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Essential elements of data center operations

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Human error is directly attributable to 70% of data center outages according to the Uptime Institute. This session highlights the critical importance of having an effective operations and maintenance (O&M) program and provides a comprehensive, high-level overview of the necessary elements of a program to operate a critical facility efficiently and reliably throughout its life cycle.

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Essential elements of data center operations

  1. 1. Schneider Electric 1- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Essential Elements of Data CenterOperationsBob WoolleySenior Director, Global Data Center ServicesTweet Live!#SchneiderXE
  2. 2. Schneider Electric 2- Division - Name – DateSchneider Electric – Bob Woolley- 20130502ObjectivesUpon Completion of this course, you will be able to:●Define key tasks associated with Data Center Facility Operation(DCFO) Programs●Define risks associated with DCFO Programs●Define opportunities associated with DCFO Programs●Define the 12 Essential Program Elements●Identify the most common mistakes made by data center facilityoperators●Identify a process for building a world class DCFO Program
  3. 3. Schneider Electric 3- Division - Name – DateSchneider Electric – Bob Woolley- 20130502The Importance of Facility Operations●The majority of data center lifecycle cost is in OPEX, vs.CAPEX.●Most data center outages are attributable to human error.●Energy costs account for the largest portion of theoperating budget, and the cost of power is rising.●New technologies and the trend towards reducingredundancy to save cost has increased the need foroperational effectiveness and efficiency.●A properly designed Facility Operations & Maintenanceprogram will minimize risk, reduce costs, and even providea competitive advantage.
  4. 4. Schneider Electric 4- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Preventative MaintenanceOperational Tasks and ChallengesEnergy ManagementPerformanceMonitoringCapacityManagementAuditsSpares ManagementEmployeeSatisfactionCost AnalysisReceivingDocumentationProjectManagementRepairsDrillsDCIMVendor Management Incident ResponseWalk-throughsReportingChange ManagementSafetyUptimeSLAs
  5. 5. Schneider Electric 5- Division - Name – DateSchneider Electric – Bob Woolley- 2013050212 Essential ElementsEnvironmentalHealth & SafetyPersonnelManagementEmergencyPreparednessand ResponseMaintenanceManagementChangeManagementDocumentation TrainingInfrastructureManagementQualityManagementEnergyManagementFinancialManagementPerformanceMonitoring
  6. 6. Schneider Electric 6- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Levels of MaturityLevel 5 OptimizedLevel 4 Managed &MeasurableLevel 3 DefinedProcessLevel 2 Repeatablebut IntuitiveLevel 1 Initial/Ad-hocLevel 0 Non-Existent
  7. 7. Schneider Electric 7- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Environmental Health & SafetyTasks●Injury and Illness Prevention●Electrical Safety●Hazard Analysis and CommunicationRisks●Injury, illness and lost time●Fines and citations●Equipment damage and service disruptionsOpportunities●Happy and healthy workforce●Good safety ratings●Positive corporate image
  8. 8. Schneider Electric 8- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Personnel ManagementTasks●Resource modeling and utilization●Personnel development●Team buildingRisks●Inefficient resource utilization●Unstable workforce●Dysfunctional workplaceOpportunities●Stable and skilled workforce●Fewer service disruptions●Greater opportunities for innovation
  9. 9. Schneider Electric 9- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Emergency Preparedness & ResponseTasks●Emergency Operating Procedures●Scenario Drills●Incident Management●Business Continuity / Disaster RecoveryRisks●Inability to prevent major service disruptions●Injury or property damage●Uncoordinated responseOpportunities●Increased uptime●Cost avoidance●End-user confidence and loyalty
  10. 10. Schneider Electric 10- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Maintenance ManagementTasks●Asset Management●Work Order Management●Spare Parts ManagementRisks●Lack of information on asset performance, replacement costs●High cost, low performance reactive maintenance program●Excessive downtime awaiting repairsOpportunities●Good asset intelligence and proactive maintenance boosts systemreliability●Accurate budget forecasts●Lower TCO and less downtime
  11. 11. Schneider Electric 11- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Change ManagementTasks●Risk Analysis and Communication●Vendor Supervision●Operational Procedures Development and Review●Structured Work PracticesRisks●Unidentified, misidentified, or miscommunicated operational risks●Excessive human error●Service interruptions and re-dosOpportunities●Achieving predicted goals●Minimizing errors and associated downtime costs●Fewer change windows and vendor re-dispatch costs
  12. 12. Schneider Electric 12- Division - Name – DateSchneider Electric – Bob Woolley- 20130502DocumentationTasks● Critical Facility Work Rules● Drawings, Schedules and Engineering Studies● Shift and Rounds Logs● Document Management and Version ControlRisks● Outdated or poor documentation introduces errors● Communication failures cause issues to go unaddressed● Poor documentation inhibits proper training and process improvementOpportunities● Fewer errors resulting in injury and downtime● More effective training● More efficient operations and processes
  13. 13. Schneider Electric 13- Division - Name – DateSchneider Electric – Bob Woolley- 20130502TrainingTasks●Fewer errors resulting in injury and downtime●More effective training●More efficient operations and processesRisks●Poorly trained workers are mistake prone and inefficient●Assumptions about worker capability can be grossly incorrect●Allowing unqualified individuals to perform work is hazardousOpportunities●Prevention of errors and increased worker confidence●Ability to do more self-performed maintenance, saving money andincreasing job satisfaction●Ability to lower costs by optimizing system performance
  14. 14. Schneider Electric 14- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Infrastructure ManagementTasks● Facility Monitoring● Capacity Management● IT and Facilities IntegrationRisks● Unnoticed and unaddressed facility issues/alarms● Stranded power and cooling capacity● Wasted space● Disconnect between IT and Facilities systemsOpportunities● Avoidance of service interruptions through reporting and trending● Resource optimization● Actionable business intelligence resulting from integrated systems andteams
  15. 15. Schneider Electric 15- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Quality ManagementTasks● Process and Procedure Standardization● Quality Checks, Inspections and Audits● Root Cause Analysis and Lessons Learned● Continuous ImprovementRisks● Introduction of errors due to poor processes and procedures● Undiagnosed errors result in avoidable service disruptions and costs● Repetition of errorsOpportunities● Increased productivity and uniform end-user experience through standardized bestpractices● Fewer, less consequential and lest costly errors● System and process optimization
  16. 16. Schneider Electric 16- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Energy ManagementTasks●Performance Benchmarking●Efficiency Analysis●Strategic SourcingRisks●Making decisions with inadequate or inaccurate data●Missing proven energy reduction strategies●Paying too much for energy suppliesOpportunities●Lowering costs through better energy management●Increased demonstration of corporate social responsibility●Regulatory avoidance
  17. 17. Schneider Electric 17- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Financial ManagementTasks●Purchasing●Invoice Matching●Financial Reporting & AnalysisRisks●Slow procurement due to inefficient purchasing●Payment for products and services not or partially received●Overpayment for products and servicesOpportunities●Shorter periods of reduced redundancy●Delivery assurance on purchases●More “bang for the buck”
  18. 18. Schneider Electric 18- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Performance MonitoringTasks●Service Level Agreement (SLA)●Key Performance Indicators (KPI)●Performance Measurement and ReportingRisks●Misplaced priorities generate unproductive activity●Punitive attitudes that stifle “good” risk taking●You can’t manage what you don’t measureOpportunities●Alignment of business goals with operational activities●Positive reinforcement systems that stimulate innovation●Solid performance metrics to underpin good business decisions
  19. 19. Schneider Electric 19- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Most Common Mistakes●Ineffective Change Management● Inadequate risk analysis● Poor or non-existent procedures● No defined process for performing critical works●Lack of Formal Training● Shadowing used as the predominant training method● Poor evaluation process, no link between certification level and tasking●Maintenance program is not metrics driven● Poor asset management● Few maintenance KPIs● No linkage between PM and corrective/break-fix maintenance●Failure to consistently and test evaluate skills● Existing skills and training comprehension is not formally evaluated● Scenario drills are not employed● Incident and Drill results are not evaluated
  20. 20. Schneider Electric 20- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Most Common Mistakes●Failure to develop and implement a quality system● Quality Assurance & Quality Control● Continuous Quality Improvement●Poor documentation● No coherent Sequence of Operations, outdated drawings andschedules, undocumented processes, lack of version control, not digitalized.●Stuck in manual mode● Failure to implement CMMS, EDMS, LMS, DCIM● Buried in spreadsheets and manual reports●Overconfidence● Assumption that future performance can be predicted by past experience.
  21. 21. Schneider Electric 21- Division - Name – DateSchneider Electric – Bob Woolley- 20130502Building a World Class DCFO Program• Inspect• Assess• Analyze• Report• Review Results• Refresh Goals• Take Corrective Action• Optimize• Design and Develop• Communicate• Train• Implement andOperate• Obtain Support ofSenior Management• Align Business Goalsand OperationalObjectives• Establish SuccessMetricsDoActPlanCheck
  22. 22. Thank YouBob WoolleySr. Director, Global Data Center ServicesRobert.Woolley@Schneider-Electric.com