The term IT Automation has become a real buzzword over the last couple of years. With the economic meltdown still hanging over our heads, previously used potentials such as outsourcing and off shoring being a disillusionment , many IT managers have come to the conclusion that it is about time to deal with improving the “Run the Business” part of their IT themselves if sustainable results are to be expected. This little article will take you through the usage of the new “Automation buzzword” and will eventually show a solution on how to really automate IT operations.

The more IT turns away from being voodoo to being a business the more IT follows the idol of “the old economy´s producing industries” and this brings the term automation into focus. Normally this means giving a good tool to the IT operators (administrators) to make their job easier or to control their work. In other words the IT guys are buying a great shiny new hammer that will drive a nail into wood with two blows as compared to the ten the old hammer required. Or they install an assembly line that take an IT issue from one expert to the next until all of them have contributed their 10 cents to the final result. Of course IT cannot use such old style terms and this is why terms like Data Center Automation or Automated Provisioning describe nothing more than the shiny new tool and terms like IT Process Management or Operation Orchestration represent the optimized factory processes or assembly line approach.

But is this really IT automation?

Well if IT was the delivery of completely standardized products (service catalogue) and their different varieties this claim would be true. But most of the effort in IT operations today is consumed by dealing with non standard issues. This is because a long time before the shiny new tools were available, smart administrators were automating repetitive jobs in scripts, jobs and by using other neat methods – much less transparent, rarely reusable, but still automated. The unpredictable part of the administrative workload is generated when a “working system” (a fully functional productive IT environment) is changed following a client’s instructions or when a previously unknown challenge pops out of the blue and has to be dissected by several experts before it can be resolved. If we shift our focus from the workload created from such unpredictable tasks to the impact their time consuming resolution has on business, we can see that exactly these unpredictable tasks are the major causes for quality problems and can sustainably influence availability and performance over time.

These unpredictable efforts and the impact they have on business performance are not addressed by implementing standard IT automation approaches (installing a new tool or improving process controls). These tools are certainly worth their while and are responsible for ensuring today’s administrators and their managers can just about handle the massive growth of issues they have to deal with each year, but they do not address the basic problem of applying expert knowledge to unpredictable issues.

Looking at the IT industry in general and IT operations in particular, one must be reminded of the gold rush. Not only is the number of IT workers constantly increasing – despite ongoing crisises – the suppliers for this industry and their organic growth are in full swing. And this is why the established suppliers like to sell new shovels to the IT gold diggers – so long as this is possible. Only when the administrators realize that it is impossible to deal with their workload – not to speak of their personal ambition of doing something interesting and creative in IT – will big suppliers wake up and try to change their products. So why is the basic problem not being resolved? Well, quite simply because selling shovels (new tools for IT operation) is still big business and actual change is a big challenge.

Comparing IT automation with industrial automation is for the main part invalid. One should look at automation of IT operations from a different angle. Industrialization in the IT sector is moving forward every day, but since the major part of work delivered in this sector is virtual or at least intellectual, this new angle of looking at IT operations will have to focus on mental abilities like knowledge. Each and every one of us knows a machine that was built do deal with exactly such a challenge. This would be the autopilot in an airplane or other vehicles. This device (by the way first designed in 1914) has to create a result (keep a specific heading, etc.) even when unpredictable and unknown events and issues occur. It is the goal of this machine to keep the result intact as long as possible and react to change in its environment dynamically. Every one of us trusts these machines and these machines do nothing but take and execute decisions that would normally be taken and executed by a human. Only when the autopilot no longer knows what to do or is facing a problem that can only be resolved by innovation, creativity or even emotion, the real (well educated and experienced) creative human expert is contacted.

And this is exactly what IT operations should be like!

We have been working on and with such a machine for more than ten years now to solve workload overflow in our IT service delivery. With an 80% level of automation when dealing with standard environments (OS, network, etc.) and a 30% level of automation when dealing with individual applications, this approach has reached a satisfactory level of maturity. On top of actually eliminating manual intervention and giving our experts the time to focus their knowledge and creativity on interesting and completely new challenges, the faster reaction time of an IT autopilot are noteworthy because they reduce the business impact of upcoming issues. This results in a win-win-win situation for our customers, our staff and our company. Our customers get a better service at a better price, our employees have more interesting tasks to deal with and our company has a better margin.

By looking at the autopilot concept for IT operations it becomes obvious that a new angle of looking at a problem brings new and innovative solutions. Because in an overcrowded gold digging area you can have the best shovels on earth and still have no competitive advantage. An advantage would only be created by finding a new area to dig in or by creating a completely new method to mine the gold. This kind of a new approach is exactly what IT Autopilot for operations is. Looking at other industries and experiences from other sectors has created the difference between IT automation and autopilot for IT operations.

• Matthew – http://www.flickr.com/photos/bb_matt/
• Tony Oliver – http://www.flickr.com/photos/tooliver/
• Nicki Dugan – http://www.flickr.com/photos/thenickster/
• Andres Rueda - http://www.flickr.com/photos/andresrueda/

for providing their images under Creative Commons license.

I am sitting in the blogger´s lounge at EMCWorld 2009 – a really cool idea from ZDNet. After half a day of the conference I must say I am really impressed. In his keynote Joe Tucci (CEO EMC) talked about the challenges presented by the current economic downturn and EMC´s reaction to them. Technologically they concentrate on the areas of:

1. 000080;">Storage
   storage virtualization and the trend towards SSD
2. 000080;">information management
   where they are moving from a content management platform or system towards an information management framework with multiple repositories
3. 000080;">security
   though virtualization and HA solutions on the one side and a group of solutions around identity management and security on the other side
4. 000080;">clouds
   strategy for bringing the dynamic and flexible aspects of a cloud infrastructure to legacy applications while keeping security, reliability and control at the level they are today and promoting automation as a key point in making dynamic infrastructures possible on a large scale

Paul Maritz (CEO vmware) elaborated on the latter point by giving an actual demonstration of vSphere – vmware´s brand new “cloud operating system”. Even thou I think the term cloud OS is used a little prematurely, the concepts of delivering a dynamic management solution with the virtualization solution is obviously well designed and a great next step. This “cloud OS” will automatically manage resources from a service perspective – including automated provisioning and SLA tracking. This resource management does not only include computing power as before, but now also extends towards storage (dynamically moving storage, WOW) as well as automated HA, user based environment templates and the possibility to externalize resources on demand. To me this approach and the actual availability of the solution shows how a technology driven company can harvest the fruits of a clean and diligent design process even in turbulent times while at the same time making a big contribution to its customers cost reduction scenarios. 

Joe Tucci also made a very strong commitment towards EMC remaining a technology company and their strategy within the economic downturn. To him this means

• getting closer to the customers,
• securing talent,
•  no cuts in R&D budgets,
• increase in cash reserves,
• opportunistic  M & A as was as
• strategic investment.

To me this sounds like a viable strategy of a well positioned company.
Client virtualization and automated operating were put out as the next “hot things” they will be dealing with.

And I can tell you that I found some people to talk to about operating auto pilots and automation beyond dynamic provisioning really quickly. I will be going to an engineering round table this afternoon and I will surely keep you posted.

EMC World 2009

000080;">Warning: This post contains just as much sarcasm as it contains serious content.

In many discussions I have founds that grasping the concept of automation is alien to most people´s mindset. Are you one of them? Do you really prefer to work your butt off doing seriously dull stuff than sitting in an arm chair with a cocktail? Or if you are not that lazy, do you really prefer mind numbing repetitive tasks to trying out thrilling new things or finding an elegant solution to a tricky problem? (Well, if you answered yes to any of these, please go and visit some soap opera or sitcom blog instead and never ask yourself why your life is soooo boring that you need to tune into life somewhere else….)

So you are still reading? 000080;">Glad to meet you. I do believe that most great inventions were made because we are a lazy kind of animal. The only thing that can get us out of our laziness is something stimulating to our brains. Everything else we try to get rid of. Usually we start out with the low hanging fruits and move on to more complex problems from there. E.g. inventing the wheel meant getting rid of the need to carry everything on our backs, using many people to transport a heavy item or it meant using fewer people or animals to do the same job (ancient form of cost cutting and let us not talk about the invention of sliced bread here). An example of a more complex problem would be managing a Web Portal with 1.2 Million transactions a day that is connected to three different ERP Systems using two different SOA approaches and so on…

Corporate Culture without Automation

Are we back to the point where you say “that cannot or should not be automated”? Yes it can, and yes it should be automated, because once you know how to handle the everyday hick-ups of even this complex IT environment you become very bored with it. Well you might say, if that really is automated then the job of administrating this stuff will be gone – so what? So were the jobs of the people who used to carry the bricks to the pyramids when they all of a sudden started using wheels and carts. And guess what…. Since then the population and average wealth of people has increased greatly. And one more interesting piece of information… The people who started using the wheels right away got much richer or at least had much more fun that those “traditionalists” who said carrying bricks is supposed to be done manually. Why is that? Well because management liked to get things done quicker and cheaper… Sound familiar? Well, management has much fancier titles today than “just” pharaoh.
Well back to serious business, I guess you get the point – progress in IT administration is on its way and stopping it is not an option – especially not in the current economic situation.
So what do all these great inventions that really took work off our backs do? They conserve knowledge collected by hard work and experience and apply and reapply them. 

So conserving knowledge on how complex IT environments are managed is what we set out to dowhen developing the arago Automation Engine (ff0000;">aAE). Looking back at our operations we have done quite well. We are now able to handle roughly 68% of all issues coming up during the day automatically and only deal with the interesting ones manually. This is also why our administrators actually have an interesting job compared to the ones who do the same thing over and over and over again – just to keep busy.

So what do we do? We take a model of the IT environment and collect all the tiny steps necessary to keep this environment up and running at all times. These tiny steps are then generalized, so they can be applied and reapplied as needed. The big invention behind this is the algorithm that actually analyzes incoming issues and finds out which of the tiny administrative steps need to be combined in order to resolve these issues. So automated IT operation is the conservation of IT experience and knowledge as well as a fairly smart machine (not quite as cool as the wheel, but getting there) which knows how and when to apply these experiences.

PS: Downloaded and actually licensed that cartoon from www.CartoonStock.com… Really love it.

The history of delivering IT Services is certainly an evolutionary process. This is not even considering the huge evolution that has taken place in the technology available to deliver such services. The evolution in IT delivery or IT operation is more or less an evolution of tools. It began with the host operating systems where much of the software that came with the computer was only used to manage the machine itself. Skipping many steps, these tools went through the various stages of network and system management to business service management or business transaction management tools. The latter’s claim to fame is actually achieving what business service management set out to do – making IT manageable from a business point of view.

Automation Auto Pilot

Speaking abstractly all these tools are automation tools. They automate several steps of work that an IT operator, administrator or delivery manager previously had to perform manually. But they are still just tools. They make life easier for the one who is doing the job, but would you call an industrial hammer an automation tool? Therefore I think it is time to take a look into the fish tank of (IT-)tools and approaches available today and show how evolution points towards engines (not so much the tools) that actually decide what to do and then take the action autonomously – only asking for permission, reassurance or assistance if required by process or if no solution is available to them. Such an engine could be called an automation auto pilot and is sitting on top of all the tools available to IT experts today.

We have been developing and using such an engine for more than ten years now and have achieved very good results in quality improvement, availability of documentation as part of compliance and cost cutting. But why do I most strongly believe that this is not an exotic idea, but the logical next step?

If we focus on the two dimensions IT management tool that can takes actions automatically or facilitate taking complex actions on a complex IT and application landscape, we end up with a trigger axis and an approach axis. The trigger axis describes under what conditions an action or tool invocation is triggered. The approach axis describes what kind of action will be taken and how flexible these actions can be taking the trigger conditions into account.

At the left of the trigger axis (x) we place “scheduled”, in the middle “event triggered” and at the right automated. This means that a tool positioned to the far left of the trigger axis will take action at a predefined time. Tools placed in the middle will take action if certain events occur and tools to the far right will take action as they become necessary. On the approach axis we placed “standardized” at the bottom, “rationalized” in the middle and “dynamic” at the top. This means that tools that perform predefined actions without reacting to any information gathered while executing (e.g. cron scripts), would be placed on the bottom, tools following a predefined process but building branches into the process that take current conditions into account would be placed in the middle and tools that combine the best process to be taken for the given situation out of a pool of possible actions are placed on top.

Tool Classification Dimensions

Placing the tools and concepts currently on the market onto these axes will show a clear evolutionary development from a scheduled standardized batch process to an engine that combines possible actions to a solution as the situation requires. The auto pilot function that I was talking about earlier is such a tool that would be placed up and to the right on our chart of automation evolution.

In the chart presented below, the placement of “hot” topics such as data center automation, work load automation and even run book automation are much more “old school” in their approaches and are therefore placed accordingly. Our auto pilot engine clearly takes up the “new approach” position – with a very notable difference – we have been running a successful business on this model for a long time. Thus this is not a fancy idea, but a valid approach and current trends in management software are pointing to exactly this approach.

Automation Auto Pilot as Trend

Maybe this “sorting of the tools” article has helped a little to place other thoughts on automation published here. It will certainly be necessary when we look at why dynamic automation becomes more and more unavoidable as complexity and change rate increase. E.g. following the current discussions on cloud computing from the Atlanta cloud camp organized by John Willis or even the dynamically evolving enterprise clouds as described by Mark Masterson, an automation auto pilot is the only way to keep track of an IT landscape that is fully distributed and dynamic. Just solving the problem of distributed computing and dynamic resources from an OS point of view by creating good cloud managers or VMs does not solve the problem of keeping business applications alive and available with proper execution quality and correct business results. If any of you have ever configured e.g. the Tivoli Correlation Engine in an Enterprise console successfully you know how much work that is. Putting your environment in a cloud would essentially mean you would have to review all correlation rues every time the cloud manager changes your environment. Not possible you say – well that was only the correlation engine. No other system management, IT service management or business service management tool or visualization was even touched. So you see, something will have to be done in order to keep the actual delivery of business services up and running when moving to a fully dynamic environment – this something is an autonomous automation engine or an automation auto pilot.

IBM PULSE is definitely the event for ITSM. Compared to other major vendors IBM encourages critics to join in and really tries to get discussion going on this conference. This makes it an event I definitely left with a lot of lessons learned.

This said and me being an attendee of PULSE 2008 in Orlando, I want to share some personal insight comparing these two exceptional events. In 2009 the economic crises and its palpable and coming impact on the IT industry are definitely looming over the event and have influenced it quite a bit. The most obvious change is the choice in examples in ALL IBM and external keynotes. All the examples came from the industries we expect to be least influenced by the economic crises. I.e. case studies these days focus on utilities (especially energy and energy grid), food and medical services.

PULSE 2009 Magic on the Stage

The most stunning change however is the conference bringing IBM Tivoli back to its roots. The hot topic this year is dynamic infrastructure (nice article by Timothy Prickett Morgan). Even though this is a good marketing entry to get people interested in IBM´s approaches to cloud computing and most likely will positively influence sales of Tivoli Provisioning Manager TPM it also makes sure that even in keynotes talk about events, monitoring and system management are frequent and quite technical. Last year the hot topic was to hammer home the key drivers for modern ITSM solutions from an IBM point of view (visibility, control, automation) which was a fairly new and definitely innovative message. These are still around but now serve as a driver to promoting basic services. I, being a “fairly” technical person, enjoyed that shift in topic, because even though there is a lot of marketing and sales feeling around any conference of this kind, IBM PULSE 2009 managed to actually show most of the things speakers were on about rather than just brainwashing attendees to adopt new language and terminology.

Also coming from Germany, where serious issues concerning the job market are never addressed directly, I was positively surprised, that cost cutting, job loss and a growing competition between IT experts was directly addressed by keynote and session speakers. Actually discussing these topics with the affected people seems much less like sticking your head in the sand than anything that is going on back home.

PULSE 2009 Live Demo

Besides all the talk about events, event management, new versions and many many technical sessions for actual learning there were a lot of interesting announcements. Most of them went around the topic of cloud computing and/or dynamic infrastructure. For IBM the first step in cloud computing is mostly IT on demand (as John Willis and Michael Coté said in their first day wrap up video posted as a special edition of the “IT Management Podcast” that term was not bad either) and is now called dynamic infrastructure. I will come back to my interpretation of IBM´s positioning in the cloud market in a separate post shortly.

So the current situation brought forth some very honest words on the IT market, a lot of back to the roots talk about infrastructure, events, process management and managing your IT properly. Pulling the whole techie talk back up into an IT management and business perspective was quite hard for the keynote speakers. Luckily IBM has Doug McClure around to tie the whole technical perspective up to the business view not just on a tool level. Doug seemed to be a little torn on the possibility of actually getting BSM done in a large scale enterprise in the last couple of month and published quite a bit on BTM as an alternative – articles I really enjoyed, because they were really straight forward. But in his PULSE 2009 reviews (overall, day 1, day 2 and BSM special) he is back to connecting all the IT gadgets in ITSM to the real world of profit and service quality.

So my overall recap of IBM PULSE 2009 in the shadow of the economic crises is:

1.       Dynamic infrastructure can prevail as it really offers IT on demand and IBM is actually able to deliver and made that quite clear on the conference.

2.       The strategy is much back to the roots, talking a lot about system management, event consolidation and the like with BSM pulling these topics back onto a business level.

3.       IBM strategists are obviously very closely following economic development, which can be seen from all the examples picked from utilities, food and medical services.

4.       Automation is a key topic in all tracks (event consolidation, dynamic IT, service management, …) and getting rid of swivel chair interfaces via automation solutions is actually in the crosshairs now.

Talking about automation on the way to IBM PULSE 2009 got me some interesting insights. I did know that most people do not really feel comfortable, when a machine actually acts autonomically. But that most people would expect to actually get a tool that forces them to click though their whole IT infrastructure and application landscape in order to DO something was really astonishing to me.

Why? Well because we have been working so differently for many years now. Thus I feel obliged to give some examples of automating tasks in an environment like the one I have been writing about for almost a year now. Maybe some of the things you found quite interesting will become clearer after reading this practical example.

Ok, let us think you would want to automate the task of deleting a user across your IT landscape. A rule we have entered years ago and have been using ever since. In an automated environment like ours all you would have to do is set an „issue“ onto the automation engine bus that says „delete user XYZ‘. This issue will be set upon the graph of the IT dependency model and look for any node that has rules attached to it that know how to handle „something“ with the data „user“ and the action „delete“. For this issue the graph of the IT dependency model will reduce itself to these nodes that know how to handle it. The issue will then map out a road though the nodes –this is what the engine does and this is the real secret behind automation. Each node the issue visits will perform some action – in accordance with the rules – and will return some input to the engine. The engine can  make out whether it needs to add additional nodes onto the issue’s travel list, remove nodes – because some other action has already taken care of the demands of the issue requesting action, or whether the issue in resolved, because there are not more actions to be taken. If the latter is the case the engine will look for any other issue that may be able to use or issue’s data and if that isn‘t the case, dismiss the task as completed.

So what does this mean practically?

For every OS you have to write one action rule that specifies how to delete a user. For every kind of directory or IAM application you have running you will have to write a rule respectively. That‘s it! These are probably scripts you have anyway and you simply upload them into the engine with the rules. The engine will determine what nodes the rule should attach itself to and will execute the rule for any issue that seems suitable.

So compared to a system where you actually have to define what to do where before it will delete a user across your infrastructure this is remarkably simple. Not only the time for deleting a user will go down from 40 minutes to 1 as some other vendors say, but the time for installing this neat gadget will go down from 2 days to 0 because the rule is already there for most OS and IAM solutions. If you really want to add some exotic system, then you will probably need 10 mins to do so.

So the next logical step in automation is not just improving the tool that lets you execute some commands, maybe remotely or maybe with a good archive of scripts, but to have an intelligent tool that will actually work for you. You tell it the result you want, in this case remove user, and it will find out how to go about to achieve this result.

Deleting a user is a change and most likely an unplanned one as such. The same technology can also be applied when reacting to incidents, problems or user error reports. Then you can tell the engine that the desired end result is that you want the problem to go away. It will find out what to do where in your IT infrastructure by itself and it will do it – well maybe it will go and ask you for permission though integration into a process management system, (that is the way we do it) for some critical actions, but other than that it actually goes on and does the job – it actually figures out what to do, follows through and documents all actions taken.

So there is not much difference between what you use as automation today and what AUTOMATION can actually do from a „do I have to be afraid“ point of view. But there is a great difference in result. An automation technology, that will actually figure things out will much better align to business requests, work with a changing IT landscape and will integrate into all the ITIL operating processes.

000080;">Got you interested? See some examples at IBM PULSE 2009 tomorrow. Conference Center 123, 3:30-4:40pm. See you there….

Friends,

if I caught your interest in the topic of automation and you would like to see what we have achieved so far, you can see me at this year´s PULSE in Las Vegas. I will give a presentation on “Automation — The Key Factor in Producing and Maintaining Integrated IT Services” there.

Here is a short Abstract of what I will cover in the session:

Automation in IT operations reduces effort while increasing service quality. Integrating IT and ITSM processes are the focus. Today we can implement shared IT services and on-demand IT resources such as Clouds. But how is this ever-growing complexity managed while making availability a commodity to business? As cost increases are not acceptable, automation is “the future.” In this session you will learn about the possibilities of automation and automatic IT operations. Best practices and knowledge of experienced system engineers are conserved and multiplied, thus reducing manual labor while simultaneously pushing expertise up the value chain.

I am looking forward to many interesting discussions and meetings. If you want to schedule a personal get-together, please feel free to contact me.

Chris

I wish you all a happy new year. This may sound hollow as the upcoming year is starting out with immeasurable uncertainties. A recession is unavoidable as the economic mechanisms are working their way through the different economic sectors and into everyday life. Given the origin of this recession – the financial industry with capital being one of three pillars of our economic system– even systematic change may be in store. The greatest problem is decisions being held back due to these uncertainties thereby creating an even greater economical impact. Thus what we definitely are feeling as a crisis is a powerful well of change. This well will flood through economy, society and of course technology. We will need strong decision makers and innovators – real entrepreneurs – to embrace change and make use of its power to tackle some of the grand challenges built up during the last 50 years.

For those of us promoting new technologies the willingness to embrace change is often the biggest obstacle in putting these new technologies to use. Think about the argument of how cloud computing cannot be a good thing because it changes the relationship between our data and our computations we are so much used to. Or think about bringing the concept of automatic system operation to the administrators who will no longer be just operators but turn into system experts. All these high tech concepts require a dramatically changed way of approaching everyday problems and those of us implementing these new technologies know that inventing the technology is less than 50% of the way. The biggest challenge is attracting enough interest in all players the new technology touches, in order to make them embrace the required change to effectively make use of the new technology. The current situation may prove to be one of the most potent accelerators for technological change possible. So to all of you – those who invent, implement, decide upon or just make use of new technologies – make wise, well thought of and brave decisions embracing change. You will be the ones who will contribute towards a speedy way out of the current uncertain situation.

After giving you so much leeway ( ) by posting a few personal stories from the past summer to past autumn we are all back to business and I want to share some of the reading and thinking that I have done during the quiet time between Christmas and New Year´s Eve in the articles coming up this week. I will start out with a little catching up on the “clouds are bad discussion” started by Richard Stallman with an interview given to the Guardian in September 2008. I do believe there was a good deal of stubbornness and corporate mistrust behind condemning the cloud concept as you will read. I will then continue with a post on integrating the concept of automation – rather than just tools – into IT operation processes and tool infrastructure. After you have read Roland´s post on “Automating What?” in November you may be interested in how the concept of automation is integrated into everyday IT service management and how our concept of e.g. an automated incident management is incorporated into a working IT environment. Following this post I will try to show a landscape of technology and tools and the way the ongoing development is focusing in on automation as a concept. This process was started when tools were used to ease the manual process of maintaining system functionality (e.g. system management tools) and continued by the automation tools that enable complex changes to be performed by entering a simple command (e.g. change automation or run book automation tools). The process is now at a point where actually decisions are taken by the automation software (e.g. what hardware is used to do what tasks by which is decided by workload automation tools) and will finally come to tools that make use of all the experience of system administrators in order to automatically decide how to keep systems alive. Thus automating incident- problem- capacity- and availability management. This kind of tool is what we have been using and developing for quite some time now ( see the aAE) and the post will show how this kind of tool integrates with the whole landscape of tasks and tools involved in IT service management.

Reading and writing about IT automation, I keep on learning about the subject. Lately I found that there are so many flavors of automation around the operating processes of IT, that misunderstanding seems inevitable. So I try to make a point here to talk about the different kinds of automation one can use all around maintaining a high quality IT environment.

1. 003366;">Incident-, Problem-, Capacity- and Availability Management
   Automation engines specialized on analyzing and handling events that occur in a IT environment that may lead to or themselves represent malfunctions, loss of quality and the like. Both reactive (automated reaction to an incoming event) and proactive (automated actions taken to prevent events from occurring) are target of these engines. Automation engines that handle the “fault operating” are either embedded into the ITIL processes (see blog entry on extending ITIL with automation) like our automation engine (003366;">aAe) or are embedded into system components or management systems with a narrow scope e.g. on redundancy activation.
2. 003366;">Change Management
   Automation engines specialized on performing changes that modify or extend an IT environment automatically. Either these engines are Inserting an abstracted layer above tasks that need to be performed (like adding users, restarting a component and the like) these engines allow an administrator to perform tasks on many machines or on different platforms without by interacting with the automation engine. An example for this kind of engine is the Puppet framework with a very structured approach to abstraction. Or these engines focus on scaling an IT environment by dynamically adding resources or automatically installing or modifying a system like the Tivoli Provisioning Manager or VMWare Virtual Center does.

I really do hope (not just to save you some consulting fees) to have helped avoid misunderstandings, when you are talking to others about automation and even better maybe I could point out some additional techniques you can look at to make life easier.

Sunday I had a great chance to view virtualization at its best. I attended an Airbus A340 simulator training at Lufthansa Flight Training via ProFlight. As my eyesight will always prohibit me from entering a real cockpit flying in a simulator is about the closest I will ever get to flying an airplane. And I have to say the simulator is like the real thing and I love it!

The session started out with a short briefing on basic aerodynamics, the controls of the Airbus A340 and an overview of basic flying procedures. The instructor was a retired jet pilot who is now working as a pilot trainer. He was very experienced and calm and professional and got us up to speed very quickly. So we could enter the A340 simulator after an hour of pre flight briefing.

 

[View with PicLens]

 

It is really hard to tell the difference between the simulator and the real thing. Sitting in the cockpit you can feel the movement, hear the noise and let yourself be drawn into the world of flying. We started out flying in New York and took a look at Coney Island at night. After NY I choose San Francisco International Airport as the next spot for flight training. Taking an A340 at a totally illegal altitude above the Golden Gate is really stunning.

I had the chance to practice four approaches to SFO and got it right the first time (just look at the analysis and be humble!). The only real problem I had was not to hit any other aircraft while taxiing to the terminal. Obviously I feel much better with my head up above the clouds. And I will definitely be back again.