|Contents||Bulletin||Scripting in shell and Perl||Network troubleshooting||History||Humor|
|News||Unix/Linux Internals||Recommended Books||Recommended Links||Unix System Monitoring||Job schedulers|
|Admin Horror Stories||HP Operations Manager||iLO||Dell DRAC||ALOM||Working with serial console|
|Advanced Linux Administration||Red Hat Enterprise Linux Administration||SUSE Linux Enterprise Server (SLES)||Solaris||AIX Administration||HP-UX Administration|
|Networking||TCP Performance Tuning||Redhat Network Configuration||Classic Network Utilities||Network Troubleshooting Tools||TCP/IP Network Troubleshooting|
|Linux Multipath||The Linux Logical Volume Manager (LVM)||Nagios in Large Enterprise Environment||System Activity Reporter (sar)||Authentication||Unix config management|
|Helpdesk software||Software Distribution||Assets management||Project Management||Unix to Unix migration||Working with Console|
|Backup||Baseliners||Classic Unix Tools||Perl admintools||Software Distribution||Performance Tuning|
|Unix filesystem navigation||Bash history and bang commands||profile and RC-files||Orthodox File Managers||SSH for System Administrators||Network File System (NFS)|
|Access Control in Operating Systems||Enterprise System Management Resources||Reverse Cloud as Alternative to Cloud Computing||Logs Analysis||SMTP Mail||Social Problem in Enterprise Unix Administration|
|The Unix Hater’s Handbook||IBM Humor||Tips||History||Humor||Etc|
|The KISS rule can be expanded as: Keep It Simple, Sysadmin ;-)|
Additional useful material on the topic can also be found in an older article Solaris vs Linux:
- The historical dimension of "Solaris vs. Linux" debate
- The ideological dimension of "Solaris vs. Linux" debate
- Two views on IT in commercial enterprises: utility vs. competitive advantage
- The Current Status of Enterprise Deployment
Nine factors framework for comparison of two flavors of Unix in a large enterprise environment
Four major areas of Linux and Solaris deployment
Comparison of internal architecture and key subsystems
- Contributions of Solaris and Linux to the Unix kernel architecture
- Some kernel-level differences
- Java performance
- Process Management
Hardware: SPARC vs. X86
- General level of OSS support
- Scripting languages support
- Configuration Management and Bug Tracking Tools
Solaris as a cultural phenomenon
Using Solaris-Linux enterprise mix as the least toxic Unix mix available
Here are my notes/reflection of sysadmin problem in strange (and typically pretty toxic) IT departments of large corporations:
|“I appreciate Woody Allen’s humor because one of my safety valves is an appreciation
for life’s absurdities. His message is that life isn’t a funeral march to the grave. It’s a
-- Dennis Kusinich
Feb 04, 2015 | The Enterprisers Project
The press is full of stories about Americans being overstretched and overworked. The U.S. Travel Association reported in August that 40 percent of us will leave paid vacation days unused this year. I know that work-life balance is a challenge because I, along with my colleagues in IT, live it every week. When I recently took my family on a vacation five time zones west of my home base in Dallas, I was excited because I could work in the morning before they got up and shut the computer off when they did.
In retrospect, should I have turned my computer on at all?
In the evenings, I've stopped counting how many times I go look at my phone just to see what’s going on. Rationally I know that if something alarming is going on I'll get a text or a call, but for some reason I still check. And I know it’s not just me, because of all the other people I see responding and working during the evening hours. The point is, you can never truly stay ahead of your email, but so many of us try regardless. We know it's insanity, but for some reason we still do it.
Better culture, less process
At PrimeLending we’re trying to take our out-of-balance lives back again. We call this effort Enhancing Culture. One thing I’m asking everyone on the technology team to do is send me ideas on how to enhance culture.
Another initiative is to reduce process. Here, too, I'm looking for ideas where team members see process is too heavy or unnecessary such that we can eliminate or reduce it. Anything we can do to make people want to work here, to enjoy working here more, is on the table.
Where have we landed thus far? Here are a few of our directions:
- We plan to celebrate victories more, which is hard to do in an industry that prides itself on expediting and moving to the next step
- We plan to work from home more, starting every other Friday, since there is little reason a lot of us can’t do our work from home. The balance to strike there is that don't want someone to take on so much working from home that their work is their home.
- We’re embedding some of our IT staff with our corporate marketing team, which is moving to a new creative space that should free up more time to think proactively and less reactively.
Am I satisfied yet? Not really. Part of the difficulty is the mortgage industry, of course, since our employees are meeting with customers in the evening, on weekends, and at their jobs. We don’t really have set business hours. Our corporate office opens and closes 7:00 to 5:30, but the actual folks who are supporting the people in the field across the country have to work. They have to meet with borrowers when it’s convenient for the borrowers, not when it’s convenient for us.
Just as with vacations, though, we need to be able to turn it all off and step away. I know I feel the stress and I know folks on the team feel it. We have conversations all the time about it. When there wasn’t a smartphone, there was a lot more downtime and a lot more conversations with folks. I don’t think we’re handling the smartphone well as a country, to be honest. Just like email, staying on top of your smart phone literally never ends. If I clean out my inbox tonight, it’s going to be filled right back up tomorrow.
We asked some of our Enterprisers to respond to Tim's thoughts, here are their responses:
Sven Gerjets, chief technology officer at Pearson
- Define success measures for your employees. Hours spent is the worst way to measure productivity and value. I would never measure the success of my financial planner this way, as an example. I would rather have him spend an hour a day on me and get a 25 percent return than spend 12 hours and get a 10 percent return. Similarly, I think the key to balance is in helping our employees figure out the measure of their success. This is often easier said than done. If they don't understand the KPIs that show they are or are not successful they will burn the midnight oil to earn your approval.
- Act on priorities immediately. I think the other thing that erodes productivity and creates waste is our reliance on email and meetings. Well over half of the emails we get are a waste, in my opinion. Burning through these as quickly as possible, if you can't stop them, is critical. For the few important emails you do get, addressing them right away is critical. The longer they sit the more you get and after a while you will have 100 emails that you have to spend time on, which becomes impossible. On the meeting front, I think pushing for agendas and expected outcomes helps guide the time and documented decisions and named action items helps prevent the need for follow up meetings because of misunderstanding and confusion about accountability.
Rajeev Jaswal, director of IT at Red Hat
As you know there is no magic bullet. Five principles we apply in our groups are:
- Effective delegation with the ability to check (trust but verify periodically)
- Accountability at all levels to avoid the hero syndrome
- Rotation into roles that cause disruption of work/life balance (pager duties)
- Reward for the right behaviors
- Establish clip levels of authorization rather than the funnel approach.
In other words, delegate authority downward into the organization so our associates feel more ownership for change approvals, financial approvals, or project checkpoint approvals. This goes hand-in-hand with accountability.
Tom Soderstrom, IT chief technology officer at NASA's Jet Propulsion Laboratory
This is a difficult problem. For example, I'm responding to this after 11 p.m. on Sunday, and have worked all weekend, so we're not necessarily there yet. But here are three things we do:
- We celebrate successes with awards, get-togethers, lunches, dinners, etc., which include spouses.
- We do a 90/80 work schedule, which means seven nine-hour days in a two-week period, one eight-hour day and then a free Friday every other week.
- We encourage outdoor meetings and provide outdoor space. We're now creating more open space inside and outside and more creative space.
Peter Buonora, enterprise architect at BJ’s Wholesale Club
Become a business chemistry expert. One of the keys to avoiding team burnout starts with building a team that has a strong chemistry — hiring people that will be driven to succeed together and would ideally spend time together outside of work. The team should enjoy doing things together and be able to bond and make a human connection with each other, almost like an extended family. This becomes an internal support system and I believe these types of teams can conquer just about anything. It is also critical that they have a strong sense of purpose far beyond just what they are working on today, tomorrow or for the next six months.
I am reading a great book called "Delivering Happiness: A Path to Profits, Passion and Purpose" by Tony Hsieh – founder of Zappos. I would highly recommend it for new ideas on building a great culture. I believe this is the key to sustaining great team performance and avoiding burnout. Check out the culture book that they put together. Each year they ask team members to describe in 500 words or less what Zappos culture means to them. Whether it is good or bad it goes into their culture book.
Even though teams may have to work long and hard, it is those teams that build a strong bond that will be able to not only endure, but deliver things nobody thought possible and will over-deliver in the of toughest times.
John McGregor, CTO of Kronos Inc., also has some ideas about how to mitigate the burnout effect on staff. Read his interview, "CIOs should look for the 3 C's: character, collaboration and competence."
Tim Elkins joined PrimeLending in November 2008 as Senior Vice President, Chief Information Officer. In October 2012, Tim was promoted to executive vice president, chief information officer, and he is responsible for information security, IT operations, and technology initiatives.
...José Viñals, the IMF’s financial counsellor, said:
“Policymakers are facing a new global imbalance: not enough economic risk-taking in support of growth, but increasing excesses in financial risk-taking posing stability challenges.”
He added that traditional banks were safer after the injection of additional capital but not strong enough to support economic recovery.
Viñals said the IMF had analysed 300 large banks in advanced economies, making up the bulk of their banking system. It found that institutions representing almost 40% of total assets lacked the financial muscle to supply adequate credit in support of the recovery. In the eurozone, this proportion rose to about 70%.
“And risks are shifting to the shadow banking system in the form of rising market and liquidity risks,” Viñals said. “If left unaddressed, these risks could compromise global financial stability.”
The stability report said low interest rates were “critical” in supporting the economy because they encouraged consumers to spend, and businesses to hire and invest. But it noted that loose monetary policies also prompted investment in high-yield but risky assets and for investors to take bigger bets. One concern is that much of the high-risk investment has taken place in emerging markets, leaving them vulnerable to rising US interest rates.
“Accommodative policies aimed at supporting the recovery and promoting economic risk taking have facilitated greater financial risk taking,” the IMF said. As evidence it pointed to rising asset prices, smaller premiums on riskier investments and the lack of volatility in financial markets. In many cases, the IMF said the behaviour of investors was at odds with the state of the global economy.
“What is unusual about these developments is their synchronicity: they have occurred simultaneously across broad asset classes and across countries in a way that is unprecedented.”
tomsixty1, 08 October 2014 2:30pmFendercombo -> Elbowpatch , 08 October 2014 11:43pm
So why do they now recognise that the policies they supported are making what remains of the global economy unstable and unsustainable?
They are preparing us for more bail outs and austerity.
"The primary beneficiaries of these central bank money creation policies have been global very high net worth investors, their financial institutions, and global corporations in general. According to a study in 2013 by Capgemini, a global business consultancy, Very High Net Worth Investors increased their invest-able wealth by $4 trillion in 2012 alone, with projected further asset growth of $4 trillion a year in the coming decade. The primary financial institutions which invest on their behalf, what are called ‘shadow banks’ (i.e. hedge funds, private equity firms, asset management companies, and dozens of other globally unregulated financial institutions) more than doubled their total assets from 2008 to 2013, and now hold more than $71 trillion in invest-able assets globally.
This massive accrual of wealth by global finance capitalists and their institutions occurred in speculating and investing in offshore financial and emerging market opportunities—made possible in the final analysis by the trillions of dollars, pounds, Euros, and Yen provided at little or no cost by central banks’ policies since 2008. That is, until 2014.
That massive tens of trillions of dollars, diverted from the US, Europe and Japan to the so-called ‘Emerging Markets’ and China is now beginning to flow back from the emerging markets to the ‘west’.
Consequently in turn, the locus of the global crisis that first erupted in 2008 in the U.S., then shifted to Europe between 2010-early 2013, is now shifting again, a third time. Financial and economic instability is now emerging and deepening in offshore markets and economies—and growing increasingly likely in China as well." Jack Rasmus February 2014.Speaking as somebody who actually owns a small manufacturing business I can't say I blame you for not investing in a manufacturing start-up. It's not a safe investment. I was pretty lucky in that i've been building guitar amplifiers and effect pedals since about 14 as a hobby and I kind of grew that hobby into a business. The only investment i've ever taken was a startup loan in 2002 and I paid that back in 2010.
I think there are a couple of problems with British Business from my observation. Firstly a lot of senior management lack technical experience in the business sector their business is involved in. When I was at university I worked freelance as a web developer and I noticed that a lot of the MDs of these web development firms had no background in web design or development. Whilst i'd concede that it's not necessary to be an expert web developer to own web development firm i'd say it is necessary to have some technical competency otherwise how do you make appropriate decisions, you end up reliant on other people and usually those people have their own interests at heart not the interest of the business.
The other problem is again senior management not being able to accept responsibility or criticism. They pretend they're open to constructive criticism but as soon as somebody sticks their neck out the axe swings even if the criticism is valid. This is part of the reason I struck out on my own and tried to run my business differently, I got pissed off with not being able to challenge stupid decisions. Being a CEO or MD doesn't mean one is better than anyone else, nor are they infallible and the sooner people realise this the better.
Sep 11, 2014 | computerworld.com
Anthony Artois, 1 day ago
This is a "print-and-keep" for the job search folder.
Some interview questions one may ask:
- Will I be expected to falsify records ?
- Has the person who will be my direct supervisor ever been sued for sexual harassment?
- Can you provide any additional details on why the person who held this position last abruptly quit?
- Have you ever considered abruptly quitting yourself? What were the associated circumstances?
- Has anyone at this company ever attempted suicide while on-premises?
WARNING: Only ask these questions if you are reasonably certain you don't want the job anyway.
August 16, 2014 | theguardian.com, | Jump to comments (857)
The number of people taking science and maths A-levels is up for the fifth year running. Good, because I need some engineers. Rather a lot, in fact.
Unfazed by complex data and comfortable with technical theory and practice, engineers are a rarefied breed of problem-solvers. Or at least they are here in Britain. In the next six years, nearly 3m engineering jobs will be unfilled. With a shortage of supply, and growing demand, we certainly can’t afford for the brightest minds to be snared by the City’s big bucks.
Today, Dyson has a shortfall of 100 engineers. Next year we begin our £300m expansion, creating thousands of research and development roles in Wiltshire. I like our laboratories to be busy, creative hives buzzing with brain power – rather like a school. I don’t like clinical white-coated silence. And so we need more “brains”. Dyson needs them. Britain needs them. Otherwise we will lose out to China and India – countries that revere engineers – when it comes to developing, patenting and exporting new technology.
Twelve years ago, Dyson stopped assembling vacuums in the UK. One major reason was a failure to secure planning permission for a second factory adjacent to our existing one. Ironically, the factory we mothballed is now the R&D space we are outgrowing. The ironies continue: our new laboratories will rise on the very spot of our never-built second factory.
The closure of our assembly lines was painful, but it meant focusing on developing technology here in the UK. For example, our ultra-high-speed digital motors are conceived and engineered here. We’ve been developing them now for more than 15 years. They use new technology which makes them much smaller and more efficient – a revolution in motor design. I can say that, because I’m not clever enough to invent a motor. But I am lucky enough to work with people who are.
Every six seconds one of these motors rolls off the line. Actually it’s more of a very accurate placing, and it’s all totally automated, in Singapore – close to the lines that make the Airblade hand-dryers and cordless vacuums they are to propel, and close to Singapore’s rapidly growing engineering talent pool.
Somewhere in that tale is a warning. Britain fell out of love with manufacturing, and emerging economies picked up the tools we’d downed. If the encouraging renaissance of science and engineering in schools is a dead cat bounce, we will fall out of love with invention too.
When you crunch the numbers, just 4% of this year’s A-levels were in physics – an essential subject for most engineering courses. A problem. But the problems start even earlier. Research by the Royal Academy of Engineering shows that only half of 16-year-olds in England pass both GCSE maths and at least two sciences, meaning half of our young people are disadvantaged if they wish to pursue engineering.
Yes, science is perceived as hard. But a bigger problem is that young people don’t know what a career in science or engineering offers. An engineer is not a man in greasy overalls or a harebrained oddball (though I have a soft spot for the latter). They are technologists, developing ideas to shape our future. That’s why my foundation works with young people from primary school age to dispel the myths and help them discover what a career in engineering is like.
Science and design and technology in schools must highlight the excitement of developing ideas and experimenting with new materials – carbon fibre, not just cardboard. Learning by doing, failing in the process, and trying again. The classroom must equip young people with the skills to bring these ideas to life, and most importantly the enthusiasm to embark on further study.
We have seen exactly this. For the past two years we have been working with five schools in Bath encouraging students as young as 13 to discover the world of engineering – high-tech equipment working alongside an industry-relevant curriculum. Uptake in design and technology has increased by 200%, and crucially more girls are taking it up too.
I want the biggest discoveries of the future to take place on our soil. We must build on the reputation of our world-class universities. That starts by feeding in the best young people from our schools. If we get it right we will fill our pipeline with highly skilled inventors, develop patentable technology and export it around the world.
patrick111, 16 August 2014 11:07am
Working in City of London is more paying, attractive and respectable than to be an Engineer in Britain. Surely the brightest would go for financial services.
bluejay2011 -> patrick111, 16 August 2014 11:29am
Surely there's an element of satisfaction that could lure "the brightest" back to engineering: being involved in a creative process that changes technology and the the way humans interact with the world.
In the city you may make some temporary money to spend on things others have made, but as an engineer you can (occasionally) change human destiny.
RedLaup -> patrick111, 16 August 2014 11:38am
You do not need to be "bright" to work in the city, let's nail that myth!!!
Billyandbenny, 16 August 2014 11:13am
Well, what do you expect? We allowed the unions to be destroyed, which allowed corporations to offshore most of our industrial production - and our engineering skills. Yes, we need more engineers but there will be no point in training more unless we take concrete steps to reinstate domestic production capacity.
This is a political 'hot potato' - donations - and the tragic irony of it is that the very people who cheered on the decimation of our working class now say that, rather than train our own engineers, we should import them as and when needed. It's all quite treasonous.
bailliegillies -> niko91, 16 August 2014 11:54am
In most cases it was not a matter of the production being placed offshore. It was more a matter that the UK industries could not produce goods as well and as cheaply as other countries.
Yet Germany doesn't have a problem, their goods are expensive and they pay their workers four times as much as British workers get. So no it's not simply about producing goods cheaper and quicker, there's something else at play and it's about profit as there is more money to be made manufacturing the goods in China and Korea than there is in the UK.
mugclass -> Billyandbenny, 16 August 2014 2:15pm
You are contradicting what Dyson is saying. He is stating that his company in the UK does not have a sufficient pool of young engineers, whereas you are saying there's no point training them without jobs available. I work in a manufacturing industry and we are on a continual hunt for young people with potential for engineering, but we also need university graduate engineers - of which there's a massive shortage - civil engineers, mechanical, bio mechanical etc. we've just taken on a 26 year old graduate Mechanical Engineer from Madrid, having failed to find a UK candidate.
He, on the other hand, couldn't find a well paid post in Spain so came to the UK. Remember there's a massive difference between an 'engineer' who mends your washing machine, and a professionally qualified graduate.
ID7776906 -> niko91, 16 August 2014 3:19pm
Yes between that and industrial spying and just improving upon the British and American inventions already in existence. Paying your work force in bags of rice and adding a few basic electric improvements for vanity it was simple for foreign nations to produce manufactured goods more cheaply and ship across the world. Who invented the steam engine ?Who invented the internal combustion engine,Who discovered vulcanized rubber and plastic and injection molding machines?
Michael Faraday and his development of the electric motor?The 1830`s steam carriages that pioneered automobiles? The triple expansion steam engine? I have yet to see any substantial earth shaking development from the Hondas, Toyotas, and Nissans and Tesas and the Korean car firms, it`s all been simple convenient basic tuning of what has already been established by the West, and they took over the market without research and development costs and paying their workers a pittance starvation wages.
NomadEngineer -> bailliegillies, 16 August 2014 6:14pm
German 'workers' earn about the same as UK workers if you are referring to production line workers and technicians.
But Germany values its engineers, and their pay is excellent. A 'Diploma Engineer' has a higher status than lawyers, medics, financiers. That is the reason Germany's manufacturing is so successful.
This problem in the UK is two generations old. As a graduate engineer I worked in Germany around 1970, and could not believe how valued and supported I was, my productivity was three times that in the UK. I had beens seconded by my UK company, but found out I could earn twice my UK salary if I shifted employers.
For personal reasons I returned to the UK, but wish I could have stayed in Germany. It also explains why such a large percentage of scientists and engineers, graduating from our good universities, quit the UK, many for good.
It's better now, but the general public still can't differentiate between a highly qualified engineer and a mechanic.
Putting it briefly, an engineer uses maths where an accounant uses arithmetic, an engineer uses logic where a lawyer uses precedent, and I won't comment on the guesswork that financiers use.
I have since spent a good part of my life working outside the UK, though unlike many of my university compatriots, I have not quit the UK entirely.
bodrules -> theindyisbetter, 16 August 2014 7:29pm
The rot in R&D started waaay before the 80's - look at the machine tool industry (where Germany makes big bucks), that was effectively killed off by the early 70's in the UK - thanks to poor R&D (which UK companies are still poor at) plus they lacked investment into modern capital equipment etc
Just one example, then there's the advent of the petro-pound in the early 90's, the all round R&D debacle, poor industrial relations, poor levels of investment in training, UK consumers being willing to purchase cheap foreign imports, our very open markets, short term rent seeking and profit boosting etc all combine to make today.
thedavegray watersdeep, 16 August 2014 9:16pm
Wrong. Some German companies pay a 13th pay packet but certainly not all of them.
Tax is and the cost of living are higher in Germany too.
Happytravelling Billyandbenny, 16 August 2014 11:38pm
You're obviously not an engineer and you're talking rubbish.
Mismanagement and Destructive employee-employer relations led to the decline in UK mass manufacturing. And that was in part due to unions as well as poor management. You obviously don't remember red Robbo?
But small scale, high end manufacturing is very healthy in the UK.
The reality is, for high volume, low margin manufacturing to be viable in a high wage economy, high productivity and efficiency is essential.
watersdeep thedavegray, 17 August 2014 2:40pm
Wrong. Some German companies pay a 13th pay packet but certainly not all of them.
Tax is and the cost of living are higher in Germany too.
No, tax was about the same (i.e. no lower in the UK, even though the standard of living is lower). Housing is the major outgoing, Germans have a system where they save for a house. but most Germans rent (and the rental market is strictly controlled), and although not all companies may be paying a 13th month salary, most do.
We also received between 2,000 - 3,500€ in bonus once a year shared in the company, which was family run, and a small number of free shares at Christmas time. Now show me the UK company that does the same.
MohammedS chalkandcheese, 16 August 2014 11:53am
I don't think this is world wide. For instance many developing world universities have excellent engineering programmes and the likes of the USA strives to attract and retain engineers as it understands the importance of the sector. Here in the UK we live in a service sector reliant economy and production and design has taken not only a back seat but a space under the spare wheel! Until we have significant shifts in the way we think about our economy we will never attract or retain good engineers. And so fall behind everyone else year upon year.
bailliegillies chalkandcheese, 16 August 2014 12:01pm
No it isn't worldwide, very much a UK problem. When I left the oil industry they were throwing money at the few engineers and experienced people around and bringing in people from abroad. On one of my last contracts I had some from Australia who I had to instruct on the systems. Go take a look at what they're paying engineers offshore now compared to what they paid when I was working. Even taking into account inflation the rates for offshore have risen exponentially.
zeke2u MohammedS, 17 August 2014 11:44amWilliamlarge , 16 August 2014 11:32am
I think you'll find that the UK is more like the US than differs from it. The US economy is also highly financialised. This statistic says a lot: in Japan, engineers outnumber lawyers 10 to 1. In the US, there's 10 lawyers for every engineer. The steel industry in Japan was financed by US banks in the '60's, while the US was still in a monopoly position. GM, which employs ~300,000 people worldwide, use to employ that many in Detroit alone. The attack against industry in the US was motivated by the same reasons in both countries: that's where union concentration was the highest.James Dyson is a right wing Tory. He off shores employment because it makes him more money not because he has an inherent love for English workers (which is the real reason why we lose out to India and China. Not because they have thousands of engineers, but their labour is cheap). He's always going on and on about engineers every time A level results come out, but you can't force someone to be one can you? I always find it strange how these right wing business men love the idea of social engineering when it comes to their own business, but shout 'socialism' if when there is a whiff of egalitarian politics.exiledlondoner , 16 August 2014 11:32am
The closure of our assembly lines was painful, but it meant focusing on developing technology here in the UK. For example, our ultra-high-speed digital motors are conceived and engineered here.
"Conceived and engineered here" means "built somewhere else". For all his bollocks about 'pain', James Dyson moved production abroad because it was cheaper - assembly lines do not need hoards of engineering and physics graduates to work on them.
Meanwhile, his rival vacuum cleaner maker, Numatic, continue to make their excellent products in the UK (no gadgets, no gizmos - just really good machines), and actually do contribute to the UK economy, instead of just wrapping themselves in a far-eastern made union jack, and pretending to....
Has anyone seen a builder using a Dyson? In my experience, they all use Numatic 'Henry' machines....
spatterfest -> exiledlondoner, 16 August 2014 11:52amexiledlondoner theindyisbetter , 16 August 2014 12:23pm
Dyson's much trumpeted adoration of British engineers is largely garbage.
He likes British engineers in the areas where he can't find cheaper engineers elsewhere.NotForTurning jusi , 16 August 2014 2:48pm
I'm not sure why Dyson gets so much stick in the Guardian comments section.
Because he likes to present himself as something he's not - a patriot who cares about British manufacturing. In reality he's just another corporate suit making more profits by taking advantage of the low-wage, unregulated labour markets in Asia.
As far as I can tell it seems that Dyson employs roughly twice the number of people in the UK than Numatic do, and on better wages presumably (since according a Guardian report a few years ago the majority of Numatic employees are on a basic shop floor wage).
Dyson is a much bigger company - that's to be expected. The difference is that Dyson talks about British manufacturing, while Numatic actually make things here....
I know it does you no good if you were a factory shop floor worker, but as far as I can see Dyson now employs more people in the UK than they did when the factory was here - just doing different things.
He may have finally got back to the employment levels he reached before he sacked his workers and exported their jobs, but this is a south east Asian success story - not a British one. Most of Dyson's employees and his profits are not here.
Dyson are hardly the only company to do this, so why the animosity?
Other foreign companies don't lecture me about how the UK should be run, and how much they care for all the people here they've made redundant to increase their profits.
Dyson is to all intents and purposes a foreign company. James Dyson should lecture the Malaysians and the people of Singapore - not us.
"Engineers are the lifeblood of a country"
Typical case of tunnel vision.
A teacher would say the same of teachers. A politician of politicians. A banker of bankers. But a nurse wouldn't. Really, this is just silly stuff and is the product of a narrowed mind.
And the irony is that in consideration of the heavy, expensive, cumbersome, fragile vaccuum cleaners, he should really be saying that marketing men
RedLaup, 16 August 2014 11:37am
Students perception of engineering is a very valid point. Engineering needs to sell itself! Too many students are bowled over by hyped up media, finance and law careers. Glamorous films and tv series are not set in engineering environments. The whole engineering community needs to get together and present a coordinated PR and educational campaign. I would love my son to go into engineering.
OffensiveUnsuitable RedLaup, 16 August 2014 3:04pm
Too many children are put off maths & science subjects by the curriculums and the way they are taught. Make them more accessible for those who cannot see the point. When I was in graduate school, we had an eminent professor of structural engineering, Mario Salvadori who, twice a week, used to teach teenagers in Harlem an evening class in statics and strengths of structures. He used props: for instance, he had a long piece of foam rubber that he used to demonstrate tension & compression in simply supported beams vs fixed beams and cantilevered beams - oh, and he taught it using no mathematics, because so many people are intimidated by maths.
Maurice Walshe RedLaup, 16 August 2014 4:52pm
As the drifters said its "money honey"
BeastNeedsMoreTorque RedLaup, 16 August 2014 8:20pm
There's a lot of Physics PhD's working in finance.
The astronomical wages in finance have sucked in brains from many fields.
There are and will be consequences from that.
This article is very poor. It trots out the old cliches about why there are shortages of engineers. Yet never mentions the wages of the finance sector as a factor.
WilliamAshbless -> RedLaup, 17 August 2014 9:32amWilliamAshbless RedLaup , 17 August 2014 10:39am
Glamorous films and tv series are not set in engineering environments.
Who makes these tv series? Arts graduates of course.
Do Arts graduates think engineering glamorous? Clearly not.
But this is, no doubt, the same the world over. Yet Germany and Switzerland they have high wage economies with significant exports and a positive balance of trade. How come? It's not as if their media are engineering propagandists. Likewise the UK, Switzerland has a big finance sector.
I, personally, put it down to the culture of the elites. The elites decide pay grades; and they pay themselves most. UK elite culture goes back decades; if not centuries. How many engineers are MPs? 1, 2, 0? Every single member of the Chinese politburo are engineering PhDs.Have a look at the Guardian's news front page today:WilliamAshbless WilliamAshbless , 17 August 2014 10:41am
Interview with Liv Tyler: actress
Interview with Sofie Gråbøl: actress
Interview with Kim Dotcom: hardly an engineer
Interview with Mo Farah: sportsman
Interview with Simon Pegg and Rosamund Pike: actors
Interview with Jackie Chan: actor
Tribute to Lauren Bacall: actress
These are the people we want to read about - engineering is, indeed, not glamorous and no amount of propaganda is going to get Guardian journalists to change that. Yet these glamorised people are, by and large, actors. Guardian writers aren't glamorizing lawyers, bankers, dentists, accountants and salespeople. There's quite a lot of media portrayal of police; especially detectives but I don't necessarily see that as glamorizing crime fighting. Accountancy must be just about the most unglamourous job going. Does that explain the status of accounts in the UK w.r.t. engineers? No.PeterS378 , 16 August 2014 11:37amArhhh. When will we get an edit button on CiF? It need only last 4 minutes.
Does that explain the status of accountants in the UK w.r.t. engineers? No.
Engineers are the lifeblood of a country – and the UK doesn’t have enough
Engineering degrees are demanding, and at the end, pay relatively poorly, even at graduate level, let alone after a few years:
Average graduate starting salary, by sector:
Investment Banking £45,000
Oil and Energy £32,500
Banking and Finance £30,000
IT and Telecommunications £30,000
Armed Forces £29,500
Accounting and Professional Services £28,000
Chemical and Pharmaceutical £27,500
Engineering and Industrial £26,500
Public Sector £23,000
If you want more engineers, pay them more
16 August 2014 11:41am
An engineer is not a man in greasy overalls or a harebrained oddball
Problem is that our political leaders believe just the opposite - and why wouldn't they? Davo's a jumped up PR man and Milbo's a political policy wonk. Ultimate irony though is that the person who destroyed manufacturing in the country was actually a qualified Chemist!
No chance of Engineers being as respected and valued as much here as they are in Germany until we get someone in government who is one. Government advisors on Science & Technology have been completely anonymous - can you even name one?? - and if you can, tell us one thing that
16 August 2014 11:55am
No chance of Engineers being as respected and valued as much here as they are in Germany until we get someone in government who is one.
You mean Dennis Healey, Major in the Royal Engineers and in charge of the landings at Anzio. He realised that wasting time and money keeping dead engineering companies going was a total non-starter, even before Thatcher. The left hated him for telling them the reality.
theindyisbetter PacoFleyas, 16 August 2014 11:59amID1298062 , 16 August 2014 1:11pm
the person who destroyed manufacturing in the country was actually a qualified Chemist
Blaming Thatch for everything again. If you actually look at the facts, Brown/Blair were much worse.
Never mind Thatcherism. As McFadden confessed, the former Labour government "came late to the game". Only after the financial collapse did it remember there were still these buildings called factories with owners and workers who deserved to be helped and encouraged. Under Blair and Brown, manufacturing jobs shrank from 4.1m to 2.6m, and manufacturing's share of GDP from 18% to 13%.semyorka, 16 August 2014 1:19pm
In Germany, engineers are respected as much as doctor's and lawyers, it's not the same in the UK. I met a German business graduate and told him I had an engineering degree, he said he wasn't smart enough to be an engineer. Here, business graduates are put on a pedestal above engineers, which puts engineers off. Bean counters are rewarded a lot more than those that produce tangible products.pretendname, 16 August 2014 1:25pm
I have to say that a part of this is the English maths A level structure. In most countries your maths final year is 1\6th of what you need to learn in England it is 1/3rd or 2/3rds. Too many people are put off maths by it being a difficult subject that you have to immerse yourself in at high school level.
This runs contrary to the mantra from certain universities that we are not educating our school leavers to be good enough for their undergrad maths courses.
But to turn high school maths into little more than a preparatory system for the most elite maths specialists means we are putting off the huge number of mid level grads who have decent maths skills but will not need to be competing for Fields Medals.Corozin, 16 August 2014 1:30pm
The UK has plenty of engineers. It's just that they end up having to go into other careers because being an Engineer doesn't pay enough.
I am frankly getting quick sick of reading articles by Dyson bemoning the lack of engineering talent in the UK.
This is, after all, the man who shafted a vast proportion of his workforce only a few years ago when he moved his factory production offshore. The way he bangs the patriotic drum makes me puke.1789wasAgoodYear, 16 August 2014 1:30pmian barton, 16 August 2014 1:38pm
How can you say this? Everyone is an engineer these days. We've got Sanitation Engineers, Domestic Engineers, etc..
The problem is many Engineers of the variety you're speaking of have had their jobs and pay downgraded by everyone being an engineer.
I am an ex toolmaker who had to do a six year apprenticeship, got fed up of getting dirty everyday and of other people who look down on you because you get your hands dirty,
I now work in IT, I get paid more but I still get emails asking if I want a toolmaker contract for about £10 an hour, why? I can stack shelves for this and have no responsibility, and go home at night no thinking what might happen the the cnc machine that I have progrmmed. This counrty was built on manufacturing like Germany,look where Germany is now,they still manufacture and make profit.
all we have are low paid unskilled jobs or highly skilled jobs the uk company's wan't
people for but won't pay to train these youg people incase they leave for more money,why not have a transfer fee like football,if someone whant's to leave for anther company fine but the must pay a fee to the company who paid to train them.
slapmatt ian barton, 16 August 2014 3:02pmfelixzacat, 16 August 2014 1:42pm
Germany GDP by sector
UK GDP by sector
Hardly a massive difference between the contributions made by manufacturing in Germany and the UK, despite all the myths.JBigglesworth, 16 August 2014 1:44pm
As a software engineer you can build automatic trading software, which will mean city traders will lose their jobs. I think that's a good thing :)heringgull, 16 August 2014 1:50pm
James, as a Tory fanboy, how do you think Gove and his party and their media cronies' persistent denigration of vocational education in favour of such vital subjects as Ancient Greek and Biblical Hebrew (EBacc subjects that "count"!) promote the development of engineers?
If only so many entry-level engineering jobs hadn't been farmed out to India and China....James, are you listening??
What we need is proper vocational education that is considered as "enabling" as academic subjects, proper career pathways and respect for engineers with appropriate salary levels and an industrial base that means that the few engineers we have don't have to move to India, China and Korea to earn a living.
But that will require putting a brake on off-shoring (I'm sure it truly was the permissive planning regime and absolutely not the ability to make enormous margins that encouraged you to move!), investment in State schools, and the kind of long term plan that costs serious money; all of which are anathema to the Tory-loving, short-termist, quick-buck spivvery that dominates this country. You never know, you might get fewer Chinese copyright infringements then too James!epidavros heringgull, 16 August 2014 1:56pm
PAY IN UK
BROKER 98 000
LAWYER 71 000
MEDICAL PROFESSIONAL 70 000
Physicist 49 000
ELECTR. Enginer 43 000
Engineer 40 000 ----- from this is mones 1/2013
any question why there is a shortage of technical experts or researchers ?jgharston epidavros, 16 August 2014 3:34pm
I left semiconductor physics research because it was woefully paid and had dreadful job security. We do almost none of it now in the UK, and having invented the programmable computer have absolutely no leading companies in the field.
August 11, 2014 | npr.org
Your doctor and your lawyer may know a lot about you. But in a time when we are using computers to socialize, keep track of finances, do work and store family photos, your IT person probably knows more.
So when computers go down, it can cause intense feelings. There's an entire meme of online videos of frustrated people destroying their computers. Some psychologists have even coined the term "computer rage" to describe these outbursts.
When you're feeling that way, you can pick up a hammer or you can call an IT guy at a firm like Mann Consulting in downtown San Francisco. This is command central for customers in the midst of a crisis.
Co-founder Harold Mann says his office can be like a hospital emergency room. "We have the same challenges where we have to counsel people and comfort them during stressful times while also practicing our craft, which is getting their machines to work," he says.
Getting machines to work is an essential part of the job, but so is making the customer feel better. And tech geeks are famous for not being very good at that.
The British comedy series The IT Crowd gets laughs because it nails that modern-day trope. Two of its main characters, Maurice Moss and Roy Trenneman, answer phone calls from distressed computer users and treat them with disdain or give incoherent technical explanations.
Mann, who has a staff of 16, says those are the kinds of people he doesn't want to hire. "There's no question that pure engineering talents does not make for a great IT person," he says. "We have to do a lot of vetting when we hire people to find people who are kind, not just brilliant."
Many of Mann's clients say they find him kind.
Fred Goldberg, a retired advertising executive, has been working with Mann for two decades. "I always kid him," Goldberg says. "I say, 'What'd you take a lesson on human behavior this morning?' But it's good. I'm sure it gives comfort to a lot of people."
One of the top strategies for managing relationships at work is to always maintain an appropriate level of humor. It doesn't pay to be goofy, but a few running jokes and inside humor can lighten those hard days when you'd otherwise be inclined to beat your head against the wall or cry out in frustration. Keep your sense of humor, even when the going gets rough. Spend a little time away from the office together if you can. Share some personal events. Don’t base your entire relationship on trouble tickets and backups.
Another, perhaps related, tactic is to remember that you are not your job. I've had to remind myself of this time and time again. To a large degree, I often let my career become too big a part of my self-definition. One way around this -- other than having a deeply satisfying personal life (which hasn't always worked for me) -- is to base some part of your professional identity well beyond the walls of the building in which you work. Join professional organizations. Meet people at conferences and stay in touch. Develop and share tutorials on those things you're really good at. Find ways to use your skills that provide you with an independent sense of your worth. And don’t lose track of the fact that your coworkers are not their jobs either.
Try to avoid becoming isolated, even when your work is primarily independent of the work of your coworkers. For several years, I worked for a guy who cut me off from everything else going on in our division. He'd drop by my office once a week to ask what I'd been working on and then disappear for a week while maintaining conspiracy theories about how his boss was intent on making everything we worked on fail. Having connections outside the company -- my writing and part-time teaching -- helped me deal with the isolation, but I don't ever want to work like that again. In retrospect, I should have found some way to better understand and deal with whatever politics were feeding this situation, but I survived and he didn't.
Another lesson -- behave professionally. Make peace with your big disappointments without allowing resentment to build up, leaving you bitter or impacting the quality of your work or your relationships with your coworkers.
April 05, 2014 | itworld.com
Unix admins generally work a lot of hours, juggle a large set of priorities, get little credit for their work, come across as arrogant by admins of other persuasions, tend to prefer elegant solutions to even the simplest of problems, take great pride in their ability to apply regular expressions to any challenge that comes their way....
You can spend 50-60 hours a week managing your Unix servers and responding to your users' problems and still feel as if you're not getting much done or you can adopt some good work habits that will both make you more successful and prepare you for the next round of problems.
- Habit 1: Don't wait for problems to find you. One of the best ways to avoid emergencies that can throw your whole day out of kilter is to be on the alert for problems in their infancy. I have found that installing scripts on the servers that report unusual log entries, check performance and disk space statistics, report application failures or missing processes, and email me reports when anything looks "off" can be of considerable value. The risks are getting so much of this kind of email that you don't actually read it or failing to notice when these messages stop arriving or start landing in your spam folder. Noticing what messages *aren't* arriving is not unlike noticing who from your team of 12 or more people hasn't shown up for a meeting.
Being proactive, you are likely to spot a number of problems long before they turn into outages and before you users notice the problems or find that they can no longer get their work done. It's also extremely beneficial if you have the resources needed to plan for disaster. Can you fail over a service if one of your primary servers goes down? Can you rely on your backups to rebuild a server environment quickly? Do you test your backups periodically to be sure they are complete and usable? ....
- Habit 2: Know your tools and your systems. Probably the best way to recognize that one of your servers is in trouble is to know how that server looks under normal conditions. If a server typically uses 50% of its memory and starts using 99%, you're going to want to know what is different. What process is running now that wasn't before? What application is using more resources than usual?
... ... ...
- Habit 3: Prioritize, prioritize, prioritize. Putting first things first is something of a no brainer when it comes to how you organize your work, but sometimes selecting which priority problem qualifies as "first" may be more difficult than it seems. ....
- Habit 4: Perform post mortems, but don't get lost in them ...If you do figure out why something broke, not just what happened, it's a good idea to keep some kind of record that you or someone else can find if the same thing happens months or years from now. As much as I'd like to learn from the problems I have run into over the years, I have too many times found myself facing a problem and saying "I've seen this before ..." and yet not remembered the cause or what I had done to resolve the problem. Keeping good notes and putting them in a reliable place can save you hours of time somewhere down the line.
- Habit 5: Document your work. In general, Unix admins don't like to document the things that they do, but some things really warrant the time and effort. I have built some complicated tools and enough of them that, without some good notes, I would have to retrace my steps just to remember how one of these processes works. ...In fact, I sometimes have to stop and ask myself "wait a minute; how does this one work?" Some of the best documentation that I have prepared for myself outlines the processes and where each piece is run, displays data samples at each stage in the process and includes details of how and when each process runs.
- Habit 6: Fix the problem AND explain. Good Unix admins will always be responsive to the people they are supporting, acknowledge the problems that have been reported and let their users know when they're working on them. If you take the time to acknowledge a problem when it's reported, inform the person reporting the problem when you're actually working on the problem, and let the user know when the problem has been fixed, your users are likely to feel a lot less frustrated and will be more appreciative of the time you are spending helping them....
- Habit 7: Make time for yourself. As I've said in other postings, you are not your job. Taking care of yourself is an important part of doing a good job. Don't chain yourself to your desk. Walk around now and then, take mental breaks, and keep learning -- especially things that interest you. If you look after your well being, renew your energy, and step away from your work load for brief periods, you're likely to be both happier and more successful in all aspects of your life.
Read more of Sandra Henry-Stocker's Unix as a Second Language blog and follow the latest IT news at ITworld, Twitter and Facebook.
In its quest to take down suspected terrorists and criminals abroad, the United States National Security Agency has adopted the practice of hacking the system administrators that oversee private computer networks, new documents reveal.
In its quest to take down suspected terrorists and criminals abroad, the United States National Security Agency has adopted the practice of hacking the system administrators that oversee private computer networks, new documents reveal.
The Intercept has published a handful of leaked screenshots taken from an internal NSA message board where one spy agency specialist spoke extensively about compromising not the computers of specific targets, but rather the machines of the system administrators who control entire networks.
Journalist Ryan Gallagher reported that Edward Snowden, a former sys admin for NSA contractor Booz Allen Hamilton, provided The Intercept with the internal documents, including one from 2012 that’s bluntly titled “I hunt sys admins.”
According to the posts — some labeled “top secret” — NSA staffers should not shy away from hacking sys admins: a successful offensive mission waged against an IT professional with extensive access to a privileged network could provide the NSA with unfettered capabilities, the analyst acknowledged.
“Who better to target than the person that already has the ‘keys to the kingdom’?” one of the posts reads.
“They were written by an NSA official involved in the agency’s effort to break into foreign network routers, the devices that connect computer networks and transport data across the Internet,” Gallagher wrote for the article published late Thursday. “By infiltrating the computers of system administrators who work for foreign phone and Internet companies, the NSA can gain access to the calls and emails that flow over their networks.”
Since last June, classified NSA materials taken by Snowden and provided to certain journalists have exposed an increasing number of previously-secret surveillance operations that range from purposely degrading international encryption standards and implanting malware in targeted machines, to tapping into fiber-optic cables that transfer internet traffic and even vacuuming up data as its moved into servers in a decrypted state.
The latest leak suggests that some NSA analysts took a much different approach when tasked with trying to collect signals intelligence that otherwise might not be easily available. According to the posts, the author advocated for a technique that involves identifying the IP address used by the network’s sys admin, then scouring other NSA tools to see what online accounts used those addresses to log-in. Then by using a previously-disclosed NSA tool that tricks targets into installing malware by being misdirected to fake Facebook servers, the intelligence analyst can hope that the sys admin’s computer is sufficiently compromised and exploited.
Once the NSA has access to the same machine a sys admin does, American spies can mine for a trove of possibly invaluable information, including maps of entire networks, log-in credentials, lists of customers and other details about how systems are wired. In turn, the NSA has found yet another way to, in theory, watch over all traffic on a targeted network.
“Up front, sys admins generally are not my end target. My end target is the extremist/terrorist or government official that happens to be using the network some admin takes care of,” the NSA employee says in the documents.
When reached for comment by The Intercept, NSA spokesperson Vanee Vines said that, “A key part of the protections that apply to both US persons and citizens of other countries is the mandate that information be in support of a valid foreign intelligence requirement, and comply with US Attorney General-approved procedures to protect privacy rights.”
Coincidentally, outgoing-NSA Director Keith Alexander said last year that he was working on drastically cutting the number of sys admins at that agency by upwards of 90 percent — but didn’t say it was because they could be exploited by similar tactics waged by adversarial intelligence groups. Gen. Alexander’s decision came just weeks after Snowden — previously one of around 1,000 sys admins working on the NSA’s networks, according to Reuters — walked away from his role managing those networks with a trove of classified information.
December 27, 2013 | Slashdot
lkcl writesssufficool (1836898)
"After the reports on SSD reliability and after experiencing a costly 50% failure rate on over 200 remote-deployed OCZ Vertex SSDs, a degree of paranoia set in where I work. I was asked to carry out SSD analysis with some very specific criteria: budget below £100, size greater than 16Gbytes and Power-loss protection mandatory. This was almost an impossible task: after months of searching the shortlist was very short indeed. There was only one drive that survived the torturing: the Intel S3500. After more than 6,500 power-cycles over several days of heavy sustained random writes, not a single byte of data was lost. Crucial M4: failed. Toshiba THNSNH060GCS: failed. Innodisk 3MP SATA Slim: failed. OCZ: failed hard.
Only the end-of-lifed Intel 320 and its newer replacement, the S3500, survived unscathed. The conclusion: if you care about data even when power could be unreliable, only buy Intel SSDs."So make the power reliable...nerdguy0 (101358) <lwalkeraNO@SPAMieee.org>
and get a UPS. Why blow more money on a slightly more reliable SSD when a UPS is so much cheaper?Dunbal (464142) * on Friday December 27, 2013 @05:01PM (#45800499)
Re: So make the power reliable... (Score:2)
Or get an m500 which is basically a m4 with capacitor backup and newer NAND.
People who have "important data" and fail to make a backup copy - no matter which type of media they are using - deserve to lose their data. Seriously, what you said doesn't only apply to SSD's.
Consumer grade vs. Enterprise Grade (Score:5, Insightful)
Slightly more seriously than my last post, the S3500 was the only enterprise-grade SSD tested in that batch. Frankly, I have little sympathy for you if you expected consumer-grade SSDs to perform like Enterprise-grade SSDs in a mission-critical application.
Consumer grade drives, even/especially the "high performance" ones that will often benchmark better than the "overpriced" enterprise drives, ain't designed to have perfect data retention. Of course, consumer or enterprise, any drive can fail and appropriate measures including RAID and backup* should always be in place no matter what type of drive you have.
* Yes, RAID != backup, I know, don't bother making that post.
August 08, 2013
"Research from Seagate suggests that hybrid hard drives in general use are virtually as good as solid state drives if they have just 8GB of solid state memory.
The research found that normal office computers, not running data-centric applications, access just 9.58GB of unique data per day. 8GB is enough to store most of that, and results in a drive which is far cheaper than an all-Flash device.
Seagate is confident enough to ease off on efforts to get data off hard drives quickly, and rely on cacheing instead. It will cease production of 7200 RPM laptop drives at the end of 2013, and just make models running at 5400 RPM."
Hmmm. Kinda reminds me of a story I once heard about IBM: that it took a huge amount of data gathering and persuasion to get IBM to adopt a new, or changed, policy/strategy/tactic. But that once adopted, having been through an exhausting process of approval, it was all but impossible to stop it, even when circumstances had significantly changed.
Or, in short, "this was approved and supported by (ex)President, and economics guru Larry Summers, so it must be right for all time".
The price of fiscal success is eternal (and repeated, and systematic) vigilance ?
July 18, 2013 | Slashdot
Since they do mail hosting (Score:2)
Since they do mail hosting that's probably half right and a large proportion of them are mail servers. It probably works well most of the time, but I've only ever been exposed to that side of their business due to an utterly stupid fuckup that took them a week to resolve because that's how long the trouble ticket queue is - that's how little respect they had for their client with more than twenty thousand email accounts.
I wasn't working for that client of theirs but instead trying to contact someone there while their Microsoft hosted email was down for a week.
Re:How do you calculate space and power... (Score:2)
While running VMs is more flexible, is there too much overhead in the tradeoff? Especially with a million servers and all.
Which does need some consideration. Supposedly, in a perfect virtualized environment you'd see about 2-3% knocked off, in a headless configuration (no preferred guest OS VM installed on top of the host) and with perfect loading. However it's an imperfect world and no matter how you automagically mix and match loads, assuming it's allowed for those guests (think HIPAA, etc.), you're going to see more inefficiency. How much? No one seems to be releasing real numbers that I know of. It's quite literally a billion dollar question for the host providers and perhaps a trillion dollar question for the world.
-- "The most deadly words for an engineer. 'I have an idea.'"
Re:How do you calculate space and power... (Score:3)
Not really. Microsoft's Quincy data center started virtualizing servers and they saved so much electricity that they didn't hit Bonneville Power Association's target energy usage to qualify for the huge discount they normally get.
To make up the difference they opened all the vents in the middle of winter, turned the heaters on full blast, and burned $70,000 in electricity in a week. The renegotiated the next year's contract with the BPA so they haven't had to repeat that particular bit of foolishness.
-- "Think about how stupid the average person is. Now, realise that half of them are dumber than that." - George Carlin
June 4, 2013 | Economist's View
Quick one, then I have to figure out how to get to Toulouse (missed connection, in Paris now ... but should be able to get there ... long day so far):Is the Information Technology Revolution Over?, by David M. Byrne, Stephen D. Oliner, and Daniel E. Sichel, FRB: Abstract: Given the slowdown in labor productivity growth in the mid-2000s, some have argued that the boost to labor productivity from IT may have run its course. This paper contributes three types of evidence to this debate. First, we show that since 2004, IT has continued to make a significant contribution to labor productivity growth in the United States, though it is no longer providing the boost it did during the productivity resurgence from 1995 to 2004. Second, we present evidence that semiconductor technology, a key ingredient of the IT revolution, has continued to advance at a rapid pace and that the BLS price index for microprocesssors may have substantially understated the rate of decline in prices in recent years. Finally, we develop projections of growth in trend labor productivity in the nonfarm business sector. The baseline projection of about 1¾ percent a year is better than recent history but is still below the long-run average of 2¼ percent. However, we see a reasonable prospect--particularly given the ongoing advance in semiconductors--that the pace of labor productivity growth could rise back up to or exceed the long-run average. While the evidence is far from conclusive, we judge that "No, the IT revolution is not over."
CommentsDarryl FKA Ron said...The pickup reflects ongoing advances in IT and an assumption that those gains and innovations in other sectors spur some improvement in multifactor productivity (MFP) growth outside of the IT sector relative to its tepid pace from 2004 to 2012.5 These developments feed through the economy to provide a modest boost to labor productivity growth.Darryl FKA Ron said in reply to Darryl FKA Ron...
[Using technology to replace people or make them more productive, generally considered the same thing, is one form of productivity increasing technology integration. Automating accounting functions from producing bills to meter reading or selling your goods on the WWW were examples of the revolution of picking low hanging fruit. Using technology to manage systems in ways that people could not realistically accomplish is another way of increasing productivity. From running power production and distribution, traffic lights, and just in time manufacturing integrated with ERP accounting systems from order entry through to shipping and general ledger were other ways of increasing productivity. The green fields of labor replacement have largely been sewn. The green fields of automated systems management are without end. Economists have a limited lens into operations with metrics that often confuse value and price.]IOW, the MFP is underpriced because its marginal benefits get absorded by price competition.squidward said in reply to Darryl FKA Ron...Economists have a limited lens into operations with metrics that often confuse value and price.john personna said...
That can be very true when looking at it qualitatively. Google or Amazon could be loading your browser with cookies and data mining your online habits to maximize sales. Their increases in revenue don't help the average consumer much other than consume more. It's not quite the same brave new world we had with the advent of online banking, bill paying and 24 hr shopping with home delivery.
I would have to agree that now marginal increases in productivity due to IT aren't giving the same marginal increases in value to the end consumer.As I understand it, middle class incomes have fallen as productivity has risen. Doesn't that make a productivity centered view much less interesting to compassionate observers?reason said in reply to john personna...Not sure, but it makes redistribution more interesting.Fred C. Dobbs said...Julio said in reply to Fred C. Dobbs...
Yesterday I watched three techs work for two hours to get a laser printer going again that had been working fine Friday, but now was down due to 'network problems', so I would have to say, yeah, it could be over.I watched the same scene twenty years ago, and it was a crappy dot-matrix printer that cost ten times as much.john personna said in reply to Julio...
What does it all mean?I suspect that techs stretched out a ticket, then and now.Fred C. Dobbs said in reply to Fred C. Dobbs...
Such problems, which are infrequent, seem to be invariably network-related. Network support techs
are in short supply so 'everything else' is always tried first, even when that doesn't make much sense.
KJMClark said...ezra abrams said...
If economists at the FRB are still getting paid to ruminate on whether the IT revolution is over, then the IT revolution is not over. We'll know it's nearly over when we're replacing all but the top level of economists with intelligent software. (The top level will be helping the top-level software developers write the software.) We'll know it's completely over when the politicians decide we've had enough of the experiment of replacing people with machines. Or, rather, when we get the intelligent machines' responses to the politicians saying we're done.jt said...
ya know, if u economist ever got outta yr offices, and did some real work...
You would find that the gains yet to be realized from the IT revolution are IMMENSE
People like myself, highly paid and educated PhDs, we can all be dispensed with
or, how about an earpiece that in real time tells a trial lawyer, *while s/he is in court*, what ruling he needs to cite to rebut a just made oral argument...
or CAD software that allows automotive design engineers to shave 10% of the weight of a car in an iteritve fashion (lower the weight of one component; therefore suspension can be less sturdy, in turn you then need less horsepower due to the lower wieght...)
or software that can solve Navier stokes for non laminair flow at high reynolds number
i mean, seriously, the it revolution is over ?
I'm sure they said the same thing about RailRoads and the tansportation revolution in, say 1890Michael Gamble:
Couldn't automation lead to declining gross productivity via underemployment of displaced workers into low productivity jobs (services)? In fact, one could argue that the dual mandate of monetary policy will produce exactly this outcome. Labor income distributions seem to confirm this split in the labor market. The more interesting comparison, is in industry that use a lot of IT, has their productivity improved?Observer said in reply to Michael Gamble...
Computer technology with out software is just a paperweight. The technology revolution is stalled but not over. The problem as I see it and it seems to be everywhere is not nearly enough people paying for custom software development done in house.
Every company any bigger than a few employees needs someone on staff who manages software purchases, installation and the creation of custom software to make the bridge between a lot of chimerical software, but no one wants to pay for it.
I don't blame them mind you there has been a lot of over hyping going on by the big players in the industry for years. And looking around you would think your entire business could be run from your phone with all the advertising, technology and hype put in to mobile phones?I used to lead teams that built custom software for internal use. The ROI can be high under the right conditions, but Commercial Off The Shelf is often a better solution. It depends. My off the cuff guess is that custom is hard to justify for a small business, except in very special cases.Jerry said...
Custom software that actually supports business critical processes tends to be quite expensive, with reason.
Another reason to avoid custom software is risk mitigation. A business that relies on software built by one "someone on staff" is running a real risk if/when that someone leaves.
Part of the unwillingness to pay is that people's expectations are influenced by consumer software price points, $0 to a few hundred dollars.A secondary inhibiter might be the growing mess in the software patent world. There seems to be an increasing reluctance to make an investment because of the patent toes that might get tweaked.squidward said in reply to Jerry...Second Best said...
This is very true, the whole tech industry is a mess with antiquated patent law. You have to wonder how many products aren't being brought to market because a smaller company can't afford to get in a heavy weight patent brawl a la Samsung v. Apple.
I'm no expert but I have always wondered why writing code isn't more analogous to copyrighting than inventing and patenting. If we could incentivize more open source we could have more innovation.kievite said...
For the US, much of the IT revolution was over after the major carriers killed the internet revolution in its tracks, and it ain't coming back anytime soon.
See 'Captive Audience' by Susan Crawford.Sunny Liu said in reply to kievite...
Situation is enterprise datacenters definitely corresponds to definition of stagnation. We see a lot of cost cutting.
Percentage of custom software is small and getting smaller as Observer already noted above. Programmers are disappearing from the enterprise IT departments.
At the same time a new dangerous trend is in place. Some "of-the-shelf" packages on which enterprise depends are problematic with some subsystems close to junk or even harmful (SAP/R3, some IBM products, etc). Moreover there is now a new type of enterprise software vendors who are specializing in selling completely useless or even harmful software on the pure strength of marketing (plus fashion). Vendor which try to capitalize on ignorance of a typical IT management layer.
Like Kolmogorov once said "You can't overestimate the level of ignorance of the audience". That was about different audience, but fully applicable here. So snake oil salesmen in IT are making good money, may be better than honest sailmen.
But the problems with "off-the-shelf" packages are increasing due to their often unwarranted complexity (which serves mainly as barrier of entry for competitors), or just complexity for the sake of complexity.
This and the fact that generally software is a the most complex artifact invented by mankind lead to the level of understanding of existing packages and operating systems that can be called dismal. Even people who "should know" often look like coming from the pages of "The Good Soldier Švejk" or "Catch 22". One Unix group manager in a large company that I used to know for example did not understand the fact that IBM Power servers and Intel servers are based on CPU with two different architectures. When at the meeting I realized that my jaw simply dropped.
People who saw the software evolution from its humble beginning and can understand internals and nature of compromises taken in existing hardware and software are now close to retirement and in the new generation such people are exceedingly rare.
That is true for operating systems such as Linux or Solaris, this is even more true for web-related software such as Apache, MediaWiki, Frontpage, etc. As a result a lot of things are "barely run" and a lot of system are bought just because people have no clue that already bought systems can perform the same functions.
This is also true about Office, especially Excel. One think that I noticed that the level of knowledge of Excel is really dismal across the enterprise. I would agree with "squidward" that for office (but only for office) "I would have to agree that now marginal increases in productivity due to IT aren't giving the same marginal increases in value to the end consumer. ". But that's for office only. Cars, homes, etc are still "terrra incognita".
But while internally everything looks rotten, externally situation looks different: there is unending assault of automation on existing jobs. So JT is on something when he asks the question "The more interesting comparison, is in industry that use a lot of IT, has their productivity improved?" Yes and to the extend that many workforce cuts are permanent and moreover cuts might continue.
As for statement "For the US, much of the IT revolution is over" I doubt it. Computer will continue to eat jobs. The "cutting edge" simply moved elsewhere and one hot area are various robotic systems. Here is one example:
"IBM is using robots based on iRobot Create, a customizable version of the Roomba vacuum cleaner, to measure temperature and humidity in data centers. The robot looks for cold zones (where cold air may be going to waste instead of being directed to the servers) and hotspots (where the air circulation may be breaking down. IBM is putting the robots to commercial use at partners — while EMC is at an early stage on a strikingly similar project."
Both home and datacenter are huge application areas. Even in consumer electronics what we have is still very primitive in comparison with what is possible on the current hardware. That is true for smartphones, tablets and other mass gargets. And it is even more true for home. For example for older people a cutting edge computer technology can probably provide the level of service comparable with the level of service of nursing home. Automated cook who accepts a simple menu and deliver dishes is already feasible automation. Currently the cost will be high but gradually it will drop and quality of service improves. One interesting area is saving energy. How many people here have home network which integrates thermostat, outdoor and indoor lights, and security system. And probably nobody here has computer automated shades on windows.
Autonomous datacenters with robot service are in my opinion an interesting development which in many cases can serve as "distributed cloud".
I agree. That was a wonderfully informative post, and thank you for that. I also don't think it's even close to over not just because of robotics but also because of machine learning. The implications for data mining and big data are enormous, and the research being done in those fields are still yet to be fully utilized.
Right now, machine learning and big data are advancing research in biology, but what about the optimizations possible in pharmaceuticals or manufacturing?
not sure if this qualifies as IT. Not even sure if that is a meaningful distinction, but as a distributor I can't help thinking that 3D printers will have a profound impact on both manufacturing and distribution.
The issue now becomes whether the technology will transform manufacturing more broadly. At the moment, 3D printing is a small part of the economy. The printers are typically slow, and the material they use is expensive and inconsistent. As the industry advances, however, printing on demand could reduce assembly lines, shorten supply chains, and largely erase the need for warehouses for many companies. Cutting back on shipping and eliminating the waste and pollution of traditional manufacturing could be an environmental boon.
The software revolution is over, just the same way the written word revolution ended in 1900.
Does increased labor productivity increase living standards? What if the products are lower quality and either must be disposed of sooner than if they were of higher quality or incur greater lifecycle service costs than if they were of higher quality? If increased productivity degrades the natural environment (air, water, soil, food) are living standards increased? If productivity numbers increase because more people are unemployed or under employed or suffer stagnant or lower wages from globalization has the standard of living increased?
Looking at aggregate data glosses losers and winners. For the last three decades the winners are relatively fewer in number but grabbing a greater share of GDP, while the loser are vastly greater in number and have fewer opportunities to be winners other than through random luck (marriage, inheritance, connections).
Is IT innovation necessarily good or more productive? The increase in semiconductor performance (pick your metric) at a given price, or even lower price, will not increase productivity if you already have all the IT performance you can use. In some cases, it might reduce productivity. E.g., having larger hard drives means more data will be collected (data collects to fill the space available: Shillock’s Second Law of Storage). Unless one has efficient methods to keep track of it all then searching for it will reduce productivity. Also, access and seek times have not improved linearly with capacity. Another hit to productivity from IT. This is why the Fed’s incorporation of a “hedonic index” for microprocessors into its price index muddies the water (c.f. p. 8)
What if some IT innovation gives a company a competitive edge such as happened in finance? Others are compelled to adopt it ASAP but that does not necessarily make the financial industry more productive. Indeed, it facilitated fraud on a massive scale that caused the Great Recession while leaving insiders vastly wealthier for it. It could be argued that IT innovations have facilitated the increasing and increasingly server financial crises over the past three decades, if only because they create the delusion among users that they know more than they do thereby feeding their hubris.
The Dictatorship of Data http://www.technologyreview.com/news/514591/the-dictatorship-of-data/
Most of the gains to productivity from IT are in two areas. First, is that large financial and reservation systems. These run on IBM mainframes. The second is the application of smaller computers to manufacturing to run tools. The vast amount of PC level IT probably reduces productivity because most people do not know how to use it. Word processors allow more people to take more time making their emails and interoffice memos grammatically better and with fewer spelling errors. Most people have little clue how to use spreadsheets, even Rinehart and Rogoff were challenged. PowerPoint and similar PC apps are great for enabling the incompetent and ignorant to appear otherwise, which accounts for their popularity. They are the lingua franca of IBM. So far Facebook, Twitter, LinkedIn, etc. are a great waste of time for the neurotically self-conscious and self-important.
Economics is a literary genre in which contestants focus only on the numbers and usually those they like then use their imaginations to spin stories about the numbers. Audiences then vote on which story they find most pleasing.
April 30, 2013 by James Kwak | 18 Comments By James Kwak
Yesterday’s Wall Street Journal had an article titled “Foosball over Finance” about how people in finance have been switching to technology startups, for all the predictable reasons: The long hours in finance. “Technology is collaborative. In finance, it’s the opposite.” “The prospect of ‘building something new.’” Jeans. Foosball tables. Or, in the most un-self-conscious, over-engineered, revealing turn of phrase: “The opportunity of my generation did not seem to be in finance.”
We have seen this before. Remember Startup.com? That film documented the travails of a banker who left Goldman to start an online company that would revolutionize the delivery of local government services. It failed, but not before burning through tens of millions of dollars of funding. There was a time, right around 1999, when every second-year associate wanted to bail out of Wall Street and work for an Internet company.
The things that differentiate technology from banking are always the same: the hours (they’re not quite as bad), the work environment, “building something new,” the dress code, and so on. They haven’t changed in the last few years. The only thing that changes are the relative prospects of working in the two industries—or, more importantly, perceptions of those relative prospects.
Wall Street has always attracted a particular kind of person: ambitious but unfocused, interested in success more than any achievements in particular, convinced (not entirely without reason) that they can do anything, and motivated by money largely as a signifier of personal distinction. If those people want to work for technology startups, that means two things.
- First, they think they can amass more of the tokens of success in technology than in finance.
- Second—since these are the some of the most conservative, trend-following people that exist—it means they’re buying at the top.
Mar 27, 2013 | Slashdot
Posted by SoulskillOrome1 writes
"The number of IT professionals considering leaving their job due to workplace stress has jumped from 69% last year to 73%. One-third of those surveyed cited dealing with managers as their most stressful job requirement, particularly for IT staff in larger organizations. Handling end user support requests, budget squeeze and tight deadlines were also listed as the main causes of workplace stress for IT managers. Although users are not causing IT staff as much stress as they used to, it isn't stopping them from creating moments that make IT admins want to tear their hair out in frustration. Of great concern is the impact that work stress is having on health and relationships. While a total of 80% of participants revealed that their job had negatively impacted their personal life in some way, the survey discovered some significant personal impact: 18% have suffered stress-related health issues due to their work, and 28% have lost sleep due to work."
Re:IT admins are special (Score:5, Insightful)
lots of jobs really suck, and lots of people are stressed to the point of health impacts and have considered quitting. Many of these jobs pay significantly less than IT wages.
Whenever I get stressed out, I remember the jobs I did before/while I was in college, and I'm happy to be where I am. I can't imagine what today's grads do without any work experience at low-wage McJobs. Consider quitting I guess?
Re:IT admins are special (Score:4, Insightful)
Admin is just a step up from help desk, hang out too long and it will begin to suck badly. If you fail to increase your skills (most admins) and your ability to add value, then it will start to suck badly after a number of years--it's boring.
How many servers can you provision or user accounts can you setup before pulling your fucking hair out?
Learn to code, become a professional DBA, or acquire some more skills that makes you valuable, like perhaps getting involved with business intelligence.
Admins are a commodity. Yes, it is easy to hang out and collect a paycheck, but don't whine when your value wanes and people direct you around like a monkey boy.
i kan reed
Re:IT admins are special (Score:5, Insightful)
As an software engineer(and thus not an IT admin), IT admins have it much worse than most middle class office workers. They get shit on over the smallest thing, and are the only IT employees who are expected to deliver within minutes of being asked. I don't think it's a stretch to say their stress levels might be higher than yours.
Re:IT admins are special (Score:5, Interesting)
In terms of certain job expectations they are. These include longer hours and working weekends and during the 3rd shift.
A lot of mundanes don't understand this. They hear that you've got some office job and they don't understand why you would be working those kinds of hours.
Clueless spouses can add to the stress level. Even spouses that are part of the workforce can be ignorant and unsympathetic.
Re:IT admins are special (Score:4, Funny)
No your wife will not understand no matter what your job is. She will undoubtedly have worked more then you did, no matter what.
That is only $48k. That is terrible pay for sysadmin work.
Personally I was supporting Windows, Linux, and Apple... So no, not just windows. I also was not the only one, I worked with admins from a dozen companies from time to time and pay varied from $40k-55k. Those making $55k were in their 50's and had started (often at these companies) during the 70's or at most 80's...
Lying liars and the lies they lie about (Score:5, Informative)
Only 73% have considered quitting? The other 27% are lying to you, probably because they're worried that the survey is being snooped on by the corporate Barracuda firewall.
Rapid change in IT is the problem (Score:3)
When IT and computer/internet field in general settle down and become mature, things will get better.
Right now there's just too many new technolgies and buzzwords and platforms and architecture and paradigms popping up, and pointy-haired managers and VPs all want to implement this and that and oh by the way make it work with our legacy system and nothing better get lost or you're fired.
Re:Rapid change in IT is the problem (Score:5, Insightful)
It's not a matter of maturity. Many organizations hide behind the disclaimer "we are not an I.T. company", despite having sizable I.T. departments. And despite having this sizable department, which offers mission-critical applications and infrastructure, zero effort is made towards working smarter. Problems are fixed with mandatory overtime, cutting staffing/costs, and "quick-and-dirty" fixes to long standing problems.
I think some companies are starting to understand that their project management methodologies are flawed, but most cannot connect the concepts of "software debt" to decreasing marginal output in their I.T. efforts. An hour of work today is less effective than in the past because you are paying "interest" on your previous bad decisions.
I think that the 27% is reflective of companies that can connect the longevity and cost-effectiveness of I.T. systems to proper project planning, management, and I.T. expertise. Whether or not this is an upper-bound remains to be seen, because a lot of organizations simply don't understand that inventing your own project management ideas dooms you to repeating the same failures that have happened over the last 50 years.
Thats why your #1 priority in an interview is: (Score:5, Insightful)
Picking your boss. If you're not up a creek looking for work, that interview is to let you meet your managers, talk to some workers about the managers.
When I started working it was "If I can just get in the door"
When I was in my 20's it was "What cool things will this job do for me"
Now That i'm in my 30's its "Will I be able to work with these people"
It's about being "Always on" (Score:5, Insightful)
I'm an IT professional and more than once I've thought about quitting, especially when I was doing high-stress consulting. Clients treat you like meat, like "the help." They have no problem waking you up at 5AM with nonsense problems. If you don't answer and do it politely, they call your boss and then your job/livelihood is in jeopardy.
This isn't just a 9-5 thing where, when you leave the office, you're no longer on the hook -- it's always happening. Sometimes, you're at a bar at 10PM and you get an urgent call -- pick it up, and you in your tipsy state are now on the hook to resolve an important issue.
The fear of getting these calls has made me stay home sometimes when I could have been being social, and not travel away on vacation when I knew some action was going on I'd be needed for. It creates a lot of stress to be depended on so much, and now with telecommuting, you're expected to be responsive at all times wherever you are.
It's a lot of stress even in the best setup/most-redundant environments, and the job is not for everyone. And when projects come up that are difficult and highly user-facing, it's hard to avoid this type of a situation.
Re:It's about being "Always on" (Score:2)
How is that different from being... a doctor, a fireman, a nuclear plant operator, a plumber, or an electrical line repairman?
Welcome to the world of essential services. When your job is to keep things working, you don't get to pick your hours cause shit happens.
Another Ex-IBMer says:
April 18, 2012 at 9:28 am
The current level of EPS was reached by a combination of two things: (1) offshoring jobs and (2) killing the pension fund (IBM stopped contributing to its pension fund in 2007 – all subsequent benefit dollars have gone into 401k plans). Lots of other shenanigans too of course, documented well in the book “Retirement Heist: How Companies Plunder and Profit from the Nest Eggs of American Workers” by Ellen Schultz.
Since (2) has already been done, to redouble EPS again to $20 per share will require an even greater rate of US job elimination than we have seen in the past.
They have also done other little things. Yes, retirees can purchase health insurance through IBM, but retirees are placed into their own insurance pool rather than being co-insured with all employees. Result: (much) higher rates. Result of higher rates: retirees cannot afford health insurance ==> retirees die sooner ==> lower pension costs for IBM ==> higher EPS!
- gavin says:
I’m amazed that IBM offers former employees health insurance at all. The trend is not to insure anyone who isn’t currently employed, and then offer only scant overpriced difficult to collect insurance. 40,000 Americans die for lack of health care every year in a health care system ranked 37 in the world after all other developed countries. So ex-IBM employees seem to have it better than most.
- sadIBMer says:
If the US is ranked 37, why do people from almost every other country come to the US for health care? Doesn’t make sense to me.
- gavin says:
There are certain clinics that cater to the megarich that provide “the best” care. Corrupt elites from all over the world come to get treatment there for certain conditions. Other such clinics exist for other conditions in other parts of the world. Average people in your country couldn’t afford them even with insurance. I think most Americans understand that they are going to be getting the 37th in the world treatment…or worse. It’s well recognized that most rural areas in the U.S. have treatment standards lower than many third world countries.
- Ronc says:
The clinics exist because they are allowed to exist and thrive. That fact pushes medical progress forward which eventually benefits others just like any other technology.
- Seenitall says:
That ranking of 37th is based on the WHO formula of ‘consistency over quality’. Since the US has the greatest healthcare in the world, when you can afford it, yet offers only minimal coverage for it’s poor, the disparity gives the US a poor ranking. IOW, a country can have very poor healthcare, but if it’s consistent for all of the population, the country will receive a high rank.
- jim says:
The WHO ranking takes into account such factors as %insured, infant mortality,life expectancy, etc. The US does not rank in the top 5 in any of these categories, yet has a cos health care much higher than other developed countries. The health care most middle class Americans receive is no better, but more expensive than their counterparts in Europe and Japan. The care provided to the poor is well below the standard in developed countries.
Despite the fact that technology plays an increasingly important role in the economy, IT wages remain persistently flat. This may be tech's inconvenient truth.
The still sluggish U.S. economy gets most of the blame for this wage stagnation, but factors such as outsourcing and automation also contribute to the problem, say analysts.
"IT salaries have not really kept pace with inflation," said Victor Janulaitis, the CEO of Janco Associates, which reports on IT wage compensation.
In 2000, the average hourly wage was $37.27 in computer and math occupations for workers with at least a bachelor's degree. In 2011, it was $39.24, adjusted for inflation, according to a new report by the Economic Policy Institute (EPI).
April 7, 2010 | Enterprise Networking Planet
What happened to the old "sysadmin" of just a few years ago? We've split what used to be the sysadmin into application teams, server teams, storage teams, and network teams. There were often at least a few people, the holders of knowledge, who knew how everything worked, and I mean everything. Every application, every piece of network gear, and how every server was configured -- these people could save a business in times of disaster.
Now look at what we've done. Knowledge is so decentralized we must invent new roles to act as liaisons between all the IT groups. Architects now hold much of the high-level "how it works" knowledge, but without knowing how any one piece actually does work. In organizations with more than a few hundred IT staff and developers, it becomes nearly impossible for one person to do and know everything. This movement toward specializing in individual areas seems almost natural. That, however, does not provide a free ticket for people to turn a blind eye.
You know the story: Company installs new application, nobody understands it yet, so an expert is hired. Often, the person with a certification in using the new application only really knows how to run that application. Perhaps they aren't interested in learning anything else, because their skill is in high demand right now. And besides, everything else in the infrastructure is run by people who specialize in those elements. Everything is taken care of.
Except, how do these teams communicate when changes need to take place? Are the storage administrators teaching the Windows administrators about storage multipathing; or worse logging in and setting it up because it's faster for the storage gurus to do it themselves? A fundamental level of knowledge is often lacking, which makes it very difficult for teams to brainstorm about new ways evolve IT services. The business environment has made it OK for IT staffers to specialize and only learn one thing.
If you hire someone certified in the application, operating system, or network vendor you use, that is precisely what you get. Certifications may be a nice filter to quickly identify who has direct knowledge in the area you're hiring for, but often they indicate specialization or compensation for lack of experience.
Does your IT department function as a unit? Even 20-person IT shops have turf wars, so the answer is very likely, "no." As teams are split into more and more distinct operating units, grouping occurs. One IT budget gets split between all these groups. Often each group will have a manager who pitches his needs to upper management in hopes they will realize how important the team is.
The "us vs. them" mentality manifests itself at all levels, and it's reinforced by management having to define each team's worth in the form of a budget. One strategy is to illustrate a doomsday scenario. If you paint a bleak enough picture, you may get more funding. Only if you are careful enough to illustrate the failings are due to lack of capital resources, not management or people. A manager of another group may explain that they are not receiving the correct level of service, so they need to duplicate the efforts of another group and just implement something themselves. On and on, the arguments continue.
Most often, I've seen competition between server groups result in horribly inefficient uses of hardware. For example, what happens in your organization when one team needs more server hardware? Assume that another team has five unused servers sitting in a blade chassis. Does the answer change? No, it does not. Even in test environments, sharing doesn't often happen between IT groups.
With virtualization, some aspects of resource competition get better and some remain the same. When first implemented, most groups will be running their own type of virtualization for their platform. The next step, I've most often seen, is for test servers to get virtualized. If a new group is formed to manage the virtualization infrastructure, virtual machines can be allocated to various application and server teams from a central pool and everyone is now sharing. Or, they begin sharing and then demand their own physical hardware to be isolated from others' resource hungry utilization. This is nonetheless a step in the right direction. Auto migration and guaranteed resource policies can go a long way toward making shared infrastructure, even between competing groups, a viable option.
The most damaging side effect of splitting into too many distinct IT groups is the reinforcement of an "us versus them" mentality. Aside from the notion that specialization creates a lack of knowledge, blamestorming is what this article is really about. When a project is delayed, it is all too easy to blame another group. The SAN people didn't allocate storage on time, so another team was delayed. That is the timeline of the project, so all work halted until that hiccup was restored. Having someone else to blame when things get delayed makes it all too easy to simply stop working for a while.
More related to the initial points at the beginning of this article, perhaps, is the blamestorm that happens after a system outage.
Say an ERP system becomes unresponsive a few times throughout the day. The application team says it's just slowing down, and they don't know why. The network team says everything is fine. The server team says the application is "blocking on IO," which means it's a SAN issue. The SAN team say there is nothing wrong, and other applications on the same devices are fine. You've ran through nearly every team, but without an answer still. The SAN people don't have access to the application servers to help diagnose the problem. The server team doesn't even know how the application runs.
See the problem? Specialized teams are distinct and by nature adversarial. Specialized staffers often relegate themselves into a niche knowing that as long as they continue working at large enough companies, "someone else" will take care of all the other pieces.
I unfortunately don't have an answer to this problem. Maybe rotating employees between departments will help. They gain knowledge and also get to know other people, which should lessen the propensity to view them as outsiders
|USAIL||Digital Unix System Administation e-book||LDP e-books||Other e-books|
Update: Vladimir Vuksan has posted another mirror site located at http://www.unm.edu/~vuksan/100_linux_tips_and_tricks.pdf
Principles of system administration - Table of Contents
USAIL can be freely mirrored. A very useful resource...
Seven Sisters ;-)
****+ Lycos Directory Computers Operating Systems Unix Administration -- very good
**+ Yahoo! Computers and InternetSoftwareOperating SystemsUnix -- pretty week
AltaVista Simple Query Unix administration -- good, but low signal to noise ratio
Portals and collections of links
**** BigAdmin -- a really useful web site for Solaris administrators
[Apr 21, 1999] Linux Administration Made Easy by Steve Frampton, <email@example.com> v0.99u.01 (PRE-RELEASE), 21 April 1999. A new LDP book.
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"The unfortunate reality
of being a Systems Administrator is that sometime during your career, you will most likely run into
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to fix their system/email/whatever. This article focuses on how to deal with these kinds of issues."
The FreeBSD Diary -- System tools - toys I have found -- short discussion of last, swapinfo, systat, tops and z-tools.
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The Last but not Least
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Last updated: February 08, 2015