Cloud Architect - Do You Have What it Takes to Lead the Transformation? ( EMC World 2012 )

1 © Copyright 2012 EMC Corporation. All rights reserved.

DO YOU HAVE WHAT IT TAKES TO LEAD THE TRANSFORMATION

Wayne Pauley, Ph.D.


Post PC Era: New Applications, Data, and Users

The Cloud Architect

The Data Scientist

The New Developer

The New User

Data Centers Unify Data, Data Disaggregates, and

Grows with Richness

BYOD New Roles


What Is Causing IT To Transform?

IT organizations must now learn to compete for their internal customers


IT Transformation Components

DNA, Skills, Roles & Organizational Alignment

“Front Office” Capabilities

Service Accountabilities

Technology Breadth

Enabling Technology Private, Hybrid, Public Clouds

End-to-end Automation

Financial Transparency

Self-service Capabilities

A New IT Business Model

Service Oriented

Market Driven

“P & L” Focused

Broker and Builder


The Biggest Challenges? • Company Culture – resistance to

chargeback, “server hugging”, demanding custom solutions

• Financial Systems – clinging to the old cost levers instead of holding consumers accountable

• The DNA of IT – how to develop an organization comfortable with competing for business and thinking entrepreneurially


IT Transformation

Are You Ready?


Characteristics of Traditional IT Departments

Constrained budgets

Unresponsive

Lack of confidence in IT

Bureaucratic

Controlling

Executives question high CAPEX and OPEX expenditures


Transforming IT to Provide Business Value

Cultivate LOB relationships

Acknowledge public cloud competition

Communicate value in business terms

Become strategic business partner

Managed like a service business

Build products and services that support business objectives

Flexible and responsive

IT-as-a-Service


JOB DESCRIPTION Title: IT Executive

Summary of Position:

Direct and manage computing and information technology strategic plans, policies, programs and schedules for business and finance data processing, cloud computing services, network communication and management information services to accomplish corporate goals and objectives.

Duties and Responsibilities:

• Responsible for the management of the IT service catalog • Act as IT services advisor to the LOBs • Understand public cloud offerings, specifically as they relate to the business • Understand LOB service requirement and negotiate a solution • Analyze service requirement (cost, infrastructure resource requirements, business potential) and determine whether it should be sourced in-house or with a service provider • Procure cloud services as a representative of the LOB • Negotiate public cloud service provider contracts • Negotiate service level agreements with LOB • Manage vendor relationships • Focus services on business objectives and communicate IT value to executive management

IT Executive Skills Transformation


New Role as Cloud Advisor

LOB

IT Cloud Advisor

LOB LOB LOB


Virtualization to IT-as-a-Service

Virtualize Operationalize IT-as-a-Service Focus Cost Efficiency Quality of Service Business Agility

Ownership/ sponsorship

IT IT/LOB CIO

Business Value

Key Capabilities • Shared resource pools

• Elastic capacity

• Zero-touch infrastructure

• Increased control and service assurance

• Service definition

• Self-service

• Chargeback

Approach Reactive Selective Proactive

Key Benefits Reduced cost and complexity

Increased availability, flexibility & responsiveness

IT as a business asset

Characteristics

• Automation

• Efficiency

• Integration of the virtualization platform and the information infrastructure

• On-demand

• Service Level Management

• Increased range of capability: availability, security, etc.

• Metering / chargeback

• Federation of resources

• Geographically independent

CAPEX

OPEX

CAPEX OPEX

Availability Responsivene

ss

CAPEX OPEX

Availability Responsiveness

Compliance Time-to-market


IT-as-a-Service

• Funded as a cost center • Supply of IT constrained • Convoluted request processes • Linkage between consumption and

user value unclear • IT behaves like a government

agency

• Self-provisioned • Catalog of tiered services • SLA-driven management • Cost transparency and chargeback • Self-scaling • IT competes for its business

Business-centric approach which focuses on outcomes, operational efficiency, competitiveness, and rapid response. It optimizes the production and consumption of services consistent with business requirements.

Definition

Focused Line of Business Service

Catalog

Cloud Agnostic

Traditional IT Processes


The Disconnect Between Dev and Ops

The disconnect causes: • Missed business opportunities • Slower release cycles • Operations difficulty in handling the pace of application change • Troubleshooting difficulty • Challenge to manage the increasing number of virtual images


The Business Value of DevOps

1

The value of a DevOps culture:

• Enables the creative use of technology to achieve business goals rapidly • Diminishes organizational silos and promotes communication and

collaboration • Trust is built between development, operations, and quality assurance • Collaboration should lead to stable and predictable releases with shorter

cycles • New tools exist to capitalize on the value of a DevOps culture


LOB Services Product Manager Placement

1

Benefits Challenges

IT

• View into the service’s underlying infrastructure and its capabilities

• Inside view of technology resources and capabilities available • Economies of scale in supporting the entire organization

• Removed from business requirements • IT is often viewed as a roadblock

LOB • Good understanding of the business and its requirements • Know the decision makers • Common goals and objectives

• No direct control over technology resources


IT-as-a-Service Reference Model


Examples of Types of Services

Business Intelligence

Development

& Testing

Integration

Application Deploymen

t

Virtual Environme

nt

Social Networks

Document Manageme

nt

Collaboration

CRM

Sales

Billing

Legal Human Resource

s

Backup and

Recovery

Database

Financials

Content Manageme

nt Email and

Office Productivity

Backup and

Recovery

CDN

Storage Services

Management

Platform Hosting

Compute


Discovery and Assessment

Define Strategy Gather Data

Perform Analysis

Organizational Transformation

Governance

Economics

Efficiency

Inventory Services

Document Organizational Gaps

Document Governance

Gaps

Document Service

Gaps

Document Technology

Gaps

Prioritize

Justification


Dimensions in a Top Down Assessment Process

Enterprise

Information Technology

Organizational

Enterprise Governance

Organizational

Governance

Risk

Compliance

Security

Service Levels

Applications

Services

Technology


Customer Applications Outcome Application Segmentation

• Domain map of application workloads • Preliminary application inventory Category, name, platform, users

Mapping of customer workloads to standard workload categories

Eliminate legacy and desktop application workloads

Candidate application workload list for evaluation

Prioritized applications (top 2-3 applications per category) to profile

Validated representative application workloads

Gather detailed workload data for each profiled application

Profiled application workloads • Environments (OS images, storage, ports),

service level, trust requirements, lifecycle stage, $ license and maintenance

Candidate PaaS, SaaS and BaaS options for profiled workloads

Candidate cloud architectures based on economic, trust, and functionality considerations

Extrapolate findings for profiled applications to all x86 workloads

Workload Analysis for Right-sourcing

Complete Application Inventory

Remaining Applications

Top Applications

Profiled Top Applications

Candidate Cloud Architecture

Extrapolated Candidate Cloud Architecture


Cost to Serve vs. OPEX/CAPEX

Cost to Serve is a measure of the direct expenses incurred in order to operate a service.

Each service’s cost profile

can be independently measured and evaluated.

Cost to Serve

Protection

Utilization

Cost per kWh

PBs per Admin

Depreciation


Traditional IT Organization

HR

Fina

nce

Engi

neer

ing

Application Development

HR Engineering Finance

Com

pute

Net

wor

k

Stor

age

IT H

elp

Serv

ice

M

anag

emen

t

Architecture and Security

Program Management

Vendor Management

Infrastructure and Operations


EMC IT Private Cloud Infrastructure Org. 2011+ SOOA—Services Oriented Organizational Architecture

Services Manages the demand for and delivery of the PCI service catalog and Consultancy engagements Defines global service standards Acts as single interface to consumers of services Interface with IT service management team

Platforms Provides core technology platforms consumed by services Architects and delivers future platform capabilities Governs technology standards Interfaces with network and security for holistic, standardized platform design

Foundational Technologies Technologies to enable, automate, monitor, secure, provide access to, and track health of services

Global Command Center and IT Service Operations Help Desk


Evaluate Skills: Identify Gaps Skill/Role Traditional IT ITaaS

System administration Custom development and administration

• Automation and Standardization • Multi-tenant • Broad (cross-technology) expertise • Interoperability knowledge • Systems view not product view • More holistic view required

IT focus Compute, network and storage orientation Service orientation

Operations Rack, stack, cable Manage virtual infrastructure via software scripts/automation

Infrastructure architecture and support Silos of technology domains Broader skill set across technology domains

Debugging and performance analysis Complex

• More complex, use more analytics, more integrated technologies

• Aligned closer to SLAs, less on full infrastructure utilization

Service management Respond to service requests/tickets

Develop, market, deliver and support service offerings

Mobile device support Growth in mobile support Rapid growth in mobile support

Development and operations

Separate roles, disparate objectives, little collaboration Merging of development and operations


Levels of Governance


What’s Next? ITaaS and Cloud Transformation

Individual skill focused on managing a single technology

Data Center

Organization forms technology teams and service owners

service owners

Assess the business – organization and technology

Governance requirements derived from assessment

APIs

Service Catalog

Service Management

Orchestration

LOB LOB LOB

Data Center


Cloud Resource Pools

Resources allocated by business requirements

Pools shared by consumers

VMs have access

to required networks

Tenant 2 Internal Network

External Network

Better Performance Cluster Good Performance Cluster




Service Catalog Integration

• Used to authenticate

• Automate workflows

• Augment chargeback services

• Ensure service-level compliance

• Drive process monitoring

Resource Pool

Resource Pool

Resource Pool

Authentication

Chargeback

Metering Monitoring

Orchestration Engine

Configuration Management

and Compliance


XaaS

Portal/API

Application

Solution Stack

Operating System

Hypervisor

Compute

Network

Storage

Facility

Service Model Demarcation: Visibility and Control

Source: http://info.cloudpassage.com/bid/52493/Who-s-responsible-for-security-in-a-cloud

IaaS

Portal/API

Application

Solution Stack

Operating System

Hypervisor

Compute

Network

Storage

Facility

PaaS

Portal/API

Application

Solution Stack

Operating System

Hypervisor

Compute

Network

Storage

Facility

SaaS

Portal/API

Application

Solution Stack

Operating System

Hypervisor

Compute

Network

Storage

Facility

Tenant

Service Provider

IT as a Service Provider

Public Service Provider Delivery Models

• The red line shows where the tenant and provider security lines are generally drawn • IT owns the whole stack, even if parts are outsourced

http://info.cloudpassage.com/bid/52493/Who-s-responsible-for-security-in-a-cloud�


Information Lifecycle Management

Right-source the data not just the workload! Private or public cloud?

Where does the data belong? Where does it flow to?

ILM

Create

Use

Destroy

Archive

Data in Transit

Data in Transit

Data in Use

Data at Rest


Service Offering Building Blocks: Infrastructure

Representation of service catalog with fixed services

Deployment Model

Physical Virtual Cloud (Hybrid

option) Cloud (Public

option)

Server Large Large Medium Small

Service Level 99.99 99.9 99.9 99.0

Provision Time 30 days 1 day 2 hours 1 hour

Protection 30 mins 1 day 2 days 5 days

Storage 5TB 1TB – 10TB 1TB 500GB

Cost $$$$ $$$ $$ $

Service Templates

Based on effort (manual or automated)

Based on hardware, HA, RPO/RTO and protection requirements

CPU, memory, pools definition

Application deployment model definition

Defines level of protection based on storage technologies available

Technologies and pools determined

Cost defined


Example: Service Template Design

Deployment Model

Cloud (Hybrid Option)

Server Medium

Service Level 99.9

Provision Time 30 minutes

Protection 2 hours

Storage 1TB

Cost $$

User customizable options

Linux

Select server platform

Operating System Windows

Ubuntu

Add capacity 100GB

500GB

1TB

Fixed services

Networking load balancer

Firewall

Compute

Memory

CPU Storage

Data encryption

Data compression

IP address range

Monitoring

Network

Compute

Storage

Port

Reporting

WAN link utilization

Trending

Pay-per-use

Snap schedule

Snap schedule


Example: Capacity Expansion Policy Flowchart

Micro Small

(configurable) Medium Large Xtra Large

(configurable) Self-Service

offerings

Small Medium Large Resource

Pools

Event trigger: 80% capacity

reached

Is there pool

capacity available?

Return message #3 to

user

Send message to admin

Does the pool

support extension?

Is the user authorized additional capacity?

Billing / showback Manager


user Log entry

No No

No Yes

Yes

Yes

Yes


user

No

Capacity Monitor

Change / config

manager

Provision Manager


Orchestration Description

Deployment Model

Physical Virtual Cloud (Hybrid

Option) Cloud

Server Large Large Medium Small

Service Level 99.99 99.9 99.9 99.0

Provision Time 30 days 1 day 30 minutes 1 hour

Protection 30 mins 1 day 2 hours 5 days

Storage 5TB (SAN) 1TB – 10TB 1TB 500GB

Cost $$$$ $$$ $$ $

Provisioning, configuration and change Process orchestration

and automation

Reporting – consumption, incident, SLA, metrics, etc.

Security, protection, replication

Life-cycle – orchestrate from instance creation to instance

termination


Governance Operations

Performance Compliance and Financial Management

Self-Service Portal End Users IT and Business Service Catalog

Service Request

Management

Define Service Request Service

Decommission Service

IT-as-a-Service

Virtualized Infrastructure

Middleware & APIs

Business vApps vStorage vCompute Mgt Apps vConnectivity Management

Configuration Management

System

Discovery and Automated Provisioning

EMCCA- Virtualized Infrastructure

EMCCAe – IT-as-a-Service

EMC Proven Professional Cloud Architect

Training and Certifications

EMCCIS - Cloud Infrastructure and Services

+ skills equivalent to VCP and CCDA or similar certifications and 3+ years design experience


Cloud Services

Physical Infrastructure


Cloud Services


IT Transformation

Are You Ready?


Provide Feedback & Win!

125 attendees will receive $100 iTunes gift cards. To enter the raffle, simply complete:

– 5 sessions surveys – The conference survey

Download the EMC World Conference App to learn more: emcworld.com/app

Cloud Architect - Do You Have What it Takes to Lead the Transformation? ( EMC World 2012 )

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Transcript of Cloud Architect - Do You Have What it Takes to Lead the Transformation? ( EMC World 2012 )