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DO YOU HAVE WHAT IT TAKES TO LEAD THE TRANSFORMATION
Wayne Pauley, Ph.D.
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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
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What Is Causing IT To Transform?
IT organizations must now learn to compete for their internal customers
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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
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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
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IT Transformation
Are You Ready?
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Characteristics of Traditional IT Departments
Constrained budgets
Unresponsive
Lack of confidence in IT
Bureaucratic
Controlling
Executives question high CAPEX and OPEX expenditures
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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
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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
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New Role as Cloud Advisor
LOB
IT Cloud Advisor
LOB LOB LOB
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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
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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
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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
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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
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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
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IT-as-a-Service Reference Model
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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
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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
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Dimensions in a Top Down Assessment Process
Enterprise
Information Technology
Organizational
Enterprise Governance
Organizational
Governance
Risk
Compliance
Security
Service Levels
Applications
Services
Technology
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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
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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
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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
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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
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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
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Levels of Governance
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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
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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
Tenant 1 Internal Network
Tenant 3 Internal Network
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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
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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
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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
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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 $$$$ $$$ $$ $
Service Templates
Based on effort (manual or automated)
Based on hardware, HA, RPO/RTO and protection requirements
CPU, memory, pools definition
Application deployment model definition
Defines level of protection based on storage technologies available
Technologies and pools determined
Cost defined
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Example: Service Template Design
Deployment Model
Cloud (Hybrid Option)
Server Medium
Service Level 99.9
Provision Time 30 minutes
Protection 2 hours
Storage 1TB
Cost $$
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
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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
Return message #1 to
user Log entry
No No
No Yes
Yes
Yes
Yes
Return message #2 to
user
No
Capacity Monitor
Change / config
manager
Provision Manager
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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
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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
Virtualized Infrastructure
Cloud Services
Physical Infrastructure
Virtualized Infrastructure
Cloud Services
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IT Transformation
Are You Ready?
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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
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