- Management Reference Guide
- Table of Contents
- Introduction
- Strategic Management
- Establishing Goals, Objectives, and Strategies
- Aligning IT Goals with Corporate Business Goals
- Utilizing Effective Planning Techniques
- Developing Worthwhile Mission Statements
- Developing Worthwhile Vision Statements
- Instituting Practical Corporate Values
- Budgeting Considerations in an IT Environment
- Introduction to Conducting an Effective SWOT Analysis
- IT Governance and Disaster Recovery, Part One
- IT Governance and Disaster Recovery, Part Two
- Customer Management
- Identifying Key External Customers
- Identifying Key Internal Customers
- Negotiating with Customers and Suppliers—Part 1: An Introduction
- Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
- Negotiating and Managing Realistic Customer Expectations
- Service Management
- Identifying Key Services for Business Users
- Service-Level Agreements That Really Work
- How IT Evolved into a Service Organization
- FAQs About Systems Management (SM)
- FAQs About Availability (AV)
- FAQs About Performance and Tuning (PT)
- FAQs About Service Desk (SD)
- FAQs About Change Management (CM)
- FAQs About Configuration Management (CF)
- FAQs About Capacity Planning (CP)
- FAQs About Network Management
- FAQs About Storage Management (SM)
- FAQs About Production Acceptance (PA)
- FAQs About Release Management (RM)
- FAQs About Disaster Recovery (DR)
- FAQs About Business Continuity (BC)
- FAQs About Security (SE)
- FAQs About Service Level Management (SL)
- FAQs About Financial Management (FN)
- FAQs About Problem Management (PM)
- FAQs About Facilities Management (FM)
- Process Management
- Developing Robust Processes
- Establishing Mutually Beneficial Process Metrics
- Change Management—Part 1
- Change Management—Part 2
- Change Management—Part 3
- Audit Reconnaissance: Releasing Resources Through the IT Audit
- Problem Management
- Problem Management–Part 2: Process Design
- Problem Management–Part 3: Process Implementation
- Business Continuity Emergency Communications Plan
- Capacity Planning – Part One: Why It is Seldom Done Well
- Capacity Planning – Part Two: Developing a Capacity Planning Process
- Capacity Planning — Part Three: Benefits and Helpful Tips
- Capacity Planning – Part Four: Hidden Upgrade Costs and
- Improving Business Process Management, Part 1
- Improving Business Process Management, Part 2
- 20 Major Elements of Facilities Management
- Major Physical Exposures Common to a Data Center
- Evaluating the Physical Environment
- Nightmare Incidents with Disaster Recovery Plans
- Developing a Robust Configuration Management Process
- Developing a Robust Configuration Management Process – Part Two
- Automating a Robust Infrastructure Process
- Improving High Availability — Part One: Definitions and Terms
- Improving High Availability — Part Two: Definitions and Terms
- Improving High Availability — Part Three: The Seven R's of High Availability
- Improving High Availability — Part Four: Assessing an Availability Process
- Methods for Brainstorming and Prioritizing Requirements
- Introduction to Disk Storage Management — Part One
- Storage Management—Part Two: Performance
- Storage Management—Part Three: Reliability
- Storage Management—Part Four: Recoverability
- Twelve Traits of World-Class Infrastructures — Part One
- Twelve Traits of World-Class Infrastructures — Part Two
- Meeting Today's Cooling Challenges of Data Centers
- Strategic Security, Part One: Assessment
- Strategic Security, Part Two: Development
- Strategic Security, Part Three: Implementation
- Strategic Security, Part Four: ITIL Implications
- Production Acceptance Part One – Definition and Benefits
- Production Acceptance Part Two – Initial Steps
- Production Acceptance Part Three – Middle Steps
- Production Acceptance Part Four – Ongoing Steps
- Case Study: Planning a Service Desk Part One – Objectives
- Case Study: Planning a Service Desk Part Two – SWOT
- Case Study: Implementing an ITIL Service Desk – Part One
- Case Study: Implementing a Service Desk Part Two – Tool Selection
- Ethics, Scandals and Legislation
- Outsourcing in Response to Legislation
- Supplier Management
- Identifying Key External Suppliers
- Identifying Key Internal Suppliers
- Integrating the Four Key Elements of Good Customer Service
- Enhancing the Customer/Supplier Matrix
- Voice Over IP, Part One — What VoIP Is, and Is Not
- Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
- Application Management
- Production Acceptance
- Distinguishing New Applications from New Versions of Existing Applications
- Assessing a Production Acceptance Process
- Effective Use of a Software Development Life Cycle
- The Role of Project Management in SDLC— Part 2
- Communication in Project Management – Part One: Barriers to Effective Communication
- Communication in Project Management – Part Two: Examples of Effective Communication
- Safeguarding Personal Information in the Workplace: A Case Study
- Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
- Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
- References
- Developing an ITIL Feasibility Analysis
- Organization and Personnel Management
- Optimizing IT Organizational Structures
- Factors That Influence Restructuring Decisions
- Alternative Locations for the Help Desk
- Alternative Locations for Database Administration
- Alternative Locations for Network Operations
- Alternative Locations for Web Design
- Alternative Locations for Risk Management
- Alternative Locations for Systems Management
- Practical Tips To Retaining Key Personnel
- Benefits and Drawbacks of Using IT Consultants and Contractors
- Deciding Between the Use of Contractors versus Consultants
- Managing Employee Skill Sets and Skill Levels
- Assessing Skill Levels of Current Onboard Staff
- Recruiting Infrastructure Staff from the Outside
- Selecting the Most Qualified Candidate
- 7 Tips for Managing the Use of Mobile Devices
- Useful Websites for IT Managers
- References
- Automating Robust Processes
- Evaluating Process Documentation — Part One: Quality and Value
- Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
- When Should You Integrate or Segregate Service Desks?
- Five Instructive Ideas for Interviewing
- Eight Surefire Tips to Use When Being Interviewed
- 12 Helpful Hints To Make Meetings More Productive
- Eight Uncommon Tips To Improve Your Writing
- Ten Helpful Tips To Improve Fire Drills
- Sorting Out Today’s Various Training Options
- Business Ethics and Corporate Scandals – Part 1
- Business Ethics and Corporate Scandals – Part 2
- 12 Tips for More Effective Emails
- Management Communication: Back to the Basics, Part One
- Management Communication: Back to the Basics, Part Two
- Management Communication: Back to the Basics, Part Three
- Asset Management
- Managing Hardware Inventories
- Introduction to Hardware Inventories
- Processes To Manage Hardware Inventories
- Use of a Hardware Inventory Database
- References
- Managing Software Inventories
- Business Continuity Management
- Ten Lessons Learned from Real-Life Disasters
- Ten Lessons Learned From Real-Life Disasters, Part 2
- Differences Between Disaster Recovery and Business Continuity , Part 1
- Differences Between Disaster Recovery and Business Continuity , Part 2
- 15 Common Terms and Definitions of Business Continuity
- The Federal Government’s Role in Disaster Recovery
- The 12 Common Mistakes That Cause BIAs To Fail—Part 1
- The 12 Common Mistakes That Cause BIAs To Fail—Part 2
- The 12 Common Mistakes That Cause BIAs To Fail—Part 3
- The 12 Common Mistakes That Cause BIAs To Fail—Part 4
- Conducting an Effective Table Top Exercise (TTE) — Part 1
- Conducting an Effective Table Top Exercise (TTE) — Part 2
- Conducting an Effective Table Top Exercise (TTE) — Part 3
- Conducting an Effective Table Top Exercise (TTE) — Part 4
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
- The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
- The Information Technology Infrastructure Library (ITIL)
- The Origins of ITIL
- The Foundation of ITIL: Service Management
- Five Reasons for Revising ITIL
- The Relationship of Service Delivery and Service Support to All of ITIL
- Ten Common Myths About Implementing ITIL, Part One
- Ten Common Myths About Implementing ITIL, Part Two
- Characteristics of ITIL Version 3
- Ten Benefits of itSMF and its IIL Pocket Guide
- Translating the Goals of the ITIL Service Delivery Processes
- Translating the Goals of the ITIL Service Support Processes
- Elements of ITIL Least Understood, Part One: Service Delivery Processes
- Case Study: Recovery Reactions to a Renegade Rodent
- Elements of ITIL Least Understood, Part Two: Service Support
- Case Studies
- Case Study — Preparing for Hurricane Charley
- Case Study — The Linux Decision
- Case Study — Production Acceptance at an Aerospace Firm
- Case Study — Production Acceptance at a Defense Contractor
- Case Study — Evaluating Mainframe Processes
- Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
- Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
- Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
- Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
- Disaster Recovery Test Case Study Part One: Planning
- Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
- Disaster Recovery Test Case Study Part Three: Execution
- Disaster Recovery Test Case Study Part Four: Follow-Up
- Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
- Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
- Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
- (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two
More than most other systems management processes, storage management involves a certain degree of trust. Users entrust us with the safekeeping of their data. They trust that they will be able to access their data reliably in acceptable periods of time. They trust that, when they retrieve it, it will be in the same state and condition as it was when they last stored it. Infrastructure managers trust that the devices they purchase from storage equipment suppliers will perform reliably and responsively; suppliers, in turn, trust that their clients will operate and maintain their equipment properly.
We will interweave this idea of trust into our discussion on the process of managing data storage. This four-part series will focus on four major areas: capacity, performance, reliability, and recoverability, the last of which plays a fundamental role in disaster recovery. In this first part I offer a definition of storage management, present desired traits of a storage management process owner, and discuss storage management capacity issues. Many an infrastructure has felt the impact of not being able to recover yesterday's data. How thoroughly we plan and manage storage in anticipation of tomorrow's disaster may well determine our success in recovery.
We begin with a formal definition of the storage management process and a discussion of desirable traits in a process owner. We then examine each of the four storage management areas in greater detail and reinforce our discussion with examples where appropriate. We conclude this chapter with assessment worksheets for evaluating an infrastructure's storage management process.
Definition of Storage Management
Optimizing the use of storage devices translates into making sure the maximum amount of usable data is written to and read from these units at an acceptable rate of response. Optimizing these resources also means ensuring that there is an adequate amount of storage space available, while guarding against having expensive excess amounts. This notion of optimal use ties in to two of the main areas of storage management: capacity and performance.
Protecting the integrity of data means that the data will always be accessible to those authorized to it and that it will not be changed unless the authorized owner specifically intends for it to be changed. Data integrity also implies that, should the data inadvertently become inaccessible or destroyed, reliable backup copies will enable its complete recovery. These explanations of data integrity tie into the other two main areas of storage management: reliability and recoverability. Each of these four areas warrants a section of their own, but first we need to discuss the issue of process ownership.
Desired Traits of a Storage Management Process Owner
The individual who is assigned as the owner of the storage management process should have a broad basic of knowledge in several areas related to disk space resources. These areas include applications, backup systems, hardware configurations, and database systems. Due to the dynamic nature of disk space management, the process owner should also be able to think and act in a tactical manner. Table 1 lists, in priority order, these and other desirable characteristics to look for when selecting this individual.
Table 1 Prioritized Characteristics of a Storage Management Process Owner
|
Characteristic |
Priority |
|
|
1. |
Knowledge of applications |
High |
|
2. |
Knowledge of backup systems |
High |
|
3. |
Knowledge of hardware configurations |
High |
|
4. |
Ability to think and act tactically |
High |
|
5. |
Knowledge of database systems |
High |
|
6. |
Ability to work with IT developers |
Medium |
|
7. |
Knowledge of systems software and components |
Medium |
|
8. |
Knowledge of software configurations |
Medium |
|
9. |
Ability to think and plan strategically |
Medium |
|
10. |
Ability to manage diversity |
Low |
|
11. |
Knowledge of network software and components |
Low |
|
12. |
Knowledge of desktop hardware and software |
Low |
|
13. |
Knowledge of power and air conditioning systems |
Low |
Another issue to keep in mind when considering potential candidates for storage management process owner is that the individual's traits may also make him or her a candidate to own other related processes—the person may already be a process owner of another process. The four primary areas of storage management are directly related to other systems management processes—capacity planning, performance and tuning, change management, and disaster recovery. The storage management process owner may be qualified to own one or more of these other processes, just as an existing owner of any of these other processes might be suitable to own storage management. In most instances, these process owners report to the manager of technical services, if they are not currently serving in that position themselves.
Storage Management Capacity
Storage management capacity consists of providing sufficient data storage to authorized users at a reasonable cost. Storage capacity is often thought of as large quantities of disk farms accessible to servers or mainframes. In fact, data storage capacity includes main memory and magnetic disk storage for mainframe processors, midrange computers, workstations, servers, and desktop computers in all their various flavors. Data storage capacity also includes alternative storage devices such as optical disks, magnetic drums, open reel magnetic tape, magnetic tape cartridges and cassettes, digital audio tape, and digital linear tape. When it comes to maximizing the efficient use of data storage, most efforts are centered around large-capacity storage devices such as high-volume disk arrays. This is because the large capacities of these devices, when left unchecked, can result in poorly used or wasted space.
There are a number of methods to increase the utilization of large-capacity storage devices. One is to institute a robust capacity planning process across all of IT that will identify far in advance major disk space requirements. This enables planners to propose and budget the most cost-effective storage resources to meet forecast demand. Another more tactical initiative is to monitor disk space usage to proactively spot unplanned data growth, data fragmentation, increased use of extents, and data that has gone un-accessed for long periods of time. There are a number of tools on the market that can streamline much of this monitoring. The important element here is the process, rather than the tool, that needs to be enforced to heighten awareness about responsible disk space management.
In part two of this series I will discuss several effective techniques associated with the performance of disk storage.