Cloud scars: Lessons from the Enterprise Pioneers


Published on

ServiceMesh's Dave Roberts presented for Focus webinars, June 27, 2011.

Cloud computing is revolutionizing the IT market. But if you aren't careful, you're cloud project can end in disaster. This presentation gathers some lessons learned by the early adopters, so you can avoid their mistakes and double-down on their successes.

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • NOTES: What does ServiceMesh do… ServiceMesh sells enterprise software to the Global 2000. Regarding market category… if you over-simplify it… you could say we’re a software company in the Cloud Mgmt space… although that’s a very limiting description. What ServiceMesh really does is help large enterprises adopt what we call “Agile IT operating models”. Cloud is part of this…but its much more than simply moving workloads to the cloud… which we see as very tactical… at least from an enterprise customer perspective.  The more strategic market opportunity to us is providing standardized and fully governed “as-a-service” offerings (including infrastructure and platforms), and leveraging them throughout the SDLC to compress cycle times, reduce complexity, and lower costs. This is done through a variety of ways including…. Self-service provisioning of standardized platforms and infrastructure for Dev and Test teams Software build automation… including fully automating the configuration and build of automated test environments Promoting entire deployment environments seamlessly from Dev to Test to Ops. SDLC should be more than moving the code. Should also automate the tracking, versioning, and promotion of the entire deployment environments. (Big time saver. Not constantly recreating the wheel. All assets versioned.)If you do this successfully, Developers focus more of their time writing code instead of IT trouble tickets and resources requests. And IT groups can redirect more of their time to being more innovative and business-driven.  2) That’s where our product comes in. Our software product offering is called the Agility Platform. It provides a unified governance, security, and lifecycle management layer for that portfolio of “as a service” offerings. It’s a lifecycle management platform…. so it helps automate workload planning, building, publishing, deployment and monitoring in the context of an end-to-end workflow. It also places a heavy emphasis on policy-based governance, security, and making workloads portable so they can deploy across heterogeneous internal and external clouds.  3) As a company, we’ve been working on these challenges since early 2008 with large enterprise customers. We feel fortunate to have gotten a good head start.  In many ways, we think the Agility Platform has been ahead of the market…. Particularly in terms of our lifecycle management and governance approach. I think we can attribute that to our early exposure to our enterprise customer engagements. Our first customer 3.5 years ago was a Global bank with a $1B annual IT budget… and that continues to fit the general profile of our customers ever since. They’re all Global 2000 enterprises.  4) As a company, we’ve performed very well. (3X growth, profitable)ServiceMesh closed 2010 with a third consecutive year of profitability and tripled year-over-year revenues. ServiceMesh won the coveted UP-START 2010 award for “Fastest Growing Cloud Computing Company.”To keep pace with global demand for its offerings, ServiceMesh opened or expanded offices in Los Angeles, New York City, Austin, London, and Sydney.In 2010, ServiceMesh provided six major product releases of their flagship Agility Platform 5) We’re a global company. We have customers in NA, EMEA, and AP.
  • Cloud scars: Lessons from the Enterprise Pioneers

    1. 1. THE AGILE IT PLATFORMCloud Scars: Lessons from the Enterprise PioneersJune 28, 2011Dave RobertsVice-President,
    2. 2. ServiceMesh Background Enterprise provider of a governance, security, and automation platform that enables a Continuous Software Delivery Lifecycle. The results is faster software cycle times, reduced complexity, and lower cost to get from conception to production. Customers include some of the world’s largest and most sophisticated companies in:  Financial services  Health care  Consumer  Other IT-intensive industries Global presence with headquarters in Los Angeles and offices in Austin, London, New York City, Sydney, and Washington D.C. 3X revenue growth in 2010 3rd consecutive year of profitability
    3. 3. Seven Common Self-Inflicted Cloud Wounds1. Failure to recognize the scope of organizational change2. Leaping before looking3. Failure to simplify4. Failure to understand attorneys and vendor management5. Taking vendors at face-value6. Cloud addiction7. Failure to take policy into account
    4. 4. 1.Failure to Recognize the Scope of Organizational Change
    5. 5. “Cloud” is not a technology problem. It’s a people problem.
    6. 6. Typical Cloud Starting Point IT Department
    7. 7. Limited Offerings Developer IT Department Self-Service Portal Create service offerings
    8. 8. Business units are tempted to bypass IT.
    9. 9. IT Department Reality IT Department Compute Network Storage
    10. 10. Really Need to Examine the WholeSolution Delivery LifecycleCustomer Sales Marketing Business Developer IT Department Analyst Business Unit Optimize the overall Solution Delivery Lifecycle
    11. 11. Solution: Embrace Collaboration Developers Application Architect Product Manager IT Department
    12. 12. 2.Leaping Before Looking
    13. 13. Often, companies decide that ifcloud is “good,” they should jump in with both feet from the start.
    14. 14. Do you have a cloud strategy?
    15. 15. Does it have phases?
    16. 16. You’re going to learn a lot.
    17. 17. Your organization is going to need time to adapt.
    18. 18. You’re going to have to chooseservice providers and that will take time.
    19. 19. You’re going to need to evaluate your current application portfolio and develop a remediation strategy.
    20. 20. 3.Failure to Simplify
    21. 21. Modern applications have a lotof dependencies throughout the lifecycle.
    22. 22. Building Monitoring SecurityOperating Systems Hardware Backup Etc.
    23. 23. Many of these dependencies aren’t cloud-compatible.
    24. 24. Use cloud as an excuse tosimplify moving forward.
    25. 25. Standardize.
    26. 26. Standardize ruthlessly.
    27. 27. X8610 Gbps Ethernet NAS and iSCSI
    28. 28. Eliminate everything else that adds complexity.
    29. 29. Replace systems that can’t be automated or scale.
    30. 30. “Stateless boot” through app configuration.
    31. 31. Standardize (ruthlessly) up the stack, towards PaaS.
    32. 32. Two Benefits
    33. 33. 1. Simplicity enhancesprobability of success.
    34. 34. 2. Contestability lowers costs.
    35. 35. 4.Failure to Understand Attorneys and Vendor Management
    36. 36. Enterprises don’t run (for long)on credit cards and expensereports for critical services.
    37. 37. At some point, contracts must be negotiated.
    38. 38. That will take time.
    39. 39. It will take a long time.
    40. 40. It will take far more time than you ever thought possible.
    41. 41. 6 months
    42. 42. 5.Taking Vendors at Face Value
    43. 43. Lots of products.
    44. 44. Cloud Washing
    45. 45. Many existing tools cannot make the jump to cloud.
    46. 46. Too low-level
    47. 47. No sense of chargeback
    48. 48. Low-level automation only
    49. 49. IT Operations Automation ≠ Business Agility.
    50. 50. Lots of services, too.
    51. 51. Beware cost claims.
    52. 52. Machine arbitrage is thin.
    53. 53. vs.
    54. 54. Beware cloud providers bearing management tool gifts.
    55. 55. Beware management toolvendors bearing cloud gifts.
    56. 56. Thar be lock-inlurking everywhere.
    57. 57. 6.Cloud Addiction
    58. 58. When you buy a new hammer, suddenlyeverything looks like a nail.
    59. 59. Some applications aren’t suitable.
    60. 60. Some may never be suitable.
    61. 61. Some applications may be costeffective in external clouds for a while…
    62. 62. …but then become moreexpensive as they scale.
    63. 63. The typical issue is network charges.
    64. 64. But this applies to any billedresource that can’t be predicted well or limited.
    65. 65. Hybrid cloud with mobility is a winner here.
    66. 66. Most think about scaling out to external cloud…
    67. 67. … But the right answer might be to scale up to internal cloud.
    68. 68. Mobility is key.
    69. 69. Constantly review and monitor.
    70. 70. 7.Failure to Take Policy Into Account
    71. 71. Diverse User Base with Hybrid Clouds Creates Governance Holes Development Hybrid Clouds Self-Service PortalProduct +Planning Orchestration Operations
    72. 72. Simple role-based access control is not enough.
    73. 73. Advanced Policy Management Development Hybrid Clouds 2 Enforcement and AuditProductPlanning Operations 1 Create policies Audit / IT Security Governance
    74. 74. Seven Common Self-Inflicted Cloud Wounds1. Failure to recognize the scope of organizational change2. Leaping before looking3. Failure to simplify4. Failure to understand attorneys and vendor management5. Taking vendors at face-value6. Cloud addiction7. Failure to take policy into account
    75. 75. Thank youDave RobertsVice President, StrategyEmail: dave.roberts@servicemesh.comWeb: Twitter: @servicemeshPersonal Twitter: @sandhillstrat