Business being lost due to problem with Backup & Database teams
99% of the backup team staff can be reduced with help of platform team.
50% of database team staff can be reduced.
Backup team staff is uneducated to the point that they lost touch of ITIL processes, completely clueless.
Files, which are stored to a disk volume and left there for several days (to ensure it’s not fast-changing data), can be checked by a special process, splitting this data into small blocks, named chunks (32 KB – 128 KB) and then analyzed chunk by chunk. The system preserves unique blocks only, moving them into a chunk store and leaving references (reparse points) for those blocks that are used more than once. This allows you to have valuable storage savings if the said data is similar. The most important use cases include: Hyper-V VDI environment, backup storages and file servers. A Data Deduplication process runs one of four different task types: Optimization (splitting data into chunks and moving them into the chunk store), garbage collection (reclaiming space by removing obsolete chunks), integrity scrubbing (detecting corruption in the chunk store) or unoptimization (undoing optimization and disabling data deduplication on this volume).
It's NOT backup , its File system space saving. Idiots that think its the same as backup
Backup and storage teams.. watch out.. with Data Deduplication introduced by Microsoft in Windows 2016, a separate backup team is really not required any more.
This doesn't give you backup , it gives you a place to store backup data. Backup is a lot more than just copy data to another place. Its a controlled, monitored, proven global tool.
Backup to a system where you need to reboot weekly , come on thats just stupid
Backup with external storage will be the thing of past soon, snapshot with replication is the way to go.
Backup and storage teams.. watch out.. with Data Deduplication introduced by Microsoft in Windows 2016, a separate backup team is really not required any more.
IF as you say "we live in Trump's world !!" then were all going to jail very soon
Still waiting to hear of the official root cause as to what caused the Australian Taxation Office (ATO) 3PAR SAN to die in the a--- twice. The SAN has been shipped to the US for forensic examination but perhaps that analysis needs to be applied to management bonuses too.
@SBtARpu-1fck : really great insight. So basically the shortcomings of the delivery managers have been higlighted here, which spills over to the delivery teams. The delivery teams are always told that there are no salary hikes, so they are frustrated as well.
The only difference is delivery managers get their salary hike and do no work, so why should team members work ? that is the problem left for the higher management to ponder about.
So many co-coordinators and no technical help:
Delivery managers, Account Run Leads (ARL), Change leads, problem leads, Critical incident managers, Strategic incident managers, Production Environment Managers (PEM), all coordinators.. no technical resources.
ITIL processes are useless! DXC is ThriveOnChange and you can't do that with all the stupid overhead with ITIL.
From a backup team member most of the backup issues are caused by OS issues that are never fixed. Windows platform teams just re-boot or do a temporary fix , but never fix the root cause so we as backup team members have to contact you all over and over to fix known issues.
The Unix teams are almost as bad.
FIX the issues, dont do work arounds and the back teams will do just find!
Nothing has changed then I see.
When I left, customer in US, UK and Germany were complaining about DXC services where SLA performance had dropped following transition to offshore. Although some were a year into transition and had suffered more outages in a year than in the previous ten! Account execs were just as concerned as the client; escalated it and although the issue was fixed with band-aid; it would just re-occur.
One account team tried to find funding and people to run its own 'Red team' to find out why this new operating model was failing to deliver. But without any proper IT Governance they could not share the costs with other accounts also suffering the same issues. There were critical outages peaking everywhere and it felt like plate spinning.
But it was always the same old issues, no surprise: Insufficient resource - even in the offshore areas which lead to critical outages; change management without impact analysis, checks and balances and proper approval; client complaints and communication being ignored. No clear operational processes or accountability; no designated point of contacts for key services; Poor communication of performance and service restoration status; actions not recorded or tracked....
A number of Account managers and Execs got frustrated and left. Some saw it as a sign to take early retirement. They were not replaced onshore and the offshore leads seem to anger the customer further with their lack of business knowledge.
Probably the messiest transition of too far; too quick and no proper plans that I've ever seen.
My ex-colleagues in DXC tell me they are still fire-fighting but they also tell me how much they enjoy receiving real help in the form of those wonderful 'Ivory tower' emails that inform them of DXC's new Swamp Restructuring Programme and constant offshore drainage and how it is now helping to removing more pre-GAPP Alligators in constant currency compared to Alligators in the swamp during the same quarter last year.
Because they offshored it all and those teams know nothing!
backups are screwed, restores are crappy, database is disaster, linux is waste, windows is clueless, san is clueless, private cloud is fried, public cloud is hopeless - but the share prices are going up ! - we live in Trump's world !!