Timothy:

Some good points.
There is also a issue when you try and reduce operators. The biggest issue I 
have seen is that the number of IPL's goes up and small problems become large 
problems. On the other end I have also seen the "untrained" people end up 
calling the systems people and they(systems people) are exhausted by the next 
morning as you end up on the phone with them for long periods of time. 
Meanwhile 
the systems people get really pe'oed at management and refuse to take phone 
calls. Then it becaomes a pissing match between departments. No one wins at 
this 
and mean while the good sysprog people just can't get out of the place fast 
enough. Also you have to tell new people that they should expect long phone 
calls in the middle of the night.

Ed




________________________________
From: Timothy Sipples <[email protected]>
To: [email protected]
Sent: Sun, March 13, 2011 11:39:10 PM
Subject: Re: Cheryl's List #148

Responding to Linda, I think you'll want to compare business cases with
your management.

Case #1: Business as usual.

Case #2: Minimize the cost of overnight operators as much as possible
(through increased automation, alerting, etc.), and compare the cost of
that skeleton crew (of one?) to the likely sub-capacity license savings.

It seems odd to me that #1 would make financial sense, but odd is not
impossible. And then....

Case #3: Case #2, plus reallocate some non-mainframe operators by shifting
workload to the mainframe, starting with some workloads that can fill
utilization "valleys."

Mainframes are *extremely* operator-efficient -- so if there's a focus on
controlling operations costs, go actually control operations costs. If you
add workload to a mainframe, typically the operations staff doesn't even
change.

- - - - -
Timothy Sipples
Resident Enterprise Architect
Value Creation & Complex Deals Team
IBM Growth Markets (Based in Singapore)
E-Mail: [email protected]

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