Category Archives: Work Life

The Zombie ISV®

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The Zombie ISV® is the type that should have been extinct based on the current state of technology. Let me give you an idea what that current state of technology means in our neck of the woods. Last week our team started deploying some DELL R720  PowerEdge servers to replace the last W2K8R2 Hyper-V cluster in the company with a Windows Server 2012 one. The older hardware will be recycled. Some will live on as test servers, backup media servers. All running Windows Server 2012 of course. One of them will become our physical (SAN) LUN to VHDX converter server so we can move our large LUNS (2T-15TB) to vhdx. Later this year 10Gbps networking, RDMA Mellanox cards and ODX will provide for fast vhdx movement to their new virtual hosts. Work in progress, but it should give you an idea about what we’re working with.

It may surprise you but even we have 2 Windows Server 2003 physical servers left. One is a DELL NX1950 Storage server that has been serving local workspace to a team that does image parsing (12TB). That one is >6 years old and is slated for retirement. We don’t need this concept anymore. We can build anything we want for such purposes using Windows Server 2012 Storage spaces and if required leverage the in box iSCSI target. To build it we can just draw disk bays, disk, servers from the retired hardware shelf, no sweat. We have plenty of spare parts and it works just fine. If it’s cost efficient and an effective solution, we roll that way.

The other one is a server for the financial software sold by a company (the Zombie ISV®) that does not believe in virtualization. It’s running code that’s over a 12 years old (legacy java run times and even that was a success because it used to be JInitiator until a a few years ago). There is no life cycle planning what so ever and when after 5 years the hardware needed replacing we got nothing but silence form the vendor. After months of asking for a meeting on the what and how (OS upgrade, x64, virtualization) and being ignored we just took a decommissioned server that had two years of warranty left and transplanted the disks. Even if the warranty runs out on that one we have some of the same model in the spare parts cabinet.

The workload itself runs just fine virtualized but they don’t support that. Luckily for the people that have to do it in their environment they run zero change of that Zombie ISV® ever noticing that a server is virtualized anyway. They also don’t get the concept of a dedicated service account in windows. So they end up with the database or BI services running under their remote support credentials that expire and get disabled by the helpdesk. Sigh. They don’t see the need to proactively support operating systems above Windows XP or browsers after IE 6.0. We did a lot of hacks to keep that system working and came to despise the total lack of technological expertise and professionalism of the vendor. Their “consultants” that’s don grasp x64 bit, or they download installers for 4 hours during a paid day of consulting … sickening to the stomach. Meetings with the account managers (they seem to travel in packs) is a lot of vacant bank stares and apathy. They don’t have answers, they don’t look for answers, they simply don’t care. The idea was to replace the package, but it was not to be. But in the end we settled for throwing all responsibility for it so they’ll find a place to host it and our bookkeepers can access over a secure remote connection. At least we have gotten rid of this security risk in our environment.

That people, is the miserable state of some ISVs in the 21st century. But it’s not just them. It’s a testimonial to the degree in which companies get tied up and locked in to mediocre solutions and technology debt. In the infrastructure world (storage, networking, servers, virtualization) people who know what they’re doing do not allow this to happen. As more and more decisions on software and applications are made by business & analyst types we are seeing an increase in technology debt and lack of any life cycle management. So where we have seen infrastructure get more and more bang for the buck we’ve also seen the software & services cost explode and on top of that incur technology debt, expenses and risks on the business. That’s pretty bad. I see a growing divide in a lot of companies between ever more efficient and cost effective infrastructure (combined with cloud solutions) and the slowness of getting custom software into production combined with issues concerning supportability and upgradeability. All this at ever increasing costs and FTEs. That’s not supposed to happen but it is, despite the high investments in * analysts, business consultants, architects, * coaches, project managers, IT managers etc. in the era of the cloud. This is regression.  It all sounds like the result of the feel good EQ approach to business without results but hey, no one feels left behind Confused smile. I believe a mate of mine calls this the race to the bottom. No wonder some companies that I know have done away with all this and just let business units organize themselves organically. They either fail and disappear of thrive and prosper, but a no time to they fall in to the trap of over organized pseudo flat structure (i.e. pass the hot potato and no responsibility) that still manages to create ever more managerial positions (flat?) whilst realizing ever less results. We’ve seen the financial and housing market charades collapse. Guess what’s next? There won’t be a bail out for you or me, beware of that.

2012 Was A Great Year, 2013 Looks Great

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Well the end of 2012 is approaching fast and we’re about to dim the lights a bit for the festivities. 2012 was a great and action packed year.

Being awarded with the MVP title turned out to be an awesome experience. The MVP summit, the frequent interactions with colleagues and Microsoft employees, … I learnt so much form that and them that I feel privileged to be part of that ecosystem. It makes me feel I stand on the shoulders of giants. We teamed up informally and delivered some top notch sessions on Windows Server 2012 Hyper-V, learning again form each other and the questions and feedback of our audience. I met a lot of people and “networked” all over the planet.

Locally I Belgium my involvement in MEET offered me to some new opportunities like public speaking and introduced me to some great an knowledgeable experts while helping put and sharing knowledge. Thanks Arlindo!

Then there was my team, that bunch of great, smart, hardworking people who make a big difference in job appreciation. This year has had its challenges, but they’re a real crew alright. They were also there at crunch time, standing tall and saving a business. Twice for good measure.

We deployed a new storage infrastructure (DELL, Compellent), rolled out Windows Server 2012, transitioned our clusters, got  backup hardware in place etc. All this as part of an ever to deliver more value at less cost. We still have a lot to do. Not just operational but also optimizing ROI, TCO and seeing where we can replace products and software that fails to deliver value for money. Trust me, telling me that your solution is best of breed, industry leader doesn’t cut it. In this economy even less so, you deliver value and keep delivering value or the bell tolls for thee. 2013 is shaping up to be yet another a busy and interesting year.

It looks like we’ll learn a lot, work a lot, an have fun doing so. I feel truly fortunate to be able to have a good, interesting job that I enjoy.  So let’s go for another great year in 2013 Smile. I whish you all the very best for 2013!

The Right Stuff

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You all probably know that to get a difficult job done well and fast, you need the right people in the right place at the right moment in time. Those people also need the right tools. This requires people who can think on their feet, people who are resourceful and who will always seek and find opportunities under adverse conditions.

The placement and timing of these resources and assets is more than just management of some table matching names to roles. It’s not enough to have the right resources and skill sets. You need to know who and what is available and what these or they can contribute. Management is often not very good at this, so in a crisis they need to let go and rely on their people. Free Tip: you can’t start building a team when the crisis arrives 😉

It’s the boots on the ground will have to deal with the issues at hand and take the decisions. In a crisis time is of the essence. There is no place for too many layers of management, let alone micro management, only the ones with the right responsibilities insight and knowledge are needed and helpful. The decisions become tactical and operational within the context of the situation at hand and it its relation to the entire environment. So they have to be made by people who preferably know the environment well and have a very good skillset, drive and motivation. Basically this is what I refer to when I talk about the right stuff.

If you have ever worked or work in that sort of environment you know what I’m talking about. The knowledge that no matter where you are going for whatever reason, you’re doing so with a team of very skilled people who are the very best in the business, at the top of their game and ready to roll with any situation thrown at them. They are capable to react in a moment’s notice and focus entirely on the job at hand. If you’re interested in building such a team I suggest you select your team members very carefully. Head count doesn’t mean jack shit if they are the wrong people for the job and the team. Don’t ever lower the bar, it’s there for a very good reason.

This year I had misfortune of having to respond to two major HVAC disasters at night in a weekend. I had the good fortune of having the right stuff at my disposal. There is no “On Call”, there is no monetary compensation. This team is my crew and they are all volunteers who will do what is needed when it is needed. Why because they have professional pride and know that at these moments the very survival of the business they work for depends on them acting fast and correctly. To them it’s not about “somebody should do this” or ”that’s not my job”. It’s not about “this should be taken care of” or “I never had a template telling me what to do”. No, they step forward and get it done. This weekend, from the very first alert, 4 people were mobilized in 30 minutes and acted at the speed of light. This led to the emergency shutdown of a data center in a city 60 kilometers way to prevent a catastrophic meltdown of millions of euros in hardware (not even trying to put a value on the data loss). Two people were acting remotely and 2 (including me) were heading over there to have boots on the ground. The reason for this is that “the away team” could deal with anything that couldn’t be handled remotely and coordinate with facility management. Having people on site is important to all involved (two is preferable for safety reasons) for assessing the situation and for the sake of speed. More people often becomes less efficient as numbers are not the same as capability.

So to my team, I’m proud of you. I quote Beckwith “I’d rather go down the river with 7 studs than with a 100 shitheads”. You all know you’ve got the right stuff. Be proud of that!

The shortage of skilled employees, are we making it worse?

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We still have a serious problem in ICT. Even in this second decade of the 21st century. While the entire industry has been buzzing with IT-Business alignment for many, many years now, I often notice that we have not gotten very far. For one the divide between business & IT is an artificial disconnect. This artifact does exist, but we’ve created it, and all we need to do is stop doing that. No one is giving this much attention to the struggling relations of business with the HRM or the finance departments.

In contradiction of what we might expect, while this artifact is detrimental to the success & profitability of IT, it is not taken seriously enough. Sure the business absolutely needs to define what they need. But in an ever more rapidly changing technology world they do not have the knowledge needed to do that. So we need bridge builders, people with the skills to translate technology used in IT into competitive solutions and highly efficient & profitable systems. It takes a special breed & some serious skills to act on opportunities and see them materialize with the help of IT solutions. It also takes a whole lot of common sense. The latter often seems to be lacking. Why does this happen?

This is not just about business and not just about technology. It’s something in between. As a result it’s often seen as not that critical and this leads to staffing these functions with the wrong skillsets. At best they are populated by people who want to get into the IT sector but don’t like technology that much. This is enforced by all those campaigns to make IT more sexy and attractive to the new generations who associate IT with nerds. It’s beyond me why we’d want to attract people who think so superficially but hey, that’s just me. But aren’t we building our own future nightmare this way? At worst it is used to get people in better pay grades. The functions might very well mandate better pay due to its complexity and the required skill set but this only holds true if you get the right people in those functions. Whatever the reason, this is a major pain point. Why?

The neglect of these bridging functions lets people without the necessary skillsets take responsibility for decisions they are incapable of making. Their knowledge of the technical matters is not up to that task and business wise they’re often in the same boat. So now we have a bunch of people who have way too little understanding of what IT and business is and what they themselves should achieve in that bridging role. Oh great, so fundamentally critical decisions are being made by the unqualified. People who lack skills, experience and context will fall back to methodologies & theories. They use them as cook books. Unfortunately reading and using a cookbook doesn’t make any one a chef. And these are the roles where we need chefs’ people. In reality there is a giant gap between reality and all the theories, methodologies & real or perceived knowledge on how IT can be better aligned with the business and be run more successfully and profitably.

I can only conclude that allowing this to happen means that the functions that are supposed to be bridge that cap is not taken seriously enough. For all the lip service to these efforts it cannot be for lack of acknowledgement of the pain points. But the solution often seems more of what doesn’t work, thereby eroding any credibility of the bridging functions. This is costing us dearly and it will only get worse if we don’t stop this madness. There is of cause the fact that projects become more and more expensive with all the * architects, * analysts & * officers. On top of that the complexity keeps rising and we don’t seem to be very good at managing that. Ask any engineer what the worst enemy in any project is and you’ll get uncontrolled and unmanageable complexity as an answer. But even worse, you are faced with the fact that best people in the business, bridge and technical positions eventually leave. Tired & worn out by the environment that doesn’t value them as they don’t understand their true contribution and skill set.

This means that even today IT retreats into its technical areas of expertise and the business doesn’t learn what IT is & can do. If we don’t get better at bridging that gap we are doomed to keep failing at ever higher costs and you’ll lose ever more valuable employees. The only difference will be we’ll have more parties than IT and business to point our fingers at as the ones to blame.