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Edison: A Review of the Operational Application
Elements and a Look at It's Expected Evolution
`
LAN Printer for local printing
and mainframe host print
Local End users
128 – 1544 K T1
Circuits
Internet Access Firewall
Server Load Balancing and SSL offloading
Services
Data Center Firewall
Data Center Core Switch
Tennessee Tower Core
Switch
Building Distribution
Switches provide a link from Closet to Network Core
Closet Switchs Stacks provide
host connectivity
Local User LAN
TNII NetworkState owned or controlled hosts Remote Access
Dial in
Other State Internet
Users and VPN Access
Education Systems – DS3
to Education Networks of
America
Private Connection to State Vendors
State Network Overview
Multiple Server Systems.
Electronic Mail, Groupwise etc
Stand Alone Servers
WebServer VLANs
AppServer VLANs
Redundant Load Balancers / SSL
Translation
Database ServerVLANs
Edison Project
SS
L
Development
Production
`
Web Users -Self-Service,
Recruiting/Jobs, Web Payments
SSL
Vendor Web
Server(eProcurement
Punch-Out)
SS
L
Internet
cXM
L / S
SL
Edison Project
HTTPS/HTML
SQL, Jolt, XML, COM+, HTTPS/HTML(depends on system)
Edison Project
2 Tier Access& Windows Share
Allowed to Db VLAN
Test
Batch Servers in Db VLANs
iNovah Cashiering
`End Users
Pay Station (3rd Party)`Developers
Remittance Processor (optional)
Private RAC Interconnect VLANs
Load Balanced
SSL
Load Balanced
SSL
SSL
HighJumpHandhelds SyncWhen Docked
Web & App Combined into 1 VLAN in Development
No Load Balancing
02/13/07
HCM
Facility MAX
FSCM
Fleet Focus
ELM
High Jump
iNovah
Outbound Services to Legacy systems
EPMPOR
Outbound Services to Legacy systems
BanksCarriersVendors
And Others
RPS
Implementation
• Implementation Time Frame 2006 Through 2009• Size based on employee count of 45,000 and
budget size of 32 billion• System Elements are PeopleSoft HCM,
Financials, Projects, Spend/Procurement Enterprise Learning, Data Warehouse and Portal
• Supporting Business Applications: Facilities, Fleet, Cash Management, Asset/ Inventory Bar Coding and Data Warehouse
• Rapid Deployment/ Project Management• Consulting Support
Architecture
• Move From Multiple Platforms to Distributed Systems Format
• Staffing• Infrastructure Design• Virtual Servers and Storage Area Networks• Load Testing• Instances Supported : Production, Test, Training,
Development and Disaster Recovery• Security Provisions
User Impact
• Advisor Committee • Steering Committee• Key User/Data Owners• Subject Matter Experts • End User Employees • End User Non-Employees• Vendor/ Bidders
Operational Next Steps
• Identify/ Change Business Process as Needed• Establish System Interface Concept• Develop Audit Application Awareness• Load Historical Data as Needed• Configure Disaster Recovery• Application Performance to the Desktop• Infrastructure Performance Web, Application and
Database• Develop an Application Upgrade Strategy
Additional Applications to Improve Service and Control Support Cost
• Compuware Application Monitor• Quest Stat to Track Change Control• Oracle Enterprise Service Bus• AutoSys Application Scheduling• Remedy Problem Tracking for Helpdesk Issues• Finalist Address Correction• Entrust and PGP Token Based Encryption for
Files and SSL• FileNet for Document Storage
Applications and Enhancements In The Wings
• Database Partitioning• Advanced Compression• Audit Vault• Advanced Security• Identity Management• Real Application Testing• Project Portfolio Management• Service Oriented Architecture• Using Appliance Strategy in the Infrastructure
Lessons Learned
• Make Sure Everyone Knows and Understands the Deployment Strategy
• Over Communicate Everything• Create a Plan and Work the Plan• Make Sure Everyone understands and Agrees to
the Operational Plan• T he Work Plan Will Increase in Complexity and
Volume After Implementation• Forecast Three Year Rolling Information Systems
Plan to Communicate Future Needs to leadership
Value Proposition
• Eliminated Multiple Applications That Were Not Integrated
• Established Departmental and Interdepartmental Workflow
• Consolidated Financial Systems• Established Accounts Receivable• Improved Integration With Agency Program
Systems • Created Electronic Repositories for Numerous
Documents
More Value
• Moved Procurement to the Internet and a Electronic format
• Opened Up Numerous Improved Business Process Opportunities
• Improved Data Availability and Administration• Opened Application to Browser Based Internet
Access and Handicapped Accessibility• Presented Opportunities to Increase Security for
Application Operations and Data• Employee Growth
Value For The Future
• Improved Opportunities to Share Information• Consolidate Purchasing Power to Benefit All That
Participate• More Easily Adapt to Legal Requirements• Leverage Vendor Improvements to All
Applications
A Project Approach
Creating a Project Driven
Organization
What is a Project Driven Business Group?
• Has a well defined project office• Group leadership is supportive and references
project activities • The office is well funded and administrative tools
are used• All major group activities are defined as projects• Projects are detailed in design and a collaborative
group has contributed• Project ownership is well defined and participatory• Evaluations and quality reviews are conducted to
establish value
What is the Value of a Project Driven Group?
• Group efforts are documented and visibility created• Responsibilities are defined• Projects are prioritized and assigned• Efforts can be measured• Leadership can better understand commitments• Expectations can be shaped from a view of the big
picture• Concurrent and dependent activities are more easily
identified• Team work can be better coordinated • Activities are increased and value identified for the
organization
What are the Pitfalls?
• Understanding and feeling good about the work load• Identifying the correct project team members• Creating working relationships with the project leads• Establishing communication and keeping it alive• Partnering when you would like to blame• Knowing when and how to congratulate and celebrate• Establishing the requirements• Evaluating, documenting and selling a need to change
business process• Always improve business time and motion while
remaining accountable
Selling Project Management
• What is it and how would you explain it to leadership• Why is it needed past the change management steps• Can you do the return on investment for project
leadership and the associated tools• Can you identify a phased-in approach • Who would the champions for the project approach
be in your business group• What tools would be needed• How many projects can a PM support • What support is required for the PM to have a good
result
Project Evolution at Edison
• Creation of the group• Transition from implementation to operations• How the project approach changed• Improvements in administration and support• Group training and assignment change • Procuring and implementing tools• Improving the discipline increasing the
documentation• Enhancing the business value and celebrating it
Edison Leadership Project Map
Introduction
• Monitoring Approach• Tools
• Server Vantage • Client Vantage Agentless
• Current Monitoring Status• Areas of Improvement
Monitoring Approach
• Three primary monitoring areas:• Usage
• Who is using resources and when? • Performance
• How much resources are being consumed?• How well are resources performing?
• Availability• How often are resources unavailable?
Monitoring Approach (cont’d)
• Two methods of monitoring:• Agent Based Monitoring
• Software local to the monitored device which operates independently and reports back to a central unit
• Provides greater variety, intelligence, and customization over agentless methods
• Agentless Monitoring• The remote collection of data from a monitored device • Often this is done utilizing pre-existing software on the
device, such as the Operating System• May also capture data passively
Tools: ServerVantage
• ServerVantage• Provides server-specific performance monitoring
• CPU, Memory, Network Rates, etc. • Agent based solution utilized for Production
monitoring • Agentless methods to be used for Dev / Test
Database CPU Report
App Server CPU Report
Alerts Chart
Tools: ClientVantage Agentless
• ClientVantage Agentless• Provides End User Experience (usage and
availability) monitoring by measuring the network timings between “fault domains” of actual end user activity
Portal Level 1 Dashboard
Portal Level 1 Dashboard w/Benchmark
Portal Level 2 Dashboard
Slow Page Report
Slow Page Report Cont’d
Daily System Performance Report
Website Scorecard: All Fault Domains
ClientVantage Alarms
Current Monitoring Status
• Performed basic implementation of ServerVantage and Client Vantage with Compuware
• Developed additional custom monitoring views and reports as well as distribution methods
• Increased the Vantage server infrastructure to mitigate initial performance issues
• Upgraded Vantage software from v10.1 to 10.2 and are in the process of upgrading to v10.3
Areas of Improvement
• Implement automatic alerting • Implement Development and Test Segment
agentless monitoring• Implement VM Ware ESX Host agentless monitoring• Upgrade Vantage software to v11.1 • Develop additional custom counters for JOLT /
Tuxedo monitoring• Implement additional proactive monitoring practices• Implement Business Service Monitor / Integrate
Vantage with other toolsets (Remedy, AutoSys, OEM, etc.)
Recap
• Monitoring Approach• Tools
• Server Vantage • Client Vantage Agentless
• Current Monitoring Status• Areas of Improvement
Changing Landscape for Applications
How Applications are ImplementedAccessibility / Presentation of the Application
(Cloud Computing)Security of the DataApplication Support ToolsMobile ComputingSupport New Social NeedsA Constant Move Toward Self-Service Understanding and Using Analytic Data
Questions?
?