Driving value from IT

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Objective infrastructure decision making

Objective infrastructure decision making

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  • Fragmentation is propagated in a number of ways and areas of the business. You may recognise some of them: ‘Organisation’ – a lack of coordination between the teams involved in designing, developing and operating IT systems can result in friction, lack of co-operation and occasional conflict. Different environments, such as Windows, UNIX/Linux and mainframe can be treated as if they were different worlds, with the parties involved becoming almost tribal in their attitudes to each other. Planning and financing: ‘Too many cooks’ – historical convention or organisational politics can combine to out-rank objectivity when there are too many different parties involved in infrastructure decision making processes. If everybody has to have their say, there is a good chance of inappropriate viewpoints skewing things out of kilter.‘Operations’ – coordinating policy, performance, management, support, troubleshooting and so on across technology and departmental domains is fraught with challenges. Technically, it is difficult to achieve consistent performance, scalability and security, and the time and effort spent on communicating and co-ordinating between teams adds overhead. ‘Skills and resourcing’ – Resource and effort can be duplicated in some areas and stove-piped in others. It can be manifest by people doing essentially the same things but following different processes and using different tools, or it could be an imbalance of skills in certain areas due to IT staff being locked into specific kill sets, perhaps as a result of some of the influences outlined above. The net result of fragmentation is inefficiency and waste. The risk of doing the wrong things (or just doing things wrong) is heightened, time is lost that could be better spent and, worst of all, hard-won budget may be used unnecessarily.
  • You don’t often see one of these!
  • From an IT perspective, service delivery relies on each layer of technology integrating with each other in an efficient manner, supported by appropriate monitoring and management.
  • From the outside in, to business users IT service delivery should very much appear as a black box. This way, attention can be focused on the ‘services’ rather than the “what’s inside the box”.But hang on... Isn’t that just a mainframe?
  • Given all of these developments, it is possible to take such a mainframe view and marry it with the flexibility and control that the more recent platforms lack, building on what is available now but without falling into the traps of the past?

Transcript

  • 1. www.freeformdynamics.com
    Driving Value from IT
    Objective infrastructure decision making
    Jon Collins, Managing Director
    Freeform Dynamics Ltd
    jon@freeformdynamics.com
    February 2010
  • 2. Agenda
    The challenges of IT delivery today
    Bringing things up to date
    Starting with the end in mind
    What about Mainframe?
  • 3. IT is not broken – but it’s not always easy!
    “How well do you think IT helps the business achieve its strategic and operational goals?”
  • 4. Organisation
    FRAGMENTATION
    Planning and
    Financing
    Skills
    Operations
    Fragmentation is the bane of IT today
  • 5. Meanwhile, new pressures and requirements force change
    • “What business drivers are having the most impact on how you architect and operate your server estate?”
  • No organization has the luxury of a green field site…
  • 6. IT SERVICES
    Bringing things up to dateThe Technology View…
    SOFTWARE
    ARCHITECTURE
    SYSTEMS MONITORING AND MANAGEMENT
    PLATFORM
    CAPABILITIES
    HARDWARE
    PLATFORM
  • 7. IT SERVICES
    The Business View
    INFORMATION
    TECHNOLOGY
  • 8. Building a picture of service delivery
    Adopting a ‘portfolio approach’ to IT
    Taking an inclusive view of existing capacity
    Making the right decisions
    Rationalising at the right level
    Starting with the end in mind
  • 9. Consistent policies
    An architectural view of IT delivery
    Co-ordination between development and operations
    Management of technical knowledge
    Getting to grips with costs
    Right tools for the job
    Building a picture of service delivery
    ... The ‘portfolio approach’ does applyto IT!
  • 10. Cost of acquisition/allocation
    Storage cost and flexibility
    Software licensing costs
    Ease/cost of operational management
    Inherent security
    Ease/cost of security management
    Performance and scalability
    Resilience and recovery
    Application support
    Standards support
    Taking an inclusive view of existing capacity
  • 11. Making the right decisions
    REVIEW OF CAPACITY
    USE
    EXISTING
    NEW REQUIREMENT
    EXTEND
    REPLACE
    POTENTIALLY
    INCREASING
    COST AND
    EFFORT
    BUILD FROM SCRATCH
  • 12. What about the Mainframe? Running costs based on availability of existing kit:
    cents / hour
    AMAZON EC2
    SERVER
    MAINFRAME
  • 13. Rationalise at the right level
    Development
    Operations
    Communications
    Skills
    Architecture
    IT today is about striking the right balance between existing and new
    Look for quick wins, free up resource to enable breathing space
    Conclusion
  • 14. www.freeformdynamics.com
    Driving Value from IT
    Objective infrastructure decision making
    Jon Collins, Managing Director
    Freeform Dynamics Ltd
    jon@freeformdynamics.com
    February 2010