SYSTEM ADMINISTRATION

AND MAINTENANCE
Learning Module

Andrew Caezar A. Villegas

Charles Lawrence Javate
Engr. Ronald S. Santos
Joey Dela Cruz
Jomasel G. Savellano

Nueva Ecija University of Science and Technology

College of Information and Communications Technology
Sumacab, Cabanatuan City
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 TABLE OF CONTENTS

CHAPTER I ........................................................................................................................................................ 6
ACCESS CONTROL .......................................................................................................................................... 6
OBJECTIVES.................................................................................................................................................. 6
What to Do When . . . .................................................................................................................................... 6
1.1 Constructing a Site from Scratch ....................................................................................................... 6
1.2 Growing up a small site ....................................................................................................................... 6
1.3 Going Globally ..................................................................................................................................... 7
1.4 Replacement of Services...................................................................................................................... 7
1.5 Moving a Data Center to..................................................................................................................... 7
1.6 Move to / Open a new building .......................................................................................................... 8
1.7 Handling Office Moves at High Rate ................................................................................................. 8
1.8 Place evaluation ................................................................................................................................... 9
1.9 Mergers and Procurements Contract ................................................................................................ 9
1.10 Frequent Computer Failure Coping .............................................................................................. 10
1.11 Survival during a Big Failure or Stopping Work........................................................................... 10
1.12 What tools will each member of the SA Team have? ................................................................... 11
1.13 Ensure the restoration of equipment ............................................................................................. 11
1.14 Why do I have Reporting Structures and Procedures? ................................................................ 12
1.15 Why do you log policies?................................................................................................................ 12
1.16 Identifying the underlying environmental issues ......................................................................... 12
1.17 Having more money for the work.................................................................................................. 13
1.18 Have Plans to Completed ............................................................................................................... 13
1.19 Hold Clients Content ...................................................................................................................... 14
1.20 Good Maintaining Leadership ....................................................................................................... 14
1.21 Maintaining SAs Proud................................................................................................................... 14
1.22 To prevent processes from being too late ...................................................................................... 14
1.23 Coping with a Major Machine Influx ............................................................................................ 15
1.24 Dealing with New Users' Big Influx ............................................................................................... 15
1.25 The Large Influx of New System Admins...................................................................................... 15
1.26 Strong SA Team Attrition Level ..................................................................................................... 15
1.27 Strong User-Base Retention Stages ................................................................................................ 16
1.28 To be unique to a party ................................................................................................................... 16

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 1.29 To be the new company boss.......................................................................................................... 16
1.30 Search for a new job ........................................................................................................................ 16
1.31 Hiring a lot of new SAs easily ......................................................................................................... 17
1.32 Improve overall machine efficiency ............................................................................................... 17
1.33 Lessen Costs ..................................................................................................................................... 17
1.34 Adding Features .............................................................................................................................. 18
1.35 Stopping the Pain When You Do "This"........................................................................................ 18
1.36 Creating Consumer Confidentiality .............................................................................................. 18
1.37 Creating Self-Confidence for the team .......................................................................................... 18
1.38 Improving the follow-up of the squad ........................................................................................... 19
1.39 The treatment of an immoral or troubling order.......................................................................... 19
1.40 My Dish-washer forgot Spots on My Glasses ............................................................................... 19
1.41 Secure the Work .............................................................................................................................. 19
1.42 Train More ....................................................................................................................................... 20
1.44 Getting all the Job Done.................................................................................................................. 20
1.45 Stop burden...................................................................................................................................... 21
1.46 What would SAs expect of their managers?.................................................................................. 21
1.47 How are the SA Managers expected from their SAs?................................................................... 21
1.48 How would SA Managers do to their bosses? ............................................................................... 21
REFERENCES.......................................................................................................................................... 21
CHAPTER II ..................................................................................................................................................... 22
SYSTEM ADMINISTRATOR ......................................................................................................................... 22
Related fields ................................................................................................................................................ 22
Duties and Responsibilities of a System Administrator ............................................................................ 22
Recommendations for Better System Administration .............................................................................. 23
Using a Ticket Management System...................................................................................................... 23
Manage Quick Requests.......................................................................................................................... 23
Adopt Three Time-Saving Guidelines ................................................................................................... 23
1. Start Every New Host in a Known State .................................................................................... 24
2. Make Email Work Efficiently ..................................................................................................... 25
3. Document Everything ................................................................................................................. 25
4. Address the major loss of time ................................................................................................... 25
5. Find a quick solution ................................................................................................................... 25
6. Provide the necessary power and cooling.................................................................................. 25
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 7. Deploy Easy Monitoring ............................................................................................................. 26

CHAPTER III.................................................................................................................................................... 27
WORKSTATION ............................................................................................................................................. 27
Overview ....................................................................................................................................................... 27
Learning Objectives: .................................................................................................................................... 27
Setting up ...................................................................................................................................................... 27
Lesson Proper ............................................................................................................................................... 28
Managing workstation operating systems leads to three simple tasks: ................................................... 29
2.1. Installation is partially automated................................................................................................... 32
2.3 Cloning, among other methods ....................................................................................................... 33
2.4 Can you rely on Vendor installation?.............................................................................................. 34
2.5 Setup Checklists ................................................................................................................................. 35
2.6 Configuration of Device Technology and Applications................................................................. 35
2.7 Updates Are Other than Installations .............................................................................................. 36
2.8 One, Some, Many .............................................................................................................................. 37
When utilizing one, some, and many, you will have the possibility of a failed patch technology. ... 37
3. Network Configuration ........................................................................................................................... 38
3.2 Know When to Use Dynamic Leases ............................................................................................... 40
Assessing learning ........................................................................................................................................ 43
Activity 1....................................................................................................................................................... 43
CHAPTER IV ................................................................................................................................................... 45
SERVER............................................................................................................................................................. 45
Choose Providers Well-Known for Reliable Hardware ....................................................................... 48
Understanding the Cost Amount of Server Hardware......................................................................... 48
Continuing Data Integrity ...................................................................................................................... 52
Place Servers in your Data Center .......................................................................................................... 52
Client Server OS Arrangement ............................................................................................................... 53
Offer Remote Console Access ................................................................................................................ 53
Enhancing Reliability and Service Ability ............................................................................................. 56
CHAPTER 5 ...................................................................................................................................................... 62
SERVICES ......................................................................................................................................................... 62
Overview ....................................................................................................................................................... 62
Learning Objectives: .................................................................................................................................... 62

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1. The Basics ......................................................................................................................................... 62
1.2 Operational Requirements................................................................................................................ 64
1.3 Open Architecture ............................................................................................................................. 65
1.4 Simplicity ........................................................................................................................................... 66
1.5 Vendor Relations ............................................................................................................................... 67
1.6 Machine Independence..................................................................................................................... 67
1.7 Environment ...................................................................................................................................... 68
1.8 Restricted Access ............................................................................................................................... 68
1.9 Reliability ........................................................................................................................................... 69
1.10 Single or Multiple Servers ............................................................................................................... 70
1.11 Centralization and Standards ......................................................................................................... 70
1.12 Performance..................................................................................................................................... 71
1.13 Monitoring ....................................................................................................................................... 71
1.14 Service Rollout ................................................................................................................................. 72
2. The Icing....................................................................................................................................... 72
3. Conclusion ................................................................................................................................... 75

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 CHAPTER I

ACCESS CONTROL

OBJECTIVES
By the end of the lecture, I will be able to:
1. demonstrate understanding of the principles and capabilities of access controls;
2. analyze standardized Access Management Models; and
3. create, handle, and retain power of access to the system;

***

What to Do When . . .
In this chapter, I put together the different elements of the rest of the book to include an overview
of how they can be used to cope with daily circumstances or to help unique system administrators (SAs)
to managers addressing questions.

1.1 Constructing a Site from Scratch

 Think about the structure of the company.
 Checking the marketing business expectations that will drive the execution goals.
 Carefully design namespaces
 Build a solid rock data center
 Install a solid rock network to extend
 Build infrastructure that can be scalable
 Create a database repository, or at least design a tiny directory hierarchy that might become a
database repository.
 Develop your main core client services:
o Authentication and authorization
o Life-cycle management desktop
o the e-mail
o Service of files, backups
o Configuring the network

1.2 Growing up a small site

 Have the support desk.
 Build checklists for new sites, new desktops / laptops, and new servers
 Recognize the advantages of the Network Operations Center (NOC) devoted to the management
and coordination of network operations

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  Talk to your company and whether you plan to recruit to include information on programs that
display available to fixed issues.
 Power and quality management tools so that you can foresee when to scale them.
 Be ready for the arrival of new computers, employees and SAs.

1 .3 Going Globally
 Design your WAN (Wide Area Network) architecture.
 Follow the three laws of size, scale and volume.
 Standardize processing hours for Greenwich Mean Time (GMT) to optimize log analysis
capabilities.
 Make sure the support desk is open 24/7. Take a peek at how to use SAs in certain time zones.
 Architect networks that take into account long-distance links — usually smaller latency and less
efficient
 Qualify applications for use over high latency links.
 Ensure that the compliance and regulatory systems remain sufficient in the light of global
operations.

1.4 Replacement of Services

 Be aware of the process.
 Add on both network and service requirements for transfer preparation.
 Handle the Dynamic Host Configuration Protocol lease time to support transition.
 Don't install hard-code domain names instead of hard-code aliases that travel with the operation.
 Manage the DNS time-to-live (TTL) values to migrate to new servers.

1.5 Moving a Data Center to

 Program windows until it's fully redundant so you should switch half a redundant pair first, and
then the other one.
 Ensure that the modern data center is fully built for both existing and future use.
 Back up every file directory on any computer until it moves.
 Do a fire drill on the recovery system.
 Build test cases until you move and check, check, test all after the move is through.
 Mark every cable until it has been disconnected.
 Establish a minimal service — redundant hardware — at a new site with new facilities.
 Checking the new environment — networking, computing, continuous power supply (UPS),
heating, cooling, air conditioning (HVAC) and so on— before movement starts.
 Identify a small number of customers to check company processes for freshly relocated basic
facilities, and check prototype scenarios before transferring anything else.
 Run the cooling cycle for 48–72 hours, then clean all the filters until space is filled.
 Hold a rehearsal on the cover.

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1.6 Move to / Open a new building
 Get keys to the new network construction field four weeks or more in advance.
 Use the phone or walkie-talkies to connect inside the house.
 Use your personal digital assistant (PDA) or non-electronic organizer.
 Order WAN and Internet Service Providers (ISP) network links 2-3months in advance.
 To explain to the authorities that the links between WAN and ISP take months to order and must
be made early.
 Prewire offices with network jacks before, but not during, building.
 Partner with a moving service who will help you organize the transfer.
 Appoint a person to hold and retain a master list of the person who transfers and his or her new
office number, name of the cubicle or location.
 Pick the day you want to freeze the master list. Send copies of the frozen list to the shipping service,
using the list of print stickers, and so on.
 If anyone wants to change their position after this date, do not try to monitor and correct all
versions of the document that have been circulated. Move the person as the master list specifies,
then plan a second move to the person after the first move.
 Provide each individual with a sheet of 12 labels pre-printed with his or her name and a new label
package, bag and personal computer (PC) location.
 Send each user a plastic bag that is big enough for all of the PC cables. Technical people can remove
and reconnect their PCs upon arrival; technicians can do so for non-technical people.
 Do buy more boxes than you know you're going to carry around.
 Do not use carton boxes; rather, use cardboard bags that can be reused.

1.7 Handling Office Moves at High Rate

 Meet with facilities to delegate only one transfer a week. Establish a pattern for the day.
 Create a protocol and method to provide you with all the knowledge you need about each
individual's devices, number of network and telephone links, and personal needs. Have the SAs
test the non-standard equipment in advance to make notes.
 Link and check network links ahead of time.
 Make consumers shut their computers down before they transfer and position all the wires,
switches, keyboards, and other pieces that could be missed in a labelled box.
 Imagine all the ways that any research can be done without moving people around. Be cautious to
determine their level of skill; certain individuals do not have to do something on their own.
 Let the shipping service move the equipment and have a dedicated SA transition team unpack,
connect and test. Take charge in picking a business to pass.
 Train the helpdesk to consult with consumers who post complaints and see if they just moved and
didn't have a problem until moving; then send those queries to the transfer team rather than to
the normal climbing route.

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  Formalize the process, limit it to one day a week, carry out preparation activity and shift the
workers and make it smoother with less downtime for customers and less transfer-related
problems for the SAs and sort out.

1.8 Place evaluation

 Using the chapters and subheadings of this book to draw up an intermediate list of places to be
visited, using the elements in the Basics section as a general model for a well-run venue.
 Note existing SA employees and administrators that you are here not to pass judgement but to
understand how this forum functions, in order to recognize the similarities and differences of the
places you are also acquainted with. Advising tasks as well as future acquisition due-diligence
reviews are important.
 Provide the staff with a private web repository such as a wiki. The amount of the facts you
accumulate will surpass your ability to remember: log, log, paper.
 Build or order physico-equipment lists of workstations and servers, network diagrams, and
working workflows. The goal is to establish a wide variety of network views.
 Practice domain authentication and pay attention to security compartmentalization and
encryption.

1.9 Mergers and Procurements Contract

 If mergers and acquisitions are common, insure the information is obtained as quickly as possible,
even though this means that other people can have information that prevents them from being
able to swap shares for certain periods of time.
 Other mergers need immediate access to the new business entity. Others are prohibited from
getting complete access for a month or two until all agreements have been signed. In the first
example, set out requirements that this would not be feasible without any advance notice (see
previous item). In the latter scenario, you've got ample breathing time, so move fast!
 When you are Chief Executive Officer (CEO), you will notify the Chief Information Officer (CIO)
before the acquisition is announced.
 If you are a SA, try to figure out who has the power to make the major decisions in the other
business.
 Build simple, final decision-making processes.
 Have one specified head-to - head per each service.
 To launch a dialog with the SAs of the other organization. Understand their operating system,
content coverage, network infrastructure, security models and policies. Determine what the
current edition would feel like.
 Offer at least one formal face-to - face consultation with the SAs of the other organization. It's
easier to get upset at someone you haven't met.
 Turn to the basic info. Is there any namespace conflicts? If so, tell me how you're going to fix them.
 Adopt the better practices of the two companies; do not arbitrarily pick the practices of the greater
business.
 Be alert to the variations in community between the two communities. Diverse views can be a
positive thing if people learn to value each other.

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  Ensure that all SA teams have a high-level overview diagram of all networks and a detailed map of
the local area network at each venue.

1.10 Frequent Computer Failure Coping

 Decide how the new network architecture will look. How are the two networks to be connected?
Are there a few distant offices expected to merge? How does the latest defense layout or perimeter
look like?
 Consult senior management on corporate identity issues, such as user names, email address type,
and domain names. Do business names continue to be combined or left separate? What are the
consequences for the e-mail program and Internet-based services?
 Consider that any of the customers or business associates of either company will be exposed to the
deal and/or want their intellectual properties covered by the other company.
 Compare compliance strategies, looking in detail at privacy regulation discrepancies, protection
regulations and how they relate to business partners.
 Check your client router tables to ensure that the Internet Protocol (IP) address space used does
not overlap. (This is especially troublesome because you can use RFC 1918 address space [Lear et
al. 1994, Rekhler et al. 1996])
 Try installing a firewall between the two organizations before the two have consistent security
policies.

1.11 Survival during a Big Failure or Stopping Work

 Consider modelling the inability to respond to the Incident Command System. The ad hoc
emergency management system has been developed for the years by public enforcement agencies
to provide a robust solution to critical circumstances. Defining worsening protocols when an
problem occurs is the safest approach.
 Tell clients that you are aware of the communication networks they should use to contact you: the
"outages" portion of the intranet assistance desk, the outgoing message for the SA cell, and so on.
 Form a "tiger squad" of SAs, management and stakeholders; conduct a short 15-to 30-minute
meeting to determine the basic goals of the plan, such as "re-enable developers to operate," "re-
enable user access to support pages," and so on. Make sure you are working for a target, not just
replicating a feature whose meaning is non-specific.
 Establish the cost of a solution or fall-back position versus downtime due to a crisis, and let
entrepreneurs and stakeholders decide how much time it is worth investing to find a remedy.
When the information is not adequate to approximate that, do not close the meeting without
setting the date for the next attempt.
 Don't spend more than an hour processing details. Then hold a staff meeting to discuss solutions
to executives and core stakeholders. The manager will refresh the inactive status verification
response on an hourly basis.
 If the team wants to repair or remedy attempts, determine the order in which the fixes are to be
implemented and seek assistance from members in checking whether each method has succeeded
or has not operated. Report this, just in short, to prevent repetition of effort while you are already
working on it.

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  Conduct remedial or remedial measures in a small block of two or three, taking a bit more than
an hour to execute the whole measure. Collect and record the error message or log details that
might be important at the next conference.
 Don't encourage a team leader, even a highly talented one, to leave and try and dig a rabbit out of
his hat. Because you can't foresee the duration of the closure, you will enforce a stringent
procedure to keep us in the loop.

1.12 What tools will each member of the SA Team have?

 Device with network management applications, such as network sniffer, verbose DHCP client,
secure TELNET / SSH client, TFTP server, and so on, as well as wired and wireless Ethernet.
 Applications for handheld simulator and serial cable. The laptop would be an additional remote
console if the database server crashes or the data center computer crashes or if the control system
outside the data center needs console access.
 A spare Computer or server to play with new setups.
 The printer with a compact sign.
 A PDA or an un-electronic guide.
 Set of screwdrivers of all sizes used for machines.
 A tester for fiber.
 A pair of scissors.
 Connection to repair cables of varying types. Have one of two 30-metre (100-foot) cables. They
come in handy in the most unusual emergency circumstances.
 A compact video camera, please. Sending a snapshot to technical support will help you decode
strange console messages, remember model numbers and show harm.
 Portable hard drive (USB)/fire wire hard disk.
 Radios or walkie-talkies for contact inside the house.
 A cabinet of equipment and spare parts.
 High-speed access to the home of team leaders and the requisite telecommunications equipment.
 A collection with regular reference books on the technologies of the members of the team.
 Membership in educational associations such as USENIX and LOPSA.
 A range of medications for headaches. It's very hard to fix the big problems you have when you
have a headache
 Printed, framed, copies of the Code of Ethics of SA.
 Self-stable emergency-only food bits.
 A copy of the novel!

1.13 Ensure the restoration of equipment

 Make it easy to return tools: affix each one with a label that reads, "Return to [your name] when
done."
 If someone borrows it, open a helpdesk ticket that is locked only before the item is returned.
 Know that the equipment will not be restored. Why fear stuff that you can't control?

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  Create a project toolbox and share responsibility for keeping it up to date and tracking borrowers
down.
 Protect the Windows screwdriver kits safe. When you're asked to borrow a single screw driver,
grin and say, "Sorry, but you can have this box as a treat." Don't take it off.
 Do not let the consumer use a screwdriver in the app. Politically find out what the guy is going to
do to accomplish. That's better than correcting the person's faults.
 Use a screwdriver with adult guidance only if you are a computer user.
 Have some inexpensive eyeglass repair kits in your spare room.

1.14 Why do I have Reporting Structures and Procedures?

 Proper reporting explains when and how to do so.
 If you get it right and "just work," you'll even forget the specifics whether they fail or require
updates.
 You are going to go on leave.
 You are trying to move on to more interesting stuff, rather than sticking to the same thing, because
you're the only one who knows how it works.
 You would have a name as a true asset to the company: rewards, incentives and rewards, or at least
popularity and wealth.
 You'll spare yourself a wild dash to collect facts as creditors or auditors call for it in a short time.

1.15 Why do you log policies?

 Must comply with federal laws on safety and industry.
 To stop being unreasonable, "make it as you go," with senior management doing stuff that would
place other staff in trouble.
 Because you can't express your thoughts to anyone.
 Express goals with your own staff, not just your clients.
 To prevent being dishonest when enforcing a program that is not conveyed to the individuals it
controls.
 People can’t read your mind, stop blaming them.
 To give the company a opportunity to improve its course or to fight back in a positive manner.

1.16 Identifying the underlying environmental issues

 Take a peek at the fundamentals section of every book.
 Study the chain of management that finances you.
 Interview two to three people use your product.
 Survey of all consumers.
 Identify what kind of issues your time occupies the most.
 Tell the helpdesk workers what challenges they encounter the most.

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  Ask the people configuring systems on the ground what issues they have the most and what
consumers talk about the most.
 Decide if the design is straightforward enough to draw a whiteboard by hand; if not, it might be
too difficult to handle.

1.17 Having more money for the work

 Establish the need in the managers' minds.
 Figure out what the management needs, then explain how the programs where you need the
funding to achieve where purpose.
 Become part of the budgetary cycle.
 Do more for less: make sure the team has good time management skills.
 Treat the employer better than that.
 Know how the team works and interacts with you in a cooperative way.
 Don't overwork or handle a disaster. Display managers the "true cost" of strategy and decision
taking.

1.18 Have Plans to Completed

 Typically, proposals are not carried out because SAs are expected to start new fires when
attempting to carry out proposals. Next, solve this problem.
 Choose the sponsor of the board. Was the initiative one that the company wants, or is it
something that the SAs want to pursue on their own? If that is the case, using the fund to raise
funds to prevent conflicting demands. Unless the plan is not related to true market desires, it is
unclear if it can succeed.
 Ensure that the SAs have the resources to be successful. (Don't think so; ask them!)
 Keep the employees responsible for hitting goals and targets.
 Communicate goals to the SAs; transfer money to high impact initiatives.
 Ensure that the staff involved have good time management skills.
 Designate job time for some employees to concentrate on nothing but tasks, and the remaining
personnel must protect them against interruptions.
 Increase in the number of projects involved.
 Don't waste much money on things that don't exist.
 Focus Effort to Win.
 Choose an experienced contractor with extensive expertise in this industry to accomplish the
highest value programs.
 Employ junior or clerical staff to perform daily duties, such as Desktop system repair, frequent
upgrades, and so on, such that SAs have more time to carry out projects of the highest
importance.
 Recruit short-term contract programmers to write a particular script.

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1.19 Hold Clients Content
 Make sure you make a strong impact on potential clients.
 Make sure you connect regularly with current clients.
 Go to have lunch with them and listen to them.
 Build a web page for Device Status.
 Create a digital Business Hub for your website.
 Avoid the worst performers.
 Check how an exceptional proportion of grievances or tickets were generated by a single
customer or user group in comparison to the standard. If that is the case, schedule a meeting
between the client representative and the boss to discuss the situation. Replace this by a solution-
oriented meeting with the consumer representative and the partners identified by the boss. Build
goals and an action plan to tackle these concerns.

1.20 Good Maintaining Leadership

 Call the managers in person to hear the complaints: do not try to do so via e-mail.
 Figure out the goals of the boss and accept them as your own.
 Make sure you know how management interacts with you and responds in a cooperative manner.
 Ensure that individuals with different positions recognize their responsibilities.

1.21 Maintaining SAs Proud

 Make sure their immediate boss knows how to handle them properly.
 Ensure that senior management respects the administration of SA.
 Make confident that the SAs are taking care of themselves.
 Ensure that the SAs have the roles they need and enjoy.
 When the SAs are overwhelmed, make sure they handle their time properly or recruit more staff
to split the job.
 Cut down those SAs who are fomenting unrest.
 Ensure that all new recruits have supportive plans.

1.22 To prevent processes from being too late

 Define it slowly.
 Use the tracking tools to assess if there are bottlenecks.
 •Look at performance-tuning knowledge that is unique to each architecture and you know what
to track and how to do it.
 Recommend a suggestion based on your results.
 Discover the underlying problem when you try to solve it.
 Make sure you grasp the distinction between frequency and bandwidth.

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1.23 Coping with a Major Machine Influx
 Make sure you grasp the economic disparity between your laptop and your computer hardware.
Teach the Chief Financial Officer or Chief Financial Officer (CFO) about the disparity, or they're
going to balk at high-priced servers.
 Make sure you recognize the physical variations between your laptop and your server hardware.
 Set up a limited range of common hardware installations and buy them in bulk.
 Make sure you have streamlined download, setup, and alerts for your server.
 Test the quality of the data center for power, space and lighting, ventilation and air-conditioning.
 Ensure that even small computing rooms or closets are equipped with a cooling unit.
 Unless there are new computers and existing workers.

1.24 Dealing with New Users' Big Influx

 Ensure that the recruiting process includes ensuring that all processes and accounts are set up
before new workers arrive.
 Have a range of standard desktops configured and ready to be deployed.
 Have server deployment, setup, and notifications automatic.
 Provide sufficient paperwork for potential customers and appropriate personnel to direct them.
 Make sure that each computer has at least one single game and a CD / DVD player. This allows
new tech owners to feel more relaxed with their machines.
 Ensure that the building is able to handle an increase in power usage.
 As hundreds of workers come every week, encourage the human resources department to have
them all appear on a particular day of the week, such as Mondays, so that all tasks pertaining to
information technology (IT) can be carried out in groups and thereby coordinated.

1.25 The Large Influx of New System Admins

 Assign young SA assistants;
 Offer guidelines for each SA level to ensure that new hires understand key processes and policies;
ensure that it is transparent how assistance can be sought.
 Provide some documents, particularly a wiki.
 Buy appropriate reference guides, both scientific and non-professional time management,
collaboration and interpersonal skills.
 Bulk-order the pieces, please.

1.26 Strong SA Team Attrition Level

 When the SA exits, lock it fully out of all processes.
 Make aware that the Human Resources Team is holding termination interviews.
 Let the team know that you will listen to private issues.
 Have an "upward evaluation session" during which the employees can review the results.
 Provide an open "upstream analysis session" so that the employees can review the results.
 Determine what you, as a manager, may have done wrong.

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  Do things that boost morale: help a team design and make a T-shirt together — a dozen dollars
spent on T-shirts will contribute to a social change that cannot be increased by thousands of dollars.
 Encourage all members of the community to read Chapter 32.
 If they're all going for a bad apple, get rid of him or her.

1.27 Strong User-Base Retention Stages

 Ensure administration advises the SA division to delete accounts, remote access, and so on in a
timely manner.
 Ensure that the leaving employees return all the company-owned machinery and resources they
have at home.
 Take steps against robbery as people leave.
 Take steps against infringement of intellectual property, likely limiting internet access.

1.28 To be unique to a party

 Before you make a statement, ask questions to make sure you understand the situation.
 Greet all the friends one at a time.
 To communicate both informally and officially with clients.
 Make sure you make a strong first impression, especially with your customers.
 Lend credence to your colleagues when they tell you what the problems in the business are. Don't
put it out of reach.
 Don't believe your peers blindly when they tell you what the community's problems are. Next, try
them out.

1.29 To be the new company boss

 A new device or a modification that is about to go live? Stop it before you test whether it meets
your high expectations. Don't let the loss of your boss become the first big error.
 Visit with the workers one at a time. Tell them what they're doing, what position they'd like to play,
and where they'll see each other in a year. Tell them if they believe you can better communicate for
them. The purpose of this meeting is to listen to them, not to speak to them.
 Establish weekly gatherings with company workers.
 Contact your boss and your colleagues one at a time to get their opinions.
 Tell the team members from day one that you have confidence in all of them.
 To address customers informally and formally.
 Invite others to invite you what the problems facing the city are, listen carefully to everyone, and
then look at the evidence and make up your own mind.
 Before you make a statement, ask questions to make sure you understand the situation.
 If you have been recruited to overhaul the underperforming community, delay large high-risk
initiatives, such as changing the global email network, until the team has been reformed / replaced.

1.30 Search for a new job

 Decide whether you're looking for a new job; find your inspiration.
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  Define the role you want to play in a new team.
 Decide what form of company you love much of your work.
 Visit as many of your possible future colleagues as you can to figure out what the environment is
like.
 Never consider your first bid right off the bat. The first bid is a plan. Negotiate now! Yet note,
there's typically no third bid.
 Negotiate in writing the things that are important to you: meetings, plans, and holidays.
 Don't work for an organization that doesn't let you talk to your future employer.
 If anyone claims, "You don't need a lawyer to review this contract" and you're not joking, you
should get a legal review of the contract. We are not joking.

1.31 Hiring a lot of new SAs easily

 Study the recommendations.
 Use as many training approaches as possible: plan enjoyable activities at the appropriate
conventions, use community forums, sponsor local user groups;
 Hire popular personalities to talk to your company and welcome the media, get feedback from SAs
and clients.
 Make confident that you have a good recruiter and human resources advisor who knows what a
good SA is.
 Decide how many SAs you need at what level and credentials. Use the SAGE stage designation.
 Act fast when you're hunting for a successful candidate.
 After you have employed one person, refine the remaining job specifications to fill in the gaps.

1.32 Improve overall machine efficiency

• Identify what the goal is and how far away you are from it.
• Set up reporting to detect uptime issues.
• Enable end-to - end tracking of main programs.
• Raising the dependences. Anything in the data center will depend on something in the data
center.

1.33 Lessen Costs

 Decrease prices by centralizing those facilities.
 Please check your maintenance contracts. Will you ever bill for computers that are no longer vital
servers? Were you paying for heavy upkeep on outdated appliances that would be easier to
replace?
 Minimize operational costs, such as online access, by outsourcing.
 Determine how you can reduce the cost of assistance by consistency and/or automation?
 Seek to reduce overhead help by client service preparation or improved reporting.
 Aim to allocate costs more efficiently to the entities that bear them, such as repair charges,
network access charges, special equipment, and heavy frequency usage of wide area connections.

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  Decide whether customers do not pay for the services you have. If customers are not able to pay
for the service, it doesn't matter.
 Take care of the purchasing process and distribution of incidental appliances such as rats, mini-
hubs, etc. Don't just let consumers take what they need or steer the employees to order.

1 .34 Adding Features

 Survey customers with a view to knowing their desires and prioritizing apps.
 Get to learn the specifications.
 Ensure that you retain at least current standards of quality and availability.
 When you modify an ongoing facility, please include a back-out plan.
 Taking a look at constructing a brand new device and turning it over instead of changing the
operating one.
 When there's a very major service transition, find a repair timeframe.
 Decentralize so that neighbor hood services can be catered for.
 Review! Review! Check! Check! Check! Check!
 Record! Record! Paper! Paper! Paper! Paper!

1.35 Stopping the Pain When You Do "This"

 Don't "do that."
 Automate the "other one."
 Don't try it since it hurts.

A tiny field office of a multinational company has visited a new SAto fund overseas field
offices. The local person who conducted the duties of the SA when there was no SA had told him on
the phone that the network was "painful." He thought it was extremely late when he got there and
experienced a heavy electrical shock from the 10Base-2 network. He closed the office and then sent
everyone home while he called the electrician to track down and repair the problem.

1.36 Creating Consumer Confidentiality

 Boost follow-up.
 Focus on projects that are important to consumers and can have the biggest effects.
 Once you have enough time to finish the tasks you need, discard the things you haven't been able
to do.
 To connect better.
 Go to lunch with the clients and listen to them.
 Make a positive first impression of the people joining the company.

1.37 Creating Self-Confidence for the team

 Start with a few easy, workable tasks; only then can you engage the team in more complicated
projects.
 Tell the team members what type of preparation they like they need to have.
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  The coach of the unit. Have a practice experience on how to play!

1.38 Improving the follow-up of the squad

 Figure out why the squad leaders will not follow through.
 Make sure the problem ticket program lets you monitor the customer. Demands and whether it's
not just a matter of monitoring short-term demands.
 Make confident that the device is not so slow where people will stop using it.
 Urge team members to have a shared position to list all of their requests.
 Discourage squad members from attempting to keep the notes in their heads.
 Buy PDAs for those members of the team who like them and plan to use them.

1.39 The treatment of an immoral or troubling order

 Register in all messages, activities and actions.
 Get your submission in writing or via e-mail. Try a gentle solution, like, "Hey, could you tell me
exactly what you want, and I'll look at it after lunch?" anyone who knows the argument is
unethical should stop leaving a trail.
 Look for a formal guideline on the case.
 If there is no formal protocol, please get the letter in writing.
 Contact the boss before you do something.
 If you have any concerns about the proposal, scale it to the correct management.

1.40 My Dish-washer forgot Spots on My Glasses

 Spots are usually the result of not getting enough hot water instead of using another soap or using
a different wash cycle.
 Test for hot water issues in the dishwasher.
 Change the temperature of the hot water.
 Cycle the water in the adjacent sink before running the dish washer until it is dry.

1.41 Secure the Work

 Look at your most recent results report and adjust the areas that "require improvement"—whether
or not you think you have such weaknesses.
 Have additional experience in places where the performance evaluation has shown that you need
enhancement.
 Be the greatest SA in your team: get a good impression.
 Log everything — policy and technological and software information and procedures.
 Have a successful follow-up.
 Always give support.
 Be a really good trainer.
 Use your resources wisely.

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  Please have the interests of the consumers in mind.
 Don't think ill to the colleagues. This just makes you look pretty bad. Silence is a beautiful thing.
The closed mouth doesn't catch the foot.

1.42 Train More

 Head to educational workshops such as LISA.
 Attend the preparation of the retailer to obtain detailed information and to get an inside story
about the items.
 Choose your coach.
 Invest in local SA party meetings.
 Present at local gatherings of the SA party. Through training you know a lot.
 Find the online groups or organizations where you need guidance, read the archives, and post in
the groups.

1.43 Place the Priorities

 Based on the point you are at with other maintenance problems, something should be
accomplished.
 Important services, such as e-mail, copying, remote access and surveillance, must be available
from the outset.
 Automation of specific functions, such as system installs, setup, servicing, and account
development and deletion, should take place early; so should simple policies.
 Documents should be published as things are finished, otherwise they will never have happened.
 Develop a storage server and a delivery system.
 Wait as you hear about changes and measurements that are more nuanced place issues.
 Think about setting up a service desk.
 To figure out what their goals are, get back in contact with the consumers.
 Enhance the problem-ticket program.
 Study the top 10% of the fare producers.
 Implement better revision regulation of configuration files

1.44 Getting all the Job Done

 Get out of the pit.
 Develop your time management; take a time management lesson.
 Use a remote server so that you don't spend too much time switching back and forth to your work
room.
 Set up specific requests; execute as a group all activities that involve a portion of the building to be
carried out.
 Continue the day with group research, not by reading an email.
 Make casual deals with your co-workers to make trading open versus having a vacant meeting
room and doing quiet research for a few hours.

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1.45 Stop burden
 Take your breaks! (Three-day breaks are not holidays.)
 Take a break long enough to know what has not been well known it's better to find out when you're
out after a matter of days than when you're (heaven forbid) hit by a bus.
 Take a walk; get out of the house for a bit.
 Don't get lunch at your office.
 Don't fail to get a life out of work.
 Taking frequent or monthly massages.

1.46 What would SAs expect of their managers?

 Priorities clearly expressed.
 Sufficient budget to fulfil the goals.
 Feedback is prompt and accurate.
 Permission to communicate openly in private in return for maintenance of decorum in public.

1.47 How are the SA Managers expected from their SAs?

 To do their job.
 To handle customers properly.
 Getting things done on schedule, on budget.
 Learn from mistakes.
 Call for help.
 Include negative time frames for the work demanded.
 Set the true status of milestones as programs step forward.
 Accountability in the budget preparation process.
 Should have high expectations of conduct.
 Plan at least one long holiday each year.
 To keep pace with the advances in technology.

1.48 How would SA Managers do to their bosses?

 Access to reporting and input so that the boss can adjust his or her position on his or her own.
 Description of the budget in a timely manner.
 Negative time forecasts for the work submitted.
 Fair status of milestones as programs step ahead.
 A fair degree of security

REFERENCES
“The Practice of System and Network Administration” Second Edition - Thomas A. Limoncelli - Christina
J. Hogan - Strata R. Chalup

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