IT Managers probably have mixed feelings about hardware refresh cycles. New hardware is great, but deployment can be challenging and even in the best of times, IT managers have to fight tooth-and-claw to justify replacement. While this has its benefits optimally you would also ensure that you are getting the full benefit of new and existing machines by employing practices like defrag to consolidate the randomly scattered incontiguous fragments of files and free space on the disk thereby increasing efficiency and reducing disk wear. The benefits go far beyond just reducing hard drive wear as indicated in a survey of several hundred IT personnel where Windows® IT Pro concluded: “The benefits of improved hardware reliability and system performance are clear; longer system life, more effective information delivery, improved user productivity. These are far beyond the benefits commonly associated with disk defragmentation and are the result of a comprehensive deployment of Diskeeper® data performance software.” The survey noted "The majority of long-term Diskeeper users reported seeing the useful life of their hardware extended by up to two years" (See the full survey here) Such reports are not surprising since consistent user complaints about system performance are the main catalysts behind hardware replacement. By using technology exclusive to Diskeeper 2011 such as IntelliWrite® fragmentation prevention technology you eliminate most fragmentation before it ever happens. This approach curtails negative user experience so complaints are minimized while other features like automatic defrag reduce disk workload yielding less heat and energy consumption, further extending service life. "Our Mechanical Engineers complained about computers only a year old and the best we could have purchased" explains Derik A. Hammond, IT Operations Supervisor, L-3 Communications/Photonics. "Programs were facing delays, engineers were having constant crashes and losing work; we were literally in a crisis. We deployed Diskeeper with excellent results. Bottom line - the machines we were being pushed to upgrade are still in use and they will actually make a 4-year life span thanks to Diskeeper.” The survey also showed that databases and servers with Diskeeper ran faster and more reliably, satisfying their initial expectancy of improved system performance with longer hardware life as a welcome bonus. A complete defrag solution as available exclusively in Diskeeper 2011 goes a long way in extending hardware life, giving IT managers more breathing room between site-wide refresh cycles. For more information about Diskeeper and their products, contact Colleen Toumayan by email at ctoumayan@diskeeper.com or by phone at 800-829-6468 ext. 5305. 1 Comment Often when a product has achieved a market leadership for an extended period of time, complacency can creep into its sense of innovation. Not so with Diskeeper. Diskeeper® data performance software is the market and technology leader and has been for over a quarter century. In fact, over 90% of all defrag products sold are Diskeeper. It’s on site at more than 90% of all Fortune 1000 companies and over 40 million licenses have been sold. But the product has never stopped being innovated to meet the needs of contemporary business. And Diskeeper 2011 is a new and revolutionary turn of events for any IT manager interested in true efficiency. Why? The answer comes down to a concept: increase efficiency and reduce waste. Taiichi Ohno, a visionary pioneer in the field of efficiency, defined waste broadly as “any human activity which absorbs resources but creates no value”. This concept, though simple, has had profound repercussions throughout all modern industry. The idea is based on creating a need-driven flow that generates higher effective throughput without the margins of waste typical of industry. Newly released Diskeeper 2011 forwards this spirit of efficiency. Some legacy habits dictate that defragmentation, (making contiguous files that have been written in pieces and scattered randomly across a disk), be scheduled to occur after hours and without regard to the priority of importance of the files involved. For some, this method is so ingrained that completely obsolete methods of defrag—the freebie built-in for example—have attempted to be used in the corporate environment (which they were never intended for in the first place). Allowing a system to fragment, is allowing a system to not only absorb resources to do work that has no value, but actually impedes other work from getting done. This is true waste. Worse, attempting to use these antiquated methods will now create human and system resource conflicts and as many IT managers have found they are resource intensive, won’t defrag free space, require administrative time (must be scheduled off production times) and in the end, don’t get the job done anyway. In contrast, Diskeeper 2011 has evolved the concept of efficiency to maximize system productivity throughput through an entire set of technical innovations:
For more information about Diskeeper and their products, contact Colleen Toumayan by email at ctoumayan@diskeeper.com or by phone at 800-829-6468 ext. 5305. I originally authored this article for the PM Tips project management website. The original article appears here. At some point in time we’ll probably all manage a project that includes offshore developers – if we haven’t already. The use of offshore developers located in countries like India, Russia, Vietnam, and China has become increasingly popular due to the low hourly cost involved. On a company level, outsourcing development work – in all or in part – can greatly increase the profitability of a project or IT initiative. To help ensure the success of your project while engaging offshore developers as part of your project team, you – the Project Manager – can follow a few key practices. Some of these are outlined below: Identify a leader As the Project Manager, it is critical that you identify a strong leader among the offshore team to act as your primary point of contact. It’s hard enough to work with a group of developers on the other side of the world and 12 hours away without having to oversee the work of the entire staff for the duration of the project. Identify a leader that you can communicate regularly with and make that person responsible for all updates and reports. That will be the individual who is available to be on customer calls and report development status as needed. If there is a US-based lead developer this offshore team lead will be the person who is available to that lead developer during the delivery team’s workday schedule. Establish a communication schedule When your team is close and communication is easy and straightforward, you can likely rely mostly on the weekly Status Meetings, weekly Status Reports, the Project Schedule and a few emails to ensure that everyone is on the same page. I also like to have a delivery-team-only meeting prior to the customer call just to ensure that everything on the Status Report is accurate and up-to-date. When dealing with development team members on the other side of the world, more frequent communication is going to be necessary. More emails, likely more scheduled team calls and a separate status report from the offshore team to the Project Manager on a weekly basis should be part of the project communication methods. And always follow-up verbal communication with written communication to ensure proper understanding and commitment on both sides. Manage scope as if your life depended on it Communication is always going to be an issue whether it’s across cultures, time zones, pure distance…whatever, there is always the risk that it can present some sort of roadblock. Since that is the case, the Project Manager must manage scope as though their life depended on it. It’s a given that scope must be managed with the customer. Rarely do you think of it in terms of managing it within your own team. But when you’re dealing with offshore development in the form of a 3rd party organization or just developers working for your company who happen to be in another country, it can also be an issue for your team members. Miscommunicated or misunderstood requirements can cause scope issues. Poor oversight of the offshore activities can strain the budget and timeline and thus create scope issues. Sheer distance coupled with a lack of identified offshore leader (see above) can result in renegade developers who think they know best what to do (but really don’t) moving forward too fast and down the wrong path which will also ding the budget and timeline and result in scope issues. Keep a tight rein on the project scope and schedule and communicate well and often and you can mitigate this risk. Test regularly It will be critical for the delivery team to act almost in the role of customer when development milestones are reached. Use an iterative development process and test regularly. Test after every development milestone before the customer is ever engaged to review the development activity or the functionality of the code. That way, any scope issues or requirements misunderstandings can be identified and possibly corrected before the customer is aware. Monitor the schedule in great detail This is always a critical responsibility of the Project Manager. However, when you’re working with a development team that is worlds away, it becomes even more important. You can never take the phrase “things are going well” and run with it. You must identify status to very specific details. Make sure that the development tasks are broken out into smaller and very trackable tasks. Obtain status updates on those tasks from the offshore team lead on a regular basis and then ask again. You may have to dig deep and re-iterate your understanding of the status and obtain solid confirmation of status from the offshore team lead throughout the project. Conclusion I’ve utilized offshore developers on several projects and for the most part it has been a great experience. The education level, dedication, focus and overall work ethic has been very strong. My only problems so far have been with time zones and sudden unavailability of a particular team member. On one occasion, a team member in a certain country announced he was getting married the following week and would be off the project for a full month as was the custom in their country following the wedding. The real problem there was not with the developer but with the US-based development manager who knew this and had failed to communicate it to me and obtain a suitable replacement in the proper timeframe. Communication is key…do that well with all of your team members – offshore and onshore – as well as your customer and your chances of project success increase greatly. I was planning on attending the Better Software Conference & Agile Development Practices Conference today or tomorrow at Caesar's Palace here in Las Vegas. However, a turn of events is making it unlikely that I will be able to make it. What I'm looking for is feedback from developers and project personnel on the Agile development process, how many of you are part of an organization that enlists in that type of development process and how successful you've found it to be. Particularly I'm interested in how it affects project management and whether those Agile projects are easier or more difficult to manage. Please chime in here with feedback comments if you can, or you can send info through my contact link on the left or send me a direct email. Thanks! | Click to set custom HTML
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