Issue link: http://cp.revolio.com/i/833286
4 | THE DATA CENTER JOURNAL www.datacenterjournal.com thanks to inefficiency in both IT and facilities hurt the larger business. And a lack of communication and under- standing between these two parties makes progress toward a solution more difficult. How to deal witH it e first step to resolving a conflict is communication, and com- munication requires some kind of common language through which both sides can express their needs and concerns. As much as to interpersonal relationships, this principle applies to IT and facilities, too. "Data center operators need to focus on tooling their services so data is acquirable and analyzable," said Klaus. "Understand- ing how things operate currently, and how their services are influenced by changes in technology and process helps immeasurably. Given the intro- duction of data center infrastructure management (DCIM) and the matura- tion it's going through, we're on our way, and both the IT side and facilities side recognize that." Automation is nothing new to either party in this divide. Facilities, for example, may use a building- management system (BMS) to control everything from power and environ- mental conditions (temperature and humidity) to lighting and security. IT may use an IT-service-management or network-management system (ITSM or NSM) to handle computer hard- ware of various types. DCIM is an at- tempt to merge these two systems and thus bring together IT and facilities through a common interface. As with any new technology, DCIM providers must refine their products as companies deploy them and discover areas that need address- ing or refining. Moreover, DCIM has been the subject of extensive hype—perhaps unsurprisingly, given its potential to increase data center automation and even bridge the his- torical divide between IT and facili- ties. Like many hyped technologies, it will certainly fall short of some grand promises made by its advocates, but it can still be a valuable tool. "ese days I routinely see IT and facilities using a lot of the same instrumentation and automation, and demonstrating a bet- ter appreciation of the other's services," Klaus said. "For example, I've talked to many data center operations teams who've recognized the value virtual- ization offers (with respect to reducing space, power and cooling constraints), and I've heard IT managers talk about the value of DCIM in making process provisioning and asset management clear and predictable." DCIM probably isn't the entirety of the bridge across the IT/facilities di- vide, but it's a step toward a common language that helps both sides see the larger picture: the business that they equally serve. cloSiNg tHe gap IT and facilities continue to per- form different jobs, even though they serve the same broad purpose. Mix in some egos and tight budgets, and you have a recipe for conflict even in the best of circumstances. Nevertheless, by recognizing the divide and attempt- ing to bring mutual understanding, companies have made progress. Klaus noted, "I think there is less division then there used to be because more emphasis is placed on real-time data. at wasn't always the case, so there was less opportunity to understand how one organization's efforts affected the other, or why demands for space, power and cooling took so long to receive a response. Today's picture is clearer, or it can be if the right tools are used." Will the gap ever close entirely? Probably not, as long as data center operators employ two distinct groups called facilities and IT. Other groups that ostensibly serve the same purpose have conflicted over smaller things (e.g., different policing agencies fight- ing over jurisdiction). It's human na- ture to misunderstand and even clash with others who have different goals, as history attests. But minimizing the conflict by increasing understanding helps, particularly when both sides share broader goals. DCIM is one way to do so. "As both areas of practice center on the data and the tools be- come more focused on analyzing and identifying inefficiencies, there is less ambiguity. Really, this comes down to communication, and when the teams have common, accurate and real-time data, there's less to misunderstand or misconstrue," said Klaus. Other approaches to addressing this problem include a management structure that can better govern two disparate groups in the company and hiring of personnel that have expertise in both IT and facilities. e object of such efforts is to unify the two sides as much as practical by increasing points of intersection. It's tough to imagine any two groups of people working in perfect unison, especially when they have different jobs. Although facili- ties and IT may always face conflict, a feasible objective for data center operators is to make resolving such conflicts easy and in a way that allows both sides to always save face. n