. Agree the level of IT innovation the University wants This is a strategic discussion to be had with senior management. Gartner Hype Cycles can be a useful way to initiate dialogue on this area as Gartner release hype cycles not only specific to the HE sector but also in relation to particular technologies. A good question is what does the technology hype cycle look like for our University? For example, will we be early or late adopters of 3D Printing, what is our strategy for MOOCs and how advanced is our Big Data strategy? Deciding where we are on new technologies is a key aspect to planning – will we need to be supporting 3D printers in every office around the University in five years time for example? And in which case what is the plan for that and what will it cost? The appetite for embracing newer technologies might vary in terms of existing skillsets and levels of resource in the IT Services department. It will also be affected by whether senior level management view IT as simply a functional thing or whether senior management are interested in what cutting edge technology can do for the University – how it could enable differentiation in an increasingly competitive sector. Our technical architecture virtual team is currently thinking about IT “horizon scanning” and documenting our thoughts using a “bricks” approach. We plan to develop the target architecture plan by examining our 2 year/5 year plans for each architectural brick, prioritising them and costing them so that we can determine a sensible roadmap for change using an holistic view of the IT architecture. We will then propose the roadmap to senior management, and aim to improve it continuously over time. Within a research intensive institution like Bristol, developing innovative IT solutions can also be part of research proposals. Similarly, the level of time that IT Services spends collaborating with the University’s research community like this should be agreed in principle with senior management at the institution.
  6. Develop the blueprint for SOA maturity and discover opportunities to partner up; Developing our University’s SOA (Service Oriented Architecture) blueprint is something we will be doing this year with the help of a product-agnostic consultant. Inputs to this process come from 1., 2. and 3. above. We will be keen to collaborate with other Universities at a similar level of SOA maturity in future and to look for opportunities for shared services going forward – with the goal of creating efficiencies.  A well aligned business architecture and a flexible data architecture across institutions will be needed to cope with this sort of endeavour, and this is no small “ask”. The UCISA EA group has plans to develop our opportunities for SOA at the sector level – the spirit of collaboration in the HE sector reaches far,  even in to the realm of IT Support services!; there are many of us undertaking Enterprise Architecture initiatives in our institutions and we are keen to continue to meet, share and learn.
  7. Develop the target (“To Be”) Technical Architecture for the University. The abstraction of required infrastructure services in 4. plus the SOA blueprint in 6 should help indicate the required To Be architecture, when appraised within the appetite-for-innovation context of 5. For example, we have several server virtualisation solutions at Bristol which we could rationalise, we have database vendor diversity which we would like to reduce without damaging corporate services and we have diverse CMS solutions and we should be initiating end of life plans for the older, legacy ones.  We also want to explore continued opportunities for Cloud solutions at the different architectural layers. We have moved email and calendaring into the cloud without too much difficulty as this was a fairly discrete part of the technical architecture to deal with. However other services have more complex interactions with each other currently and will require increased SOA maturity so that we can become agile enough to move services into the Cloud as and when we see fit. I consider the “to be” architecture to to be the reference architecture, with particular solution architectures developed to fulfill it.
  8. Encourage Senior Level Management to Engage fully with the concept of Total Cost of Ownership (TCO) Senior level management need to fully understand what this is and to be cognisant of the fact that when they approve a third party system the initial purchase is probably only the tip of the iceberg in terms of what the costs of supporting the product, upgrading it and most likely purchasing extension modules for it over time will be. For example, we are currently developing our roadmap for the launch of a second data centre and questions such as whether our products can support active-active are coming to the fore. If they are not able to then we may have to build solutions to compensate and this could add a cost to the data centre solution – a cost that we might have predicted when we first purchased the products in question. Other questions we might ask of product is whether it’s backed by only one database option and does IT services currently support that? Does the product come with a suitable web services api or will we have to augment it at our own cost? There are many such questions and it is worth looking at “non standard” products as incurring a support debt – a higher TCO – and making this transparent to senior management up front. Otherwise IT Services could find itself struggling to cope with support demands for which no budget was specifically allocated, whilst at the same time the IT architecture becomes harder to mature.
  9. Develop the IT Architecture Roadmap using all of the above. IT architecture should be a key plank of the IT strategy and the strategy should indicate what the vision of the IT plan is – the way to get from A (our current IT architecture state) to B (the future, desired state) being via a roadmap. Articulating principles (e.g. describing whether IT Services is mainly committed to building in-house solutions versus procuring third party solutions) is a key aspect of articulating the overall vision. It could be that we’re looking to create benefits such as cost reduction and so the vision will help describe where, say, moving to cloud services will reduce spending. The roadmap will likely indicate timings, dependencies and key milestones. Use of Archimate can be handy to present, visually, future architecture states along the roadmap. The 1 or 2 year projections may be clearer and more specific; longer term projections may be more generalised and allow for flexibility as the University’s strategy – as well as technology – will likely change in that time.
  10. Ensure the IT Architecture Roadmap is communicated and Service Development and Delivery Managed in Sufficiently devolved way: We are using ITIL as a framework in this respect at Bristol. Clearly there’s no point creating a roadmap if it isn’t to be fully communicated and all areas of IT Services committed to supporting it. This may mean a fresh commitment to documentation and formal processes regarding compliance with agreed IT standards and target architectural designs. Other stakeholders around the University will also need to understand the roadmap and its implications where relevant to them. The overall plan needs to be understood by senior level decision making bodies (at our University we have the Systems and Process Investment Board) such that they endorse it and accept that diverging from the blueprint could incur ‘IT debt’ as discussed above.


TS IT Rack Training Video

This video presentation provides you with a comprehensive overview of the TS IT Rack – the new industry standard in data centre rack technology. A fusion of rack and accessories it provides flexibility in design of rack architecture with fast assembly and tool free installation. Gain an understanding of TS IT features and benefits, TS IT varieties, fitting accessories, mounting power distribution units or PSM busbars and cable management.

Hướng dẫn chọn dây dẫn, thanh cái theo tiêu chuẩn IEC 60439

Lựa chọn tiết diện dây điện, cáp điện, thanh cái (busbar) là công việc quan trọng và thường xuyên đối với ngành điện. Mỗi người có một cách chọn khác nhau. Thông thường xảy ra 2 trường hợp :

  • Chọn dây, cáp điện, thanh cái theo tính toán
  • Chọn dây, cáp điện, thanh cái theo kinh nghiệm
  • Chọn dây, cáp điện, thanh cái theo các tiêu chuẩn

Chọn dây điện, cáp điện, thanh cái theo các tiêu chuẩn thường được dùng rất nhiều. Tại sao vậy? Vì các tiêu chuẩn đó được đưa ra dựa vào tính toán kết hợp với kinh nghiệm. Việc chọn theo các tiêu chuẩn còn giúp cho việc thiết kế, thi công công trình hợp các tiêu chuẩn đã có sẵn.

Theo tiêu chuẩn IEC 60439. Dòng điện và tiết diện dây dẫn đến 400A được chọn trong các bảng 8 IEC60439-1

Range of rated current 1) Conductor cross-sectional area 2), 3)
0 8 1,0 18
8 12 1,5 16
12 15 2,5 14
15 20 2,5 12
20 25 4,0 10
25 32 6,0 10
32 50 10 8
50 65 16 6
65 85 25 4
85 100 35 3
100 115 35 2
115 130 50 1
130 150 50 0
150 175 70 00
175 200 95 000
200 225 95 0000
225 250 120 250
250 275 150 300
275 300 185 350
300 350 185 400
350 400 240 500
1) 2) 3) The value of the rated current shall be greater than the first value in the first column and less than or equal to the second value in that column. For convenience of testing and with the manufacturer’s consent, smaller conductors than those given for a stated rated current may be used. Either of the two conductors specified for a given rated current range may be used.

Dòng điện và tiết diện dây dẫn, thanh cái từ 400A đến 3150A được chọn trong bảng 9 IEC 60439-1.

Test conductors
Values of the rated current A Range of rated current 1) A
Cables Copper bars 2)
Quantity Cross sectional area 3) mm2 Quantity Dimensions 3) mm
500 400 to 500 2 150(16) 2 30 × 5(15)
630 500 to 630 2 185(18) 2 40 × 5(15)
800 630 to 800 2 240(21) 2 50 × 5(17)
1 000 800 to 1000 2 60 × 5(19)
1 250 1 000 to 1250 2 80 × 5(20)
1 600 1 250 to 1600 2 100 × 5(23)
2 000 1 600 to 2000 3 100 × 5(20)
2 500 2 000 to 2500 4 100 × 5(21)
3 150 2 500 to 3150 3 100 × 10(23)
1) The value of the current shall be greater than the first value and less than or equal to the second value.
2) Bars are assumed to be arranged with their long faces vertical. Arrangements with long faces horizontal may be used if specified by the manufacturer.
3) Values in brackets are estimated temperature rises (in kelvins) of the test conductors given for reference.

Lựa chọn tiết diện dây PE theo điều kiện sau đây (Trong bảng S là tiết diện dây pha)

Cross-sectional area of phase conductors S Minimum cross-sectional area of the corresponding protective conductor (PE, PEN) Sp
mm2 mm2
S ≤ 16 S
16 < S ≤ 35 16
35 < S ≤ 400 S/2
400 < S ≤ 800 200
800 < S S/4

Một điều quan trọng cần lưu ý là việc lựa chọn thanh cái dùng cho tủ điện lại phụ thuộc vào kích thước đầu cực của MCCB. Khi lựa chọn busbar ta thường chọn bề rộng bằng với đầu cực MCCB còn độ dày thì chọn sao cho đạt chuẩn trong các bảng tra. Độ rộng đầu cực MCCB thường như sau :

  • Framesize 63, 100A : 17mm
  • Framesize 200A : 22.5mm
  • Framesize 400A : 30mm
  • Framesize 800A : 41mm
  • Framesize 1200A : 44mm

source :

10 things you should know about itil

These days, you’re likely to hear the term <i>ITIL</i> bandied about in many IT circles–yet a lot of IT managers don’t know what ITIL really is. Tom Mochal has created a list of key facts to help you get up to speed on ITIL concepts.

This article is also available as a PDF download.

Five years ago, no one outside the United Kingdom had heard about ITIL. Now, it seems like you can’t pick up a trade magazine without someone mentioning it. But despite all the buzz, many IT pros don’t fully understand what ITIL is all about. Here are the highlights.

#1: ITIL stands for the Information Technology Infrastructure Library

ITIL contains a comprehensive set of best practices that are used to develop and execute IT service management. It offers a number of benefits, including increased competitive advantage through cost reduction, growth, and agility; more business efficiency through streamlining of IT processes; enhanced IT value through business and IT operational and goal alignment; and improved internal customer and user satisfaction.

#2: The organization body that supports ITIL is located in the United Kingdom

The overall ITIL approach has been available since the late 1980s and has been published on the Internet for years. However, it was largely unknown in the United States until a critical mass of large companies and media publications started to take notice. More than 10,000 organizations worldwide have now adopted ITIL.

#3: ITIL consists of a series of books giving guidance and recommendations

ITIL is undergoing some updates and restructuring to reflect technology changes. The books now encompass the following areas:

  • Introduction to ITIL
  • Service Support
  • Service Delivery
  • Planning to Implement Service Management
  • Security Management
  • The Business Perspective
  • ICT Infrastructure Management
  • Application Management
  • Software Asset Management
  • Small-Scale Implementation

#4: To be successful, ITIL stresses the need for a strong executive sponsor

Implementing ITIL practices is a culture change initiative. People are going to complain about having to do things differently than they did in the past. You need a strong sponsor to push the change. If you don’t have one, don’t attempt the implementation–or look for limited success.

#5: ITIL is not project management

ITIL does not focus on creating things like projects do. Instead it focuses on delivering IT services to the company.

#6: Despite its popularity, little content is available on ITIL

ITIL is a set of approaches and best practices. It is a model for IT service delivery. It does contain some processes and templates, but it is not a methodology an

d does not contain all the implementation details. Companies that want to use ITIL can follow the overall guidelines and then develop the more detailed processes that make sense for the individual organization.

#7: ITIL is not a tool

You can implement many aspects of ITIL using tools, but tools are not required. If your organization is small, simple templates and spreadsheets may be all you need. If your organization is large, you may need to find appropriate software tools to help.

#8: ITIL is not an all-or-nothing proposition

Since ITIL is a series of app

roaches in different areas, a company can implement some or the entire overall model. There is no rule that you have to implement everything.

#9: You can implement ITIL in stages

There is also no rule that you have to implement the entire ITIL model at once. Many organizations implement ITIL in phases over a period of time.

#10: You can be certifi

ed in ITIL

itil foundation 2011 HoaiN

There are three levels of ITIL certification:

  • Foundation. This level means you understand the terms and have a basic knowledge of the ITIL model.
  • Practitioner. This level means that you understand the model to a degree necessary to apply the specific and correct ITIL processes where applicable.
  • Manager. This level is available for practitioners who will be managing ITIL service management functions.


Why are Companies investing in ITIL Training for their employees?

The proverb “work smart, do not work hard” is the motto of Many organizations who want their employees to focus on the core processes such as increase in productivity, and enlargement of their customer base rather than on the non-core ones such as solving incidents and errors.

Organizations want their key personnel to possess vital skills that can be used for positive outcome of a project or in the case of an untoward incident. This is the main reason why they are interested in making their personnel certified in ITIL or other certifications such as PRINCE2 Certification(Projects In Controlled Environment) and PMP Certification (Project Management Professional).

Organizations are increasingly dependant on IT services and it is mandatory that they have to garner profits for the investment incurred for delivering a service. Technological developments in every industry are occurring at a fast pace and any IT professional or any organization that does not adopt or adapt themselves to the changing trend will lose ground.

In recent times, ITIL has grown in popularity because it is a framework and it can be used by both Multinational Organizations and Small corporations for various benefits such as provision of services according to the requirements of the customer efficiently and effectively and also to stay one step ahead of their competitors.

Advantages for Organizations investing in ITIL certification for their employees:

·         Implementation of the required ITIL processes to an organization provides staff the capability to rise to the challenges of any demand. In other words, ITIL can be best described as a set of policies, principles and procedures that show the way IT services should be managed for a project. An improved performance or minor success during the course of a project paves the way for boosting the attitude of personnel positively.

·         For an existing service to be modified as per the needs of business or for a new service to be designed and released into the live environment in an Organization, personnel should have:

o   The right skills with essential knowledge and capabilities,

o   Technological tools required for the positive outcome,

o   Proper distribution of roles and responsibilities

These three factors are an asset and vital for any organization and to be successful. Implementation of the required processes can help an organization, in the long run, attain these three factors slowly.

·         An ITIL certification assists personnel to establish better communication with not only their peers but also with customers. Investing in ITIL training can, in due course of time, make the organization ITIL certified and having ITIL certified personnel can convince potential stakeholders and customers that the best policies, procedures and guidelines are followed and this can lead to greater investment in the projects.

Professionals who have become ITIL certified by means of the organization investing in ITIL training, feel more valued as they can diversify their job routine and better express themselves in their initiative towards improvement, if any.