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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 that aims to reduce costs associated with delivering IT solutions, alongside leveraging current IT assets to provide organizational value. The blending of these two philosophies generates IT optimization that 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 a data center discovery service finding and inventorying anything with an IP address: servers, desktops, routers, switches and much more. Cataloging server utilization determines which servers can be consolidated, 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 or obsolete systems and applications. After the data center discovery phase, you can begin standardizing IT processes that align with business 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 costs associated with managing redundant systems and applications. This systematic approach toward a standardized enterprise infrastructure results in faster deployments, cost-effective license structure, and system integrations, which help to improve real-time transactions and provide realtime 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

initiatives aimed at improving efficiencies and taking further cost out of the data center e.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 business segments experience, such as improvements to transactional business processes. Have you performed an IT optimization in your organization? Share your experience and the benefits 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. This growing trend is a result of companies exceeding their current capacity due to the explosion of electronic 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 infrastructure such as structured 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 detailed planning. 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 and data center cabling plan. Accountability for all servers, storage, network devices and interdependencies is critical to ensure data center relocation is seamless.

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 connects databases, 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 the frequency in which cabling infrastructure updates need to be performed. 2. Network Reliability: Delivers a resilient network that provides maximum uptime and high availability functionality for todays demanding business needs. 3. Network Scalability: Provides a robust infrastructure that efficiently supports the rising storage, retrieval, and maintenance of electronic data. Data center relocations are immense undertakings that require intricate knowledge of IT infrastructure, 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 the ability to cache frequently accessed data. Utilization of flash to store content is a growing trend companies are implementing to solve the data storage/data access dilemma. Here are a couple of the latest revolutions in Flash Storage that are poised to solve the enterprise data storage issue: Enterprise Multi-Level Cell (eMLC) Flash

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 levels of 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 Flash arguably provides the necessary reliability to manage enterprise applications. Despite this, there is 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 by eliminating 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 flash storage 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 way enterprise 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.
(a)

Approach
Assess risks

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.
(a)

Technology
Critical/non critical systems

I. Obtain the Application Plan and a list of the systems, their functions and classifications of whethe 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 plans to co 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 whether th function is centralised or utilises service bureaux

(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 software (e) Leased/owned I. What technology assets are leased? 1. (f)

Obtain a list of hardware used by the company and lease terms. Determine whether the equipment is up-to-date 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.
(a)

Contracts
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

I. Assess the conditions and terms for maintenance/support. Is it current, cost effective and service ma (c) Coverage and penalties I. Assess the coverage and penalties associated with contracts? Are they acceptable or are their undue (d) Service reports I. Ensure service reports delivered as part of contracts are actually received and reviewed?

4.
(a)

IT Vendors and Suppliers

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 provided?

5.
(a)

IT Costs
Capital/personnel 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 provided?

(b)

Recurring/Upgrade costs 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 provided?

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

6. 7.
(a)

What accounting method is used for IT? Procedures

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 actively m

8.
(a)

Employees
Identify key staff

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

II. Obtain a list of key IT employees with their roles and responsibilities? Assess completeness, deliver coverage? (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.
(a)

Security
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) (c)

Procurement and payment procedures 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