Monitoring and Managing Microsoft Exchange 2000 Server (HP Technologies)

monitoring and managing microsoft exchange 2000 server
Chapter 2 - Preparing to Manage Exchange 2000
Monitoring and Managing Microsoft Exchange 2000 Server
by Mike Daugherty
Digital Press ?2001

2.1 Transferring responsibility to the operations team

I have worked with many corporate IT organizations in a variety of industries. No two IT organizations have been structured in the same manner. However, almost all IT organizations, regardless of industry, corporate size , or geographic dispersion, share one common feature. All tend to isolate their operations team from the groups that design and implement new technologies. Unfortunately, only the more enlightened Exchange deployment and migration project teams include representation from the people who will be tasked with managing the Exchange environment once it becomes operational.

It is not unusual for Exchange deployment and migration project teams to simply not consider how the Exchange environment will be managed until the migration project nears completion. The migration project team is doing daily battle with issues that demand immediate attention. Management issues can too easily be postponed while the migration team is busy with more immediate issues. As a result, many companies design and implement complete Windows 2000 domain model and Exchange organizational infrastructures with very little concern for operational staff or procedures. The operations team and the help desk can provide valuable insight since they routinely deal with the reality of how users interact with software products. These key people often have better insight for how a particular implementation or design will affect the users.

Concern, panic, and lengthy meetings often result after the deployment and migration team transfers management responsibility to the operations team. Too often, this transition takes the form of a migration project team member passing a stack of design and migration project documents over the cube wall as the project team heads out the door to their project completion celebration . At least that is how it seems to the operations team.

There are several ways to improve the project-teamtooperations-team transition. First and most important, the operations team should be represented on the Exchange deployment and migration team. Their representation on the team should be on an equal basis with other project team members . Their participation is no less important than that of the technologists designing the Exchange infrastructure, the network designers, and the training coordinators. It is also important to remember that the operations team consists of a variety of different functions, including individuals who will manage and monitor the Exchange environment, the help desk personnel, and the operators responsible for backups . Every decision made during the Exchange deployment project needs to factor in the future operational considerations.

The operations group should begin managing the Exchange environment early in the deployment project while the environment is still relatively small. Operational errors are more easily forgiven when only 100 pilot users are impacted than when 100,000 users find themselves without e-mail.

Finally, the deployment and migration teamincluding the operations team representativesshould fully document all staffing and management requirements for the Exchange environment. This should not be a random selection of migration project documents. Instead, it needs to be a well organized set of documents that will be used far beyond the end of the deployment project. This should be a living set of documents that evolve as the environment and available tools change. Note that documents does not necessarily restrict you to something printed on paper. Web pages are an acceptableperhaps preferredformat for this documentation. Regardless of the chosen media, the documentation should minimally address the following areas:

These documents should act as the basis for the ongoing implementation of the Exchange environment. Changes over time to the standard configurations or any part of the Exchange environment need to go through a standard change control process, which ensures that the documented procedures always reflect the actual operational environment.

Including the operations team in the Exchange deployment and migration project and providing this level of documentation should result in a much smoother transition from rollout to full operation and will help reduce future user satisfaction issues as the operations staff comes up to speed.

2.1.1 What needs to be managed?

What is involved in managing Exchange, and how large an operations staff is needed? In small companies, a small number of people may have responsibility for multiple areas, while in large corporations, many people may have roles with narrow sets of responsibilities. Often, these people are from separate organizations.

Regardless of the number of people used to manage Exchange or the size of the organization, specific types of management activities must be performed. Examining a typical Exchange implementation helps identify the areas where management must be performed.

2.1.2 Exchange dependencies

Exchange does not exist in isolation. There are other applications in the networked environment, and other processes coexist on Exchange servers even on dedicated Exchange servers. We must understand the interrelationships between these processes in order to manage a reliable Exchange infrastructure and achieve the service levels that departments and business units demand.

We need a clear understanding of the services and components of the Exchange-based e-mail environment. In particular, we need to understand the services and components on which Exchange relies. Proper functioning of an enterprise-wide Exchange environment relies upon proper functioning of many components, including the following:

Correct functioning of an Exchange-based e-mail environment requires all of these components to be in good working order. Upon thorough investigation, many Exchange problems are found to really be problems with the components on which the e-mail system relies.

If users expect you to provide a reliable Exchange-based messaging infrastructure with a high level of service, you must first ensure that the other components provide similar or higher levels of service. There is a direct negative impact on the level of service provided by Exchange if any of these components fail to deliver the necessary service levels. Unfortunately, users typically do not understand these dependencies. Users only see the application they are trying to run. If the physical network fails when a user happens to be using Outlook, that user will consider it an e-mail failure. For example, one Exchange performance problem was investigated for many weeks before the cause of the problem was finally identified as a patch cable connecting the Exchange server to a switch. The cable ran too close to the data centers air conditioning unit and uninterruptible power supply, causing interference that forced network retries. Moving the cable fixed the Exchange problem, but not before Exchange and Outlook had received a serious black eye in the user community.

It is unlikely that the group managing the Exchange 2000 environment will also have management responsibility for all of the component areas on which Exchange depends. Instead, the Exchange management group should have an agreement with each of the departments responsible for managing these other components. These SLAs should provide a commitment to deliver an agreed-upon service level that will support the Exchange service level requirements.

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