• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Cloud computing metrics for successful business architecture and strategy capgemini tog washington july 18 2012 v1
 

Cloud computing metrics for successful business architecture and strategy capgemini tog washington july 18 2012 v1

on

  • 483 views

Cloud Computing Metrics for Successful Business Architecture and Strategy

Cloud Computing Metrics for Successful Business Architecture and Strategy

Statistics

Views

Total Views
483
Views on SlideShare
483
Embed Views
0

Actions

Likes
0
Downloads
18
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Cloud computing metrics for successful business architecture and strategy capgemini tog washington july 18 2012 v1 Cloud computing metrics for successful business architecture and strategy capgemini tog washington july 18 2012 v1 Presentation Transcript

    • July 18 2012 Mark Skilton, Global Director, Strategy Office, Global Infrastructure Services Technical Led, Global Government Cloud Portfolio, GPS Co-Chair, Cloud Computing Work Group, The Open Group Member, ISO JC38 UK Mirror +44 7787 692197 mark.skilton@capgemini.com Twitter @mskilton http://uk.linkedin.com/pub/mark-skilton/1/189/968 Cloud Computing Metrics for Successful Business Architecture and Strategy v1
    • | Infrastructure Services Agenda  This session will introduce current work by Capgemini on Cloud Computing services and adoption strategies and how Architecture development is evolving to transition Customers and providers towards on-demand IT and Business Architecture models.  The work uses current insights and methods from Capgemini and also from Standards Body work including the Open Group Cloud Computing Work Group.  The session introduces a framework of how Big Data, Mobility, Social networks and Ubiquitous Computing is changing the landscape of Business and IT solutions. It positions how Cloud Computing may fit into these trends and how business and IT need to consider their value case and architecture choices from customer and provider view points.  The session concludes with examples of technology and business architecture roadmaps , metrics and design criteria for cloud or not cloud adoption Key Takeaways 1. How to establish key services value cases for Cloud Computing 2. How to identify different Computer Architecture Patterns for security, quality and cost performance advantages and address architecture solution challenges 3. A framework for decision analysis and cloud computing services scenarios covering utility resources, big data, mobility, social networking and ubiquitous computing 2© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services Capgemini are pioneers in the Cloud space © 2012 Capgemini. All rights reserved.  Internally focussed on back office transactions.  Strives for cost reduction  Uses operational performance, standardization to boost flexibility and agility.  Seeks sharing/synergies as in „X‟ aaS  Driven by efficiency and effectiveness of IT systems Inside-Out The evolution of IT systems Customers Suppliers Partners Social Website  Externally focussed on front office activity in the marketplace.  Customer-centric, joined-up service  Reduce time, cost and complexity.  Pay-as-you-go  Integrate with social and business network, improve customer engagement to boost outcomes.  Driven by the service and the business. Outside-In The revolution of business capabilities Market IT Application SecurityBorder Back Office IT Cost Reduction and Process Automation Front Office IT Market and Information Value Producing Web & Cloud Services Innovation in business models Inside-Out Outside-In From The Cloud: Time for Delivery. The Question is not “If”, but “How, Where & When” Andy Mulholland, Capgemini, February 2012 3
    • | Infrastructure Services Disruption and transformation dominate the technology landscape © 2012 Capgemini. All rights reserved. Disruption Forces 2011 2015 41 Cloud Services 150 63% 18% 19% 65% 28% 8% 40% 54% 11% 39% CAGR ‘15/’11 Public cloud SI Service provider cloud Client on-premise cloud Source: Forrester, Everest SI Service provider cloud „11 %Total CAGR „15/‟11 41% 49% 36% 51% 18% 69% 4% 32% 18% 54% Dynamic applications services Dynamic BPO services Dynamic infrastructure services Total = $7.5bn Cloud-based integration Buyer preferences are moving to on-demand, pay-per-use & “as a Service” models Market Development of disruptive industrialized low-unit cost business models Industry Undifferentiated traditional OS services are increasingly commoditized Services 4
    • | Infrastructure Services Cloud enabled Ubiquitous Systems  Devices ubiquity • New capabilities to use anywhere on any device from table, smartphone  Information Context Aware • The ability to collect, metricize , monitor and platform machine to machine M2M, machine to human M2H telemetry across a wide range of structured, semi-structured and unstructured data  Situation Context Aware • The ability to create new physical and virtual environments with intelligence information an process context from the level large to the very small.  Internet of Things • The ability to multiplex and multiplicity of entities, assets and services spacing beyond the computing sphere into many other metasystems in social, commercial, organizational, biological and sustainability system models. 5© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services Ubiquitous Systems 6© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services New strategic business planning processes  Synthesis and model • How metadata , edge networks and metasystems need to connect across technical, social-societal, economic, socio-political and biological spheres of influence and  Simulate & Test • How “live” systems and feedback have enabled a step change in the immediacy and indirectly collection and creation a large data set footprints in the scale of Petabytes and exobyte magnitudes.  Interact • Ubiquitous methods and devices to span individuals, groups, networks and domains of interaction : Places, Spaces, Pads, Boards, Tabs, embedded devices and micro and nano technology creating new experience visualization, metrics and feedback awareness. 7© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services New strategic business planning processes 8© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services How do we measure and direct this transformation ? 9© 2011 Capgemini. All rights reserved. Resellers, VARs, Network Provider, Brokers, Aggregators, Orchestrators,.. Customers, Consumers, Buyers OEM, Content, Products Services
    • | Infrastructure Services Cloud Consumer Metrics 10© 2011 Capgemini. All rights reserved. Capital and Cash flow Customers, Consumers, Buyers Building ROI from Cloud – The Open Group Paper Increase Margin Optimized Asset Capabikities Access to Skills & Competency Speed and Rate of Adoption & Cost reduction Optimize Asset Utilization Rapid Provision / Deprovision Risk and Security Efficiency Dynamic Usage
    • | Infrastructure Services Cloud Consumer Metrics 11© 2011 Capgemini. All rights reserved. Revenue and Growth Customers, Consumers, Buyers Building ROI from Cloud – The Open Group Paper Increase Margin Optimized Asset Capabikities Access to Skills & Competency Speed and Rate of Adoption & Cost reduction Optimize Asset Utilization Rapid Provision / Deprovision Risk and Security Efficiency Dynamic Usage
    • | Infrastructure Services Cloud Producer Metrics 12© 2011 Capgemini. All rights reserved. Operational Efficiency • Latency of Service provisioning • Latency of Service delivery • Speed (Velocity) of Service provisioning • Speed (Velocity) of Service delivery • Cost of Service Management - per Product Activity • Level of Automation – stages, end to end • MTBF – Service robustness • RTO efficiency • RPO efficiency Operation Efficiency Product Portfolio Management Competency Market Network Efficiency Margin Effectiveness Asset Service Efficiency Security Efficiency Legal Effectiveness Product Portfolio Management • Product Granularity – Size of Unit Price/Cost • Competitive Price mix – Price benchmark • Price per SLA point – SLA benchmark • Strategic Platform Vendor Partner leverage – • Intellectual Property Value of Portfolio • Reseller index of Portfolio • Technology refresh index • Openness – Technology standard containers, APIs use • License Openness – flexibility, time granularity • Transition mix – Support Own , blended, Legacy • Technology version mix – support of OS, Container, API types Competency • Staff Skills competency – legacy vs new skills • Staff utilization mix – demand support – legacy versus new • Own versus 3rd party resource supply topology Market Network Efficiency • Addressable Market size share • Network integration integrity ownerships – loose coupling index – own / 3rd party • Number of Social Node vertices connections per Product / market / Account • Number of gateway , stores ownerships – loose coupling index – own / 3rd party Margin Effectiveness • Reoccurring Revenue • Reoccurring Margin • Margin scale • Augmented services • Down scale • Cross scale • Up scale • Blended • ARPU – average revenue per user / account • ARPM – average revenue per market / account • Churn – customer / account retention Asset Service Efficiency • Cost of Asset efficiency • Hardware cost per unit • Storage • Server • Network • OS • Software cost per component • Service cost per unit • Multi-Tenancy efficiency ratio • Physical versus Virtual asset efficiency ratio • Cost of Sustainability, CSR index Cloud producer Metrics – Draft The Open Group Paper
    • | Infrastructure Services Cloud Intermediary Metrics  Cost of Integration  Symmetry – balance , diversity  Contiguity – joined up  Security and Trust  Distributed Workload Interoperability Use case • How a Cloud Computing Workload can be part processed or distributed across distributed resource pools  Marketplace Interoperability Use Case • How a Cloud Computing Service sourced from one Marketplace case operate in another marketplace. • The marketplace is defined by the metadata semantics , standards  Platform Equivalence Portability Use case • How the cloud platform for a service is comparable and the same if the service was ported to another Cloud Platform Use Case • Example: the same Application can run or two or more different Mobile Cell phone Platforms  Service Equivalence IOP Use Case • How a cloud service running on a cloud platform can interoperate with another cloud or non-cloud platform 13© 2011 Capgemini. All rights reserved. Resellers, VARs, Network Provider, Brokers, Aggregators, Orchestrators,.. Operation Efficiency Product Portfolio Management Competency Market Network Efficiency Margin Effectiveness Asset Service Efficiency Security Efficiency Legal Effectiveness Increase Margin Optimized Asset Capabikities Access to Skills & Competency Speed and Rate of Adoption & Cost reduction Optimize Asset Utilization Rapid Provision / Deprovision Risk and Security Efficiency Dynamic Usage Consumers Producers Interoperability & Portability , Cloud Broker – WIP The Open Group Guide and Paper
    • | Infrastructure Services These ecosystems exist 14© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services These ecosystems exist 15© 2011 Capgemini. All rights reserved.
    • | Infrastructure Services How will structural changes occur ? 16© 2012 Capgemini All rights reserved. Integration across multiple Devices & Platforms Multiple development environments Multiple Resource Environments Integrated Ecosystem Group Platforms ISV Platforms Vertical Industry Platforms Microsoft Salesforce.com Vmware EMC Openstack/ Eucalyptus Rackspace Amazon Rackspace Hosting Security Service Automates many common Services Vertical Market Cloud Platforms & Solutions Integrates Social Networks Integrates Markets Integrates Business processes Integrated Channels Integrated multi-cloud B2B G2B B2C
    • | Infrastructure Services But enabling adoption will need Standards Governance Requirements 17
    • | Infrastructure Services How to identify the Business Portfolio Fit  Cloud enables solutions fit across the whole enterprise portfolio, not just commoditization Cloudslam2012 Mark Skilton May 2012 18© 2012 Capgemini. All rights reserved. Cloud Enabled Enterprise PortfolioRightcloud TM
    • | Infrastructure Services Where and When to accelerate the use of Cloud enabled on-demand Products and Services 19© 2012 Capgemini. All rights reserved.
    • | Infrastructure Services Transition to on demand Business Architectural models 20© 2012 Capgemini. All rights reserved.
    • | Infrastructure Services CIEL Cloud Interactive Ecosystem Language 21© 2011 Capgemini. All rights reserved. Development with The Open Group, Cloud Computing Work Group
    • | Infrastructure Services “Night in the Clouds”- Cloud Security Case study CIEL Cloud Interactive Ecosystem Language 22© 2011 Capgemini. All rights reserved. CIEL Concepts and Metadata – Draft The Open Group Paper
    • | Infrastructure Services Conclusions 23© 2012 Capgemini . All rights reserved. Infrastructure has moved into an enabling architecture across “multi platforms”. Many vendors I‟m seeing in the market are differentiating on this. By that we can run on many different devices and OS‟s. This leads to Multiple Platform capabilities (Windows, Linux, Proprietary etc) Many developments are occurring in Standards and modularization of hardware devices and Software services such as virtualization and SaaS. Systems Integration is becoming converged networks , converged servers, converged storage, converged, apps, converged processes. Systems Integration becomes more complex if moving across data and services between multiple providers and services. Service Orchestration is the convergence hub to engage different needs of technology in a stepwise migration. Business Infrastructure is this, infrastructure to enable business (not just IT) Enabling Business to interact and evolve Enabling Business to migrate and transform Many commercial and social collaborations are across multiple devices and platforms Complexity in many services, interfaces an technology standards. Traditional On-Premise Enterprise Technology can not deliver solutions into todays ecosystem How to get growth in the ecosystem through channels and User Experience is underpinned by agile infrastructure Many customers and providers are seeking how to get growth in their ecosystem through channels and better user experience. Being able to understand the products and catalogs to enable on-demand rapid services is enabled through a Service Orchestrator framework that managed core ecosystems services such as security, provisioning, on- boarding, metering , service levels, performance, innovation and integration. Enabling Business to grow and compete Business aims challenges Technology Context Many organizations by end 2012 will have multiple Cloud services on and off premise (Gartner)
    • www.capgemini.com The information contained in this presentation is proprietary. ©2012 Capgemini. All rights reserved