The document discusses essential elements of data center operations programs. It identifies 12 essential elements including environmental health and safety, personnel management, emergency preparedness, maintenance management, and performance monitoring. For each element, it outlines key tasks, risks, and opportunities. It also discusses common mistakes such as ineffective change management, lack of training, and failure to implement quality systems or metrics. Finally, it provides a process for building a world-class data center operations program with steps like assessing current practices, analyzing results, and optimizing operations.

1. Schneider Electric 1- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Essential Elements of Data Center
Operations
Bob Woolley
Senior Director, Global Data Center Services
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2. Schneider Electric 2- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Objectives
Upon Completion of this course, you will be able to:
●Define key tasks associated with Data Center Facility Operation
(DCFO) Programs
●Define risks associated with DCFO Programs
●Define opportunities associated with DCFO Programs
●Define the 12 Essential Program Elements
●Identify the most common mistakes made by data center facility
operators
●Identify a process for building a world class DCFO Program

3. Schneider Electric 3- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
The Importance of Facility Operations
●The majority of data center lifecycle cost is in OPEX, vs.
CAPEX.
●Most data center outages are attributable to human error.
●Energy costs account for the largest portion of the
operating budget, and the cost of power is rising.
●New technologies and the trend towards reducing
redundancy to save cost has increased the need for
operational effectiveness and efficiency.
●A properly designed Facility Operations & Maintenance
program will minimize risk, reduce costs, and even provide
a competitive advantage.

4. Schneider Electric 4- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Preventative Maintenance
Operational Tasks and Challenges
Energy Management
Performance
Monitoring
Capacity
Management
AuditsSpares ManagementEmployee
Satisfaction
Cost Analysis
Receiving
Documentation
Project
Management
RepairsDrillsDCIM
Vendor Management Incident Response
Walk-throughs
ReportingChange ManagementSafetyUptime
SLAs

5. Schneider Electric 5- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
12 Essential Elements
Environmental
Health & Safety
Personnel
Management
Emergency
Preparedness
and Response
Maintenance
Management
Change
Management
Documentation Training
Infrastructure
Management
Quality
Management
Energy
Management
Financial
Management
Performance
Monitoring

6. Schneider Electric 6- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Levels of Maturity
Level 5 Optimized
Level 4 Managed &
Measurable
Level 3 Defined
Process
Level 2 Repeatable
but Intuitive
Level 1 Initial/Ad-hoc
Level 0 Non-Existent

7. Schneider Electric 7- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Environmental Health & Safety
Tasks
●Injury and Illness Prevention
●Electrical Safety
●Hazard Analysis and Communication
Risks
●Injury, illness and lost time
●Fines and citations
●Equipment damage and service disruptions
Opportunities
●Happy and healthy workforce
●Good safety ratings
●Positive corporate image

8. Schneider Electric 8- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Personnel Management
Tasks
●Resource modeling and utilization
●Personnel development
●Team building
Risks
●Inefficient resource utilization
●Unstable workforce
●Dysfunctional workplace
Opportunities
●Stable and skilled workforce
●Fewer service disruptions
●Greater opportunities for innovation

9. Schneider Electric 9- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Emergency Preparedness & Response
Tasks
●Emergency Operating Procedures
●Scenario Drills
●Incident Management
●Business Continuity / Disaster Recovery
Risks
●Inability to prevent major service disruptions
●Injury or property damage
●Uncoordinated response
Opportunities
●Increased uptime
●Cost avoidance
●End-user confidence and loyalty

10. Schneider Electric 10- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Maintenance Management
Tasks
●Asset Management
●Work Order Management
●Spare Parts Management
Risks
●Lack of information on asset performance, replacement costs
●High cost, low performance reactive maintenance program
●Excessive downtime awaiting repairs
Opportunities
●Good asset intelligence and proactive maintenance boosts system
reliability
●Accurate budget forecasts
●Lower TCO and less downtime

11. Schneider Electric 11- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Change Management
Tasks
●Risk Analysis and Communication
●Vendor Supervision
●Operational Procedures Development and Review
●Structured Work Practices
Risks
●Unidentified, misidentified, or miscommunicated operational risks
●Excessive human error
●Service interruptions and re-dos
Opportunities
●Achieving predicted goals
●Minimizing errors and associated downtime costs
●Fewer change windows and vendor re-dispatch costs

12. Schneider Electric 12- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Documentation
Tasks
● Critical Facility Work Rules
● Drawings, Schedules and Engineering Studies
● Shift and Rounds Logs
● Document Management and Version Control
Risks
● Outdated or poor documentation introduces errors
● Communication failures cause issues to go unaddressed
● Poor documentation inhibits proper training and process improvement
Opportunities
● Fewer errors resulting in injury and downtime
● More effective training
● More efficient operations and processes

13. Schneider Electric 13- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Training
Tasks
●Fewer errors resulting in injury and downtime
●More effective training
●More efficient operations and processes
Risks
●Poorly trained workers are mistake prone and inefficient
●Assumptions about worker capability can be grossly incorrect
●Allowing unqualified individuals to perform work is hazardous
Opportunities
●Prevention of errors and increased worker confidence
●Ability to do more self-performed maintenance, saving money and
increasing job satisfaction
●Ability to lower costs by optimizing system performance

14. Schneider Electric 14- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Infrastructure Management
Tasks
● Facility Monitoring
● Capacity Management
● IT and Facilities Integration
Risks
● Unnoticed and unaddressed facility issues/alarms
● Stranded power and cooling capacity
● Wasted space
● Disconnect between IT and Facilities systems
Opportunities
● Avoidance of service interruptions through reporting and trending
● Resource optimization
● Actionable business intelligence resulting from integrated systems and
teams

15. Schneider Electric 15- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Quality Management
Tasks
● Process and Procedure Standardization
● Quality Checks, Inspections and Audits
● Root Cause Analysis and Lessons Learned
● Continuous Improvement
Risks
● Introduction of errors due to poor processes and procedures
● Undiagnosed errors result in avoidable service disruptions and costs
● Repetition of errors
Opportunities
● Increased productivity and uniform end-user experience through standardized best
practices
● Fewer, less consequential and lest costly errors
● System and process optimization

16. Schneider Electric 16- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Energy Management
Tasks
●Performance Benchmarking
●Efficiency Analysis
●Strategic Sourcing
Risks
●Making decisions with inadequate or inaccurate data
●Missing proven energy reduction strategies
●Paying too much for energy supplies
Opportunities
●Lowering costs through better energy management
●Increased demonstration of corporate social responsibility
●Regulatory avoidance

17. Schneider Electric 17- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Financial Management
Tasks
●Purchasing
●Invoice Matching
●Financial Reporting & Analysis
Risks
●Slow procurement due to inefficient purchasing
●Payment for products and services not or partially received
●Overpayment for products and services
Opportunities
●Shorter periods of reduced redundancy
●Delivery assurance on purchases
●More “bang for the buck”

18. Schneider Electric 18- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Performance Monitoring
Tasks
●Service Level Agreement (SLA)
●Key Performance Indicators (KPI)
●Performance Measurement and Reporting
Risks
●Misplaced priorities generate unproductive activity
●Punitive attitudes that stifle “good” risk taking
●You can’t manage what you don’t measure
Opportunities
●Alignment of business goals with operational activities
●Positive reinforcement systems that stimulate innovation
●Solid performance metrics to underpin good business decisions

19. Schneider Electric 19- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Most Common Mistakes
●Ineffective Change Management
● Inadequate risk analysis
● Poor or non-existent procedures
● No defined process for performing critical works
●Lack of Formal Training
● Shadowing used as the predominant training method
● Poor evaluation process, no link between certification level and tasking
●Maintenance program is not metrics driven
● Poor asset management
● Few maintenance KPIs
● No linkage between PM and corrective/break-fix maintenance
●Failure to consistently and test evaluate skills
● Existing skills and training comprehension is not formally evaluated
● Scenario drills are not employed
● Incident and Drill results are not evaluated

20. Schneider Electric 20- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Most Common Mistakes
●Failure to develop and implement a quality system
● Quality Assurance & Quality Control
● Continuous Quality Improvement
●Poor documentation
● No coherent Sequence of Operations, outdated drawings and
schedules, undocumented processes, lack of version control, not digitalized.
●Stuck in manual mode
● Failure to implement CMMS, EDMS, LMS, DCIM
● Buried in spreadsheets and manual reports
●Overconfidence
● Assumption that future performance can be predicted by past experience.

21. Schneider Electric 21- Division - Name – Date
Schneider Electric – Bob Woolley- 20130502
Building a World Class DCFO Program
• Inspect
• Assess
• Analyze
• Report
• Review Results
• Refresh Goals
• Take Corrective Action
• Optimize
• Design and Develop
• Communicate
• Train
• Implement and
Operate
• Obtain Support of
Senior Management
• Align Business Goals
and Operational
Objectives
• Establish Success
Metrics
Do
Act
Plan
Check

22. Thank You
Bob Woolley
Sr. Director, Global Data Center Services
Robert.Woolley@Schneider-Electric.com