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Don’t Be a Michael Scott – Embrace Change in IT

febrero 20, 2014 Journey to the Cloud

By Ben Stephenson, Journey to the Cloud

One of the biggest impediments to the adoption of new technologies is resistance to change. Many IT departments are entrenched and content in the way they currently run IT. But as the technology industry continues to embrace IT-as-a-Service, IT departments must be receptive to change if they want to stay competitive.

I’m a big fan of the TV show The Office. In my opinion, it’s the second funniest series behind Seinfeld (and it’s a very close second). Dunder Mifflin Scranton Regional Manager Michael Scott is a quintessential example of a decision maker who’s against the adoption of new technologies because of fear, a lack of understanding, and downright stubbornness.

In the “Dunder Mifflin Infinity” episode in Season Four, the young, newly promoted hot-shot exec (and former intern) Ryan Howard returns to the Scranton branch to reveal his plan on how he’s going to use technology to revitalize the company. Part of his plan is the rollout of a new website that will allow Dunder Mifflin to be more agile and allow customers to make purchases online. Michael and his loyal sidekick (and part-time beet farmer) Dwight Schrute are staunchly opposed to this idea.

At this point in the episode Michael is against Ryan’s idea of leveraging technology to improve the business process out of pure stubbornness. Michael hasn’t heard Ryan’s strategy or thought out the pros and cons of leveraging technology to improve business processes. His mindset is simply “How can this new technology possibly be better than the way we have always done things?”

Maybe your company has always bought infrastructure and run it in house—so why change now? Well, running a hybrid cloud environment can provide better service to your end users and also contribute to cost savings. Regardless if you act or not, it’s something you need to keep an open mind about and look into closely. Dismissing the concept immediately isn’t going to do you any good.

Creed Bratton is the oldest employee in the Scranton office. After hearing Ryan’s announcement about implementing new technologies, Creed gets extremely worried that he’s going to get squeezed out of his job. He goes to Michael and shares his concerns that both their jobs may be in jeopardy. At this point, Michael is now against the adoption of technology due to a lack of understanding. Ryan’s plan is to retrain his employees so that they have the knowledge and skillset to leverage new technologies to improve the business—not to use it as a means to downsize the workforce.

This is similar to the fear that cloud computing will cause widespread layoffs of IT workers. This is not necessarily the case. It’s not about reducing jobs; it’s about retraining current employees to take on new roles within the department.

Ryan claims that the new website is going to significantly increase sales. Michael and Dwight set out on a road trip to win back several key customers whose accounts they have recently lost to competitors to prove to Ryan that they don’t need a website. Their strategy? Personally deliver fruit baskets. Each customer ends up turning them down because the vendors they are currently using have websites and offer lower prices.

In this case, Dunder Mifflin’s lack of IT innovation is directly affecting its bottom line. They’re making it an easy decision for customers to leave because they simply aren’t keeping pace with the competition. As a modern day IT department, you need to be leveraging technologies that allow people to do their jobs easier and in turn reduce costs for the organization. For example, by installing a SaaS-based marketing automation tool (i.e. HubSpot), your marketing team can automate workloads and spend more time generating leads for the sales team to drive revenue. By using Amazon, or another IaaS platform, you have the ability to buy only the capacity you actually need, saving on infrastructure hardware capital and maintenance costs. For workloads that make more sense running on-prem, creating a private cloud environment with a service catalog can streamline performance and give users the ability to choose and instantly receive the IT services they need.

At the end of the episode, an enraged Michael and Dwight head back to the office. On their way back, Michael’s GPS instructs him to take a right hand turn. Dwight looks at the screen and tells Michael that it’s saying to bear right around the bend, but Michael takes the sharp right trusting the machine and follows it…directly into a lake. Dwight shouts that he’s trained for this moment and jumps in the two feet of water to valiantly save Michael. When they get back to the office Michael announces “I drove my car into a [bleep] lake. Why you may ask did I do this? Well, because of a machine. A machine told me to drive into a lake. And I did it! I did it because I trusted Ryan’s precious technology, and look where it got me.” At this point, Michael is resisting technology because of fear.

In today’s changing IT landscape, embarking on new IT initiatives can be scary. There are risks involved, and there are going to be bumps along the way. (Full disclosure, Ryan ends up getting arrested later in the season for fraud after placing orders multiple times in the system—but you get the idea.)But at the end of the day, the change now taking place in IT is inevitable. To be successful, you need to carefully, and strategically, plan out projects and make sure you have the skillsets to get the job done properly (or use a partner like GreenPages to help).The risk of adopting new technologies is nothing compared to the risk of doing nothing and being left behind. Leave a comment and share how your organization is dealing with the changing IT landscape…or let me know what your favorite Office episode is…

If you’d like to talk more about how GreenPages can help with your IT transformation strategy, fill out this form!

Featured, IT infrastructure, IT security, Miscellaneous IT, virtual desktops

What IT Can Learn From Sochi

febrero 13, 2014 Journey to the Cloud

By Ben Stephenson, Journey to the Cloud

It’s no secret that the Winter Olympics in Sochi has had its fair share of problems. From infrastructure issues, to handling incidents, to security, to amenities for athletes, it seems like anything that could go wrong has gone wrong. So, what can IT learn from what has unfolded at Sochi?

Have your infrastructure in place beforehand

There are plenty of examples from Sochi about the proper infrastructure not being in place before the games started. There was unfinished construction around the city that consisted of exposed wires, uncovered manholes and buildings that weren’t finished. Many of the hotels were also unfinished. Some didn’t have working elevators, completed lobbies, or even running water (not to mention toilets that don’t flush). There’s a great picture circulating the web of an employee spray painting the grass green outside of an Olympic venue. Even the rings at the opening ceremonies malfunctioned. There were also safety concerns regarding the infrastructure of some of the ski / snowboard courses. The women’s downhill ski training runs were delayed after only three racers on the opening day because it was deemed too dangerous because one of the jumps was too big and athletes were “getting too much air.” In addition, Shawn White pulled out of the slopestyle event over safety concerns.

The first takeaway for IT from Sochi is to have your infrastructure in place and running properly before trying to start new projects. For example, if your organization is going to rollout a virtual desktop initiative you better take the proper steps beforehand to ensure a smooth rollout or you’re going to have a lot of angry people to deal with. For example, you need the correct WAN bandwidth between offices as well as the correct storage requirements in place for suitable performance. You also need to ensure that you have the correct network infrastructure in place beforehand to handle additional traffic. Finally, you need the proper server infrastructure set up for the redundancy and horse power necessary to deliver virtual desktops.

Make sure you have a way of handling incidents as they arise

There are always going to be unexpected circumstances that arise during the course of an event or project that have the potential of throwing you off. For example, there was a pillow shortage for Olympic athletes in Sochi. The following message went out to surrounding communities

“ATTENTION, DEAR COLLEAGUES! Due to an extreme shortage of pillows for athletes who unexpectedly arrived at Olympic Village in the mountains, there will be a transfer of pillows from all apartments to the storehouse on 2 February 2014. Please be understanding. We have to help the athletes out of this bind.”

I’m not going to pretend like I know what the plan was ahead of time to deal with supply shortages, but I’m going to go out on a limb and guess it wasn’t to borrow used pillows from strangers.

IT needs to make sure they have detailed plans in place BEFORE starting a project so there is a protocol to deal with unexpected issues as they arise. For example, a few months back GreenPages moved its datacenter. Our team put together an extremely detailed plan that broke out every phase of the move down to 15 minute increments. They devised teams for specific phases that had a communication plan for each team and also devised a backup emergency plan in the event they hit any issues the night of the move. This detailed planning of how to deal with various issues in different scenarios was a big reason why the move ended up being a success.

Have proper security measures in place

Another picture that is circulating the web was taken by a journalist who returned to her hotel room to find keys in her door and the door wide open…even though she left the room with the door shut and locked. There were also reports that visitors in Sochi faced widespread hacking on their mobile devices. IT departments need to make sure that the proper security measures are in place for its end users to protect corporate data. This includes implementing authentication and encryption, using intrusion detection technologies, and edge scanning for viruses.

When dealing with top talent, make sure they have the tools to get their jobs done & stay happy

Olympic athletes certainly qualify as top talent, as they represent the best of the best at their crafts in the entire world. When dealing with top talent, you need to make sure they have the tools to get their jobs done and to stay happy. The yellow colored tap water in Sochi is probably not all that appealing to world class athletes who may be looking to quench their thirst after a long day on the mountain. I can’t imagine that the small bathroom with multiple toilets, but no stalls or dividers, goes over very well either.

In the business world, it’s important to retain top talent. IT can help keep employees happy and enable them to do their jobs in a variety of ways. One example is to make sure you’re offering the applications that people actually use and want. Another example is empowering employees to use the devices of their choice by implementing a BYOD policy.

Conclusion

Take these lessons from this year’s Winter Olympics in Sochi and apply them to your IT strategy and maybe one day you too can win your very own shiny gold medal.

If you would like to learn more about how GreenPages can help you with your IT operations fill out this form!

Photo credit http://bleacherreport.com/articles/1952496-the-20-biggest-sochiproblems

Journey to the Cloud, Microsoft, Tech News

90 Second Tech News Recap for the Week of 2/3/2014

febrero 7, 2014 Journey to the Cloud

Get your weekly technology new recap for the week of 1/27 in 90 seconds!

http://www.youtube.com/watch?v=BXOIAD_gFik

Download our whitepaper to learn how corporate IT can manage its environment as if it is “deployed to the cloud.” So, if and when different parts of the environment are deployed to the cloud, day-to-day management of the environment remains unchanged—regardless of where it is running: on premises or at a service provider.

Exchange 2003, Featured, Microsoft, Miscellaneous IT, Office 2003, Office 365, Windows XP Professional

ATTENTION: Important Information About Microsoft Ending Extended Support!

febrero 6, 2014 Journey to the Cloud

By Rob O’Shaughnessy,Software Licensing Specialist, Pre-Sales Technical Support

There are only a few months left before Microsoft ends its Extended Support for Windows XP, Office 2003 and Exchange 2003. On April 8, 2014 Extended Support will cease to exist. At this point you should be making arrangements to upgrade to the latest editions of Microsoft products so you can continue to receive the necessary support that Microsoft provides. If you’re looking to upgrade, here are some paths for you to take.

Windows XP Professional: Microsoft offers an upgrade price through volume licensing that allows Window XP Professional to upgrade to Windows 7/8 Professional. It’s worth noting that if you are running an older PC, you may want to test to see if it is compatible with the newer versions of Windows.

Exchange 2003: Microsoft doesn’t offer an upgrade price for Exchange; however, they do offer two options to get the latest edition of Exchange in your environment. The first is on-premise licensing of Exchange 2013. This would be loaded and managed locally and MSRP for Exchange Server is $708. In addition, each Device or User accessing Exchange would also require a Client Access License that starts at $68 for the Device Cal and $78 for the User Cal.

The other option to purchase Exchange is through Microsoft’s Cloud known as Office 365. Known as Exchange Online, this off-premise subscription license provides the same Exchange experience as on-prem but without having to have a lot of the local infrastructure in place. There are two options: Exchange Online Plan 1, which is $4 per User per Month and Exchange Online Plan 2, which adds enterprise features and is $8 per User per Month.

Office 2003: Similar to Exchange, Office doesn’t offer an upgrade price and also like Exchange, Office can be purchased as a volume license or through Office 365. The MSRP for Office Standard through volume licensing is $380 a license and for Professional Plus it’s $508. If you prefer the subscription-based model, Office Professional Plus can be purchased through Office 365 for $15 per User per Month. Office 365 requires a minimum of a year for the subscription. If you need to upgrade both Exchange and Office, Microsoft provides an Office 365 Plan that includes Office Professional Plus, Exchange Plan-2, SharePoint Plan-2 and Lync Plan-2 for $20 per User per Month. There are several volume licensing agreements and Office 365 Plans to choose from.

Last, although still a ways away, Windows Server 2003 R2 extended support will be ending on July 14, 2014.

If you are looking for assistance, here is how GreenPages can help:

Licensing: Our top notch licensing desk can assist you in understanding all the nuances of Microsoft volume licensing as well as Office 365. We can work with you to find what program fits best for your organization, help mitigate costs, and ensure your compliancy. We can run license history reports to make sure you’re appropriately licensed and review all the various licensing changes in products such as Windows, System Center and SQL.

Migrations & Professional Services: As a dual gold-competency Microsoft Service provider, GreenPages can assist you with the migration to a new client platform. This can include services to perform the following:
• Upgrading client computers from Windows XP to Windows 7/8
• Upgrading Office from 2003 to 2013
• Installing and configuring System Center technologies to incorporate upgrades to the latest technologies and implementing automated patching, remote control, software deployment, and Operating System Deployment (OSD)

Upgrading client operating systems and office packages can be the tip of the IT Iceberg. Let GreenPages help implement a lasting lifecycle management infrastructure for your environment.

When it comes to messaging, there are a number of scenarios to evaluate including
• Upgrade Exchange 2003/2007/2010 to Exchange 2013
• Migrate from Exchange to Office 365

Whether an on-premises upgrade is in your forecast, or you are ready to seize the opportunity to move toward a hybrid cloud environment and migrate to Office 365, GreenPages can help with these and other Microsoft projects.

applications, Big Data, BYOD, Featured, Miscellaneous IT, Public Cloud

Grading the Internet’s 2014 Tech Predictions

enero 14, 2014 Journey to the Cloud

The time is here for bloggers across the internet to make their tech predictions for 2014 and beyond (we have made some ourselves around storage and cloud). In this post, a couple of our authors have weighed in to grade predictions made by others across the web.

Prioritizing Management Tool Consolidation vs. New Acquisitions

Enterprise customers will want to invest in new tools only when necessary. They should look for solutions that can address several of their needs so that they do not have to acquire multiple tools and integrate them. The ability to cover multiple areas of management (performance, configuration and availability) to support multiple technologies (e.g., application tiers) and to operate across multiple platforms (Unix, Windows, virtual) will be important criteria for enterprises to assess what management tools will work for them. (eweek)

Agree – I have been saying this for a while. If you want a new tool, get rid of 5 and consolidate and use what you have now or get one that really works. (Randy Becker)

Bigger big data spending

IDC predicts spending of more than $14 billion on big data technologies and services or 30% growth year-over-year, “as demand for big data analytics skills continues to outstrip supply.” The cloud will play a bigger role with IDC predicting a race to develop cloud-based platforms capable of streaming data in real time. There will be increased use by enterprises of externally-sourced data and applications and “data brokers will proliferate.” IDC predicts explosive growth in big data analytics services, with the number of providers to triple in three years. 2014 spending on these services will exceed $4.5 billion, growing by 21%. (Forbes)

Absolutely agree with this. Companies of all sizes are constantly looking to garner more intelligence from the data they have. Even here at GreenPages we have our own big data issues and will continue to invest in these solutions to solve our own internal business needs. (Chris Ward)

Enterprises Will Shift From Silo to Collaborative Management

In 2014, IT organizations will continue to feel increased pressure from their lines of business. Collaborative management will be a key theme, and organizations will be looking to provide a greater degree of performance visibility across their individual silo tiers to the help desk, so it is easier and faster to troubleshoot problems and identify the tier that is responsible for a problem. (eweek)

Agree – cross domain technology experts are key! (Randy Becker)

New IT Will Create New Opportunities

Mobility, bring-your-own device (BYOD) and virtual desktops will all continue to gain a foothold in the enterprise. The success of these new technologies will be closely tied to the performance that users can experience when using these technologies. Performance management will grow in importance in these areas, providing scope for innovation and new solutions in the areas of mobility management, VDI management and so on. (eweek)

Disagree – This is backwards. The business is driving change and accountability. It is not IT that creates new opportunities – it is the business demanding apps that work and perform for the people using them. (Randy Becker)

Here comes the Internet of Things

By 2020, the Internet of Things will generate 30 billion autonomously connected end points and $8.9 trillion in revenues. IDC predicts that in 2014 we will see new partnerships among IT vendors, service providers, and semiconductor vendors that will address this market. Again, China will be a key player: The average Chinese home in 2030 will have 40–50 intelligent devices/sensors, generating 200TB of data annually. (Forbes)

Totally agree with this one. Everything and everybody is eventually going to be connected. I wish I were building a new home right now because there are so many cool things you can do by having numerous household items connected. I also love it because I know that in 10 years when my daughter turns 16 that I’ll no doubt know in real-time where she is and what she is doing. However, I doubt she’ll appreciate the ‘coolness’ of that. Although very cool, this concept does introduce some very real challenges around management of all of these devices. Think about 30 billion devices connected to the net…. We might actually have to start learning about IPv6 soon… (Chris Ward)

Cloud service providers will increasingly drive the IT market

As cloud-dedicated datacenters grow in number and importance, the market for server, storage, and networking components “will increasingly be driven by cloud service providers, who have traditionally favored highly componentized and commoditized designs.” The incumbent IT hardware vendors will be forced to adopt a “cloud-first” strategy, IDC predicts. 25–30% of server shipments will go to datacenters managed by service providers, growing to 43% by 2017. (Forbes)

Not sure I agree with this one for 2014 but I do agree with it in the longer term. As more and more applications/systems get migrated to public cloud providers, that means less and less hardware/software purchased directly from end user customers and thus more consolidation at the cloud providers. This could be a catch 22 for a lot of the traditional IT vendors like HP and Dell. When’s the last time you walked into an Amazon or Google datacenter and saw racks and racks of HP or Dell gear? Probably not too recently as these providers tend to ‘roll their own’ from a hardware perspective. One thing is for sure…this will get very interesting over the next 24 to 36 months… (Chris Ward)

End-User Experience Will Determine Success

Businesses will expect IT to find problems before their users do, pinpoint the root cause of the problem and solve the problem as early as possible. IT organizations will seek solutions that will allow them to provide great user experience and productivity. (eweek)

Agree – 100% on this one. Need a good POC and Pilot that is well managed with clear goals and objectives. (Randy Becker)

Amazon (and possibly Google) to take on traditional IT suppliers

Amazon Web Services’ “avalanche of platform-as-a-service offerings for developers and higher value services for businesses” will force traditional IT suppliers to “urgently reconfigure themselves.” Google, IDC predicts, will join in the fight, as it realizes “it is at risk of being boxed out of a market where it should be vying for leadership.” (Forbes)

I agree with this one to an extent. Amazon has certainly captured a good share of the market in two categories, developers and large scale-out applications and I see them continuing to have dominance in these 2 spaces. However, anyone who thinks that customers are forklift moving traditional production business applications from the datacenter to the public cloud/Amazon should really get out in the field and talk to CIOs and IT admins as this simply isn’t happening. I’ve had numerous conversations with our own customers around this topic, and when you do the math it just doesn’t make sense in most cases – assuming the customer has an existing investment in hardware/software and some form of datacenter to house it. That said, where I have seen an uptake of Amazon and other public cloud providers is from startups or companies that are being spun out of a larger parent. Bottom line, Amazon and others will absolutely compete with traditional IT suppliers, just not in a ubiquitous manner. (Chris Ward)

The digitization of all industries

By 2018, 1/3 of share leaders in virtually all industries will be “Amazoned” by new and incumbent players. “A key to competing in these disrupted and reinvented industries,” IDC says, “will be to create industry-focused innovation platforms (like GE’s Predix) that attract and enable large communities of innovators – dozens to hundreds will emerge in the next several years.” Concomitant with this digitization of everything trend, “the IT buyer profile continues to shift to business executives. In 2014, and through 2017, IT spending by groups outside of IT departments will grow at more than 6% per year.” (Forbes)

I would have to agree with this one as well. The underlying message here is that IT spending decisions continue to shift away from IT and into the hands of the business. I have seen this happening more and more over the past couple of years and can’t help but believe it will continue in that direction at a rapid pace. (Chris Ward)

What do you think about these predictions? What about Chris and Randy’s take on them?

Download this free eBook about the evolution of the corporate IT department.

Featured, Miscellaneous IT, Project management

Defining Requirements Leads to Successful IT Projects

enero 8, 2014 Journey to the Cloud

By Erin Marandola, Contract Administrator, PMP

Simply stated, a successful IT project is one that is completed on time and within budget. But, how do we get there, and why are there so many project failures? From a service provider’s perspective, a successful project avoids scope creep (the project getting out of control), which adds cost, time and risk. The successful project should also avoid gold plating (the addition of unintended added features to the final product of the project). These pitfalls can be easily avoided. In this blog, I’ll review how properly defining requirements can contribute to a thorough, well-thought out Statement of Work, and lead to a successful project.

If there is a mutually agreed upon Statement of Work outlining the project scope, deliverables, acceptance criteria, and assumptions, each party should have a clear, equal understanding of the project, right? Not exactly. A key factor in project failure is neglecting to exhaustively define and document project requirements within the Statement of Work. When we withhold information, assumptions are made. Since we don’t all think the same way, this can lead to the service provider believing certain terms and conditions are true, while the customer believes otherwise.

Looking back at my career, a few project failures come to mind. In one case, there was a different perception of what was considered in and out of scope between various parties. For example, the Statement of Work said “Eight (8) hours of post-implementation support.” The customer assumed the provider would provide support to end users, but the provider assumed the support would be at the system level and provided only to system administrators. In another case, assumptions were made while scoping the project and writing the Statement of Work, but they were never documented and validated by all parties. This resulted in an engineer arriving onsite for an Exchange upgrade, only to realize the project could not be completed based on conflicts in the client’s environment. It was assumed the customer had a Disaster Recovery solution in place that would support the upgrade, but that was not the case. Had the requirements been documented, this would not have happened.

Register for our upcoming webinar to learn more about project management best practices

To create a comprehensive Statement of Work, we need to methodically define requirements. The most crucial ingredient in defining requirements is the stakeholder, defined as anyone with a vested interest in the project, or anyone that will be impacted by the project. Stakeholders should be included in meetings where scope and requirements are being defined. They can open our eyes to the impacts the future project will have on the organization, environment and processes. They can also help define what the business and functional requirements are, and what constraints might hinder project objectives. Additionally, stakeholders help define what assumptions the project team is working under and how project success will be measured. The benefit of stakeholder involvement in defining requirements is the collaboration – the stakeholder meetings facilitate consensus amongst participants, ownership, and buy-in in the project. The collaborative approach allows stakeholders to assess multiple options to reach the project goals and mutually agree upon the best fit.

Once the requirements from the stakeholder meeting are defined, progressively elaborated and documented, a Statement of Work can be created incorporating the feedback. Prior to mutual execution of the Statement of Work, it is crucial that the service provider and customer review the document together to ensure both parties understand the business need, desired solution, assumptions, and scope of work. The Statement of Work should be updated as appropriate based on feedback from the review session(s).

In summary, defining requirements early on is essential in keeping a future project on track, in scope and in budget. Stakeholders are an invaluable resource in defining requirements. Defining, documenting and incorporating requirements into the Statement of Work results in a document that is clear, through and easy to manage to, helping to avoid some of the pitfalls we earlier alluded to. Best of all, defining requirements leads to a project that meets the true needs of the organization. If you’re looking for more information around IT project management, our VP of Project Management and our Director of Project Management are holding a webinar on January 23rd to discuss the benefits of creating a Project Management Office.

business continuity, BYOD, Cloud computing, CMaaS, Disaster Recovery, End-User Computing, Featured, IT Management, Journey to the Cloud, Miscellaneous IT, Storage and Information Management

Cloud Management, Business Continuity & Other 2013 Accomplishments

diciembre 9, 2013 Journey to the Cloud

By Matt Mock, IT Director

It was a very busy year at GreenPages for our internal IT department. With 2013 coming to a close, I wanted to highlight some of the major projects we worked on over the course of the year. The four biggest projects we tackled were using a cloud management solution, improving our business continuity plan, moving our datacenter, and creating and implementing a BYOD policy.

Cloud Management as a Service

GreenPages now offers a Cloud Management as a Service (CMaaS) solution to our clients. We implemented the solution internally late last year, but really started utilizing it as a customer would this year by increasing what was being monitored and managed. We decided to put Exchange under the “Fully Managed” package of CMaaS. Exchange requires a lot of attention and effort. Instead of hiring a full time Exchange admin, we were able to offload that piece with CMaaS as our Managed Services team does all the health checks to make sure any new configuration changes are correct. This resulted in considerable cost savings. Having access to the team 24/7 is a colossal luxury. Before using CMaaS, if an issue popped up at 3 in the morning we would find out about it the next morning. This would require us to try and fix the problem during business hours. I don’t think I need to explain to anyone the hassle of trying to fix an issue with frustrated coworkers who are unable to do their jobs. If an issue arises now in the middle of the night, the problem has already been fixed before anyone shows up to start working. The Managed Services team does research and remediates bugs that come up. This happened to us when we ran into some issues with Apple iOS calendaring. The Managed Services team did the research to determine the cause and went in and fixed the problem. If my team tried to do this it would have taken us 2-3 days of wasted time. Instead, we could be focusing on some of our other strategic projects. In fact, we are holding a webinar on December 19^th that will cover strategies and benefits to being the ‘first-to-know,’ and we will also provide a demo of the CMaaS Enterprise Command Center. We also went live with fully automated patching, which requires zero intervention from my team. Furthermore, we leveraged CMaaS to allow us to spin up a fully managed Linux environment. It’s safe to say that if we didn’t implement CMaaS we would not have been able to accomplish all of our strategic goals for this year.

{Download this free whitepaper to learn more about how organizations can revolutionize the way they manage hybrid cloud environments}

Business Plan

We also determined that we needed to update our disaster recovery plan to a true robust business continuity plan. A main driver of this was because of our more diverse office model. Not only were more people working remotely as our workforce expanded, but we now have office locations up and down the east coast in Kittery, Boston, Attleboro, New York City, Atlanta, and Tampa. We needed to ensure that we could continue to provide top quality service to our customers if an event were to occur. My team took a careful look at our then current infrastructure set up. After examining our policies and plans, we generated new ones around the optimal outcome we wanted and then adjusted the infrastructure to match. A large part of this included changing providers for our data and voice, which included moving our datacenter.

Datacenter Move

In 2013 we wanted to have more robust datacenter facilities. Ultimately, we were able to get into an extremely redundant and secure datacenter at the Markley Group in Boston that provided us with cost savings. Furthermore, Markley is also a large carrier hotel which gives us additional savings on circuit costs. With this move we’re able to further our capabilities of delivering to our customers 24/7. Another benefit our new datacenter offered was excess office space. That way, if there ever was an event at one of our GreenPages locations we could have a place to send people to work. I recently wrote a post which describes the datacenter move in more details.

BYOD Policy

As 2013 ends, we are finishing our first full year with our BYOD policy. We are taking this time to look back and see where there were any issues with the policies or procedures and adjusting for the next year. Our plan is to ensure that year two is even more streamlined. I answered questions in a recent Q & A explaining our BYOD initiative in more detail.

I’m pretty happy looking back at the work we accomplished in 2013. As with any year, there were bumps along the way and things we didn’t get to that we wanted to. All in all though, we accomplished some very strategic projects that have set us up for success in the future. I think that we will start out 2014 with increased employee satisfaction, increased productivity of our IT department, and of course noticeable cost savings. Here’s to a successful 2014!

Is your IT team the first-to-know when an IT outage happens? Or, do you find out about it from your end users? Is your expert IT staff stretched thin doing first-level incident support? Could they be working on strategic IT projects that generate revenue? Register for our upcoming webinar to learn more!