Index
A
access patterns, performance issues, 150
administrative tools, 154
AIX (advanced interactive executive), 524
alternative call tracking tools, identifying, 243
alternative sources of staffing, 39
analyzing metrics, 377
applicability, 36
application systems, 162
applications
deploying for production acceptance process, 175–176
existing versions, distinguishing from new applications, 176
applying systems management processes to client/server environments, 434–439
assembling
cross-functional team for production acceptance process, 166–167
problem management cross-functional team, 241
assessing
availability process, 127–131
capacity planning process, 319
change management process, 224–227
configuration management process, 298
disaster recovery process, 353
network management process, 285
performance and tuning process, 155
problem management process, 249, 252
production acceptance process, case study, 177–201
skill levels, 35–38
strategic security process, 336
assessment worksheets
availability process, 462, 476
business continuity process, 472, 486
capacity planning process, 470, 484
change management process, 465, 479
configuration management process, 469, 483
facilities management process, 369, 473, 487
network management process, 468, 482
performance and tuning process, 463, 477
problem management process, 466, 480
production acceptance process, 464, 478
storage management process, 271, 274, 467, 481
assigning process owners
change management process, 210
problem management, 240–241
attitude, importance in IT environment, 36
attributes
of business-oriented companies, assessing production acceptance, 178
of IT-oriented companies, assessing production acceptance, 179
of process owners, recommendations, 25
of production services-oriented companies, assessing production acceptance, 179
of web-enabled environments, 439
dotcom companies, 443–444
moderate/growing companies, 442–443
traditional companies, 441–442
authority of network management process owner, 281–283
automated console, 522
automated monitoring, 523
automated tape library, 522
automating robust processes, 395–398
availability, 110–111, 326, 459
assessment worksheet, 462, 476
FAQs, 448
improving, 120
measuring, 116–120
metrics, gaining executive support, 11–12
process owners, desired traits of, 115
systems management process, assessing, 127–131
versus high availability, 114
avoiding poor customer service tendencies, 68–69
B
Babbage, Charles, 489
background applications, performance issues, 153
backups, disk-to-disk, 269
Backus, Jim, 497
bandwidth, performance issues, 151
benefits
key personnel, retaining, 45
of capacity planning, 312–314
of change management process, identifying, 212–213
of production acceptance process, 162–163
BIA (business impact analysis), 348
binary numbering system, 506–508
Boole, George, 490
brainstorming, 391
branding, 42
broadcast storms, 152
Brooks, Frederick, 500
buffers, performance issues, 142
business cases, 4
developing, 5
costs, estimating, 6
testimonials, soliciting, 7
business continuity, 342, 459, 486
assessment worksheet, 472
case study, 342–344
disaster recovery plans, 351–353
effective program, developing, 345–351
FAQs, 455
process owner characteristics, 346
business ethics
legislation
California Senate Bill 1386, 84
Graham-Leach-Bliley Act, 83–84
Sarbanes-Oxley Act, 82–83
unethical business practices
Enron case, 79–81
Radio Shack case, 76
Tyco case, 76–77
WorldCom case, 77–78
versus personal ethics, 74–76
business metrics, gaining executive support, 9
business-oriented companies, assessing production acceptance process, 178
business-oriented computers, 494
C
CAB (Change Advisory Board) charter, developing for change management process, 222–223
cache memory, performance issues, 141–144
calculating
availability, 116–120
availability process worksheet score, 131
MTBF, 124
MTTR, 124–125
call handling process, designing, 245
call management as criteria for world-class infrastructure, 379
for problem management process, implementing, 245
identifying, 243
capacity planning, 303–304, 459
assessment worksheet, 470, 484
benefits of, 312–314
effective program, developing, 307–316
FAQs, 452
in client/server environments, 439
ineffectiveness of, reasons for, 305–307
career paths
of CIOs, 10–11
developing, 50–52
case studies
for business continuity, 342, 344
production acceptance process, assessing, 177–179
Company E, 192–193
summary comparison, 198–201
assessment worksheet, 465
comparing
with problem management, 233
with production acceptance, 176
disadvantages of, 207–208
scope of, 206–207
change management process
assessing, 224–227
assessment worksheets, 479
developing
benefits, identifying, 212–213
CAB charter, developing, 222–223
cross-functional process design team, 211–212
executive sponsor, identifying, 209
key term definitions, developing, 215–216
metrics, 213
policy statements, developing, 221–222
process owner, assigning, 210
requirements, identifying, 213–215
emergency changes metric, 223–224
FAQs, 450
streamlining, 228
channels, performance issues, 142
characteristics
of availability process owner, prioritizing, 115
of business continuity owner, 346
of configuration management process owner, 293
of facilities management process owner, 363–364
of network management process owner, 279–280
of performance and tuning process owner, 139–140
of production acceptance owner, prioritizing, 165–166
of quality documentation, 405, 408–412
of robust processes, 381–389, 400
of security process owner, 327
of storage management process owner, 256–257
CIOs, typical career path, 10–11
client issues (problem management), handling, 247–249
client/server environments
applying systems management processes, 434–439
closing service desk problems, 246–247
COBOL, 498
communicating with executives, 7–9
availability
and high availability, 114
and uptime, 110–111
functions and processes, 236
informal and formal processes, 390
ITIL and ITSM processes, 98, 100–101
performance and tuning with other infrastructure processes, 136–138
problem management
and change management, 233
incident management, 235
and request management, 233
process and service metrics, 385
production acceptance
and change management, 176
slow response and downtime, 112–113
strategic and tactical processes, 415, 418–420
conducting
follow-up for production acceptance process, 174
lessons-learned sessions for production acceptance process, 174
configuration management, 292, 459
assessment worksheet, 298, 469, 483
FAQs, 451
improving, 293–295
process owner characteristics, 293
consultants, 46
benefits of, 47–48
disadvantages of, 48–50
contractors, 46
benefits of, 47–48
disadvantage of, 48–50
corporate acquisitions, impact on systems management, 532–533
costs, estimating for business cases, 6
criteria for world-class infrastructure, 375
call management, 379
effective use of technology, 381
employee empowerment, 379
executive support, 377
integrated systems management functions, 381
meaningful metric analysis, 377
proactive management, 378
robust processes, 380
well-developed standards, 380
well-equipped employees, 380
well-trained employees, 380
cross-functional process design team
assembling for production acceptance process, 166–167
meetings, arranging, 211
requirements, prioritizing, 391, 393
responsibilities, establishing, 211–212
selecting for change management process, 211
CSC (Customer Service Center), 20
CTCA (Centralized Telecommunications and Computing Agency), 93
currency, 37
customer service
customers, identifying, 57–59
evolution of, 56–57
integrating elements of, 64–68
key processes, identifying, 64
key services, identifying, 59–62
key suppliers, identifying, 64
tendencies to avoid, 68–69
work-flow process model, 65–68
D
data backups, 268–271
data centers, evaluating risks to, 366
data files, placement of, 148
data storage capacity, 258
database administration, placement within IT infrastructure, 22–23
deploying new applications for production acceptance process, 175–176
depth, 37
designing
call handling for problem management process, 245
forms for production acceptance process, 169, 173
initial change management process, 216, 219–221
IT infrastructures, 16–18
database administration, 22–23
network operations, 23
service desk, 19–21
systems management, 23–25
desired characteristics
of performance and tuning process owners, 139–140
availability process owners, 115
desktop computers, performance and tuning, 152–153
developing
business cases, 5
costs, estimating, 6
testimonials, soliciting, 7
business continuity process, 345–351
capacity planning program, 307–316
career paths, 50–52
change management process
benefits of, identifying, 212–213
CAB charter, developing, 222–223
cross-functional process design team, 211–212
executive sponsor, identifying, 209
key term definitions, developing, 215–216
metrics, 213
policy statements, developing, 221–222
process owner, assigning, 210
requirements, identifying, 213–215
policy statements for production acceptance process, 168–169
problem management process, 239
alternative call tracking tools, identifying, 243
call handling process, 245
call tracking tools, implementing, 245
cross-functional team, assembling, 241
escalation scheme, establishing, 243–244
executive sponsor, selecting, 239
metrics, 245–246
process owner, assigning, 240–241
requirements, identifying, 241–242
service levels, negotiating, 243
robust processes, brainstorming, 391
strategic security process, 326–328, 331, 335
development
of IBM, 496–498
System/360, 499–504
of portable disk storage, 258
of systems management, 490–494
client/server platform, evolution of, 525–527
in the current decade, 532–533
Internet, global growth of, 529
mainframe. re-invention of, 522–524
midrange computers, evolution of, 525–527
personal computers, evolution of, 527–529
timeline, 534–535
Y2K, 530–532
of tape storage, 260
developments leading up to ITIL, 90–91
diagnostic tools, 154
digital computers, 508
disadvantages of change management, 207–208
disaster recovery, 255, 351–353
in client/server environments, 437–438
assessing, 353
disk storage space
performance issues, 143–147, 153
disk-to-disk backups, 269
distinguishing new applications from existing versions, 176
documentation, 386
evaluating, 401–412
quality characteristics, 405, 408–412
dotcom company attributes, 443–444
downtime
measuring, 119
versus slow response, 112–113
E
Ebbers, Bernard, 77
Eckert, J.P., 490
Edmondson, David, 76
effective processes, developing
business continuity process, 345–351
capacity planning program, 307–316
effectiveness of systems management processes, assessing, 127
efficiency of systems management processes, assessing, 127
Eisenhower, Dwight D., 492
elements of good customer service
key customers’ services, identifying, 59–62
key customers, identifying, 57–59
key processes, identifying, 64
key suppliers, identifying, 64
emergency changes metric for change management process, 223–224
empirical component reliability analysis, 123
ENIAC (Electronic Numerical Integrated Accounting Calculator), 490
ENIAC II, 491
Enron, unethical business practices, 79–81
ERP (Enterprise Resource Planning), 149
escalation scheme, establishing, 243–244
establishing
escalation scheme, 243–244
metrics for change management process, 213
estimating costs for business cases, 6
unethical business practices
Enron case, 79–81
Radio Shack case, 76
Tyco case, 76–77
WorldCom case, 77–78
evaluating
availability process, 127–131
infrastructure processes, 398
performance and tuning process, 155
physical environment, 365–366
problem management process, 249, 252
process documentation, 401–405, 408–412
production acceptance process, case study, 177–201
evolution
of customer service, 56–57
of ITIL, 90–96
of mainframe computers, 516
of midrange and client/server platforms, 525–527
of systems management
1980s, 519
binary numbering system, 506–508
client/server systems, emergence of, 517
impact on systems management disciplines, 513–515
locality characteristic, 511
mainframe computers, 515
midrange computers, 516
personal computers, proliferation of, 517
S/370, 510–515
executing pilot system for production acceptance process, 170
executive sponsors
CIOs, typical career path, 9–11
communicating with, 7–9
identifying for change management process, 209
importance of, 3
production acceptance process, identifying, 164–165
reinforcing, 12
selecting for problem management process, 239
soliciting for production acceptance process, 166
support, gaining, 11–12
experience, 36
extents, performance issues, 147
F
facilities management, 359, 459
assessment worksheet, 369, 473, 487
elements of, 360–362
FAQs, 456
improving, 367–368
outsourcing, 369
physical environment, evaluating, 365
risks to data center, 366
stable environment, ensuring, 366
process owner
desired traits of, 363–364
scope of responsibilities, 363
streamlining, 372
UPS, 360
FAQs
availability-related, 448
business continuity-related, 455
capacity planning-related, 452
change management-related, 450
configuration management-related, 451
facilities management-related, 456
network management-related, 453
performance-related, 448
problem management-related, 449
production acceptance-related, 450
security-related, 454
storage management-related, 453
systems management-related, 447
Fastow, Andrew, 79
Fastow, Lea, 79
fat clients, 528
fiber-optic channels, 525
floppy disks, 258
follow-up, conducting for production acceptance process, 174
formal processes versus informal processes, 390
forms, designing for production acceptance process, 169, 173
formulating marketing strategy for production acceptance process, 174
FORTRAN, 497
fragmentation, performance issues, 147, 150
functions, comparing to processes, 236
future of systems management, 534
G
gaining executive support, 7–9
GDG (generation data group), 270
general-purpose computers, need for, 495–496
global growth of the Internet, 529
good customer service, integrating elements of, 64–68
Graham-Leach-Bliley Act, 83–84
H
handling service desk client issues, 247, 249
hidden costs of upgrades, 317–318
high availability
seven Rs, 120
recoverability, 125
redundancy, 121–122
reliability, 123–124
repairability, 125
reputation, 122
responsiveness, 126
robustness, 126
versus availability, 114
impact on systems management, 501–504
history of systems management, 490–494
client/server platform, evolution of, 525–527
IBM System/360, 496–504
in the current decade, 532–533
Internet, global growth of, 529
mainframe, re-invention of, 522–524
midrange computers, evolution of, 525–527
personal computers, evolution of, 527–529
timeline, 534–535
Y2K, 530–532
hit ratio, 144
Hollerith, Herman, 490
I—J
I/O channel, 493
IBM, history of, 496–504
identifying
alternative call tracking tools, 243
benefits of change management process, 212–213
executive sponsor
for production acceptance process, 164–165
of change management process, 209
key customers, 57–62
key processes, 64
key suppliers, 64
problem management process requirements, 241–242
requirements for change management process, 213–215
requirements for production acceptance process, 167–168
strategic processes, 416
tactical processes, 417
impact of System/360 on systems management, 501–504
implementation of ITIL, myths concerning, 102–107
implementing
call tracking tools for problem management process, 245
production acceptance process, 164
cross functional team, assembling, 166–167
executive sponsor, identifying, 164–165
executive support, soliciting, 166
follow-up, conducting, 174
lessons-learned sessions, conducting, 174
marketing strategy, formulating, 174
pilot system, executing, 170
pilot system, nominating, 169
policy statements, developing, 168–169
process owner, selecting, 165–166
requirements, identifying, 167–168
improving
availability, 120
configuration management, 293–295
facilities management process, 367–368
incident management, comparing with problem management, 235
indexes, performance issues, 148–149
ineffectiveness of capacity planning, reasons for, 305–307
informal processes versus formal processes, 390
infrastructure processes
documentation, evaluating, 401–405, 408–412
evaluating, 398
relationships between, 428–430
robustness, evaluating, 400
strategic
identifying, 416
integrating with tactical, 421–427
tactical
identifying, 417
integrating, difficulty of, 420–421
tactical processes
initial design for change management process, 216, 219–221
initialization parameters, performance issues, 148
integrating
elements of good customer services, 64–68
service desks, 237–239
strategic and tactical processes, 420–427
Internet, global growth of, 529
interviewing, 62–63
IT infrastructures, organizing, 16–18
database administration, 22–23
network operations, 23
service desk, 19–21
systems management, organizing, 23–25
IT-oriented companies, assessing production acceptance process, 179
ITIL (Information Technology Infrastructure Library), 89
evolution of, 90–91
ITSM, 91–92
objectives, 92
myths concerning implementation, 102–107
origins of, 92–96
processes, comparing to ITSM, 98–101
standards, 97–98
V2, 95
V3, 95
ITSM, 91
objectives, 92
processes, comparing to ITIL, 98–101
ITSMF (Information Technology Service Management Forum), 93
K
key customers, identifying, 57–62
key personnel, retaining, 43–45
key processes, identifying, 64
key suppliers, identifying, 64
key term definitions, developing for change management process, 215–216
keys, performance issues, 148–149
Kozlowski, Dennis, 76
L
Lay, Kenneth, 79
Lay, Linda, 80
legislation
California Senate Bill 1386, 84
Graham-Leach-Bliley Act, 83–84
Sarbanes-Oxley Act, 82–83
the Leo Factor, 524
lessons-learned sessions, conducting for production acceptance process, 174
level of service provided by network management process, 284
line speed, performance issues, 151
locality characteristic, 510
location of IT infrastructure departments
database administration, 22–23
network operations, 23
service desk, 19–21
systems management, 23–25
locks, performance issues, 149
logical backups, 267
logical volume groups, 262
M
macros, 512
main memory, performance issues, 141
mainframes, 492
evolution of in 1980s, 515–516
re-invention of, 522–524
marketing strategy, formulating for production acceptance process, 174
Mauchly, Dr. John, 490
measuring
availability, 116–120
downtime, 119
problem management process, 252
uptime, rule of nines, 119
memory, performance issues, 153
metrics, 385
analyzing, 377
availability, gaining executive support, 11–12
emergency changes, 223–224
establishing for change management process, 213
for problem management process
developing, 245
reviewing, 246
Microsoft NT (New Technology) architecture, 526
midrange computers
evolution of, 525–527
extended use of, 516
millennium bug, impact on systems management, 530–532
moderate/growing companies, attributes, 442–443
Moore’s Law, 508
most qualified candidates, selecting, 41–42
MTBF (meantime between failure), 3, 124, 264
MTTR (meantime to repair), 3, 124–125
multiplatform support in client/server environments, 435
MVS (Multiple Virtual Storage), 510
MWS (maximum weighted score), calculating for availability process worksheet, 131
Myers, David, 78
The Mythical Man Month (Brooks), 500
myths concerning implementation of ITIL, 102–107
N
NAS (network attached storage), 263
performance issues, 146
negotiating service levels, 243
network operations, placement within IT infrastructure, 23
network management process, 277, 459
assessing, 285
assessment worksheets, 482, 468
expected level of service, 284
FAQs, 453
integration with other processes, 284
process owner, 279–280
authority of, 281–283
tools and vendor support, 283
responsibilities, 278–279
streamlining, 288
network protocols, performance issues, 151
networks, performance and tuning, 151–152
Neuman Counting Machine, 490
new applications
deploying for production acceptance process, 175–176
distinguishing from existing versions, 176
NGT (nominal group technique), 393
nominating pilot system for production acceptance process, 169
nonstandard interfaces, performance issues, 152
nonweighted attributes, evaluating infrastructure processes, 398
NPI (non-public information), 83
O
objectives of ITSM, 92
optimizing storage management, 261–263
organizing IT infrastructures, 16–18
database administration, 22–23
network operations, 23
service desk, 19–21
systems management, 23–25
origins of ITIL, 92–96
OS (operating system), 495
P
PeopleSoft, 175
performance
performance and tuning, 138–139, 459
assessing, 155
assessment worksheet, 463, 477
comparing with other infrastructure processes, 136–138
FAQs, 448
in client/server environments, 435–436
preferred characteristics of process owners, 139–140
resource environment applications
database environment, 147–150
desktop computer environment, 152–153
disk storage environment, 143–147
network environment, 151–152
server environment, 141–142
storage management, optimizing, 261–263
personal computers, proliferation of, 517, 527–529
personal ethics versus business ethics, 74–76
physical backups, 267
physical environment, evaluating, 365–366
pilot systems
executing for production acceptance process, 170
nominating for production acceptance process, 169
policy statements, developing
for change management process, 221–222
for production acceptance process, 168–169
portable disk storage, development of, 258
pre-fetch algorithms, 144
prioritizing
problem management process requirements, 241–242
process owner characteristics
availability process owners, 115
network management process owners, 279–280
performance and tuning process owners, 139–140
production acceptance owners, 165–166
priority scheme, establishing, 243–244
proactive management as criteria for world-class infrastructure, 378
assessment worksheet, 466, 480
client issues, 247–249
comparing
with change and request management, 233
with incident management, 235
FAQs, 449
measuring, 252
problems, closing, 246–247
process development, 239
alternative call-tracking tools, identifying, 243
call handling process, 245
call tracking tools, implementing, 245
cross-functional team, assembling, 241
escalation scheme, establishing, 243–244
executive sponsor, selecting, 239
metrics, 245
metrics, reviewing, 246
process owner, assigning, 240–241
requirements, identifying, 241–242
service levels, negotiating, 243
scope of, 232–233
service desk
integrating, 237–239
role of, 236–237
process metrics versus service metrics, 385
assigning for change management process, 210
for production acceptance process, selecting, 165–166
recommended attributes, 25
process-management initiatives, 91
processes
and functions, 236
comparing ITIL and ITSM, 98–101
processors, performance issues, 141, 153
production acceptance process, 161, 459
assessing, case study, 177–201
assessment worksheets, 464, 478
benefits of, 162–163
comparing to change management, 176
FAQs, 450
implementing, 164
cross-functional team, assembling, 166–167
executive sponsor, identifying, 164–165
executive support, soliciting, 166
follow-up, conducting, 174
lessons-learned sessions, conducting, 174
marketing strategy, formulating, 174
pilot system, executing, 170
pilot system, nominating, 169
policy statements, developing, 168–169
process owner, selecting, 165–166
requirements, identifying, 167–168
new applications
deploying, 175–176
distinguishing from existing versions, 176
production services-oriented companies, assessing production acceptance process, 179
PTFs (Program Temporary Fixes), 503
Q—R
quality characteristics
of documentation, 405, 408–412
of service provided by network management process, 284
of system management processes, assessing, 127
Radio Shack, unethical business practices, 76
RAID, 265–266
re-invention of mainframe, 522–524
recommended attributes of process owners, 25
recoverability, 125
in storage management, 268–271
recruiting, 40–41
redundancy, 121–122
reinforcing executives support, 12
relationships of systems management processes, 423–430
repairability, 125
reputation, 122
request management, comparing with problem management, 233
requirements
identifying
for change management process, 213–215
for problem management process, 241–242
for production acceptance process, 167–168
prioritizing, 391–393
resource environments, performance and tuning
database environment, 147–150
desktop computer environment, 152–153
disk storage environment, 143–147
network environment, 151–152
server environment, 141–142
of facilities management process owner, 363
of network management process, 278–279
retaining key personnel, 43–45
reviewing metrics for problem management process, 246
robust processes, 126
automating, 395–398
characteristics of, 381–400
developing through brainstorming, 391
role of service desk, 236–237
rolling average, calculating for availability, 117–120
rule of nines, 119
S
S/360, 24-bit addressing scheme, 508
S/370, 510–512
impact on systems management disciplines, 513–515
locality characteristic, 511
sampling interval, 124
SANs (storage area networks), 145, 263
Sarbanes-Oxley Act, 82–83
scientifically-oriented computers, 494
scope
of change management, 206–207
of problem management, 232–233
security
assessment worksheet, 471, 485
FAQs, 454
strategic processes, 326–328, 331, 335
segregating service desks, 237–239
selecting
cross-functional process design team, 211–212
executive sponsor for problem management process, 239
most qualified candidate, 41–42
production acceptance process owner, 165–166
qualified configuration management process owner, 293–297
service desks
client issues, handling, 247–249
integrating, 237–239
placement within IT infrastructure, 19–21
problems, closing, 246–247
role of, 236–237
service levels, negotiating, 243
service metrics versus process metrics, 385
seven Rs of high availability, 120
recoverability, 125
redundancy, 121–122
reliability, 123–124
repairability, 125
reputation, 122
responsivenessility, 126
robustnessility, 126
Sidgemore, John, 78
single sign-ons, performance issues, 152
skill levels, 32
assessing, 35–38
staffing requirements, 33–35
skill sets, 32
Skilling, Jeffrey, 79
SLAs (service-level agreements), 56, 285
slow response versus downtime, 112–113
soliciting
executive support for production acceptance process, 166
testimonials for business cases, 7
staffing
alternative sources of, 39
career paths, developing, 50–52
consultants, 46–50
contractors, 46–50
key personnel, retaining, 43–45
most qualified candidate, selecting, 41–42
recruiting, 40–41
skill level requirements, 33–38
standards, ITIL, 97–98
Stevenson, Alai J., 492
assessment worksheet, 271, 274, 467
desired traits of process owner, 256–257
FAQs, 453
optimizing, 261–263
portable disk storage, development of, 258
recoverability, 268–271
reliability, 263–266
storage capacity, 258
streamlining, 274
tape storage, development of, 260
storage management process, assessment worksheets, 481
strategic planning, 18
strategic processes
assessing, 336
identifying, 416
integrating with tactical processes, 421–427
versus tactical processes, 415, 418–420
streamlining
change management process, 228
configuration management process, 301
facilities management, 372
network management process, 288
problem management process, 252
storage management, 274
striping, performance issues, 145
Sullivan, David, 78
swap space, performance issues, 142
Swartz, Mark, 76
System/360, 499–504
System/390, 523
applying to client server environments, 434–439
FAQs, 447
placement within IT infrastructure, 23–25
process owners, recommended attributes, 25
responsiveness, 3
stability, 2
T
table files, placement of, 147
tactical processes
identifying, 417
integrating with strategic, 420–427
versus strategic processes, 415, 418–420
tape storage, development of, 260
technical writers, matching background with technicians, 295
testimonials, soliciting for business cases, 7
thin clients, 527
timeline of systems management disciplines, 534–535
tools for network management process, 283
traditional companies, attributes, 441–442
traits
of availability process owner, prioritizing, 115
of business continuity owner, 346
of configuration management process owner, 293
of facilities management process owner, 363–364
of network management process owner, 279–280
of performance and tuning process owner, 139–140
of production acceptance owner, prioritizing, 165–166
of robust processes, 382–389
of security process owner, 327
of storage management process owner, 256–257
troubleshooting. See problem management
tuning, 139, 435–436. See also performance and tuning
Turing Machine, 490
Turing, Alan, 490
Tyco, unethical business practices, 76–77
U
unethical business practices
Enron case, 79–81
Radio Shack case, 76
Tyco case, 76–77
WorldCom case, 77–78
UNIVAC, 492
upgrades, hidden costs of, 317–318
UPS, 360
uptime, 110
effect on availability, 111–112
measuring, 117–120
rule of nines, 119
USB flash drives, 258
V
validate/negotiate/escalate interview method, 63
vendor relationships
in client/server environments, 434
network management process, 283
versioning control, 292
virtual storage, 510
volume groups, performance issues, 144
Von Neuman, Eric, 490
VS 1 (Virtual Storage 1), 510
VS 2 (Virtual Storage 2), 510
W—X—Y—Z
Watson, Thomas, 496
web-enabled environment attributes, 439
dotcom companies, 443–444
moderate/growing companies, 442–443
traditional companies, 441–442
weighted attributes, evaluating infrastructure processes, 400
work-flow process model, 65–68
worksheets, configuration management assessment, 298
world-class infrastructures, criteria for, 375
call management, 379
effective use of technology, 381
employee empowerment, 379
executive support, 377
integrated systems management functions, 381
meaningful metric analysis, 377
proactive management, 378
robust processes, 380
well-developed standards, 380
well-equipped employees, 380
well-trained employees, 380
WorldCom, unethical business practices, 77–78
Y2K, impact on systems management, 530–532
Yates, Buford, 78