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STORAGE MANAGEMENT/GETTING STARTED:Storage Management 101
Everything you always wanted to know about Storage Management (but were afraid to ask)
Stephen FoskettPractice ManagerGlassHouse Technologies
Agenda
The utility model
Building a storage management team
Break
Storage management processes
Storage management tools
The basics
IT is made up of people, process and technology
Mature processes enable strategic IT:
• Leverage “utility” concepts
• Build an effective storage management group
• Use “maturity” concept to drive process
improvements
• Select tools to enable consistency and streamline
processes
The utility model
Utilities offer fixed centralized services to
consumers
Benefits of the utility model:
• Reduced costs through resource sharing
• Improved service through specialization and
standardization
• Alignment of service and requirements through SLAs
OperationsStandard Procedures
MonitoringEscalation
Systems AdministratorsHardware PoliciesSoftware Policies
Configuration Processes
Business AnalystsPolicies
Requirements AnalysisService Level Agreements
IT ManagementMetrics
Cost ModelingChargeback
Getting started
1. Create a centralized storage group
2. Develop strategic policies and standard
architecture
3. Say no to ad-hoc purchases
4. Migrate and consolidate what you have
5. Proactively develop SLAs and begin reporting
Building a storage management group
Requirements:
• Dedicated focused resources
• Ownership of infrastructure
• Empowerment to control purchases
Start with the people and architecture
already in place
Align resources with requirements
Most storage groups are under-staffed
Risks abound:
• Lack of technology coverage (vacations, nights)
• Lack of focus (storage, backup, operations)
• Failure to align technology with business
Define roles/responsibilities and
boundaries
Debunking the TB per admin metric
Problems with TB/Admin:• Ignores complexity - Heterogeneous/homogenous
• Ignores other skill sets - operations, cost accounting, business analysis, management
• No indication of effectiveness – I can manage 1PB for one day!
• No defined “best practice” – Analysts say .5, 1.25, 1.5; Vendors say 5, 7, 10
• Usually a quick-fix or scapegoat metric; No relation to the real world
Members of the team
Resources:• 1+ Manager: High-level metrics
• 1+ Analyst: Business/technology alignment, SLAs
• 2+ Engineers: Storage and backup experts
• 4+ Operators: 24x7 monitoring, escalation
1 Engineer per 3 technologies or 10
systems
Share operations with other groups
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STORAGE MANAGEMENT/GETTING STARTED:Storage Management 101,part 2
Everything you always wanted to know about Storage Management (but were afraid to ask)
Stephen FoskettPractice ManagerGlassHouse Technologies
Understanding process and procedure
Mature management processes is one
“leg” of the utility model
Ad hoc process becomes Standard
Operating Procedure (SOP) through
maturity
ITIL and GlassHouse SMLSM are
frameworks for understanding processes
International IT standards
ITIL (IT Infrastructure Library)
• Europe – Wide acceptance in the UK, spreading worldwide
• Task framework – Focused delivery of IT services
COBIT (Control Objectives for IT)
• Canada/US – IT Governance Institute
• Control – Focused on processes and governance
COSO (the Committee of Sponsoring Organizations of the Treadway Commission)
• US - Gaining traction for Sarbanes/Oxley auditing
• Auditing - Focused on process assessment
(BP) Business Perspective1. Business continuity 2. Partnerships and outsourcing3. Surviving change4. Transformation of business practice
(SD) Service Delivery1. Capacity management2. Financial management3. Availability management4. Service level management5. Service continuity management
(SS) Service Support1. Service desk2. Incident management3. Problem management4. Configuration management5. Change management6. Release management
(IM) Infrastructure Management1. Network service management2. Operations management3. Management of local processors4. Computer installation and acceptance5. Systems management
ApplicationManagement
The ITIL framework
Plan Implement Operate
Assessing process maturity
Maturity is a hard metric for a soft area
Leverage the CMU capability maturity model
Where are you? Where should you be?
Each process can be at a different level – not all should be
at level 5!Level Name Description
1 Initial Ad-hoc, reactive, “firefighting”
2 Repeatable Proactive, trained people
3 Defined Documented, standardized products and procedures
4 Managed Metrics for deliverables and processes
5 Optimizing Continuous improvement with feedback
Processes and tools
Outline your management processes –
leverage ITIL or GlassHouse SML
Understand what you need to do – which
processes need automation?
Buy tools to support critical processes
Tool confusion
There are no standard category names:• Storage Resource Management (SRM) usually
analyzes host storage contents (number, type, attributes of files) but not always
• Different storage management suites have different functions
Suites are lacking:• Many “suites” do not offer SRM or device
management functionality
• Hardware vendors dominate management suite business
Package-based approach
Software packages are purchased
arbitrarily:
• Hardware vendor’s suggestion
• Giveaways
• Media coverage/Advertising
Hit or miss coverage of business needs
Selecting storage management software
Look for software offering just what you
need
Minimize number of tools:
• Lack of integration options
• Complexity = Confusion
Look beyond “suites”
Commonly needed management tools
Enterprise backup – Essential
Backup reporting – Success rate, failures, needs customization
Utilization reporting – Who is using what resources, needs customization
Architecture visualization – Enables engineers to understand environment
SNMP framework – Send traps to operations
Rarely used management tools
Traditional SRM – One-shot wonder
Automated provisioning – Requires mature processes, saves little time
Automated cost accounting – Needs massive customization
Process/Policy automation – Are you ready?