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Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
Data Center Efficiency In Three Key Steps - Step 2
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Data Center Efficiency In Three Key Steps - Step 2


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Rapid changes in the business environment …

Rapid changes in the business environment
have put tremendous pressure on corporations
and their IT infrastructures. Tough global competition required new levels of operational performance while keeping costs low. Executives, customers, regulators, and investors became ever more demanding. And then the economic roller coaster took everyone on quite a ride.

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  • 1. A UBM white pAper auguST 2010 Data Center Efficiency in the Virtual Era: Three Key Steps Step 2: Simplify Brought to you by
  • 2. Defining Data Center Efficiency: Simplifying Through Virtualization Rapid changes in the business environment spend more money on IT. To achieve their have put tremendous pressure on corpo- business goals and unlock the value of their rations and their IT infrastructures. Tough infrastructures, companies needed a more global competition required new levels of disciplined and structured way to eliminate operational performance while keeping costs inefficiencies. A growing number have turned low. Executives, customers, regulators, and to a three-step process: standardize, simplify, investors became ever more demanding. And and automate. then the economic roller coaster took every- This installment, the second in a three- one on quite a ride. part series, explores how simplification At first, enterprises turned to faster and extends the value of data center stand- more powerful hardware. But buying a com- ardization efforts and forms a stable, efficient 2 pany’s way into better operations is expen- base that can be used to support automation. sive and highly inefficient. Companies that By tackling each of the three steps, in tried quickly ran out of room for new equip- order, enterprises can ensure that their infra- ment and the power and cooling to run it. structures provide the flexibility to meet cur- Some corporations experimented with rent and future demands, the cost-effective- simplifying their infrastructure: some server ness to extract ROI from existing technology consolidation here, a little virtualization investments, and a foundation for new tech there. But that became just another way to investments to carry efficiency forward. Step 2: Simplify porations to swell in size, but brought streams Companies standardize, simplify, and auto- of additional IT systems that had to be digested. mate to better serve business needs. By making As a result, companies developed patch- infrastructure and data centers more efficient, works of proprietary technologies. Getting con- IT departments make better use of corporate trol over infrastructure and data centers became capital and resources — freeing money for nearly impossible because the collection of hard- innovation that would otherwise have gone to ware, software, and tools was so varied and maintenance. Efficiency efforts also result in a diversified. The mix made it impossible to effi- better return on technology investment. ciently use technical expertise or combine pur- Standardization is an important first step, chasing sufficiently to maximize leverage. but that step alone isn’t enough. Understanding Furthermore, internal politics began to the need for simplification requires a quick look at affect IT decision making. When technology is how data centers developed in the past 15 years. standard, there’s less need to pay experts who specialize in specific hardware or software pack- The Growth of Complexity ages. No specialist wants to be turned into some- In the 1990s and early 2000s, corporations one exercising commodity skills. invested in new business systems that came to market promising levels of efficiency never Standardization: A First Step before seen. Installations of these separate pro- Standardization can help solve some of these prietary packages quickly turned into functional problems. But even if a company manages to silos. Complicating the number of systems were standardize everything in its IT arsenal by swap- the acquisitions and mergers that allowed cor- ping out the oddball hardware, operating sys-
  • 3. uBM TECHWEB WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps tems, tools, and applications for their sanctioned • Sprawl. A company that runs inefficiently equivalents, it may still end up with a compli- needs more infrastructure as a result. All those cated, convoluted, and expensive mess that fails servers, storage units, and networking equip- to deliver sufficient value. ment must live somewhere, and the physical For example, in its 2009 Q4 global ERP con- real estate needed costs money to lease and solidation survey, Forrester Research found that maintain. Not only does the corporation tie up 12 percent of the companies interviewed had capital, but it increases facilities expenses. from five to nine global instances of their ERP • Power and cooling. The more powerful the packages. An additional 14 percent had 10 or equipment, the more energy it consumes. more instances, and a fifth of respondents didn’t Power and cooling requirements have increased know the number.1 over time, and existing data centers were never Clearly, even standard software doesn’t designed with such needs in mind. As busi- ensure efficient deployment. And standardiza- ness grows, demands on IT systems increase. tion only helps if there is a standard to move to. Without greater capacity utilization, corpora- More than 25 percent of the companies Forrester tions must expand the amount of equipment interviewed ran 100 or more custom applications they run. Eventually, they may run out of space, globally; 37 percent ran from five to 99. power, and cooling, requiring the company to Problems facing a modern enterprise that build new data centers. are beyond the power of standardization include: • Redundant administration. Even with stan- 3 • Excess capital investment. Having too many dardized equipment, there is only so much servers, storage systems, and network seg- work each administrator can do. As the ments means low utilization of existing capac- amount of equipment grows, enterprise IT ity. A company runs more systems, often to departments must hire additional people to accommodate rare peak workloads, than is adequately cover administration needs, unnec- necessary to do its everyday work. That means essarily inflating head count. significant capital is tied up for no reason; it’s • Inflexible resource deployment. In theory, the equivalent of building a four-lane highway standardized equipment and software can for a one-stoplight town. move easily from one part of a company to FlExIBlE VIRTuAlIzATIOn MAnAGEMEnT wITh DEll AIM Virtualization gives companies enormous flexibility in matching infrastructure and data center resources to business needs. however, IT needs to combine management processes and tools to take advantage of these new capabilities. In part, that means preserving flexibility and choice in administration. Corporations need the freedom to choose among VMware, Microsoft, Citrix or other providers where it makes sense – or when mergers and acquisitions introduce different virtualization platforms. Dell’s Advanced Infrastructure Manager (AIM) preserves the vital element of choice — it works with VMware, Microsoft’s hyper-V, and Citrix, integrating smoothly with their hypervisor administra¬tion environments. AIM software enables the IT infrastructure to respond intelligently and flexibly to shifting demands. It moves workloads and applications seamlessly and auto- matically between devices in response to user demand. In addition, AIM makes it possible to: • Manage physical and virtual resources with a single solution • Move workloads seamlessly across hardware platforms for increased availability and scalability • Transform physical servers with virtualization-like functionality, including automated failover, dynamic load balancing and business continuity • Decrease the time and personnel required to deploy hardware and to get applications up and running with a repeatable, scalable framework for hardware implementation • Integrate existing servers, storage and network devices into an AIM solution to extend the useful life of existing investments. For more information about AIM, go to infrastructure-management.aspx. 1 hamerman, Paul D. The State Of ERP 2009: Market Forces Drive Specialization, Consolidation, And Innovation, november, 2009.
  • 4. uBM TECHWEB WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps 5 TIPS FOR SIMPlIFICATIOn SuCCESS For greatest success, simplification must involve five different areas, each with its own mandate: 1. Budget. Spend only what is necessary to create an infrastructure that will provide the business with the capabilities it needs today to grow to meet future demands. 2. Architecture. Design an infrastructure with as small a footprint as possible to deliver the necessary computing and communicating capacities while maintaining the ability to move infrastructure into the future without ven- dor lock-in. 3. Installation. Change when needed, but structure the simplification process to leave in place that which can remain. 4. Operations. Effectively use people and tools to control operations centrally in the most efficient way. 5. Processes. Create a holistic approach to the process of managing the entire infrastructure and don’t focus solely on the individual parts. 4 By addressing all five aspects, simplification creates a dynamic and agile infra- structure that allows a company to more directly match technical resources to business needs at any given time and can free up to half of a company’s IT budget. another. In reality, the cost of redeployment, consume resources to “keep the lights on,” usually involving an upgrade of capability, less money, time, people, and attention are left is high enough that IT departments typi- for strategic investment and growth. cally choose to buy more equipment instead, • Migration complications. As old hardware increasing the amount of excess capacity. comes to the end of its life, unit-for-unit • Management complexity. A byproduct of replacement requires additional investment in equipment bloat is more complicated infra- underutilized systems and results in disrup- structure management, because more copies tive transfer of data and applications. To keep of management tools are needed. Greater things as they are, even with standardization, complexity requires more effort to locate sys- means inevitable periodic interference with the tems, provision services for new business appli- very business processes and activities that the IT cations, and perform basic administrative tasks. infrastructure is supposed to enable. The additional effort required ends up delaying Good economic times can mask the inefficiency the underlying business processes and needs. of an IT infrastructure and data center. But The corporation becomes slower to react and economic challenges bring the problems to innovate, damaging its competitiveness. light. IT consultancy The Hackett Group recently • network strain. The more servers and tested the operational efficiency of large corpo- storage pumping data over a network, the rations by examining whether companies could more complex the architecture, routing, and proportionately scale their sales, general and control of traffic. The more complex the data administrative (SG&A) costs as revenue varied flow, the more difficult it is to run the network by 15 percent—a condition many businesses efficiently, which can affect applications and, faced during the recent economic turndown. by extension, corporate operations. “Three-quarters of the global 2000 companies • Taxed strategic resources. As existing appli- [we tested] failed,” says the group’s IT advisory cation portfolios and associated infrastructure practice leader Honorio Padron, in part because
  • 5. uBM TECHWEB WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps IT expenses made up half the total SG&A cost. modate the rationalized design and eliminate Padron notes that one measure of com- redundant hardware, software, and data centers. plexity is the number of different applications Gartner estimates that data center consolidation a company supports per thousand users. The will typically save from 5 percent to 15 percent of greater the number of applications, the more the overall data center budget. complex the infrastructure must be. “World class Virtualization involves separating physical companies that have done…transformative strat- resources from virtual processes and treating egies, including the redesign of the service deliv- servers, storage, and networks as pools of capac- ery model, show 17 applications per thousand ity deployed as necessary. Virtualization can also users,” Padron says. “A company that has not free additional hardware for further consolida- done that will have 28 applications per thousand tion. According to Gartner, users see net savings users. It’s almost two-to-one.” within two years, with server energy use down by A Comprehensive, Phased Approach 82 percent and floor space savings of 86 percent. Simplification is the hallmark of intelligent cor- When a company undertakes rationaliza- porate infrastructure because it enables agility tion, consolidation, and virtualization, it makes its and reduces unnecessary expenses. Technically, IT systems more effective in a number of ways, simplification is a three-phase process: rational- answering the problems that standardization ization, consolidation and virtualization. alone still leaves. The benefits enterprises derive Rationalization involves determining what the from simplification efforts include: 5 company needs for its operations and designing • Efficient capacity. A company has the right an architecture accordingly. According to a June number of servers, storage systems, and net- 2009 Gartner press release on data center costs, work segments and needs significantly less rationalization and consolidation aid asset and hardware than before, which frees capital. By inventory management, lower annual energy costs reducing the amount of equipment, IT also (typically by $400 per server per year), and yield a constrains data traffic and demands on man- 5 to 10 percent saving in overall hardware costs.2 agement processes. Consolidation involves reconfiguring servers, • Reduced facility requirements. Reducing the networks, storage, and applications to accom- amount of equipment also decreases space, 7 CRITICAl QuESTIOnS whEn ChOOSInG VEnDORS Vendors tend to use similar claims when they talk about simplification, particularly the virtualization phase. Choose the right vendor, and the com- pany can move into virtualization at a measured pace, increasing its com- petitiveness, reclaiming resources, and lowering expenses. here are some questions to ask to help evaluate the reality behind the hype: • Does the vendor base its hardware on a standard Intel x86 chip architecture? • Do the servers run third-party operating systems, or does the vendor pro- vide a proprietary operating system? • Do the vendor’s management tools work with a variety of hypervisors? • Do the vendor’s tools manage a variety of hardware, or can they only man- age equipment from one vendor? • Does the vendor rely on a vertically integrated product stack, or is it com- patible with products from a variety of vendors? • Will you be locked into the vendor’s architecture, or do you create your own infrastructure architecture and work the vendor’s approach into yours? • How much of the equipment that you already own and run will be you able to use? 2 Kumar, Rakesh. Gartner Outlines Seven Practical ways to Save Costs in the Data Center, June, 2009.
  • 6. uBM TECHWEB WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps in several main categories: servers, storage, net- Simplification is the hallmark of intelligent corpo- works, and applications. Each technical area has rate infrastructure because it enables agility and reduces unnecessary its own managers, employees, budget, authority, expenses. and processes – in short, its own organizational silo independent from that of the others. “Different IT teams who are using discon- power, and cooling requirements. nected processes, maybe a mix of manual or • Right-sized administration. When a com- automated tools, are each doing their own thing pany radically reduces the amount of equip- in terms of deploying apps, the database, the OS, ment it runs, it pares the degree of administra- security, the network connections, and storage tion required. IT can reduce headcount or even resources,” according to Mary Johnston Turner, redeploy people to activities that create more IDC research director for enterprise systems man- value for the company. agement, in an April 21, 2010 InformationWeek • Flexibility. A company turns its servers, stor- webcast. The result is that getting anything done age, and network into resource pools that it that requires cooperation is a chore. can assign quickly and as needed to best sup- Then there is the organization of the busi- port business requirements at any given time. ness itself. Just as IT has its silos, the business Provisioning resources for new business needs, side also has silos based on corporate function, migrating end-of-life equipment, performing business unit, department, and even project. 6 system recovery, or integrating new technolo- When the technical and business departments gies become easy tasks. interact, the already fragmented direction and control over infrastructure and data centers only Battling Politics gets worse, making it even more difficult for a Simplification must transcend technology Because corporation to extract value from its infrastruc- the business as a whole drives IT, true simplifica- ture investments. tion must start with the business processes that Companies must address these organiza- drive the need for applications and information. tional issues, including managing the politics. That requires the process of rationalization; that According to The Hackett Group’s Padron, the is, determining what software and hardware recently difficult economic climate has made the company actually needs to run its business. it easier to move beyond individual objections “The planning and design is the most crucial and restructure infrastructure. “People are say- piece,” says Irwin Teodoro, director of engineer- ing, ‘Forget the cultural issues that kept us from ing and systems integration at IT consultancy consolidating in the past,’” he says, because Laurus Technologies. Teodoro works with many businesses can no longer afford to operate that healthcare organizations, and software for that way. Padron says The Hackett Group has seen industry often has poor virtualization support. rationalization and consolidation strategies accel- “There could be supportability issues that pro- erate significantly over the last two years. hibit that application from going to a virtualized “For instance, in 2004, only about 24 per- environment. Not every platform or application cent of the companies [we surveyed] had shared is a candidate for virtualization.” The question services with two or more functional areas in comes down to what problem a company wants it, like IT and finance or procurement or HR,” to solve. Padron says. “Now that number is about 65 Simplification starts with analyzing the busi- percent. That means those companies moved ness problem, including what the company in the direction of standardization of process, wants to attain and how its organization works. which allows standardization of application, It means, in part, looking beyond functional silos. which allows you to move into standardization Without a holistic view, each silo tries to optimize of infrastructure.” its own performance. But the result can hurt the The challenges these silos pose underscore performance of the company as a whole. the need for rationalizing choices of software Planning IT rationalization and consolidation and hardware, consolidating infrastructure, involves crossing organizational boundaries in and, most importantly, virtualizing. By doing so, technical and business silos. Corporate IT depart- a company can effectively wrest control of serv- ments tend to conceive of their infrastructures ers, networks, and storage from individual silos
  • 7. uBM WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps and turn them into pools of corporate assets that vendor. If a company chooses the second option, can be assigned to specific needs as necessary. it effectively locks itself in with a specific vendor However, companies must take care when and limits itself to the third-party applications specifying their rationalized platform. Vendors that are compatible with that vendor’s approach that may claim to have open products might to virtualization. effectively be proprietary. For example, two ven- Three problems result from vendor lock-in. dors can base their servers on Intel x86 architec- One is the realization of the worst risk analysis ture. One of the hardware lines could work with fear: If the company faces a problem in moving a third-party products while the other requires that silo to the new technology, it may find it impos- the corporation source everything from the one sible to return to the previous state. InTEl SIMPlIFIES VIRTuAlIzATIOn As companies turn to virtualization for workload consolidation and to improve utilization, they need to consider the increased network bandwidth and storage demands that come with higher server utilization, as well as the potential for virtual machine sprawl and management complexity. 7 hardware-assisted Intel® Virtualization Technology (Intel VT) helps pro- mote efficient data center growth. with support from the processor, chipset, BIOS, and enabling software, Intel VT offloads workloads to system hard- ware, which enables virtualization software to provide more streamlined software stacks and “near native” performance characteristics. Intel VT simpli- fies data centers in three key areas: • Virtual machine migration. Intel VT FlexMigration enables flexible workload migration and performance optimization across 32-bit and 64-bit operat- ing environments. Data center managers and system administrators can set simple rules for virtual machine migration based on time of day, workload, or memory requirements. In conjunction with VM tools such as VMware’s Enhanced VMotion, FlexMigration also protects infrastructure investments in xeon processors by providing architectural compatibility from one generation to another. • unified networks based on 10 Gigabit Ethernet (GbE). Faster processors, virtualization of applications and increases in virtual machine density all raise the potential for I/O bottlenecks. A unified network fabric based on Intel Ethernet 10GbE can simplify infrastructures and lower TCO while posi- tioning data centers to meet future bandwidth needs. Intel 10GbE increases Ethernet speed to 10Gbps, lowers power requirements and reduces the num- ber of ports, switches and cables needed. 10GbE with Data Center Bridging improves quality of service when data and storage share the same network. And because Intel Ethernet 10GbE builds on existing tools and processes, costs are lower than with other technologies. Interoperability with existing network infrastructure and support from many equipment vendors allow a high degree of flexibility in network design. • Convergence of servers and storage. As storage needs and performance expectations grow, storage architectures put ever greater demands on man- agement systems. Storage and computing systems are converging to address these needs. Many storage vendors, including EMC, are choosing Intel xeon processors as their architecture of choice. For more details about Intel virtualization technologies, go to com/technology/virtualization/server/index.htm.
  • 8. uBM WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps STuDIES In SIMPlIFICATIOn here’s a look at three companies that have put simplification to work in their environments: Dell, a $53 billion company that’s one of the leading PC manufacturers in the world, found itself with the same IT problems many giant corporations face. new equipment deployment took as much as 45 days from order to installation. The company was running out of space, power, and cooling for servers. Out of tens of thousands of servers, three-quarters stayed under 20 percent utilization. Dell’s IT department worked with the company’s consult- ing arm to develop a strategy to combat these inefficiencies. The company first standardized on Intel xenon-powered Dell PowerEdge R900 servers and Equallogic PS5000xV storage area networks, then simplified by virtualizing thousands of servers, all controlled by VMware. The company’s efforts paid off in consolidation ratios of up to 20 to 1 and a 30 percent jump in utiliza- tion. Dell saved an estimated $29 million in hardware purchases, reduced space, cooling, and power costs, and shrank the time for new deployments 8 from 45 days to 4. Emerson, a 120-year-old $22 billion technology company, needed flexi- ble and agile communications and computing to support a long-term growth strategy. however, the legacy IT system consisted of implementation silos that extended to 135 data centers. The company implemented a consolida- tion strategy with Dell PowerEdge M610 and PowerEdge M710 blade servers using Intel® Xenon processor 5500 and 5600 series architecture and Dell/EMC CX4-960 storage area networks. The PowerEdge servers reduced footprint by half. Emerson reduced all the data centers down to four and eliminated about 3,600 servers in the process. Because of the new servers, the com- pany’s new global production center in St. louis lowered its energy use by 31 percent. In addition, the IT department expects to decrease the operating costs of its windows server environment by 15 percent a year. PACCAR, a $7.6 billion transportation company that manufactures premier truck brands, had nearly 1,000 servers split among several global locations with 15 percent to 25 percent annual growth. The company had to put considerable resources into maintenance, which diverted attention and resources from innovation. PACCAR hired Dell Global Infrastructure Consulting Services to help develop a simplification plan using Intel xenon- powered Dell PowerEdge 2950 and 6850 servers, with VMware running 15 to 20 virtual machines on each server, and Dell/EMC Cx700 storage area networks. Consolidation reduced the number of servers by half, and the cost of each virtual server is about half that of a physical one, but the real advan- tage to PACCAR came from improved IT efficiency. For example, the SAn systems dropped application recovery time from five hours to 20 minutes. The IT department can now create a virtual test and development environ- ment in a few minutes. And virtualization now makes it possible to provision resources for a new application in about 20 minutes.
  • 9. uBM WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps The second is the potential of future incom- Server utilization Before and patibility with emerging standards. Unless the After Virtualization proprietary vendor embraces the new tech- X86 Servers nologies, companies may find themselves unable to use them. New capabilities that could further 80 simplify IT operations or systems administration would be incompatible with the proprietary 70 67% infrastructure. 60 56% The third problem is cost. Open systems drive down cost because of competition. Closed 50 systems leave a company at the mercy of the vendor as well as of employees with highly spe- 40 36% cialized experience, consultants, and third party software firms that provide scarce goods and can 30 charge accordingly. That increases budget rather 20 than reducing it and freeing money for other uses. To truly simplify, corporations must pick 10 technology that preserves flexibility and options. 0 9 Incremental Virtualization Utilization Utilization Planned Before Today in Two Before virtualization, companies typically Virtualization Years achieved only 36 percent utilization, accord- ing to information IDC’s Turner presented in N=258 Source: IDC Virtualization Multiclient Study the InformationWeek webinar. Within the next two years, IDC expects utilization to rise to 67 write their software packages to be compatible percent. with virtualization. Hospitals were effectively By the end of 2010, IDC expects more than locked into whatever packages they already half of all workloads to run on virtual servers. used and couldn’t easily transition to another Yet, IDC projects that number will only rise to 69 vendor’s offerings. However, even in healthcare, percent by 2013.3 with national pressure to reform practices and Initial virtualization and consolidation efforts costs, the days of dedicated servers are coming go for the low-hanging fruit—servers that can be to an end. “We’re having conversations with virtualized and consolidated with at low risk. And healthcare companies now that you had with consolidation can bring welcome early gains, non-healthcare companies three or four years especially now that vendors such as Intel have ago,” Teodoro says. As the customers demand overcome limitations that had previously created virtualization, vendors will begin to comply. system latencies, limited server utilization rates, In healthcare, as in nearly every other or left gaps in virtual machine availability and industry, the rip-and-replace approach of connectivity (see “Intel Simplifies Virtualization” changing everything at once is unrealistic. on page 7). Enterprises must approach virtualization in a Once that initial stage is complete, compa- pragmatic and phased approach, targeting nies tend to hit a virtualization wall; further prog- high-reward and low-risk areas for initial ress means driving virtualization into proprietary implementations and then continuing into other silos, which is a riskier undertaking. Furthermore, areas as software and project schedules allow. not everything can be virtualized. For example, Instead of rip-and-replace, intelligent enter- many organizations in the healthcare sector, prises opt for a strategy of expand-and-embrace, according to Laurus Technology’s Teodoro, are incorporating the infrastructure in pieces until just beginning to adopt virtualization. “It’s a everything comes under the virtualization non-competitive industry to begin with,” he says. umbrella. With relatively few vendors and hospitals often For most companies, that means an incre- serving independent sets of customers, there mental and circular process of standardizing was far less pressure than in other industries to some portion of the infrastructure, virtualiz- become more efficient, and so vendors didn’t ing that part, and then using freed resources 3 Johnston Turner, Mary. Automation and Integration Vital for Efficient Data Center Operations, IDC white Paper, April 2010.
  • 10. uBM WHITE PaPER | Data Center Efficiency in the Virtual Era: Three Key Steps worldwide Installed workloads Virtualized by Year 80 70 68.6 65.1 59.4 60 51.3 50 42.1 (%) 40 33.0 30 22.4 20 13.9 8.7 10 0 2005 2006 2007 2008 2009 2010 2011 2012 2013 Source: IDC Virtualization Multiclient Study, 2009 10 to repeat the process in another part of the expenses. Even more importantly, building on infrastructure. Not only does this incremental open, standard technologies allows them to approach allow a company to work within its preserve and even expand choices in how to run budget and resource limits, but it also lets the their business. company start with the most receptive operating The built-in scalability and flexibility offered silos and, over time, bring pressure to bear on by a standardized, simplified data center infra- less receptive ones. structure enables IT to respond quickly to business needs and enables the enterprise to take advan- Simply Efficient tage of changing opportunities. Furthermore, Enterprises that approach simplification with the simplification prepares the business to make rationalization, consolidation, and virtualization the most of automation. Read how in the final approach in mind can free resources and reduce installment of this series. DEll AnD InTEl Dell Inc. (NaSDaQ: DELL) listens to customers and delivers innovative technology and services they value. a leading global systems and services company uniquely enabled by its direct business model, Dell is No. 33 on the Fortune 500 list of america’s largest companies. For more information, visit or to communicate directly with Dell via a variety of online channels, go to To get Dell news direct, visit Intel (NaSDaQ: INTC), the world leader in silicon innovation, develops technologies, products and initiatives to con- tinually advance how people work and live. additional information about Intel is available at and