- Windows ® 2000. - You’ll find clear explanations of the fundamental concepts you need to grasp.. - Use a process of elimination to get rid of the obviously incorrect answers first on questions that you’re not sure about. - What is the process of ensuring that you’ve documented changes you’re going to make to production systems?. - You’re the network admin- istrator for a small company that has grown to have two locations.. - You’re installing an L2TP/IPSec VPN server in Sweden. - You’ll have to use IPSec with L2TP. - In the U.S. - Right now you’re simply in information- gathering mode. - Suppose, for example, that you’ve drawn out your company’s model in Visio or on a piece of paper. - It’s not profitable, and you’ll never convince the veeps to go for it.. - So now, pretend that you work for this company and that you’ve done this network design, in preparation for a Windows 2000 deployment. - You also quickly grasp the importance of the SPOFs you’re likely to set up;. - And that’s the judgment call you have to make relative to your network design.. - You’re going to have to prepare documents that. - You’ve hit the end of the service life cycle, my friend.. - In your Windows 2000 network design and upgrade proposal, you’re going to have to bring forward the dollars issue. - Where will the software and hardware that you’re recommending be in the future? Are you over- or under-engineering?. - You and your cohorts feel that you’re on the verge of a breakthrough in the new software you’re releasing. - You’re the IT guru, you’re the one who knows this stuff—what’s the hot thing for the next five, ten, even twenty years?. - You’re truly international in your business makeup.. - The Top o’ the Heap. - This, of course, is not to say that you’re plankton. - Or that you’ll always be plankton. - Frequently it’s hidden, so that you’re not aware of the problem. - Perhaps you’ve played this game before, but it’d be fun to try it again. - Perhaps senior management mandated the study and you’re simply com- plying. - Or, more likely, you’ve got the vision, and you’re now trying to make the case for the upgrade. - For example, suppose that you’re in a struggling start-up company. - In other words, you’re treated professionally.. - You’ve seen this type of individual, I’m sure. - You’ve jotted down some quick notes:. - You’re going to have to make some rec- ommendations for extensive new purchases of server hardware before you can go forward with the Windows 2000 rollout itself. - You’re going in with a problem and a solution. - You’re looking for buy-in, not for answers.. - Yet you know that you’ve got to measure your words carefully when you’re around him. - He has previously interpreted things that you’ve said to be something different. - Why is it important to find the icebergs? Well, maybe for you it’s not, especially if you’re involved in just a minor percentage of the company’s overall computing environment. - Now you’ve got an iceberg. - You’ve worked for a medium-sized service organization for years. - You’ll have to begin preparing very early and thoroughly document all processes. - If you’re a network administrator, your customers are the network users.. - It’s important to understand who your company’s customers are, because it keeps you focused on why you’re doing what you’re doing. - Especially when you’re told how little they pay him! What’s the matter with them?. - You’re very disturbed by this scenario. - If you can clearly see that your company is inevitably going to be acquired, maybe you’ll decide that it’s not necessary to go to Windows 2000.. - On the other hand, if you’re in acquisition mode, you’ve got a strategic planning and logistics problem on your hands. - You’re the Windows NT network architect for a mid-size company—say, 5,000 employees. - You’ve got a solid support infrastructure built around this computing environment. - You have a long haul in front of you if you’re going to bring this computing environment into the Windows 2000 arena. - What’s the management model like? First you need to look at how your company is con- structed. - You’re the network architect for this bank. - You’re in the throes of planning your Windows 2000 upgrade, a massive project that’s going to require considerable time and expertise to accom- plish. - It’s not about wanting to accomplish a Windows 2000 rollout—we all want that—but about how to communicate to others why it’s necessary and how you’re going to do it. - You can “fight” the change (using diplomacy, busi- ness sensibility, and building the business case), but you probably won’t win. - This kind of behavior is unusual, based upon what you’ve observed in the past. - Of all of the considerations, E is the least likely to be some- thing you’ll have to worry about, though it may crop up. - You’re cer- tainly going to have to be concerned about the NOS that’s currently in place, as well as the PC O/S. - Overview You’re concerned about the 10Base-T infrastructures, whether they’re up to the traffic that hundreds of Windows 2000 Profes- sional workstations can generate. - I think you’re fine for this upgrade, in terms of WAN circuits.”. - you’ve been thinking about replacing them any- way. - Then, of course, there’s the cost of licenses ($59 per user, and more than ten times that per server). - You can’t just go out and decide that you’d like to purchase one brand of equipment. - I think you’d better test all of this out in the lab before you do anything. - Without a doubt the biggest hitch you’re going to run into in your project planning is the idea of moving Oracle off of the Unix servers and onto Windows 2000 Datacenter. - In the case of a Windows 2000 rollout, one part you’re going to play is that of visionary. - place, you’ll need to design it in and provide it. - It’s almost like you’re selling air. - You’re selling a concept. - And you’re curious as to how much a concept is worth. - It’s unlikely that you’ll convince people to move software they’re totally reliant on. - you’ve got another think coming. - Suppose that you’re an entrepreneurial restaurant manager. - You’ll prepare a project plan and go slowly. - You have to know what kind of risk you’re looking at. - I’m sure you’ll think of more. - There appears to be plenty of money to go around—the company’s spend- ing money like it’s going out of style. - You’re very heavily regulated, both in the way that you run your company and in the manner that you deliver your products to market. - You’re asked, as one of the NT designers, what Windows 2000 would have to offer that Unix could not.. - You’ve probably used this same concept at home. - In fact, you’ll have to pay pretty close attention to where you’re going to place things. - You’re trying to decide if your company’s newest venture into cold- fusion research is going to work out. - You’re considering a Windows 2000 rollout. - But the manufacturing thing, well, that’s the company’s bread and butter. - Remittance Processing Manager “I don’t mind if you upgrade the com- puter, especially since you’re telling me that it’ll improve the reporting performance. - Be aware that you’ll have to replace it on a weekend, and it’ll have to be guaranteed to be operational by Monday!”. - What’s the biggest risk associated with this project?. - it’s the company’s money stream, the reason they have customers, and the reason for their existence. - If you could thoroughly test your concepts in the lab before you deploy, you’d be able to sleep better. - The two types present huge differences in the way that you’ll design your rollout. - then you’ve got a leg to stand on.. - You’ve got to make the case, coming up. - Then you’ll have some success. - So the question for you now is what you’re going to do. - Planning for a Windows 2000 rollout in a centralized structure will mean that you’ll have to present your plans to a cast of thousands. - Your Windows 2000 deployment’s success will have a lot to do with whether you’re decentralized. - on the other hand, in a decentralized environment, you’re not going to have to be so inclined to do your rollout all at once. - I’m a part of the only IT team in the company.” You say one thing and another gets done, even though you’re a part of the central IT team and are supposed to be making up the rules. - You’ve had lots of different problems as a result of this. - You’re bothered by the decentralized model
Xem thử không khả dụng, vui lòng xem tại trang nguồn hoặc xem
Tóm tắt