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Oracle Systems _ Kevin Mcisaac _ The IT Landscape has changes - have you_.pdf
 

Oracle Systems _ Kevin Mcisaac _ The IT Landscape has changes - have you_.pdf

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    Oracle Systems _ Kevin Mcisaac _ The IT Landscape has changes - have you_.pdf Oracle Systems _ Kevin Mcisaac _ The IT Landscape has changes - have you_.pdf Presentation Transcript

    • The IT landscape has changed.Have you? Dr Kevin McIsaac kmcisaac@ibrs.com.au www.ibrs.com.au
    • The Mega Trendsn  The three iron laws of IT that drive infrastructuren  Cloud Computing as seen from aboven  Integrated Systems: why the infrastructure of the future looks a lot like the infrastructure of the past!
    • Moore’s Lawn  Massive growth in computation, dramatic decline in unit cost n  Problem is no longer CPU power or processing costs n  Issues are power efficiency, utilisation and I/O performancen  Number of cores doubles every 18 months n  10 core x64 CPUs today n  200+ cores/blade enclosure n  Tri-gate transistors, better power and performancen  Fortunately DBMS, App Server & Web Servers and Hypervisors already scale to 100’s of cores!
    • Server Virtualisation ANZ Production Apps 30n  Exploits Moores law 20 % n  Drives server consolidation n  Improves utilization & power efficiently 10 n  Leverage for HA, DR and CO 0 n  Then move to policy and automationn  Mainstream but 60% have not virtualised mission critical appsn  Licencing n  vSphere 5.0 changes n  Application licencingn  Oracle OVM
    • Database consolidationn  Another way to exploit Moore’s lawn  VMs vs. Instance vs. Schema n  O/S & DB version n  Patching and upgrading n  Workload compatibility n  Capacity management
    • Shugart’s Lawn  Cost per bit halves every 18 months n  About 37% pa or 10% per quarter n  Delaying 1 quarter can save you 10%n  Constrains storage capital costs n  On a 4 year H/W lifecycle a flat budget supports 60%pa data growthn  Has enabled massive storage growth but… n  Management complexity n  Performance issuesn  3TB SATA this year n  How do you exploit large, slow, cheap drives n  Performance becomes is an issuen  Oracle ASM
    • Disruption of Storagen  Evolution of storage arrays n  Commodity hardware, i.e., x64 servers n  SATA for capacity mixed with Flash Cache for perf n  Deduplication & Snapshots for storage optimisation n  Clustered architecture & virtual appliancesn  Examples n  HP Left Hand & VMware vSA n  Oracle zFS fileservers n  Oracle Exadata Storage for DB n  IBM XIVn  Disrupts current vendors/market n  Like M/F vs. UNIX/RISC vs. Wintel/Lintel n  Look beyond traditional modular storage
    • Storage Virtualisationn  Network based storage virtualisation has limited adoption n  Additional cost is a major barrier (4K-6K/TB?) n  Need to be very, very large to justify cost/benefitn  Vendors: IBM (SVC), HP, EMC v-Plex n  EMC new to this market the market with v-Plexn  Use cases n  Mostly used for data migration (SVC) n  Cloud providers with unpredictable workloads.
    • Gilders Lawn  Optical fiber bandwidth doubles every 12 monthsn  Is driving IT centralisation n  Branch offices are nextn  What impact will the NBN have on your WAN strategy?n  What every you believe about networking now will be wrong in 7 years
    • Converged Networkingn  Core FCoE & CEE standards ratified n  Barriers n  Major vendors have products n  Existing large scale investment in Fibre n  Dominant storage protocol in long-run Channeln  Demand driven by workload density n  Cuts across server, storage and networks silos, potentially changes the n  Moore’s Law and Virtualisation roles and relationships of these teams.n  Benefits n  Use an incremental adoption strategy, Lower capital costs from lower port, High density servers use a converged n  n  switch and cabling requirements network at the server edge. Greater I/O flexibility from dynamic Integrate into the existing FC & n  n  sharing of a higher bandwidth, Ethernet infrastructures common transport layer n  Displace FC switches over time n  Capacity can be optimised and used more effectively
    • Cloud Computing•  Different ways of thinking about the cloud•  How do clients view “The cloud”?•  What does the business want
    • Cloud as Technology•  Virtual machines•  Clusters•  Multi-tenancy•  Internet•  Web Protocols Its time to stop thinking about the Cloud as a technology
    • Cloud as Servicesn  What is the cloud? •  IaaS •  PaaS •  SaaS •  Public/private Think about the Cloud as an aspiration to create a “better IT environment”
    • Cloud as Capabilities Self-Service Commodity Cost pricing Transparency Location & Capacity on Device Demand Independence Utility PricingThink about Cloud as new capabilities that are aligned to the business’ needs
    • The Cloud as a Journey n  Levels of capability •  Where are you now? •  Where do you need to be? •  Strategy for getting there?Think of the Cloud as a journey to these new capabilities. Where do I start and where do I stop?
    • What are clients thinking•  The cloud is not clearly defined in user’s minds •  Each vendor defines it around their own product sets•  It means very different things to different people •  IaaS, SaaS, Public, Private etc•  Many business and IT people are uncomfortable with •  Security, governance, compliance & cost •  Often this is perception, rather than reality Potential for significant misunderstandings between users, vendors and partners
    • What does the business want?•  They are interested in the benefits of the cloud not the technology, i.e., •  A more agile, more efficient IT infrastructure •  Increased robustness, i.e., HA, DR, Continuous Operations •  Transforming IT from a CapEx intensive fixed asset to a OpEx based utility •  Self-service, transparent pricing Talk about Service Capabilities and Benefits, not Technology Features and Functions
    • The IT landscape has changed.Have you? Dr Kevin McIsaac kmcisaac@ibrs.com.au www.ibrs.com.au
    • The empire, long divided, must unite;long united, must divide. Thus it hasever been. -- Three Kingdoms
    • Layered Componentsn  Started in ‘80s with Open Systemsn  Layers defined by standardsn  Pros: Vendor competition drives n  Lower component cost n  Innovation at each layern  Drawbacks: IT becomes an SI! n  Defines specs, n  Integrates components, n  Maintains integration across disparate product lifecycles System integration costs and times now outweigh the benefits of competition
    • Integrated Systems n  Still use open standards and commodity components n  A “Systems Architecture”, not just “Factory Integration” n  Who can do this? n  IBM, HP, Dell & Oracle n  Who is at risk n  Cisco, EMC, NetApp n  All the niche component playersGet out of the SI business and buy end-to-end designs from a single trusted systems vendor
    • Survey Results Business Size 5.9% Technical 10,000+ 27% 1 - 999 , 37.3% 35% IT Exec/ Mgr, 3,000 - 56.8% 9,999 1,000 - 22% 2,999 16%154 responses from a diverse range of organisations
    • Perception of BenefitsFastest time to solution Lowest overall risk Lowest total cost Fastest time to solution   16%   29%   55%   Lowest overall risk   15%   39%   46%   Lowest total cost   33%   30%   37%  About half saw clear advantage in ‘time to solution’ and ‘lower risk’ but concerns about TCO remain
    • Barriers to moving to an Integrated Systems model Low Medium High Application compatibility 12%   38%  50%   Existing infrastructure 10%   53%   36%   Re-engineering IT processes 17%   47%   36%   Existing technical skills 21%   49%   30%   Vendor Lock-in 21%   54%   26%   Hardware cost 38%   37%   25%   Changing IT roles 41%   42%   17%  Existing IT org structure and the investment in IT skills and infrastructure will be the major adoption barriers
    • Two approaches to adoption Mandate Seedingn  Smaller organisations n  Larger organisationsn  CIO mandates the use of n  CIO seeds a “hot house” Integrated Systems to develop new capabilityn  Triggered by refresh of n  Leaves “Old IT” alone main Infrastructure n  Steer specific new projectn  Staff skills less of an issue to the hot house The key question becomes “when and how”. Because …
    • Database Other Departmental Business Critical Mission Critical 83 32 65 81 68 7 24 16 7 41 13 22 20 12 6Oracle Enterprise Microsoft SQL Server IBM DB2 Oracle MySQL Sybase Edition
    • Components Cisco Dell EMC HP IBM MS Netapp Oracle Red Hat VMwareMiddleware 5% 2% 2% 4% 20% 23% 0% 32% 5% 6% Database 0% 0% 1% 2% 9% 35% 0% 52% 0% 1% O/S 0% 0% 1% 4% 11% 42% 0% 16% 20% 7%Hypervisor 0% 1% 2% 1% 6% 14% 0% 13% 2% 62% Server 4% 17% 1% 29% 22% 7% 0% 16% 1% 3% Storage 0% 5% 37% 14% 17% 2% 15% 8% 0% 2% Network 80% 1% 1% 8% 4% 2% 1% 4% 0% 0% •  Strength in DB and Middleware •  MS is leader in O/S , Oracle have caught up with Red Hat •  VMware clearly leads Hypervisor category but oracle has 13%!
    • Questions1.  Transition from one model to the other is always the most difficult as it is a sunk cost While Integrated system may be better overall, the huge existing investment means transition costs are a major barrier.2.  What is the current take up/trend of the major Australian FIs around Oracles Integrated System model3.  With an integrated model wont we loss some of the functionality offered by the Best-of-Breed solutions?4.  How would you rate the ease of upgrading each of the different stacks as the technologies on each stack improve over time?5.  Integration with other vendor technologies and ability to use historical infrastructure6.  How involved do you get when choosing an integrated solution. How much control do you give away ? Main concern is poor Oracle support
    • Questions1.  What type of resources are needed to support the Integrated systems model2.  Should Customers be more concerned about vendor lock in when following an integrated systems model? If not, why not?3.  By removing the Design and Integration layers of the model, how can we ensure the technologies align with business requirements? Is there an expectation that the business will follow the technology?4.  What plans does Oracle have to eliminate complexity of licensing and provide financial incentive to leverage an integrated stack ? Why the Oracle licencing model is so complex? Why is Oracle so expensive?5.  Is going Oracle to support small business or target Corporate clients only?
    • The IT landscape has changed.Have you? Dr Kevin McIsaac kmcisaac@ibrs.com.au www.ibrs.com.au