Red Hat Enterprise Virtualization is an open infrastructure and
management platform for servers and workstations with robust security
capabilities. It is built on Red Hat Enterprise Linux and Kernel-based
Virtual Machine (KVM) technologies and enables customers to virtualize
both traditional and cloud-native applications. Red Hat Enterprise
Virtualization is the open alternative. It offers a high-performing,
fault-tolerant, and more secure platform for mission-critical,
virtualized Linux and Windows environments. Red Hat reduces the cost and
complexity of proprietary virtual machines (VM) through improved
economics, interoperability, and agility of virtualization. Backed by
Red Hat’s certified ecosystem of software and hardware partners, Red Hat
Enterprise Virtualization offers unparalleled performance, scale, and
flexibility to support a broad range of critical workloads.
Bill Gates, Steve Jobs, Donald Trump and Mark Zuckerberg are famous
names that we always heard of on the news and internet. But have you
heard about Jeff Bezos; CEO of Amazon.com – the largest and most
successful internet retail company in the world? Jeff Bezos currently
tops Fortune’s latest list of the world’s greatest leaders. Let’s have a
look on the leadership lessons that he practices that turned Amazon.com
from a garage operated company to a multi-million dollar business:
Be Stubborn and Flexible
“We are stubborn on vision. We are flexible on details.”
This is what Bezos says when it comes to business. According to him, if
you are not persistent enough to pursue your dreams, you will easily
give up on the trial and error that you do for yourself/company. At the
same time, you need to be flexible on the details to see the bigger
picture when it comes to problem solving. In a nutshell, any
entrepreneur need to have these two characteristics in order to excel.
Never Stop Experimenting
“If you double the number of experiments you do per year you’re going to double your inventiveness.”
Experimentation and willingness to invent has always been a part of the
culture in Amazon. It’s how new innovations are born and how they stay
competitive in the market.
Be Willing to Invent
Bezos lived by rule of rapid experimentation and invention. Invention
is really important to him and his team at Amazon. He looks for people
that like to invent and are always looking for ways to make products
better.
Think long-term
Thinking long term requires a tremendous amount of patience. This is
especially true when you’re the CEO who needs to focus on day-to-day
operations. Since its establishment in 1994, Bezos encountered numerous
obstacles and challenges in setting up the company as people barely know
what the internet is.
Obsess About Customers
“Focusing on the customer makes a company more resilient.” At Amazon, the team practices to always start with the customer and “working-backward” approach to upgrade your service. When you work backwards, you start with the customer and their needs and problems.
Take on new and unique experiences
Innovative leaders always embrace new experiences as a means to
engage in interactive learning. It’s important to approach new
activities with an open mind. When you’re working with a variety of
people, processes and products or solving new, complex problems, you’ll
see a big boost in creative thinking and you’ll gain new perspectives on
the world around you.
7. Work in a Call Centre
We live in a digital age where everything will go viral especially
when it comes to complaints and customer service. Bezos asks thousands
of Amazon managers, including himself, to attend two days of
call-center training each year. The end result: humility and empathy for
the customer.
Every day is a new day for Internet
We still have so much to learn on the World Wide Web. In an
interview, Bezos says that they treat every day as a new day for the
internet as there is so much to learn and discover.
Insist on the Highest Standards
Leaders have relentlessly high standards – many people may think
these standards are unreasonably high. Leaders are continually raising
the bar and driving their teams to deliver high quality products,
services and processes. They ensure that defects do not get sent down
the line and that problems are fixed so they stay fixed.
Hire and Develop the Best
Leaders raise the performance bar with every hire
and promotion. They recognize exceptional talent, and willingly move
them throughout the organization. Leaders develop leaders and take
seriously their role in coaching others.
The C# client (AKA Desktop Client/thick client/vSphere Client for Windows) will not
be available for the next version of vSphere. Current versions of
vSphere (6.0, 5.5) will not be affected, as those will follow the
standard support period. You’ve heard this from us in the past, but
we’ve been waiting for a sufficient replacement before finally moving
forward. Second, we want to talk about the recent vSphere HTML5 Web
Client Fling, user adoption, and VMware’s focus on bringing a great user
experience. Like the Embedded Host Client Fling (which made it into
vSphere in 6.0U2), we plan on bringing this product into a supported
release soon.
We’ll be referring to the new client as the vSphere Client, as it
better describes the product, and isn’t a ten syllable mouthful (vSphere
HTML5 Web Client).
Looking to the Future
VMware has been working towards the transition to HTML5 with the
Platform Services Controller UI, vCenter Server Appliance Management UI,
and the Host Client. All three of these were very well received and
have become the official interfaces for their respective components.
The last (and biggest) one to tackle was the management interface for
vCenter Server.
vSphere Web Client has always been intended to be the replacement for
the Desktop client, and many of our users have tried to embrace this
during the vSphere 5.5 and vSphere 6.0 periods, spending their time
working within the Web Client even with the Desktop client available.
While there were certainly issues with the 5.5 and 6.0 Web Client,
many users that committed to the experience came to enjoy many of the
new features and usability improvements. We also continued to listen to
our customers, making further efforts to improve the Web Client
experience have been made across 5.5U3, 6.0U1 and 6.0U2, including VUM
(vSphere Update Manager) in 6.0U1 Web Client. We have made the Desktop
client available during this period, which was much longer than
originally planned. But now that time is ending.
Additionally, due to the shift in backend services going from vSphere
6.0 to the next version, updating the Desktop client would have
required a huge investment. This may have been okay in a vacuum, but
the required resources would have severely impacted the progress of the
new vSphere Client, only to end up with four clients for users to
juggle. We decided to focus on bringing the new vSphere Client (HTML5
based) up to speed as fast as possible, simultaneously offering a great
user experience and getting off of Flash.
The new vSphere Client (HTML5)
This decision is about VMware trying to provide the best user
experience: a fast, reliable, scalable modern interface that allows you
to get your work done is our primary goal. The new vSphere Client is
the best way to achieve that goal. Many have already tried out the
Fling (https://labs.vmware.com/flings/vsphere-html5-web-client),
with approximately 40% of survey respondents deploying it into
Production and using it daily to manage their critical environments.
With this Fling, we’ll keep the user experience mostly the same as the
Web Client, which we’ve improved, based on your feedback. We also plan
on making additional improvements to make it easier for C# users to
transition.
One benefit of the Fling delivery model is very fast turnaround.
We’ve been able to release a new version of the Fling every week, with
new features, bug fixes, and performance improvements. More
importantly, we’ve been able to quickly incorporate user feedback into
the product. Sometimes this means simple bug fixes, sometimes this
means changing our priorities to better address user needs. While this
pace and model of delivery may not be used for the fully supported
releases, due to testing time required, we likely will continue to use
the Fling releases to stay on track with users. A fundamental part of
this high touch engagement model is users staying as up-to-date as
possible, and most of our Fling users are doing just that, so thank you!
Plugins
We also recognize how important plugins are, and the transition from
Web Client to vSphere Client will take second and third-party plugins
into account. We’ve already started engaging with plugin developers of
all sorts to get them moving to the HTML bridge, which will allow the
creation of a single plugin that is forward and backward compatible with
both the vSphere Client and the Web Client, creating a smooth
transition path. If you require more information on plugin migration,
please contact us. One great source of information is this site which
contains a lot of future looking information about vCenter. This site
will be updated as more information becomes available, so keep an eye on
it: http://www.vmware.com/products/vcenter-server/future-overview/overview.html
We do expect the plugin transition to take some time, and this means
that we expect to ship the Flex based Web Client and the HTML5 based
vSphere Client side by side for some uncertain period. Everyone is very
eager to have the new vSphere Client as the only client, but we want to respect the porting development time our partners require.
As
usual, the latest member of the RHEL 6.x family includes numerous small
improvements. The RHEL 6.8 base image has been changed to make it
easier for sysadmins to migrate their traditional workloads into
container-based applications.
To enhance virtual private networks (VPNs) security, RHEL 6.8 has switched to libreswan. This is an implementation of one of the widely supported IPSec VPN protocols. Libreswan replaces openswan as the RHEL 6 IPSEc VPN endpoint solution.
RHEL
6.8 users will also see increased client-side performance and simpler
management through the addition of new capabilities to the Identity
Management System Security Services Daemon (SSSD).
In addition, identity logins are sped up by using client cached
authentication look-up to reduce the unnecessary exchange of user
credentials with Active Directory (AD) servers. Support for adcli, an AD tool, willsimplify AD domain RHEL 6.x management. Finally, SSSD, which handles identity and authentication remote resources, now supports smart card user authentication.
Do you want local back-ups? Then you'll like that RHEL now includes Relax-and-Recover.
This is a really easy to use bare-metal system archiving tool. It
enables systems administrators to create local backups in an ISO format
that can be centrally archived and replicated remotely for simplified
disaster recovery operations. It's that rarest of things: A true set up
and forget it back-up system. I've used it myself and it works.
The
new RHEL also includes an enhanced yum package management tool. This
simplifies installing packages while adding intelligence to the process
of locating required packages to add or enable new platform features.
While it's not an Ubuntu Snap style packing system its functionality is a step in that direction.
Finally when it comes to storage, RHEL 6.8 now uses dmstats
to provide increased storage usage and performance visibility. In
addition, RHEL's Scalable File System Add-on 8 now supports xfs
file-system sizes up to 300TB.
Jim Totton, Red Hat's VP and
general manager of the Platforms Business Unit, said in a statement,
"RHEL 6.8 continues to demonstrate Red Hat's commitment to our
customers' many mission-critical deployments by delivering a proven
foundation for the applications and systems that power the modern
enterprise. With enhancements to security features and management, RHEL
6.8 remains a solid, proven base for modern enterprise IT operations."
Today's release also marks the transition of RHEL 6 into Production Phase 2.
In this part of RHEL 6's life-cycle Red Hat is prioritizing security
features for critical platform deployments over inovatation. If you want
the newest production ready Linux features, you'll want RHEL 7.2.
Being in a leadership role now for some years in this crazy growing
and changing world of technology, I see myself in a position to may give
you some advises you can benefit from, when you develop into your next
play – a role where you´re not only responsible for yourself anymore. A
people manager role. There is this quote saying, that when you develop
from being an individual contributor into a management position, it is
not about how great you are and perform anymore, it is about how successful you can make your team.
I saw people struggling on this. Why? Because by nature sales experts
are restless fighters, chasing for their own success and having a high
level of ego. I don´t mean that in a negative way, it is one of the
skills you do need to have in that business.
So coming from a world where it is all about you and now it is all
about them is not easy. You really have to think it over. Take a step
back, collect lots of feedback from your peers and have an idea about
what really makes you happy. And I mean that not only in the sense of if
it is the right decision for yourself. As I mentioned in the beginning,
you take on responsibility for individuals and you absolutely should
care. A high performing account manager is not necessarily a good people manager
and a development into leadership role may even not be seen as a
development because it feels wrong. Actually this is a step backwards.
If you made up your mind I have three advices for you, which worked for me very well.
1.always hire the best team
In my past years I did hundreds of interviews together with
management peers. I have often been really surprised about the
indifferent way they did their interviews.(Being later on surprised
about why their team is not performing) Your success as a manager is the success of your team in total.
So simple as that. You should have a high interest in hiring the best
people for your specific open roles. Don´t only think about skills,
experience and educational background. Consider soft skills, diversity
and how the person would fit into your existing social micro cosmos. Be bold to hire people for roles where they maybe not the experts in.
They may have an expertise on totally different topics you never have
thought about and they have interesting stories to tell. Don´t limit
yourself. The best advice I have for you in doing a perfect interview
is, ask as much questions you can. Ask what you´re
interested in apart from the job qualifications and prepare yourself to
ask creative questions based on their background. (I don´t mean those
nonsense questions like google used to have – sorry google.
2. be authentic, be interested and show empathy
Now when you manage your team, you´re in a relationship with let´s
say 10 people or more. (In my perspective the span of control for a
people manager ends with around 10-12 individuals) The fundament of this relationship should be trust and authenticity.
You will be together with your team around 10 hours per day. This
relationship mustn´t be friendship (sometimes it can be) and you don´t
have to leave the professional path, but it requires as much intense work to keep it up like a friendship.
What does this mean? It means all those little things which appear not
to be important but at the end they make a difference and make you
unique as a people manager. As the headline says – your business is now
about people. Be interested in them. Don´t arrive at
work, sitting at your desk and claim that you´re always open for them if
they have any issue. Look at your individuals maybe a minute longer and
build up pro-active empathy. What can you read in their faces? Did they
have a good weekend? What kind of activity have they done? What kind of
activity have you done? Give and take and absorb as much as you can.
Don’t always talk about the things which are going well in your life.
You can share your challenges as well. And never forget, personnel development is a key factor in performance management.
You have to provide the platform for it and should know all the time,
by what your individual is being motivated to achieve his next play.
Lead by example and prove your authenticity in speaking about your
career development as well. This makes you a great people manager.
3.always tell the why
Working in IT, technology, marketing or elsewhere in a fast changing
working environment means you have to do quick decisions and have to
cope with a fast pace. Your management style has to be versatile
and to be adapted to several different situations during one day. Sure –
you could be all the time very directive and just tell you team what
you want them to do. But this turns out not to be very useful as you
will not benefit from the skills and knowledge from it. You must manage
your team by objective (MBO) and not by control (MBC). If you have tasks
for your team, make your life easier and tell them the sense behind.
Why do you ask them to do it – and especially why is it important to you personally?
If the spirit is right, every single individual is happy to help you
out. If you have considered number one of my top three people manager
skills, you are surrounded by bright minds. They will claim and want to
know anyway what´s the deeper sense behind. Do concentric briefing and
give a holistic explanation. Make sure that everybody understands buys
in and accepts it as q common task which is in line with the companies
strategy. This leads to the best performance and results.
Most of us grew
up hearing the mantra "Don't be a quitter," and we've internalized it
to the point where we feel guilty even if we don't finish a book that's
boring us to death. Our parents weren't entirely wrong in saying that
persistence is necessary for success, but sometimes quitting is the most
effective course of action. Whether it's a failed project, a thankless
job, or a doomed relationship, quitting can be a virtue.
"Quitting is leading too." - Nelson Mandela
As it turns out, some of us are really good at knowing when to quit, while others have a hard time getting "unstuck." Research from the University of Rochester found that people are motivated by either "approach goals" or "avoidance goals."
Those who fall
into the approach camp are motivated by challenges and don't waste time
trying to solve problems that simply don't have a feasible solution. In
other words, they know when to quit.
People
motivated by avoidance goals, however, worry a lot more about failing.
They want to avoid failure at all costs, so they keep plugging away at
things, long after logic suggests it's time to move on. This is
typically a much less productive way to work.
Knowing when to
quit is a skill that can be learned. If you tend to get stuck on things
long after it's obvious that what you're doing isn't working, you can
train yourself to do better. You just need to practice quitting.
Thankfully, life provides plenty of opportunities to do this. Here are
some things we should all quit doing.
Quit doubting yourself. Confidence plays a huge role in success. Hewlett-Packard conducted an interesting study
whereby they analyzed the process through which people applied for
promotions at the company. Women, it turned out, only applied when they
met 100% of the criteria for the job they wanted, while men applied when
they met 60% of the criteria. The researchers postulated that one of
the (many) reasons men dominated the upper echelons of the company is
that they were willing to try for more positions than females. Sometimes
confidence is all it takes to reach that next level. The trick is, you
have to believe it. If you doubt yourself, it won't work. Faking
confidence just doesn't produce the same results.
Quit putting things off.
Change is hard. Self-improvement is hard. Scrounging up the guts to go
for what you want is hard, and so is the work to make it happen. When
things are hard, it's always easier to decide to tackle them tomorrow.
The problem is that tomorrow never comes. Saying you'll do it tomorrow
is just an excuse, and it means that either you don't really want to do
it or that you want the results without the hard work that comes along
with it.
Quit thinking you have no choice.
There's always a choice. Sure, sometimes it's a choice between two
things that seem equally bad, but there's still a choice. Pretending
that there isn't one makes you a victim who is voluntarily taking on a
mantle of helplessness. To play the victim, you have to give up your
power, and you can't put a price on that. To succeed at the highest
level, you have to quit giving your power away.
Quit doing the same thing over and over again and expecting a different result.
Albert Einstein said that insanity is doing the same thing and
expecting a different result. Despite his popularity and cutting
insight, there are a lot of people who seem determined that two plus two
will eventually equal five. The fact is simple: if you keep the same
approach, you'll keep getting the same results, no matter how much you
hope for the opposite. If you want different results, you need to change
your approach, even when it's painful to do so.
Quit thinking everything is going to work out on its own.
It's tempting to think that it's all going to work out in the end, but
the truth is that you have to make it work. This has many implications.
Don't expect your boss to notice when you're ready for a promotion,
don't expect your colleague to stop sloughing work off on you if you're
always willing to do it, and don't think that anyone is going to stop
walking all over you as long as you allow it. Everything is not going to
magically work out on its own; you have to be proactive and take
responsibility for yourself.
Quit saying "yes."
Every "yes" you utter is a tradeoff. By saying "yes" to one thing,
you're saying "no" to something else. Saying "yes" to staying late at
work, for example, might mean saying "no" to the gym or to time spent
with your family. Research conducted at the University of California,
San Francisco, showed that the more difficulty you have saying "no," the
more likely you are to experience stress, burnout, and even depression.
Saying "no" is indeed a major challenge for many people. No is a powerful word that you should not be afraid to wield. When it's time to say "no," avoid phrases such as I don't think I can or I'm not certain.
Saying "no" to a new commitment honors your existing commitments and
gives you the opportunity to successfully fulfill them. When you learn
to say "no," you free yourself from unnecessary constraints and free up
your time and energy for the important things in life.
Bringing It All Together
There are
dozens of ways we get in the way of achieving our full potential. We
doubt ourselves, we decide that something is just too hard, or we tell
ourselves that we'll worry about it tomorrow. If you really want to
succeed--and I mean really succeed--stop focusing so much on what you
should be doing and, instead, take a really good look at the things you
should quit doing.
There is a traditional Danish proverb that runs “When you have a
clock in your house, you know the time – once you get two clocks you are
no longer certain”. I believe we need to be more certain of all the
definitions and concepts that help understanding of all ideas of ICT
Management.
Important part of the language of information science is about
understanding the term ‘Information’. Conceptually information is the
facts provided of learned about something, the words data, information,
and knowledge are often used interchangeably. In fact, they are similar
concepts, but with some key differences so it is important to distinct
among Data, Information, and Knowledge.
Data is elementary description of facts and statistics collected
together and recorded but are not organized to convey any specific
meaning. An example of data items is the employee birth date; another
example form IT field is the date of logged incident.
Information is data that is organized for a specific purpose and
presented within a context that gives it meaning. An example of
information items is the average employees over fifty; another example
form IT field is the rate of unauthorized change within the
organization.
Knowledge consists of organized and processed data, facts, skills,
and/or information acquired through experience or education. An examples
of knowledge items is the average employees over fifty increased by
about 20% since applying a new HR rule last year; another example form
IT field is the rate of unauthorized change has decreased by 10% since a
new version of ITSM tool was released.
Since we live in the "information age," information technology has
become a part of our everyday lives. That means the term "Information
Technology," already highly overused. Now let us move a tiny step
forward to dive into the term information technology. Information
Technology is often defines as all forms of technology and computer
based elements such as networking, hardware, processes, methodologies,
software, or the Internet, that people use to the development,
maintenance, and use of data, information, and knowledge.
Nowadays information technology could be considered a mainstay of the
business and I want to bring to your attention that there is a various
factors affect the business value impact of Information Technology (IT).
The most important factor is the alignment between IT and business
processes, organization structure, and strategy this alignment require a
proper management methodology to be adopted before we delve into these
encounters, it is wise to describe in a nutshell the definition of term
‘management’.
The fact is that there are many definitions of management, in the
terms of early theorist Henri Fayol (1841 –1925) management described as
the process of planning, leading, organizing, and controlling.
Frederick Winslow Taylor (1856-1915) has defined management as the
knowing exactly what you want people to do and then see in that they do
it in the best and cheapest way.
From resource-based perspective organisations use four basic kind or
resources; human, financial, physical, and information. Definitely we
are interested in the last one, the information, which are usable data
needed to make effective decisions. So let us has a quick overview of
the information technology management.
Information Technology Management can be defined in term of early
theorist Henri Fayol as the process of planning, leading, organizing,
and controlling information technology to help people perform all tasks
related to data, information, knowledge processing and management.
From what we just define IT Management is a PROCESS controlling
TECHNOLOGY to help PROPLE. Those three elements, Process, People, and
Technology are always inevitable when we start speak about IT
management. And to be a successful IT manager you need to know how to
manage the relation among them.
