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VKSF 423 System Administration III Enterprise Computing and The Role of IT – PowerPoint PPT presentation

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Title: VKSF%20423%20System%20Administration%20III


1
VKSF 423 System Administration III
  • Enterprise Computing and The Role of IT

2
Announcements
  • Lab Overview
  • The goal for the lab portion of this course is
    for you to form an interesting network that
    simulates some of the challenges that are facing
    enterprise system administrators today.
  • Seven labs.
  • Groups of three people,
  • Each group will use eight PCs (two benches).

3
Lab Overview cont.
  • Lab 1. VMWare configuration and installation of
    guest operating systems, configure core services
    Servers should be mostly configurable from a
    client desktop.
  • Lab 2. Authentication -PAM, RSA Secure ID
  • Lab 3. Virtualized Storage-
  • Veritas Storage Central
  • ?
  • Lab 4. Clusters

4
Lab Overview cont.
  • Lab 5. Update Services/ Back-up and Restore
  • SUS
  • RIS
  • Alteris
  • Ghost
  • Lab 6. Terminal Services
  • LTSP
  • Citrix
  • Windows Terminal Services
  • 1Lab 7. Alternative Desktops
  • Sun Java desktop
  • Lindows
  • Xandros

5
Lab Topology (Under Development)
  • PC Client/Server Operating System Services
  • 1 Server Choice Core services
  • 2 Server Host Win2k
  • Guest Linux
  • 3 Server Host Linux
  • Guest Win 2k
  • 4 Server Win2k AD, SFU, VStorage
  • 5 Server
  • 6 Client Choice
  • 7 Client Choice
  • 8 Client Choice

6
What is an Enterprise
  • Many points of access
  • Many devices
  • Increasing reliance on Internet for voice and
    centralized data stores.
  • Scale
  • Complexity

7
IBMs Take on Security
  • Enterprise issues
  • eggt. The IRS has 5000 servers and 125,000
    workstations.
  • To manually install a patch takes on average 45
    minutes/workstation.
  • 125,000 45 minutes 93,750 hours
  • 2000 hours/year 47 employees fulltime
  • 45,000/employee 2,000,000/year

8
IBMs Take on Security cont.
  • T. Rowe Price
  • 120 enterprise applications running on their
    network
  • 3 to 5 accounts/person
  • NYSDOL 1996 Zero PCs
  • Federal medicare and medicaid system
    incompatibilities almost forced two PCs/desk.
  • Supply chain issues relating to software
    licensing.

9
IBMs Take on Security cont.
  • Evolution of Disaster recovery
  • From flood or fire
  • maintaining tape libraries
  • To Protection against regional disasters
  • Highly resilient infrastructure (Internet
    outages)
  • Awareness of business interdependencies
  • Data explosion (including paper records)
  • Complete primary facility loss
  • Loss of personnel
  • Old paradigm Experience and react
  • New Paradigm anticipate and adjust

10
IT Doesnt Matter
  • Who is the author?
  • What is their incentive?
  • Scarcity not ubiquity makes a business
    resource truly strategic. Companies gain an edge
    by having or doing something others cant have or
    do.

11
IT Doesnt Matter cont.
  • IT is now ubiquitous
  • Other ubiquitous resources include
  • Electricity
  • Railroads
  • Natural gas
  • Skilled, and literate workers
  • Access to markets

12
IT Doesnt Matter cont.
  • How do you manage a ubiquitous resource?
  • Focus on risk, not opportunities
  • Spend less
  • Follow, dont lead
  • Greatest risk with IT Overspending
  • Goal provide computing resources to users like
    any other utility

13
IT Doesnt Matter cont.
  • IT as a utility comparable to electricity?
  • Have we overbuilt capacity?
  • Will standardization in IT lead to
    standardization in business process?
  • Can strategic value be gained through the
    application of IT?

14
Carrs New Rules For Management
  • Because the opportunity to gain strategic value
    from IT are disappearing managers should do the
    following
  • Spend less.
  • Follow, dont lead.
  • Focus on vulnerabilities, not opportunities.

15
Brown and Hagel Response
  • Carr captures zeitgeist of managers.
  • Broad lessons regarding IT
  • Extracting value from IT requires innovations in
    business practices.
  • ITs economic impact comes from incremental
    innovations rather than big bang initiatives.
  • The strategic impact of IT investments comes from
    the cumulative effect of sustained initiatives to
    innovate business practices in the near term.

16
Brown and Hagel Response cont.
  • It has never been true that IT matters in
    isolation. It only matters in the context of a
    concerted effort to innovate based on new
    possibilities and opportunities created by
    technology. Then it matters- and will continue
    to a lot.
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