virtualization adoption: the secrets of a successful journey - a case study of Tessera Technologies, Inc.<br />December 6,...
agenda<br />2<br />overview – the journey from physical to virtual to cloud (P2V2C)<br />“Virtual Stall” – the new challen...
overview – the journey from physical to virtual to cloud (P2V2C)<br />3<br />Virtualization and cloud services     Copyrig...
the virtualization & cloud adoption lifecycle<br />Business Production<br />Service Quality<br />IT Production<br />Cost E...
“Virtual Stall” – the new challenge in 2010 and beyond<br />5<br />Virtualization and cloud services     Copyright © 2010 ...
“Virtual Sprawl” can lead to “Virtual Stall”<br />Virtual stall occurs when organizations strike a ‘perfect storm’ of chal...
where does “Virtual Stall” occur? <br />Business Production<br />Service Quality<br />IT Production<br />Cost Efficiency<b...
why the growing concern about “Virtual Stall”?<br />8<br />Copyright 2010 CA Technologies<br />
what are the most common causes of Virtual Stall?<br />9<br />Copyright © 2010 CA Technologies <br /><ul><li>Scalability
Management
Process
Coordination</li></li></ul><li>breaking through the “Virtual Stall” roadblocks<br />10<br />
how do you avoid or overcome “virtual stall”?<br />11<br />Think beyond the tactical deployment of virtual infrastructure ...
scrutinize the initiative through the “PPTA” lens <br />12<br />Copyright © 2010 CA Technologies <br />People<br />Process...
consider every organizational touch point<br />13<br />CIO<br />Service Portfolio<br />Facilities<br />Applications<br />C...
a successful journey toward Cloud – Tessera Technologies, Inc.<br />14<br />
Tessera Technologies, Inc. – goals and challenges<br />15<br />Challenges<br />Goals<br /><ul><li>Acquisition Integrations
Limited Resources
Scalability
Service Quality</li></ul>Company Profile<br /><ul><li>Cost Savings
Green Initiatives
Global Delivery  Capabilities
Automation
Maximize Resources</li></ul>$1B publicly traded semiconductor company<br />1<br />2<br />3<br />
Tessera Technologies, Inc. – project scope<br />16<br />Develop processes and procedures to support virtual new environmen...
the journey began with a framework<br />17<br />Design reference architecture to support the workloads and business needs ...
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Virtualization Adoption: The Secrets of a Successful Journey: A Case Study of Tessera Technologies

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This presentation, delivered at the Gartner Data Center Conference, provides an overview of the virtualization and cloud adoption lifecycle, explains what virtual stall is and how to breakthrough its roadblocks, and provides a case study about Tessera Technologies.

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  • Focus of each stage is to drive continual and incremental business value. Moving forward to each stage drives further adoption, but requires more rigor and maturity in order to do it correctly.STAGE OVERVIEWStage 1 - Assess, organize and consolidate your current IT serversStage 2 - Optimize into new and impactful servicesStage 3 - Automate as many of the tasks and processes that make senseAccomplishment = ability to realize the dynamic datacenter – on the way to cloud-centric computing
  • Virtual stall” is a fairly new phenomenon and, to some, an unfamiliar phrase. To fully understand it, we must first consider the recent history of the modern data center. Virtualization entered the data center in a different way than most technologies. Its rapid adoption was driven by the ROI of server consolidation, the flexibility it brings to IT organizations, and in some cases, as a top-down initiative aimed at decreasing the ongoing footprint of the data center. Virtualization came in fast and grew quickly, without going through the normal impact assessments that most technologies have to weather before deployment. One of the outcomes of this is that the impact of virtualization as a new data center architecture has only surfaced during the growth phase, leading to problems and eventually applying the brakes to the whole initiative – virtual stall.
  • Assess, organize and consolidate your current IT serversOptimize into new and impactful servicesAutomate as many of the tasks and processes that make sensePosition efforts to realize the dynamic datacenter – on the way to cloud-centric computing
  • Even though virtualization seems like a mature technology the numbers are telling us something else why?
  • Virtual stall has four main causes:Scalability issues:  A single IT team often finds it difficult to scale beyond the 25-30 per cent penetration range. This is due to the combination of lack of automation and reporting in virtualization management tools, creating time-consuming manual processes that are a particular problem when there is a lack of experienced and trained staff.Management issues: The data center is not a place that can be managed manually; there are too many elements to be checked, and too many independencies. And, while there are levels of automation built into the virtualization platform, they can be difficult to define and implement. The lack of automated monitoring, alerting and control becomes more and more of a problem as the overall level of virtualization in the data center increases.  Process issues:  Enterprise virtualization impacts a wide range of existing data center processes, all of which need to be modified, replaced, or augmented. As long as the virtual environments are small and self-contained, these processes can be manipulated or ignored. But as the environment grows, it reaches a point when they have to be dealt with before real efficiencies can be reached. The more “process-mature” an organization is, the more quickly this point is reached.Coordination issues: Virtualization crosses multiple silos and ultimately requires a level of co-operation and integration that is impossible to achieve with the traditional silo management structure. In addition, the first workloads to be virtualized tend to be less critical ones.  However, as environments grow, higher-risk, higher-impact services are virtualized. These tend to have more stakeholders, more politics, more distributed infrastructures, and a greater cost of failure and downtime. Consequently, they require more coordination. 
  • TRANSITION TO SOBY
  • While much of the industry seems focused on VM sprawl right now, virtual stall has the bigger impact by far. The cost of virtual sprawl is underutilized resources, which, if left unattended, will result in incremental spending in order to accomplish growth objectives. Virtual stall, on the other hand, is the emergence of issues, which, if not dealt with, will prevent organizations from ever achieving their virtualization growth objectives.Companies must think beyond the tactical deployment of a virtual infrastructure and shift to a more strategic approach. Treat virtualization as the data center architecture that it actually is. As early as possible, involve data center stakeholders and incorporate the needed reporting, management, and VM tracking systems that are necessary to scale a virtual environment safely and effectively. It’s the only way to ensure that your virtualization initiatives stay on track.
  • The key is not looking at this as a point project or a point solution. The PPTA is how we help customers (like Tessera) either not encounter or mitigate Virtual Stall. You need to take a holistic approach to meeting your business needs and the combination is critical. Now if you take the Key Factors listed combined with the areas of focused described you can (and will) develop a successful solution to gain real business value through this technology transformation.
  • Virtualization Adoption: The Secrets of a Successful Journey: A Case Study of Tessera Technologies

    1. 1. virtualization adoption: the secrets of a successful journey - a case study of Tessera Technologies, Inc.<br />December 6, 2010<br />Presenters:<br />Michael Soby, VP CA Virtualization and Cloud Services Michael Parker, Sr. Director, CA Services Marketing<br />
    2. 2. agenda<br />2<br />overview – the journey from physical to virtual to cloud (P2V2C)<br />“Virtual Stall” – the new challenge in 2010 and beyond<br />breaking through the “Virtual Stall” roadblocks<br />a successful journey toward Cloud – Tessera Technologies, Inc. <br />Q&A<br />
    3. 3. overview – the journey from physical to virtual to cloud (P2V2C)<br />3<br />Virtualization and cloud services Copyright © 2010 CA<br />
    4. 4. the virtualization & cloud adoption lifecycle<br />Business Production<br />Service Quality<br />IT Production<br />Cost Efficiency<br />IT-as-a-Servce<br />Business Agility<br />100%<br />> 80%<br />80%<br />50-60%<br />60%<br />% Virtualized Workloads<br />20-30%<br />40%<br />10-20%<br />20%<br />Optimization<br />Automation<br />Consolidation<br />0%<br />Maturity (adoption) Stages<br />4<br />
    5. 5. “Virtual Stall” – the new challenge in 2010 and beyond<br />5<br />Virtualization and cloud services Copyright © 2010 CA<br />
    6. 6. “Virtual Sprawl” can lead to “Virtual Stall”<br />Virtual stall occurs when organizations strike a ‘perfect storm’ of challenges that slows their virtualization rollout, or stops it entirely<br />6<br />
    7. 7. where does “Virtual Stall” occur? <br />Business Production<br />Service Quality<br />IT Production<br />Cost Efficiency<br />IT-as-a-Servce<br />Business Agility<br />100%<br />80%<br />60%<br />% Virtualized Workloads<br />Virtual<br />Stall<br />40%<br />20%<br />Optimization<br />Automation<br />Consolidation<br />0%<br />Maturity (adoption) Stages<br />7<br />
    8. 8. why the growing concern about “Virtual Stall”?<br />8<br />Copyright 2010 CA Technologies<br />
    9. 9. what are the most common causes of Virtual Stall?<br />9<br />Copyright © 2010 CA Technologies <br /><ul><li>Scalability
    10. 10. Management
    11. 11. Process
    12. 12. Coordination</li></li></ul><li>breaking through the “Virtual Stall” roadblocks<br />10<br />
    13. 13. how do you avoid or overcome “virtual stall”?<br />11<br />Think beyond the tactical deployment of virtual infrastructure and shift to a more strategic approach<br />
    14. 14. scrutinize the initiative through the “PPTA” lens <br />12<br />Copyright © 2010 CA Technologies <br />People<br />Process<br />Technology<br />Architecture<br />Roles & Responsibilities<br />Existing Processes<br />Management Tools<br />Business Alignment<br />Skill Sets<br />Documentation<br />Virtualization Aware<br />Capacity<br />Headcount<br />Tools<br />Virtualization Capable<br />Redundancy<br />…and key business factors<br />Training Plan<br />Metrics<br />Documentation<br />Security<br />Culture<br />Vision<br />Leadership<br />Collaboration<br />
    15. 15. consider every organizational touch point<br />13<br />CIO<br />Service Portfolio<br />Facilities<br />Applications<br />CTO<br />LOB<br />Configuration Management<br />Facilities<br />Capacity Management<br />Change Management<br />CFO<br />LOB<br />Performance & Availability<br />Finance<br />Virtualization/Cloud PMO<br />COO<br />LOB<br />Security<br />Operations<br />COO<br />Storage<br />Servers<br />Network<br />
    16. 16. a successful journey toward Cloud – Tessera Technologies, Inc.<br />14<br />
    17. 17. Tessera Technologies, Inc. – goals and challenges<br />15<br />Challenges<br />Goals<br /><ul><li>Acquisition Integrations
    18. 18. Limited Resources
    19. 19. Scalability
    20. 20. Service Quality</li></ul>Company Profile<br /><ul><li>Cost Savings
    21. 21. Green Initiatives
    22. 22. Global Delivery Capabilities
    23. 23. Automation
    24. 24. Maximize Resources</li></ul>$1B publicly traded semiconductor company<br />1<br />2<br />3<br />
    25. 25. Tessera Technologies, Inc. – project scope<br />16<br />Develop processes and procedures to support virtual new environments<br />Improve application availability and performance<br />5<br />4<br />Deploy SRM and NetApp Disaster Recovery Solutions<br />3<br />Reduce environmental consumption in overloaded data centers<br />2<br />Build new cross-regional virtual environments<br />1<br />
    26. 26. the journey began with a framework<br />17<br />Design reference architecture to support the workloads and business needs identified in the assess phase<br />Install and configure the solution(s) as specified by the design phase and begin adapting existing or developing new operational processes<br />Execute a broad assessment of the multiple environments to identify potential gaps that will impact adoption and create go forward strategy<br />Identify and develop areas to drive more efficiency, implement means to monitor the usage of resources and harvest capacity through reclamation. <br />Applying the “Cloud Adoption Framework” to Tessera’s virtualization initiative<br />
    27. 27. phase 1 – assess (and strategize)<br />18<br />September 2010<br />Mo<br />Tu<br />We<br />Th<br />Fr<br />Sa<br />So<br /><ul><li>Assess business and technical requirements
    28. 28. Assess and rate key aspects of PPTA
    29. 29. Identify operational and technical gaps
    30. 30. Document logical steps for mitigating risk specific to gaps</li></ul>35<br />1<br />2<br />3<br />4<br />5<br />Assess<br />36<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />37<br />13<br />14<br />15<br />16<br />17<br />18<br />19<br />38<br />20<br />21<br />22<br />23<br />24<br />25<br />26<br />39<br />27<br />28<br />29<br />30<br />
    31. 31. architectural assessment findings (sample report)<br />19<br />Assess<br />
    32. 32. phase 2 - design<br />20<br />November2010<br />Mo<br />Tu<br />We<br />Th<br />Fr<br />Sa<br />So<br />Develop Reference Architecture:<br /><ul><li>Application Requirements
    33. 33. Backup Strategy (Host & Apps)
    34. 34. Guest to Host Mapping
    35. 35. HA Approach</li></ul>35<br />1<br />2<br />3<br />4<br />5<br />Design<br />36<br />6<br />8<br />9<br />10<br />11<br />12<br /> Network Design<br />37<br />14<br />15<br />16<br />17<br />18<br />19<br />RD<br />Design<br />38<br />20<br />21<br />23<br />24<br />25<br />26<br />Storage Design<br />39<br />28<br />29<br />30<br />HA<br />Design<br />Design Validation<br />
    36. 36. phase 3 - implement<br />21<br />December2010<br />Mo<br />Tu<br />We<br />Th<br />Fr<br />Sa<br />So<br />0<br />1<br />2<br />3<br />1<br />4<br />5<br />6<br />7<br />8<br />9<br />10<br />2<br />11<br />12<br />13<br />14<br />15<br />16<br />17<br />3<br />18<br />19<br />20<br />21<br />22<br />23<br />24<br />4<br />25<br />26<br />27<br />28<br />29<br />30<br />31<br />Implement<br /><ul><li>Project Plan
    37. 37. Server Roadmap
    38. 38. Procurement Plan & Schedule
    39. 39. Migration Plan
    40. 40. Testing Schedule
    41. 41. Monitoring & Management Tools
    42. 42. Systems & Procedures Documentation</li></li></ul><li>phase 4 – optimize<br />22<br />January 2011<br />Mo<br />Tu<br />We<br />Th<br />Fr<br />Sa<br />So<br /><ul><li>Automate standard functions to drive efficiency and predictability of tasks
    43. 43. Empower staff to leverage a broader set of tools to gain greater efficiency
    44. 44. Provide a framework by which an expansion to self-service provisioning can be realized</li></ul>35<br />1<br />2<br />3<br />4<br />5<br />Optimize<br />36<br />6<br />7<br />8<br />9<br />10<br />11<br />12<br />37<br />13<br />14<br />15<br />16<br />17<br />18<br />19<br />38<br />20<br />21<br />22<br />23<br />24<br />25<br />26<br />39<br />27<br />28<br />29<br />30<br />NEXT STEPS<br />
    45. 45. Tessera achieves their goals!<br />23<br />Results<br />Challenges<br /><ul><li>Costs Savings
    46. 46. 57% decrease in data center space
    47. 47. 70% decrease in energy consumption
    48. 48. Improved IT service quality to business
    49. 49. Expanded global delivery capabilities
    50. 50. IT personnel have broadened their roles and skill sets</li></ul>Goals<br /><ul><li>Acquisition Integrations
    51. 51. Limited Resources
    52. 52. Scalability
    53. 53. Service Quality</li></ul>Company Profile<br /><ul><li>Cost Savings
    54. 54. Green Initiatives
    55. 55. Global Delivery Capabilities
    56. 56. Automation
    57. 57. Maximize Resources</li></ul>$1B publicly traded semiconductor company<br />1<br />2<br />3<br />4<br />“This project met its stated objectives and has set a good foundation for us to leverage as we move forward in expanding and improving our global delivery capabilities and service quality. In serving as a valued partner, not just as a vendor, 4Base has worked collaboratively with us to position Tessera for success in our growth”. <br />Alayne Gyetvai, CIO Tessera Technologies, Inc.<br />
    58. 58. Q & A<br />24<br />
    59. 59. legal notice<br />legal has requested that we use this slide at the end of external presentations<br /> © Copyright CA 2010. All rights reserved. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. No unauthorized use, copying or distribution permitted. <br /> THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or completeness of the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT “AS IS” WITHOUT WARRANTY OF ANY KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or indirect, in connection with this presentation, including, without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised of the possibility of such damages.<br /> Certain information in this presentation may outline CA’s general product direction. This presentation shall not serve to (i) affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or services agreement relating to any CA software product; or (ii) amend any product documentation or specifications for any CA software product. The development, release and timing of any features or functionality described in this presentation remain at CA’s sole discretion. <br /> Notwithstanding anything in this presentation to the contrary, upon the general availability of any future CA product release referenced in this presentation, CA may make such release available (i) for sale to new licensees of such product; and (ii) in the form of a regularly scheduled major product release. Such releases may be made available to current licensees of such product who are current subscribers to CA maintenance and support on a when and if-available basis.<br />25<br />
    60. 60. Thank You<br />26<br />

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