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Joe,
(this is a bit rambling. My apologies, its
Sunday *grin*)
We really cant stop them from bring up ADAM
directories (since it can be run on their workstations if required).
However, we have very strong commitments from the application managers and the
CIO, that any modifications to the production AD system must first be approved
by the directory team, the infrastructure team, and IT security. We are
incredibly strict about production AD mods, and basically nothing "silly" has
gotten through yet (it helps when people on all three of those teams do have
some apps dev background, and can see through any FUD that's the apps dev
team put up).
As for hunting for instances, yes we regularly scan
the network for "weird" applications (part of our software licensing
compliance), and do ask questions if we detect software or applications we don't
know about. We do have a commitment regarding any AD environments, that
only the directory team can bring them up, so no "rogue" AD environments
exist.
We have some dev only environments as well
(including AD), however the directory management side is performed by the same
team that looks after prod, so silly requests don't get through. Mostly
these requests are around schema modification, however we have been able to
press other fields into service, or point out other ways the requests can be
done without hacking the schema. We also have strict guidelines on the use
of pre-production code (like Beta's of Exchange, Sharepoint, AD, W2k3 etc), and
can literally pull out beta software when new versions appear, or if some
critical problem is located.
As for standards, the main one is ensuring that the
backup team (to ensure that the systems they are developing can be DR'd), the
security team (ensuring that the thing can be secured and that sufficient
logging is built into the app), the infrastructure team (to correctly allocate
hardware resources), and the directory team (for directory / authentication
requirements) are all consulted during the initial planning phases, and get
regular updates during the development lifecycle (long sentence that
one).
This is probably the best weapon, to make sure your
prod management teams are consulted right from the beginning, and there is a
signoff process for the design from the above teams. Therefore there
shouldn't be any real surprises when the thing goes from dev to test to
prod. We use the same prod team to manage the test / pre-prod
environments, so we find out well before the thing gets near
production.
We also don't support production applications
running anywhere OTHER than the prod forest. Again, this stance needs
commitment from the highest levels in the organisation, otherwise you are just
banging your head against the wall. Once you can convince the CEO / CIO /
CTO etc that the management team is not there to make life miserable for the dev
teams, but to provide a functional and supportable environment for the
organisation and your customers (and do know what they are talking about),
things become a lot easier.
Also having a strict change-control process in
place for production helps, as any changes to the prod environment require
signoff from the change control board (which includes the above teams, senior
management, and the application owners). Its easy to just pressure the AD
team if such controls aren't in place, however trying to push changes via a
change control board means they have to convince a lot of people that it "is a
good thing".
Our inter-team communication is also good, so if
they try and "sneak" an app into prod on the non-prod environment, the AD team
always finds out about it. A key requirement is that all production
applications require a DR plan which involves the backup team (who double check
with the AD and infrastructure teams that's everything is
above-board).
Initially the apps dev guys weren't particularly
happy with some of the constraints, however over time we have shown that we
aren't the bad guys, and are willing to manage many aspects of their systems
(leaving them free to work on newer, cooler things), provided we know about it,
and can support it.
I've worked in a number of organisations with
varying degrees of the above controls, but most of it boils down to commitment
from the senior levels of the organisation that your support teams are there to
ensure everything keeps running, and if they say no, there is usually a good
reason. Once your input is valued by the organisation, a lot of the other
controls start to fall into place.
*phew*
G.
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Title: Message
- Re: [ActiveDir] MMS 2003 and ADAM 2003 Glenn Corbett
- RE: [ActiveDir] MMS 2003 and ADAM ... Rick Kingslan
- Re: [ActiveDir] MMS 2003 and ... Glenn Corbett
- RE: [ActiveDir] MMS 2003 ... Joe
- Re: [ActiveDir] MMS 2003 ... Glenn Corbett
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Duncan, Larry
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Myrick, Todd (NIH/CIT)
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Myrick, Todd (NIH/CIT)
- Re: [ActiveDir] MMS 2003 and ADAM 2003 Glenn Corbett
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Joe
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Glenn Corbett
- RE: [ActiveDir] MMS 2003 and ADAM ... Joe
- Re: [ActiveDir] MMS 2003 and ... Glenn Corbett
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Myrick, Todd (NIH/CIT)
- RE: [ActiveDir] MMS 2003 and ADAM 2003 Myrick, Todd (NIH/CIT)
