PCTY 2012, IBM SmartCloud-Strategi v. Anthony Doyle

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  • Welcome everyone to the Cloud track, thank you all for taking the time out to be with IBM and partners today, and thanks for choosing the Cloud track I want to thank the IBM Denmark team, for organising the event, and offering me the opportunity to address you all today Wanna get a feel for the demographics in the room – Who’s excited about Denmark’s chances in the Euro’s this summer? And who’s excited about Sweden’s prospects against the mighty English? Anyone from Iceland, Norway or Finland? Anyone from Germany? And now to roles responsibilities ..... Who’s representing LoB, Dev? Test? Ops? All of these? Who’s currently consuming Cloud services within your business? Who has or is considering on-premise private cloud? Virtualisation?
  • Walk through Agenda..... A couple of years ago we spent a lot of time defining Cloud in the market, talking about the merits of Cloud Service Consumption - internet accessed, self-service, speed of fulfilment, pay-as-you-use, elastic, ......... Increased business agility, reduced Capital expenditure, OPEX aligned with changing business needs Today we’re several years on, business models have matured , technology has evolved, projects lessons have been learned, successful adoption patterns have emerged . And now for most of us the discussion is much more about what it can mean for you and your business ....
  • Steve Mills 04/07/11 110407 MILLS CLOUD FORUM BPaaS, SaaS, massive market growing extremely fast. 2010 $10B, 2015 $20B+ Dominant segment is CRM , where SalesForce.com, SugarCRM, SAP and Microsoft fight it out. IBM is not providing CRMaaS , but is driving successful business lines around Social Business (collaboration), Smart Commerce , and BA & Optimisation PaaS - $1B  $2-10B by 2015 IaaS - $5B  $20B by 2015 IaaS Initially we saw Amazon dominate with credit card access to Infrastructure, massive take up, more recently MS Azure, IBM SmartCloud Enterprise Shift from public to virtual private cloud, and moving towards enterprise class provision, e.g. IBM’s SmartCloud Enterprise+ And then there’s the arms dealers . Infrastructure , Virtualisation , Service Management , Workload Patterning , Integration technologies From an IBM perspective, this represents STG, Tivoli, Websphere, PureSystems, partner technologies This bit in the middle represents bringing expertise to bear on client projects, leveraging experience and assets developed from many other projects both internal to IBM and from working on client projects. GBS, GTS, SWG Services all brining expertise to this space, competing with Systems Integrators and others I want to introduce some adoption patterns we are seeing developed in the market .........
  • Cloud Enabled DC: a common adoption patter for large enterprise. CIO wants to demonstrate savings or increased agility and service delivery performance to LoB. Initial workloads vary Cloud Platform Services: Any highly repeated platform pattern , where consistency is key , agility / speed is sought , sometimes the elasticity which is sought for test and production workloads . Business Solutions on Cloud: SaaS market very mature. Both for CSP and Enterprise Cloud Service Provider: all combinations of the other three, but demanding industrial strength Cloud infrastructure and Cloud Management. From a Service Management perspective highly demanding incl. Billing where Pay As You Use models are increasingly demanded. IBM has helped many clients realise these patterns of cloud adoption Industries represented at PCTY Copenhagen Financial Services Telecom Public, Region and University Manufacturing Utilities Pharmaceutical Rather than dive into any one Reference Case Study , I have opted to share all of them, by Adoption Pattern , you’ll see they are coming from all kinds of industries . I would be happy to share details of any of our reference case studies on a 121 basis.
  • Here these clients have built there own on-premise private cloud in support of varying objectives , from Service Provider , to Bank , to Military to Pharmaceutical R&D organisation.
  • Some major successes here; some are consuming from a virtual private cloud , others built on-premise private cloud – all delivery platforms based on SmartCloud Foundation From clients consuming from IBM SmartCloud Services (GTS offerings), such as Audi to on-premise private Cloud PaaS powered by the SmartCloud Foundation technology Platforms here are in support of various workloads - Dev/Test (ING, Tivoli), to Collaboration (Sogetti), Information Management (Hong Leong)
  • Even where clients are predominantly consuming Public Cloud services whether SaaS, PaaS, IaaS, we are seeing an increased need to control consumption – mainly driven by need to control spend , ..... but increasingly as safeguard again inappropriate workload placement (e.g. data security). A large UK bank I worked with recently prioritised this Use Case over more traditional on-premise cloud use cases. Innovation teams were exploiting Amazon EC2 and IBM SmartCloud Enterprise on a large scale to run Proof of Concepts / technology evaluations ..... This public cloud adoption pattern was broadly seen as a success in providing the necessary agility the Innovation teams needed ..... However the bills soon mounted up and there was lack of clarity in terms of who was using what, when and why ....... Wanted to bring this public cloud adoption under control ...... Approvals and Usage & Accounting. Solution based on IBM Service Delivery Manager, and Hybrid Cloud Integrator (Cast Iron).
  • These are some of the formal references. Service Providers tend to be less willing to share details of how they achieve their service , clearly their Cloud infrastructure and Cloud management choices , and how they are integrated is key to their service delivery and business success . There are many more. This is probably the fastest growing market for us today. And these guys have a need for speed, its all about being early to market. Whether its hosted service providers looking to safeguard contract renewals , or entering new markets such as connecting into Government Clouds . I’m working with three service providers in UK who have built clouds to retain and win new public sector clients . Note in these projects Security is critical (CESG Impact Levels 0, 2, 3) for departmental email correspondence, citizen data, health records , etc.). Placing interesting demands on multi-tenancy and security, at all levels , incl. Architecting mgmt stack and interactions with cloud infra.
  • For each of the adoption patterns we’ve seen, some common principles apply – run through slide These aspects demand much more than hottest infrastructure technology / cool management software of course, they demand process change, sometimes portfolio change, which means ..... people, teams, departments, sometimes divisions of an organisation must collaborate around a common set of business goals ..... Next we’ll look at how IBM, its partners and our clients have addressed those challenges together..
  • Next few slides are intended to allow me to emphasise the aspects of a Cloud journey that I deem most important based on what myself, my team and the teams have learned over the past few years .....
  • The most common reason for cloud initiatives to fail or stall, become paralysed by analysis, is..... lack of clarity of business drivers, objectives, sponsorship and stakeholders Walking through some of these points, they do seem rather obvious , but we’ve engaged with many clients who consider themselves to be much further downstream than answering these questions ....... into pilots and technology bake-offs ...... And yet when challenged they have been unable to provide unified responses to these points. We have workshops to support you in analyzing each of these points, and much more (more on that later). Key message here is please remember Project Mgmt 101 , even whilst others around you get carried away with Cloud euphoria !!! Focus on business aspects first, be honest about where you’re starting from, and your organisations capacity/appetite for change
  • Even once you have the answers to the previous questions ......... Key message here is its a journey NOT a leap of faith ! There is a big need on organisations to come together / collaborate around these projects, to embrace standardisation , perhaps foregoing some of the flexibility they have demanded in the past, in exchange for benefits such as speed of fulfilment, consistency, quality of service, reduced costs , better accountability. Metering & Billing for Cloud is NOT easy, make sure you understand your Billing requirements as early as possible, and design it in to solution. Another key integration here between Fulfilment, Assurance and Billing pieces (for both allocation & utilisation based billing) We will look at Virtualisation, Standardisation and Automation in more detail on the next slide
  • The slide is building on the VSA aspects. Further emphasising the importance of getting each piece right, sequentially and iteratively. RED is today for most Virtualisation – how many IT organisations truly have Virtualisation under control? Achieved the RoI promise of virtualisation / consolidation CAPEX? Conflicting pressures from business to assure/secure workloads , whilst IT finances are demanding the capital assets are thoroughly sweated But without comprehensive visibility IT makes conservative workload placement decisions . Major inhibitor This is why a key integration within VSA/Cloud is that between Fulfilment and Assurance technologies. Standardisation – we all know the economies of Cloud aren’t there without standardisation , but how many companies have successfully brokered the agreed standards between LoB and IT OR IT and clients ? We know there is a trade-off here between standardisation and flexibility . Its important to realise that not everything we do today can be shoe-horned into a standard , and so perhaps we left with need for some 80/20 pragmatism Automation – Lots of Cloud focus here. There is a real drive in the market to automate more and more . But a note of caution , if you’re in a mess today, automation on its own will only make things worse. ITERATE: Migrate new workloads, based on prioritisation (gain/pain), regular tuning of VSA to continuously improve. Again, change at the pace organisation can handle! Difference between rapid RoI project and poor investment, is how quickly we can effect change, achieve adoption, and keep stakeholders supportive .
  • And now a few words from our sponsors ...... I intentionally did not allocate too much time for products, as there are plenty of other experts who can do this better But also, I am particularly passionate about emphasising the need for highly consultative approach.
  • Re-frame where SmartCloud Foundations sits in SmartCloud portfolio  ARMS DEALER bit, Bottom line is this portfolio is getting stronger very quickly , and is more complete than any of our competitors . We have leveraged the strengths of our legacy , improved and built on those capabilities , introduced new capabilities both organic developments and acquisitions . From a maturity and integration perspective I believe we are ahead of the pack  our key acquisitions (Tivoli, Candle, Micromuse, Maximo, BigFix) we staggered over a longer period of time compared to our competitors, we have invested $Billions acquiring and integrating that portfolio, ...... and those integrations significantly de-cost and de-risk our clients’ Cloud & Service Management projects. INTEGRATION – maturity of monitoring, exploiting Cognos, SPSS, etc. .... Dev/Ops .... APM to Dev/Ops .... Provisioning & Assurance SCCD = Materna, Mon/APM = HP, tomorrow SCP = Rosela Earlier we heard from Don O’Toole on HCI, VSC Another critical aspect of cloud environments is the visbility and control of the storage fabric Today we are announcing an early experience program for the SmartCloud Virtual Storage center . , terabyte capacity model This offering combines storage management and provisioning with storage hardware virtualization (storage hypervisor) .
  • I really pleased to introduce IBM SmartCloud Continuous Delivery..... this is the productisation of previously field-developed assets that integrate the Rational and Tivoli portfolio in support of Dev/Ops scenarios. Some of these integration assets have been available as field assets for several years, and have been field hardened in advance of productisation. Scenarios include; Creation of production-like environments for Dev, Test and Production to share Exchange solution design artefacts between Dev/ Test/ Production Deploy Application changes into multiple environments Testing Application Changes continuously through Dev, Test and Production stages Collaborative Dev and Ops troubleshooting using the same analysis and instrumentation Collaborative incident management across Dev/Ops Management of entire delivery pipeline with end-to-end visibility and dashboards And many more scenarios are already supported via field integration assets, and are in the roadmap for productization within SmartCloud Continuous Delivery. So the reasons we’re all very excited about this initiative are; Massive savings around non-duplication of effort in Dev/Test/Ops silos Speed to iterate, leading to faster releases of value and content Reduce errors in production, as consistency of Dev/Test/Ops environments Better collaboration between previously silo’d teams If you share our enthusiasm for this, please let us know, we are currently looking for Early Experience Program participants. IBM PULSE 2012 05/11/12 GS205_JThomas_v8
  • IBM offers several workshops intended to support clients in the earliest phases of analysis, from highly business focused emphasis, to more detailed analysis phases of service definition, workload assessment, architectural decision making, roadmap definition, and scoping of phases, all the way to readiness reviews, and implementation kick-offs. The Cloud Architectural Workshop, led by my team of Architects across Europe, incl. several Nordic based Architects, is an extremely powerful exercise to help organisations complete their analysis of their cloud opportunity. It requires certain entry criteria, broadly being able to answer the questions of previous slide, and a willingness to commit the right people and information into the workshops to collaborate with the IBM team. The analysis is technology agnostic ...... Of course we’d be only too pleased to furnish you with a proposal (hw, sw, services) for us to complete 1 or more of the phases we define together.... It is structured, with an agenda which ensures all key considerations are considered, informations captured, decisions facilititated, this documentation is played back to you for validation purposes. There is often homework for both parties. The workshop has known output artifacts which you can use internally to garner support for the project direction. We can provide much more detail of this workshop, and the methodology we use, incl. The IBM Cloud Computing Reference Architecture. And a shout out to Business Partners, I am keen to enable the right business partners in CAW/CCRA.
  • So I mentioned the CCRA previously, and I want to briefly explain what this is. CCRA is a set of structured assets, describing all aspects of a Cloud Design, Build and Operate. It is based on many real projects that IBM has led, from the several internal Clouds to many client projects. It provides a framework for IBM‘ers, Partners and Clients to ensure all necessary considerations are made during the analysis and design phases. It is continually evolving, this is a very well funded program, where IBM‘ers are feeding incremental expertise as well as refining existing expertise on a continued basis. CCRA has its own release cycle, currently at CCRA 2.5
  • PCTY 2012, IBM SmartCloud-Strategi v. Anthony Doyle

    1. 1. May 2012IBM SmartCloudTony DoyleEuropean Technical Leader, Cloud & Service Management © 2012 IBM Corporation
    2. 2. Agenda  Cloud market, adoption patterns  Building clouds, lessons learned  SmartCloud portfolio update2 © 2012 IBM Corporation
    3. 3. Cloud IBMSmartCloud Solutions Strategy Software and Business Process as a Service BPaaS BPaaS / SaaS Business Analytics Social Business Consulting & and Optimization Implementation SaaS Smarter Commerce Smarter Cities IBMSmartCloud Foundation IBMSmartCloud Services Private and Hybrid Clouds Infrastructure and Platform as a Service Platform as a Service Technologies Application Services PaaS Consulting & PaaS Implementation Application Application Application Application Integration Application Application Application Application Integration Lifecycle Resources Environments Management Lifecycle Resources Environments Management Infrastructure as a Service Technologies Enterprise Enterprise+ IaaS IaaS Consulting & Implementation Infrastructure Management Availability and Security and Usage and Infrastructure Management Availability and Security and Usage and Platform and Administration Performance Compliance Accounting Platform and Administration Performance Compliance Accounting Consulting & Cloud Components Cloud Services Implementation Hardware & software to architect and build private or hybrid clouds Services Consume cloud services over Internet Design my cloud33 © 2012 IBM Corporation
    4. 4. IBM delivers prescriptive, repeatable cloud solutions for our clients’ mostpressing priorities. Cloud Enabled Data Cloud Platform Services Business Solutions Cloud Service Center Pre-built, pre-integrated IT on Cloud Provider Integrated service infrastructures tuned to Software-as-a- Advanced, management, automation, application-specific needs Service delivering IT reliable, highly provisioning, and self and process secure and service. orchestration within scalable platform and across for creating, organizations managing, and monetizing cloud services4 © 2012 IBM Corporation
    5. 5. Cloud Enabled Data Center Cloud Enabled Data Center Integrated service management, automation, provisioning, and self service.5 © 2012 IBM Corporation
    6. 6. Cloud Platform Services Cloud Platform Services Pre-built, pre-integrated IT infrastructures tuned to application-specific needs6 © 2012 IBM Corporation
    7. 7. Business Solutions on Cloud Business Solutions on Cloud Software-as-a-Service delivering IT and process orchestration within and across organizations7 © 2012 IBM Corporation
    8. 8. Cloud Service Provider Cloud Service Provider Advanced, reliable, highly secure and scalable platform for creating, managing, and monetizing cloud services8 © 2012 IBM Corporation
    9. 9. Cloud-onomics… VIRTUALIZATION + ENERGY EFFICIENCY + STANDARDIZATION + AUTOMATION = Reduced Cost ….leverages virtualization, standardization and automation to free up operational budget for new investment + + + = BUSINESS & OPTIMIZED SERVICE INDUSTRY AGILITY IT BUSINESS FLEXIBILITY STANDARDS ALIGNMENT …allowing you to optimize new investments for direct business benefits9 © 2012 IBM Corporation
    10. 10. Building clouds10 © 2012 IBM Corporation
    11. 11. IBM helps clients analyze their cloud opportunity What are my business drivers? Who would sponsor, who are the key stakeholders?11 © 2012 IBM Corporation
    12. 12. Organizations are now moving beyond virtualization to highervalue stages of Cloud Cloud focuses on eased service consumption & management Consumption based metering and dynamic capacity optimization Virtualization underpins Cloud End-to-end real-time monitoring and optimization Business service catalogs and self service Service delivery automation Virtualization management12 © 2012 IBM Corporation
    13. 13. Every Step in the direction of a highly automated Infrastructure gives benefits likeFlexibility, workloadoptimization and agility Integrated Service Management Solutions for efficient management Basic Cloud Functionalities with Plattform with automated Service of virtualized Environments with Selfservice-Portal, Deployment, management of the the simplified Administration of whole Service Liefcycle, result of optimized Performance Infrastructure and automated Accountin and Billing and usage Deployment - ess Process BPaaS n usi o f B ge ne usa r Li f u e fo tion o Val imiza t Op t m shif a dig Par Serviceorientation SaaS Degree of Optimization / UseCases - Benefit ons pe rati ery low High iv IT O Del for on of ue i Val imizat Opt PaaS Workloads IaaS Cloud characteristic13 © 2012 IBM Corporation Virtualisation Standardisation Automation
    14. 14. What dictates the pace of adoption? Cloud RoI is measured by REVENUE GROWTH, COST REDUCTION, and TIME14 © 2012 IBM Corporation
    15. 15. Portfolio update15 © 2012 IBM Corporation
    16. 16. Optimize with CloudNew capabilities help organizations move beyond virtualizationto on-demand, cost-effective service delivery… What’s new: • SmartCloud Control Desk • SmartCloud Monitoring • SmartCloud Application Performance Manager • SmartCloud Provisioning16 16 • SmartCloud Continuous Delivery © 2012 IBM Corporation
    17. 17. IBMSmartCloud Continuous Delivery Ne w A simple approach to lifecycle agility Developers Quality Managers IT Managers  Accelerate delivery  Self-service  Reduce risk Rational Team Linked Data (OSLC) I B M SmartC l o u d Concert Interface  Improve quality P r o v is io n in g  Manage change  Optimize Workload Patterns17 © 2012 IBM Corporation17
    18. 18. Analyzing your cloud opportunity © 2012 IBM Corporation
    19. 19. IBM helps clients analyze their on-premise cloud opportunity What are my business drivers? Should this be an IT or Business initiative?19 © 2012 IBM Corporation
    20. 20. Introduction to the Cloud Architecture Workshop What is a Cloud Architecture Workshop: • 2 Day Workshop • Documented Process for Scoping a Cloud Implementation20 © 2012 IBM Corporation
    21. 21. IBM Cloud Computing Reference Architecture:Development ProcessDevelopment led by the IBM Cloud ComputingArchitecture BoardComprising technology leaders from IBM Research and A process of continuous improvement helps ensure that theIBM’s software, systems and services organizations reference architecture is both responsive to changing client and security requirements and incorporates technology>50 of IBM’s top cloud computing experts represent the developments via IBM products and evolving designcore team specifications.Derived from extensive client interaction combinedwith IBM’s extensive capabilities and experience inbuilding enterprise-class IT systems.The CCRA provides specifications for • the physical components of a cloud implementation (network, compute, storage, virtualization) Given to Open Group21 © 2012 IBM Corporation
    22. 22. Cloud Computing Reference Architecture as a Blueprint for Clearstream ? Cloud Service Provider Cloud Services Common Cloud Management Platform (CCMP) Consumer End user Existing & 3rd party Business-Process- services, Partner as-a-Service Cloud Service Ecosystems Integration Tools Service Integrator Software-as-a-Service Operational Business Service Consumer Support Support Creation Business Manager Services Services Tools (OSS) (BSS) Consumer In- Platform-as-a-Service house IT Business Processes Service Management Applications Middleware Infrastructure-as-a-Service Infrastructure Consumer Administrator Infrastructure Security, Resiliency, Performance & Governance22 © 2012 IBM Corporation Governance
    23. 23. In summary  Rapid technology advancements in Cloud, more is feasible  Extensive experience and success, you can leverage our people and assets  Heterogeneity and Integration are key23 © 2012 IBM Corporation
    24. 24. Hindi Traditional Chinese Thai Gracias Russian Thank Spanish Obrigado You Brazilian Portuguese Arabic D anke German Grazie Italian Simplified Chinese Merci French Tamil Japanese Korean24 © 2012 IBM Corporation

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