2010.10.07. Le Cloud Computing pour les N...ouveaux - Loic Simon - Club Alliances IBM


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Collection de slides sur le Cloud Computing préparée pour l'animation d'un atelier de travail avec des partenaires [revendeurs, VAR, intégrateurs, éditeurs... de Best'Ware : Jargon, marché, usages, écosystème, risques, opportunités, étapes de démarrage... du Cloud Computing - Focus sur le rôle des revendeurs.

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  • Local calls were made through human “Operators” well into the 1950’s. In many parts of the country you could only make long distance calls through an Operator well into the 1970’s. Automation was required in order to be able to keep up with increasing call volumes. The standardization of the Ford assembly line was later improved with the Toyota Production System and the implementation of new technologies, e.g. robotics. To be able to deliver the service provided by ATMs, tremendous breakthroughs in standardization were required – to all you to conduct transactions from any machine, without regard to whether you have an account with the owner of the machine.
  • When it comes to delivering a cloud deployment there is a spectrum of deployment options available for you to choose from. The most common and written about is the public cloud option like Amazon Elastic Compute Cloud (EC2), or Google Apps. These cloud deployments allow any user with a credit card to gain access to the resources. To a private cloud deployment where all the resources are owned, managed and controlled by the enterprise. To gradations in between from third party managed, to third party hosted, to a very common emerging model called “shared cloud services” or “member cloud services.” Here you must be a member to access the services, and they can be made available to you typically in a shared resources option or a dedicated resources option, depending on your needs and configurations. It is this last model where IBM has offerings call IBM Smart Business Services on the IBM Cloud. Finally you can merge the options between public and private and create what has been coined a “hybrid cloud”. When it comes to deciding which cloud delivery option you want to choose it needs to tailored to the business, the time and money requirements, and the availability of the resources. There is a spectrum of delivery options, and there is no single right way. Private Implemented on client premises Client runs/ manages Managed private cloud Third-party operated Enterprise owned Mission critical Packaged applications High compliancy Hosted private cloud Internal network Third-party owned and operated Standardization Centralization Security Internal network Mix of shared and dedicated resources Shared Cloud Services Shared facility and staff Virtual private network (VPN) access Subscription or membership based Shared resources Public Cloud Elastic scaling Pay as you go Public Internet A Hybrid cloud solution is some mix of private and public integrated with your traditional IT to deliver the cloud solution to the end user and can involve any of the public to private options.
  • Of note, our study also identified that for now organizations are much preferring a private cloud deployment to either public or hybrid. In deciding to deploy with a private or public option requires one to consider the trade-offs in benefits, security, governance, and customization.
  • We also asked our panel of 1,090 what factors would keep them from using a public cloud service. Respondents could select multiple items and were asked to rank factors of a scale of 1 to 5, where "1" means "Not a Significant Barrier" and "5" means “A Very Significant Barrier." Concerns about security and privacy of company data represent the most significant barrier to public cloud services. Concerns about service quality – both the computing services and responsiveness of delivery over the Internet – also ranked high, as did doubts about the promises of cost savings.
  • Exemple: Sous gouverneur Banque de France, exemple: automotive industry au Japon
  • Plan & Prepare As customers take steps to plan for cloud, there are two paths that can be taken concurrently. One is conditioning their infrastructure, and the other is creating a strategy Conditioning the infrastructure Virtualization, standardization & automation are important elements to consider when preparing an infrastructure to become more dynamic and ready for cloud. Utilize the advanced virtualization capabilities of your server systems such as PowerVM Pool your storage with SAN Volume Controller Automate processes like provisioning with Tivoli Provisioning Manager Implement accounting solutions such as Tivoli Usage and Accounting Manager Define a cloud strategy & roadmap Without a strategy, Cloud computing can be a threat to the CIO and the IT team Reduced control of IT services delivered over the Internet Perceived cost gap between a cloud service delivered by providers outside of the IT team and “traditional” services delivered by IT With a strategy, Cloud computing is a huge opportunity for the CIO Lower costs, more responsive IT, optimized delivery Greater range of services and capabilities Greater visibility in billing / chargeback to LOBs Better control of the users’ systems, desktops, and services access Assess cloud deployment models, understand cloud service options and most appropriate workloads - Plan cloud strategy and roadmap - Engage with your IT leaders and IBM in an interactive workshop to determine your cloud computing benefits and opportunities - Workshop will result in: Assessment of business value and development of business case for cloud computing Strategy and plan for ROI and cloud delivery model Personalized infrastructure maturity model and cloud readiness assessment Roadmap to successful implementation Choose an initial project Test & Deploy Start with an isolated cloud deployment such as test & development. It is one of the workloads most suited for cloud. Standardize chosen systems and applications Virtual system configurations and application stacks must be standardized so they can easily be provisioned from the resource pool when required Create flexible systems with advanced IBM virtualization technology and service management Virtualized IBM systems and a service catalog are basic requirements for this kind of pilot Add self service, request-driven provisioning capability Tivoli Service Automation Manager will provide this capability IBM also has a GTS offering to help create a Test & Development private cloud in a customer data center. Extend & Evolve Use trusted cloud services to supplement data center capabilities. Delivering capabilities and products ‘as a Service’ is one of the fundamental premises of cloud computing. Many services can be delivered from a cloud. Three most popular are: Infrastructure as a Service (IaaS) -- Computing on Demand is an example of an IBM IaaS offering Platform as a Service (PaaS) -- LotusLive is an example of an IBM PaaS offering Software as a Service (SaaS) -- Rational AppScan is an example of an IBM SaaS offering
  • This may be harder to see but what you really need to look at is the red arrow. This comes from a survey done this year about the channel – the top 10 things you need to know – where is the money? This is from ChannelWeb/CRN. And way at the bottom is Cloud, last year. This year it’s number two according to the partners they interviewed.
  • Although certainly not exhaustive, these are the primary roles we see evolving today among cloud IT providers. Again, these are likely to change and morph over time as the industry matures, but they provide you a starting point to think about what roles your company will play as cloud computing solution and/or service provider. You may choose to specialize in only one role, such as a cloud builder or reseller of services, or you may develop a strategy to play multiple roles. For example, you can be a reseller of IBM servers, storage, and middleware components and help your clients build out their private clouds and integrate public cloud services. Let’s now see how these roles fit into the business model options we just talked about in the previous slide….
  • As you make the shift from traditional IT reseller, to cloud services provider, it’s important to understand the change in business models and what it will mean to your revenue and profit flow. Providing cloud technologies to your clients will be BAU with transactional revenue and traditional margins. Providing services to help clients build private clouds will drive project-oriented labor revenue. Both of these sales will yield revenue and profit “up front”, as you may be normally used to. However if you are providing your own cloud service, or reselling a vendor’s cloud service, apart from traditional consulting revenue, you will typically see a revenue annuity stream that spreads the revenue and profit out over the life of the contract. This is a model well known by Managed Service Providers. Now let’s talk about the specific offerings from IBM that you can make money selling today….
  • With IBM Smart Business Development and Test on the IBM Cloud, you can access and pay for development and testing resources as you need them. With no infrastructure to maintain, you can avoid up-front capital expenses and reduce your overall operating costs. You can also set up new testing environments in minutes versus weeks while improving the quality of testing by helping reduce configuration errors. IBM has experienced up to 50 percent in operational cost savings and 30 percent in quality improvements. 1 Our cloud computing environment can provide flexible, enterprise-oriented delivery models that can help you more securely partition your environment—virtual and dedicated. Optional on-boarding services can also help your developers initiate their accounts and get started right away. Built to support the needs of an enterprise, our compute cloud infrastructure helps provide a security-rich, reliable and collaborative development and testing environment. The graphic on the slide is the ibm.com Web page for Development and Test on the IBM Cloud. 1 Based on results from IBM’s Technology Adoption Program. Client-specific results can only be ascertained after a return on investment analysis.
  • 2010.10.07. Le Cloud Computing pour les N...ouveaux - Loic Simon - Club Alliances IBM

    1. 1. Le Cloud pour les N…ouveaux ! Jargon, marché, usages, écosystème, risques, opportunités, étapes de démarrage... Pieds sur Terre Tête au dessus des Nuages Loic Simon [email_address] Octobre 2010
    2. 2. www.forumcloudibm.com
    3. 4. Cloud = Industrialisation [automatisation] de l’Industrie Informatique Banks use automated teller machines to improve service and lower cost. Manufacturers use robotics to improve quality and lower cost. Telcos automate traffic through switches to assure service and lower cost.
    4. 5. IBM’s definition of Cloud Computing <ul><li>A user experience and a business model </li></ul><ul><ul><li>Cloud computing is an emerging style of IT delivery in which applications, data, and IT resources are rapidly provisioned and provided as standardized offerings to users over the web in a flexible acquisition model. </li></ul></ul><ul><li>An infrastructure management and services delivery methodology </li></ul><ul><ul><li>Cloud computing is a way of managing large numbers of highly virtualized resources such that, from a management perspective, they resemble a single large resource. This can then be used to deliver services with elastic scaling . </li></ul></ul>Service Consumers Services Catalog, Component Library Cloud Administrator Datacenter Infrastructure Monitor & Manage Services & Resources Component Vendors / Software Publishers Publish & Update Components, Service Templates Access Services IT Cloud
    5. 6. There are a lot of “*-as-a-Service” models being discussed, but 3 major categories emerge Infrastructure-as-a-Service Platform-as-a-Service Software-as-a-Service Servers Networking Storage Middleware Collaboration Business Processes CRM/ERP/HR Industry Applications Data Center Fabric Shared virtualized, dynamic provisioning Database Web 2.0 Application Runtime Java Runtime Development Tooling Computing on Demand Private Test Cloud Market Examples IBM Examples
    6. 7. … . Mais on peut aussi y rajouter une 4èe couche, le BPaaS…
    7. 8. «  Everything as a Service »
    8. 9. Privé, Public, Communautaire, Hybride… Third-party operated Third-party hosted and operated Enterprise data center Enterprise data center Private cloud Hosted private cloud Managed private cloud Enterprise Shared cloud services A Enterprise B Public cloud services A Users B
    9. 10. Attributs Clés des Services Cloud… selon IDC <ul><li>Shared, standard service </li></ul><ul><ul><li>built for a market (public), not a single customer </li></ul></ul><ul><li>Solution-packaged </li></ul><ul><ul><li>a “turnkey” offering, integrates required resources </li></ul></ul><ul><li>Self-service </li></ul><ul><ul><li>admin, provisioning; may require some “on-boarding” support </li></ul></ul><ul><li>Elastic scaling </li></ul><ul><ul><li>dynamic and fine-grained </li></ul></ul><ul><li>Use-based pricing </li></ul><ul><ul><li>supported by service metering </li></ul></ul><ul><li>Accessible via the Internet/IP </li></ul><ul><ul><li>ubiquitous (authorized) network access </li></ul></ul><ul><li>Standard UI technologies </li></ul><ul><ul><li>browsers, RIA clients and underlying technologies </li></ul></ul><ul><li>Published service interface/API </li></ul><ul><ul><li>e.g., web services APIs </li></ul></ul>
    10. 11. Varying opinions on its definition, but some common attributes are emerging <ul><li>IT Analysts: </li></ul><ul><li>Variable pricing </li></ul><ul><li>No long term commitments </li></ul><ul><li>Hosted, on demand provisioning </li></ul><ul><li>Massive, elastic scaling </li></ul><ul><li>Standard Internet technology </li></ul><ul><li>Abstracted infrastructure </li></ul><ul><li>Service-oriented Platforms </li></ul><ul><li>Financial Analysts: </li></ul><ul><li>Utility pricing </li></ul><ul><li>Hosted, a-a-s provisioning </li></ul><ul><li>Parallel, on demand processing </li></ul><ul><li>Scalable </li></ul><ul><li>Virtualized, efficient infrastructure </li></ul><ul><li>Flexible </li></ul><ul><li>IT Customers: </li></ul><ul><li>Flexible pricing/business models </li></ul><ul><li>Outsourced, on demand provisioning </li></ul><ul><li>Unlimited scaling </li></ul><ul><li>SW developer platform </li></ul><ul><li>Flexible </li></ul><ul><li>Press: </li></ul><ul><li>Pay by consumption </li></ul><ul><li>Lower costs </li></ul><ul><li>On demand provisioning </li></ul><ul><li>Grid and SaaS combination </li></ul><ul><li>Massive scaling </li></ul><ul><li>Efficient infrastructure </li></ul><ul><li>Simple and easy </li></ul>Source: IBM Corporate Strategy analysis of MI, PR, AR and VCG compilations Common Attributes of Clouds Rapid provisioning Elastic scaling Standardized Offerings Advanced virtualization Flexible pricing Globalization and Globally Available Resources Billions of mobile devices accessing the World Wide Web Real-time data streams and information sharing Rise of collaborative technologies
    11. 12. « You can’t take computing out of the cloud and still call it cloud computing » [Phil Wainewright] <ul><li>The whole point of cloud computing is to be able to operate in the cloud — </li></ul><ul><li>in that global, 24×7, connected universe </li></ul><ul><li>where you can i nstantly reach and interact with your customers, your partners and your mobile employees , </li></ul><ul><li>as well as tapping into an expanding cornucopia of third-party resources and services </li></ul><ul><li>that can help you achieve business results faster, better and at lower cost. [...] </li></ul>
    12. 13. 4 fondamentaux du Cloud selon Phil Wainewright <ul><li>[1] Abstracted infrastructure </li></ul><ul><li>[...] the underlying infrastructure isn’t tied to any specific hardware or operating software. [...] Crucially, the abstraction provides elasticity to scale usage up or down without having to stop to upgrade the underlying infrastructure. </li></ul><ul><li>[2] As-a-service infrastructure </li></ul><ul><li>The pairing of virtualization with automated provisioning and management has been a crucial element in enabling the on-demand, pay-as-you-go nature of public cloud [...] [...] Taking existing platforms and applications and implementing them on a pay-as-you-go, virtual machine is not cloud computing [...] </li></ul><ul><li>  [3] Multi-tenancy </li></ul><ul><li>[...] it’s the only way to really achieve cloud scale. [...] the value of having all of that infrastructure constantly tuned and refreshed to keep pace with the demands of its diverse user base across hundreds or even thousands of tenants. The most conservative among them will constantly probe for potential risks and weaknesses. The most progressive will clamor for new functionality to be brought into production as rapidly as possible. Every tenant benefits from sharing the collective results of those two extremes and all points in-between, keeping the shared infrastructure both battle-hardened and future-proofed. Every tweak and enhancement is instantly available to every tenant as soon as it’s live. </li></ul><ul><li>[4] Cloud scale </li></ul><ul><li>[...] Cloud scale consists of all of this globally connected operational capacity, coupled with the bandwidth and open APIs required to effortlessly interact with other resources and opportunities and platforms as they become available in the global public cloud[...]” </li></ul>
    13. 14. L’impact du Cloud
    14. 15. Place des Services Cloud [IT] dans la dépense IT Mondiale… selon IDC… en Septembre 2009… 44 17 0 100 200 300 400 500 600 2009 2013 Worldwide IT Spending ($ billion) 359 416 Source: IDC, September 2009 IT Cloud Services On-Premise IT 5% 10% CAGR 26% 4%
    15. 16. Un marché en très forte croissance… de $ 70B en 2010 à $ 175B en 2015 Notes: Includes both direct providers of cloud services and components suppliers, Data represents a worldwide view across both LE and SMB Source: IBM (MI), IDC, CIO magazine, BCG analysis $47B 2008 $126B 2012 ($B) 27% 40% 23% CAGR 0 50 100 Cloud Spending by Sub-Market Business Services Infrastructure Services Components Supply $47B market in 2008 growing at 28% CAGR will reach $126B in 2012 Sales of Cloud-enabling, hardware, software and services to enterprises and service providers Platform and Infrastructure as a service offerings that deliver flexibility & cost savings to clients Business processes and software as service delivered as horizontal and industry vertical solutions
    16. 17. Evolution du Marché SaaS: <ul><li>SaaS revenues from enterprise application market has increased 14.1 percent in 2010 compared to 2009 </li></ul><ul><ul><li>Gartner – Juillet 2010 </li></ul></ul><ul><li>SaaS market will reach $40.5 billion by 2014, representing a compound annual growth rate of 25.3% </li></ul><ul><ul><li>IDC – Juillet 2010 </li></ul></ul>
    17. 18. Editeurs, intégrateurs et SaaS <ul><li>By 2012 , nearly 85% of net-new software firms coming to market will be built around SaaS service composition and delivery </li></ul><ul><li>By 2014 , about 65% of new products from established ISVs will be delivered as SaaS services </li></ul>Source : Etude IDC – Juillet 2010
    18. 19. Les DSI se posent plein de questions ! Comment planifier et démarrer ?
    19. 20. Une majorité de [plutôt grands] Clients disent préfèrer le Cloud Privé  Opportunités et menaces ? Overall, how appealing are the public, private and hybrid delivery models for your company? 64% 30% Public Private 64% 38% Hybrid Private Source: IBM Market Insights, Cloud Computing Research , July 2009. n=1,090 <ul><li>Public vs. Private </li></ul><ul><li>trade-off considerations </li></ul><ul><li>Benefits </li></ul><ul><ul><li>Increased Speed </li></ul></ul><ul><ul><li>Lower Cost </li></ul></ul><ul><li>Security </li></ul><ul><ul><li>Insecure or incomplete data deletion </li></ul></ul><ul><ul><li>Isolation failure </li></ul></ul><ul><ul><li>Malicious Insiders </li></ul></ul><ul><ul><li>Management infrastructure compromise </li></ul></ul><ul><li>Governance </li></ul><ul><ul><li>Resiliency </li></ul></ul><ul><ul><li>Level and source of support </li></ul></ul><ul><ul><li>Architectural & management control </li></ul></ul><ul><ul><li>Compliance </li></ul></ul><ul><li>Customization / specialization </li></ul>
    20. 21. Concerns about data security and privacy are the primary barriers to public cloud adoption Percent rating the factor as a significant barrier (4 or 5) Respondents could select multiple items 69% 54% 53% 52% 47% Security/privacy of company data Service quality/performance Doubts about true cost savings Insufficient responsiveness over network Difficulty integrating with in-house IT What, if anything, do you perceive as actual or potential barriers to acquiring public cloud services? Source: IBM Market Insights, Cloud Computing Research , July 2009. n=1,090
    21. 22. Cloud : Bénéfices perçus… Source: IDC Enterprise Panel, 3Q09, n = 263, September 2009 (Scale: 1 = Not at all important 5 = Very Important) 54.0% 63.9% 64.6% 67.0% 68.5% 75.3% 77.7% 77.9% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Seems like the way of the future Sharing systems with partners simpler Always offers latest functionality Requires less in-house IT staff, costs Encourages standard systems Monthly payments Easy/fast to deploy to end-users Pay only for what you use
    22. 23. Propension à vouloir recourir au Cloud par domaine : (Scale: 1 = Very Unlikely 5 = Very Likely) Source: IDC Enterprise Panel, 3Q09, n = 263, September 2009 48.6% 49.1% 49.8% 50.6% 51.3% 52.9% 54.8% 55.1% 55.6% 59.4% 66.9% 67.3% 0% 10% 20% 30% 40% 50% 60% 70% 80% IT/Information Security Application dev/test/deploy platform Business Intelligence/Analytics Server capacity on demand IT Management software Storage capacity on demand Data/Content Distribution services Personal productivity apps Business apps (CRM, HR, ERP) Data Back-up or Archive services Web applications/Web serving Collaboration applications
    23. 24. La proposition de valeur du SaaS ! Avec le SaaS, vous ne louez PAS un LOGICIEL , vous souscrivez à l’expertise d’un prestataire de SERVICE !
    24. 25. Où est la vraie valeur du SaaS ?
    25. 26. Avec le SaaS, les PME ont accès aux Solutions des grandes entreprises # de clients Diminution des barrières à l’entrée grâce à la diminution des coûts de ventes et des coûts d’opérations CA M€ 20 10 Les PME ont accès aux mêmes fonctions que les Grandes Entreprises
    26. 27. Le Cloud Computing transforme le Business Improve operational efficiency Support industry transformation Internal IT centric Business & process centric An Evolution of Information Technology <ul><li>Changing the economics of IT </li></ul><ul><li>Automating service delivery </li></ul><ul><li>Radically exploiting standardization </li></ul><ul><li>Rapidly deploying new capabilities </li></ul>An Enabler of Business Transformation <ul><li>Creating new business models </li></ul><ul><li>Enabling speed and innovation </li></ul><ul><li>Re-engineering business processes </li></ul><ul><li>Supporting new levels of collaboration </li></ul>
    27. 28. Infrastructure Systems Mgmt. Lower Gain From External Cloud Higher Gain From External Cloud Lower Pain To Cloud Delivery Higher Pain To Cloud Delivery Web Serving Numerical [Low Data/Compute] Mail & Collaboration conferencing Application Dev’t. & Test Virtual Desktop Start Here <ul><li>Business Applications </li></ul><ul><ul><li>ERPs, </li></ul></ul><ul><ul><li>Specific apps </li></ul></ul><ul><li>Transaction Processing and Database </li></ul><ul><ul><li>DB, Data warehouse </li></ul></ul><ul><ul><li>Transaction,Batch </li></ul></ul>CRM
    28. 29. Workloads : Offres du MARCHE délivrées dans un modèle cloud Poste de Travail Test et développement Training Traitements transactionnels complexes Applications propriétaires ou fort besoin de paramétrage Backup et restore Archivage Disaster recovery Collaboration et e-mail Web conferencing Données hautement sensibles En cours de mutation Pas encore prêt CRM (salesforce mgt) Early ERP Infrastructure
    29. 30. IBM recommande une approche pragmatique vers le cloud computing <ul><li>Définir une stratégie cloud et une feuille de route </li></ul><ul><ul><li>Evaluer les modèles de déploiement, les options de service et le type d’application </li></ul></ul><ul><ul><li>Plan stratégique cloud et feuille de route </li></ul></ul><ul><ul><li>Choisir un projet initial </li></ul></ul><ul><li>Commencer par le déploiement d’un cloud privé isolé </li></ul><ul><ul><li>Choisir un type d’application à faible risque tel que le test et développement </li></ul></ul><ul><ul><li>Standardiser les applications et les systèmes </li></ul></ul><ul><ul><li>Déployer un portail self-service </li></ul></ul><ul><li>Utiliser des services cloud public pour compléter les capacités du data center </li></ul><ul><ul><li>Infrastructure as a Service (IaaS) </li></ul></ul><ul><ul><li>Platform as a Service (PaaS) </li></ul></ul><ul><ul><li>Software as a Service (SaaS) </li></ul></ul>Tester et Déployer Etendre et évoluer Planifier et Préparer <ul><li>Préparer l’infrastructure existante au cloud </li></ul><ul><ul><li>Virtualiser et automatiser les systèmes existant </li></ul></ul><ul><ul><li>Ajouter la gestion des services, définir un catalogue de service </li></ul></ul>  
    30. 31. Exemple d’Etapes vers le Cloud Computing Consolidation physique <ul><li>Amélioration du taux d’utilisation </li></ul>Virtualisation <ul><li>Simplification de l’architecture </li></ul><ul><li>Automatisation de la gestion des charges de travail </li></ul>Service Management <ul><li>Définition d’un catalogue de services </li></ul><ul><li>Visualisation, automatisation, contrôle et mesure des ressources informatiques </li></ul>Cloud <ul><li>Provisionnement automatique </li></ul><ul><li>Facturation à l’utilisation </li></ul><ul><li>Flexibilité </li></ul>
    31. 32. « Cloud Computing will reshape the Vendor Landscape » [Gartner] Source: Gartner, Slicing the Cloud vertical, ‘Cloud Computing will reshape the Vendor Landscape’
    32. 33. Exemples SaaS / Cloud : Une variété d’ acteurs et encore beaucoup de Canada Dry !
    33. 34. Tsunami pour les Hébergeurs !
    34. 35. Le Cloud et ses Acteurs clés menacent les modèles de business des hébergeurs
    35. 36. Tsunami pour les Revendeurs et les Intégrateurs !
    36. 37. Show me the Money ! Source: 2010 State Of The Market: 10 Things You Need To Know – Channel Web (CRN)
    37. 38. Les nouvelles Missions du Channel dans le Cloud Consulting Cloud Revente de capacités Cloud Revente de composants Cloud Construction de Clouds Opérateur de Clouds Réalisation de services Cloud Bouquet d’applications Saas Fourniture via le cloud d’un bouquet applicatif sélectionné autour d’une industrie verticale ou d’un domaine métier Revente de capacités de traitement facturées en pay-per-use à partir d’un cloud public Hosting et administration de clouds Prestation de conseils aux clients sur la stratégie, la conception et la maîtrise d’oeuvre de clouds Planification, construction, intégration et gestion de services cloud pour les clients Revente de serveurs, stockage, réseau, middleware et appliances pour construire une infrastructure cloud Mise en oeuvre de clouds privés et hybrides
    38. 39. Modèle économique Cloud pour un Revendeur - Intégrateur Opportunité Cloud Computing Client Revendeur Intégrateur “ J’ai besoin de composants pour bâtir mon Cloud.” “ Aidez-moi à développer un Cloud privé.” “ Aidez-moi à utiliser les services d’un Cloud public.” <ul><li>Revente HW & SW </li></ul><ul><li>CA Infra </li></ul><ul><li>Marge Infra </li></ul><ul><li>MEO de Solution Cloud </li></ul><ul><li>CA Services - Projets </li></ul><ul><li>Marge Services à valeur </li></ul><ul><li>Sélection de Services Cloud </li></ul><ul><li>Revente de Services Cloud </li></ul><ul><li>CA upfront (conseil/intégration) </li></ul><ul><li>CA périodique (abonnement) </li></ul>CA / Marge récurrents CA / Marge Upfront
    39. 40. Tsunami pour les Editeurs : le Client leur repasse la Patate Chaude ! La responsabilité passe du client au fournisseur Vendeur de Logiciel/Matériel --> Prestataire de Service <ul><li>Le CLIENT est responsable de : </li></ul><ul><ul><li>Définition de l’Architecture </li></ul></ul><ul><ul><li>Opérations informatiques </li></ul></ul><ul><ul><li>Mises à jour du Logiciel ou du Matériel </li></ul></ul><ul><li>Le FOURNISSEUR est responsable de : </li></ul><ul><ul><li>Infrastructure de la Solution </li></ul></ul><ul><ul><li>Niveau de Service [SLA] </li></ul></ul><ul><ul><li>Evolutions de la Solution </li></ul></ul>
    40. 41. Pour un Editeur, mettre en place un Business SaaS nécessite d'adresser au moins 5 aspects clés : Délivrer une Solution   [Opérer] Intégrer une Solution chez le Client [Installer] Intégration Gestion du Changement Business Consulting Architecture de l’Infrastructure Plateforme de développement [PaaS] Architecture de l’Application Infogérance Plateforme opérationnelle [PaaS] Architecture de Délivrance du Service Développer le Business   [Vendre] Génération d’Opportunités et Avant-Vente Recrutement et Formation des Partenaires Stratégie Marketing Packager une Solution   [Packager] Opérations SaaS et Services aux Clients Canaux de Marketing et de Distribution Packaging de la Solution IBM, ses Partenaires Plateformes SaaS et le Club Alliances vous   apportent : de l’Expertise [Conseil, Modèles, Meilleures pratiques…] & des Services [Support, Compétences, Ressources, Plateformes…] HCM Développer une Application    [Créer]
    41. 42. Pour surfer le Cloud, Mouillez-vous, MAINTENANT ! Démarrez Testez Essayez Apprenez Révisez !
    42. 43. Rejoignez des Galaxies pertinentes pour vous !
    43. 44. Appuyez-vous sur l’expérience et l’expertise de partenaires clés pour : <ul><li>Penser & Formaliser </li></ul><ul><ul><li>Votre Business Model </li></ul></ul><ul><ul><li>Vos Solutions </li></ul></ul><ul><ul><li>Avec vos Briques de Solutions et celles de vos partenaires. </li></ul></ul><ul><li>Marketer & Vendre </li></ul><ul><ul><li>Business Development </li></ul></ul><ul><ul><li>Visibilité & Credibilité au sein d’un Ecosystème </li></ul></ul><ul><li>Délivrer & Opérer </li></ul><ul><ul><li>Vos Services Cloud « powered by… » </li></ul></ul>
    44. 45. “ Now, in 2010, as the global economy begins to recover, we must accelerate the execution of our strategies , continue to drive productivity and return to revenue growth. This is primarily about four key plays: smarter planet; analytics and optimisation; cloud and next generation data centers ; and growth markets.” Sam Palmisano, IBM CEO - January 2010
    45. 47. L’Offre Cloud IBM est en plein Essor ! BI / Décisionnel Collaboration Développement & Test Desktop & PDA Infrastructure Stockage Infrastructure Capacité de traitement Processus Business Lotus Live Smart Business Dev & Test Smart Business Expense Reporting Smart Analytics Cloud Computing on Demand CloudBurst Build Cloud Services Desktop Cloud Deliver Cloud Services Smart Storage Cloud
    46. 48. Exemples de Services possibles autour des offres Cloud de fournisseurs comme IBM GTS. IBM Cloud Services Offerings Virtualization, Consolidation & Migration Services Transition / On-boarding Services Connectivity Services Proof of Concept Asset / Data Disposal Services Asset Discovery & Mgmt Image & License Mgmt Cloud Readiness Assessment Level 1 Help Desk for Infrastructure Services Healthcheck Services
    47. 49. L’offre de développement IBM & le Cloud Vers Le Cloud <ul><li>Comprendre la stratégie </li></ul><ul><li>Analyser les charges du SI </li></ul><ul><li>Etablir le modèle de fonctionnement </li></ul><ul><li>Définir l’architecture </li></ul><ul><li>Construire le plan d’action </li></ul><ul><li>Sécuriser le Cloud </li></ul>Construire + Livrer Développement et Test Pour le Cloud <ul><li>Conception & Développement </li></ul><ul><li>Assurance qualité (test) </li></ul><ul><li>Sécurité et conformité </li></ul><ul><li>Gestion du cycle de développement </li></ul><ul><li>Déploiement & Optimisation </li></ul>Sur le Cloud <ul><li>Services de développement </li></ul><ul><li>Services d’assurance qualité </li></ul><ul><li>Services de définition collaborative des exigences </li></ul><ul><li>Services d’assemblage et déploiement </li></ul><ul><li>Services de gestion des actifs </li></ul>
    48. 51. Possible additional Business Partner services surrounding the IBM Smart Business Dev / Test and Production Workloads on the IBM Cloud Image Management Level 1 helpdesk Persistent Storage Readiness review Networking Business Continuity
    49. 52. Possible additional Business Partner services surrounding the IBM Smart Business Desktop on the IBM Cloud Assist the client with help and support challenges with a chargeable level 1 helpdesk Only applications that can be virtualised can be hosted on a cloud, so help your client identify and virtualise selected applications Manage the virtualized access and the images Enable business and IT availability and continuity, for both normal day-to-day and unusual/crisis operations using IBM’s BCRS services Offer your client the right software licenses for the virtualised environment Supply the thin clients Establish client security and access policies Support services to maintain and improve the availability of the IT infrastructure. Level 1 helpdesk Desktop Virtualization Consultancy Image Management Business Continuity Software Licensing Hardware Security Maintenance and Technical Support IBM subject matter experts to undertake an assessment review to design a roadmap and help the client build their own business case IBM Assessment Review * Following on from your desktop virtualisation consultancy, you perform if going to the cloud is the right path forward Readiness review * Networking IBM is “supplying the dialtone” so you can supply the networking services * Under consideration
    50. 53. Problème : comment intégrer moyens internes et cloud ? ?
    51. 54. Thousands of Customer Integrations Connecting Cloud & Enterprise IBM Cast Iron Enterprise ? Applications Infrastructure Platforms
    52. 55. IBM aide ses partenaires Cloud à développer leur Business
    53. 56. Le Club Alliances , un Incubateur SaaS & Cloud d’IBM en France www.cluballiances.com
    54. 57. « Powered by IBM », les éditeurs, intégrateurs & consultants du Club Alliances allient leurs compétences pour apporter aux entreprises des Solutions Métier en mode « as-a-service » Solutions-as-a-Service Métier www.cluballiances.com
    55. 58. Des Solutions Business Pour des Métiers & des Fonctions… Métier BANQUE MEDIA SANTE DISTRIB Etc… DAF Démat DSI Etc… Vente Marketing Fonction DRH INDUSTRIE Etc…
    56. 59. Le Club Alliances aide ses membres à : <ul><li>Créer des partenariats et Alliances pertinentes </li></ul><ul><li>Co-formaliser, co-promouvoir, co-vendre, co-délivrer des solutions-as-a-service innovantes à forte valeur ajoutée. </li></ul><ul><li>Mutualiser et partager les meilleures pratiques dans les domaines du « as a service » [ SaaS, BPO, Externalisation, Infogérance, Cloud …] </li></ul><ul><li>Avoir accès aux technologies, aux services à la puissance informatique fournie par IBM , à la demande, en mode « as-a-service » ! </li></ul>www.cluballiances.com
    57. 60. http://leblogducluballiances.blogspot.com
    58. 61. http:// www.ibm.com/ibm/cloud /
    59. 62. www.forumcloudibm.com
    60. 63. Contact ! The best way to predict the future is to invent it - Alan Kay Loic Simon [email_address] +33 6 76 75 40 71 linkedin.com /in/ loicsimonibm twitter.com / cluballiances cluballiances.com leblogducluballiances.blogspot.com Business Development Executive Club Alliances Business Partner Organization IBM France
    61. 64. Merci !