Brighttalk understanding the promise of sde - final


Published on

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Brighttalk understanding the promise of sde - final

  1. 1. Understanding the Promise of the Cloud
  2. 2. Mr. White has fifteen years of experience designing and managing the deployment of Systems Monitoring and Event Management software. Prior to joining IBM, Mr. White held various positions including the leader of the Monitoring and Event Management organization of a Fortune 100 company and developing solutions as a consultant for a wide variety of organizations, including the Mexican Secretaría de Hacienda y Crédito Público, Telmex, Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US Navy Facilities and Engineering Command. Andrew White Cloud and Smarter Infrastructure Solution Specialist IBM Corporation
  3. 3.!
  4. 4. Ground rules for this session… •  If you can’t tell if I am trying to be funny… –  GO AHEAD AND LAUGH! •  Feel free to text, tweet, yammer, or whatever. Use •  If you have a question, no need to wait until the end. Just interrupt me. Seriously… I don’t mind.
  5. 5. Why are we here? I am going to share some of what I have learned about Software Defined, Continuous Integration, & Process Management
  6. 6. What is “Software- Defined?”
  7. 7. According to Enterprise Management Associates… “Software-Defined” serves to “abstract app/service design and delivery away from the details of the hosting/delivery technologies. This is delivered by making use of technical enablers including virtualization and programmability (API’s) This approach drives Service-Aligned IT and allows for more flexible applications Preference is given to open solutions that shift control from hardware to software and leave single purpose appliances for flexible capabilities managed from a central location
  8. 8. The 4 key principles for AT&T: Domain   2.0   Open  –  APIs   are  the   perfect  tool   Simple  –   More   common   infrastructure   Scalable  –   Supports   growth   Secure  –   Protect  the   Control  Plane   Source: John Donovan, Senior Executive VP AT&T, Keynote Presenter at Open Networking Summit 2014, 4 MAR 2014
  9. 9. What is driving this move? Three Trends Vitrualization Utilization and operation Cloud Computing Building blocks (compute, network, and storage) with economies of scale Internet of Things Home Cinema, Connected Car Two Industry Initiatives Software Defined Environments New architectural approach, Open Network Foundation - OpenFlow/OpenDaylight, Open Data Center Alliance Network Function Virtualization New architectural approach, leaving dedicated hardware for VMs, ETSI Three Implications Network Cloud Lower cost, simplified operations, flexibility Use Cases CDN, video on demand, home automation Industry Status Wide support for ONF and NVF
  10. 10. Increasing Complexity § Heterogeneous environments § Organizational silos § Skill gaps Massive Scale § Users, transactions, data § Rapid demand cycles § Unpredictable Rapid Pace § Evolving ecosystem § Minimize time to value § Accelerating business needs Today’s IT infrastructures are too complex, provide poor scalability, and are slow to keep up with today’s rapid rate of change A new set of challenges V1 V2 V3 V4 V5 V5 ... …. Vn C C W1 W2 W3 W4 R1 R2 R3 Traditional (Systems of Record) Emerging (Systems of Interaction) Workload View
  11. 11. Future                           §  Rapidly changing workloads, dynamic patterns §  Dynamic automatic composition of heterogeneous system §  Autonomic and proactive management Current                           §  Diverse workload, limited patterns §  Homogeneous resource pooling §  Expert configuration and mapping of workload Traditional                         §  Few, stable, and well known workloads §  Fixed System hardware, manual scaling §  Hardwired workload, minimal configuration W1 W2 W3 W4 R1 R2 R3 Volatile workload characteristics result from changing business requirements V1 V2 V3 V4 V5 … Vn V1 V2 V3 V4 V5 V5 ... …. Vn C C Workloads are volatile
  12. 12. SDE is an Enabler Software Defined Environment Cloud Environment Traditional Environment Social and Mobile Big Data and Analytics Other Business Applications Workload Service Delivery IT Infrastructure Programmable, open standards-based infrastructure foundation to enable cloud, mobile and other dynamic enterprise solutions SDE is the infrastructure approach to provide the most efficient and scalable cloud solutions SDE improves agility of business applications and accelerates the application lifecycle through rapid change
  13. 13. So@ware  Defined  Environments  provides  abstracEons  of  workloads,   services  and  infrastructure  and  an  end-­‐to-­‐end  mappings   . Workload Abstraction Based on pattern and functional and non-functional requirements Resource Abstraction Semantically rich abstractions of heterogeneous resource capabilities and system components Mapping to resource Map requirements to potential system architectures. Proactively orchestrate infrastructure and workload Continuous Optimization Autonomously construct available system architecture to optimize workload outcome Agility EfficiencyConsumability IMG IMG IMG Agile Workload Development Services Workload Abstraction SSD HDD Tape PowerVM x86 KVM PowerVM x86 KVM RDMA Ethernet Software Defined Compute, Network and Storage Agility, Consumability, Efficiency (ACE) Resource Abstraction Software Defined Environments Continuous, Autonomous Mapping J2EE/OLTP Transactional Map/Reduce Analytics Web 2.0 Pattern Web
  14. 14. Increasing Automation SDE fully integrates IT infrastructure across resource domains to maximize utilization, ensure compliance and decrease administration costs BEFORE AFTER StorageNetwork Compute Continuous Optimization + + + + + + + + + + + + Compute § IT silos and costly specialization § Slow and manual § Reactive administration § Fully integrated management § Rapid, repeatable and automated § Proactive administration Policy Policy Policy Policy Software Defined Environment Application Aware Policy SDE in Action
  15. 15. Software Defined Networking (SDN) moves the network control plane away from the switch to the software – for improved programmability, efficiency and extensibility Virtualized Network OS OS OS OS SDN API Open Flow Open Flow Open Flow Software Defined Control Plane SDN Controller & Analytics Routing API Traffic Engineering API Flow Insertion API Firewall API routing VPN … monitoring Direct Access to Physical Network Traditional Switches Console Based HW Configuration routing VPN IPS monitoring OS routing VPN IPS monitoring OS routing VPN IPS monitoring OS routing VPN IPS monitoring OS Network Services Traditional switch and router vendors being disrupted by the emerging SDN
  16. 16. What is the promise of Software-Defined Everything?
  17. 17. AGILITY
  18. 18. What the CIO is hoping •  Economies of Scale from End-to-End Virtualization –  Develop a truly shared infrastructure –  Eliminate “vendor lock-in” –  Compete on cost with 3rd party IT providers •  Break Down the Silos –  Align with services and not technologies (silos of virtualization are still silos) –  Improve time to value –  Reduce the number of IT specialties in the workforce •  Empower the business –  Enable the self service consumption of IT services –  Simplify the services being offered –  Enable continuous improvement
  19. 19. What the architects are hoping •  Cleanly separate the environment into four layers (planes): Management, Services, Control, and Forwarding - providing the architectural underpinning to optimize each plane within the network. •  Centralize the appropriate aspects of the Management, Services and Control planes to simplify the design and lower operating costs. •  Use the Cloud for elastic scale and flexible deployment, enabling usage-based pricing to reduce time to service and correlate cost based on value. •  Create a platform for network applications, services, and integration into management systems, enabling new business solutions. •  Standardize protocols for interoperable, heterogeneous support across vendors, providing choice and lowering cost.
  20. 20. Reality Sets in The current environment is not ready for change The staff is overworked, staffing levels are dropping, open req’s go unfilled to an inability to find adequate talent. The business won’t abandon “legacy tools” Increasing amounts of governance are established to manage the chaos Technical debt and security risks cause incidents that distract from deployments
  21. 21. Architecture by Accident The Humble Start… Meeting Demand… The First Bottleneck… The Second Bottleneck… Becoming Mission Critical… Enabling SOA… The Fun Begins… How Did We Get Here?
  22. 22. Game changers 1.  Increased demands for high availability and low latency 2.  The visibility gap grows 3.  Market forces drive increased velocity and volume of changes 4.  Productivity losses and customer satisfaction decreases impact the business
  23. 23. Broken Promises The ultimate result in the exact opposite of what the CIO initially hoped for: •  Communication failures •  Security incidents •  Poor performance •  Compliance failure •  Higher costs
  24. 24. Sometimes we need to recognize when we have problems to solve
  25. 25. Software delivery is critical to success 86% of  companies  believe  so/ware  delivery     is  important  or  cri5cal   25% leverage software delivery effectively today But only… Source: “The Software Edge: How effective software development drives competitive advantage,” IBM Institute of Business Value, March 2013 69% outperform those who don’t of those who leverage software delivery today
  26. 26. You Gotta Have Skillz…!
  27. 27. Starting the journey…!
  28. 28. Feedback Loops Unfortunately feedback has taken on both positive and negative indications. In reality, positive feedback is not “praise” and negative feedback is not “criticism.” Positive feedback reinforces while negative feedback balances. Profits Productivity Cost Cutting Reinforcing Balancing
  29. 29. The Agile Value Proposition Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Adapted From:
  30. 30. Customer Satisfaction Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Adapted From:
  31. 31. Be Careful of Good Intentions Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Change Process Release Process (+) (+) (-) (+) (+) Adapted From:
  32. 32. Be Careful of Good Intentions Availability Change Frequency Change Size Change Capability Change Risk (-) (+) (+) (-) (-) Business Value Business Demand Change Backlog (+) (+) (+) (+) (-) (+) Change Process Release Process (+) (+) (-) (+) (+) Change Automation Adapted From: (+) (-)(-)
  33. 33. Organizations don’t fail because they take the wrong path, they fail because they can’t imagine a better path than the one they are on. -- Marty Neumeier
  34. 34. Service Orientation 1 2 3 4 5 6 Goals of Service Orientation Abstraction Loose Coupling Autonomy Standard Services Composability Reusability
  35. 35. Divide and Conquer Small Problem Small Problem Service A Service B Service C Your Application
  36. 36. Enlightenment Bias: Sub-parts of a complex system are simpler and easier to manage A stable system is made from very hard and durable sub-parts
  37. 37. Creating Composite Applications Composite Application Service A Service E Service F Service G Service I Service H Service B Service C Service D
  38. 38. Turning Services Into Solutions Service  Interface   Automa5on   Orchestra5on   Choreography   Business  Service   Offering   Billing   Customer   Management   Add  Customer   Order   Management   Assign  Service  to   Customer   Order  Fulfillment   Provisioning     Deploy  Device   Configure  Device  
  39. 39. Palette of library assets enable easy workflow composition through drag and drop Access to rich libraries (toolkits) of reusable automation assets that enable to speed automation creation Rich set of actions types, flow control, data handling primitives that simplify creation of complex automations Easy workflow action editing for managing: data mapping, error recovery options, implementation details , etc. Graphical editor for composing and connecting workflows Rich tooling functions to edit, version, debug, optimize workflows Automating Processes
  40. 40. Structured Activities BasicActivities Flow ControlParallel Processing MiscellaneousException and Error Handling Event Processing and Timers Data Manipulation Message Exchange Business Process Execution Language (BPEL) Invoke Reply Receive Assign Scope Pick / Select onEvent Sequence Throw Compensate Catch Wait Empty Validate For Each Flow If … Else Until While
  41. 41. OrŸchesŸtraŸtion [AWR-kuh-strey-shun] •  A central process controls everything and coordinates the execution of different operations involved in the operation •  The services do not "know” that they are involved in a composite process •  Only the central coordinator of the orchestration is aware of the desired outcome, •  The orchestration leverages explicit process definitions to operate the services in the correct order of invocation   1.  the act of arranging a piece of music 2.  the planning or execution of events in order to achieve a desired effect 3.  The technique of arranging or manipulating, especially by means of clever or thorough planning or maneuvering
  42. 42. Orchestration Illustration Orchestrator Web Service 1 Web Service 4 Web Service 3 Web Service 2
  43. 43. ChoŸreŸogŸraŸphy [kawr-ee-OG-ruh-fee]   1.  the art of composing ballets and other dances 2.  the method of representing the various movements in dancing by a system of notation 3.  The arrangement or manipulation of actions leading up to an event •  Choreography does not rely on a central coordinator. •  Each service knows exactly who and when to execute •  Focuses on the exchange of messages and information •  All services need to be aware of the business process, operations to execute, messages to exchange, timing, etc.
  44. 44. Orchestration Illustration Web Service 1 Web Service 4 Web Service 3 Web Service 2 Send Receive Invoke Invoke Invoke
  45. 45. Choreography vs. Orchestration •  From the perspective of composing services to execute business processes, orchestration is a more flexible paradigm and has the following advantages over choreography: –  The coordination of component processes is centrally managed by a known coordinator. –  Web services can be incorporated without their being aware that they are taking part in a larger business process. –  Alternative scenarios can be put in place in case faults occur. Page  46  
  46. 46. Orchestration Requirements •  Event-based processing •  Coordinate asynchronously between services •  Correlate messages being exchanged •  Provide for parallel processing •  Allow for transaction roll-back •  Manipulate and transform data between messaging partners •  Be able to manage long running business transactions and activities •  Have a robust mechanism for fault and error handling
  47. 47. Why use an event-based orchestration engine? to have the ability to receive real-time feedback to assist its decision making processes
  48. 48. When decisions are not made based on information, it’s called gambling.
  49. 49. Environments QA PROD Banking Application Banking Application Banking Application DEV IBM UrbanCode Deploy OpenStack Heat IBM Platform Resource Scheduler Server Storage Network Application " Lifecycle Applications Heat Orchestration Template (HOT) Heat Orchestration Template (HOT) OpenStack Heat IBM Platform Resource Scheduler Server Storage Network TEST IBM Cloud Orchestrator Architecture on Purpose Public Dedicated Private Traditional IT Application template Infrastructure template Hardware
  50. 50. Completing the journey Define •  Review the existing architecture •  Review the business outcomes •  Define the end state Prioritize •  Consolidations •  Technologies to virtualize •  Business processes to model and workflows to automate Execute •  Look for early wins •  Evolve incrementally •  Organize the teams effectively
  51. 51. You have to be realistic about how fast you can mature. Iterating helps form a cultural of continuous improvements Iterative development
  52. 52. Let’s keep the conversation going…! ReverendDrew!!! @SystemsMgmtZen! ReverendDrew!! 614-306-3434!