Les DSI face au Tsunami Cloud


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Deck de slides préparés par Christian Boudal d'IBM à l'occasion du Forum SaaS et Cloud IBM du 13 octobre 2010.

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  • In fact, in our survey of over 1,000 CIO and Business Leaders, they pointed to several factors which can help them reduce costs, achieve faster time to value, and improve reliability. 77% of the respondents rated factors attributing to reducing costs as a major inducement – including reducing spending on software licenses, hardware, labor, support and maintenance. Ranking next were factors that contribute to time to value, including faster deployment and scalability. And 50% of respondents said they would value improving reliability and availability.
  • This should also involve discussion with the client on the appropriateness of these adoption patterns for them, the rationale, etc… If the client entered the workshop with ideas about their strongest cloud affinities, this can be discussed in light of the outcome of the tool. If the tool produced a similar answer, this might affirm the client’s opinion prior to the workshop. If the tool produces a significantly different answer, then discussion might be in order. Given what the client is trying to accomplish, have they chosen realistic cloud adoption patterns?
  • Clients interviewed showed a much stronger preference for private clouds than either public or hybrid delivery models. Nonetheless, we believe that the preference for public cloud services will grow over the next few years. The companies that did show of preference for public cloud in our study display certain common characteristics. They are: More likely to be using a provider for traditional outsourcing of infrastructure and/or business processes Less likely to view loss of control over IT resources as an obstacle to acquiring Public Cloud More likely to view application/database, availability, and incident/problem management as critical processes for their business and More likely to be US businesses
  • Les DSI face au Tsunami Cloud

    1. 1. Christian Boudal Executive Consultant IBM Yann Xoual - Xaga Group Comment aider les DSI à surfer le Tsunami du Cloud
    2. 2. Les DSI conjuguent de plus en plus souvent trois doubles rôles apparemment contradictoires et pourtant complémentaires Pragmatique efficace Créateur de valeur avisé Réducteur systématique des coûts Business leader reconnu Expert IT influent Concrétiser l’innovation Accroître la rentabilité de l’investissement IT Augmenter l’impact sur le business Visionnaire éclairé Le DSI qui sait intégrer ces trois doubles rôles a la capacité de concrétiser l’innovation, d’accroître la rentabilité de l’investissement IT et d’augmenter l’impact sur le business
    3. 3. Il n’est dès lors pas étonnant que le Cloud Computing attire leur attention Cost savings and faster time to value are the leading reasons why companies consider cloud Reduce costs <ul><li>Hardware savings </li></ul><ul><li>Software licenses savings </li></ul><ul><li>Lower labor and IT support costs </li></ul><ul><li>Lower outside maintenance costs </li></ul>77% Faster time to value <ul><li>Relieve pressure on internal resources </li></ul><ul><li>Simplify updating/upgrading </li></ul><ul><li>Scale IT resources to meet needs </li></ul><ul><li>Speed deployment </li></ul>72% Improve reliability <ul><li>Improve system reliability </li></ul><ul><li>Improve system availability </li></ul>50% Source: IBM Market Insights, Cloud Computing Research , July 2009. n=1,090 Percent rating factors as a major inducement (4 or 5) Respondents could rate multiple drivers items
    4. 4. Menace ou opportunité pour le DSI? Some CIOs worry that Cloud will bring about disruptive change to IT operations <ul><ul><li>Business units sourcing ‘public clouds’ from external providers rather than IT </li></ul></ul><ul><ul><li>Disintermediation of the traditional IT team </li></ul></ul><ul><ul><li>Perception of hype – ‘Client/Server all over again’ </li></ul></ul>CIOs need to embrace the change, not resist it <ul><ul><li>Understand the benefits of cloud, as well as its drawbacks </li></ul></ul><ul><ul><li>Understand the emerging capabilities of ‘public cloud’ providers and include these services in IT offerings, where it makes sense </li></ul></ul>With an IT strategy that embraces Cloud, CIOs can better satisfy their customers <ul><ul><li>Improves visibility of IT use - more responsive, simpler, cheaper </li></ul></ul><ul><ul><li>Increases range of services, applications, and capabilities available to business users </li></ul></ul><ul><ul><li>BUT.... Cloud requires an overall strategic vision with a pragmatic, evolutionary approach </li></ul></ul>
    5. 5. 1 : Aider les à définir leur stratégie <ul><ul><li>Ou doivent ils jouer un rôle? </li></ul></ul><ul><ul><li>A partir de là vous verrez comment vous pouvez faire une opération Gagnant Gagnant entre la DSI et vous </li></ul></ul>
    6. 6. 2 : Choisissez les workload appropriés (1/2) <ul><li>Single virtual appliance workloads </li></ul><ul><li>Test and pre-production systems </li></ul><ul><li>Mature packaged offerings, like e-mail and collaboration </li></ul><ul><li>Software development environments </li></ul><ul><li>Batch processing jobs with limited security requirements (e.g. HPC) </li></ul><ul><li>Isolated workloads where latency between components is not an issue </li></ul><ul><li>Storage solutions/Storage-as-a Service </li></ul><ul><li>Backup solutions/Backup & Restore-as-a Service </li></ul><ul><li>Data intensive workloads, if the provider has a cloud storage offering tied to the cloud compute offering </li></ul><ul><li>Highly sensitive data workloads (e.g. employee and health care records) </li></ul><ul><li>Multiple, co-dependent services (e.g. high throughput online transaction processing) </li></ul><ul><li>Workloads requiring a high level of auditability and accountability (e.g. those subject to Sarbanes-Oxley) </li></ul><ul><li>3rd party software which does not have virtualization or cloud-aware licensing </li></ul><ul><li>Workloads requiring detailed chargeback or utilization measurement (e.g. capacity planning, dept. level billing) </li></ul><ul><li>Workloads requiring customization (e.g. customized SaaS)‏ </li></ul>Workloads moving to Public Clouds Workloads not yet moving to Public Clouds Source: Hagen Wenzek CHQ Strategy, 2/09
    7. 7. 2 : Soyez transparent sur les « capacités » de vos solutions … (2/2) <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 </li></ul><ul><li>Financial Analysts: </li></ul><ul><li>Utility pricing </li></ul><ul><li>Hosted, service-based 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>Consumers: </li></ul><ul><li>Enhanced user experience </li></ul><ul><li>Flexible pricing / business models </li></ul><ul><li>On-demand provisioning </li></ul><ul><li>Unlimited scaling </li></ul><ul><li>Software 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>Key Characteristics of Clouds On-demand self-service Ubiquitous network access Advanced virtualization Rapid provisioning Elastic scaling Pay-per-use/ flexible pricing models  Source: IBM Corporate Strategy analysis of MI, PR, AR and VCG compilations <ul><li>Cloud Service Providers : </li></ul><ul><li>Advanced virtualization </li></ul><ul><li>Hosted, service-based provisioning </li></ul><ul><li>Parallel, on-demand processing </li></ul><ul><li>Economies of scale </li></ul><ul><li>Efficient infrastructure </li></ul><ul><li>Automated / autonomic operations </li></ul><ul><li>Flexible </li></ul>
    8. 8. Les DSI ont une vision technique du Cloud alors que l’effort sur la partie Service management est considérable <ul><li>Service Template Definition </li></ul><ul><li>Create plans for service creation and management </li></ul><ul><li>Service Offering Creation & Registration </li></ul><ul><li>Define service, based on template and register it in the catalog </li></ul><ul><li>Service Offering Subscription & Instantiation </li></ul><ul><li>Select Service, specify parameters and SLAs </li></ul><ul><li>Automatically instantiate the service </li></ul><ul><li>Service Instance Termination </li></ul><ul><li>Destroy service and free-up resources </li></ul>Service Catalog Manager Definition Offering Subscription & Instantiation Production Termination Service Architect Subscriber (e.g. Line of Business) Administrator / SLM Subscriber (e.g. Line of Business) Cloud Service Service Transition Service Operations Service Design <ul><li>Manual or Autonomic Execution of Management Plans leveraging Automation and Virtualization </li></ul><ul><li>Ensure SLA </li></ul><ul><li>conformance </li></ul>
    9. 9. 3 : Les caractéristiques de base mais aussi bien d’autres doivent être à niveau… et ce n’est pas encore le cas pour tous DSI ou fournisseurs de solutions <ul><li>Platform as a Service (PaaS) </li></ul><ul><li>– also includes IaaS characteristics </li></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Security & Compliance Management </li></ul></ul><ul><ul><li>Service Execution Infrastructure </li></ul></ul><ul><ul><li>Enterprise Service Bus </li></ul></ul><ul><ul><li>Collaboration Services </li></ul></ul><ul><ul><li>Master Data Management </li></ul></ul><ul><ul><li>Information Integration Services </li></ul></ul><ul><ul><li>Information Access Services </li></ul></ul><ul><ul><li>Content Management (Web Content Mgmt) </li></ul></ul><ul><ul><li>Information Lifecycle Management (ILM) </li></ul></ul><ul><ul><li>Enterprise Architecture </li></ul></ul><ul><ul><li>IT Governance and Management Controls </li></ul></ul><ul><ul><li>Development Services </li></ul></ul><ul><ul><li>User Interaction Services </li></ul></ul><ul><li>Application as a Service (SaaS) </li></ul><ul><li>– also includes IaaS and PaaS characteristics </li></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Security & Compliance Management </li></ul></ul><ul><ul><li>Business Intelligence </li></ul></ul><ul><ul><li>Enterprise Architecture </li></ul></ul><ul><ul><li>IT Governance and Management Controls </li></ul></ul><ul><ul><li>Development Services </li></ul></ul><ul><ul><li>Solution Development </li></ul></ul><ul><ul><li>Application Portfolio </li></ul></ul><ul><ul><li>User Interaction Services </li></ul></ul><ul><ul><li>Business Process Management </li></ul></ul><ul><ul><li>Business Innovation Enablement </li></ul></ul><ul><li>Infrastructure as a Service (IaaS) </li></ul><ul><ul><li>IT Host Resources </li></ul></ul><ul><ul><li>IT Distributed Resources </li></ul></ul><ul><ul><li>IT Storage Resources </li></ul></ul><ul><ul><li>IT Network Resources </li></ul></ul><ul><ul><li>Service Support </li></ul></ul><ul><ul><li>Solution Deployment </li></ul></ul><ul><ul><li>Service Delivery </li></ul></ul><ul><ul><li>Financial Management </li></ul></ul><ul><ul><li>Security & Compliance Management </li></ul></ul><ul><ul><li>Service Automation </li></ul></ul><ul><ul><li>Subscriber Management Services </li></ul></ul><ul><ul><li>Offering Support Services </li></ul></ul><ul><ul><li>Information Lifecycle Management (ILM) </li></ul></ul><ul><ul><li>Enterprise Architecture </li></ul></ul><ul><ul><li>IT Governance and Management Controls </li></ul></ul><ul><ul><li>Aidez les à développer leur modèle de services </li></ul></ul><ul><ul><ul><li>Catalogue </li></ul></ul></ul><ul><ul><ul><li>Modèle de coûts / prix </li></ul></ul></ul><ul><ul><ul><li>Choix du modèle de service (privé, public) </li></ul></ul></ul>
    10. 10. <ul><li>Comme toute architecture aujourd’hui, essayer de définir uen architecture ouverte </li></ul><ul><ul><li>La question de la reversibilité de la solution sera inévitablement posée </li></ul></ul><ul><li>Ne masquez pas , négligez pas les aspects sécurité / juridique </li></ul><ul><li>Faites attention à l’ouverte de solutions proposées (API ouvertes) </li></ul>4 : Définissez l’architecture de la/les solutions
    11. 11. Top Challenges in Moving to a Public or Private Cloud Security concerns are the most important fear among IT decision-makers, especially for public cloud. Other factors, such as: will likely decrease over time as cloud success stories circulate. Barriers to Public Cloud Adoption <ul><li>Lack of technology maturity </li></ul><ul><li>Lack of personnel skill sets </li></ul><ul><li>Organizational challenges </li></ul><ul><li>Difficulty integrating with existing infrastructure </li></ul>
    12. 12. Several aspects of information security are yet to be fully addressed for cloud environments Source: “Hype and Reality of Cloud Computing”, Everest, March, 2010
    13. 13. Security concerns are the most prevalent barrier to customers adopting public clouds Reasons for Security Fears <ul><li>Cloud-based infrastructures seem to imply a less transparent mechanism of storing and processing data </li></ul><ul><li>Many potential customers are uncomfortable with their data being located on hardware outside of their direct control </li></ul><ul><li>Cloud computing services are inherently multi-tenant; other companies, including competitors, are sharing the same hardware resources </li></ul><ul><li>Increasing regulatory environment has driven organizations to be extremely cautious with their data with serious legal, financial, and reputational ramifications, in the event data is compromised. </li></ul>Corresponding Customer Requirements <ul><li>Formal evaluation of risks of cloud vendor offerings to ensure that company policies and requirements are satisfied </li></ul><ul><li>Written SLAs </li></ul><ul><li>More transparency around cloud security and technology infrastructure of the cloud provider </li></ul>Competitive Response <ul><li>Some Companies are integrating their security features into the product infrastructure in such a way as to securely manage the entire information lifecycle of data, all the way from content creation and capture through use in applications (user authentication, access rights), archival and eventual deletion of the data </li></ul><ul><li>Providers of cloud-based offerings will need to invest in technologies that address authentication and manage access rights to shared resources </li></ul><ul><li>Understand and solve for potential security issues related to SOA and virtualization technologies </li></ul>Source: “The Cloud Wars: Part III”, Bank of America, May 14, 2010
    14. 14. <ul><li>Face à un marché encore peu mature, il faudra mettre à jour sa stratégie à une fréquence plus élevée que la moyenne </li></ul><ul><ul><li>Des solutions non encore disponibles vont arriver sans nul doute sur le marché, très rapidement </li></ul></ul><ul><ul><li>Il faudra être capable d’ajuster son plan de transformation vers le cloud </li></ul></ul><ul><ul><li>Attention à la tentation des lignes métiers, des fournisseurs de travailler sans l’aval de la DSI </li></ul></ul><ul><ul><ul><li>Impliquer la DSI dans son rôle d’intégrateur. </li></ul></ul></ul><ul><ul><ul><li>Et …. </li></ul></ul></ul>5 : Soyez en veille active
    15. 15. Clarifier les rôles et responsabilités des acteurs (dont la DSI) entre :les métiers la DSI , es éditeurs/ hébergeurs Informatique Données Applications Machines virtuelles Serveur Stockage Réseau Hébergeur Données Applications Machines virtuelles Serveur Stockage Réseau IaaS public Données Applications Machines virtuelles Serveur Stockage Réseau PaaS public Données Applications Machines virtuelles Serveur Stockage Réseau SaaS public Données Applications Machines virtuelles Serveur Stockage Réseau Entreprise Partage entreprise/fournisseur Fournisseur
    16. 16. Thank you!
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