Pink Elephant
15th IT Management Conference
Las Vegas, 23rd February 2011
Cloudy Application Management
Mark Smalley, IT P...
• It is on everyone’s mind all the time
• Everyone talks about it all the time
• Everyone thinks everyone else is doing it...
• Paradigmology & Philosophy
• Blind Monks, Elephants, Ostriches & Windmills
• Trends & IT Tsunami’s
• Screws, Standardiza...
Mark Smalley
Director of International Affairs
IT Management Consultant at Capgemini
Member Professional EXIN Group
Lectur...
Business
Organization
Information
Systems
IT
Organization
Powerful Paradigm
5
Not-for-Profit
Professional Association
Collect and Share Knowledge
Frameworks & Best Practices
Information Management &
A...
Knowledge acquisition
Unknown unknown
Known unknown
Known
7
Continuous learning
Incompetent Competent
UnconsciousConscious
Learning
Awareness
Practice
8
An Elephant called SaaS
9
IT
Organizations
Information
Systems
Marketplace
Business
Organizations
CorePartner Partner
Partner
Sensitive Nomads
Anony...
Screws
• 400 BC: Invention of Screw
• 18th Century: Metal Screws
• 1797: Henry Maudslay patents
the Lathe
• 1841: England ...
Standardization
• Cheap
• Quality, Safety
• Supplier independence
• Compatibility,
interoperability
All parties can realiz...
• Technology tends to standardize and commoditize
• IT Service Providers have to constantly create more
value for the busi...
Cloud computing is a model for enabling convenient, on-
demand network access to a shared pool of configurable
computing r...
Back to Basics
Processing
Storage
Transport
Input
Output
Processing
Storage
Transport
Hardware
Data
Software
Hardware
Data...
What resources do you ‘rent’?
IaaS PaaS SaaS ?aaS
Data

Application
software  
System
software    
Hardware
   ...
User devices, incl. OS
Data
User-specific appl. config. settings
Functional application parameters
Technical application p...
Applications of SaaS
Consumer Apps
Business Apps
Time
Consumer Apps
for Business
18
• Living with a standard solution
• Indirect control of provider
• External data storage
• Interfaces with other apps
• Co...
Application Management in Context
Business
Supply
Demand
Management
Application
Suppliers
Information
Demand
Management
Us...
Positioning Cloud Service Providers
Supply
Demand
Management
Application
Suppliers
Information
Demand
Management
Users
Inf...
Organization is influenced by the characteristics of
• information systems that have to be managed
 clouds have a high de...
Standardization
Command
& Control
Loose Management Style
Standardization
Communicate
& Collaborate
Agree
& Adapt
23
Use
support
Operations
management
Continuity
management
Configuration
management
Impact
analysis
Realization
Testing
Desig...
25
Use
support
Operations
management
Continuity
management
Configuration
management
Impact
analysis
Realization
Testing
De...
26
Impact
analysis
Realization
Testing
Design
Implementation
Software
control and
distribution
Applicatie Port-
folio Mana...
27
Use
support
Operations
management
Continuity
management
Configuration
management
Impact
analysis
Realization
Testing
De...
28
Use
support
Operations
management
Continuity
management
Configuration
management
Impact
analysis
Realization
Testing
De...
29
Use
support
Operations
management
Continuity
management
Configuration
management
Impact
analysis
Realization
Testing
De...
• Rethink your strategy, decide who you want to be
• Acquire ‘cloud competences’
• Organize appropriately
Answering the Qu...
• High-level (architectural) comprehension of applications and in
particular the interaction between applications: Applica...
New technology S-curve:
1 step forward, 2 steps back
1950 1960 1970 1980 1990 2000 2010 2020
Progress
32
33
Organization
• SaaS = work in progress
• New competences (external orientation, procurement,
coordination, integration)...
Summing up
• SaaS is new and promising
• SaaSAM is even newer: new learning curve
• Forces review of added value of AM dep...
Relieves pain associated with speed of business change,
changeable demand and limited capital
Can cause serious headaches ...
Let’s keep in touch!
mark.smalley@aslbislfoundation.org
marksmalley @ LinkedIn
marksmalley @ Twitter
smalleysoneliners.blo...
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Cloudy application management (Pink Elephant, Las Vegas, Feb 2011)

  1. 1. Pink Elephant 15th IT Management Conference Las Vegas, 23rd February 2011 Cloudy Application Management Mark Smalley, IT Paradigmologist 1
  2. 2. • It is on everyone’s mind all the time • Everyone talks about it all the time • Everyone thinks everyone else is doing it • Almost no one is really doing it • The few who are doing it are: • Doing it poorly • Sure it will be better next time • Not practicing it safely • Everyone’s bragging about their successes all the time, although very few have actually had any Teenage Sex or Cloud Computing? 2
  3. 3. • Paradigmology & Philosophy • Blind Monks, Elephants, Ostriches & Windmills • Trends & IT Tsunami’s • Screws, Standardization & Commoditization • Agnostic Artists & Intelligent Integrators • Cloud Computing & SaaS • SaaS from an Outsourcers Perspective • Application Management of SaaS & ASL Framework • Capabilities & Organizational Adhocracy • Medicinal Aspects • More Questions than Answers… Hi, my name is Mark and I’ll be your server today… 3
  4. 4. Mark Smalley Director of International Affairs IT Management Consultant at Capgemini Member Professional EXIN Group Lecturer at Rotterdam, Brussels, Hangzhou Author & Speaker CYO Blind Monk IT Paradigmologist IT Management Philosopher Health Warning Listening to Smalley can cause serious headaches 4
  5. 5. Business Organization Information Systems IT Organization Powerful Paradigm 5
  6. 6. Not-for-Profit Professional Association Collect and Share Knowledge Frameworks & Best Practices Information Management & Application Management www.aslbislfoundation.org mark.smalley@aslbislfoundation.org 6
  7. 7. Knowledge acquisition Unknown unknown Known unknown Known 7
  8. 8. Continuous learning Incompetent Competent UnconsciousConscious Learning Awareness Practice 8
  9. 9. An Elephant called SaaS 9
  10. 10. IT Organizations Information Systems Marketplace Business Organizations CorePartner Partner Partner Sensitive Nomads Anonymous Artist Anonymous Artist Anonymous Artist Anonymous Artist Anonymous Artist Anonymous Artist Intelligent Integrator Agnostic Artists & Intelligent Integrators Data Dev Dev Dev Dev Dev Appl Appl Appl Appl Appl Data Data Data Data Infra Infra Infra Infra Infra Slums & Skyscrapers Dynamic Devices & Elastic Clouds Dynamic Jungle Person Thing Person Thing Trends & IT Tsunami’s 10
  11. 11. Screws • 400 BC: Invention of Screw • 18th Century: Metal Screws • 1797: Henry Maudslay patents the Lathe • 1841: England switches to thread by Joseph Whitworth • 1864: William Sellers improves this design; recommended by US navy • 1880: Sellers' thread in general use Source: Prof. Paul Klint Archytas of Tarentum (428 BC -347 BC) 11
  12. 12. Standardization • Cheap • Quality, Safety • Supplier independence • Compatibility, interoperability All parties can realize mutual gains, but only by making mutually consistent decisions Source: Simon Wardley, OSCON 09 12
  13. 13. • Technology tends to standardize and commoditize • IT Service Providers have to constantly create more value for the business Cloud Computing • shifts ownership and location of assets and staffing • to a specialized third party • who provides benefits • that are closely associated with • economies of scale and standardization Commoditization Escalator 13
  14. 14. Cloud computing is a model for enabling convenient, on- demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. This cloud model promotes availability and is composed of: – five essential characteristics: On-demand self-service, Broad network access, Resource pooling, Rapid elasticity, Measured service ‒ three service models: IaaS, PaaS, SaaS ‒ four deployment models: Private, Community, Public, Hybrid Source: http://csrc.nist.gov/groups/SNS/cloud-computing/cloud-computing-v26.ppt Cloud Computing - better, faster, cheaper!? 14
  15. 15. Back to Basics Processing Storage Transport Input Output Processing Storage Transport Hardware Data Software Hardware Data Software Internet HW Data SW ServerDevice Server Network Cloud 15
  16. 16. What resources do you ‘rent’? IaaS PaaS SaaS ?aaS Data  Application software   System software     Hardware     16
  17. 17. User devices, incl. OS Data User-specific appl. config. settings Functional application parameters Technical application parameters Application Application hosting envir. config. Programming languages and tools Middleware Storage Firewalls, load balancers Operating system Networks Servers Stack SaaS PaaS IaaS 17
  18. 18. Applications of SaaS Consumer Apps Business Apps Time Consumer Apps for Business 18
  19. 19. • Living with a standard solution • Indirect control of provider • External data storage • Interfaces with other apps • Continuity & retransitioning • Intelligent integrator capabilities Outsourcers perspective - Can I afford the benefits? SaaS 19
  20. 20. Application Management in Context Business Supply Demand Management Application Suppliers Information Demand Management Users Infrastructure Management Application Management Infrastructure Suppliers IT Service Provider Internal IT Dept / external provider IT & Business IT Service Consumer Business dept IT Component Suppliers Mostly external, possibly internal 20
  21. 21. Positioning Cloud Service Providers Supply Demand Management Application Suppliers Information Demand Management Users Infrastructure Suppliers Cloud Service Provider IT & Business IT Service Consumer Business dept IT Component Suppliers Mostly external, possibly internal IT Service Provider Internal IT Dept / external provider Application Management Infrastructure Management Application Management Infrastructure Management 21
  22. 22. Organization is influenced by the characteristics of • information systems that have to be managed  clouds have a high degree of standardization, shifting the complexity from components to interfaces • parties with which AM interacts  business organization can leapfrog the IT department and engage directly with a Cloud Service Provider  other supply-side parties that provide high quality but ‘anonymous’ services – Applications Anonymous Consequences for the AM department/provider as a SaaS consumer 22
  23. 23. Standardization Command & Control Loose Management Style Standardization Communicate & Collaborate Agree & Adapt 23
  24. 24. Use support Operations management Continuity management Configuration management Impact analysis Realization Testing Design Implementation Software control and distribution Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy Technology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM ACM Support Enhancement & renovation Management processes Connecting processes Contract Management Planning and Control Quality management Financial management Supplier management Strategic processes Change management Operational processes Operational processes Application Services Library 24
  25. 25. 25 Use support Operations management Continuity management Configuration management Impact analysis Realization Testing Design Implementation Software control and distribution Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy Technology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM ACM Support Enhancement & renovation Management processes Connecting processes Contract Management Planning and Control Quality management Financial management Supplier management Strategic processes Change management Operational processes Operational processes Business planning for the AM organization ASL Framework Supplier’s perspective  Rapidly changing world  Repositioning  Collaborate vs control  Proactive, innovative  Strategic alignment What services do I offer? What is my added value? What are my core competences? Who are my partners? What kind of skills do I need? Which technologies should I adopt? What’s the legal position on data ownership? What risks am I taking? 25
  26. 26. 26 Impact analysis Realization Testing Design Implementation Software control and distribution Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy ACM Enhancement & renovation Management processes Connecting processes Contract Management Planning and Control Quality management Financial management Supplier management Strategic processes Change management Operational processes Operational processes Technology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM Use support Operations management Continuity management Configuration management Support Keeping applications up and running ASL Framework Business: Production, Costs, Revenue, Image  Customer Service  Proactive chain management  Contingency How do I collaborate when issues arise? How do I ensure availability? How do I ensure performance? How do I ensure continuity? 26
  27. 27. 27 Use support Operations management Continuity management Configuration management Impact analysis Realization Testing Design Implementation Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy ACM Support Enhancement & renovation Management processes Contract Management Planning and Control Quality management Financial management Supplier management Strategic processes Operational processes Operational processes Technology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM Change management Connecting processes Keeping applications up to date ASL Framework Business: Time to market, Costs, Revenue, Image  Speed  Quality Software control and distribution How do I get prior warning that interfaces with other applications need changing? Which parts of the SaaS can I influence? How do I test changed services? How do I coordinate ‘go live’? 27 Change management
  28. 28. 28 Use support Operations management Continuity management Configuration management Impact analysis Realization Testing Design Implementation Software control and distribution Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy ACM Support Enhancement & renovation Management processes Connecting processes Contract Management Planning and Control Quality management Operational processes Operational processes Change management Financial management Strategic processesTechnology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM Keeping time, money, progress, contracts, suppliers, quality & expectations under control ASL Framework "I love deadlines. I like the whooshing sound they make as they fly by.“ Douglas Adams Supplier management Business: Costs, Benefits, Risk  Customer satisfaction  Back-to-back contracts  Quality management What Service Levels do I offer? How do I ensure back-to-back Service Levels? How do I charge my customer? How do I organize the ‘service chain’? How do I manage my SaaS provider? 28
  29. 29. 29 Use support Operations management Continuity management Configuration management Impact analysis Realization Testing Design Implementation Software control and distribution Applicatie Port- folio Management Application Life- cycle Management Customer Organisations Strategy ICT Strategy Customer Environment Strategy Technology Definition Supplier Definition Capabilities Definition Account & Market Definition Service Delivery Definition OCM ACM Support Enhancement & renovation Management processes Connecting processes Contract Management Planning and Control Quality management Financial management Supplier management Strategic processes Change management Operational processes Operational processes Ensuring strategic alignment of business & IT ASL Framework Business: Capital, Profit, Risk  Contribution to business innovation  Application Portfolio Transformation  Strategic dialogue Which SaaS is currently appropriate for my Application Portfolio? Are my SaaS choices still valid? How do I migrate back or to another SaaS? 29
  30. 30. • Rethink your strategy, decide who you want to be • Acquire ‘cloud competences’ • Organize appropriately Answering the Questions 30
  31. 31. • High-level (architectural) comprehension of applications and in particular the interaction between applications: Application Interaction Management • Ability to interact with third parties using ‘communicate & collaborate’ and ‘agree & adapt’ • Wisdom to balance conflicting short term and long term interests • Willingness and ability to live in a hybrid world • Ability to adapt to using standard components and refrain from non-differentiating customization (guidance for demand) • External orientation and a conviction that ‘not invented here’ gives you an advantage • Out-of-the-box ability to see creative combinations of services that generate business benefits Capability shift 31
  32. 32. New technology S-curve: 1 step forward, 2 steps back 1950 1960 1970 1980 1990 2000 2010 2020 Progress 32
  33. 33. 33 Organization • SaaS = work in progress • New competences (external orientation, procurement, coordination, integration) • Lack of experience in SaaSAM, so difficult to formalize  Form a multidisciplinary team (extend the development team) until SaaS Application Management can be ‘promoted’ to IT-as-usual Transfer Execution Support Execution by permanent IT organization IT ManagementDevelopment Execution by temporary IT project organization 33
  34. 34. Summing up • SaaS is new and promising • SaaSAM is even newer: new learning curve • Forces review of added value of AM dept • Extra competences: external orientation, procurement, coordination, integration • Less control: different management styles • Application Management Adhocracy : multidisciplinary approach until SaaSAM can be formalized • To be continued… 34
  35. 35. Relieves pain associated with speed of business change, changeable demand and limited capital Can cause serious headaches and stomach trouble if not prepared to conform to the standard Cloud Computing as a Medicine 35
  36. 36. Let’s keep in touch! mark.smalley@aslbislfoundation.org marksmalley @ LinkedIn marksmalley @ Twitter smalleysoneliners.blogspot.com www.aslbislfoundation.org Free downloads Newsletter 36
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