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i like to take ownership of my work no matter if it is bad or good. I like to know what  im in charge of and what im taking care of

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The best proxy to our real age - not the number we get when we subtract our birth year from this year - is to observe when we consider something to be our responsibility.

If we can never find it in us to own up to a problem that affects us, we're still where we were when we were children. It is anybody's fault but ours.

If we understand we should take responsibility but don't want to, we've hit our teens but haven't quite made it past them.

Adulthood begins the moment we accept that anything that affects us is our responsibility. It doesn't mean that we need to respond to everything that happens and make it our problem. It simply means that we are aware that it is a situation where we have the ability to respond and where we must choose whether or not to do so.

As an added bonus, taking responsibility for what happens to us is a big part of being mindful/conscious because consciousness is simply being aware of our choices at any given point of time. And, of course, the choices arrive the moment we decide to take responsibility for what happens to us...
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The best proxy to our real age - not the number we get when we subtract our birth year from this year - is to observe when we consider something to be our responsibility. If we can never find it in us to own up to a problem that affects us, we're still where we were when we were children.

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i love to talk! i like talking to everyone. i like to bring new ideas to the conversation.

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Project communication is so often overlooked as part of the project and PMO planning mobilisation process.

When you stop to think, the success of a project is based on a number of people working together to deliver a common goal. In order for them to be effective, it is critical that they communicate. Unfortunately many project manager or PMO assumes that the team members will communicate as part of their role, alas in many times this is not true.

It is also very important to communicate outside of the team, especially to key stakeholders. Proactive communication can help stop a stakeholder feeling nervous that can result in reporting fire drills hitting the project.

So, a smart, proactive PMO will not leave anything to chance, including communication.

Communication Planning

The PMO should create a matrix of the reporting that is required. A good input to this will be the list of names identified as part of the stakeholder analysis. If this does not exist, work out all of the internal and external stakeholders, think about what type of updates they require (i.e. progress report), work out the frequency of the updates (weekly, monthly, etc), what will be the medium (e-mail, verbal, report, spreadsheet, etc).

When you have built a view of all of the different types of update required and frequency, you can populate a simple matrix using a document or spreadsheet. This will then give you your plan for communication. Make sure that this is distributed to all team members. Likewise, communicate to stakeholders so that they know what to expect and when.

The communication plan should not just be limited to status reporting, it should also include any key events such as town halls, webex, 1:1 meetings, etc.

The reason so many projects do not perform is due to lack of communication, establishing a solid, well thought out communication will help. It also will promote confidence to your stakeholders as they will not be left wondering if "everything is running to plan". This can be dangerous to the project and PMO. The natural reaction of the sponsor who is nervous will be to request additional information outside of the normal reporting cycle. This will divert the project team away from delivery activity, which in turn may delay the project further, leading to even more concern on progress.

Sometimes, the project and PMO is communicating on a frequent basis. However, if the report does not provide what the stakeholders need, again they will feel nervous and start looking for extra information to gain assurance. This is where the PMO working with the communication team can help the project. By working to mentor and improve the quality of communication, such as making sure the report is written clearly, avoiding "project speak", acronyms, etc and detailing outcomes, this will help the stakeholders to feel more confident. This means that the regular report should be sufficient avoiding the burden of extra work to support additional reporting requests.

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Project Communication | PMO Communication Guidelines

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Project communication is so often overlooked as part of the project and PMO planning mobilisation process. When you stop to think, the success of a project is based on a number of people working together to deliver a common goal. In order for them to be effective, it is critical that they communicate.

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i like to keep things the same and balanced. i do not like when other s have more on their plates then i do.

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In recent weeks I have been doing lots of proof of concepts and performance testing using tools such as Jetstress (with great success I might add).

What I have always told customers is to focus on choosing a solution which comfortably meets their performance requirements while also delivering consistent performance.

The key word here is consistency.

Many solutions can achieve very high peak performance especially when only testing cache performance, but this isn't real world as I discussed in Peak Performance vs Real World Performance.

So with two Jetstress VMs on a 3 node Nutanix cluster (N+1 configuration) I configured Jetstress to create multiple databases which used about 85% of the available capacity per node. The nodes used were hybrid, meaning some SSD and some SATA drives.

What this means is the nodes have ~20% of data within the SSD tier and the bulk of the data residing within the SATA tier as shown in the Nutanix PRISM UI on the Storage tab as shown below.

As Jetstress performs I/O across all data concurrently, it means that things like caching and tiering become much less effective.

For this testing no tricks have been used such as de-duplicating Jetstress DBs, which are by design duplicates. Doing this would result in unrealistically high dedupe ratios where all data would be served from SSD/cache resulting in artificially high performance and low latency. That's not how I roll, I only talk real performance numbers which customers can achieve in the real world.

In this post I am not going to talk about the actual IOPS result, the latency figures or the time it took to create the databases as I'm not interested in getting into performance bake offs. What I am going to talk about is the percentage difference in the following metrics between the nodes observed during these tests:

1. Time to create the databases : 1.73%

2. IOPS achieved : 0.44%

3. Avg Read Latency : 4.2%

As you can see the percentage difference between the nodes for these metrics is very low, meaning performance is very consistent across a Nutanix cluster.

Note: All testing was performed concurrently and background tasks performed by Nutanix "Curator" function such as ILM (Tiering) and Disk Balancing were all running during these tests.

What does this mean?

Running business critical workloads on the same Nutanix cluster does not cause any significant noisy neighbour types issues which can and do occur in traditional centralised shared storage solutions.

VMware have attempted to mitigate against this issue with technology such as Storage I/O Control (SIOC) and Storage DRS (SDRS) but these issues are natively eliminated thanks to the Nutanix scale out shared nothing architecture. ( Nutanix Xtreme Computing Platform or XCP)

Customers can be confident that performance achieved on one node is repeatable as Nutanix clusters are scaled even with Business Critical applications with large working sets which easily exceed the SSD tier.

It also means performance doesn't "fall of the cache cliff" and become inconsistent, which has long been a fear with systems dependant on cache for performance.

Nutanix has chosen not to rely on caching to achieve high read/write performance, instead we to tune our defaults for consistent performance across large working sets and to ensure data integrity which means we commit the writes to persistent media before acknowledging writes and perform checksums on all read and write I/O. This is key for business critical applications such as MS SQL, MS Exchange and Oracle.

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In recent weeks I have been doing lots of proof of concepts and performance testing using tools such as Jetstress (with great success I might add). What I have always told customers is to focus on ...

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I like to include people and make them feel like part of the group.

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i like to stick with the people i know best. Ialso like to have deep converstation.