ecar working groups general meeting (287275851)
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Big Data Infrastructure 101Timothy M. Chester
Vice President for Information TechnologyUniversity of Georgia
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University of Georgia• First state-chartered institution
of higher education, oldest
public institution of highereducation in the United States
• Organized into 17 schools andcolleges, 140 degreeprograms offered across
multiple campuses
• 89th among U.S. institutions inresearch expenditures
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Conflicting Objectives• Traditional approach to innovation (find smart
people, resource them, and get out of their way)leads to redundancies, inefficiencies, andunnecessary duplication
• Symptoms of Infrastructure Problem
• Server/Storage Proliferation
• Non-professional IT Staff
• Poor IT Practices (Data Loss)
• Power / Facilities / Other Hidden Costs notvisible until crisis
• Signs of Data Organization Problems
• Many versions of the truth
• Lack of standards for data definition
• Lack of integration between production,distribution, and analysis of data
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Infrastructure +standards + shared
governance +relationship buildingall linked together
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Current Trends• Academic, administrative, and
research-oriented computing areincreasingly linked together
• Recognition that data is mostvaluable resource across allthree areas
• Decision-making furtherdecentralized as power of
social networks is brought tobear on key problems
• Current systems (people andIT) do not scale well to support
emerging needs
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Current Trends• Big Data Problems
• Admitting Students
• Student Placement
• Student Performance
• Student Retention
• Degree Completion
• Research Innovation
• Increasing External Support
• IT Organization Linkages
• Infrastructure
• Administrative Applications
• Academic Computing
• Research Computing
• Information Security
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Current Trends• Campus Networks
• Size of data continues togrow
• Data must move to where
compute power resides
• Sharing of data across
domains / centers inhibitedby information security
barriers
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0
2
4
6
UGA Internet Use (GB)
1/2010 9/2015
9/2013 - 2.78 GB
9/2011 1.36 GB
2/2011 Eliminated 1 GB Bottleneck
9/2014 - 3.9 GB
9/2015 - 5.1 GB
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0
20000
40000
60000
Registered Wireless Devices
9/2011 9/2014
9/2011 - 6,000
9/2014 - 29,500
9/2012 - 14,000
9/2013 - 22,000
9/2015 - 53,296
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Things to Think About• Never a better time to move to fully
managed networks, requires
• $$$ Incentives
• Strong, Reliable Service
• Patience
• Partitioning of Networks into Science /Research DMZ’s has promise
• Reduce Information Securityrelated bottlenecks
• Direct upgrade Capex $$$ to dataintensive areas, if speed isacceptable don’t upgrade it
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Current Trends• Compute / Servers
• Data and Compute go hand-in-hand;moving data to compute and not theother way around
• Traditional backup approaches do
not scale well, are too $$$ forresearch data
• Cloud is not a one-size fits all solution
• Continuous research workloadsare not cost effective
• Cloud storage often requires localcaches, negating scale advantage
of cloud storage
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Things to Think About• Cloud-hosting for administrative
applications is mature, no reason not totake advantage of hosted services forthese applications
• Cloud compute resources for researchonly work for episodic, burst-able loads;otherwise local compute + storageresources required
• Leverage policy and regulatoryframeworks to reduce scope of what is
expected and required - particularly forbackups and archives
• Leverage service partners higher up thefood chain: labs -> colleges; colleges ->central IT; central IT -> external systemsand resources
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Centralized vs Decentralized IT
Wheeler, Brad. 2008. “E-Research is a Fad: Scholarship 2.0, Cyberinfrastructure, and IT Governance”
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Standards & Accountability• Overarching frameworks for controls and
standards often inhibit innovation at best, oftenthe cause of difficult relationships in largeenterprises at worst
• Array of tools and controls, apply them in
situations where they work best
• Sensitive Information
• Authoritative Data
• Network Management
• Compute & Storage
• Tools & Applications
• Executive Support -> Must have to keepdecision-making, responsibility, andaccountability aligned, otherwise CIO / IT getssqueezed
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Shared Governance
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Shared Governance• Must “be a fit” for the culture and history of
the institution, and line-up with philosophy
of current executive team
• Any successful IT Leadership strategy willincorporate
• Information Sharing Forums
• Advisory Bodies
• Formal, Project Specific GovernanceBodies
• Linkages and reporting lines to SeniorLeadership of the Institution
• Shared governance is not a solution for
central IT services that are not reliable,responsive, or cost-effective
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Relationship Building• The “Secret Sauce” that makes things work
across large, decentralized enterprises
• Investing in competencies oriented aroundpeople, relationship building, and negotiationskills is more important than technical skills
• Special emphasis on:
• Culture of accountability to end usercommunity; manifested in consistent,responsive, and reliable IT services
• Regular communication to key executiveson a monthly basis about key initiativesand activities
• Regular face-to-face meetings with keyexecutives and their local IT support;particularly with distributed locations
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Wrapping Up• Infrastructure + standards + shared
governance + relationship buildingare all linked together
• 2/3 of challenges with providinginfrastructure for “Big Data”initiatives are people related, nottechnology related
• No one-size fits all solution,approaches must fit well with
institutional context, resource levels,strategic objectives, and build oncurrent baselines
• Progress comes in small incrementalsteps, not in big, sweeping solutions
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Acknowledgements• Diana Oblinger
• Pierce Cantrell
• Brad Wheeler
• Greg Jackson
• Richard Katz
• Jim Davis
• Phil Goldstein
• Guy Almes
• Curtis W. Hillegas
• IT Staff @ University of Georgia