Timmy Writes Santa For UCS

Dear Santa Claus

I know it’s a long time til next Christmas, but I don’t want to bother you when your workshop is really busy, so I’m writing now. And besides, Cisco has got some new toys I saw last week that I think are really neat. Mom says they are part of your new build-a-datacenter set, and it’s called Ucks. Or maybe UCS - I’m not sure. Mom didn’t spell it for me.

I saw the really long commercial on my computer. Mr. Chambers sure was excited about the new toys. My friends Hewey and Delbert were watching with me. They already have some different toys so they were not happy about the new UCS set. They said it wasn’t any good cause it didn’t work with their toys. Mom says they are upset over a big word that she says is called compatability. I think that’s dumb cause Hewey’s and Delbert’s toys don’t work with each other either.

But I bet Hewey has something like it pretty soon. Delbert usually takes longer cause he always waits and then copies what everyone else does.

Dad says these are really neat toys cause they have a smaller infrastructure footprint. And mom says they are neat cause they are made for virtualization. But mom and dad both work in marketing so I don’t know about that. I just know I want to play with these new toys. Could you send me a set soon Santa? Before next Christmas? And if I can’t get a set of my own, can I come to the workshop and play with these toys? I promise I will be good.

Your friend

Timmy

P.S. Dad says he is still waiting for his Ferrari

Cloud Computing - Everything Old Is New Again

I’ve been watching the cloud computing discussion grow from a distance for a while now, and I think it’s time to jump into the discussion with both feet.

There’s an old expression about what happens if you don’t remember the past, so I’d like to suggest that the cloud computing initiative is in some ways the completion of a full cycle of computing evolution. Step into my time machine, as we revisit the 1960’s and 1970’s.

In those times, compute resources were centered on mainframes - expensive devices offered by a few vendors such as IBM, CDC, and Univac. Due to the cost of these computer resources, many companies could not afford their own data centers, and instead purchased “time” on a system owned and maintained by another organization. The bill to the customer was usually divided into different types of “time” - connection time, CPU time, peripheral time, etc. I have memories of my CS classes where when logging out of the system I was shown how much my account was debited for the time used. As an aside, being a successful CS student didn’t just mean getting your projects done, but getting them done without exceeding the credit in your account.

This model held sway for many years, and one of the significant developments in the data center was the release of Digital Equipment Corporation’s VAX running the VMS operating system. Now user tasks were segregated into virtual machines, isolating them from each other and prioritizing their execution.

But the centralized model changed into the desktop model, as more and more organizations found that relatively inexpensive computer resources could be made directly available to users, without an expensive data center. This model them morphed into the client-server model as fewer, more powerful servers began to take over compute intensive tasks such as databases, and e-mail.

And then a funny thing happened. As the servers got more powerful, their ability to process data exceeded the demands placed on them by the applications. The unused processor time was wasteful, so some enterprising vendors took a giant step - backward - to virtualized machines.

But that was only the first retrograde motion. The second one is coming in the form of cloud computing. Once again, compute resources will go into amorphous data centers, with a focus on sharing those resources across a wide user base. Once again, there will be little in the way of physical resource identity. Walking into a data center and asking to see the server running a particular application will be a difficult question to answer, as smart virtualization techniques shift VMs between computer resources as needed based on workloads. Billing to the customer will likely return to something like the old model, listing the number of VMs, and charging based on their impact on the overall computing fabric, with other billing categories for storage and bandwidth.

I’m not suggesting any of this as a bad step, but it is interesting to note that we seem to have come full circle in many ways. And if that is true, what will happen next? Will we see the “cloud” give way once again to distributed resources? I don’t know - but I do know it will be interesting!

Interwoven DMS Monitoring with MRTG - Update

I have posted a sample MRTG configuration file, two sample perl scripts, and the configuration file for the scripts. You can find them here or go to my Whitepapers link for both the original whitepaper and the ZIP file.

5 Gripes about Twitter

Twitter rocks. There’s just no denying that. And thousands of people agree. Just look at the stats. Over 1300% growth in one year. And I enjoy twitter and see it as a great tool. Still - like any relationship - there are some things that I just don’t like. And since any good relationship coach would counsel dealing with the things you don’t like, it’s time to vent about what doesn’t work for me.

Gripe 1 - the service is down too much. Sure, it’s free so I shouldn’t complain. But still, the number of “Whale Fails” (twitter outages) is too high. What would Google be now if when it was introduced it failed as often as twitter does? Easy. It would be Alta Vista. Or ask.com. Or Lycos. Or maybe even MSN.

Gripe 2 - the web UI is buggy. I’ve spent WAY to much time trying to upload a custom twitter background image. Most of the time I get a generic “fail” message that tells me nothing. And even when it seems to work, the background I end up with is….. the old one I had. C’mon guys. How hard should it to upload a file?

Gripe 3 - direct messages are slooooooow. Explain this to me. When someone sends me a DM, it shows up in my e-mail, and as a text on my cell phone, long before it shows up on twitter. So twitter processing the message to TWO external services is faster than processing it to ONE internal service? Huh?

Gripe 4 - a standard SMS message is 160 characters. A tweet is 140. What? Why is a tweet 20 characters shorter? Especially when a selling point is cellphone SMS integration. This bothers me as much as the monthly bill I got that had a return portion bigger than the return envelope. Couldn’t you guys stretch the message another 20 bytes?

Gripe 5 - ADD. Twitter is an incredible time wast…. hang on a second……
Sorry - had to check my tweets. Where was I?

Not Just Birds Tweet

I gave a presentation this morning to a group of senior managers, including lots of C-level executives, on building a personal brand with social media, especially twitter.

I’ve already gotten some very positive feedback on the presentation - which is very appreciated.

I made available a resource CD to the participants, but unfortunately did not have enough to go around. If you would like a copy as either a ZIP file, or as an ISO file you can burn directly to CD, go here.

And if you were in attendance, remember the mantra “it’s all about the content”.

Interwoven DMS Monitoring with MRTG

I’ve posted a new whitepaper to the site.  “Monitoring an Interwoven NT DMS with MRTG”. At this point, perl scripts are not available, but I hope to upload them to the site soon. Stay tuned.

Managment Lessons From General Patton

Recently, I’ve taken to reflecting on the time I spent managing an IT team. Every so often I think you have to stop, look back, and see what worked and what didn’t. As I’ve done that I’ve discovered some interesting things. One of the things I found was that I was emulating some management thoughts of one of the great generals in the United States Army during World War 2 - George S. Patton.

I’m sure a lot of readers are now getting an image of George C. Scott’s portrayal of Patton as a tough as nails, hard talking irascible man. I confess I shared that view until I did little research and came across some quotes from General Patton on leadership. When I found these quotes, I realized that Patton had some ideas that are parts of some “modern” ideas of management. Here are a few examples.

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.”

This is probably my favorite, and is a fundamental part of my personal style. Make sure the people on your team know their job, and are competent. Then give them the task at hand, and let them perform. If they have a problem in performing their task, and if they are the right people, they will let you know when they need help.

“A piece of spaghetti or a military unit can only be led from the front end.”

I once had a member of my team get into a bit of a bind. I knew the higher ups might want his head on a pole. When that happens, the thing to do is step up, and be out front. The leader is more exposed that way, but if you are not prepared to risk yourself for the people you lead, then how will you ever win their loyalty and trust?

“Always do everything you ask of those you command”

I’ve always admired the leader who can roll up his sleeves and do the work along side the team. It shows the team that the leader appreciates the complexity of the task, and is not leading in ignorance.

“If a man has done his best, what else is there?”

In the end, all we can ask is for everyone to do their best. If they do, they have done all we asked, and should be acknowledged. If we asked them to perform outside of their skill set, and their best was not good enough, the only person we can fault is ourselves for giving them the task to begin with.

Creativity in IT

There are many perceptions about technologists. We are the “geeks”, the “nerds”, the “techies”. At one time, I heard more comments about “pocket protectors” than I’d like to remember. But rarely, if ever, does anyone stop to consider IT as an art, creative by its nature. Yet to me, this is an incredible oversight, perhaps driven by the lack of appreciation for the kind of creativity seen in technology.

In part, that oversight is driven by our failure to self promote and to educate. Who, without experience or knowledge, can appreciate the artistry in a well crafted perl “one-liner”? Or the elegance of a well designed, fully normalized database? And, lest I leave out my fellow sysadmins, the beauty of a tuned, optimized system?

While that artistry is present, unknown by most, there are signs that can be seen if they choose to look.  In the years I have spent in IT, I’ve become aware of an interesting trait among my fellow workers. In some way, there is an element of creativity in their make up, either directly or indirectly, outside of technology. The core systems group I most recently had the privilege of leading included 3 amateur musicians, an amateur photographer, and a member of The Society for Creative Anachronism.

The interesting aspect of leading a group of this sort, is that in many ways I imagine it is like leading a group of professional artists – dealing with bouts of temperament, and a certain amount of ego. In observing this behavior, I find myself wondering if the best approach, at times, is to give the “artist” creative license. Let the sysadmin on the team configure the systems according to his sensibilities, or the DBA use his creativity in database design. Of course, I’m not suggesting abandoning best practices. But I am suggesting that there are times when creativity must be given free reign. When you let out the elegance, the beauty, the artistry that well designed technology can reflect.

There are inherent benefits in this approach. First, elegant technologies in many cases are efficient technologies. For example, that creatively designed database may support a higher transaction rate. And second, giving you team creative license demonstrates a level of support, of trust in your team, that can pay terrific dividends.

Of course, there must be some oversight, and guiding a team of creative individuals requires a kind of patience, tact, and coaching different from leading a team from more traditional disciplines. But in the end, if you can leverage the leadership skills required, you may find yourself with a well run group, with good morale and high self esteem. And the technological equivalent of the Mona Lisa.

Wilkommen. Bienvenue. Welcome. C’mon in!

OK - so I stole that from Mel Brooks.

So here it is - yet another blog (YAB).  Will it just get lost in the noise?  It’s hard to know, since it’s just starting.  But if you don’t raise your voice, how will you ever get heard?

Besides, if nothing else, I now have my own soapbox.

Steve