Tuesday, October 26, 2021

Atasi Masalah Data Center Dengan AKCP

 

Data Center, Pusat Data atau Ruang Server menjadi hal penting saat ini.
Semua data penting ditempatkan di ruangan ini. Pastikan tidak ada masalah terkait dengan monitoring data center.

Pelajari dalam webinar ini bersama solusi dari DCM MONITORING pada 29 Oktober 2021, Jam 14.00 – 16.00 WIB.

Registrasi Webinar di : https://s.id/akcp27okt

Tuesday, October 12, 2021

Pilih Pendingin Untuk Server: Room, Raw atau Rack-Based

Berapa luasan ruang server atau data center anda ? 

Berapa banyak rak dan perangkat di dalamnya?

Itu selalu dua pertanyaan dasar yang kami berikan ke customer waktu mereka bertanya terkait pendingin untuk ruang server mereka. Mengapa kedua hal itu penting ?

Perangkat kita umumnya menghasilkan panas di belakang, hampir semua perangkat. Mulai dari server dalam bentuk PC Server, hingga rack-mounted server, serta semua perangkat jaringan dan storage. Semua sama, menyedot udara dingin dari depan, dan membuang udara panas ke belakang. 

Maka bila perangkat anda tidak ditempakan dalam RACK, maka tentu dingin akan kalah oleh panas yang dihasilkan oleh perangkat. Dan titik panas dalam ruangan akan menjadi muncul di banyak titik (hot spot). 

Untuk menanggulangi ini, cara pertama tentu harus memastikan semua perangkat masuk ke dalam rak, sehingga titik panas dapat terkumpul di dalam rak bagian belakang. 

Dalam pendekatan penempatan perangkat secara keseluruhan dikenal juga model berbaris (RAW). Sehingga muncullah tiga jenis seperti berikut


Bila melihat arah tanda panah biru di atas, maka ini adalah pendekatan pendinginan atau cooling yang dilakukan. 

Room-Based Cooling

Bila kita melihat pendekatan umum, setelah semua perangkat masuk ke dalam rak, maka kita akan melihat model ini yang paling banyak diterapkan, yaitu room based cooling.

Dengan metode ini, semua udara dingin disalurkan via bawah rak melalui raised floor, dan diserap di bagian depan dari rak, umumnya dengan menggunakan perforated rak dan udara dingin keluar melalui perforated panel raised floor (warna panah biru), dan diserap kembali oleh sistem pendingin di bagian atas rak (warna merah). 

Cara ini bagus dengan memperhatikan serapan udara dingin optimal yang bisa diserap perangkat di dalam rak, sehingga harus memastikan tidak ada kebocoran udara dingin yang diserap. Kemungkinan lain di dalam rak juga harus diperhatikan penyerapan udara dingin secara optimalnya, dengan memastikan udara dingin bisa diserap hingga ke bagian paling atas rak. 

Serta memastikan juga udara panas yang terkumpul di belakang rak dapat disedot semaksimal mungkin keluar rak bagian atas agar terserap balik ke unit pendingin. 

Dalam kasus kapasitas yang besar, maka digunakan jalur udara dingin dan panas untuk memastikan serapan udaranya.


Raw-Based Cooling.

Model lainnya adalah raw-based, berdasarkan baris.  Pertama adalah dengan membagi baris untuk masuk udara dingin dan udara panas keluar. 

Dengan cara ini, maka semua udara dingin dikonsentrasikan ke arah masukan rak (pintu rak depan), dan udara panas dikumpulkan di belakang saling membelakangi, sehingga udara panas pun terkumpul, dan naik ke atas kembali menuju unit pendingin. Ini dikenal dengan Floor Mounted Raw Based Cooling.

Model lainnya adalah dengan menggunakan Overhead Raw-Based Cooling.

Dengan cara ini, udara dingin keluarkan dihembuskan ke bagian depan rak, dan udara panas diserap kembali masuk ke dalam unit pendingin yang ada di atas bagian rak. Data center model lama banyak yang menerapkan cara ini, hanya saja pendingin jenis ini harus hati-hati karena air yang sangat dekat dengan rak dimana suatu saat kemungkinan terjadi kebocoran.

Rack Based Cooling
Model yang ini sedang banyak diminati saat ini. Karena hanya mendinginkan per rak.


Rack based cooling akan sangat sesuai bila semua perangkat yang harus dijaga suhu nya ditempatkan dalam perangkat. Kecenderungan sekarang semua perangkat bisa dimasukkan ke dalam satu rak, karena menerapkan virtualisasi dan cloud, sehingga tidak semua perangkat server digunakan. Rack based juga cocok untuk penempatan perangkat yang tidak berada di dalam ruang khusus untuk server.

Bila ingin menerapkan ketiganya juga tidak ada masalah.


Kadang kita memerlukan pendekatan tertentu untuk jenis perangkat tertentu. 

Mana yang tepat untuk kita ? Schneider telah mendefinisikannya berikut ini.


Silahkan kontak kami di dcim@dayaciptamandiri.com / 0881-8857333 untuk membantu solusi pendinginan untuk perangkat server anda.









 







 

Kompas: Pendinginan Server Microsoft, Dulu Air Laut Kini Jajal Metode Penambang Kripto

KOMPAS.com - Perusahaan teknologi Microsoft kini mulai pendinginan perangkat pusat data (data center) miliknya dengan cara direndam dalam cairan khusus. Perangkat komputer server yang berfungsi pusat data memang identik menghasilkan panas yang berlebih. Saat ini, sebagian besar server didinginkan menggunakan metode pendinginan rawa, yang mana membutuhkan banyak air. 

Untuk mensiasati penggunaan air, Microsoft mulai mencoba mendinginkan server miliknya dengan cara merendam seluruh bagian rak dalam cairan non-konduktif berbasis fluorokarbon dalam sebuah bak. Metode ini juga disebut sebagai sistem pendinginan imersi dua fase (two-phase immersion cooling system).  Cairan ini disebut dapat menghilangkan panas karena langsung mengenai komponen dan fluida mencapai titik didih yang lebih rendah dibandingkan air yakni 50 derajat celcius (atau 122 derajat Fahrenheit) untuk mengembun dan jatuh kembali ke bak sebagai cairan hujan. Metode imersi dua fase ini menciptakan sistem pendinginan loop tertutup yang mana dapat mengurangi biaya. Hal ini mengingat tidak ada energi yang diperlukan untuk memindahkan cairan ke tangki, dan juga tidak diperlukan chiller untuk kondensor. 


Upaya ini dilakukan Microsoft untuk mengurangi penggunaan air oleh perusahaannya, serta meningkatkan kinerja dan efisiensi server tersebut. Dapatkan informasi, inspirasi dan insight di email kamu. Daftarkan email "Ini berpotensi menghilangkan kebutuhan konsumsi air di pusat data, jadi itu hal yang sangat penting bagi kami," kata Christian Belady, wakil presiden grup pengembangan lanjutan pusat data Microsoft. 


 Untuk diketahui, jika diakumulasikan, penggunaan air Microsoft untuk operasi perusahaannya mencapai 15 juta meter kubik air, khusus untuk periode 2018 dan 2019. Belady mengungkapkan, tujuan utama Microsoft adalah untuk mencapai target nol penggunaan air. Proyek sistem pendinginan imersi dua fase ini boleh jadi akan membantu Microsoft mencapai target tersebut. “Tujuan kami adalah mencapai nol penggunaan air. Itu metrik kami, jadi itulah yang sedang kami upayakan," ungkap Belady. 

Lihat Foto Sejumlah rak server Microsoft didinginkan dengan cara direndam dalam cairan berbasis fluorokarbon.(Microsoft via The Verge) 

Terinspirasi dari penambang bitcoin Usut punya usut, ternyata, metode pendinginan dalam cairan fluorokarbon yang dilakukan oleh Microsoft ini terinspirasi dari para penambang bitcoin (cryptominers). Dalam beberapa tahun terakhir, jenis pendingin cair ini telah digunakan oleh para cryptominer untuk menambang bitcoin dan mata uang kripto lainnya. Belady mengungkapkan bahwa, penggunaan cairan fluorokarbon untuk mendinginkan server ini dilakukan secara bertahap. Pada fase pertama, Microsoft hanya menguji coba cairan pendingin ini pada sebagian rak server miliknya yang memiliki beban kerja yang kecil. 

Pada fase ini, Microsoft mempelajari sejumlah hal, misalnya implikasi keandalan dari pendinginan baru ini dan jenis beban kerja burst apa yang dapat membantu untuk permintaan cloud dan AI dari perusahaan. Ke depannya, uji coba akan melibatkan rak server yang lebih banyak. "Kami memiliki pendekatan bertahap, dan fase berikutnya segera dengan banyak rak," kata Belady. Belady berharap pihaknya dapat melihat keandalan yang lebih baik pada server miliknya yang didinginkan dengan metode imersi dua fase. 

Lihat Foto Pusat data milik Microsoft diangkut ke daratan(bbc.com)

 Gagal di Laut 

Sebelumnya, pada 2018, Microsoft juga sudah sempat menguji coba mendinginkan server miliknya dengan cara direndam di bawah air laut. Ketika itu, Microsoft menenggelamkan 12 rak dengan 864 server dan penyimpanan berkapasitas 27,6 petabytes di pesisir laut Orkney, Skotlandia, sebagai bagian dari Project Natick fase kedua. Baca juga: Dua Tahun Microsoft Riset Taruh Server di Bawah Laut, Ini Temuan Mereka Pada 2020, pusat data tersebut diangkat ke permukaan. Dari 855 server onboard yang dimasukkan ke kapsul dan ditenggelamkan, ternyata hanya delapan yang tidak bisa bertahan. Tingkat kegagalan itu menurut Microsoft lebih baik dibandingkan dengan pusat data yang berada di darat. Tingkat kegagalan yang lebih rendah itu kemungkinan disebabkan oleh tidak adanya interaksi dengan manusia, serta server yang beroperasi di lingkungan kaya nitrogen yang disuntikkan dalam kapsul, alih-alih udara yang kaya oksigen seperti di darat. Menurut Belady, oksigen dan kelembaban adalah dua hal yang menyebabkan kegagalan pada server miliknya, terutama ketika server berada di darat. Oleh karena itu, Belady berharap metode imersi dua fase ini juga dapat membuat server milik Microsoft lebih andal dan mampu bertahan.  "Apa yang kami harapkan dengan metode imersi sama dengan Proyek Natick. Hal ini mengingat cairan akan menggantikan oksigen dan kelembapan, yang menyebabkan korosi dan kegagalan dalam sistem kami,” kata Belady, sebagaimana dihimpun KompasTekno dari The Verge, Rabu (7/4/2021).


Artikel ini telah tayang di Kompas.com dengan judul "Pendinginan Server Microsoft, Dulu Air Laut Kini Jajal Metode Penambang Kripto", Klik untuk baca: https://tekno.kompas.com/read/2021/04/07/20020067/pendinginan-server-microsoft-dulu-air-laut-kini-jajal-metode-penambang-kripto?page=all.

Penulis : Galuh Putri Riyanto

Editor : Reza Wahyudi


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Wednesday, October 6, 2021

Data Center Tidak Akan Mati Tapi Berubah Wujud

 

Your Data Center May Not Be Dead, but It’s Morphing

Published 17 September 2020 - ID G00720127 - 14 min read

By David Cappuccio, Henrique Cecci

Workload placement is not only about moving to the cloud, it is about creating a baseline for infrastructure strategy based on workloads rather than physical data centers. This is causing I&O leaders to rethink infrastructure strategies, which have a direct impact on enterprise data centers.

Overview

Impacts

  • Workload placement in a digital infrastructure is based on business need, not necessarily constrained by physical location.
  • To create a scalable, agile infrastructureI&O leaders will require an ecosystem of service partners.
  • Hybrid digital infrastructure management (HDIM) will provide the tools for I&O to monitor and manage any asset or process, anywhere, at any time, enabling a successful transition to digital business.
  • The movement to digital infrastructure will result in radically increased complexity for I&O, so staff must be retrained, with a focus on versatility.

Recommendations

I&O leaders focused on planning and enabling an infrastructure delivery strategy should:
  • Adopt a plan based on business needs by basing it on the application or workload level, rather than on the physical infrastructure.
  • Leverage their partner ecosystem to enable an agile, flexible infrastructure that is responsive to new business initiatives and reduces the I&O need to do it all.
  • Integrate diverse platform choices together into a unified solution to allow market advances and advantages to be deployed quickly and easily.
  • Develop staff versatility, changing focus away from critical roles (vertical focus) and more toward critical skills across the team.

Strategic Planning Assumption

By 2025, 85% of infrastructure strategies will integrate on-premises, colocation, cloud and edge delivery options, compared with 20% in 2020.

Analysis

Maintaining and updating traditional data centers is not seen as the primary role of IT. IT leaders are looking to workload placement based on business outcomes as a key success factor and, as such, the physical management of data centers becomes the role of colocation, hosting and cloud providers, not necessarily traditional IT, and facilities teams.
This is not about moving everything to the cloud or the edge, rather about changing the focus on how IT delivers value to the business. Infrastructure and operations (I&O) leaders face a daunting challenge. The IT they have known for decades is changing — radically. IT’s primary function will be to enable the business to be more agile, enter new markets more quickly, deliver services closer to the customer and position specific workloads based on business, regulatory and geopolitical impacts. The role of the traditional data center will be relegated to that of a legacy holding area, dedicated to very specific services that cannot be supported elsewhere, or supporting those systems that are most economically efficient on-premises (see Figure 1).
Figure 1: Workload Placement

The evolving infrastructure is no longer just on-premises, but wherever it needs to be.
As interconnected services, cloud providers, distributed cloud, edge services and SaaS offerings continue to proliferate, the rationale to stay only in a traditional data center topology will have limited advantages. This is not an overnight shift, but an evolutionary change in thinking how we deliver services to our customers and to the business. This trend, coupled with the new reality that outside factors might limit physical access to the data center (such as emergency quarantine), is driving new thinking in infrastructure planning.
The drivers behind this shift to a distributed digital infrastructure are many, but the key impacts to consider are shown in Figure 2.
Figure 2: Impacts and Top Recommendations for I&O Leaders

Future workloads will be placed based on business requirements, not current infrastructure.
With the recent increase in business-driven IT initiatives, often outside of the traditional IT budget, there has been a rapid growth in implementations of IoT solutions, edge compute environments and nontraditional IT. There has also been an increased focus on customer experience with outward-facing applications and on the direct impact of poor customer experience on corporate reputation. This outward focus is causing many organizations to rethink placement of certain workloads based on network latency, customer population clusters and geopolitical limitations.
Historically, we developed sophisticated support structures to rapidly solve customer problems and build long-term intimacy, which improved customer satisfaction. But many of today’s customers might look to social media as a means to airing complaints, and that single customer satisfaction issue can quickly reach thousands of potential customers and become a board-level corporate reputation issue instead. IT’s new role is to place specific workloads and infrastructure to radically reduce that risk of exposure, while improving that customer experience.

Impacts and Recommendations

Workload Placement Has Become the Key Driver of Digital Infrastructure Delivery

Many organizations are developing infrastructure delivery strategies and are wrestling with the issue of cloud adoption. I&O leaders are not primarily concerned with whether moving workloads to the cloud is an option for them or not, rather how to determine which workloads would make the most sense to develop for or migrate to the cloud and which would have the most optimal benefit to the business.
These organizations have realized that while “cloud first” may be the trend, a more realistic model is “cloud first but not always.” Determining the right workload to migrate, at the right time, for the right reasons, to the right provider, will be the key to success over time. I&O leaders are, therefore, beginning to build IT strategies with a focus on their application portfolio, rather than on the physical infrastructure, moving away from traditional IT-architecture-driven decisions toward a services-driven strategy. When business units have traditionally requested new applications (or services), many IT organizations would first ask themselves, “How can we build this service to fit within our architecture?” While this strategy has worked for completely IT-controlled on-premises environments, it becomes self-constraining over time, as the architecture may not adapt quickly to evolving business requirements.
In a hybrid IT environment, the question of service/application delivery changes from the traditional, “Can we make it fit within our existing architecture?” to “Where can we find it elsewhere, rather than building it ourselves?” This becomes an outside-in or top-down strategy, versus the inside-out or bottom-up strategy that traditional IT shops have used. Initially, this strategy applies to new service requests or new applications, but the same logic can be applied to the existing application portfolio, especially when developing a long-term deployment (or redeployment) strategy.
Recommendations:
  • Apply specific business rules for rationalizing workload placement (see “Developing a Practical Hybrid Workload Placement Strategy”). These rules focus on areas such as compliance, data protection, security, latency, resiliency, reputation, service continuity, location, availability and performance. They become guidelines for determining where current and future workloads belong and become the baseline for developing an overall infrastructure upgrade strategy. This is not a migration strategy because some workloads may not move at all, rather a strategy designed to optimize business impacts and not just I&O costs.
  • Replace older workloads with an as-a-service offering where appropriate. The trend of migrating back-office workloads toward SaaS adoption continues, but technology procurement leaders must evaluate and assess migration risks in order to achieve maximum benefit. Picking the wrong provider or moving the wrong workload can increase operating costs and risks, rather than decrease them. I&O leaders focused on efficient service delivery need to work closely with business units to determine where as a service is warranted and where it isn’t.

An Ecosystem Will Be Required to Enable Scalable, Agile Infrastructures

The new digital ecosystem can be homegrown and developed in conjunction with key service providers. The deployment of this distributed digital infrastructure begins by agreeing on the business-related benefits that can be attained for each application workload and its associated data. These benefits can include reduced latency, improved customer experience, enhanced corporate reputation, stronger service continuity, geodiversity, improved compliance or mandated data location residency requirements. When answering these questions, take into account not only what the IT infrastructure can deliver, but also what is available on the market that you can leverage — either colocation, hosting, or cloud or, more recently, distributed cloud (see “‘Distributed Cloud’ Fixes What ‘Hybrid Cloud’ Breaks”). More importantly, ask how a service partner can be leveraged to provide you enhanced services when needed.
An evolving trend in the colocation market has been the introduction of enhanced services that go well beyond traditional power, floor space and support services (see “Infrastructure Is Everywhere: The Evolution of Data Centers”). These enhanced services include carrier neutrality, cloud-enabled services, access to multiple cloud services via secure networks, cross-connects to partners on the same premises, or interconnect fabrics to other sites or services. By using these fabrics, enterprise customers could have access to many different providers and services and be able to switch between or swap services when contracts or performance requirements change. Moving between providers is not a simple task. Expect enhanced colocation providers (see Note 1) to offer a software-centric layer above these fabrics, thus providing a seamless mechanism for moving between services for their customers. In this manner, colocation providers could become an integral part of your digital infrastructure, so the development of clearly defined SLAs, key performance indicators (KPIs) and contractual obligations is imperative.
As digital business evolves, the need for geodiversity is evolving as well. Data location, regulatory requirements (such as the GDPR) and customer requirements (such as low latency) may drive the need for workloads to be accessible from multiple locations. A partner ecosystem that supports strong interconnection services can be a key enabler for these workloads.
Data center interconnection is a model in which discrete assets within a multitenant data center are connected to each other directly and in a peer-to-peer fashion. These connections may be as simple as intrasite cross-connects but can allow data-center-based assets to horizontally connect to multiple carriers, cloud providers, peers and service providers.
Recommendations:
  • Combine interconnection with high-speed enterprise access to the multitenant data center and include enterprise assets (such as compute, storage and networking), located in the multitenant data center, to bring the enterprise and its applications to the network, as opposed to the outdated model of bringing the network to the enterprise. This creates a flexible infrastructure that allows placement of the right assets, at the right place, for the right reasons, in support of business outcomes.
  • Pick partners based on their vision, capabilities and their partners. When considering ecosystem partners, in particular colocation providers, it’s critical that you understand their long-term vision of the market and how its evolution is changing their strategy. You’ll find many vendors’ “vision” is to produce and provide more of the same — just in more places. However, the important question is how they are preparing for the future of digital infrastructures and how that development will enable you (as a customer) to service your business more effectively.

Hybrid Digital Infrastructure Management Emerges as the Key Enabler for I&O’s Transition to Digital Business

As enterprises move toward hybrid digital infrastructures, one of the key pain points will be operational process and tools (see Note 2). I&O has become great at managing silos, but staff tend to see the world from the construction of silos of servers, storage, networking, virtualization, applications and so on. In highly distributed environments where a workload could be anywhere, with a hybrid mix of sourcing and architectures, the physical location of an asset (or process) will not be as clearly defined, and yet its attributes, performance, KPIs and cost will have an increasingly important impact on how I&O delivers services to end customers. Ultimately, I&O remains responsible for both the assets and the end-user experience and will need tools to actively monitor and manage any asset or process, anywhere, at any time.
Digitalization’s impact can best be observed in the emergence of newer technologies and products providing an advanced analytical foundation (such as artificial intelligence for IT operations [AIOps]) and increasingly relevant monitoring technologies (digital experience monitoring, collective intelligence benchmarking, unified communications monitoring and so on) that support both experience management and delivery automation functions (see HDIM sample vendors in Note 3). These are critical to enabling IT operations management (ITOM) teams to manage a continuously growing and diverse set of technologies, including those with disruptive impact (for example, IoT, wireless networking, cloud and software-centric networking).
Recommendations:
  • Invest in the technologies needed to discover and manage a hybrid IT model so I&O can have more proactive and business-relevant insight because, over the long term, this is not about transforming the infrastructure. It’s about transforming how I&O is providing value in a digitally distributed ecosystem. In this new hybrid world, the I&O role is migrating toward integration and operations.
  • Redefine supporting tools to better align with changing demands as the role and value proposition of ITOM changes in support of digital infrastructures. These changes are typically driven by functional groups that focus on managing customer experience quality, automating the provisioning and configuration of resources, or analyzing the performance of technology resources — wherever they are (see “IT Operations Management 2020: Shift to Succeed”).

IT Talent Management and Retraining Existing Staff Are Critical Success Factors

I&O leaders are faced with a seemingly impossible challenge: to develop their staff skills to deliver against the business demand, amid a new and unfamiliar level of infrastructure complexity. They cannot afford to lose staff, yet have restrictions placed on new headcount at a time when they feel like 10 times as many resources are needed, especially those with institutional knowledge (see “Talent Management: Dealing With Silos in a Hybrid Infrastructure World”).
For most leaders, this represents a headache on top of every other headache, as they are faced with the challenges of implementing, understanding and supporting new layers of integration, orchestration, customization and configuration. In parallel, existing teams must deliver what they have been doing to date but also find ways to work harmoniously with others in a bimodal environment that supports the aims of a digital business. So much more is demanded of individuals, to the point where they are only able to focus on the immediate issue in front of them. Thus, they fall into the siloed nature of thinking and behaving. All this is occurring at a time when the business appetite for the pace of change and the complexity of infrastructures and technology solutions are at an all-time high.
Recommendations:
  • Prioritize and develop staff versatility, complementing vertical expertise with the additional capabilities needed. When the business view of a service relies on infrastructure provided by multiple vendors, making the right decisions requires broad thinking, often beyond a single technology silo. As IT moves toward the realm of an ecosystem of partners, connecting the business to the right provider and adding value to this particular relationship require broad understanding of both parties in the brokering relationship. Therefore, in distributed digital infrastructures, the added skills required from a versatilist include two critical areas — business knowledge and provider knowledge — and must also be underpinned by the ability to build rapport. With respect to business knowledge, versatility is needed to interpret business situations and the resulting requirements correctly. This is clearly a critical skill in roles that involve solution architecture. However, in a hybrid infrastructure, this becomes even more important for other supporting staff who need to navigate multiple service delivery models and understand the potential effects of their actions.
  • Actively develop individuals and teams, prioritizing collaborative skills and lateral thinking. Let’s begin to recognize what we really value in IT — not only depth in a single discipline (except in a specific subset of people) but also breadth across multiple disciplines, coupled with depth in a primary discipline. Real-world experience is more effective than just training to build the necessary breadth and depth of knowledge needed for the emerging landscape of digital infrastructure. Add or enhance your business analysis functions to facilitate working more closely with lines of business and the CFO.
  • The most effective IT people are always looking for new things to learn, and in many cases the most interesting areas are the unknown areas. Enabling learning, even incentivizing it, is a critical success factor as we move toward fully digital infrastructures. When employees realize that their value is not only how much they know in a discipline, but how much they understand the linkages between disciplines and the impact on the business, IT as a whole will become a much stronger organization and more able to adapt to these changing environments. Additionally, retention of high-quality talent is always an issue with IT organizations, but employees that feel valued are often more motivated and less likely to change roles.

Note 1: Representative HDIM Vendors

  • Hyperview
  • CloudSphere
  • Firescope
  • LogicMonitor
  • Virtana
  • Nlyte Software
  • Snow Software
  • Vistara
  • Ivanti
  • OpsRamp
  • FNT
  • Flexera
  • Turbonomic

Note 2: Hybrid Digital Infrastructure Management

Hybrid digital infrastructure management (HDIM) involves the integration of tools designed to monitor distributed environments and includes devices, subnets, domains, data centers, edge deployments and/or service providers. Its focus is on asset discovery, monitoring, KPI metrics, optimization, dependency mapping, and location of both physical and logical assets.

Note 3: Sample Colocation “Ecosystem” Providers

  • CoreSite
  • Cyxtera
  • Digital Realty
  • EdgeConneX
  • Equinix
  • NTT Global
  • vXchnge
  • source: https://www.gartner.com/doc/reprints?id=1-248BY1B3&ct=200924&st=sb