IT Optimization

7/28/2019 IT Optimization

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http://www.datatrend.com/optimize-it/1624/public-private-and-hybrid-cloud-computing-oh-my-which-one-is-right-

for-you/

IT Optimization: What Is It and Why Does It Matter to

Organizations?

The concept of optimizing IT sounds logical, but opinions vary on what the term IT

optimization really means. What does it really mean and what are the benefits to IT departments

and the organizations they serve? Optimization is a two-fold IT asset management solution thataims to reduce costs associated with delivering IT solutions, alongside leveraging current IT

assets to provide organizational value. The blending of these two philosophies generatesIT

optimizationthat truly reduces costs, mitigates business risk, and lays the foundation for new

business opportunities.

What is IT Optimization?

Optimization should begin with an IT infrastructure assessment, which is basically adata centerdiscoveryservicefinding and inventorying anything with an IP address: servers, desktops,

routers, switches and much more. Cataloging server utilization determines which servers can beconsolidated, virtualized, or removed. Software identification provides resolution to any issues

with compatibility or licensing. As a result of this IT infrastructure assessment, organizations are

able to identify overlapping IT resources within business segments and eliminate redundant orobsolete systems and applications.

After the data center discovery phase, you can begin standardizing IT processes that align withbusiness strategies. Standardization is essential for IT optimization, as it:

Centralizes management and maintenance of key IT applications and infrastructure, Standardizes automatic deployment of critical applications, Simplifies new technology integrations, and Mitigates network security risks.

Why Does Optimization Matter?

The standardization of IT processes allows organizations to implement enterprise-shared services

and collaboration across business segments, to more easily achieve organizational goals.

Leveraging the power of enterprise systems creates organizational value by eliminating costsassociated with managing redundant systems and applications. This systematic approach toward

a standardized enterprise infrastructure results in faster deployments, cost-effective licensestructure, and system integrations, which help to improve real-time transactions and provide real-time data analytics. Truly integrated systems provide timely data analytics that offer

organizational leaders insight, helping them to make intelligent business decisions.

Other benefits of IT optimization are cost savings through workload consolidation and associated

reduction in power and cooling costs. Optimization can also provide a launching pad for other
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initiatives aimed at improving efficiencies and taking further cost out of the data centere.g.

performance tuning, virtualization, and even data center consolidation/relocation.

Its important to highlight that optimization isnt just for the benefit of IT departments, but for

the entire enterprise. While IT departments will achieve more effective IT asset management

and realize reduced operating costs, the more significant benefit might be the value businesssegments experience, such as improvements to transactional business processes.

Have you performed an IT optimization in your organization? Share your experience and thebenefits your company realized in the comments.

Learn How Structured Cabling Can Ensure a Smooth Data

Center Relocation

A recent trend in todays modern data center is companies abandoning outdated rented and

leased space in favor of multiple state-of-the-art data centers that offer redundancy. Thisgrowing trend is a result of companies exceeding their current capacity due to the explosion ofelectronic content management. Data center relocation is also part of a larger strategic effort by

IT departments to deliver value to the business, reduce costs and optimize network

infrastructuresuch asstructured cabling.

Lets take a closer look at the important factors to consider that ensure your data center

relocation is a smooth transition.

Develop a Detailed Assessment and Design Plan

Relocating data centers requires knowledgeable experts and an immense amount of detailedplanning. Data center relocations require an assessment to ensure critical infrastructure is

leveraged effectively.

A thorough assessment will look at:

Proposed location and security Availability of space Current monitoring tools and services Available bandwidth Redundancy

Current IT infrastructure Data center staff Any additional services available Quality of network (structured cabling, servers, network devices, etc.)

Once the assessment is complete a key component is the development of a comprehensive

network infrastructure anddata center cablingplan. Accountability for all servers, storage,network devices and interdependencies is critical to ensure data center relocation is seamless.
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A well thought out plan takes into consideration current network demands while being mindful

of future growth. Scalability is a critical component to ensure your network is optimized to

handle growth expectations.

Data Center Cabling

Constructing new buildings or moving to larger facilities that house your data centers provide

significant benefits in regards to implementing a structured cabling solution. Cabling

infrastructure is the foundation of your companys network infrastructure and connectsdatabases, servers, applications, desktops, and hardware.

Three benefits of structured cabling for data center relocation are:

1. Higher Return on Investment: Cabling lowers network maintenance costs and reduces thefrequency in which cabling infrastructure updates need to be performed.

2. Network Reliability: Delivers a resilient network that provides maximum uptime andhigh availability functionality for todays demanding business needs.3. Network Scalability: Provides a robust infrastructure that efficiently supports the risingstorage, retrieval, and maintenance of electronic data.

Data center relocations are immense undertakings that require intricate knowledge of ITinfrastructure, as well as the strategic vision of the business. A sound understanding of the

businesses vision will allow IT departments to deliver and execute a data center relocation that

meets organizational goals and objectives.

So whether your company is relocating one data center or multiple data centers in order to

provide redundancy, it is critical to address the factors mentioned above.

Has your company relocated data centers? If so, let us know how it went and whether or not

factors like structured cabling motivated you to relocate your data centers.

Discover the Latest Revolution in Flash Storage

The explosion of big data has exponentially increased storage capacity requirements. While the

proliferation of data storage needs are a conundrum, its only one side of the coin. Accessing that

stored data is the other side of the problem that companies face.

Making strategic business decisions is oftentimes dependent on the ability to quickly retrieve

stored information. Searching the endless sea of content requires good metadata, along with theability to cache frequently accessed data. Utilization of flash to store content is a growing trendcompanies are implementing to solve the data storage/data access dilemma.

Here are a couple of the latest revolutions inFlash Storagethat are poised to solve the enterprise

data storage issue:

Enterprise Multi-Level Cell (eMLC) Flash
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Traditionally, Single-level Cell (SLC) Flash like IBM FlashSystem 710 (formerly called Texas

Memory Systems RamSan-710) has been implemented for enterprise Solid State Drives (SSDs)

over Multi-level Cell (MLC) Flash. The reason is durability and the ability to provide four levelsof data correction like systems such as the IBM FlashSystem 720 offer. High costs of SLC have

forced companies to look for cost-effective solutions such as MLC Flash equipped with bad

block management (BBM) algorithms. Coupled with sophisticated wear-leveling, MLC Flasharguably provides the necessary reliability to manage enterprise applications. Despite this, thereis a belief that MLC is still unreliable for enterprise environments.

However, an alternative has emerged. Enterprise MLC (eMLC) is a superior flash storage

medium designed to support Tier 1 applications. For instance, IBM FlashSystem 810 (formerly

called Texas Memory Systems eMLC RamSan-810) delivers exceptional performance,

reliability, and affordability all within the confines of 1U of rack space.

Innovative eMLC Flash like FlashSystem 810 provide a nonvolatile storage media that ensures

data is not compromised during a power outage by utilizing battery-backed RAM. The backup

holds flash translation tables until power is restored; ensuring user productivity is maximized byeliminating user downtime while waiting for index reconstruction.

Three-level Cell (TLC) Flash

Three-level Cell (TLC) arrival, which stores three bits per cell, marks another revolution in flashstorage technology. Flash capacities have significantly increased with TLC; however each

additional bit per cell diminishes working life as a result of increased electronic complexity and

decreases speed.

The rise of eMLC and TLC flash technologies signifies a new chapter in enterprise application

management. These exciting new technological storage capabilities are changing the wayenterprise data storage and electronic content management are viewed within companies. TLC

and eMLC flash technologies also increase the flexibility for companies to deliver cloud storage

solutions.

Has your organization implemented eMLC or TLC flash storage? Please post your comments on

your experiences including the type of organizational value you feel it provides.

IT Due Diligence Checklist |

Due Diligence Checklist IT

IT Due Diligence Checklist

1. Approach(a) Assess risks


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I. Assess operational , management and project risks

(b) Validate the projected IT savings

I. Assess projected IT savings/expenditure

(c) Validate value/strength of target capability

I. Assess and validate (via business feedback) the value and strengths of their IT capability

1. Ascertain whether the needs of user departments are satisfied with this function.

2. Determine whether the EDP function could be rationalised.

3. Assess the sophistication of the MIS system and the extent to which various needs are integrated.

2. Technology

(a) Critical/non critical systems

I. Obtain the Application Plan and a list of the systems, their functions and classifications o

critical or non-critical

1. Identify all significant computerised accounting and operational functions

a. List all significant accounting and operational functions currently on computer. Determine if the company p

others

2. Identify any areas where there is overlap in reliance on computer systems by Client

II. Obtain a similar list of critical supporting infrastructure

(b) IT strategy

I. Has IT Strategy been documented?

II. If so, obtain the most recent version of IT strategy document

(c) Infrastructure and application development standards and plans established

I. Obtain the most recent versions of technology plans

II. Assess feasibility and progress to plan

1. Assess the sophistication of the EDP installation and the extent to which various needs are integrated and w

function is centralised or utilises service bureaux


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(d) Age of technology

I. What is the age of the technology assets under management?

II. Is the age of technology assets tracked?

III. Are there plans to refresh?

1. Is there an MIS steering group? If so, what plans does the group have for the development and purchase of

(e) Leased/owned

I. What technology assets are leased?

1. Obtain a list of hardware used by the company and lease terms. Determine whether the equipment is u

(f) Centralised/dispersed

I. Is the location of installed technology centralised or dispersed? If the later what is the span?

(g) Capacity/scalability and percentage utilisation/growth

I. Is capacity planning performed? If so, obtain most recent plans

II. Is data/server utilisation tracked? If so, obtain most recent utilisation/growth reports.

a. Identify the companys short and long-term hardware plans.

(h) Intellectual property rights

I. Does the IT group possess or manage any IP rights ?

a. Is there any intangible software value?

b. Determine whether there is any intangible software value

(i) Compatibility/duplication with own systems/technology

I. Determine the level of compatibility or duplication with

3. Contracts

(a) Dates and duration

I. Obtain a list of all IT contracts in use, their start and finish dates and particular durations

II. Assess if contracts are actively managed

(b) Maintenance/support


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I. Assess the conditions and terms for maintenance/support. Is it current, cost effective and s

(c) Coverage and penalties

I. Assess the coverage and penalties associated with contracts? Are they acceptable or are the

(d) Service reports

I. Ensure service reports delivered as part of contracts are actually received and reviewed?

4. IT Vendors and Suppliers(a)

I. Obtain a list of all the IT vendors/suppliers

II. Assess the coverage and mix. Assess if these vendors viable and degree of flexibility provide

5. IT Costs(a) Capital/personnel


II. Assess the coverage and mix. Assess if these vendors viable and degree of flexibility provide

(b) Recurring/Upgrade costs


II. Assess the coverage and mix. Assess if these vendors viable and degree of flexibility provi

(c) Method of accounting eg centralised, charge back etc

6. What accounting method is used for IT?

7. Procedures(a) Completeness

I. Obtain the most recent set if IT procedures

II. Is the coverage and content of these procedures sufficiently complete?

(b) Contract management

I. Assess whether contracts are actively managed?

(c) Change management and approval

I. Assess whether change management and associated approvals are in place, effective and


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8. Employees(a) Identify key staff

I. Obtain a list if IT employees and their duration of service with IT? Assess if revitalisation r

II. Obtain a list of key IT employees with their roles and responsibilities? Assess completenescoverage?

(b) Turnover

I. Establish the staff turnover rate for IT

(c) Skills base

I. Assess if IT skills base is appropriate

(d) Roles applications/operations by function/tech coverage

I. Obtain the most recent IT organisational chart and job role definitions

9. Security(a) Incidence of fraud

I. Obtain the most recent report for technology security incidents?

II. Are technology security incidents recorded and tracked to resolution

III. How many are directly related to IT personnel

(b) Procurement and payment procedures

(c) Disaster recovery procedures, audits, suppliers and contracts.

I. Obtain most recent version of IT disaster recover, security and audit policies and plans

II. Assess the adequacy of these policies and plans

(d) Do adequate computer controls exist for disaster recovery, back-up and security

IT Optimization

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