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Fundamentally, high availability is a business decision. High availability is a level of system availability implied by a design that is expected to meet or exceed the business requirements for which the system is implemented. The decision to implement high availability is purely a business decision that is based on the value to an enterprise that a computer system has, and the cost of ensuring that the computer is available when needed to deliver that value.
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The Politics of Availability
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One of the penalties for refusing to participate in politics is that you end up being governed by your inferiors. Plato
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When discussions about implementing high availability get past the technical, they almost invariably turn to the political. Administrators tell us, Yes, we all know it s important to implement this stuff, but I can t convince my management to take it seriously. Although most technical decisions come down to money, and we discussed the direct financial benefits of implementing availability in 3, The Value of Availability, in this chapter, we take a look at some of the other ways you can get the people who control the purse strings to take the whole concept of availability more seriously. The process begins as you start to collect information to help you build the case that will persuade them to see the value of your ideas.
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Beginning the Persuasion Process
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To persuade others of the value of your ideas, it is necessary to delve into the dark, shadowy world of organizational politics. Fundamentally, this means that you achieve your goals by helping (or if you aren t particularly scrupulous, appearing to help) others around you achieve their goals, so that they then help you achieve yours.
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Probably the best way to convince others of the value of your ideas is to first convince them that your ideas will help them achieve their own goals. To do that, you must understand what their goals are. The development manager s goals are going to be different than the goals of the marketing manager, which will in turn be different from the goals of Human Resources. The good news is that to impress most managers, you need only demonstrate a high rate of financial return on the required investment to get their attention, but that is not always the case. You must also understand the organization s overall goals. If the organization is a public company, there is a wealth of information available about the organization and its business. The annual report is an excellent place to determine what is important to a company, and what projects are perceived to be the most important to the company s future (they are usually the ones with the nice color pictures of smiling people near their descriptions). Other ways to find information about a company include reading through press releases, looking for published interviews with executives, and surfing the Web for financial statements that companies are legally obligated to generate. In the United States, these include the 10-K and 10-Q forms, which are available on the Web. It is always good if you can demonstrate how your ideas can add value to popular internal projects. After you understand and have confirmed the manager s and the organization s goals and objectives, you must work out how your ideas will make them more successful. How will increasing the availability of their computer systems allow them to perform their jobs better Remember that if you are asking for money, you are competing with everyone else in your organization who has an idea that costs money. Money is an extremely limited resource in most organizations, especially when the economy is suffering. You may run into people in your organization who do not want your proposal to succeed because if it does, it will reflect badly on them. Beware of such people. Learn to speak the language of business. In formal writing and presenting, messages are generally delivered calmly or with mild enthusiasm. Slang and street language are unwelcome. Remember that most organizations are businesses. (There are exceptions, of course, in academia, government agencies, and nonprofits, where goals may be different, but saving money is a high priority in just about any organization.) To impress businesspeople, messages must be delivered in terms that they understand without technical buzzwords, lingo, or acronyms, and they must solve problems of the people receiving the message. The gospel of high availability is an important one, but if you deliver it to the Human Resources manager, it is unlikely he or she will be interested, and it s even less likely that the manager would be able to help you.
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