IT systems management

Cover
Contents
Preface
Acknowledgments
About the Author
Chapter 1 Acquiring Executive Support
	Introduction
	Systems Management: A Proposed Definition
	Why Executive Support Is Especially Critical Today
	Building a Business Case for Systems Management
	Educating Executives on the Value of Systems Management
		Three Universal Principles Involving Executive Support
		Developing a Powerful Weapon for Executive Support—Business Metrics
		Ensuring Ongoing Executive Support
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 2 Organizing for Systems Management
	Introduction
	Factors to Consider in Designing IT Organizations
	Factors to Consider in Designing IT Infrastructures
		Locating Departments in the Infrastructure
		Recommended Attributes of Process Owners
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 3 Staffing for Systems Management
	Introduction
	Determining Required Skill Sets and Skill Levels
	Assessing the Skill Levels of Current Onboard Staff
		Alternative Sources of Staffing
		Recruiting Infrastructure Staff from the Outside
	Selecting the Most Qualified Candidate
	Retaining Key Personnel
	Using Consultants and Contractors
		Benefits of Using Consultants and Contractors
		Drawbacks of Using Consultants and Contractors
		Steps for Developing Career Paths for Staff Members
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 4 Customer Service
	Introduction
	How IT Evolved into a Service Organization
	The Four Key Elements of Good Customer Service
		Identifying Your Key Customers
		Identifying Key Services of Key Customers
		Identifying Key Processes that Support Key Services
		Identifying Key Suppliers that Support Key Processes
	Integrating the Four Key Elements of Good Customer Service
	The Four Cardinal Sins that Undermine Good Customer Service
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 5 Ethics, Legislation, and Outsourcing
	Introduction
	Ethics
		The RadioShack Case
		The Tyco Case
		The WorldCom Case
		The Enron Case
	Legislation
		Sarbanes-Oxley Act
		Graham-Leach-Bliley Act
		California Senate Bill 1386
	Outsourcing
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 6 Comparison to ITIL Processes
	Introduction
	Developments Leading Up To ITIL
	IT Service Management
	The Origins of ITIL
		Quality Approach and Standards
	Criteria to Differentiate Infrastructure Processes
	Comparison of Infrastructure Processes
	Ten Common Myths Concerning the Implementation of ITIL
		Myth #1: You Must Implement All ITIL or No ITIL at All
		Myth #2: ITIL is Based on Infrastructure Management Principles
		Myth #3: ITIL Applies Mostly to Data Center Operations
		Myth #4: Everyone Needs to be Trained on ITIL Fundamentals
		Myth #5: Full Understanding of ITIL Requires Purchase of Library
		Myth #6: ITIL Processes Should be Implemented Only One at a Time
		Myth #7: ITIL Provides Detailed Templates for Implementation
		Myth #8: ITIL Framework Applies Only to Large Shops
		Myth #9: ITIL Recommends Tools to Use for Implementation
		Myth #10: There Is Little Need to Understand ITIL Origins
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 7 Availability
	Introduction
	Definition of Availability
	Differentiating Availability from Uptime
	Differentiating Slow Response from Downtime
	Differentiating Availability from High Availability
	Desired Traits of an Availability Process Owner
	Methods for Measuring Availability
	The Seven Rs of High Availability
		Redundancy
		Reputation
		Reliability
		Repairability
		Recoverability
		Responsiveness
		Robustness
	Assessing an Infrastructure’s Availability Process
	Measuring and Streamlining the Availability Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 8 Performance and Tuning
	Introduction
	Differences between the Performance and Tuning Process and Other Infrastructure Processes
	Definition of Performance and Tuning
	Preferred Characteristics of a Performance and Tuning Process Owner
	Performance and Tuning Applied to the Five Major Resource Environments
		Server Environment
		Disk Storage Environment
		Database Environment
		Network Environment
		Desktop Computer Environment
	Assessing an Infrastructure’s Performance and Tuning Process
	Measuring and Streamlining the Performance and Tuning Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 9 Production Acceptance
	Introduction
	Definition of Production Acceptance
	The Benefits of a Production Acceptance Process
	Implementing a Production Acceptance Process
		Step 1: Identify an Executive Sponsor
		Step 2: Select a Process Owner
		Step 3: Solicit Executive Support
		Step 4: Assemble a Production Acceptance Team
		Step 5: Identify and Prioritize Requirements
		Step 6: Develop Policy Statements
		Step 7: Nominate a Pilot System
		Step 8: Design Appropriate Forms
		Step 9: Document the Procedures
		Step 10: Execute the Pilot System
		Step 11: Conduct a Lessons-Learned Session
		Step 12: Revise Policies, Procedures, and Forms
		Step 13: Formulate Marketing Strategy
		Step 14: Follow-up for Ongoing Enforcement and Improvements
	Full Deployment of a New Application
	Distinguishing New Applications from New Versions of Existing Applications
	Distinguishing Production Acceptance from Change Management
	Case Study: Assessing the Production Acceptance Process at Seven Diverse Companies
		The Seven Companies Selected
		Selected Companies Comparison in Summary
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 10 Change Management
	Introduction
	Definition of Change Management
	Drawbacks of Most Change Management Processes
	Key Steps Required in Developing a Change Management Process
		Step 1: Identify an Executive Sponsor
		Step 2: Assign a Process Owner
		Step 3: Select a Cross-Functional Process Design Team
		Step 4: Arrange for Meetings of the Cross-Functional Process Design Team
		Step 5: Establish Roles and Responsibilities for Members Supporting the Process Design Team
		Step 6: Identify the Benefits of a Change Management Process
		Step 7: If Change Metrics Exist, Collect and Analyze them; If Not, Set Up a Process to Do So
		Step 8: Identify and Prioritize Requirements
		Step 9: Develop Definitions of Key Terms
		Step 10: Design the Initial Change Management Process
		Step 11: Develop Policy Statements
		Step 12: Develop a Charter for a Change Advisory Board (CAB)
		Step 13: Use the CAB to Continually Refine and Improve the Change Management Process
	Emergency Changes Metric
	Assessing an Infrastructure’s Change Management Process
	Measuring and Streamlining the Change Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 11 Problem Management
	Introduction
	Definition of Problem Management
	Scope of Problem Management
	Distinguishing Between Problem, Change, and Request Management
	Distinguishing Between Problem Management and Incident Management
	The Role of the Service Desk
	Segregating and Integrating Service Desks
	Key Steps to Developing a Problem Management Process
		Step 1: Select an Executive Sponsor
		Step 2: Assign a Process Owner
		Step 3: Assemble a Cross-Functional Team
		Step 4: Identify and Prioritize Requirements
		Step 5: Establish a Priority and Escalation Scheme
		Step 6: Identify Alternative Call-Tracking Tools
		Step 7: Negotiate Service Levels
		Step 8: Develop Service and Process Metrics
		Step 9: Design the Call-Handling Process
		Step 10: Evaluate, Select, and Implement the Call-Tracking Tool
		Step 11: Review Metrics to Continually Improve the Process
	Opening and Closing Problems
	Client Issues with Problem Management
		Assessing an Infrastructure’s Problem Management Process
		Measuring and Streamlining the Problem Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 12 Storage Management
	Introduction
	Definition of Storage Management
	Desired Traits of a Storage Management Process Owner
	Storage Management Capacity
	Storage Management Performance
	Storage Management Reliability
	Storage Management Recoverability
	Assessing an Infrastructure’s Storage Management Process
	Measuring and Streamlining the Storage Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 13 Network Management
	Introduction
	Definition of Network Management
	Key Decisions about Network Management
		What Will Be Managed by This Process?
		Who Will Manage It?
		How Much Authority Will This Person Be Given?
		What Types of Tools and Support Will Be Provided?
		To What Extent Will Other Processes Be Integrated With This Process?
		What Levels of Service and Quality Will Be Expected?
	Assessing an Infrastructure’s Network Management Process
	Measuring and Streamlining the Network Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 14 Configuration Management
	Introduction
	Definition of Configuration Management
	Practical Tips for Improving Configuration Management
		1. Select a Qualified Process Owner
		2. Acquire the Assistance of a Technical Writer or a Documentation Analyst
		3. Match the Backgrounds of Writers to Technicians
		4. Evaluate the Quality and Value of Existing Configuration Documentation
		5. Involve Appropriate Hardware Suppliers
		6. Involve Appropriate Software Suppliers
		7. Coordinate Documentation Efforts in Advance of Major Hardware and Software Upgrades
		8. Involve the Asset-Management Group for Desktop Equipment Inventories
	Assessing an Infrastructure’s Configuration Management Process
	Measuring and Streamlining the Configuration Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 15 Capacity Planning
	Introduction
	Definition of Capacity Planning
	Why Capacity Planning Is Seldom Done Well
		1. Analysts Are Too Busy with Day-To-Day Activities
		2. Users Are Not Interested in Predicting Future Workloads
		3. Users Who Are Interested Cannot Forecast Accurately
		4. Capacity Planners May Be Reluctant to Use Effective Measuring Tools
		5. Corporate or IT Directions May Change From Year to Year
		6. Planning Is Typically Not Part of an Infrastructure Culture
		7. Managers Sometimes Confuse Capacity Management with Capacity Planning
	How to Develop an Effective Capacity Planning Process
		Step 1: Select an Appropriate Capacity Planning Process Owner
		Step 2: Identify the Key Resources to be Measured
		Step 3: Measure the Utilizations or Performance of the Resources
		Step 4: Compare Utilizations to Maximum Capacities
		Step 5: Collect Workload Forecasts from Developers and Users
		Step 6: Transform Workload Forecasts into IT Resource Requirements
		Step 7: Map Requirements onto Existing Utilizations
		Step 8: Predict When the Shop Will Be Out of Capacity
		Step 9: Update Forecasts and Utilizations
	Additional Benefits of Capacity Planning
		1. Strengthens Relationships with Developers and End-Users
		2. Improves Communications with Suppliers
		3. Encourages Collaboration with Other Infrastructure Groups
		4. Promotes a Culture of Strategic Planning as Opposed to Tactical Firefighting
	Helpful Hints for Effective Capacity Planning
		1. Start Small
		2. Speak the Language of Your Customers
		3. Consider Future Platforms
		4. Share Plans with Suppliers
		5. Anticipate Nonlinear Cost Ratios
		6. Plan for Occasional Workload Reductions
		7. Prepare for the Turnover of Personnel
		8. Strive to Continually Improve the Process
		9. Evaluate the Hidden Costs of Upgrades
	Uncovering the Hidden Costs of Upgrades
		1. Hardware Maintenance
		2. Technical Support
		3. Software Maintenance
		4. Memory Upgrades
		5. Channel Upgrades
		6. Cache Upgrades
		7. Data Backup Time
		8. Operations Support
		9. Offsite Storage
		10. Network Hardware
		11. Network Support
		12. Floor Space
		13. Power and Air Conditioning
	Assessing an Infrastructure’s Capacity Planning Process
	Measuring and Streamlining the Capacity Planning Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 16 Strategic Security
	Introduction
	Definition of Strategic Security
	Developing a Strategic Security Process
		Step 1: Identify an Executive Sponsor
		Step 2: Select a Security Process Owner
		Step 3: Define Goals of Strategic Security
		Step 4: Establish Review Boards
		Step 5: Identify, Categorize, and Prioritize Requirements
		Step 6: Inventory Current State of Security
		Step 7: Establish Security Organization
		Step 8: Develop Security Policies
		Step 9: Assemble Planning Teams
		Step 10: Review and Approve Plans
		Step 11: Evaluate Technical Feasibility of Plans
		Step 12: Assign and Schedule the Implementation of Plans
	Assessing an Infrastructure’s Strategic Security Process
	Measuring and Streamlining the Security Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 17 Business Continuity
	Introduction
	Definition of Business Continuity
	Case Study: Disaster at the Movie Studio
		Three Important Lessons Learned from the Case Study
	Steps to Developing an Effective Business Continuity Process
		Step 1: Acquire Executive Support
		Step 2: Select a Process Owner
		Step 3: Assemble a Cross-Functional Team
		Step 4: Conduct a Business Impact Analysis
		Step 5: Identify and Prioritize Requirements
		Step 6: Assess Possible Business Continuity Recovery Strategies
		Step 7: Develop a Request for Proposal (RFP) for Outside Services
		Step 8: Evaluate Proposals and Select the Best Offering
		Step 9: Choose Participants and Clarify Their Roles on the Recovery Team
		Step 10: Document the Business Continuity Plan
		Step 11: Plan and Execute Regularly Scheduled Tests of the Plan
		Step 12: Conduct a Lessons-Learned Postmortem after Each Test
		Step 13: Continually Maintain, Update, and Improve the Plan
	Nightmare Incidents with Disaster Recovery Plans
	Assessing an Infrastructure’s Disaster Recovery Process
	Measuring and Streamlining the Disaster Recovery Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 18 Facilities Management
	Introduction
	Definition of Facilities Management
	Major Elements of Facilities Management
	The Facilities Management Process Owner
		Determining the Scope of Responsibilities of a Facilities Management Process Owner
		Desired Traits of a Facilities Management Process Owner
	Evaluating the Physical Environment
		Major Physical Exposures Common to a Data Center
		Keeping Physical Layouts Efficient and Effective
	Tips to Improve the Facilities Management Process
	Facilities Management at Outsourcing Centers
	Assessing an Infrastructure’s Facilities Management Process
	Measuring and Streamlining the Facilities Management Process
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 19 Developing Robust Processes
	Introduction
	What Contributes to a World-Class Infrastructure
		1. Executive Support
		2. Meaningful Metrics Analyzed
		3. Proactive Approach
		4. Call Management
		5. Employee Empowerment
		6. Well-Developed Standards
		7. Well-Trained Employees
		8. Well-Equipped Employees
		9. Robust Processes
		10. Effective Use of Technology
		11. Integrated Systems Management Functions
	Characteristics of a Robust Process
		1. Process Objective Is Identified
		2. Executive Sponsor Is Identified and Involved
		3. Process Owner Is Identified and Given Responsibility for and Authority Over the Process
		4. Key Customers Are Identified and Involved
		5. Secondary Customers Are Identified and Consulted
		6. Process Suppliers Are Identified and Involved
		7. Process Outputs Are Identified
		8. Process Inputs Are Identified
		9. Process Is Described by a Sound Business Model
		10. Process Hierarchy Is Understood
		11. Execution Is Enforceable
		12. Process Is Designed to Provide Service Metrics
		13. Service Metrics Are Compiled and Analyzed, Not Just Collected
		14. Process Is Designed to Provide Process Metrics
		15. Process Metrics Are Compiled and Analyzed, Not Just Collected
		16. Documentation Is Thorough, Accurate, and Easily Understood
		17. Process Contains All Required Value-Added Steps
		18. Process Eliminates All Non-Value-Added Steps
		19. Process Guarantees Accountability
		20. Process Provides Incentives for Compliance and Penalties for Avoidance or Circumvention
		21. Process Is Standardized Across all Appropriate Departments and Remote Sites
		22. Process Is Streamlined as Much as Possible and Practical
		23. Process Is Automated Wherever Practical, but Only after Streamlining
		24. Process Integrates with all Other Appropriate Processes
	Understanding the Differences Between a Formal Process and an Informal Process
	Helpful Ground Rules for Brainstorming
	Methods for Prioritizing Requirements
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 20 Using Technology to Automate and Evaluate Robust Processes
	Introduction
	Automating Robust Processes
	Evaluating an Infrastructure Process
	Evaluating Process Documentation
	Benefits of the Methodology to Evaluate Process Documentation
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 21 Integrating Systems Management Processes
	Introduction
	Distinguishing Strategic Processes from Tactical Processes
		Identifying Strategic Processes
		Identifying Tactical Processes
		The Value of Distinguishing Strategic from Tactical Processes
	Relationships Between Strategic and Tactical Processes
		Difficulties with Integrating Solely Tactical Processes
		Difficulties with Integrating Solely Strategic Processes
		Difficulties with Integrating Tactical and Strategic Processes
	Examining the Integrated Relationships Between Strategic and Tactical Processes
	Significance of Systems Management Process Relationships
	Summary
	Test Your Understanding
	Suggested Further Readings
Chapter 22 Special Considerations for Client-Server and Web-Enabled Environments
	Introduction
	Client-Server Environment Issues
		Vendor Relationships
		Multiplatform Support
		Performance and Tuning Challenges
		Disaster-Recovery Planning
		Capacity Planning
	Web-Enabled Environment Issues
		Traditional Companies
		Moderate and Growing Companies
		Dotcom Companies
	Summary
	Test Your Understanding
	Suggested Further Readings
Appendix A: Frequently Asked Questions
Appendix B: Summary of Definitions
Appendix C: Assessment Worksheets Without Weighting Factors
Appendix D: Assessment Worksheets With Weighting Factors
Appendix E: Historical Perspective
Appendix F: Evolving in the 1970s and 1980s
Appendix G: Into and Beyond the New Millennium
Appendix H: Answers to Selected Questions
Bibliography
Index
	A
	B
	C
	D
	E
	F
	G
	H
	I–J
	K
	L
	M
	N
	O
	P
	Q–R
	S
	T
	U
	V
	W–X–Y–Z