On a recent trip out to San Clemente, CA, I got the chance to sit down with Casey Kindiger, CEO and founder of generationE Technologies, to get his views on the future of business service management (BSM). He offered some practical explanations about the inner workings of this popular technology/business nexus-building strategy and how it relates to today’s corporate marketplace.

Note: This information is also available as a PDF download.

1. Jeff: So Casey, to start us off, BSM is often described as the ability to see and use your technology infrastructure from a business perspective, rather than tools capability. How would you expand on that basic definition to describe what we’re talking about here?

Casey: The key to BSM is aligning technology investments to business operations by being able to track, monitor, manage, and view the financial side as well as the operational side of technology. So let’s say I’m an executive who knows nothing about the underlying mechanics of the technology infrastructure — the networking equipment, the laptops, the servers — what I do need is the ability to look at how those components and infrastructure are enabling and supporting my ongoing business processes.

2. Jeff: From an executive standpoint, then, it really comes down to minimizing or even making invisible the functional processes of the technology and focusing on what IT does in a business capacity?

Casey: Right. That is really the lynchpin and it’s also the key challenge — so that the executive can understand what the technology is doing without necessarily understanding all about the underlying technology itself. Most important, so that the executive can make informed business decisions, given that so much of today’s business operations are intertwined with the operation of the underlying technology.

3. Jeff: Well, as you know, there are several companies out there right now that are describing different offerings around business service management. What are the main differences between what some of these vendors are offering?

Casey: You have a category of vendors that focus on the business process layer, and they typically come out of a specific business vertical where they understand the business processes that drive that particular industry very well. Business Objects is a good example of that — they understand the business side of the equation.

Then you have a category of specialists who understand the technology side of the equation very well. They typically stay within technology silos, and their core philosophy is that the business starts with the application. People use applications to drive the business process. They have a whole suite of tools that simulate transactions and model business process performance based on transactional characteristics, which is adequate in certain situations.

And then you have another category that is trying hard to merge the two. To do that, they have to look across the technology silos that support and enable the business and they have to encapsulate the business process and bring those two together. I would call those the BSM integration players. So there are those going top-down, those going bottom-up, and those taking an integrated view and tackling both areas with an integration architecture. This is essentially the way we look at it.

4. Jeff: So in that third category, how many players would you say there are?

Casey: There are not many organizations taking that holistic view because of the complexity of addressing the problem that way. It’s highly complex to deploy BSM by modeling services at the business layer and even more complex at the technology layer. You don’t just figure out what set of technologies to plug into the BSM equation. Different technologies require different competencies within each silo. generationE has been focusing on this business-technology synergy for more than a decade. We started solving problems in the late 90s for large financial services organizations, and because the toolsets weren’t available, we built up a highly customized solution to attack the problem. That’s not the way we wanted to do it, but the industry just wasn’t there yet at the time. So it was a matter of necessity being the mother of invention.

Now over the last 10 years, our vendor partners have invested heavily in this area, and with just the right amount of integration expertise and an understanding of the business side of our customers, we can solve the same problem using primarily off-the-shelf commercial software.

5. Jeff: Once I’m ready to make that leap and say, okay, let’s start down the path to BSM, what should I plan to spend to do that?

Casey: Well, that’s a question that depends on two things — the size of your company and how far it wants to go with its BSM strategy. If you want to manage and monitor your entire business and all the applications and processes in a large enterprise, it could be a multi-year effort and it will have a significant cost. At the same time, as you go down that path, you’re going to be reducing ongoing operating expenses and making a positive impact on revenues. On the other hand, for any size organization, it’s relatively inexpensive to get started and model your key processes. To kick things off, you can estimate about a quarter-million dollar investment.

6. Jeff: It seems to me that a lot of the larger enterprise organizations are at least familiar with BSM — they know what it is and have some kind of plan in place. I’m hearing an emphasis now coming from software companies like IBM toward the medium-size businesses, so when you describe spending a quarter-million dollars, is that what you’re talking about?

Casey: We’re talking about quite a diverse spectrum of circumstances here, of course. If you’re just addressing getting the infrastructure started for a large organization in terms of buying software, architecting it, and the initial design and installation, that amount would launch the platform in a larger organization and show real value. For a midsize organization of fewer than a thousand users, you could also start to pick one or two of your key processes to pilot into a BSM infrastructure.

7. Jeff: Is the whole way of thinking about this BSM model or paradigm fairly well stabilized now or would you say it will be in a dynamic state for a while?

Casey: It will be dynamic. There’s nothing you can just plug in that is a BSM-activating tool. It’s really an architecture that at the moment requires a multidimensional understanding of both the technology infrastructure and business operations. So for the next five years, it’s going to continue to be very dynamic — not because the software companies aren’t investing heavily in it, but because the problem itself spans multiple layers of the technology stack.

One of the areas that requires focused attention is designing effective metrics to overlay the BSM platform. The value of the BSM investment relies heavily on our ability to define appropriate, actionable service performance metrics. One of my managers in a former life used to take every opportunity to use the axiom “What gets measured gets done.” I think there are two more pieces to that equation. First, we need to know what it is we want to do before we can decide what to measure. Then we have to baseline and collect the measures in a cost effective and accurate way. We’ve all been focused on developing the methods behind deploying a BSM infrastructure; now we have to focus a bit more on the content it will be delivering.

8. Jeff: What about in relation to specific industries — are there a couple areas of business where you see a greater value for implementing BSM?

Casey: Absolutely. The more technology-centric the company’s revenue model is and the closer the tie of the technology to the key business processes, the more it will come right to the top. Number one is obviously telecommunications service providers, many of whom made some early investments in this already. But there’s a lot of benefit to be had by taking another look at their service assurance layer for their OSS/BSS, and reinvesting in the service assurance portion of their infrastructure.

A second industry where the value is most readily demonstrated is financial services. It’s another highly information-centric industry, so the ability to manage their technology from a business perspective directly affects their revenue model. But I firmly believe that BSM is in the process of transforming IT strategy and operations across all industries. BSM is a critical step in the ongoing industrialization of business IT and has the power to make significant improvements on operational efficiencies and business agility.

9. Jeff: Let me take a step back and ask a question from an intrigued, but still tire-kicking customer standpoint. Is there one example that comes to mind for you where the customer stands out in terms of implementing business service management, where they’ve used it well and seen results, and they’re a good example of how it should be done?

Casey: I won’t name the customer but I’ll give you an example: the first time we were engaged to develop a BSM strategy and solution that spanned both the business layer and the technology layer. We had a direct relationship with the CIO and senior business leaders to drive the initiative. The approach was to extract the architecture technology piece from the business piece and focus on each one intently but independently. We designed an architecture that is flexible but takes into account the fact that the technology is going to change over the next 10 years, and there are going to be innovations this customer will want to take advantage of. They can plug in and pull out solutions that make up portions of the BSM architecture without affecting the overall viability of the system. So we focused hard on designing an architecture that is both functional today and flexible for the future.

So that’s one side of the equation. The other side is the business perspective, first modeling the key business processes and then building them into the architecture. The problem we faced is that once you launch the BSM solution, if you haven’t set up tools and techniques for new processes and new business services, you can’t adapt to the changes in the business. Building a rigid set of KPIs and static reports just doesn’t cut it. Business processes are dynamic, and companies continually expand, add new products and services, and improve and enhance. It was important that we enabled those changes on the business side over time. So those were two independent functions we had to address in this case, and because we could approach both with equal zest and zeal, it was a recipe for both short- and long-term success.

Let me give you one more recent example. We’re currently working with a company called Aircell that is putting the Internet on domestic airlines. They needed to be able to monitor their availability from a meta-perspective on multiple networks. One of our consultants came up with the idea of combining the monitoring functionality of the OMNIbus and Impact solutions with Google Earth to be able to track aircraft on the network in real time on an individual basis over 10,000 feet, and it worked out very well. This is a high-profile customer for us. They’re bringing the Internet to the air traveler, and of course we were glad to be selected and to be a part of such a significant technology development. As you can imagine, these are proprietary technologies. And of course the end user is the business focus and our experience in the telecommunications industry and with Netcool solutions allowed us to put those pieces together in a very robust solution.

10. Jeff: I’m sure that kind of recipe for success is what most companies are hoping to find. In closing, could you talk about why a company might be inclined to start a BSM initiative now rather than later?

Casey: Sure. To sum things up, I’d like to say that BSM really is a new area of focus for many companies, especially as they become more technology-driven and technology-dependent. There are still some individual, silo-based initiatives out there that are BSM-centric, but for most organizations, addressing this as a corporate competency is a new direction that offers a great deal of immediate value. Delaying the adoption of a BSM strategy, especially in an economy where service management can facilitate adaptability and operational improvements, could cost a lot more than getting started on it today. We are certainly looking forward to helping more organizations get to the next level with a complete BSM vision.

Note: This information is also available as a PDF download.

#1: Make yourself comfortable

Is your work area set up correctly for you? Do your feet reach the floor? Do your knees bang on the underside of the desk? In short, is your workstation suitable for you? Ensuring that you are comfortable means that you concentrate on the caller’s problem and not the nagging pain in your back.

#2: Learn the logging system

Do you have the correct reference material at hand and has the call logging system been fully explained to you? In my experience, no two companies log their calls in the same way or use the same set of priority criteria. Make sure that the team leader shows you where to find everything.

#3: Get appropriate permissions

Do you have the access you need? If you have to change passwords, do you have the necessary permissions — and have the procedures been explained clearly? I have been caught out in the past by people requesting password resets for a worker who had left the company. Only checking with the team leader saved us from an embarrassing faux pas.

#4: Know your limits

What is the limit of your authority? Are you permitted to block an abuser’s account or do you need to refer to higher authority? Make sure you have read the relevant IT usage policy documents, so that you are sure what is permitted and what is not.

#5: Determine what your job covers

What is the scope of your remit? What requests will fall outside the help desk’s field of operations? If you are responsible for changing light bulbs, ensure that you have the necessary certification. Here in England, the creeping nightmare of the litigation culture has arrived, and you need to be qualified to change light bulbs at work.

#6: Know the policies

What is the company’s policy on abusive callers? What warning do you need to give before terminating a call? You may rarely get an abusive caller, but it’s handy to know what to do before it happens.

#7: Find out about breaks

When are you permitted to take breaks? The help desk can be a stressful place to work, and sometimes you need to take a few minutes to clear your head. Obviously, you don’t walk away when the calls are pouring in, but make sure you know the policy for taking an eye break.

#8: Learn the company hierarchy

Is the company structure clear to you? Is there a directory that fully explains where everybody fits in the organisation? I can still remember taking a call from a person who gave his name and nothing more; I then asked him what department he worked in. In the ensuing hush, a colleague passed me a hastily scribbled note that informed me that the caller was the chairman of the company.

#9: Meet your bosses

Who do you report to and how can you contact them? Have you met your line managers or did you just talk to the team leader when you were recruited? Make sure you get the opportunity to have a chat with them before starting, find out how they like things done, and most important, let them know a bit about you.

#10: Know what to wear

What is the dress code for the office? There is only one thing worse than turning up at a suit-and-tie building in T-shirt and jeans, and that’s turning up at a T-shirt-and-jeans office in a suit and tie.

Preparation is great, but…

…Have you ever been thrown into a job role without getting a chance to get your ducks in a row first? What survival skills did you pick up along the way?

Note: This information is also available as a PDF download.

#1: Can you provide a simple overview of IPv6 and the differences between it and IPv4?

(Answer by ARIN)

Internet Protocol is a set of technical rules that define how computers communicate over a network. There are currently two versions: IP version 4 (IPv4) and IP version 6 (IPv6).

IPv4 was the first version of Internet Protocol to be widely used and still accounts for most of today’s Internet traffic. There are just over 4 billion IPv4 addresses. While that is a lot of IP addresses, it is not enough to last forever.

IPv6 is a newer numbering system to replace IPv4. It was deployed in 1999 and provides far more IP addresses, which should meet the need well into the future.

The major difference between IPv4 and IPv6 is the number of IP addresses. Although there are slightly more than 4 billion IPv4 addresses, there are more than 16 billion-billion IPv6 addresses.

#2: IPv4 and IPv6 coexistence — what does that mean?

(Answer by ARIN)

The technical functioning of the Internet remains the same in both versions and it is likely that both versions will continue to operate simultaneously on networks well into the future. To date, most networks that use IPv6 support both IPv4 and IPv6 addresses in their networks.

It is important for all organizations to consider the adoption of IPv6 for their Internet services over the next couple of years, but it is also important to know that IPv4 is not going away. IPv4 and IPv6 will coexist on the Internet for many years. Although it is necessary to make certain services like Web sites and e-mail available over the IPv6 network, it is not necessary to replace the already deployed IPv4 infrastructure. The transition from IPv4 to IPv6 will happen over the course of many years, with both protocols working together on the Internet. Much of the IPv4 deployed infrastructure may continue to work on the Internet for years to come.

#3: What will happen with older machines? What devices support IPv6? What Microsoft operating systems support IPv6?

(Answer by Command Information)

It is very difficult to generalize answers for questions like this. By older machines, I would assume we are talking about desktop machines. Some level of IPv6 support can be found (not necessarily through Microsoft) for all Windows systems from 95 through Vista, including Windows NT. However, the level of support will vary greatly. It should be noted that Windows XP, Vista, and Mobile all ship capable of running IPv6. Vista and Windows Mobile default to having IPv6 turned on, but the user has to turn it on in XP. As for what devices support IPv6 — the device world is large; check with your device vendor for details.

#4: What about having IPv6 perimeter IP addresses and IPv4 IP addresses on the internal network?

(Answer by ARIN)

ARIN asks organizations to consider “dual-stacking” IPv4 and IPv6 so they can continue to communicate with IPv4 portions of the Internet, yet be able to communicate with the new and soon-to-expand IPv6 portions. ARIN advises organizations to begin by deciding what makes their routers, DNS, Web servers, and mail servers compatible with IPv6.

The level of effort to make Web site, e-mail, and other communication services available via IPv6 will be different for each organization. It will depend greatly on how the network is set up and what services are deployed. Here are some examples.

• Some business entities host and manage their own Web sites and e-mail services at their own facilities. These companies will need to update the public-facing portion of their networks and servers so they are dual-stacked. This involves work at their own facility and coordinating with their service provider(s) to ensure some form of IPv6 connectivity is available.
• Some business entities use a service provider or contractor to host and manage their Web sites and e-mail services. These companies will need to contact their service provider(s) or contractor(s) and state their requirement that their services be available over both IPv4 and IPv6.
• Some business entities are Internet service providers themselves. These companies will need to update their infrastructure so that it includes connectivity to the Internet using IPv6.
• Individual users may not have Web sites of their own, but they do visit other sites and communicate via e-mail over the Internet. Individual users will rely on their ISPs to ensure proper updates have been made so they can still see and communicate with the entire Internet, including both IPv4 and IPv6.

Organizations may also establish protocol translation services for their network, allowing clients using one version of the protocol to interact with content on the Internet using the other version.

#5: How does IPv6 addressing work? Explain IPv6 IP address shorthand.

(Answer by Command Information)

In general, an IPv6 address is made up of eight 4-character hexadecimal chunks, each separated by a colon. For example, 2001:0db8:0049:0000:ab00:0000:0000:0102 is a full IPv6 address. The first four chunks (64 bits) of the address identify the network portion of the address, referred to as the “network prefix.” Because IPv6 addresses are hierarchical, the network prefix identifies the organization, service provider, and other elements of distribution. The last four chunks (64 bits) compose the interface ID, a unique identifier that is often created using a device’s MAC address.

Because a full address as shown above can be cumbersome, addresses can be compressed via two easy steps. First, all leading zeros within a given chunk can be eliminated. For the above address this would reduce the address to 2001:db8:49:0:ab00:0:0:102. Additionally, once per address (and only once; otherwise, you’d risk ambiguous addresses), any number of consecutive, all-zero chunks can be replaced by a double colon, making the most compressed form of the above address 2001:db8:49:0:ab00::102.

#6: Do IPv6-ready firewalls actually work?

(Answer by Command Information)

Yes, there are IPv6-capable firewalls, and they work just like any other firewall. The key when evaluating a firewall for compatibility is to make note of who is saying the device is capable. The vendor can say its device is IPv6 compatible, but what “compatible” means is up to the vendor to say. “IPv6 Ready” is a standard set forth by the IPv6 Forum and offers vendors a chance for their devices (of all kinds, not just firewalls) to be tested and certified to either silver or gold standards.

The Joint Interoperability Test Command (JITC) offers a more stringent testing and certification. NIST will offer a certification in the future, but does not actually have testing laboratories available at this point. Whenever we talk about firewalls, though, it goes without saying that whatever the performance of the device, unless the rules it operates under are sound, the device is not sound.

#7: Will common networking tools such as Ping work with IPv6?

(Answer by Command Information)

Yes. Depending on your platform, some might be slightly renamed (and/or protocol specific), such as “ping6,” but the essential, everyday, screwdriver/hammer-type tools like ping, traceroute, and telnet are present for IPv6.

#8: How does DHCPv6 work? How is it different from DHCPv4?

(Answer by Command Information)

Stateless Auto Configuration was originally designed to eliminate the need for DHCP in IPv6, and is in fact the default address assignment method in almost all host operating systems. However, some enterprises will feel the need to control their address allotments more tightly, and DHCPv6 was developed for this reason. Stateful DHCPv6 works, from a functional standpoint, very similarly to its v4 counterpart. The function of the protocol is to provide addressing and other useful information, such as the address of a DNS server. From an operation point of view, DHCP does have some differences, such as the use of multicast instead of broadcast and the ability to assign multiple addresses to a client. DHCPv6 also has two other modes of operation in addition to Stateful - Stateless and Prefix Delegation.

#9: How does DNSv6 work? How is it different from DNSv4?

(Answer by Command Information)

DNS (there is no “DNSv6″ protocol) continues to operate as the default, Internet-wide name resolution service — simply with a new record type and a new transport option. The new record type is AAAA (referred to a “quad A”), and the new transport — of course — is IPv6. From a logistics standpoint, DNS works just like it always has. If a host supports only IPv4, it works as it always has — asking for A records. If a host supports IPv6 only, it asks for AAAA records only. If a host supports both (and believes it has both transports available), it asks for both.

#10: How are packets fragmented in IPv6 and how does that compare to IPv4?

(Answer by Command Information)

Fragmentation has been completely rethought in IPv6. When different networks were joined together in the dawning of the Internet, the job of fragmentation was given to the entry points (routers) that connected different networks or segments. Since some had smaller maximum transmission units (MTUs) than others, it made sense that they be able to break the packets down when they reached the entry points, because network reliability and throughput were at a premium. In IPv6, it is the role of the sending node to handle fragmentation. Because fragmentation is done by the sending node and not in transit, load on routers is reduced and they can return to the job they were built for — passing packets to the next hop.

#11: What really happens to my company Internet access if it or my ISP network doesn’t transition in time?

(Answer by ARIN)

Without a dual-stacked network or deployed protocol translation services, an individual user gaining Internet access for the first time from an IPv6-only ISP may not be able to access the Web sites or mail servers for organizations that operate IPv4-only networks.

There are implications to not adopting IPv6. These implications become evident as wide-scale deployment of IPv6 accelerates. Not adopting IPv6 may cause the following types of issues for the various types of Internet users.

• Individual Users: Individual users may not be able to view Web sites and communicate with certain destinations. Many individuals use the Internet to communicate with distant friends and family, research medical issues, and participate in group discussions among other things.
• Enterprise Organizations: Enterprise organizations and corporations may not be able to communicate with certain critical government resources, clients, and potential customers. E-mail is a critical form of communication for most enterprise organizations today and their Web sites are vitally important resources for them to communicate with the public.
• Governments: Governments may lose their ability to see and communicate with the “whole Internet.” Access to information is critical for governments. There also may be an inability for citizens and other Internet users to access information about the government and communicate over the Internet with government agencies.
• Service Providers: Organizations that provide services over the Internet may experience customer and/or revenue losses if they do not update their offerings to include IPv6. Customers will expect to be able to communicate with everyone else on the Internet and may seek out other ways to do that if their current service provider is not capable.

#12: Is there some kind of a timeline for ISPs and backbone networks to implement IPv6 if it’s not already in place? When do I need to start the change over process?

(Answer by ARIN)

Within the next few years, once the regional Internet registries (RIRs) run out of large blocks of IPv4 address space, organizations that require larger contiguous blocks of address space will be able to receive them only in IPv6. Contiguous blocks of IP address space are necessary for activities like building out new large networks and adding new customers to existing Internet service providers’ networks.

Even organizations that have enough IPv4 address space and continue to operate their IPv4 networks will still need to implement IPv6 on their networks. Today, some people are voluntarily attempting to reach mail and Web servers via IPv6 connections to the Internet. Once the RIRs have no large blocks of IPv4 address space remaining and start allocating IPv6-only blocks to ISPs and other large networks, some people will have to use IPv6 to reach the Internet.

Therefore, any organization that has a Web site and communicates via e-mail will need to take steps to ensure those services are visible over both the IPv4 and IPv6 networks. The IPv4 network will allow continued communications with the legacy Internet, and the IPv6 network will allow Web site and e-mail communications to be visible for individuals connecting to the Internet using IPv6 only. When services are available over both IPv4 and IPv6, it’s referred to as “dual-stacked.”

The decision of when to make a network IPv6 capable is up to each organization, but every effort should be employed to begin planning and preparing for the transition as soon as possible.

As the free pool of available IPv4 addresses diminishes over the next couple of years, Internet service providers will begin to deploy services to customers using IPv6 only. When this occurs, there will be an IPv6-only portion of the Internet that begins to grow. For mutual communications to occur between an organization’s Web site, e-mail, and other communication services and individuals who are part of this IPv6- only portion of the Internet, the organization will need to first make services IPv6 capable.

It is not possible to accurately predict the exact rate at which the Internet will continue to grow, and even less possible to predict what portion of that growth will be IPv6 only. It is possible to imagine, though, that Internet growth will continue at a rapid rate. And with that rapid growth will come many individuals who are connected to the Internet using IPv6. Within one year past the point of IPv4 free pool depletion and wide-scale IPv6 deployment, perhaps 2% of users will be on the IPv6-only portion of the Internet. After two years, maybe 4%. After five years, a much larger percentage. Each organization will have to decide when it is time to adopt IPv6. If it decides it must be ready to communicate with the IPv6-only portion of the Internet before it begins to grow, the time to act is now.

Online resources for IPv6 from the experts

• ARIN hosts an IPv6 Wiki. This site is intended to facilitate discussion and information-sharing on IPv6 topics and issues. More information about IPv6, including general educational materials, specific registration services information, and contact information, is available at this ARIN v6 link.
• Command Information has a wealth of online information at Inside IPv6. It also offers classroom training at Command Labs and Education Center.

Final thoughts

I would like to thank everyone at ARIN and Command Information for providing answers to TechRepublic members’ questions. I especially want to thank Megan Kruse of ARIN and Patrick Bowman of Command Information for pulling the information together and making this article possible.

Michael Kassner has been involved with communications for 40-plus years, starting with amateur radio (K0PBX). He now works as a network field engineer for Orange Business Services and as a consultant with MKassner Net. Current certifications include Cisco ESTQ Field Engineer, CWNA, and CWSP.

Many IT departments try to implement ITIL configuration management without giving much thought to the staffing of the configuration management service. Like any IT task, configuration management requires skilled people with standardized processes, but this aspect is often overlooked in the rush to find the perfect CMDB tool.

What makes for the most effective configuration management team? The answer will depend somewhat on the size of the IT environment. The essential roles, however, are the same whether one expert plays three or four roles or volume dictates that one role requires two or three people. There are lots of creative ways to deploy these roles across an organization, but here are the essential roles you should consider when embarking on a configuration management service.

Note: This entry originally appeared in TechRepublic’s IT Leadership blog. It’s also available as a PDF download.

#1: Configuration management architect

You need one strong technical leader who can be counted on as the expert in configuration management.

#2: Requirements analyst

You do have configuration management requirements, don’t you? This person will help you determine all the requirements needed to configure the environment.

#3: Process engineer

This may be more important at the onset, but Version 3 of ITIL calls for continuous process improvement.

#4: Logical DBA

Configuration management is all about gathering, controlling, and accessing information; of course you need a DBA.

#5: Trainer

Someone will need to create training materials and instruct all of your IT staff in how to access and support configuration management.

#6: CM integrator

Every CMDB is built from data stored across many sources. The integrator role supervises the reconciliation rules that bring those sources together.

#7: Tools support

Eventually, your entire IT staff will depend on information in the CMDB, and thus on the availability of the tools.

#8: Impact manager

This role specifically focuses on helping make configuration data intelligible to the rest of the IT organization. The key task here is to make sure relationships between configuration items are well defined, helpful, and accurate.

#9: Reporting support

Because the CMDB is a database, many users will want to create custom queries and specialized reports. Someone who understands the data deeply will help make this possible.

#10: Data quality analyst

ITIL rightly points out that the best practice in configuration management is to constantly verify data and audit the database.

Covering the bases

Not many organizations are large enough to have a dedicated 10-member team for configuration management, but anyone serious about building an effective configuration management service should consider who will accomplish these 10 key functions.

Larry Klosterboer is author of Implementing ITIL Configuration Management published by IBM Press, December 2007, Copyright 2008 by International Business Machines Corporation. All rights reserved. For more info please visit: www.ibmpressbooks.com.

Virtualization is one of the hottest topics in IT these days, but the technology brings with it new terminology that can be confusing. Here are some common virtualization-related terms and their meanings.

Note: The complete glossary is available as a PDF download.

#1: Bare metal hypervisor

Virtualization platform that runs directly on the hardware and does not require a separate host operating system. Examples are Hyper-V, ESX Server, and Citrix XenServer.

#2: Child operating system

Another term for the guest operating system that runs in a VM on top of the parent or host OS.

#3: Fully virtual

A VM that completely emulates all hardware devices.

#4: Grab

To direct the input of your keyboard, pointing device, etc., into a virtual machine (usually by clicking in the VM’s console window).

#5: Guest clustering

Clustering of virtual machines within the same node (a shared SCSI adapter) or across different nodes (iSCSI or fibre channel SAN).

#6: Guest operating system

An operating system installed in a virtual machine.

#7: Hardware assist

Technology by which the computer’s physical processor allows software to specify instructions to make those instructions virtualizable and take advantage of offloading to system hardware. Intel’s VT and AMD’s AMD-V support hardware assist.

#8: Host operating system

The base operating system installed on a physical machine, on top of which the guest operating systems are installed in virtual machines, and which interacts with the hardware.

#9: Hosted hypervisor

Virtualization software that runs on a host operating system and on which virtual machines run. Examples are Microsoft’s Virtual PC and Virtual Server, VMWare’s VMWare Server (formerly GSX Server), and VMWare Workstation and Parallels Desktop.

#10: Hypervisor

A virtualization platform that enables running multiple operating systems on the same physical computer, also known as a virtual machine monitor (VMM).

#11: Snapshot

An image of the state of a virtual machine at a specific point in time that includes all the data plus the configuration information for the VM, to allow you to return to that state in the future after changes have been made.

#12: Soft ungrab

Automatic switch of input from the VM to the host OS, as when the pointing device’s pointer moves out of the VM window.

#13: Synthetic devices

A new concept in Hyper-V that provides a lower overhead for devices than emulated devices.

#14: Unity

In VMWare, a viewing mode whereby applications running on the guest OS appear as application windows on the host OS desktop as if they were running on the host OS.

#15: .VHD

Virtual Hard Disk; the file format used by Microsoft for a file that holds the data on disk for a specific VM (guest or child operating system and the applications installed on it).

#16: Virtual appliance

A virtual machine with a fully preinstalled and preconfigured OS image, usually hosting a single application.

#17: Virtual hardware emulation

Software implementations of hardware devices that may be mapped to the computer’s physical hardware devices.

#18: Virtual machine (VM)

A software implementation of a computer that behaves like and appears to the network like a separate physical machine, but that can be one of multiple virtual machines running on the same physical machine.

If you know Linux, you know there are tons of options on every level. To some, this might seem overwhelming at first. To others, it’s all about possibility. The desktop is certainly not without options. In fact, the Linux desktop might very well be the area where there are the most options. But for a lot of users, desktop selection doesn’t usually go beyond KDE or GNOME. With this article, I hope to help the average Linux user get beyond the standard fare.

Note: This information is also available as a PDF download.

#1: Enlightenment

I have to confess I put this at the top of the list because it is my favorite Linux desktop. This desktop is all about being full of eye candy, while at the same time being lightweight and fast. Enlightenment was created by Carston Haitzler (Raster) in 1996. He created Enlightenment to be a lightweight window manager that didn’t lack style. He succeeded (and then some).

Currently, Enlightenment is enjoying two releases: E16 and DR17. E16 is the current stable release and DR17 is the development release. The two releases are very different from one another. DR16 takes a far more minimalist approach to the desktop than DR17 does. Without Panels and Icons, the DR16 desktop is made up of three mouse menus (one for each button), an Iconbox (where windows are Iconified — or minimized), a Pager (to switch between desktops), and  the Dragbar (which allows you to have desktops layered on top of one another.)

The DR17 release removes the Iconbox and the Pager and adds Shelves, which are Panels that house application launchers, pagers, clocks, etc. Even with the creation of a more standard desktop, DR17 retains its uniqueness as well as its speed. If you’re looking to give DR16 a try, you can install it via the standard Linux installation methods. Your best bet for DR17 is to give the gOS Rocket or the EliveCD distributions a try. And you should… it’s that cool.

#2: AfterStep

This is another of my favorite Linux desktops. Or at least it was back in early days of Linux. This desktop attracted me because it was one of the first (back around 1998) to use transparency. AfterStep was actually a fork of FVWM rebuilt to resemble the NeXTSTEP desktop. Like FVWM, AfterStep is light, quick, and can be as minimalist (or not) as you like. The main features of AfterStep are a mouse menu, Pager, Wharf (a dock-like applet), and the Winlist (a panel showing active applications). AfterStep is highly configurable via flat text files (so configuration requires getting to know the layout of configuration files.)

Currently AfterStep is enjoying the 2.2.8 release and is headed up by Sasha Vasko. One of the best aspects of AfterStep is the ability to granularly configure the look and feel. From timing of auto-raising windows to placement of titlebars (titlebars can be placed along a horizontal or vertical plane), AfterStep can be configured to a much higher level than most other window managers. You can install AfterStep your usual way. For example, in Mandriva, run the command urpmi AfterStep to install.

#3: Fluxbox

Fluxbox is probably one of the lightest of the lightweight window managers for Linux. It’s lightening fast and incredibly stable. Fluxbox shines in bringing new life to old hardware. And Fluxbox is a gift for those who prefer a minimalist approach to the desktop. Fluxbox is a fork of the Blackbox window manager and was created out of a need to add more features to Blackbox.

The Fluxbox desktop contains a mouse menu, a toolbar, and the Slit. The Slit is a small dock where self-contained applets reside. All basic configurations are handled via flat text configuration files. This manual configuration includes everything from the theme to the menu. To give you an idea of the size of the Fluxbox window manager, the rpm installation file is 1,196 KB. To put this into perspective, the KDE 4 install base is 644.2 MB.

Installing Fluxbox is simple. You can either search for Fluxbox in your graphical installation application (such as Synaptic or Yumex) or you can install via command line (for example: urpmi fluxbox in Mandriva.) If you’re not into installing on your own, you can try the Ubuntu-based distribution, dedicated to Fluxbox, aptly named Fluxbuntu.

#4: XFCE

XFCE is quietly gaining ground on the Linux desktop with help from Zonbu, Mythbuntu, Slackware, and Gentoo. It’s another lightweight desktop that has a more traditional desktop approach, with icons, panels, start menus, and system trays. The XFCE desktop is far less configurable than many of its peers. XFCE was created to be very modular so you can install as much or as little as you want. XFCE is also separated into applications: XFWM (the XFCE window manager), Xfmedia (the XFCE media player), Orage (the XFCE calendaring application), and Thunar (the file management tool). It is interesting to note that Thunar is also now the file manager for Enlightenment DR17.

Installing XFCE is as simple as running urpmi xfce (in Mandriva) or opening up your graphical installation tool and searching for XFCE. If installing isn’t for you, you can download a number of distributions (Gentoo and Slackware for example.) The Mythbuntu Media Center distribution also relies on XFCE for a desktop.

#5: Compiz/Compiz Fusion

When you talk Compiz, you’re talking full-blown, eye-popping 3D desktop goodness. Compiz/Compiz Fusion (they are actually two different projects) is the one desktop to install when 1) you have the hardware for it and 2) you REALLY want to impress your friends and family. Compiz is the original 3D Linux desktop. Compiz Fusion is a merging of Compiz and the now-defunct Beryl Project. Both of these projects mimic some of the features of Apple’s OS X but take them to new places.

One of the most amazing features of Compiz and Compiz Fusion is the Cube. The Cube takes the flat Linux pager metaphor (the ability to have multiple desktops) and folds the desktops into a three dimensional cube. With a click of the middle mouse button the desktop cube zooms out and you can rotate the cube to the cube face you want to work on. Add to this the ability to make the cube (and everything on the desktop) translucent and you have a very impressive desktop.

Installing Compiz isn’t for the faint of heart. It requires a number of pieces to be put together, a video card that supports AIGLX, and some patience. But the time and effort are very much rewarded with one of the coolest desktops to date. If you don’t want to take the time to install, you can give the latest Mandriva or the latest OpenSuSE a go. With the right hardware, you should have a working 3D desktop upon installation.

#6: IceWM

The developers of IceWM are proud of the fact that this lightweight window manager shares absolutely no code with any other window manager (written completely in C++). IceWM can be made compliant with GNOME and can use Imlib for graphics support. IceWM is a fairly straightforward window manager with few frills. The desktop is a panel, a start menu, a system tray, and a pager, and that’s it. IceWM is as configurable as any standard window manager but doesn’t boast the eye candy that Enlightenment or AfterStep does. But unlike Enlightenment DR16, IceWM does have a graphical control center for configurations. IceWM is easily installed via the command like (for example yum install icewm in Fedora).

#7: Windowmaker

Another NeXT-based window manager, Windowmaker took what NeXT did right and did not add FVWM on top. Windowmaker is yet another lightweight, super-fast, highly stable Linux window manager. It takes a minimalist approach but does support most image formats, and it has sliding application menus that can be torn off and pinned. (You can break off a submenu and anchor it to the desktop, leaving it open until you manually close it.) All configuration changes happen in real time. Windowmaker does have a dock where applications can be launched, but it’s not the shadowed, animated dock found in OS X. Windowmaker can be installed via command line, as in urpmi windowmaker in Mandriva, or it can be found in the package administration tools, such as Synaptic.

#8: Metacity

For one brief period, Metacity was the window manager used in the GNOME desktop. Eventually, Metacity broke out on its own. Created by Havoc Pennington (of Red Hat), Metacity uses the GTK+2 toolkit. Pennington has described Metacity as “intentionally boring” even without a logo. Metacity does not include numerous features. Instead, it glaringly boasts “good defaults.” One would describe Metacity as a typical old school UNIX-like window manager. In fact, it’s clean to the point of being almost sterile. But that doesn’t mean it is without merit.

Metacity is lightweight and fast. It is also very much a *NIX window manager, in that it can be installed in nearly all *NIX operating systems. Many distributions (such as Mandriva) install Metacity by default. If Metacity is not installed by default, it can be installed by command (such as yum install metacity) or it can be found in the package administration tool.

#9: FVWM

FVWM was, at one time, the dominant window manager for the Linux operating system. In fact, my first exposure to Linux was the FVWM window manager, and I distinctly remember how like Windows 98 it was — though not as “clean.” FVWM has an interesting history. Robert Nation was the creator back in 1993. He was tired of the limitations of one of the only UNIX window managers, TWM, during his work with the DoD. Nation had already created the rxvt terminal emulator and decided to bundle FVWM with a release of rxvt. He handed FVWM over to another developer a year after its release.

The current version of FVWM is 2.4.20, but interestingly enough, Nation’s last release, 1.24r, will still compile and run on modern Linux distributions. FVWM has a number of derivatives, including AfterStep, Enlightenment, and Windowmaker. To install FVWM, just run apt-get install fvwm and accept the dependencies.

#10: CDE

CDE isn’t really a Linux desktop, but it deserves mention because it heavily influenced so many Linux desktops. CDE (Common Desktop Environment) was created by a collaboration between Sunsoft, HP, IBM, and USL (a collaboration called The Open Group) in 1993. This new desktop was based on HP Visual User Environment and was derived from the Motif Window Manager. For a long period, CDE was the standard UNIX desktop environment. But in 2001, it was briefly phased out in favor of GNOME (until GNOME’s instability caused the return of CDE).

CDE is a fairly standard desktop consisting of a panel and start menu. Its biggest downfall is its antiquated UNIX-like look, lack of anti-alias font support, and confusing configuration. CDE is primarily a Solaris desktop but will install on AIX and HP-UX.

A world of options

And there you have it: 10 Linux desktops (well, nine, really, plus one UNIX) that are all very different, very usable, and very available. You may be happy with your current desktop, but if you really are a fan of Linux, you owe it to yourself to try out one or more of the ones described here. There are plenty more Linux desktops; but these are the best alternatives. Give them a try and report back here to let us know your favorite.

We spend one-third of our working lives at the office. The people we work with can affect our productivity and our careers, and vice versa. Practicing office etiquette makes the place and the workday just a bit more bearable.

Note: This information is also available as a PDF download.

#1: Watch the volume of your voice

Keep your voice at a reasonable level. Other people are trying to work, and your voice may distract them. Besides, do you really want them to overhear what you’re saying? If you have something personal or otherwise sensitive to discuss, consider doing it in a private office or conference room.

#2: Use speakerphones with care

If you’re on hold and waiting for someone to pick up, then yes, a speakerphone can save you time. Just keep the volume as low as possible. On the other hand, if you’re planning to have a regular conversation with the other person, do it behind closed doors. Your co-workers in the area will not appreciate your disturbing them with a conference call.

#3: Be sensitive about what you bring for lunch

We’re supposed to be inclusive and accepting of people from different backgrounds and cultures, I know. And those other people are supposed to behave likewise. Nonetheless, be aware of how others may react to the lunch you bring. If you think about it, any reaction it causes can’t be good for you. They’ll either hate the smell and complain about you, or they’ll love the smell, assassinate you, and eat your lunch. Either way, you lose out.

If you have food with a distinctive aroma, consider either eating it outside or in the lunchroom, rather than at your desk. And some foods probably shouldn’t be brought in at all, even to the lunchroom, such as stinky tofu or durian.

#4: Respect people’s privacy

Because you’re most likely in a cubicle or other open office area, you inevitably will overhear snippets of conversations other people are having. Maybe you’ll hear something about a project you’re involved with or a problem you’ve encountered before, and you believe you have something to contribute. Yes, if you go over and join the conversation, you could save the day or provide valuable insight. However, you might also be viewed as a busybody.

Think carefully before joining that conversation. One consideration might be the amount of desperation you sense in their voices. The more desperate, the more willing they might be to hear from others.

If you do choose to join them, I suggest you go to their office or cubicle, let them see you as you’re listening to them. Then, at a break, casually mention that it sounds like there is a problem, and that if you can help, you’d be happy to. This approach is better than rushing over and telling them you overheard their conversation.

#5: Fix, or attempt to fix, what you break

How many times have you gone to the photocopier to find that it was either out of toner, out of paper, or experiencing a paper jam? The problem was still around when you arrived because the previous person did nothing about it and simply left the copier in its problem condition.

Don’t be that person. If you can clear the paper jam safely and according to procedure, try to do so. Most photocopiers have diagrams to show you how. If you can’t fix the jam or the other problem, leave a signed dated note describing the issue and what you are doing to fix it or have it fixed. Those actions could be a call to the maintenance vendor or to an administrative department. Your co-workers will appreciate your efforts, and signing your name to the note demonstrates your willingness to take ownership.

#6: Keep the lunchroom clean

Neither the refrigerator nor the microwave should resemble the Queens Botanical Garden. If you spilled something in either place, clean it up. If you forgot to eat something from the refrigerator, and it’s starting to mold, throw it out yourself. Don’t leave it for someone else.

#7: Be punctual for meetings

If you’re an attendee, be on time. If you can’t make a meeting or you’re going to be late, let someone know. Don’t arrive late and ask for a recap. Doing so wastes everyone else’s time. If you’re the one who’s running the meeting, start it on time and resume it on time after a break. To do otherwise (for example, to start late to accommodate latecomers) is unfair to those who showed up on time and only encourages more lateness in the future.

#8: Be careful about solicitations

Even if your company has no strict prohibition against solicitations (for example, selling candy for a child’s sports team fundraiser), be careful about doing so. Your co-workers may not appreciate being put on the spot. If you do anything at all, the best approach is to display the merchandise in a central location, with a notice about the reason, and an envelope to receive checks or cash.

9: Avoid borrowing or lending

The rich rule over the poor,
and the borrower is servant to the lender.

We’ve heard, in the past few weeks, more than we want to about issues with borrowing and lending. Those issues still apply even at the office level, even between individuals. Any borrowing that occurs can jeopardize a relationship if the repayment is slow, late, less than expected, or nonexistent. No matter how small the amount, the lender may feel resentment. In fact, a small amount might cause resentment precisely because the lender feels embarrassed about asking about repayment.

Avoid borrowing or lending if you can. If you absolutely must borrow, write the lender an IOU with the amount and sign it. Then, pay it back as soon as you can.

#10: Don’t ask co-workers how to spell

Microsoft Word has a spell checker. Use it. Don’t bother your co-workers with such questions. It hampers their productivity and lowers their opinion of you. Some probably won’t even want to answer, because doing so makes them feel stupid. When I get such questions, my response is, “Wait a minute while I check the dictionary” or “Wait while I use the Word dictionary.”

One of the most popular pastimes of IT professionals is complaining about the dumb things users do. We all get a laugh from articles like TechRepublic’s ultimate collection of dumb user stories. But if we’re honest, we have to admit that computer novices aren’t the only ones who make mistakes. Most network administrators could (but probably won’t) tell you about their “most embarrassing moment.” That’s the one where you discover you accidentally misconfigured the firewall to shut down the boss’s Internet connection or that the backup you’ve been making every day has been copying the wrong files. Oops.

Let’s take a look at some of the most common dumb things IT pros do that can mess up their networks — and how you can avoid making such mistakes yourself.

Note: This information also appears in article format and is available as a PDF download.

#1: Don’t have a comprehensive backup and disaster recovery plan

It’s not that backing up is hard to do. The problem is that it sometimes gets lost in the shuffle, because most network administrators are overloaded already, and backups are something that seem like a waste of time and effort–until you need them.

Of course you back up your organization’s important data. I’m not suggesting that most admins don’t have a backup strategy in place. But many of those backup strategies haven’t changed in decades. You set up a tape backup to copy certain important files at specified intervals and then forget about it. You don’t get around to assessing and updating that backup strategy — or even testing the tapes periodically to make sure your data really is getting backed up — until something forces you to do so (the tape system breaks or worse, you have a catastrophic data loss that forces you to actually use those backups).

It’s even worse when it comes to full-fledged disaster recovery plans. You may have a written business continuity plan languishing in a drawer somewhere, but is it really up to date? Does it take into account all of your current equipment and personnel? Are all critical personnel aware of the plan? (For instance, new people may have been hired into key positions since the time the plan was formulated.) Does the plan cover all important elements, including how to detect the problem as quickly as possible, how to notify affected persons, how to isolate affected systems, and what actions to take to repair the damage and restore productivity?

#2: Ignore warning signs

That UPS has been showing signs of giving up the ghost for weeks. Or the mail server is suddenly having to be rebooted several times per day. Users are complaining that their Web connectivity mysteriously drops for a few minutes and then comes back. But things are still working, sort of, so you put off investigating the problem until the day you come into work and network is down.

As with our physical health, it pays to heed early warning signs that something is wrong with the network and catch it before it becomes more serious.

#3: Never document changes

When you make changes to the server’s configuration settings, it pays to take the time to document them. You’ll be glad you did if a physical disaster destroys the machine or the operating system fails and you have to start over from scratch. Circumstances don’t even have to be that drastic; what if you just make new changes that don’t work the way you expected, and you don’t quite remember the old settings?

Sure, it takes a little time, but like backing up, it’s worth the effort.

#4: Don’t waste space on logging

One way to save hard disk space is to forego enabling logging or set your log files to overwrite at a small file size threshold. The problem with that is that disk space is relatively cheap, but hours of pulling your hair out when you’re trying to troubleshoot a problem without logs to help you discover what happened can be costly, in terms of both money and frustration.

Some applications don’t have their logs turned on automatically. But if you want to save yourself a lot of grief when something goes wrong, adopt the philosophy of “everything that can be logged should be logged.”

#5: Take your time about installing critical updates

The “It’ll never happen to me” syndrome has been the downfall of many networks. Yes, updates and patches sometimes break important applications, cause connectivity problems, or even crash the operating system. You should thoroughly test upgrades before you roll them out to prevent such occurrences. But you should do so as quickly as possible and get those updates installed once you’ve determined that they’re safe.

Many major virus or worm infestations have done untold damage to systems even though the patches for them had already been released.

#6: Save time and money by putting off upgrades

Upgrading your operating systems and mission-critical applications can be time consuming and expensive. But putting off upgrades for too long can cost you even more, especially in terms of security. There are a couple of reasons for that:

• New software usually has more security mechanisms built in. There is a much greater focus on writing secure code today than in years past.
• Vendors generally retire support for older software after awhile. That means they stop releasing security patches for it, so if you’re running the old stuff, you may not be protected against new vulnerabilities.

If upgrading all the systems in your organization isn’t feasible, do the upgrade in stages, concentrating on the most exposed systems first.

#7: Manage passwords sloppily

Although multifactor authentication (smart cards, biometrics) is becoming more popular, most organizations still depend on user names and passwords to log onto the network. Bad password policies and sloppy password management create a weak link that can allow attackers to invade your systems with little technical skill needed.

Require lengthy, complex passwords (or better, passphrases), require users to change them frequently, and don’t allow reuse of the same passwords over and over. Enforce password policies through Windows group policy or third-party products. Ensure that users are educated about the necessity to keep passwords confidential and are forewarned about the techniques that social engineers may use to discover their passwords.

If at all possible, implement a second authentication method (something you have or something you are) in addition to the password or PIN (something you know).

#8: Try to please all the people all of the time

Network administration isn’t the job for someone who needs to be liked by everyone. You’ll often be setting down and enforcing rules that users don’t like. Resist the temptation to make exceptions (”Okay, we’ll configure the firewall to allow you to use instant messaging since you asked so nicely.”)

It’s your job to see that users have the access they need to do their jobs — and no more.

#9: Don’t try to please any of the people any of the time

Just as it’s important to stand your ground when the security or integrity of the network is at stake, it’s also important to listen to both management and your users, find out what they do need to do their jobs, and make it as easy for them as you can–within the parameters of your mission (a secure and reliable network).

Don’t lose sight of the reason the network exists in the first place: so that users can share files and devices, send and receive mail, access the Internet, etc. If you make those tasks unnecessarily difficult for them, they’ll just look for ways to circumvent your security measures, possibly introducing even worse threats.

#10: Make yourself indispensable by not training anyone else to do your job

This is a common mistake throughout the business world, not just in IT. You think if you’re the only one who knows how the mail server is configured or where all the switches are, your job will be secure. This is another reason some administrators fail to document the network configuration and changes.

The sad fact is: no one is indispensable. If you got hit by a truck tomorrow, the company would go on. Your secrecy might make things a lot more difficult for your successor, but eventually he or she will figure it out.

In the meantime, by failing to train others to do your tasks, you may lock yourself into a position that makes it harder to get a promotion… or even take a vacation.

At the beginning of a long project, you have many options to solve your problem. But toward the end, your choices dwindle. Look at this list of techniques and see which ones can be applied to your situation. Note that this list is not prioritized. Some of the techniques may work in one instance, while others could be applied better in another situation.

This information is based on the articles “Correct your off-schedule project with these techniques,” and “Apply these techniques to get your project back on schedule,” by Tom Mochal. It’s also available as a PDF download.

#1: Work overtime

Everyone hates it, but one logical place to start is with overtime. If people work more hours, they can get more work done in the same amount of calendar time. Overtime may be the best option if you’re close to the end of the project and just need a final push to get everything done on schedule. If you’re toward the end of the project, you also may be able to issue comp time after the project is completed. If you’re still early in the project, there are probably more effective strategies. This option may also have cost implications if you need to have contract resources work overtime.

#2: Reallocate resources

The project manager must first understand what activities are considered most vital to the project’s success, or on the “critical path.” After all, if the project is trending over deadline, by definition it is the critical path that’s late. Once you understand the critical path, see if resources can be moved from other activities to help resolve the issue. This will allow you to get the project back on track by delaying or stretching out some work. Be careful, though: Delaying some work may end up changing the critical path. Always make sure you double-check the critical path each time you change the schedule.

#3: Double-check all dependencies

Schedule dependencies represent activities that must be completed in a certain order. For example, if you’re building a house, you cannot start putting up the frame until the foundation is poured and dried. If you’re trending over your deadline, you should revalidate dependencies, since it’s possible that the schedule is being lengthened by invalid dependencies between activities. Invalid dependencies may make it appear that activities must be performed sequentially, when they can really be done in parallel.

Sometimes the scheduling software accidentally adds a dependency. Sometimes the project manager adds the dependency but on later review decides it doesn’t really exist. It might make sense to have the team members review the schedule to see if they find dependencies that the project manager thinks are valid, but that they know to be invalid. Check all dependencies to make sure you have all your facts correct before you move into more drastic measures to bring the project back on schedule.

#4: Check time-constrained activities

Time-constrained activities are those with durations that don’t change based on the number of resources applied. For example, you may be allocating team members to a five-day class. The class takes five days if one person attends, and it takes five days if 10 people attend. Check all of these time-constrained activities to validate the timeframe. Perhaps you’re making assumptions that could be changed with a different approach. For instance, if you allocated three days for a contract to reach a client, perhaps the time could be reduced to one day by paying more for overnight delivery.

#5: Swap resources

I mentioned that the first thing to do when you’re trending over your schedule is to determine the cause. One cause you may find is that you have one or more resources that aren’t as productive as you planned. Perhaps certain team members don’t have the right skills. Perhaps they aren’t as productive in this particular area as they are in other areas. Regardless, there may be opportunities to replace resources. In some instances, you can simply swap people who are working on different activities within your project. Other times, you may release a team member and bring in another person.

Remember that the activities on the critical path are key. You may have options to assign a more productive resource to those activities, while reassigning a less productive resource to noncritical path activities. If the activities off the critical path are delayed, you may still be okay in terms of meeting your overall project deadline.

#6: Crash the schedule

Crashing the schedule means applying additional resources to the critical path, the sequence of activities that must be completed on schedule for the entire project to be completed on schedule. It’s always possible to just throw more resources on the critical path, but crashing also means you try to get the biggest schedule gain for the least amount of incremental costs.

For example, if one person were assigned to complete an activity in 10 days, you could see whether two people could complete it earlier. If two resources can complete the activity in five days, you may not be adding any incremental cost to the project, since you’re applying twice the resources for half the time.

In another example, if two people can complete the work in six days, you will have accelerated the schedule at an incremental cost of two workdays (two people for six days vs. the original 10-day estimate). In this example, you could further crash the schedule by applying three resources. Perhaps then the activity would take four days, or four and a half days. Typically, the more resources you throw on an activity, the more the incremental cost will be and the less incremental timesavings you will receive.

The additional resources may come from within the project team or they may be loaned temporarily from outside the team. One of the goals of crashing the schedule is to minimize the incremental cost. However, crashing — in exchange for completing some work ahead of schedule — usually leads to some incremental cost increase to the project. If cost is not as important as the deadline, crashing a set of activities can result in accelerating the schedule.

#7: Fast track it

Fast track means that you look at activities that are normally done in sequence and assign them totally or partially in parallel. Back to our home-building example, you can’t construct the frame until the foundation is dry. However, if the house is large enough, you may have options to fast track by starting to erect the frame on the side of the home where the foundation was poured first. The foundation will start to harden there and might allow you to erect the frame on that side, while the foundation on the far side of the home is still drying.

Another example involves designing an IT application. Normally, you wouldn’t start constructing a solution until the design was completed. However, if you were fast tracking, you would start constructing the solution in areas where you felt the design was pretty solid without waiting for the entire design to be completed. Fast tracking usually involves risk that could lead to increased cost and some rework later. For instance, in our example of designing and constructing an application, it’s possible that the design might change before it is finalized, and those final changes may result in having to redo some of the work already under way.

#8: Prevent all scope change

Many projects begin to trend over their deadline because they are doing more work than they originally committed to. This could be a result of poor scope change management or it could be that small changes are being worked in under the radar screen. If you’re at risk of missing your deadline date, as the project manager you must work with the client and team members to ensure that absolutely no unplanned work is being requested or worked on, even if it’s just one hour. All energy should go into accelerating the agreed-to core work.

#9: Improve processes

When you look at the cause for the project trending over schedule, you may find that some of the internal work processes could be improved. Solicit team member feedback and look for ways that are within your team’s internal control to streamline processes. For instance, perhaps you have a daily status meeting that is not providing value and that can be scaled back to once per week. You may also find bottlenecks in getting deliverables approved.

If you discover delays caused by external processes, try to negotiate changes to the processes going forward, at least on a temporary basis. For example, you may find that activities are being delayed because people need to work on their yearly performance reviews. While these are important, perhaps the timing of completing the reviews can be changed to allow critical project activities to be completed on schedule.

#10: Scale back the scope of work

One option that is usually available is to look at the work remaining and negotiate with the client to remove some of it from the project. If you think some of the remaining work is not core to the project, you could discuss eliminating it quickly. If the remaining work is all core to the solution, this discussion still might need to take place as a last resort. It may be an option to complete this project on time with less than 100 percent functionality and then execute a follow-up project to complete the remaining requirements.

Determining priorities

I’ve pointed out 10 areas to examine if you’re behind schedule. Obviously, one solution is just to deliver the work at a later date. In some cases, that may be perfectly acceptable. However, the assumption here is that the scheduled completion date is important to the client. Some of these techniques don’t require any incremental budget. You should look at them first, if possible.

Other techniques to accelerate the schedule will result in increased cost to the project. If the deadline date is more important than costs, these techniques should be applied next.

If the deadline date is extremely important and you can’t move the schedule or the budget, there may be options associated with scaling back the scope of work. Usually you can complete less work faster. Once you know the cause of the problem and your budget flexibility, you can determine the best actions to undertake to get you back on track to hit your deadline.

When you upgrade users to a new version of software, it always takes time for them to get acclimated. They can’t find their favorite features and they often resist using new features. Outlook 2007 is no exception. But the good news is, users won’t find Outlook 2007 as radically different as they might have feared. The familiar interface is still there, and old features are easy to find.

If you upgrade from a previous version, Outlook will import the existing address book, settings, and messages. You won’t lose anything, even if you uninstall the old version before installing 2007. Your system will tolerate only one version of Outlook, but that won’t be a nuisance to most users.

Here are a few Outlook 2007 tips and gotchas that will prepare you to help your users when they make the switch.

Note: This information is also available as a PDF download.

#1: The infamous Ribbon isn’t so scary

Outlook 2007’s main interface is the same, basically, as earlier versions (Figure A). In fact, the main window is so similar to 2003’s, users might be a bit confused. They’ll be expecting something wildly different, and when Outlook 2007 presents them with the familiar interface, they may think you made a mistake.

Figure A

Users won’t see much difference when they launch Office 2007 for the first time.

Prepare users up front. Only Outlook 2007 item windows, e-mail, tasks, contacts, and calendars use Ribbons. (There’s a unique Ribbon for each item.)  The Ribbons are intuitive, and before long, most of your users will be comfortable with them. As you can see in Figure B, Outlook 2007’s Ribbon has little to challenge users.

Figure B

Users will be pleasantly surprised at how quickly they adjust to using Outlook 2007.

If users need help, they can use the online Microsoft Outlook 2007 Interactive Guide or download the Excel mapping workbook., which lists old and new commands.

#2: The To-Do Bar replaces the Task Pad

Previous versions of Outlook use the Task Pad to display daily tasks to the right of the calendar in Calendar view. Outlook 2007 replaces the Task Pad with the To-Do Bar (Figure C). By default, it’s turned off. To display it, choose To-Do Bar from the View menu and then choose Normal or Minimized.

Figure C

You can display the new To-Do Bar in normal or minimized mode.

A wide screen monitor is a plus if you want to appreciate the full effect. In E-mail view, Outlook 2007 displays the Navigation Pane, the current folder, the Reading Pane, and finally, the new To-Do Bar. You can collapse the To-Do Bar by clicking the double arrow at the top right (circled in Figure C). The list is specific to each view, which means you can open or close it in one view without changing its display in the other windows.

The To-Do Bar is more functional than the Task Pad and displays the Date Navigator (this use to be a separate view), appointments, the Task Input panel, and the task list. If appointments take up too much room, right-click the bar’s title bar and deselect Appointments, as shown in Figure D. You can also inhibit Tasks.

Figure D

Show users how to customize the new To-Do Bar.

By default, the list displays a single column. Drag the list’s left column to widen the pane and display more information. There’s a lot more to the To-Do list, but a short introduction will get your users started.

#3: Old flagged mail requires a workaround

When you flag a mail item, Outlook 2007 adds it as a task to the To-Do Bar. That includes old mail items from a previous version when you upgrade. Outlook 2007 will display all older flagged mail in the To-Do Bar, even archived mail. If your users rely on flags, they’ll need to clean up as follows:

1. Click the segmented title bar at the top of the task list in the To-Do Bar.
2. Choose Type from the context menu.
3. Repeat step 1 and choose Show In Groups to group the mail by type.
4. If Posts On Top is visible in the title bar’s right edge, click it to display Messages On Top.
5. With the flagged messages grouped, use the Shift method to select a contiguous block or hold down Ctrl and click the messages you want to clear.
6. Right-click any flag in the selected block and choose Clear Flag/Delete Task.

That will clear flagged messages and tasks without deleting the original e-mail items. Don’t delete the items from the task list by pressing the Delete key, as that will delete the original e-mail items. Don’t clear any flagged messages you mean to keep as tasks. If you don’t want to clear the items, collapse the group (by clicking the minus sign to the left of the Message label in the title bar) to reclaim some space.

#4: A quick click deletes tasks

Clicking a flag in the To-Do Bar’s task list or in the Inbox marks it as complete and removes it from the task list. If the task item originates with an email, Outlook 2007 won’t delete the original e-mail message, just the related task. However, Outlook 2007 won’t give you a chance to confirm or cancel the action; the task just disappears. Clicking the flag next to a flagged task will also mark it as complete and remove it from the list.

#5: Flag delayed e-mail responses

You can’t always respond to a new message right away, but if you don’t, it might fall through the cracks by scrolling off screen. Now that flagged e-mail shows up in the To-Do Bar, and you can display the To-Do Bar in all views, a flag can help you keep up with those delayed responses. Even if the actual message scrolls out of sight, the flagged task shows up in the To-Do Bar. Just pick a flag (by color) to represent delayed responses to e-mail and start flagging those messages as they arrive.

If you move the message to another folder, it still appears in the To-Do Bar (as long as it’s flagged). In addition, Outlook displays a mail icon next to the item in the task list as a subtle visual reminder, as shown in Figure E.

Figure E

Flagged e-mail shows up in the To-Do Bar.

What users might not expect is for Outlook 2007 to roll over uncompleted flagged items to the next day. That might take a bit of adjustment.

#6: Take advantage of Daily Tasks view

Calendar view displays a new daily task list in both Day and Week view. A quick peek into Calendar view, shown in Figure F, keeps you updated with the day’s deadlines, which helps you make better scheduling decisions. Week view displays task below the appropriate day.

Figure F

Tasks are visible in Calendar’s Week view.

Because this list sorts current task, previous tasks, and completed tasks by oldest tasks first, it can lose its usefulness if you have a long list of tasks — and who doesn’t? Unfortunately, you can’t change the sort order.

To delay a task a few days, simply drag it from the task list to a new day. You can drag a task to the mini calendar, but doing so turns it into an appointment, so be careful. Outlook won’t assume you want the task to remain a task.

#7: Organize items with enhanced e-mail categories

In E-mail view, Outlook displays the Categories column by default, as shown in Figure G. Categories are similar to flags, in that they mark a message. With a quick glance, you can distinguish a message by purpose, project, and so on. You can categorize calendar events and tasks as well.

Figure G

Give categories meaningful names to help organize your messages, events, and tasks.

Categories aren’t new to Outlook, but now you can label them to make them more meaningful.

You decide what each categories means. Simply right-click the Categories cell and select a category. Or assign a category to a selection of multiple messages by selecting a block of messages and then right-clicking Categories.

Categories come with default names that simply repeat their color. Outlook encourages customization by prompting you to rename a category the first time you apply it. To rename a category at any other time, right-click Categories and then choose All Categories; the resulting commands are self-explanatory. You’ll notice that the Master Category list from earlier versions is gone. Everything’s in one neat list.

You can assign more than one category to a message. Simply repeat the process of assigning a category. When you do, Outlook adds the new category; it doesn’t overwrite the existing one. To remove a category, simply deselect it.

If you use one category more than any other, assign it as the Quick Click selection by right-clicking Categories and selecting Set Quick Click. In the resulting dialog box, choose the category you want to use as the default. Once you do, a single click in Categories will assign the Quick Click category.

Because Outlook saves your categories in your default data file, your categories can be available on multiple computers if you have a Microsoft Exchange Server E-mail account.

#8: Outlook’s search engine is much improved

Searching in previous versions was painfully slow and frustrating. Outlook 2007 uses Windows Desktop Search technology, which indexes data. Its search feature is easy to use and snappy. As you enter characters, Outlook 2007 immediately starts to filter items. A search of several thousand messages takes less than a couple of seconds.

In addition, you can extend searches to all mail items by choosing Search All Mail Items, as shown in Figure H. For an advanced search, click the expanding arrows to display more criteria controls, as shown in Figure I.

Figure H

Search all mail items with a single option.

Figure I

Add criteria to create a more advanced search.

Vista users are already using this new technology. If you’re using Windows XP, you can download Windows Search.

#9: View attachments with a quick click

Attachments are easy to view in Outlook 2007. In the Reading Pane, click the attachment icon, shown in Figure J. If Outlook 2007 warns you about viewing files, click Preview, assuming you trust the sender. Viewing the attached file within the context of its accompanying e-mail message is helpful and efficient. However, this view allows you only to scan the file’s content. You can’t edit the file. In addition, not every file is viewable.

Figure J

View an attached file with a quick click.

#10: Minimize the Navigation Pane

Now you can minimize the Navigation Pane to a small vertical button bar to free up a bit of workspace. Simply click the left-pointing double arrow to minimize the pane. Click the right-pointing double arrow to restore it. While minimized, click any of the minimized buttons, shown in Figure K, to access that view.

Figure K

Views are still easily assessable from the minimized Navigation Pane.

#11: Word is the only e-mail editor

Word is the only e-mail editor you can use with Outlook 2007. Specifically, Outlook 2007 uses Word’s HTML engine, which works well — most of the time. You might see a few HTML messages behave oddly, but for the most part, users won’t notice much difference. They just need to be aware that they no longer have a choice in the matter.

#12: View multiple calendars

To view multiple calendars, highlight Calendar in My Calendars. Outlook 2007 displays your calendars in tabbed windows, as shown in Figure L. (More than one calendar must be checked for this view to appear different from the other calendar views.) Using this view, you can overlap and color-code calendars to find competing appointments and tasks. To overlap (or remove the overlap), click the arrow in the tab. To add a calendar to this view, select it in My Calendars.

Figure L

View multiple calendars in a single view.

#13: Share calendars

Exchange accounts have been able to share calendars for a while. Now, Outlook 2007 lets non-Exchange accounts share calendars using Microsoft Office Online (a free service) as follows:

1. In Calendar view, right-click the calendar you want to share (publish).
2. From the resulting shortcut menu, choose Publish To Internet.
3. Click Publish To Office Online. The first time you publish a calendar, Outlook 2007 will ask you to register using your Windows Live ID account. If you don’t have an account, you can create one by following the provided instructions.
4. Select the number of days you want to share the calendar.
5. Click the Detail arrow to determine the amount of detail to share.
6. Choose whether to limit those who can view your calendar (Permissions).
7. By default, Outlook 2007 will update the calendar during the next manual or automatic Send/Receive. You can also click Advanced and then click Single Upload. Updates will not be uploaded if you want to upload the calendar without subsequent updates.
8. Click OK.

You can also e-mail a calendar, as follows:

1. Right-click the calendar you want to mail and choose Send Via E-mail.
2. From the Calendar list, choose a calendar. By default, Outlook 2007 sends your default calendar.
3. From the Date Range list, choose the time period you want to include. Or click Specify Dates and enter a custom date range. (The more you include, the larger the e-mail message will be.)
4. Choose the details you want to share from the Detail list. Outlook 2007 won’t share private items unless you change this setting in the Advanced options.
5. Click OK.
6. In the To control, enter the name of the person to whom you’re sending the calendar.
7. Click Send and then click OK to confirm the action.

Susan Sales Harkins is an independent consultant and the author of several articles and books on database technologies. Her most recent book is Mastering Microsoft SQL Server 2005 Express, with Mike Gunderloy, published by Sybex. Other collaborations with Gunderloy are Automating Microsoft Access 2003 with VBA, Upgrader’s Guide to Microsoft Office System 2003, ICDL Exam Cram 2, and Absolute Beginner’s Guide to Microsoft Access 2003, all published by Que. Currently, Susan volunteers as the Publications Director for Database Advisors. You can reach her at ssharkins@gmail.com.