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Cloud Computing for Enterprise Architects

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Elaborated for the annual council of the enterprise architects of a larger Capgemini customer

Elaborated for the annual council of the enterprise architects of a larger Capgemini customer

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  • 1. Cloud Computing16 Dec 2011jean-francois.caenen@capgemini.comChief Technology OfficerCapgemini France
  • 2. Cloud Computing Controversy Simply the most The latest awesome fashion paradigm shift in a fashion- in the last 50 driven industry years of IT Same old stuff New disruptive from lastInternet Technologies generation Enterprise Cloud and Business Cloud repackaged for Models this generation 2
  • 3. CFOs love Cloud Computing ! No investment before use. Pay for what you need, when you need.Instead of investing in rigidity, you buy flexibility. 3
  • 4. Businessmanagersknow & loveCloud Computing!ImplementBusiness Applications we needmuch quickerSource:HfS Research and London Schoolof Economics, Oct 2010846 Entreprises 4
  • 5. A Major Shift in Solution Sourcing From This To This Experimenting with Cloud Cloud-basedSome Open Source Services(in commoditized or wherever embedded stacks) viable Mostly Open Source Commercial Continual Software Software reappraisal (on IaaS or PaaS) on-premise Commercial SW due to lack of on-premise viable alternatives, only where needed or for risk mitigation 5
  • 6. 100 000 users June 2011 Salesforce.com expects $3 Billion Run Rate next Year in 5 years 1Billion $ Revenue per year Start 2006 2011 6
  • 7. May 2010Wal-Mart PicksSuccessFactors ForLargest Enterprise Deal EverA 300,000-seat trial turns into a2.1M-seat global deal 7
  • 8. ‘‘ The risk for enterprises that don’t start a Cloud migration is that their IT organization will be a competitive disadvantage. ’’ Geir Ramleth CIO, Bechtel Corp Not Only Cost Reduction But also Business Agility Access to next-generation architectures Enterprise Applications in 2011 8 © 2011 Capgemini. All rights reserved.
  • 9. By 2015, 50 % or more of NEW enterprise IT spendwill be Cloud-based or Hybrid.By 2015, 65 % or more of NEW enterprise IT workloadswill be Cloud-based or Hybrid.By 2015, 25 % or more of TOTAL enterprise IT workloadswill be Cloud-based or Hybrid.SaaS is driving adoption.PaaS enables custom & composite solutions. 9
  • 10. Solution Life Cycle Evolution & InnovationSoftware as Bits Requests for Enhancements Develop Test Release Install Qualify Operate Software Debug Version Users Service Usages & Feedbacks Develop Test Operate Internet Service Debug Users 10
  • 11. Google AppsConstant stream of innovation60+ major feature releases each year 11
  • 12. The Amazon AWS pace of InnovationSimple Storage Service (S3) 13 Mars 2006Simple Queuing Service (SQS) 11 Juillet 2006Elastic Cloud Computing (EC2) 23 Aout 2006Flexible Payment Services (FPS) 2 Aout 2007Simple DBDevPay 3 major 13 Décembre 2007 16 Décembre 2007Cloudfront InnovationsElastic Block Storage (EBS) 20 Aout 2008 18 Novembre 2008Elastic Map Reduce per yearVirtual Private Cloud 2 Avril 2009 26 Aout 2009Relational Database Services (RDS) 27 Octobre 2009Versionning for S3 8 Février 2010Simple Notification Services (SNS) 14 Avril 2010 12
  • 13. Evolution of Computing ModelsSLA 99.999 99.9 Always OnScaling Vertical HorizontalHardware Custom Enterprise CommodityHA Model Hardware SoftwareSoftware Centralized Decentralized Distributed Centralized SharedConsumption Service Service Self-service Mainframe Enterprise Cloud Source: Randy DIAS – www.cloudscaling.com 13
  • 14. As a guiding light 14
  • 15. AWS uses non-Enterprise IT patterns Enterprise SLA Target 99.999%(pretend) 99.95%(realistic) (Uptime) SLA Actual 99.9%(if lucky) 99.9%(or more) Scaling Vertical Horizontal Scale Engineering Hardware Vanity Commodity Hardware Hardware Commodity Operational HA Model Use Hardware & pray Use software HW Excellence & plan for failureSoftware Arch Centralized & brittle Decentralized & isolated fault domainsConsumption Model Call the help desk Self-service & APIs Automation 1 admin per x00 srv 1 admin per x0 000 srv 15
  • 16. Essential Understanding Scale Engineering 1990’s Big App 2010’s Big Appin the Enterprise on the Internet 100K users? 800M+ users ‘‘ The cloud lets its users focus on delivering differentiating business value. ’’ Werner VOGELS CTO, Amazon 16
  • 17. A Continuum of Services Cloud Computing SaaS Platform InfrastructureRented Application CRM,ERP… Software Cpu, storage ‘‘Run’’ as used €/user environment €/cpu/hour, €/Gb, €/Gbps Contract based Virtual machine on user features based contract subscribe develop & runThe solution already start & run No ownership is a service but full control Business Operations user App dev Contract based on APIs & tools After the development the solution is a service 17
  • 18. A Continuum of Services Operations App dev Business users IaaS PaaS SaaSInfrastructure Platform Application as a Service as a Service as a Service low high Productivity high low Control detailed (per hour…) macro (user/mois…) Billing – Pay per use difficult easy Cost Predictability 18
  • 19. Public vs. private cloud : Access vs. Ownership Provider of Public Public Cloud Cloud PublicAccessPrivateAccess Private Cloud Virtual Private Cloud Private Third-Party Ownership Ownership 19
  • 20. Public Cloud CAPEX Outsourced Operations OPEX Economy of scale VeryAutomated attractiveOperations prices Cloud Mutualization Computing Immediate Massively Availability elastic Self-service Virtualized resources resources available everywhere 20
  • 21. Private Cloud CAPEX Outsourced Operations OPEX Economy of Scale VeryAutomated attractiveOperations prices Cloud Mutualization Computing Immediate Massively Availability elastic Self-service Virtualized resources resources available everywhere 21
  • 22. 22
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  • 24. Why a Private Cloud?Private Cloud The Security Trusted Public Clouds don’t meet Cloud Data our requirements Localization Confidentiality A step to prepare the use of a Public Cloud Carefully Design Virtualization • Interoperability • Portability Automatisation • Service Provisioning & Monitoring Self-provisioning • Governance / Billing to prepare to an hybrid cloud model 24
  • 25. Dev@Cloud [& Run@Cloud] 25
  • 26. Impacts on IT organizations 26
  • 27. IT Economy Standard Standard for large Standard for the sector Differenciation enterprises in the sector leadersDecisions based on costs • Decisions based on Business Value • Faster (Time to Value)Standard Solutions • Open for the next steps Costs of projects Build / Entry Run A Measurement Culture Business Indicators whenever possible Replacement / Exit 27
  • 28. IT organizations must changeA Capacity oriented IT org Data Centers X 000 m.d. for projects Process IT Standards Demand Management Build & Run A Business Services Business Services & KPIs Less technology selection & oriented IT org more business support Focus will shift to Business Integrating, monitoring & supporting Internal & external services empowerment. Value through governance, orchestration Encourage Innovation or & innovation Expect to be bypassed ! Short Cycles – Dynamic service provider
  • 29. Cloud Computing & Innovation Culture of Preliminary Analysis10-15 years ago, Limitation: Our capability to elaborate ROI studiesexperimenting was expensive Afraid of: Errors in ROI studiesExperimenting costs as much as More value for the time spent More value for the euro spent(or sometimes less than) Limitation: Our capability to manage experimentationsthe analysis Afraid of: Have lost an opportunity to experiment Culture of Observation allowing fast learning and adjustments 29
  • 30. IT role in business leverage of technology Business’s use of Business technology Business self- self- provisioned provisioned Business self- provisioned IT provisioning of IT technology for provisioned business Business self- Business provisioned self- provisioned Business self- provisioned Innovation will x3 from 5% to 15% Vendor mngt will x2 from 10% to 20% Enterprise Arch will x2 from 10% to 20%Source: Risk mngt will increase from 10% to 15%
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  • 33. Questions Feedback Together. Free your energies www.capgemini.com