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Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
Csb(박준성교수 080813)
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Csb(박준성교수 080813)

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  1. June Sung Park KAIST 8/8/2013
  2. IaaS PaaS SaaS B/OSS CSB Enabler CSB Consumer 2
  3. 3 NIST, US Government Cloud Computing Technology Roadmap, Volume II, Release 1.0 (Draft)—Useful Information for Cloud Adopters, Nov. .2011.
  4. Web Services and SOA REST Services and WOA Process Orchestration API Management (SOA Governance) Commoditization of Cloud Services Aggregation of Cloud Services Customization of Cloud Services Integration with Legacy and Packages 4
  5. Professional CSB services vs. CSB as a Service – Professional CSB provides consulting, PaaS-based app development, customization and integration services, often based on the vendor’s own integration platform (based on third-party PaaS) and SaaS suite, with the revenue created through value-based one-time pricing and subscription fee. – CSB as a Service is often built on the vendor’s own platform or third-party PaaS and IaaS IaaS vs. SaaS Brokerage 1 could service : N customers, N:1 vs. N:M Brokerage Wholesaler (CSB-enabling service) vs. Retailer (CSB) 5
  6. SaaS SaaS Value-Added and Integration Brokerage BlinkHR, Okta (IAM as a service), psHealth, Skyvva, StrikeIron, Xignite B2B/e-Commerce Integration Brokerage Amalto Technologies, Dell/Boomi, Covisint, Exostar, Gcommerce, GXS, IBM/Cast Iron, Liaison Technologies, Synnex Process Orchestration/ Collaboration Brokerage Cordys, E2open, eBuilder, Genpact API Management as a Service Layer 7, Mashery IaaS IaaS Value-Added and Integration Brokerage Besol Soluciones, Gravitant, Oxygen Cloud M2M Brokerage Axeda Cloud Marketplace Ingram Micro, Verecloud CSB-Enabler Gravitant, Jamcracker, OS33, Parallels, Zimory 6
  7. 7
  8. 8
  9. Professional CSB Service SaaS  Accenture  Appirio  Capgemini Immediate  Celigo  Infosys  Ltech  TCS IaaS  CSC  Dell 9
  10. 10 “We have made good business in professional services helping clients with Cloud strategies. We select SaaS solutions and build both public and private Cloud infrastructure and more recently to re-platform and build using PaaS. ” Andrew Greenway, Global Cloud Lead at Accenture
  11. 11 PaaS CSB Customer
  12. 12 Refactor Replace Rehost Revise RebuildApps Redesigned for PaaS Apps Rebuilt on PaaS Apps Moved to PaaS Replace Apps by SaaS Apps Moved to IaaS
  13. Rehost Redeployment of the application to a different hardware environment (VM and OS) and changing the application's infrastructure configuration (e.g., moving J2EE apps to EC2 Linux instances from AWS). Can work with systems where code modifications are impossible (e.g., COTS, code that cannot be rebuilt). Replace Replace an existing application by SaaS and migrate data to the SaaS environment (e.g., adopting Google Apps for communication and collaboration, Salesforce SalesCloud for SFA, WorkDay for HR process, Coupa for spending management). Users access SaaS via a user-centric interface, such as a Web browser or a mobile device. 13
  14. Refactor Running your applications (usually Web applications) on the cloud provider’s cloud-enabling frameworks and management tools (e.g., Accenture helping eBay move Java apps for iPad Marketplace to Azure platform). Necessary changes vary from none to widespread code changes to invoke new APIs. Rebuild Rebuild your solution on a provider's application platform while discarding code for an existing application (e.g., Hitachi Solutions helping Japan Post rebuild customer-facing apps on Force.com platform). Developer productivity is improved with tools that allow application templates and data models to be customized, metadata-driven engines, and communities that supply prebuilt components. 14
  15. Revise Modifying the existing codebase to support legacy modernization requirements, then use rehost or refactor options to deploy to the cloud (e.g., COSCO in China redesigning mission-critical apps into service- oriented architecture and then deploying on its private cloud). 15
  16. 16 Create cloud strategy. Develop business case. Develop cloud adoption roadmap Design cloud architecture. Implement cloud. 1 2 3 4 5
  17. 17 Scan cloud technologies and services that may have value propositions and use cases for your company. Environment Scan  Narrow down to focus areas of cloud service that seem to have clear benefits to your business.  Form a cross-functional team for in-depth study of focus areas. Strategic Deep Dive Have the EA team set strategic visions, goals, policies and principles for cloud adoption. Cloud Strategy Plan 1
  18. 18 2 Assess the current state and maturity level of each focus area and evaluate the readiness for transition to clouds. Readiness Check  Form a team for each area, consisting of EA, IT specialists, business unit reps and financial analysts.  Select workloads (business processes, apps, platforms, infrastructure) that are relatively ready for early migration to public or private clouds.  Develop a multi-stage roadmap plan to acquire cloud capabilities for each focus area. Cloud Roadmap
  19. 19 Cloud Computing Business Use Case Template, NIST, 2011
  20. 20 3  Define the scope of each cloud projects so that a high ROI can be obtained within 3-12 months.  Determine the vendor, service contract and SLA. Define Cloud Projects  Estimate the total cost of ownership (TCO) to include both capital and operational expenditures.  Estimate the benefit and compute ROI. Cost/Benefit Analysis Write up the business case for each cloud project specifying the benefits, goals and metrics. Business Case
  21. 21 4 Select and redesign business processes to use the chosen cloud services Select Business Processes Analyze the gaps between the to-be processes and the cloud services and determine requirements for customization Fit/Gap Analysis Design the integration architecture to link between cloud services and internal systems and between different cloud services using SOA for backend and WOA for frontend Integration Architecture Add cloud-specific components to the EA such as virtualization, B/OSS and iPaaS Cloud- Specific Components
  22. 22 5 Identify uses cases for both business end users and service administrators, and non-functional requirements as well Analyze Use Cases Develop test plans to ensure functional and non-functional quality of cloud services Develop Test Plan Customize, if necessary, and implement the cloud services, integrate them with internal systems, conduct system tests and acceptance tests, and release the services for a pilot Implement and Test a Pilot Roll out to the full-scale adoption after stabilizing the services through the pilot Roll Out
  23. Harvard Business Publishing (HBP) recently reinvented its business incorporating new technologies such as digital media, e-learning and social networks. In this adaptation to the era of digital media, HBP had to fundamentally redesign business processes and convert contents for online search. With the explosive use of digital contents HBP needed to scale servers from 15 to 250 in a mere month. HBP decided to move to a hybrid cloud with Amazon Web Services and VMWare virtualization software. 23
  24. To adopt public cloud, HBP first assessed its application portfolio. To make the transition to cloud some apps needed code changes. HBP put legacy apps or “technical debt” on a path to extinction. HBP had to train and transition its staff to develop new skills fast. People, not the technology, was its biggest problem. In two years, HBP plans to fully transfer everything to the cloud and no services will be deployed in the traditional environment. 24
  25. Adidas Latin America decided to implement cloud-based procurement software to improve internal compliance and consolidate spending management. It decided on Coupa for its multinational support, total cost of ownership, integration with the ERP system, and capacity for customization. It adopted an 80-20 attitude: “You will never cover all the cases you need to handle in one system; Address the most common processes and keep it simple.” It opted to add on Coupa's business intelligence tool, the Spend Optimizer, so employees can see on their own how much they're spending and on what. 25
  26. It shifted the ownership and workload from finance to the people actually doing the procurement. It will soon centralize its spending management and consolidate its business with its vendors, leading to lower costs. Its complex account structure made integration between Coupa and SAP difficult, but managed to solve it. Change management was the biggest challenge: “Our experience, especially in Latin America, is that you have to get the buy-in of the full organization, from the warehouses to marketing to HR to IT.” Coupa is currently used by Toyota, Coca Cola, McDonald, Salesforce.com, Pandora, Catholic Health Services, Cable & Wireless, etc. 26

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