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ESS Update

ESS Update. April 21, 2005. Introduction. Enterprise Services Section. Aaron Andersen Manager. Dorothy Bustamante Administrator. Joan Fisher Administrative Assistant. Gary New (ASH). Lana Stillwell (ASH). Computer Production Group Linda LaBrie (GH) Ken Albertson Susan Albertson

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ESS Update

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  1. ESS Update April 21, 2005

  2. Introduction

  3. Enterprise Services Section Aaron Andersen Manager Dorothy Bustamante Administrator Joan Fisher Administrative Assistant Gary New (ASH) Lana Stillwell (ASH) Computer Production Group Linda LaBrie (GH) Ken Albertson Susan Albertson Gary Gard Paul Goodman Jirina Kokes Raisa Leifer Kelly Meese Katrina Smith Web Engineering Group Marcus Stobbs (GH) Tatiana Burek Myra Custard Andrei Rodionov Leonard Sitongia Distributed Services Group Mark Uris (GH) Ed Arnold John Fox John Frudeger Scott Hays Rich Johnson (SEC) Lynda McGinley (SEC) Herb Poppe Greg Woods (ASGH) Infrastructure Support Group Gary New (GH) Julie Harris Stan McLaughlin Applications and Information Services Group Lana Stillwell (GH) Julie Chapin Bo Connell Leif Magden Rosemary Mitchell Michelle Smart Ingmar Thompson

  4. Courtesy of Dilbert Mission Statement Generator The ESS Vision To efficiently create cost effective opportunities while continuing to synergistically supply enterprise-wide paradigms to meet our customer's needs

  5. Better ESS Vision Git-R-Done!

  6. ESS Vision The enterprise IT service provider for the organization Getting IT Done

  7. Getting IT Done • Integrity – deliver what we promise • Efficiency • Quality • Service • Support • Security – an insecure service is unusable • Fun – celebrate our successes

  8. Strategy • Foster a team environment • No quicker way to make me mad than, “None of us is as dumb as all of us” • Evaluated on our team efforts as much as individual efforts • More resources towards fewer projects at any given time • Complete the same or maybe more projects in a year • We don’t have to say “no”, we may have to say “not now”

  9. Project Prioritization

  10. Data Center Expansion Next Generation Authentication WEG Test System Database Redesign Directory Services SCD Portal (JA, GAU, WORD) SCD Customer Support System Central Hub for Customer Support Upgrade ESS Website Automate Blue Folders CISL Downtime/Change Control Document Web Cluster Vavoom Collab. Portal and Software Development Content Management System WEQC Desktop/Laptop Purchase Security Gateway Servers Ad Hoc Accounting Computer Room UPS Electrical Distribution Deep Cleaning and Floor Restoration UMF Push Model SKIL 3.0 Triage Troubleshooting Index for Operations Traffic Shaper/SSL Acceleration Redesign NOC CVS License Management Servers Install AHU M Chilled Water Expansion Project Access Control Hosting Realignment Central Notification System Allocation Change Policy Access Control Enterprise Mail Server Storage Area Network Server Infrastructure Review ESS Current Project List

  11. Narrow Focus • ESS Management examined this project list and determined we had too many current projects. • Working all open projects spread staff too thin • Could not do a good job on all projects • Needed to choose top projects and focus resources • Categorized projects • Critical • Urgent • Important • Categorization based on: • Impact of project on organization • Any dependencies for other projects • Critical and Urgent needed to be completed regardless. • Need to prioritize Important

  12. Critical and Urgent Projects • Data Center Expansion • Chilled Water Expansion • Central Hub for Customer Support • SCD Customer Support System • Desktop/Laptop System Purchase • Security Gateway Servers • License Management Servers • Electrical Distribution

  13. Important • Next Generation Authentication • Directory Services • SCD Portal • Ad Hoc Accounting • Enterprise Mail Server • Storage Area Network • Server Infrastructure • Central Hub for Customer Support • SCD Customer Support System Implementation • Triage Troubleshooting Index for Operations • Traffic Shaper/SSL Acceleration • CVS • Re-design NOC

  14. Narrowed Focus Further • Reduced list to seven Highly Important Projects • Next Generation Authentication • Directory Services • Enterprise Mail Server • Storage Area Network • Server Infrastructure Review • SCD Customer Support Structure • SCD Customer Support System Implementation (Extraview)

  15. Prioritization • ESS management team ranked these projects based on the project prioritization methodology introduced in Matrix Management class. • Major Considerations • Dependencies • Improving customer support • Divisional need • Sectional need

  16. What does this mean? ESS will focus resources on these Critical, Urgent and Highly Important projects to get them completed. ESS will continually re-evaluate the project list to determine priority projects to focus on. Will assign resources as appropriate. ESS will work smarter and more efficiently.

  17. Rankings • Directory Services • SCD Customer Support Structure • SCD Customer Support System Implementation (Extraview) • Next Generation Authentication • Server Infrastructure Review • Enterprise Mail Server • Storage Area Network

  18. Project Process • Standardize process across the section • Methodologies • Documentation • Status reports • Benefits • Improves communication • Provides mechanism to keep management informed

  19. Life Cycle of a Project • Kickoff • Draft Charter • Communication plan • Requirements • Design • Testing • Implementation/execution

  20. Overview of Top Projects

  21. Project Charters

  22. ISG Main Projects • Chilled Water Expansion • Mesa Lab Computer Room Electrical Distribution

  23. SCD Customer Support Structure Primary External User Interface Front Line Initial Point of Contact Help Desk (CPG) Help Desk Management Specialized Allocations Accounts Resource Usage (AISG) High End Systems Consulting User Community Svcs. (CSG) Desktop/Client Support (DSG) Second Tier Management Research & Engineering Supercomputer Administration Mass Storage Administration Development Enterprise Server Administration Application Development Data Analysis Web Engineering

  24. SCD Customer Support Implementation (Extraview) • Define requirements • Staff input • Business rules associated with new support structure • Design & Implement in Extraview • Staff training • Timeframe (~6 months) • Data transfer • Mean time? (Remedy as is)

  25. Next Generation Authentication • Single sign-on • Interactive shells • Active Directory • File Server • Web Applications • Internal web pages

  26. Guiding Principles • Strong security • Single sign-on • Limit burden on users • Backward compatibility • Transition period

  27. How might it work? • UCAS token single-sign on • One-time password (OTP) via Central Authentication Server (CAS) • Receive Kerberos ticket • Kerberos-aware services and web-apps authenticate you based on your ticket

  28. Web Authentication • Backward compatibility for UCAS passwords • Research Kerberos web solutions • Place any burden on servers and apps not client browsers • Code examples for implementing Kerberos in web apps

  29. Server Infrastructure Project

  30. Server Infrastructure Project • Decommission systems (MIGS,IRJE, mesa1 & 2) • Consolidation of user front-end servers (niwot, meeker, k2, longs) onto new Sun V890 server • License management servers (ACCIS) • Review other server configurations and interactions

  31. Desktop Deployment Project • Desktop strategy approved by SCD Exec. • Purchase and replace desktops/laptops twice a year (January, June) • Standardization of hardware and software around Windows, MacOS, and Linux • Initial installation of applications and patches are being automated • Additional system setup and configuration will be done by CPG/DSG

  32. Enterprise Mail Server Project • ACCIS project from DIG report • Used for receiving and storing division e-mail (UCAR mail relay is separate service) • System is configured in a high-availability configuration to minimize down time • Niwot, MS Exchange, and cyclone user e-mail accounts were moved to system • MMM and ESIG are interested in moving their users e-mail to new server

  33. Security Gateway Servers Project • CSAC project being done by UCAR security • Only access to UCAR interactive systems will be through roy, VPN, and gateway servers • Servers such as meeker, niwot, and db will be protected by gateway servers, as well as, workstations • Servers such as ftp and web are still exposed • One time password authentication (similar to roy) • Secure file transfers using store and forward • Outbound ftp proxy for users

  34. Storage Area Network (SAN) Project • CU/SCD joint project on shared file systems in a large production environment • Tested ADIC’s StorNext file system between two Sun using SAN technology • Setup production shared file system between huron and dataportal (both Sun V880s) • Currently sharing 24 Terabytes that will double in immediate future • Expand test bed to include other vendors than Sun (SGI, IBM, Linux releases)

  35. Data Center Expansion • Currently in final portion of conceptual design • Cost estimate • Peer review • Assembly of documentation to present to NSF • Middle of May • Presidents Council • NSF management • Board of Trustees

  36. Land for 20 Years Building Shell for 10 Outfit for 5 Design Concepts Strategy preserves initial capital investment as computing hardware evolves rapidly. Majority of cost in this type of facility in outfitting mechanical and electrical systems.

  37. M/E Space Computers Staff/Support Facility Design Concept 20,000 sq. ft. 4MW 20,000 sq. ft. 4 MW 20,000 sq. ft. 4 MW 20,000 sq. ft. 4 MW 20,000 sq. ft. 4 MW 20,000 sq. ft. 4 MW 20,000 sq. ft. 20,000 sq. ft. 20,000 sq. ft. Module 2 Module 3 Initial Module Expand laterally

  38. Mechanical /Electrical Data Center Network Operation Center Office Space Architectural Detail

  39. Phase 2 Addition Phase 3 Addition Architectural View

  40. Culture

  41. NCAR Culture • What makes a successful company? • What role does a section play in the overall success of the institution? • Can a company be successful with everyone “doing their own thing”?

  42. Roadblocks • Lack of information sharing • Baggage from past experiences • Personal • Professional • Lack of “BIG PICTURE” strategy sharing • “I’ve heard this before” • Foxholes – “I have been through four bosses before, and I will outlast you”

  43. Lack of Information Sharing • What information is appropriate to share? • How do you convey the big picture, without compromising political sensitivity? • Assuming others know what they need to know in order to achieve success • Time constraints – ever try to just visit with your doctor for more than five minutes?

  44. Baggage from the past • Personal experiences, relationships • Professional experiences • Humiliation • Lack of appreciation • Longevity

  45. BIG PICTURE • When all parties understand the big picture, all can be working toward that objective • Management should facilitate creativity and professionalism, not dictate it • If any of us fail, we all fail. No sacred cows here.

  46. Present strategies • Data Center expansion – We are looking at an expansion capability at NCAR. This objective however is not achievable for at least four to five years. • The short term strategy is to “max out” our current facility and hold it there until the expansion can be built. • With this in mind, it is important to get operations as efficient as possible at the Mesa Lab.

  47. “I’ve heard this before” • This sounds like the same old thing • “We’ve always done it this way” • “Nothing is going to change” • It is going to change because it has to change • The future is going to become increasingly more demanding • “We have no choice” • Everyone has a choice to make

  48. Foxholes • An office or cubicle can be used as a foxhole. • Stay off the radar screen to avoid any trouble • Should people have a “guaranteed” job?

  49. Customer Service • Identify who the customer is • What resources are available to serve the customer? • Is a co-worker a customer? • Compartmentalization – with the interdependence of systems we can no longer view ourselves as an island unto ourselves. • “That’s not my job” is not an acceptable customer service approach.

  50. Core Competency • What is our core competency? • What is our customer focus? • What things could put us out of business, as we know it • What are the tools necessary for us to do our work? • Have our customers needs been truly identified?

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