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The New Enterprise IT Services Model -- What are the building blocks?We define the 3 main components of a distributed computing infrastructure and point out potential trouble areas |
In implementing the New Enterprise infrastructure, you need to concentrate on the three Ps: planning, process, and people. We explain each piece and make recommendations regarding such issues as staffing, organization, mentoring, and training. (1,000 words)
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One of the main objectives of the New Enterprise IT should be to implement production-quality infrastructures for the distributed computing environment. Frequently, in our many travels, we continue to come across environments in which applications are being deployed without regard to the infrastructure services that should support them. When transitioning and/or implementing new distributed client/server systems it is essential to implement the necessary systems management tools, operational processes, and service levels to effectively manage the more complex environment. In this month's column we are providing our proven services model to accomplish this. We break down the model into the three Ps: planning, process and procedures, and people.
Plan, plan, and plan some more
The most important piece of the puzzle is planning. We must first
define and develop a plan for supporting the new distributed model.
Many corporations plan their applications and applications
architecture; but in the effort to deploy new systems in a timely
manner they neglect to develop a plan for the infrastructure. We
strongly recommend that the infrastructure support plan be deemed as
important as the applications architecture plan. The plan should
look at the current environment and provide a step-by-step approach
to supporting the new one. We discussed this planning methodology in
more detail in our March column when we talked about
Information Technology Infrastructure Planning (ITIP) (see
Resources).
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Process and procedures
The New Enterprise IT Service Model's second section is centered on
process and procedures. We have depicted the appropriate set of
process and procedures in our Systems Management Implementation
Model shown in figure 1. Continuing the operations support role, we
recommend implementation of the processes and procedures that
support high reliability, availability, serviceability, and
manageability in the new networked enterprise. Each function is
broken into groups according the service level it provides. The
CSPA (Client/Server Production Acceptance) Process is at the top of
the pyramid because it is the umbrella for establishing
communication and management of the entire environment. We discussed
each of the systems management processes and procedures in our
February column, "What `lights-out' really means." We also discussed
our number one priority, the CSPA, in other columns as well (see
Resources).
Once the planning is complete, and the process and procedures are defined, it becomes necessary to begin implementation of the tools, standards, and support infrastructure for the open distributed environment. Another important component in distributed computing is automating the environment through systems management tools. Why define the processes first? Because the tools are only as good as the processes behind them -- then to support your enterprise and be proactive you must automate the environment! There are many tools available now. You'll probably need scalable, heterogeneous tools that can grow with the environment.
People: The final "P"
Now that we have provided the planning and process and procedures we
must focus on the people issues to complete the model. The New
Enterprise IT must think of itself as a service organization. The
best way to look at this is to think about the requirements of a
service provider that you would contract to supplement your
services. If you contract for services you expect the vendor to
provide the expertise. This should be no different in the New
Enterprise IT. The key asset for any service organization is
addressing the people issues. We say it over and over again. It is
not the technology issues; it's the people issues. Here are a few of
the most important areas to look at when addressing the people
issues.
Organization
The New Enterprise IT must be organized to support the networked
computing model. We provide our view of the organizational structure
in our third book titled Networking the New Enterprise. We
must have our internal "house" in order before we can expect to help
others. Publishing the organizational structure also provides the IT
staff with a view of potential career opportunities.
Staffing
Staffing should be based on the organizational structure and the new
IT model of "doing more with less." We must provide equal or better
levels of service at lower costs to be effective. The best ways to
control costs and provide effective service is to standardize and
invest in tools and provide the right staffing to meet the new
service model. Key areas to focus on are systems administration,
networking, database administration, and production control. When
someone asks us what staffing we would recommend to get started in
distributed systems our answer is always related to these four.
Production control is probably one of the most important because we
have seen, in the past, companies tending to staff the other
functions while leaving out production control. This is especially
the case in organizations that have no mainframe experience. To be
effective, the New Enterprise IT must define and implement a
production control function. We like to define production as any
system, network, application, or database that requires RAS
(reliability, availability, and serviceability) as identified in our
systems management model. Once you define your scope of production
in the new model, there must be a group accountable for delivery and
ownership of the production environment -- this is production
control.
Mentoring
We have found that providing mentoring programs is crucial. Many
organizations go into the client/server, distributed model without
any in-house expertise. In most cases they have read a lot of press
indicating that new applications can be implemented without
expertise in Unix, relational database management systems, and
operations. In fact, some IT organizations have cut their operations
staff (or outsourced them) because they were told the functions were
no longer required. Wrong! You must have the expertise internally to
succeed. We recommend implementing a mentoring program to help bring
your staff forward. If you do not have the expertise internally,
there are consulting firms that can provide mentoring programs.
Training
One of most important functions of any service organization is
training. To provide effective levels of service and be proactive in
supporting the environment, the New Enterprise IT must invest in and
provide training for the staff. For some reason, companies seem to
continually push off training because there is no budget (or the
budget gets cut), or they simply do not have or make the time. We
expect service vendors we do business with to have the expertise --
why shouldn't we? You must focus on training and have training
programs in place to move forward. And, you can in fact "teach old
dogs new tricks" so we always recommend training the existing staff.
Why? They understand your business!
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Resources
About the author
Harris Kern (harris.kern@sunworld.com) is Sun's Open Systems Migration
Consultant for NAAFO Market Development. Randy Johnson (randy.johnson@sunworld.com) owns R
38;H
Associates, a full-time rightsizing consultancy in Boulder Creek,
CA. R&H Associates helps people worldwide in implementing and
supporting client/server infrastructures based on their proven
methodologies. © 1997 Harris Kern and Randy Johnson. All rights
reserved.
Harris Kern and Randy Johnson are authors of Rightsizing The New Enterprise: The Proof, Not the Hype and coauthors of Managing The New Enterprise: The Proof, Not the Hype, and Networking The New Enterprise: The Proof, Not the Hype. You can buy these at Amazon.com Books. Select the hyperlinks to learn more about each and Amazon.com.
If you have technical problems with this magazine, contact webmaster@sunworld.com
URL: http://www.sunworld.com/swol-05-1997/swol-05-unix.html
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