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📄 Contents

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  1. Management Reference Guide
  2. Table of Contents
  3. Introduction
  4. Strategic Management
  5. Establishing Goals, Objectives, and Strategies
  6. Aligning IT Goals with Corporate Business Goals
  7. Utilizing Effective Planning Techniques
  8. Developing Worthwhile Mission Statements
  9. Developing Worthwhile Vision Statements
  10. Instituting Practical Corporate Values
  11. Budgeting Considerations in an IT Environment
  12. Introduction to Conducting an Effective SWOT Analysis
  13. IT Governance and Disaster Recovery, Part One
  14. IT Governance and Disaster Recovery, Part Two
  15. Customer Management
  16. Identifying Key External Customers
  17. Identifying Key Internal Customers
  18. Negotiating with Customers and Suppliers—Part 1: An Introduction
  19. Negotiating With Customers and Suppliers—Part 2: Reaching Agreement
  20. Negotiating and Managing Realistic Customer Expectations
  21. Service Management
  22. Identifying Key Services for Business Users
  23. Service-Level Agreements That Really Work
  24. How IT Evolved into a Service Organization
  25. FAQs About Systems Management (SM)
  26. FAQs About Availability (AV)
  27. FAQs About Performance and Tuning (PT)
  28. FAQs About Service Desk (SD)
  29. FAQs About Change Management (CM)
  30. FAQs About Configuration Management (CF)
  31. FAQs About Capacity Planning (CP)
  32. FAQs About Network Management
  33. FAQs About Storage Management (SM)
  34. FAQs About Production Acceptance (PA)
  35. FAQs About Release Management (RM)
  36. FAQs About Disaster Recovery (DR)
  37. FAQs About Business Continuity (BC)
  38. FAQs About Security (SE)
  39. FAQs About Service Level Management (SL)
  40. FAQs About Financial Management (FN)
  41. FAQs About Problem Management (PM)
  42. FAQs About Facilities Management (FM)
  43. Process Management
  44. Developing Robust Processes
  45. Establishing Mutually Beneficial Process Metrics
  46. Change Management—Part 1
  47. Change Management—Part 2
  48. Change Management—Part 3
  49. Audit Reconnaissance: Releasing Resources Through the IT Audit
  50. Problem Management
  51. Problem Management–Part 2: Process Design
  52. Problem Management–Part 3: Process Implementation
  53. Business Continuity Emergency Communications Plan
  54. Capacity Planning – Part One: Why It is Seldom Done Well
  55. Capacity Planning – Part Two: Developing a Capacity Planning Process
  56. Capacity Planning — Part Three: Benefits and Helpful Tips
  57. Capacity Planning – Part Four: Hidden Upgrade Costs and
  58. Improving Business Process Management, Part 1
  59. Improving Business Process Management, Part 2
  60. 20 Major Elements of Facilities Management
  61. Major Physical Exposures Common to a Data Center
  62. Evaluating the Physical Environment
  63. Nightmare Incidents with Disaster Recovery Plans
  64. Developing a Robust Configuration Management Process
  65. Developing a Robust Configuration Management Process – Part Two
  66. Automating a Robust Infrastructure Process
  67. Improving High Availability — Part One: Definitions and Terms
  68. Improving High Availability — Part Two: Definitions and Terms
  69. Improving High Availability — Part Three: The Seven R's of High Availability
  70. Improving High Availability — Part Four: Assessing an Availability Process
  71. Methods for Brainstorming and Prioritizing Requirements
  72. Introduction to Disk Storage Management — Part One
  73. Storage Management—Part Two: Performance
  74. Storage Management—Part Three: Reliability
  75. Storage Management—Part Four: Recoverability
  76. Twelve Traits of World-Class Infrastructures — Part One
  77. Twelve Traits of World-Class Infrastructures — Part Two
  78. Meeting Today's Cooling Challenges of Data Centers
  79. Strategic Security, Part One: Assessment
  80. Strategic Security, Part Two: Development
  81. Strategic Security, Part Three: Implementation
  82. Strategic Security, Part Four: ITIL Implications
  83. Production Acceptance Part One – Definition and Benefits
  84. Production Acceptance Part Two – Initial Steps
  85. Production Acceptance Part Three – Middle Steps
  86. Production Acceptance Part Four – Ongoing Steps
  87. Case Study: Planning a Service Desk Part One – Objectives
  88. Case Study: Planning a Service Desk Part Two – SWOT
  89. Case Study: Implementing an ITIL Service Desk – Part One
  90. Case Study: Implementing a Service Desk Part Two – Tool Selection
  91. Ethics, Scandals and Legislation
  92. Outsourcing in Response to Legislation
  93. Supplier Management
  94. Identifying Key External Suppliers
  95. Identifying Key Internal Suppliers
  96. Integrating the Four Key Elements of Good Customer Service
  97. Enhancing the Customer/Supplier Matrix
  98. Voice Over IP, Part One — What VoIP Is, and Is Not
  99. Voice Over IP, Part Two — Benefits, Cost Savings and Features of VoIP
  100. Application Management
  101. Production Acceptance
  102. Distinguishing New Applications from New Versions of Existing Applications
  103. Assessing a Production Acceptance Process
  104. Effective Use of a Software Development Life Cycle
  105. The Role of Project Management in SDLC— Part 2
  106. Communication in Project Management – Part One: Barriers to Effective Communication
  107. Communication in Project Management – Part Two: Examples of Effective Communication
  108. Safeguarding Personal Information in the Workplace: A Case Study
  109. Combating the Year-end Budget Blitz—Part 1: Building a Manageable Schedule
  110. Combating the Year-end Budget Blitz—Part 2: Tracking and Reporting Availability
  111. References
  112. Developing an ITIL Feasibility Analysis
  113. Organization and Personnel Management
  114. Optimizing IT Organizational Structures
  115. Factors That Influence Restructuring Decisions
  116. Alternative Locations for the Help Desk
  117. Alternative Locations for Database Administration
  118. Alternative Locations for Network Operations
  119. Alternative Locations for Web Design
  120. Alternative Locations for Risk Management
  121. Alternative Locations for Systems Management
  122. Practical Tips To Retaining Key Personnel
  123. Benefits and Drawbacks of Using IT Consultants and Contractors
  124. Deciding Between the Use of Contractors versus Consultants
  125. Managing Employee Skill Sets and Skill Levels
  126. Assessing Skill Levels of Current Onboard Staff
  127. Recruiting Infrastructure Staff from the Outside
  128. Selecting the Most Qualified Candidate
  129. 7 Tips for Managing the Use of Mobile Devices
  130. Useful Websites for IT Managers
  131. References
  132. Automating Robust Processes
  133. Evaluating Process Documentation — Part One: Quality and Value
  134. Evaluating Process Documentation — Part Two: Benefits and Use of a Quality-Value Matrix
  135. When Should You Integrate or Segregate Service Desks?
  136. Five Instructive Ideas for Interviewing
  137. Eight Surefire Tips to Use When Being Interviewed
  138. 12 Helpful Hints To Make Meetings More Productive
  139. Eight Uncommon Tips To Improve Your Writing
  140. Ten Helpful Tips To Improve Fire Drills
  141. Sorting Out Today’s Various Training Options
  142. Business Ethics and Corporate Scandals – Part 1
  143. Business Ethics and Corporate Scandals – Part 2
  144. 12 Tips for More Effective Emails
  145. Management Communication: Back to the Basics, Part One
  146. Management Communication: Back to the Basics, Part Two
  147. Management Communication: Back to the Basics, Part Three
  148. Asset Management
  149. Managing Hardware Inventories
  150. Introduction to Hardware Inventories
  151. Processes To Manage Hardware Inventories
  152. Use of a Hardware Inventory Database
  153. References
  154. Managing Software Inventories
  155. Business Continuity Management
  156. Ten Lessons Learned from Real-Life Disasters
  157. Ten Lessons Learned From Real-Life Disasters, Part 2
  158. Differences Between Disaster Recovery and Business Continuity , Part 1
  159. Differences Between Disaster Recovery and Business Continuity , Part 2
  160. 15 Common Terms and Definitions of Business Continuity
  161. The Federal Government’s Role in Disaster Recovery
  162. The 12 Common Mistakes That Cause BIAs To Fail—Part 1
  163. The 12 Common Mistakes That Cause BIAs To Fail—Part 2
  164. The 12 Common Mistakes That Cause BIAs To Fail—Part 3
  165. The 12 Common Mistakes That Cause BIAs To Fail—Part 4
  166. Conducting an Effective Table Top Exercise (TTE) — Part 1
  167. Conducting an Effective Table Top Exercise (TTE) — Part 2
  168. Conducting an Effective Table Top Exercise (TTE) — Part 3
  169. Conducting an Effective Table Top Exercise (TTE) — Part 4
  170. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part One
  171. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Two
  172. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Three
  173. The 13 Cardinal Steps for Implementing a Business Continuity Program — Part Four
  174. The Information Technology Infrastructure Library (ITIL)
  175. The Origins of ITIL
  176. The Foundation of ITIL: Service Management
  177. Five Reasons for Revising ITIL
  178. The Relationship of Service Delivery and Service Support to All of ITIL
  179. Ten Common Myths About Implementing ITIL, Part One
  180. Ten Common Myths About Implementing ITIL, Part Two
  181. Characteristics of ITIL Version 3
  182. Ten Benefits of itSMF and its IIL Pocket Guide
  183. Translating the Goals of the ITIL Service Delivery Processes
  184. Translating the Goals of the ITIL Service Support Processes
  185. Elements of ITIL Least Understood, Part One: Service Delivery Processes
  186. Case Study: Recovery Reactions to a Renegade Rodent
  187. Elements of ITIL Least Understood, Part Two: Service Support
  188. Case Studies
  189. Case Study — Preparing for Hurricane Charley
  190. Case Study — The Linux Decision
  191. Case Study — Production Acceptance at an Aerospace Firm
  192. Case Study — Production Acceptance at a Defense Contractor
  193. Case Study — Evaluating Mainframe Processes
  194. Case Study — Evaluating Recovery Sites, Part One: Quantitative Comparisons/Natural Disasters
  195. Case Study — Evaluating Recovery Sites, Part Two: Quantitative Comparisons/Man-made Disasters
  196. Case Study — Evaluating Recovery Sites, Part Three: Qualitative Comparisons
  197. Case Study — Evaluating Recovery Sites, Part Four: Take-Aways
  198. Disaster Recovery Test Case Study Part One: Planning
  199. Disaster Recovery Test Case Study Part Two: Planning and Walk-Through
  200. Disaster Recovery Test Case Study Part Three: Execution
  201. Disaster Recovery Test Case Study Part Four: Follow-Up
  202. Assessing the Robustness of a Vendor’s Data Center, Part One: Qualitative Measures
  203. Assessing the Robustness of a Vendor’s Data Center, Part Two: Quantitative Measures
  204. Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part One: What Did the Team Do Well
  205. (d) Case Study: Lessons Learned from a World-Wide Disaster Recovery Exercise, Part Two

This section was written by Jeff Rohloff.

Last week's article and this week's installment together describe my experiences with researching, proposing and initiating efforts to development a configuration management process for the Las Vegas Metropolitan Police Department (LVMPD). In this second part of this series I describe how the cross-functional team I had assembled initiated efforts to begin designing the configuration management process; how the Information Technologies Bureau (ITB) of the LVMPD was currently collecting and managing configuration data; and some of the lessons my team and I learned from these activities.

Initial Efforts in Designing a Configuration Management Process

One of my first efforts with configuration management was to assemble a cross-functional team that would participate in the design of the process. Next, we conducted a thorough inventory of all of the tools we currently had in-house that could be used to manage configuration data. We used a professional facilitator to conduct the session who helped us identify not only the tools currently I use, but also others that we had onboard but were not being used. The team was surprised to learn we had no less than 14 products in-house from 8 different suppliers.

The next activity was to determine the scope and level of the configuration management data that we would initially store in a centralized database. After much discussion we all agreed that initially we would focus only on network and desktop equipment, and only down to the major component levels. We also decided to link two physical databases associated with network and desktop hardware into one logical configuration management database (CMDB). These were important decisions to reach, and they allowed our design efforts to move forward. The next step was to identify the current methods of collecting and managing configuration data, and is the subject of the next section.

Collecting and Managing Configuration Data

In this section I discuss how configuration management information was being collected and managed across the LVMPD enterprise. Issues involving this information, among others, included standards, automation, base-lining, documentation, testing and auditing. I presented this information to LVMPD ITB management to assist them in deciding where future efforts and fiscal resources should be focused in order to improve the configuration management process. The key elements of this data were then used as the "report card" on how we are presently managing the resources that make up the LVMPD enterprise.

1. Technology standards for component devices and software

LVMPD has established hardware and software standards for telecommunication devices. Although these standards were not documented, it was common knowledge that when making purchases, one was to first source hardware or software from certain suppliers. For example, when purchasing telecommunications equipment Cisco was the vendor of choice.

2. Automation software used to collect configuration management information

LVMPD has implemented CiscoWorks 2000 LMS 2.0 and RWAN 1.2 to provide an Enterprise-level management interface for all of the Cisco data communications devices. The Infrastructure group has also deployed Cisco Secure ACS 1.3 to provide user authentication, authorization and complete auditing capabilities of Cisco data communications device configurations. The infrastructure group has deployed Solar Winds to provide enterprise management for Cisco data communications devices.

3. Validated baseline configurations for each device or component type.

The Infrastructure group has deployed Solar Winds providing a base line for LVMPD WAN and LAN router links. The Infrastructure group has installed Cisco NAM modules into 65xx-class switches to providing traffic information that can be used to base line the core 65xx-class switches. Base-lining of other data communications had not yet been accomplished.

4. Documented configuration details for every component at each installation location, including any installation-specific configuration customizations.

Documentation did not exist that detailed specific configuration information of a device in production at a given location.

5. Detailed configuration for each device or component.

A common infrastructure storage server provides infrastructure configuration information for each device. This server hosts the configuration information for each device in production. Top-level views of the LVMPD WAN environment have been created using a Viso application. This application enables the users to "click" on specific locations within the LAN, identify the device, "click again and see specific configuration information. Specific device configurations are dynamically updated whenever configuration changes take place. All TCP/IP and IPx addressing is maintained within an Excel spreadsheet.

6. Detailed testing and validation procedures for each component model

Testing for infrastructure devices is currently limited to existing data communications spare equipment. The test lab includes every currently deployed Cisco device in the LVMPD environment, with the exception of the 4000-series switch, 6500 POE UTP RJ-45 48-port ethernet modules, and specific supervisor cards.

Hardware control was provided for by means of a common deployment platform, consisting of equipment that has been certified by the infrastructure group. All spare parts and replacement components were tested using this platform. Firmware versions were tested prior to deployment using the specific device model. Firmware versions were controlled and could not be changed without first being evaluated, and approved by the Enterprise Engineering Group.

Cisco IOS and CAT-OS software versions were tested prior to deployment using the specific device model. Software versions were controlled and could not be changed without first being evaluated, and approved by the Enterprise Engineering Group.

7. Periodic auditing and reporting of configuration data.

LVMPD Information Technology Bureau had not implemented device auditing or configuration review as a management process.

As a result of this inventory, it was evident that the IT group had initiated configuration controls by capturing configuration data, and performing elementary management review of the devices operating within our environment. It was also apparent that there was much more to accomplish if our goal is to incorporate additional configuration management processes, such as auditing, quality control, and disaster recovery into our environment.

Lessons Learned

The following are six important lessons we learned while working on these aspects of a configuration management process:

  1. Inventory all current tools available – Once you have assembled a cross-functional team, have them conduct a thorough inventory of all tools they currently have available to them to manage configuration data. You may be surprised at the number of products you have available to you.
  2. Determine the scope and level of configuration data – The scope entails how many varieties of hardware and software products you will include in the initial configuration management process. The level is how much detail you will include about each product. It is important to agree on this at the outset; and it pays to start small.
  3. Identify current methods used to collect and manage configuration data – This activity helps to pinpoint which methods are currently being used effectively and which ones are not.
  4. Assign a primary and alternate process owner – There needs to be one person assigned primary responsibility for the configuration management process, and an alternate to serve in his or her absence.
  5. Integrate process with other processes – As much as possible integrate the design on the configuration management process with other infrastructure processes, particularly change management.
  6. Document all pertinent information – The process should assign individuals to produce timely and accurate documentation of all significant pieces of information associated with the configuration management process. These include schedules, project plans, meeting minutes, process charter, responsibilities, definitions, and policies needed to execute and enforce the process.

The process moved forward successfully with network and desktop devices as the initial scope. Prior to completion of the entire process, a re-organization occurred that enabled me to manage a different and equally challenging IT area of law enforcement within Clark County and Las Vegas. My successor is continuing with the implementation of the process I started. And I am now involved with a similar implementation of configuration management in my new environment, and am able to apply many of the lessons learned from my prior experience.

In a time era devoted to cost containment and bottom-line improvements, configuration management is a legitimate way to get IT ahead of the financial curve and dramatically improve the user's quality of experience. This analysis brings to mind a quote from Dennis Drogseth who said "Configuration management can be one of the most significant improvements IT can contemplate".

References

Schiesser, Rich, IT Systems Management, Prentice Hall, 2002

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