Lindsay Hill network control, visibility, management

Operations Manager to OMi Migration Path

HP has finally announced a migration path for Operations Manager to OMi. It’s about time too. This looks like a good path. If you want to stick with HP Software for managing your services, you should be investigating it.

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Christmas Change Freeze - Good or Bad?

We’re approaching Christmas, and for many of us, that means we’re about to enter an extended change freeze. This means an extended period when we shouldn’t change anything, hoping to improve stability. ITIL Change Management tells us this is good. I’m not convinced.

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War Stories: Unix Security

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Outsourcing Mistakes

Outsourcing is complex, and there are lots of ways it can go wrong, or simply fail to deliver. I’ve put together a list of things that I see going wrong with outsourcing arrangements. Of course it’s not exclusive!

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Juniper SRX-110H EoL

Somehow I missed this when it was announced, but the Juniper SRX-110H-VA is End of Life, and is no longer supported for new software releases.

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Wipebook - A Portable Whiteboard

It is a stereotype, but engineers really do like whiteboards. Problem is, you can’t carry one around with you. Plus there’s still a few unenlightened employers who don’t provide whiteboards. Enter the Wipebook, a spiral-bound notebook made of whiteboard-like pages:

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iRules/Tcl - Watch the Comments

It’s pretty common practice to ‘comment out’ lines in scripts. The code stays in place, but doesn’t get executed. Perfect for testing, when you might need more debug output, or you want to run a slightly different set of actions. But you have to be careful when commenting out lines - it might catch you out, and the F5 iRules editor won’t save you.

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Complexity vs Security

Many of the ‘security’ measures in our networks add complexity. That may be an acceptable tradeoff, if we make a meaningful difference to security. But often it feels like we just add complexity for no real benefit.

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War Stories: Cursed VLANs

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Ops Work vs Project Work

There’s a constant tension between delivering new services, and running the existing services well. How do you figure out how to prioritise work between Operations tasks and Project work? Skewing too far either way leads to problems. Maybe the answer is in how we structure Operations tasks?

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