Migrate to DFS from UNC file shares? Complications..
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@Dashrender said:
Sounds doable.
You can also change AD users at the remote site to save their roaming profiles to that server.
And you'll want to change their redirected folders to that server as well.
Another great point.
I have a template use that I use for new user creation. Yes, I can modify the profile path to the new server UNC path. However, within GPO i have it specifically set for which folder for the User directory for their folder redirection.
basically, I would have to create a new GPO policy and also a new Security Group for these users at remote site? And link this Security group to the new GPO? Just thinking out loud.
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@BBigford said:
I absolutely refuse to use my own gear. It just allows the company to continue to put off spending money.
Yes, it's empowering in a bad way.
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@ntoxicator said:
@Dashrender said:
Sounds doable.
You can also change AD users at the remote site to save their roaming profiles to that server.
And you'll want to change their redirected folders to that server as well.
Another great point.
I have a template use that I use for new user creation. Yes, I can modify the profile path to the new server UNC path. However, within GPO i have it specifically set for which folder for the User directory for their folder redirection.
basically, I would have to create a new GPO policy and also a new Security Group for these users at remote site? And link this Security group to the new GPO? Just thinking out loud.
correct, you would have a new OU and new GPOs.
When you say you're saying you have it specifically set for which folder for the User directory, I assume you're using something like \servername\sharename%username% ?
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@scottalanmiller said:
@BBigford said:
I absolutely refuse to use my own gear. It just allows the company to continue to put off spending money.
Yes, it's empowering in a bad way.
Not covering it up with janky work arounds (when you KNOW the company has the money to upgrade critical services) and dumping your own money in, makes the situation glare its ugly face. If the higher ups start experiencing the problem, then things start getting funding real quick.
I know when something pisses our CEO off, like an old server that is hindering company performance, and the bottom line has been money, we have that "thing" (hardware or software), overnight.
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Well,
I just put a candid email reminder to the CEO and CFO (his father). See below his response... in in awe as to what to even reply to... Note, that my role here is "Director of IT"
I view you as my technology partner, my consultant, and my guide to help me steer this growing ship. You have mentioned several times that we are near capacity and things are growing old. I would expect some sort of written technology plan that outlines and itemizes our equipment, its life expectancy, its scheduled replacement data, and its cost. Then I would expect your analysis and recommendation on the priorities. From that point we would meet as a team to discuss timelines and priorities. How else can we plan and prepare?
We are both getting into unchartered territories with company size and technology needs. I find myself busier than ever and unable to be involved in each detail. I need data, analysis, and recommendations that will help company to grow and be efficient. I am relying upon you for those things.
So I put the challenge back to you. Can you please do some research and find out what other companies that are our size do when they are planning for technology and infrastructure plans? How can we professionalize our technology systems and processes just like we are doing in the rest of the company? What technology do we have now, what do we need (the gaps), and what are the costs?
Get it organized and professionalized and we will work together to make it a reality.
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@ntoxicator Keep in mind this is a public forum. If the CEO or CFO saw you were posting verbatim of an email, they might look down upon that...
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I see that, good point. However, its a moot point.
Essentially, this is same info he's provided before (verbally) in meetings. When I brought up the information, data, quotes and our capacity and have asked for company forecasting; it goes back into a queue of 'timelines and priorities'.
I'm just over it, when I feel I have no control or say to better the technology needs. The fact we had downtime last week.
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@ntoxicator As to the email though, that sounds 100% like a response I would expect. There is nothing that is unreasonable about any of that. For anything over $2500, we have to submit a breakdown of all those things that were mentioned, and a little more, to the engineering manager. Anything over $5000 goes to the director of IT. Anything over $20,000 goes to the VP of operations. To simplify things, we now just report to the VP of ops. But nonethelss, we still have to do a breakdown and submit it for approval. It ensures quality, return on investment, and that everything is being vetted through the proper channels.
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If that wasn't the response coming from someone that high up, I would be deeply concerned.
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What you really need is a template. Let me see what I can find from something I previously submitted.
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@BBigford said:
bmit it for approval. It ensures quality, return on investment, and that everything is being vetted through the proper channels.
Not knowing the prior history - that response from your CEO looks promising. If he won't give you numbers, then just make them up, it's that easy. You've been there for 8 years, you have a rough idea of what the growth has been over the past 5, so use that. If you determine that your growth has been 20% year over year, you can design a system based on where you are today for 3, 5, 8 years down the road. Of course something could change and it could be over kill, or they could come back in a year and say - WTF why are you asking for more stuff already - you point to your projections and then ask them.. why didn't you tell me the projections changed?
I find myself in your exact shoes - building presentations are something I've never been good at. It's a struggle for me.. but I'm working on it.
It's pretty easy to report on where you are today, now you need to make some guesses on where you'll be tomorrow. They don't need to be perfect, but you need a reason for them to be what you claim them to be.
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@BBigford said:
What you really need is a template. Let me see what I can find from something I previously submitted.
Mind sharing that with me too?
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So you need something that has the basics:
*Purpose
*Scope
*Policy
*Price
etcFor instance, when it was proposed what acceptable encryption policies would be, the following was written:
Acceptable Encryption Policy
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Purpose.
The purpose of this policy is to limit the use of Encryption by Authorized Users to methods that receive substantial public review and work effectively. Additionally, this policy provides direction to ensure compliance with Federal regulations, and to ensure legal authority is granted for the dissemination and use of Encryption technologies outside of the United States. -
Scope.
This policy applies to all Authorized Users including <company name> employees and affiliates. -
Policy.
Proven, standard Encryption methods (e.g. DES, Blowfish, RSA, RC5, IDEA, etc.) must be used as the basis for Encryption technologies. These methods represent the actual Cipher used for an approved application. For example, Network Associate's Pretty Good Privacy (PGP) technology uses the IDEA method in combination with RSA or Diffie-Hellman methods, while Secure Socket Layer (SSL) technology uses RSA Encryption. Symmetric Cryptosystem key lengths must be at least 128 bits. Asymmetric Cryptosystem keys must be of a length that yields equivalent strength.
Authorized Users may not use Proprietary Encryption Algorithms for any purpose, unless reviewed by qualified experts outside of the vendor in question and approved by Information Security personnel. Be aware that the export of Encryption technologies is restricted by the U.S. Government. Residents of countries other than the United States need to be aware of the Encryption technology laws of the country in which they reside. -
Enforcement.
Any Authorized User found to be in violation of this policy will be considered an Unauthorized User, and as such are subject to disciplinary action pursuant with the Enforcement section of the Unauthorized Use Policy.
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@Dashrender said:
@BBigford said:
What you really need is a template. Let me see what I can find from something I previously submitted.
Mind sharing that with me too?
I couldn't find one from an item that was purchased as quickly. I'm still looking.
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0_1459973847883_Project Plan Template.docx
I found a project plan template. That one is a bit more extensive than you probably need. But it gives you a general idea of things you should put on a template.
*Brief overview of the project
*How much is this going to cost?
*Why do we need this?
*What is going to really change, what differences will we see?
*Who's signing off on this?
*Are there alternatives? If so, why is this being proposed?
*How long will this take to implement?
*What are some constraints we can predict and how will those be overcome?
*Who is this affecting? (scope)Just stuff like that...
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Big thanks for everyone with that insight.
Yeah - i've been here 8 years and have seen alot of growth. Although, unfortunately, treats it as a smaller business than what it should be. I try to keep a close relationship with CEO as when the company was smaller.
They refuse to give IT a budget. I seen on paper they only gave IT a 5,000 budget for year of 2015. I questioned it, and said there were other needs. I said, our new computer purchases blew past that already.
CEO wants to grow company to 250 employee's by 2017. And 50-100 employee's year after. These are projections I've had. But I can see him wanting a more formal proposal and outline.
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Oh, and milestones if it is a big project that will take numerous amounts of funding. Like if a project has to pull from multiple budgets at different times, what budget is going to fund which parts?
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@ntoxicator said:
CEO wants to grow company to 250 employee's by 2017. And 50-100 employee's year after.
That... I don't agree with that...
You don't grow because you want to, you grow out of necessity. Projections for employee growth are done because you see the services of a company expanding, more clientele, etc.
The way you worded that, makes it sound like the CEO thinks a successful company is one that has lots of employees. If many things are autonomous, you can cut down on employees.
Maybe I'm taking what you said out of context, or it wasn't worded properly.
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They were prospecting and projecting employee's based upon client acquisition/intake through the years. Employee prospects based upon average number of people to support X number of customers...
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@ntoxicator said:
They were prospecting and projecting employee's based upon client acquisition/intake through the years. Employee prospects based upon average number of people to support X number of customers...
Ok, that's what I was hoping. That I merely took what you said out of context.
Honest to God, I've heard employers before talk about growth as more of a want. Hiring lots of employees because they (the employer) thought more staff could draw more customers. That was completely backwards thinking and cost them dearly.
