Resource Library

Once an organization has categorized suppliers, one of the benefits that is quickly realized is an understanding of how supplier changes affect the buying organization and vice-versa. Changes are the modification, addition, or removal of something from the environment. The scope and scale of each change can be different. Change management covers everything from regular, low-risk, operational modifications all the way to significant organizational strategic shifts.

New in Windows Server 2012 is the Unified Remote Access (URA) role. In Windows Server 2008 R2, DirectAccess and Routing and Remote Access Service (RRAS) were two separate roles. In fact, they could not be co-located on the same server. In Windows Server 2012, DirectAccess and RRAS can be co-located, allowing for what is now legacy remote access VPN client connectivity (L2TP/IPsec, PPTP, and SSTP). This means that the Unified Remote Access provides DirectAccess, Remote Access VPN, and site-to-site VPN and can now serve as your complete remote access solution.

As mentioned earlier, one of the most useful pieces of guidance that ITIL provides relates to the categorization of suppliers. ITIL describes four categories of suppliers:

Enterprises, whether they are commercial, non-profit, or government entities, are operational organizations that operate through the execution of hundreds of processes. The quality of these processes affects every aspect of the enterprise and these processes are rarely static. Business Process Analysis (BPA) is the discipline of examining processes so that they may be changed to align with enterprise objectives.

There exists a need to properly read, deploy, and examine the results of Group Policy. By its architecture, Group Policy Deployment to the Clients or Servers can be erratic and latent, or even non-existent throughout your Enterprise Organization, frustrating Administrators who are rolling out the Group Policy to Client or Server computers. To help mitigate this behavior, I compiled these insights into a two part series from real-world examples, experiences, and fixes that have worked for me. I know that these Tips and Tricks will work for you, too.

Organizations that plan for and conduct supplier management according to defined processes and boundaries are more likely to receive predictable, high-quality goods and services from their suppliers in a timely manner.

This is another topic of heated debate, and it changes from network to network, but I found a simple approach that works in most cases. Since I have four queues and four classes of traffic, I need to categorize my important traffic into four classes. Strictly for explanation purposes I took some liberty in defining four categories of traffic that are very effective in both large and small networks. These classes are: Real Time Protocol (RTP), Network Management (NetMgt), Business Critical, and the Default.

One of the many useful features of tunneling is to carry non-IP traffic across an IP network, and this is still the case when dealing with IPv6 traffic. This transition mechanism makes use of a configured tunnel to transport IPv6 over a native IPv4 network, which may consist of two sites or more. Unlike the previous transition mechanisms, tunneling is not monolithic; while the basic principles may be similar, the operations are different. The following chart gives a breakdown of the current, major tunneling types in use, particularly in a Cisco environment:

So what makes a new certification "Hot"? Is it the perceived qualitative value? Or is it the possible increase in salary? Is it just the fact that so many are seeking that one particular certification? How about the governing body of the certification? Or maybe it is a combination of one or more of these? Whatever the case, there are new certifications (and some that have been completely re-written as to be a new certification) that are perceived to be the "ones" to possess and will be highly desirable in 2013.

Risk is something we deal with on a daily basis. Living in New Jersey and having the occasional storm, I’ve recently performed my own risk assessment determining the value of certain assets and activities and made a decision on what I was willing to spend to reduce risk to what I perceived as an acceptable level. My management of risk was a rather simple case. Sure, in my revised business continuity plan for my home, I’ll make sure that I have more D cell batteries, have my garage door adjusted so it opens manually again, more food I can heat on a stove and that doesn’t rely on refrigeration, and finally I’ll consider a whole house gas generator that uses natural gas, which has always been available to power critical systems like the sump pump in my basement. What if, however, I was a really large business? One with lots of components and interdependencies that require a tight integration in order to succeed? How and where can a large volume of information necessary to management, business continuity, and disaster recovery be correlated and communicated to those individuals who, because of their roles and responsibilities, need to make the critical decisions regarding the management of risk?