Following the sale of assets, Client was required to move out of its existing data centers and migrate its applications and data to new facilities. Metagyre was contracted to plan, design, build out and bring Client on-line in their two new collocation centers. The new site in Reston, Virginia replaced the services provided by the Boston data center and a Tukwilla, Washington location replaced the Seattle data center.

This project consisted of building out two new collocation centers, deploying network, server and storage equipment followed by migrating services and bringing them on-line. Client’s business required that the equipment, applications and data move without disrupting their 24×7 service.

Client uses a number of technologies to deliver world class metasearch services to their customers. These include: NetApp storage, Cisco, Checkpoint, Netscaler, HP Storage, HP Blades, Netezza, VMware, Linux, MS Windows 200X, MS SQL, Oracle, MS Exchange, Active Directory, SAP.

Design and Build Out

• Aid in the selection of two collocation facilities.
• Design and build out the new facilities including structured cabling, electrical distribution and internet connectivity.
• Design rack layouts, server placement and port assignments.
• Manage the procurement and deployment of network, storage and server equipment into the new data center.
• Schedule and manage all professional services and sub-contracts for activities requiring third party activities or equipment purchases. Professional services included the configuration of new networks, storage assignments and virtualization services.
• Plan application and data move tasks for all applications within the two data centers including the test and roll back plans for each.
• Secure stakeholder buy off for each of the applications (owned or shared by multiple stake holders).
• Test core data center infrastructure, redundant power and networking.
• Stage, test and verify networks, servers and storage as operational.

System Migration
Mission critical application data was replicated to the new facility and kept in synchronization until the system was cut over. The application servers (95% virtualized at 1300 servers), were migrated using VMware capabilities in conjunction with their supporting data and shared systems (SQL Server, Oracle, Exchange, LDAP, FTP, DNS). Because of the complexities and interrelationships of the applications and data, this move required a complete data center cut over. For each data center (applications, data, middleware, shared systems) the applications were migrated electronically over the network, brought up, synchronized, tested and run in parallel before bringing the data center into production. In order to remove risk, as each new data center was brought online, traffic loads were managed and monitored to ensure quality. Load steps were set at 5%, 20%, 50%, 75% and 100% with mitigation and go/no go decisions established for each one.

Following the migration of the two data centers’ client facing production services, the back office and reporting systems were brought on line allowing Client to continue to provide world class metasearch capabilities without experiencing any customer down time.

Obstacles
After scheduling out the two data center build outs and migrations, it became evident the time line exceeded Client’s contractual commitment to vacate their current data centers. Metagyre proposed rescheduling activities to build out both data centers concurrently. Client accepted the recommendation to their original plan to build out the data centers one at a time. The dual data center build out approach allowed Client to complete the project ahead of their vacate commitments.

Project Summary
Client’s data centers were successfully relocated in less than the originally budgeted amount and time frame. By optimizing activities across the two data centers in parallel, Metagyre was able to reduce the time line without adding additional risk to the project. Following the move, Client has continued to expand its online metasearch services by taking advantage of the physical and virtual service growth plan developed by Metagyre.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Dual Data Center Go Live

As services expanded, Client required two data centers with close proximity to a new business partner. Metagyre was engaged to design and manage activities related to the new data centers in Amsterdam and Frankfurt.

This project consisted of building out two new collocation centers, deploying network, server and storage equipment and bringing them on-line. Each data center supported a physical production environment and a virtualized test environment. Client uses a number of technologies to deliver world class services to their customers. This technology includes: EMC storage, Cisco, Checkpoint, Citrix, Dell, VMware, Linux, MySQL, and Oracle.

Design and Build Out

• Design and build out the two new data center facilities including electrical, structured cabling and internet connectivity utilizing collocation facility staff.
• Manage the procurement, shipping and deployment of network, storage and server equipment into the new locations.
• Schedule collocation facility activities for equipment receipt and storage prior to deployment.
• Design rack layouts, server placement, power distribution and port assignments.
• Schedule and manage all professional services and sub-contracts for activities requiring third party activities or equipment purchases. Professional services included the deployment and initial configuration of new storage services.
• Schedule and manage client staff to perform the configuration of new networks, storage assignments, physical server and virtualization services.
• Plan application and data tasks for all applications within the two data centers including the test plans for each.
• Secure stakeholder buy off for each component (owned and shared by multiple stake holders).
• Test core data center infrastructure, redundant power and networking.
• Stage, test and verify networks, servers and storage as operational.

Data Center Build out
Metagyre performed all design and procurement activities on location in Seattle while working closely with client staff to ensure buy off from stakeholders across numerous departments and external business partners. Because of the remote location and Client’s desire to perform the build with their own staff, Metagyre performed several dry runs with the Client team to guarantee all scheduled activities were understood and could be performed within the desired time frames. Additionally, Metagyre managed the equipment procurement and shipping process to reduce delays imposed by customs and other European import regulations.

During the on site deployment, Metagyre managed the teams remotely and provided technical and logistical assistance while reporting progress to stakeholders. Vendor involvement was tightly synchronized by Metagyre to make sure remote staff time was optimized and required vendor support was available.

Following the build out and resiliency testing, the Client application development team deployed the application stack into the test and production environments.

Obstacles
These data centers represented new business ventures for Client with very tight budget constraints. In order to minimize the infrastructure investment and maximize financial return, Metagyre led numerous iterations of design sessions with client engineers. Our understanding of the complete data center stack allowed us to ensure the network, storage, server and infrastructure provided a complete solution within the business and budgetary constraints.

Project Summary
Client’s new data centers were successfully implemented in the originally budgeted dollar amount and time frame. By carefully running activities across diverse teams and vendors, Metagyre was able to complete the project in a heavily matrixed organization. Following the deployment, Client has continued to expand its online services.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

New Data Center Services

Metagyre was engaged to develop the return on investment analysis for consolidating Client’s seven data centers and then move their main data center from one Seattle, WA. location which they had out grown to a new Seattle location. The project consisted of selecting and building out a new 6,000 sf data center followed by moving their equipment and applications into the new facilities. Their computational environment included 1,000+ virtual and physical servers, 1.5 petabytes of EMC storage, mainframe, tape backup and Cisco network. Client’s main data center supports their entire on-line e-commerce mission critical applications and approximately 200 different systems. Client’s business required that the equipment, applications and data move without disrupting their 24×7 ability to accept and fulfill revenue generation.

Client uses a number of technologies to deliver world class on-line services to their customers. These included: EMC Storage, Cisco, Checkpoint, F5, IBM Mainframe, IBM Storage, IBM Blade Centers, IBM xSeries, HP servers, HP Storage, Sun Solaris, VMware, Linux, Microsoft Windows 200X, MS SQL, Oracle, and Microsoft Exchange.

Design and Build Out
Metagyre partnered with Client’s senior management to structure the project and budget required to complete the data center design, procurement and build out. The major components we developed in this stage included:

• Technical site reviews and contract redline activities side by side with Client’s senior management.
• Design and build out the new data center facility including structured cabling, electrical and floor layouts.
• Design,procure and integrate network connectivity for the new data center and build a dark fiber backbone back to their existing main data center.
• Source and develop criteria for selecting sub-contractors as well as working with sub-contractors to design and implement power, fire suppression, cooling, lighting and structured cabling.
• Extend the network across the two data center sites.
• Designate rack layouts, server placement, port assignments and in-rack cable standards.
• Lead workshops with client staff and EMC to establish SAN and storage requirements, procurement contracts and implementation.
• Secure stakeholder agreement of plans, designs and procurements.
• Schedule and manage all professional services and sub-contracts for activities requiring third party activities or equipment purchases.
• Test core data center infrastructure, redundant power and networking.
• Stage, test and verify seed servers and storage.

System Migration
Metagyre worked with Client’s system engineers to develop the detailed plans to formalize application and data move tasks. These detailed plans called short interval schedules included test, go/no go and roll back procedures for each component of the application. We engaged the stakeholders to gain plan approvals and schedule around business needs. Metagyre engineered and implemented several unique migration strategies based on complex system and data business requirements.

Client’s virtual machines were migrated using VMware’s VMotion over the dark fiber backbone and reintroduced into production running on an ESX cluster in the new data center. In the case of redundant physical clusters, the cluster was split, one of the servers brought up in the new data center to re-establish the cluster and then the cluster was failed over to the server in the new data center.

By advancing the purchases of other project’s planned equipment refreshes, the seed equipment was acquired with minimal additional cost. The seed equipment was staged as necessary in the new data center prior to system migration. Following the migration of a system, the equipment in the old data center was moved to the new data center to serve as the seed equipment for the next system.

Obstacles
Client’s systems are tied closely to high profile events such as the Grammys, World Cup, and breaking news. Metagyre’s responsibility was to develop a flexible migration schedule that could respond quickly to Client’s business needs. When changes in world events dictated a scheduled migration had to be placed on hold, we were able to substitute and fill the schedule with another system migration container. Metagyre’s migration process allowed Client to retain the flexibility needed to meet changing business requirements while meeting the scheduled end date.

Project Summary
The main Client data center was successfully relocated within the allotted time frame and budget while maintaining the business continuity needs of their enterprise. Following the move, older equipment whose services were migrated to new seed gear was repurposed in support of their development and test environments or to expand disaster recovery capacity.

With this data center move and system migration, Client was able to significantly lower their monthly costs by consolidating the number of sites managed and increase the capabilities they provided to their internal business customers through its improved design features.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Data Center Strategy, Design, Build Out and Move

Raise the temperature in your data center a few degrees and you can save money.  However, if the temperature in the data center causes the server fans to run too high, they will negate the saving from the chillers and air handlers.

Recommendations form industry groups for heating and air conditioning professionals recommends a temperature range from 77 to 80 degrees.  As the room temperature rises, the  chiller water set point can be raised as well.

The major take away: There are a number of factors that go into reducing energy costs in a data center.  At Metagyre our professionals focus on saving clients money in the daily operations of their data center through improved power utilization,  computing efficiencies, targeted air flow and the appropriate use of proven technologies.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Save Money With Higher Data Center Temperatures

One of the most quoted portions of the standard is the “Tiered Reliability”, which was intended as a means for determining specific data center needs required to lessen the time a data center was taken off-line.  The tier breakdown assists designers with a method to quantify certain aspects and to objectively compare one center to another.

Tier I – Basic Components

• single path for power and cooling with no redundant components (N)
• susceptible to disruptions from both planned maintenance activities and unplanned events
• may or may not have back up generator, UPS (uninterrupted power supply) or raised floor
• 99.671% availability – 28.8 hours (statistically) of annual downtime

Tier II – Redundant Maintainable

• single path for power and cooling with redundant components (N+1)
• less susceptible to planned and unplanned disruptions.  Planned infrastructure maintenance may require a processing shutdown
• includes generator, UPS, and raised floors
• 99.749% availability – 22.0 hours (statistically) of annual downtime

Tier III – Concurrently Tolerant

• multiple paths for power and cooling with only one active at any time (active/passive – N+1)
• planned infrastructure maintenance can be performed without disruption.  Unplanned events may cause disruptions
• includes raised floor, generator, UPS with each power and cooling path capable of carrying the full data center load
• 99.982% availability – 1.6 hours (statistically) of annual downtime

Tier IV – Fault Tolerant

• multiple active power and cooling distribution paths including redundant components (2(N+1) S+S) for example each path has UPS in an N+1 configuration
• can sustain planned maintenance activities and at least  one unplanned event without a critical impact on load
• includes raised floors, multiple generators, multiple UPS and other multiple distribution components
• 99.995% availability – 0.4 hours (statistically) of annual downtime

The standards went a long way to elevate the need for specific elements in the data center and the best practices for their usage.  Unfortunately, once the marketing spin took off, numerous collocation vendors began touting their facilities as a Tier III or Tier IV without regard for the full spectrum of component requirements or the processes supporting those components.  In addition the design standards cover other elements including:

• cable and fiber designs
• network distribution
• rack and cabinets layout
• space utilization and pathways
• air flow design

Many commercial collocation facilities claiming higher fault tolerance, achieve this mark by maintaining a lower power density requirement on their tenants driving up customer costs and reducing cabinet layout efficiencies. Even when the power plant supports high electrical draws, floor load ratings may limit the cabinet’s capacity.  Other times, best practices must be completely rethought, for example the best hot and cold aisle layout will fail to achieve design goals if the collocation facility locates the client in a cage space which does not support air flow management. Of course occasionally collocation customers themselves lower the reliability by failing to incorporate proper redundancy practices within their private suite or cage space.

Each business has unique up-time, cost, networking and processing density goals in mind when they establish a data center.  In order to reach those goals, a balance between requirements and design standards must be struck.  While the tiered data center may be an over used marketing myth, the ANSI/TIA-942-2005 provides a solid base template.  This template, along with skilled engineering and management practices can go a long way to facilitate a data center build out that delivers on technical design goals at an agreed upon business price point.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Collocation Facilities And The Myth Of The Tiered Data Center

• Physical inventory, floor layout and data center space measurements
• Invoices or internal charge backs for space, power, maintenance and Internet connectivity
• Current and planned WAN architecture
• Network bandwidth analysis reports
• Disaster recovery and business continuity requirements and plans
• Security, remote hands, and up-time requirements
• Equipment life cycle management policies and practices
• Planned capacity growth as well as up coming projects and equipment procurement budgets
• System architecture, data base counts and sizes, along with SAN and data storage requirements

The As Is analysis builds an understanding of the current state, identifies quick wins and surfaces hidden assumptions.  To Be activities allow assumptions to be changed as the team identifies best practices, validates the technology, verifies business requirements, checks for consistency and ensures the desired milestones are realistic. Working closely with client staff, the team will work to establish the To Be vision or desired state of the following:

• Center counts and location(s)
• Center infrastructure improvements and scaling options
• Optimized power, cabinet and floor layout
• Technical tools and architecture
• Production and operations support policies and procedure
• Networks and communication
• Server platforms and virtualization
• Data storage platforms and technology

Technology professionals need to maintain a balance between space, power and cooling against the increasing demands of doing more with less. An assessment is designed to help operations managers and senior leadership establish a current base line as well as a To Be vision.  Wheather that vision involves expansion, consolidation, relocation or simply optimizing the current situaion, a data center assessment will establish the road map for achiving that vision.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Data Center Management: Is An Assessment Needed?

Partnering is not a new sales term for the old cost-focused customer verses supplier management battle. Partnering involves working collaboratively with vendors. Its intent is to distribute business and technology risks to the partner who can most successfully manage those risks. Success involves both partners, the customer and the vendor, realizing benefits once shared business objectives are met. Those business objectives are defined in terms of desired outcomes rather than specific deliverables or traditional service level agreements (SLA). In a successful partnership, the relationship itself is an asset with value to both parties.

To realize success, data center managers and vendors have to embrace a greater degree of openness, communication, and trust. Partnering involves the customer and the vendor working cooperatively to identify optimum solutions. Partnering can succeed only where there is a mature approach to relationship management and where effort and commitment, from both parties, are invested to make the relationship work. Partnering should never be regarded as an easy option.

Like most changes in an enterprise, successful partnering starts with the senior management team placing the full weight of their positions behind the desired relationship and agreeing on clear objectives. This commitment includes assigning the best people to create and maintain the relationship over a multi-year engagement.  Additionally, significant resource requirement commitment must be made to the partnering arrangement. This commitment includes staff and investment capital that may not pay off for several years. In a partnering relationship, the vendor must be willing to expose profit areas in open dialogs with the customer.  Customers must be expose current and future budgets as well as the process for acquiring corporate funds.

While partnering is a powerful tool for data center managers, it is not suitable for every situation. It is most appropriate for activities where there is a need for:

• continuous innovation to address changing business needs over an uncertain future
• staff flexibility with specialized skills and knowledge
• outsourcing business processes or technology services in order to free internal staff to focus on core areas
• development of a new service or system

Conversely, partnering is much less successful when there is a requirement for:

• short-term, stop-gap fixes
• little flexibility in the approach
• tight control by the customer
• activities with limited ability to improve processes or provide innovation
• the vendor to take on an unmanageable risk

In the practical sense, managing a partnering agreement comes down to the customer-vendor relationship. Both parties need to consider how they will build trust, share risk, agree on accountability, and share success. There has to be continual conversations focused on reasonableness. How will success be demonstrated and compromise achieved without the burden of an overly taxing bureaucracy?

Establishing a partnering approach requires both parties to openly discuss what they want and need from the contract. In the early stages, dialogs between the customer and vendor about goals are unlikely to align well. Throughout the process, each party will face compromise and need to stress their willingness to remain at the table in a collaborative fashion.  Without setting a negative tone, an exit strategy should be developed from the outset. Both parties need to understand what is at stake and how the contract will end successfully as well as prematurely.

Establishing a meaningful relationship requires cultural and behavioral changes. Trust is earned through positive demonstrations over time. There will be a steep learning curve for the staff of both parties. Climbing this curve translates into having the right people in place. These people need to be able to make difficult decisions and have the authority to remove staff and obstacles which are hindering the relationship. Where customer and vendor staff are working together, peer relationships need to be established. Throughout the chain of command the partnering relationship must be reinforced. Initially, if the people will not change, change the people.

One consideration to be addressed throughout the chain of command is: how open should each side be with the other? Questions to consider include:

• Shared incentives – are increased savings or revenue for the customer translated in to a profit sharing opportunity for the vendor?
• Project control board – will there be active involvement from senior management from both parties in controlling scope, managing progresses toward goals and resolving issues? Are both parties represented as equals?
• Shared problem, issue and risk logs – will there be a single set of shared records for activities tracked and addressed by both parties in order to avoid duplicate efforts and focus shared resources on a single set of activities?
• Staff reporting – how will roles and responsibilities for managing staff be defined, regardless of affiliation? Who will direct resources and assign tasks?
• Open project accounting books – are both parties invited to review the projects accounting books? Will everyone see budgetary constraints and cost considerations of each business decision in the project life cycle? Is everyone able to see value for their money without focusing on the lowest cost?
• 360 staff & management feedback – will both parties contribute to the feedback loop? How will staff and managers discover what is missing and close the gaps?

The main advantage of this openness is the ability to raise issues much earlier and address them with a shared sense of ownership and responsibility. Resolving problems earlier, when they can be more easily solved, avoids unnecessary costs, time and blame.

While all partnering arrangements start with a contract there is usually a “partnering charter” as well. The charter states desired outcomes and goals that complement the terms and conditions of the contract. Creating a partnering charter usually identifies the principles, attitudes and ideals of the partnership. The charter will also set the level of openness and the code of behavior. It should be consistent with the procurement practices of both parties.

Once the contract and partnering charter are in place the relationship work begins. A series of team building activities need to take place with active involvement from everyone from both parties, including senior management. These exercises will express to everyone the incentives for both parties as well as the expected behaviors which will deliver these incentives.

If all this sounds simple, it can be. There are also common pitfalls. One of the most common mistakes is to have individuals in crucial roles that are not suited to partnering. Most often interpersonal skills are more critical than technical understanding. Organizational maturity is another area often needing to be strengthened. If either organization is missing the cultural maturity to make partnering work, the changes required by may be out of reach regardless of how clear and achievable the benefits. When objectives are unclear, no amount of effort will make the relationship successful. One of the more difficult components of partnering is the articulation of adequate performance measurements. Finding relevant benchmarking measures that make meaningful comparisons between current and desired outcomes can be hard to achieve.

How do you know if your enterprise is ready for a partnering relationship with a vendor? The first step is to take an honest look at your enterprise and ask:

• how has the enterprise worked with vendors to date? Are vendor relationships aimed at driving to the lowest price? Are vendors viewed as adding value? Is there a shared responsibility for success? How is the enterprise viewed in the vendor community?
• is the right leadership in place with the skills and capabilities to work with the vendors collaboratively? Is the management style of the enterprise matrixed with shared responsibilities or siloed and highly controlling?
• has the enterprise clearly defined desired successful outcomes? Are measurements used in current projects to course correct? Are project targets and milestones currently published to all levels of the enterprise?
• is change easily instilled in the enterprise? Is there a successful track record of change within the enterprise?
• are mistakes viewed as opportunities to learn? Are defects found in testing viewed positively or considered a problem? Is quality about capturing metrics or improving outcomes? Is constructive criticism used to improve the process?

Assuming the relationship can be created successfully, will stakeholders ‘sign up’ to it and add momentum to its development? What kind of vendor could manage the risks envisioned to be allocated to them? Realistically, would a vendor be willing to take on the risks? If so, can the enterprise give the vendor sufficient control so that they can manage those risks?

Selecting a vendor who will become a partner means establishing goals that are compatible and achievable to mutual benefit of both parties. The selection of the right partner is not at the expense of an open competitive selection. The final choice of a partner is based on mutual benefit, cultural match, risk management and value over the life of the agreement.

Partnering is not right for every customer, vendor or engagement. At the very least, considering a partnering relationship allows data center managers, project managers and vendors to seriously evaluate their respective strengths and weaknesses as well as the risks and rewards at stake. Under the appropriate circumstances, partnering can deliver significant value over the length of the relationship for both parties.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Data Center Management: Partnering For Success

You only relocate a data center once (hopefully), but you manage it day after day. A big part of making your data center more manageable, dressing in all the cables and fiber. This means keeping everything covered, bundled and out of sight:

a) Cabinets have doors and sidewalls.
b) Copper cables are patched within the cabinets using the provided cable management.
c) Cables follow standard paths and do not cut across cabinets.
d) Fiber and copper cables are kept in separate trays.
e) Blanking panels will be used.

Dressing in the miles of cable and fiber required to connect all the data center equipment is an art form. With a little practice you will learn how to comb through the cables to ensure they are aligned and bundled so they stay out of

the way and allow access to the hardware

they connect.

A large part of a well dressed facility is having a solidly designed standardized cabinet layout along with a good structure cable design and power plan. Obviously each category of equipment will require its own layout and each should be considered and planned before any equipment or cable is ever brought into the data center.

All your designs will be a compromise between capacity, initial cost, and management. Since a majority of a data center’s TCO (Total Cost of Ownership) results from the ongoing management and maintenance, spend the time up front and perform the necessary work to keep everything covered, bundled and out of site. You will see the savings over the life of your data center.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Data Center Design: Keep It Covered, Bundled And Out Of Sight

• Taking advantage of Moore’s Law and increasing capacity through appropriate hardware life cycle management
• Receiving increased value on purchases through solid vendor management practices
• Evaluating future business demand and scheduling appropriate capacity
• Internally developing a service catalog along with a service centered organization
• Outsourcing non-value-add or business differentiating components
• Are considered an internal business partner rather than a cost center

As operational organizations improve and build an enabling enterprise infrastructure, they begin to account for both mandatory and discretionary components.  Most companies recognize that components evolve from discretionary into mandatory infrastructure components.    Mature operational organizations use this evolutionary time period to their advantage.

An example of this evolution is  Internet Messenger (IM).  IM is at a stage where many  companies treat it with a try and see attitude.   There may be an HR usage policy, a firewall rule or two or even a corporate IM server.  However, there are few enterprises that have established an OLA (operations level agreement) equivalent to IM’s older bother, email.  During this period while the service is under the service umbrella of best efforts, mature organizations develop component specific practices for Tier 1, 2 and 3.  They capture metrics and build a technical capability in preparation for a components evolution.

Just as email worked its way into the business fabric, IM is becoming a standard tool in the business arsenal and as such is moving from the discretionary spending bucket to the mandatory operational service delivery catalog.

Effective operational organizations keep the lights on for mandatory components, improve overall operational efficiency and effectively evolve discretionary components.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Keeping The Lights On, In A Lights Out Data Center

At a high level there are three areas of guidance for a data center migration. Those areas are Data Center Move, Data Center Design and ongoing Data Center Management. Although their are some universals ideals, each company has to develop their own guiding principles. Individualized guiding principles are required since they reflect corporate culture, technology strategy and business goals. For a good start on developing your own data center migration guiding principles consider the following:

Data Center Move Principles:

1. Business Drivers:
   1. Contract renewals are driving the completion date Production cut over must be on or before the current contract expiration date
   2. Down time is expensive and taken as a last resort
   3. The data is the asset and needs to be protected
   4. One-time use equipment or service should be minimized
2. A team approach will be used in the move so that all disciplines are represented on the team.
   1. Storage: design, document, perform and sign-off on all storage component activities. Include vendor management for physical move of the storage component
   2. Networking: design, document perform and sign-off on all network component activities
   3. Systems: design, document, perform and sign-off on all systems component activities
   4. Back office: design, document, perform and sign-off on all back office component activities.
   5. Application Development: provide information, documentation, guidance and sign-off on all application component activities.
   6. Software QA: Test and sign-off on all functionality
   7. NOC (network operations center): Gatekeeper for documentation, escalation and monitoring of move activities
   8. Business Owner: Sign-off and approval of all move activities
3. Extend the network so both spaces look like one
4. Extend the SAN so storage in both spaces looks like one. Vendors will be enlisted in moving and ensuring proper turn up of their storage systems. New storage equipment will be used as a temporary landing zone for data in order to move it off of a subsystem prior to its move and then back onto it after its move
5. Pools of resources will be split and moved in stages. One resource should not need to know the physical location of another resource
6. Designs will be published, reviewed, challenged and revised prior to the move. During the move designs and scripts will be followed

Data Center Design Principles:

1. Plan Ahead:
   1. Data center plans and designs are to support the next three (3) years of anticipated growth.  This growth is estimated at 20% year over year
   2. Environmental monitoring is required in unmanned facilities
   3. Equipment will be maintained on a five (5) year life cycle
2. Keep it Simple:
   1. Aggregate cabling where possible to segregate patching
   2. Standardize on the rack, ladder system, PDUs, Patch Panels and cabinet layout.
   3. Priority deployment of standard computing:
      1. Virtual server on x86 architecture
      2. Blade Center
      3. Standardized x86 based server platform
      4. Other architecture
3. Remain Flexible
   1. Equipment can be placed in the next available cabinet.  There is no intelligence built into the floor plan
   2. New standards should be carried forward and retrofitted only where it makes business sense
4. Think Modular:
   1. Two cabinets make a non-blade center module to be deployed when additional resources are required
   2. One cabinet makes a blade center module to be deployed when additional resources are required
   3. Cabinet modules are outfitted the same for network and cabling
5. Keep things covered, bundled and out of sight:
   1. Cabinets have doors and sidewalls
   2. Copper cables are patched within the cabinets using the provided cable management
   3. Cables follow standard paths and do not cut across cabinets
   4. Fiber and copper cables are kept in separate trays
   5. Blanking panels will be used

Data Center Management Principles:

1. Label Everything:
   1. Racks, PDUs, and environmental monitoring devices are labeled with name as it appears in the book of record
   2. Servers are labeled with name as it appears in the book of record
   3. Network equipment and patch panels are labeled with name as it appears in the book of record
   4. Storage is labeled with name as it appears in the book of record
   5. Fiber, copper and power cables have a matching serialized label at both terminating ends. (should track in the book of record what cable attached to equipment)
2. Configuration Management is paramount:  the book of record contains information on all physical and virtual servers, network equipment, storage systems, racks, PDUs and environmental devices
3. Change Control:
   1. The change approval board ensures the inventory is updated
   2. All work requires a change control
4. Access is Locked Down:
   1. Only 3-5 people have physical access to the data center
   2. The Facilities group manages access to the data center
   3. Change control approval is required to perform work in the data center
   4. The NOC is aware of data center access through the daily production schedule and notices
5. Audit the work: Audits are conducted on
   1. The book of record against the physical data center
   2. Data center sign-in against daily production schedule
   3. The NOC is the Gate Keeper for data center management process adherence

These data center migration principles valid when moving into or out of a collocation facility or an in-house data center.

Need help with your data center infrastructure? Contact theData Center Solutions experts at Metagyre, Inc. Data center management to data center consolidation putting business value in the data center.

Data Center Migration Principles