Archive for April, 2009



Hog Wild

Thursday, April 30th, 2009

Try as you might, your IT department won’t be allowed to ignore the current drama surrounding the swine flu outbreak south of the border. While the number of confirmed swine flu deaths is one (yes one) as of this writing, the 7/24 news cycle is in full Doom’s Day mode. Your customers may soon be asking what your plans are because they are just in the process of making their own plans. Unlike “normal” data center disasters like fire or flood, a pandemic scenario is just not on most people’s planning radar.

So what are we in IT do? Chances are you’ve already taken care of it. If you have remote access technology in place for your employees, and you’ve already planned for a building disaster, you’ve probably done as much as you can do unless you can find staff who are impervious to the flu.

Commander Data

The rest is really a matter of business continuity, not disaster recovery.

A relevant article appeared on processor.com a few years ago that stated as much:

A major part of an IT admin’s job during a pandemic will involve remote IT administration. Unlike disaster planning for acts of God, such as floods, fire, or earthquakes, staffers during a pandemic will not immediately seek to relocate.

“One interesting difference between [a pandemic] and another disaster is how everybody cannot just go and work at a different data center. You don’t want to take everybody and put them all in one place,” notes James Governor, an analyst for Redmonk, an analyst firm built on open source. “You do need a distributed and potentially home-working strategy because this is not the same as your [average disaster].”

Enabling staffers to access and perform networking tasks remotely is crucial in the event of a pandemic. “Any establishment worth its salt has good access tools to use the network from wherever they are on the planet. That is just good practice in any case,” Governor says. “And certainly, it is good practice if one is concerned about any potential issues where you might not be able to access the network in a way that you normally would.”

And as Bob DeCoufle pointed out on Tuesday, there is only a remote possibility of needing to invoke your disaster plan, assuming you had a recovery facility “outside of the epidemic region.” How one would anticipate where that would be is another matter, but in any case, few of us have the resources to relocate around a pandemic.

Unless we’re hosting hospital applications or other life support systems, asking our employees to do more than work remotely is probably unrealistic. In a genuine crisis, they will likely be home with their families, and Uncle Sam will probably be calling the shots regardless of our plans.

If by chance you are also required to cover the continuity aspect of your company, Forrester Research offers the following planning tips for a pandemic:

Preparing for a pandemic involves collaboration between all the departments in an enterprise, Forrester Research says. If an outbreak of a contagious virus or disease keeps more than half of all employees from showing up for work, some of the things an organization must do include:

Maintaining inventory and supplier relationships

Providing systematic communications about the outbreak for employees

Making vaccines and medical support for employees available (if possible)

Offering means of transportation to and from work in case public transit systems fail

Providing tools and resources to enable employees to work from home

The phrase “this too shall pass” brings me peace of mind. The swine flu will pass. In the meantime here at DSS, we’ll be making sure our remote access systems are up to snuff and reviewing our staffing plans for the data center. An emergency IT staffing plan should reflect the kind of business you’re in. If your IT systems support the lives of others, you obviously have a greater ethical responsibility than those who are running online shopping sites. For the crisis du jour, you will want to have an appropriate plan for on-site data center support.

And if you put your gear in a facility like this, you’ll have even less to worry about the next time the flu bug oinks in our direction.

That's all Folks!

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Who’s Afraid Of The Big Bad Wolf?

Monday, April 20th, 2009

wolf

News  of Cisco’s intent to enter the server market with its Unified Computing System offering has set the industry pundit’s hair ablaze.   “How will IBM & HP respond?”, “How much market share will be lost to Cisco?”, “Do you want a plumber building your servers?” and on it goes.  The FUD truly has been flying.  You would think the Big Bad Wolf had just come back to Grandma’s house.

So, what does the announcement of UCS mean to us here in the non-rarified air of business computing?  Will it help us run our shops better?

Listen to Cisco CEO Chambers closely…

We look at this as bringing virtualization to life…unleashing the power of virtualization.   We go about it catching market transitions and trying to set timing, first in the data center, but make no mistake about it [UCS will make it] all the way in the home… [emphasis added]

 

What market transitions, pray tell, is he referring to?  Could it be anything other than the transition to utility based computing? It’s fairly clear he’s not talking about our server rooms and data centers.  No, it would seem Cisco has its sights on something much larger. Chamber’s message is unmistakeable.  If the coming world of utility-based computing were to be compared to The Matrix, Cisco would not be found content with simply supplying the network plumbing – they want to be the Matrix itself. Having already tucked away the network, we now see a move into processors. Can storage be far behind? Perhaps the Big Bad Wolf already has that in the oven.

It doesn’t seem on the surface that UCS is intended for the typical IT shop, but let’s assume otherwise for a moment.  Is there a compelling reason for us to consider (or fear) UCS?    What would make us willing to try a  brand new brand?

In many ways, owning server hardware is a lot like owning a vehicle. First, you make your purchase based on size, looks, performance, the features you need, reliability, serviceability, and of course the price. Sometimes you’re looking to save gas (power), but not always. Maybe you decide to lease it. If you end up with a lemon, you know that very early in the game, and you get the vehicle fixed or replaced under warranty. From that point on, if you put in decent gasoline (clean UPS power), do regular maintenance (clean the fan grids, do disk defrags), and operate it within its design limits (proper cooling), it will run well for a long time.   When it wears out, or after you simply get tired of it and want something new and sexy, you buy a new one, sell or trade the old one, or possibly keep it and run it until the wheels fall off.

In the final analysis, whether you buy Chevy, Ford, Chrysler, or a brand you’ve never tried before really doesn’t matter. You go through the same decision process and ultimately you buy what you like or what you feel comfortable with.  The care, maintenance, and disposal process is the same no matter what you buy. And statistically, the reliability is pretty much the same across the board, despite the religious fervor that surrounds each brand. They all run well on balance, and they all have an occasional breakdown. For every hardware horror story out there, there are scores of identical hardware instances that run their entire lifetimes without a glitch.

Of course, if you absolutely must be the first kid on the block with a new hardware vendor, your mileage may vary.

Early UCS adopters on the phone with Cisco Tech Support

Early UCS adopters on the phone with Cisco Tech Support

For most of us, UCS is not going to help with the primary purpose of our infrastructure.  So what does make a difference in how well our business systems stay up and running?

If you put a good driver (software) behind the wheel of your vehicle, you can be confident it will stay on the road doing what you intend it to do.  If you put an unskilled, abusive or reckless driver behind the wheel, you can expect more mechanical breakdowns (minor outages), accidents (major outages), or worse (disaster declaration).

I resisted naming operating system names above, but ask yourself, when was the last time you had down time because an operating system or application went off into the weeds?   Do you schedule weekly or nightly reboots “just for good measure” because you can’t trust things to stay healthy?    It is an alarmingly common practice in our client base.

There’s a Red Hat 7.2 system that’s been hosting workload here for years that only comes down when we take it down to replace or upgrade the hardware.   We have a farm of VMWare ESX servers that behave just as well.   Yet we also have a number of Win32 servers running on the same hardware for which I can’t say the same. 

It’s not the hardware.

Lemon’s notwithstanding, the brand of hardware, be it IBM, HP, Dell, and now ostensibly Cisco, really is not the key factor in maintaining uptime.   In this day of clusters-everywhere and RAID-everything, it’s typically not the hardware that takes you down – it’s unreliable software, change  or human error.

As for UCS, it doesn’t look like the Big Bad Wolf is coming to our house anytime soon, but it is a good idea to keep a watchful eye on where he is going.  Cisco has cold hard cash and a big vision, but that vision seems cast for The Matrix, not our server rooms.

theciscomatrix

Buy what you’re comfortable with and put the right driver behind the wheel, or better yet, let us worry about that for you.

 

 

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Sun, The Clouds, And The IBM Blue Sky

Thursday, April 9th, 2009

In a front page article in the April 6th Wall Street Journal, we’re told that an IBM/Sun merger would result in IBM owning 42% of the $53 billion server hardware market, based on 2008 factory revenue numbers provided by IDC.

idcservermarketWith already a third of the market in hand, it hardly seems likely that IBM could be interested in Sun for the hardware.  Such a  move wouldn’t give IBM much of an edge against close rival HP in the corporate space.  Outside of academia and other niches where workloads push performance envelopes to the limit, Sun is just not a big player in corporate computing.  The sales figures make that pretty obvious.

Clearly, it’s not about market share – IBM is after something else.

Press pause on that thought for a moment and think about how many times you’ve read about cloud computing recently. Personally, I’ve reached the saturation point, because the word has been commandeered by marketing departments and spun to mean whatever fits a vendor’s product line.

A short history lesson tells us all we need to know about cloud computing.  In the 1800’s  power generation was the responsibility of  those who needed it. Be it steam, water, or electricity, if I had factory with electrical machinery and lights, I had to generate my own power, and if you needed power, so did you.   And both of us had the hassles of building, operating, and maintaining a power generation infrastructure which, by the way, was not our core business.    Power was necessary to the operation, but it was not the product or service we delivered for profit.

Eventually Edison and Westinghouse figured out how to transmit electricity, and entrepreneurs realized if they could build a Really Big Generator and implement a delivery method, they could sell power to industrial users.    The case from the entrepreneurs to business was clear: “Let us worry about the hassles of generating power so you can focus on your core business, and oh by the way, it’s going to cost a lot less than doing it yourself.”

Fast forward to the present…has the light just come on (pun intended)?   Cloud computing is nothing more than the name-du-jour for the centralization of computing resources so that they can be delivered as a utility service.  Nothing more, nothing less.

So what’s this got to do with IBM?   The answer lies in the rest of the electrical power generation story.  History shows that small generation companies were indeed started and did successfully deliver power to local business for profit.  The model worked, in fact so well that consolidation soon began to take place within the new electric “utility” industry.  Those in the business realized that the biggest fish was really going to win big.   Moreover, the biggest players early in the game were positioned to be the biggest winners after the first big wave of electrical utility consolidations was complete.

It appears that IBM knows its history and wants to be a big player early in the cloud computing game.  Sun is already way ahead of  IBM in the race to deliver computing as a utility.   Amazon and Google were out there first to be sure, but at this early stage in the cycle there is still plenty of room, and it seems like IBM wants to be an early player – a Very Big early player.   IBM may be hoping to paint the clouds in the sky IBM blue in an effort to create a lot of green for its shareholders.

At this point it would not be Al Franken-esque to ask “How does this affect me?”

Like the early days of power generation, most businesses are all still “generating their own power” with their own in-house infrastructures.   When so-called “cloud” computing really goes mainstream, those days will be over.    Cost will inevitably drive the equation in favor of the utility model.

When I first began suggesting this several years ago, I quickly achieved madman status in the eyes of some of my peers and business associates, but it’s getting closer to becoming reality every day.

martyfeldman

Begin to think how your job will change when your server room is gone.    You will still need to keep things running, but the way you do it will be very different. Will your business cards also change?  Perhaps to an address in the clouds?

If you want to get some early comfort working in a cloud before it’s thrust upon you, I know of a good hosting data center where you can get your feet wet.

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