1. STORAGE MANAGEMENT/ GETTING STARTED: Storage Management 101 Everything you always wanted to know about Storage Management (but were afraid to ask) Stephen Foskett Practice Manager GlassHouse Technologies

2. Agenda The utility model Building a storage management team Break Storage management processes Storage management tools

3. 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

4. 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

5. Operations Standard Procedures Monitoring Escalation Systems Administrators Hardware Policies Software Policies Configuration Processes Business Analysts Policies Requirements Analysis Service Level Agreements IT Management Metrics Cost Modeling Chargeback

6. 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

7. 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

8. 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

9. 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

10. 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

11. Thank you. Questions on part 1?

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14. STORAGE MANAGEMENT/ GETTING STARTED: Storage Management 101, part 2 Everything you always wanted to know about Storage Management (but were afraid to ask) Stephen Foskett Practice Manager GlassHouse Technologies

15. 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 SML SM are frameworks for understanding processes

16. 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

17. (BP) Business Perspective 1.Business continuity 2.Partnerships and outsourcing 3.Surviving change 4.Transformation of business practice (SD) Service Delivery 1.Capacity management 2.Financial management 3.Availability management 4.Service level management 5.Service continuity management (SS) Service Support 1.Service desk 2.Incident management 3.Problem management 4.Configuration management 5.Change management 6.Release management (IM) Infrastructure Management 1.Network service management 2.Operations management 3.Management of local processors 4.Computer installation and acceptance 5.Systems management Application Management The ITIL framework

18. PlanImplementOperate

19. 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! LevelNameDescription 1InitialAd-hoc, reactive, firefighting 2RepeatableProactive, trained people 3DefinedDocumented, standardized products and procedures 4ManagedMetrics for deliverables and processes 5OptimizingContinuous improvement with feedback

20. 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

21. 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

22. Package-based approach Software packages are purchased arbitrarily: Hardware vendors suggestion Giveaways Media coverage/Advertising Hit or miss coverage of business needs

23. 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

24. 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

25. 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?