In my last article, I laid out the baseline expectations for the support model and structure at most companies. In the past twenty years or so, these have been my observations and expectations any time I have started any new assignment in a new company. When starting a new position in a new company, there is a certain level of comfort, which comes from experience, in having at least a basic understanding of what to expect. There is always a technical learning curve that comes with anything new, but it makes the transition easier having a basic understanding of how things will be supported. That concept has served me well over the years. However, just as virtualization and cloud computing have changed the data center landscape, I think change in the support structure is well on its way. Now would be a good time to have a look at what works and what doesn’t.
I’ve been speaking a lot lately about the importance of IT governance, especially as it relates to driving cloud (public, private, hybrid) adoption in the enterprise. Although IT governance is critical to the success of having a flexible and agile enterprise, having an overarching enterprise architecture to show how all the components of the enterprise are related and to guide the decisions that affect IT is just as important.
DevOps is gaining serious momentum within enterprises as of late. The big business driver is the pursuit of agility and improved reliability and quality. Adopting DevOps can be challenging because it often requires drastic changes in culture, process, and technology. Those companies that have had success with DevOps often discover some hidden benefits that they may not have anticipated when they started their journey.
I have been doing some support work for an SMB that uses VMware Server where their VMs initially started as XenServer VMs, but due to networking and some other issues where converted to VMware VMs using V2V technology. However, these suddenly stopped working properly after an upgrade to VMware Server 2.