Thinking through Exchange and SQL Virtualization (high level intro - more to come)

This won't be a deep dive on the technical issues that you need to cover in a virtualized Exchange/SQL solution. Rather, this is an initial caution to those people thinking about virtualizing those typically high-transaction systems.

First off, PLEASE remember that Microsoft simply doesn't support Exchange 2003, SQL 2000 or older in a virtualized system. SO DON'T DO IT! With that said, I am all about virtualizing those newer versions as long as you keep these primary things/questions in mind (I will dig in on these in later posts).

• What will be the new ('cause you don't want to keep using the current one) availability/recoverability strategy?
• How will you migrate existing servers and data? Just because you can P2V that server, doesn't mean you should! There are serious performance reasons we just don't do that all the time.
• Do you have an overall virtualization strategy for your datacenter? If not, then I would advise you take a step back and hold off on the tactical SQL/Exchange projects. Also, check out www.vmetc.com for some REALLY good info on virtualization from one of the most experienced VMWare experts around.
• How are your current performance metrics and what is your growth expectation for the next couple of years?

If you keep those questions/topics in mind as you start thinking about high-transaction systems, you will find that making the final call to virtualize or not will be easier. You will also find that the details (I will discuss later) as far as how much storage, how many spindles, how many and what type of servers, network conectivity, and licensing strategies will be much easier.

While I was completing my MBA a couple years ago, I spent a good bit of time thinking and writing about management philosophies and theories. Since then, I kind of fell back into the mindset that everyone should just build their careers with a good company. Fortunately, things in my career have changed in recent months to get me again researching and thinking on ways to manage people and businesses.

There is the big problem where "managing" takes the manager down a path of having to motivate workers or, even worse, demonstrating their power over their workers. I am sure there are places where this style/practice works very well, but when it comes to highly skilled consultants, developers, or IT personnel I don't think those approaches get too far. That is, unless you want your highly skilled people to become lathargic and non-responsive.

Take a look at these couple of blog posts/articles I ran across the last few days. These really get to some of the ideas I think should be used when trying to "manage" skilled information technology workers. Once you are done with those, I will have one more for you that really fits with my philospohy, which is: The only task a manager of highly skilled IT people should focus on is to facilitate the efforts of their employees. Even more simply phrased: Stop de-motivating your workers with too much of your involvement!

First two articles:
http://thedailywtf.com/Articles/Up-or-Out-Solving-the-IT-Turnover-Crisis.aspx
http://steve-yegge.blogspot.com/2006/05/not-managing-software-developers.html (his political views are not necessarily consistent with my own - just read the article)

And THEN read this one from CIO Magazine: http://cio.com/article/123406/Stop_Demotivating_Me_/

And just saw a post from my friend the SimpleCoder that fits in here a litte too: http://www.simplecoder.com/blog/?p=61

Basically, if you have good people, let them do their jobs and trust them to do it. They likely don't need you to "help" them very often. And guess what, when they do need your help, they will ask for it. That is when you, as a manager, can (and better) really shine for your team. I think my favorite line in the "not managing software developers" article is this (paraphrased), "be a leader, don't be a pecker". If your goal is to wield power, don't be a manager of IT people. They will HATE you. Lead them by showing your trust in them and working hard to remove all barriers that hold them up from doing their work the way they want. Then, they will love you forever, even after they move on to the next company.