better practice guide structure

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Australian GovernmentData Centre Strategy 2010-2025

Better Practice Guide: Data Centre Structure

August 2013


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Contents

Contents 21. Introduction 3

Purpose 3Scope 3Policy Framework 4Related documents 4

2. Discussion 6Overview 6About the data centre structure 6Assessing the Structure 6Limits and Trends 11Operational Considerations 12Conclusion 13

3. Better practices 15Planning 15Operations 15

4. Conclusion 17Summary of Better Practices 17


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Better Practice Guide: Data Centre Structure | 3

1. Introduction

The purpose of this guide is to advise Australian Government agencies on ways toimprove operations relating to the data centre structure. Many governmentfunctions are critically dependent upon information and communication technology(ICT) systems based in data centres.

The principal purposes of the data centres physicalstructure are to houseinformation and communication technology (ICT) equipment, control the movementof people and goods through the building, and the distribution of air, water and

cables. Applying better practices in planning and using the physical structure canreduce operating costs, increase agility in responding to change, and improvesecurity.

A data centre is a substantial, long-lived investment, and is subject to many changesthrough its operating life. Implementing changes to the data centre structurerequires long lead times, particularly to keep the data centre ICT running whilechanges happen. Good planning and operations are central to minimising costs.

Agencies use everything from converted office space to purpose built buildings fortheir data centres. This guide is intended to be applicable to all circumstances. Eachagency remains responsible for determining that the structure meets its businessneeds.

This guide on structure forms part of a set of better practice guides for data centres.

Purpose

The intent of this guide is to assist managers to assess how well the structure meetstheir agencys needs, and to reduce the capital and operating costs relating to thestructure.

Scope

This guide considers the physical data centre structure. For the purpose of this

guide, the term structureincludes the data centre housing the ICT, the buildinghousing the data centre, the building surrounds and the geographic location. All ofthese elements influence the whole of life costs and the data centre operations. Thisadvice is intended be relevant to any data centre sourcing arrangements used byAPS agencies. This includes services contracts, as the advice can inform agencieswhen assessing financial and technical risks in managed services offers.

The considerations for the data centre and building include the fit-out, such as theraised floors (if used), ducts for air and water, trays and / or conduits for cables forpower, telecommunication and data, and pathways for the movement of goods andpeople. A detailed discussion of the equipment racks is excluded from this scope.

The structure assists other functions in the data centre, such as security, power and

cooling. This guide describes how the structure assists these functions.


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This guide is intended for data centres in existing buildings. Agencies will haveexisting data centres, or acquire data centres using the data centre facilities panel.While part of this guide might assist in planning a new data centre constructionproject, this is not within the scope of this guide. The guide also does not consider

geographic factors for business continuity, such as data centres in several locations.

Policy Framework

The guide has been developed within the context of the Australian public sectors

data centre policy framework. This framework applies to agencies subject to theFinancial Management and Accountability Act 1997(FMA Act). The data centrepolicy framework seeks financial, technical and environmental outcomes.

TheAustralian Government Data Centre Strategy 2010 2025(data centre strategy)describes actions that will avoid $1 billion in future data centre costs. The datacentre facilities panel, established under the coordinated procurement policy,provides agencies with leased data centre facilities.

TheAustralian Government ICT Sustainability Plan 2010 2015describes actionsthat agencies are to take to improve environmental outcomes. The ICT sustainabilityplan refers to the National Strategy on Waste. Structures will take in a large volumeof equipment and the packaging, and need to remove the same. The data centrestrategy and the ICT sustainability plan have the same targets and objectives fordata centres.

The National Construction Codewas created in 2011 by combining the Building Codeof Australia and the Plumbing Code of Australia.The National Construction Codecontrols building design in Australia, and may be further modified by StateGovernment and council regulations. The data centres available from the facilities

panel have been confirmed as complying with the Code.The Australian Governments Protective Security Policy Framework(PSPF) providesagencies with mandatory directions and advisory guidance on data centre securityissues.

The Commonwealth Property Management Frameworkprovides overarching policyguidance on all property leased or owned by the Commonwealth. Data centresleased through the Data Centre Facilities Panel are compliant with this policyframework.

Related documents

Information about the data centre strategy, and DCOT targets and guidance can beobtained from the Data Centre section ([email protected]).

The data centre better practice guides also cover:

Power: the data centre infrastructure supplying power safely, reliably andefficiently to the ICT equipment and the supporting systems.

Cooling: the mechanical and electrical systems that provide conditioned airat the optimum temperature, humidity and pressure.

Data Centre Infrastructure Management: the system that monitors andreports the state of the data centre. Also known as the building managementsystem.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Fire protection: the detection and suppression systems that minimise theeffect of fire on people and the equipment in the data centre.

Security: the physical security arrangements for the data centre. Thisincludes access controls, surveillance and logging throughout the building,

as well as perimeter protection.

Equipment racks: this guide brings together aspects of power, cooling,cabling, monitoring, fire protection, security and structural design to achieveoptimum performance for the ICT equipment.

Environment: this guide examines data centre sustainability, includingpackaging, electric waste, water use and green house gas generation.


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2. Discussion

Overview

This section outlines the potential benefits and risks to agencies from the datacentre structure. Agencies which apply good planning and operations to their datacentre structures should have few problems. This is largely because the structure isrelatively unchanging while power, cooling and ICT equipment are changing on anhourly and daily basis. However, as most changes to a structure have long lead

times, agencies should keep their data centre planning current.

The main features of a data centre structure are to:

House the ICT equipment and the supporting systems, by addressing thephysical requirements.

Control the movement of people and equipment, in and around the datacentre.

Provide the fit out that distributes air, water and electricity through a datacentre.

The geographic location and building perimeter influence the operating costs and

physical security of a data centre. These are also addressed in this section

About the data centre structure

The typical purpose-built data centre has an operational life of 15 to 25 years, andhas permanent and semi-permanent elements. Permanent elements are designedfor the full operational life, and include the walls, floors, ceilings, corridors and soon. Semi-permanent elements include the ICT floor space, cable trays, ducting for airand cables, and pipes for liquids. Also referred to in this guide as the fit out, theseelements are designed to be upgraded, removed and extended, due to changes inoperational needs through the life of the data centre.

Data centres that have been set up in converted office space tend to have a shorteroperational life than purpose built data centres. In part, this is due to the mismatchof the requirements of a building suitable for people, and a building suitable for ICT.Typically, ICT weighs much more, and needs far more power and cooling thanpeople. Another common factor contributing to a shorter operational life is that thedata centre in converted office space usually gets minimal investment, and so is acause of more failures, issues and absorbs more management attention.

Assessing the Structure

If a data centre is to hold agency ICT assets, or APS staff will regularly work at thebuilding, an agency should satisfy itself that the structure complies with Australian

building standards. The overarching document is the National Construction Code


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(formerly the Building Code of Australia). This document refers to many othercurrent standards. Agencies are generally advised to rely on compliance certificatesrather than making the assessment themselves. This approach should be sufficientfor most circumstances. However, if the structure poses significant risks to the

agency then thorough inspections may be warranted.An ongoing challenge for data centre managers is that the data centre structure lastsfar longer than the ICT equipment that it holds. The constant churn of equipmentmeans constantly changing requirements and expectations. Agencies should plan tocarry out routine assessments of the structure. These assessments must involve theICT, facilities and property people working in concert.

The assessments follow a cycle. The initial assessment will select the data centre.Subsequent reviews will arise due to planned major changes, typically caused by ICTequipment refresh cycles (every 3 to 5 years), or by machinery of governmentorganisation changes. The final assessment of a structure will determine that thedata centre no longer meets the agencys needs cost effectively, and that a new data

centre should be found, thus beginning a new assessment cycle.

The assessments of the structure should consider:

Does the structure meet the requirement of the ICT equipment, and howwell is the requirement met?

o For each requirement that is satisfied, how cost effectively is thisdone? For example, two data centres may each offer a floor with acarrying capacity of 2,000 kg/m2, but in one the floor is also athermal mass, which reduces the cooling costs by 10% per annum.

o For each requirement that is not satisfied, what is the cost to alterthe structure to suit the agencys purposes? This is highly pertinent

to considerations of security and fit out.

Does the structure meet the agencys requirements for ICT availability?What redundancy levels are available for power and telecommunicationsservices to the site?

Given historic ICT growth trends, how long will either space orenvironmental support be adequate? How efficiently can the agency add orremove capacity? What is the cost of operating the as-yet unused capacity?

This last point requires significant analysis. Deferring capacity upgrades over thelife of a data centre typically reduces capital and operating costs. However, agenciescannot be certain about the future, and changing data centre capacity is asubstantial project, commonly lasting more than 12 months and with a budget over$1 million.

Key Planning Principle: Enough capacity to minimise the costs

Whether a particular decision represents value for money depends most often onwhether the structure has the capability and capacity to meet the agencysrequirements over the foreseeable future. Agencies should regularly predict theirrequirements, know the limits of the structures capacity, and seek to make fewer,

larger changes. This approach is likely to minimise the whole of life costs.

The following figure describes the common pattern for most value for moneyassessments of data centres structures. When the requirements are compared to the


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capacity offered by the data centre, the optimum range will typically be above justmeeting the requirements. This result is primarily due to whole of life costs beingminimised when the structure has some capacity to respond to minor changes.

Value

for

Money

Comparison of Requirements to Capacity

Just Optimum Good Okay

The best value for money result is commonly achieved when the requirements aremet and there is excess capacity and capability to manage changes for theforeseeable future. The foreseeable future is typically about three to five years,consistent with the ICT equipment refresh cycle.

Solutions to the left of the optimum (green) range require more funds to respond tochanges than the optimum. Solutions to the right are over-engineered, and theexcess capacity is wasted. This model applies to many data centre decisions,including weight, cabling, floor space, cooling and power.

In a simple example, assume the labour costs to install cable are almost the same toinstall 100 cables as 200 cables. If the initial requirement is for 80 cables, but this isexpected to rise to 180 cables over the next five years, then the value for moneyassessment could be:

Just: install 100 cables, and install the additional cables as and whenrequired, which raises labour costs.

Optimum: install 200 cables.

Good: install 300 cables, and incur higher capital and labour costs.

Okay: install 500 cables, and incur even higher labour and capital costs.

Avoiding under-provisioning or over-provisioning is challenging given that manydata centre components interact with one another. The demands on the structurefrom the refresh cycle alone are complex. Consider that a 30 per cent increase inserver and storage capacity does not necessarily mean 30 per cent more space orpower and cooling. Newer technologies typically require less space, less power andtherefore less cooling. These should be factored into the space and capacityplanning process, and requires both ICT and facilities team involvement.

Fit out

The fit out of the building supports the distribution of cables, air and water through

the building. Generally, the use of semi-permanent installations is proven value for


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money in large, purpose built data centres. The merit of using conduits and ductsbecomes more difficult to show when the data centre is very small or temporary.

Semi-permanent installations such as conduits, ducts and cable trays provide orderto cables and efficiency to the moves and changes. This reduces ongoing operations

costs. Poor cabling practices can mean that doors do not close, that cooling air isblocked, that unnecessary extra cables are called for, when cables were available foruse. Other consequences include extended troubleshooting time when resolvingconnectivity problems or slower moves for equipment when dealing with a commonactivity, the relocation.

Conduits can have higher security features that provide assurance that there is notampering with the cables. These features include enclosing and sealing theconduits, and / or installing motion sensors.

Ducting for air can help or hinder the efficiency of the cooling system. Withoutducting, the cooling air is released into a general space and left to drift. In earlierdata centre designs with raised floors, this method was effective. Commonly used indesigns with slab floors, ducting is used to direct cooling air flow to the ICTequipment. This is often required with more recent server technology, whichgenerates significant heat in a much smaller space. While ducting typically improvescooling effectiveness, the design must be considered, for example, each bend in aduct causes inefficiencies.

Housing ICT and Other Equipment

The ICT equipments physical characteristics are typically:

Weight: how much does all of the equipment, racks, cables etc weigh?

Space: what is the volume of space needed for the racks, free standingequipment and the clearances around the equipment?

Cabling: how many cables, of what type, are to be connected to the ICTequipment? Is the cabling design be optimised to reduce the amount ofcabling required while providing flexibility for expected changes? Does thecabling design consider the trade-offs between copper and optic fibre?

Cooling: what amount of cooling is required, and how is this cooling beingachieved (air or liquid, underfloor or overhead)?

Power: how many power cables are to be connected to the ICT equipment?How is the power connected from the ICT equipment to the PDU? For

redundant power supply, are the power cables active / active, or active /passive?

Future flexibility: what is the forecast for each of the above? Will there be anincrease or reduction in any of these?

Security: who can access what equipment and under what circumstances?How is unauthorised access recorded and notified?

This is the minimum set of information that is needed to describe what the structureis to provide. The greater the granularity of the information, at the physical racklevel, the more likely that selected data centre will meet an agencys needs. Note that

this is a list of physical requirements only, and other essential requirements such as

power and cooling are omitted from this list.


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Security requirements will be specified in the first instance by the agencys security

management plan. The PSPF also has specific requirements for data centres.

The other data centre equipment, notably the mechanical and electrical systems thatprovide the power and cooling, have a similar list of requirements, including weight,

space, cooling, cabling and security.

Controlling Movement

The structure should be assessed for the ability to control the movement of peopleand goods through the building. The key points are capability, security and safety.

For people, the assessment should consider how to identify and grant access topeople, how to know that they go only to the approved places in the building, andthat they can be evacuated safely during an emergency.

There are many suitable technologies, listed in the PSPF, which should be used in

combination to secure the structure cost-effectively. Examples include biometricaccess controls, multi level access based on roles, anti-passback, tag-alongprevention, RFID pass tracking, closed circuit video, and motion sensors linked toalarms and /or cameras. The areas to be secured include parking areas, hallways,entryways, loading docks, ICT area, and racks holding sensitive equipment.

Goods have a similar list, with the addition of considering the weight and volume ofthe goods. Computer equipment when in the protective packaging, can be veryheavy and bulky. Access paths, lifts and door clearances should all be assessed.

Geography

The data centre location can influence cooling efficiency, security, reliability andtelecommunication costs. These influences can substantially change the operatingcosts.

Free air cooling uses the external air instead of air conditioning to remove heat fromthe data centre. This can reduce a data centres operating costs by over 40%. Freeair cooling is effective when the climate has a mean annual temperature below23C1C and moderate humidity levels (mean annual relative humidity of50%5%). Adequate air quality is also important to efficiency. Particles frompollution, smoke and dust can interfere with the ICT equipment. While commercialgrade data centre equipment is usually designed to maintain air quality, domesticequipment is not. Domestic equipment often fails to maintain air quality standardsneeded for ICT equipment.

The data centres proximity to power generation stations and distribution paths inthe national electricity grid affects the price and reliability of the electricity supply.Making sure that the power supply to a major zone is connected to two or moredistribution paths significantly reduces the risk of power failure. The ACT receivedits second connection in 2012. Data centres in locations with a single connection willplace a greater importance on backup power supplies.

The data centres proximity to major telecommunications networks should work toreduce network costs, and connecting to several network should improve reliability.

Labour costs can be more easily controlled in locations with proximity to largerpopulations. Service costs and times are also likely to be improved by being closer tomajor population centres.


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There are other risk factors that can be identified and assessed, includingearthquake, flood and transport accidents. When considering these risks, it isnecessary to consider the impact on the surrounding neighbourhood, not only thebuilding. In Australia, large scale flooding and fires have occurred with unfortunate

frequency. This has disrupted power supply, telecommunication services andmovement of people and goods in the affected areas for many days.

Perimeter

The buildings surroundings have features that influence the operating costs. Theassessment should consider the ease of movement of people and goods, and how theperimeter contributes to the overall site security.

Limits and Trends

An ongoing challenge for data centre managers is that the data centre structure lasts

far longer than the ICT equipment that it holds. The constant churn of equipmentmeans constantly changing requirements and expectations. It is better practice tohave developed considered responses to each of the limits, and reporting to adviseof when the limits are about to be reached. The planned responses could involvealtering the ICT equipment, upgrading the structure, or to moving to another datacentre. The better practice is that ICT and facilities staff develop the responsesjointly.

The current trend in ICT equipment is to heavier, hotter ICT equipment in asignificantly smaller footprint. The result is more devices, greater weight andgreater heat to be handled in this smaller footprint. This affects power, cooling,cabling and floor loadings.

The ability of the data centres floors to carry weight is often a fixed limit that isexceeded only with difficulty and temporarily. The floor carrying capacity can beexceeded relatively easily in office buildings and older data centres. These typicallyhave carrying capacity around 750 to 1000 kg / m2. Popular models of blade servers,data warehouses and storage area networks can all exceed 1500 kg / m2. While it ispossible to install weight distribution solutions to spread weight more evenly, theseshould be considered as temporary measures.

Replacing the raised floor to carry greater weight in a data centre is possible, andmay give a good long term result. Raised floor carrying capacity has risen from 300kg / m2in 1965 to around 3000 kg / m2in 2013. This type of project requiresthorough planning, as they can be very expensive and risky to the agencys business

operations.

The capability to remove more heat from a smaller location can be another pointrequiring significant investment. The volume of cooling air that can be delivered to aspecific rack is a complex function of the power of the air conditioning unit, the sizeof the ducts, the volume to be cooled and the rate at which the heated air can bedrawn from the data centre. Once the limit of this configuration has been reached,then further investment is required. Point solutions, affecting only one or two racks,can be successful, and relatively inexpensive. Switching to liquid cooling will providesignificantly greater cooling capacity, and a dramatic drop in power consumptiondue to CRACs not being required to move cooling air. However, this will requiresubstantial changes to the structure. Typically, the switch to liquid cooling is cost


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effective in zones of high electricity consumption, which is generally over 20 to30 kW per rack.

Operational Considerations

Achieving the lowest cost of ownership for the data centre structure is largely due togood planning and maintaining order in key resources. The whole of life planning isprincipally about knowing the limits of the structure and having plans to managewhen a proposed change will breach those limits. For example, if the floor carryingcapacity is 1500 kg/m2, and new equipment has been ordered that will weigh 2000kg/m2, then the planned action may be to upgrade part of the computer room floor.

In a well run data centre structure the purpose and capacity of every cable, pipe andduct is documented. One test for the quality of the documentation is that changescan be planned using the documentation and executed without failures. Thisdisciplined approach minimises execution time and disruptions to productionsystems. The trade-off is that each move requires updating the documentation to becompleted. However, the industry consensus is that this is time well spent.

There are many commercial software tools that will assist the process of managingevery duct pipe and cable. The key is to create a process whereby all changes use thetool, so that an accurate audit trail is always available.

Agencies may consider creating a role of resource manager an individual eitherin ICT or facilities who is responsible for linking the two groups together from aprocess point of view. At its simplest this could be a very junior ICT person who isresponsible for all equipment placement on the floor (the long term capacity plan).Their role is to insure facilities staff understand what will happen, and work withthem to assess the impact of changes on the infrastructure before they occur. As

time goes on this individual will develop a strong understanding of both the ICTissues and the facilities issues, and can help bring these teams closer together.

Generally, a structure will continue to be used until the economic benefits of movingto a new data centre exceed the project costs of the relocation. The structuresintegrity must be maintained, by ensuring that all works are planned by a qualifiedengineer.

Maintaining a high level of order in the data centre offers ongoing benefits. Therewill be higher upfront costs, but the reliability will be greater due to fewer errorsand quicker changes, and this will lead to lower whole of life costs. For example,consider the effort involved in replacing half the ICT equipment in the two racks

shown in Figure 2. The organised cable layout shown in the right hand picturemeans that the equipment is accessible. The task will be completed with less effortand time, and the risk of failure due to moving the wrong cable is greatly reduced.


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Figure 1 Equipment racks before and after organising cables1

Another operational task is cleaning the data centre. Dust and other particles caninterfere with the fans and, rarely, the electronics. While the risk is very low, anyfaults that arise can be very difficult to diagnose, and lead to a series of equipmentfailures. Cleaning the data centre is more important in an office environment, asmany carpets shed fibres. Older data centres need cleaning to remove zincwhiskers. These tiny fragments of zinc can be carried into the ICT equipment,

causing electrical faults and equipment failures.

The standard ISO 14644 describes air quality in clean rooms. Most government datacentres should not seek to meet this standard, as it is very unlikely to provide anyadvantages. The exceptions are those agencies that have ICT equipment identifiedby the manufacturer to be susceptible to air particles, and data centres that haveexperienced faults due to air quality.

Any significant changes to the ICT equipment or configuration should consider thelimits of the structure. The lead time for altering the structure is long, typicallyweeks to months, and potentially costly. Therefore, it is best that this considerationbegins as the business case is being developed. The capabilities of the structure

must be reflected in any tender material.A systematic approach to communicating procedures to new and visiting staff isneeded to maintain standards. In larger data centres this may become a formal,tested training process. In smaller data centres, a high standard of documentationthat is easily and continually referenced may be sufficient.

Conclusion

The limits imposed by the data centre structure can be carefully considered whenselecting a data centre and during the operating life. It is possible to over invest in

1Before and after pictures taken by Cloned Milkmen,www.flickr.com.
http://www.flickr.com/http://www.flickr.com/http://www.flickr.com/http://www.flickr.com/


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the structure, purchasing capacity in excess of requirements and never reaching thelimits. Equally, under-investing may mean that the limits are exceeded early in thelife of the data centre, forcing a move to another data centre.

Typically, obtaining data centre space that has adequate capacity but which has

been designed to be upgraded easily is the optimum solution. The advantage is thatthe capital investment is distributed over multiple years. And so far, the data centretechnology price/performance has been improving steadily.

It is essential that impact of ongoing changes do not exceed the structurescapacities in an unplanned manner. Agencies should ensure regular communicationbetween ICT, operations and facilities staff, across change, capacity and assetmanagement processes.

Agencies must decide how much to invest in their data centres to obtain value formoney and to support achieving the agency outcomes. The better practices willassist agencies to reach these objectives.

If an agency decides that the data centre performance is inadequate, the first pointto review is the data centre operations. If the operations are satisfactory (that is,delivering the full capability of the design), then the data centre design must change.Generally, changing the data centre design means moving to commercial data centrefacilities obtained from the data centre facilities panel.


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3. Better practices

Planning

The better practice is a plan that identifies the limits and proposed responses forkey features of the structure. These key features include the floor loading, the spaceand fit out. This plan, and the funding impacts, should be reviewed with the seniorresponsible officer.

All cables, pipes and ducts are documented. These items are labelled (or equivalent)accurately. The documentation is always current.

All planning and assessment work involves the ICT, facilities and property teams.

Operations

There is routine cleaning, sufficient to maintain air quality consistent with thehighest standard of all the equipment in the data centre. The effects of changes inenvironmental air quality, such as dust storms or fires, must be considered.

All movement of people and goods through the building is consistent with safety and

the security policy.All cables, pipes and ducts are identifiable and documented.

There is a method for ensuring that the defined procedures and documentation arefollowed. This method may be consistent with ISO 9000. There may be formal,evaluated training for new staff.


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Fundamental

Agency has statement of requirements for current ICT equipment thatdescribes weight, space, cooling, cabling and security.

Agency has forecast over next five years of requirements for ICT equipmentthat describes weight, space, cooling, cabling and security.

Agency can identify the weight and volume of largest item of ICT equipmentwhen packed. The data centre has a path from the loading dock to theequipment rack / data hall that can allow the movement of this equipment.

Agency has identified the security protections required as per the PSPF.

Agency has identified the risks and controls posed by the building integrity,location and surrounds.

The agency has identified the capacity limits of the current data centrestructure with regard to weight, space, cooling, cabling and security. Agencyhas developed plans to respond to changes that exceed one or more of theselimits.

All cables in the structure are labelled and recorded.

The building is cleaned regularly.

The ICT, operations and facilities staff have good communications. Thisincludes:

Shared processes for change, capacity planning and asset management.

Regular (bi-annual for larger agencies) planning meetings


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4. Conclusion

Agencies that use better practices in their data centres can expect lower costs, betterreliability, and improved safety than otherwise. Implementing the better practiceswill give managers more information about data centre power, enabling betterdecisions. Overall, the data centre will become more efficient, and better aligned tothe agencys strategic objectives.

Agencies will also find it simpler and easier to report against the mandatory

objectives of the data centre strategy. The key metric is avoided costs, that is, thecosts that agencies did not incur as a result of improvements in their data centres.Capturing avoided costs is most effective when done by an agency in the context of acompleted project that has validated the original business case.

Summary of Better Practices

The data centre structure is verified against business expectations. The capacityplan outlines the demand and various limits, and how these limits can be extended.The security remediation is identified.

The work health safety plans with respect to risks from the data centre structurehave a goal of zero injuries.

The agency is routinely:

Reviewing whether the data centre is fit for purpose and making plannedchanges.

Cleaning the data centre. Maintaining documentation about the data centre fit out.

Maintaining forecasts for future data centre needs, and identifying trends inagency plans that may exceed the data centre capacity.

better practice guide structure

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