In a recent discussion with a group of infrastructure architects, power architecture, especially UPS engineering, was on the table as a topic. There was general agreement that UPS systems are a necessary evil, cumbersome and expensive beasts to put into a DC, and a lot of speculation on alternatives. There was general consensus that the goal was to develop a solution that would be more granular install and deploy and thus allow easier and ad-hoc decisions about which resources to protect, and agreement that battery technologies and current UPS architectures were not optimal for this kind of solution.
So what if someone were to suddenly expand battery technology R&D investment by a factor of maybe 100x of R&D and into battery technology, expand high-capacity battery production by a giant factor, and drive prices down precipitously? That’s a tall order for today’s UPS industry, but it’s happening now courtesy of the auto industry and the anticipated wave of plug-in hybrid cars. While batteries for cars and batteries for computers certainly have their differences in terms of depth and frequency of charge/discharge cycles, packaging, lifespan, etc, there is little doubt that investments in dense and powerful automotive batteries and power management technology will bleed through into the data center. Throw in recent developments in high-charge capacitors (referred to in the media as “super capacitors”), which add the impedance match between the requirements for spike demands and a chemical battery’s dislike of sudden state changes, and you have all the foundational ingredients for major transformation in the way we think about supplying backup power to our data center components.
Applications development people can't stand the Luddites in the operations group, and ops people hate those prima donas in apps dev - at least that's what we are led to believe. To explore the issue, two of my colleagues who write to the infrastructure and operations (I&O) role - Glenn O'Donnell and Evelyn (Hubbert) Oehrlich - invited me to participate in an experiment of sorts. They arranged a joint session for the I&O Forrester Leadership Board (FLB) meeting, and I was the sole applications guy in the room - a conduit for I&O FLB members to vent their frustration at their apps dev peers. For those who aren't aware, FLBs are communities of like-minded folks in the same role who meet several times a year to network, share their experiences, guide research, and address the issues that affect their role.
We infused the session with equal parts education, calls for joint strategic planning across all IT work, and a bit of stand-up comedy - Glenn noted that as representatives of our respective roles, he and I were actually twin sons of different mothers. I noted that in that context that our parents must have been really ugly. Once we opened the session for discussion, the good folks in the room wasted no time in launching verbal stones my way. Now, I'm no IT neophyte: I've been in the industry since 1982, and I'm no stranger to conflict - I grew up with 3 older brothers, and we all exchanged our fair share of abuse as siblings will. Still, I wasn't quite prepared for the venting that followed. To summarize a few of the main points, I&O sees apps folks as: