Peter Clarke, CTO at Isle of Man Government - A dive into the clouds


Published on

Peter Clarke, CTO at Isle of Man Government spoke at the CIO Event, March 2013

1 Like
  • Be the first to comment

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

No notes for slide
  • Moving  public service infrastructure to a hybrid cloud service.Saving money, improving systems performance, while bringing the potential to work better, faster and cheaper. Virtualszing our entire server platform increases service levels as well as data flexibility and availability.
  • In the eighties we had a pleasant arrangement each “house” running its own systemsAnd we moved gradually slowly connecting processes together, duplicating services until we reachedA complex and bewildering world of inter connected servicesWhere we should be is in one virtual place sharing common services, processes and DataTo be effective Efficient and customer focused
  • 3,500 desks 55 “Agencies” of Government 8,500 employees 80,500 citizens 3500 resident trading companies From Connected Health to Collecting VAT From Steam Trains to Space Tourism From Marine Administration to Motor Vehicles From Tourism to TT
  • Twin data centres – cabling standards, hot and cold aisles geographically separate – all data mirrored – virtual servers – Microsoft management tools – Windows as Op Sys, SQL as database, Hyper-V and APP-Vas virtualisationDesktop – access anywhere, no C drive backup, no local software, packaged apps, asset managementNetwork – MPLS, Voice, video, Data, wired, wireless, mobileWebsite – single CMS, consistent navigation standards, accessibility, etcContracts – 5 year cycles, and broken into manageable lotsSecurity envelop WRAPPED around them all
  • The End GOAL– Nirvana – a virtual joined-up Government
  • Eggs in one basket - Risk AreasPay attention to the details Not only was the layout of the room a problem but we had two major areas of risk based on Infrastructure and Physical Architecture.InfrastructureThere were numerous points of failure which were difficult to manage and had limited resiliency. Staff would be constantly involved with fault finding. There was a high resource overhead due to so many fragmented systems requiring support. Typical examples included network failures, which was a constant problem. Microsoft wouldn’t support HP’s dual networking feature and network cards were prone to failure. Backups were another example of fragmented support requirements. We had different tape formats and backup systems which made support very difficult and labour intensive.Physical ArchitectureNo clear policies or procedures were implemented for any services. This meant that control for cabling became impossible to manage. The floating floor hid a mountain of cable underneath and it got to point where it was unmanageable and difficult to trace. The weight of the cable on the floor became high risk. This cabling affected the air conditioning units as air couldn’t circulate freely under the floating floor. Even power cables were of concern, we suffered loss of service to critical systems because of the previous power bars which if slightly nudged could disrupt the power for a rack. Potentially these issues raised health and safety concerns and as implausible as it sounds we were likely to have a major incident occur had it not been dealt with which could have been disastrous and caused costs in the millions figure bracket.
  • All application services are moving to SLA1, majority in private cloud but also hosted externally in the public cloudCells 4 way-> 24way, Blades are moving to 24 way, by 2017 a “BLADE” will deliver 48xCPU and 4TB of memoryThe Clouds foot print is shrinking - 800 M2 to 200 M2 going to 50 M2
  • Data availability by up to eight times, large files loading in seconds not minutes, Transactional systems responding sub-second as opposed to <3secs or <8 secs
  • The single patient record, GP record Hospital record, path labs, scans are available to all authorised Medical Practitioners.
  • CAPEX minimised, IaaS moved to OPEX, tell everybody and invite the auditors in
  • Peter Clarke, CTO at Isle of Man Government - A dive into the clouds

    1. 1. Better, Faster, CheaperEnhanced Public Service Delivery (and greener) Through Transformation Peter Clarke, CTO, Information Systems Division, 02nd February 2013
    2. 2. The Isle of Man - an innovative Island? World’s oldest continuous parliament (since 979AD) World’s largest water wheel Founded the Royal National Lifeboat Institution First oil tanker in the world – one of the best ship registers in the world World’s first HSDPA network – 2G, 3G Votes for Women (1881) Votes for 16 year olds (2006) 4th 5th Most likely nation to return to the Moon G20 - OECD puts Isle of Man in the top 8 jurisdictions “standards of best practice” (Population 80,000 people)
    3. 3. ICT enabling the business ! Effective Efficient Customer FocussedHow we started (1986) Where we should be Where we were at the start of the 21st C
    4. 4. 2000 AD - Physician heal thyselfSymptoms One of everything and multiples of the one Variety of (very) old technology – high risk – high license costs High complexity Owned by the suppliers Lacking transparency High cost at centre No measurement High cost distributed Blocking service improvement
    5. 5. from an IT point of view, we wanted …. – Simplification – Consolidation & Convergence – Applications marketplace – Commoditisation ....... a robust and responsive service base
    6. 6. The Foundations Data Centres Network Desktop Security Contracts & Frameworks
    7. 7. Getting to Customer Focussed Service 1. Foundations 2. Building Infrastructure 3. Common Areas
    8. 8. What kind of service did we aim for.... ... with no data loss
    9. 9. Eliminate Risk AreasLegacy devices Power issuesLegacy devices with single network Loose power connectionspoints increase the risk of failure Health and Safety concerns Lack of resiliency for cabinetsOut of Warranty HardwareLegacy devices with limited resiliencyare prone to hardware failures – still Untidy cabling underrequires removal floor Difficult to track cablesBackup Strategy Reduced air flowNon centralised backup Mains cables crossed over withsolutions, which are difficult to power cablesmanage Poor cabinet layoutSingle role servers Poor labellingLack of central management - Insufficient air flow intoNon standardised installations cabinets Difficult patching for the original legacy network
    10. 10. For the Business - Service Provision .....2003  90 days to procure and commission infrastructure2006  60-30 days to procure and commission infrastructure2011  <1 (one) day to procure and commission infrastructure
    11. 11. 21C Transformation – Clouds x7..x8 SLA1 - Applications Services - SLA1 OS MS – HYPER-V, VMware Server - Unysis ES7xxx, ES3xxx, HP Blades SAN – EMC VPLEX ISO 20000 & ISO 27001 NOTAPE
    12. 12. 21C Transformation - Clouds 1000+ services transferred to Virtual platform, 15months Increased data availability by up to eight times, boosted storage utilisation by 40 per cent and Reduced operating costs by 15 per cent
    13. 13. 21C Transformation – One Network Converged Network – Voice, Video, Data 30~50Gb WAN and 3G/HSDPA/4G 1Gb LAN and 100Mb Wi-Fi
    14. 14. 21C Transformation – Virtual Desktops Desktop Services OS – Windows 7 [Vista, XP], IOS, Linux App-V – virtualised desktop Device Independence and Commoditisation Heading towards Consumerisation
    15. 15. 21C Transformation – Security Security Services Monitor IaaS, PaaS, SaaS from the Outside Patch AUTOmatically Lockdown the virtual environments Authenticate the Service
    16. 16. The virtual desktop service ..... 1400 clients apps End User Device – fixed or replace within 1 hour Remote support Operating system – current & -1 – Single sign-on, automated patching / anti-virus / on net re-builds Procurement cost down by over 50%, lead time by 90% Reported desktop faults down by 65%
    17. 17. So, does it make a difference? “The move to a „single patient record‟ is a key step towards improved medical outcomes as well as real efficiencies”
    18. 18. Millions 2,000 4,000 6,000 8,000 12,000 14,000 16,000 18,000 10,000 0 £100 £120 £140 £0 £20 £40 £60 £80 Jul-08 Jun-08 Jul-08Aug-08Aug-08Sep-08Sep-08Oct-08 Oct-08Nov-08Nov-08Dec-08Dec-08Jan-09 Jan-09Feb-09Feb-09Mar-09Mar-09Apr-09 Apr-09May-09May-09Jun-09 Jun-09 Jul-09 Jul-09Aug-09 IndividualsAug-09Sep-09Sep-09Oct-09 Oct-09Nov-09Nov-09Dec-09 OrganisationDec-09Jan-10 Jan-10 Registered AccountsFeb-10 Feb-10 Online Payments TotalsMar-10Mar-10Apr-10 Apr-10May-10May-10Jun-10 Jun-10 Jul-10 Jul-10Aug-10Aug-10Sep-10 Sep-10Oct-10 Oct-10Nov-10Nov-10Dec-10 And does this approach offer value?Dec-10Jan-11 Jan-11
    19. 19. And let‟s not forget Sustainability
    20. 20. Established a VIRTUALISED, Agile Infrastructure – Achieving Cost Savings in the Cloud Successfully made the transition to a hybrid cloud system Makes infrastructure more resilient: Bolstering disaster recovery capabilities Delivers an increased rate of service innovation at a low cost budget Saving money, improving systems performance, while bringing the potential to work better, faster and cheaper
    21. 21. Faster, cheaper, Is IT better !  Don’t invest in infrastructure without realisable benefits and telling everybody  Moved to lower cost revenue model – 75% savings  Is IT better – audit, audit, and audit again – ISO27001, 20000, PCI-DSS, PEN-TEST, NPIA, NHS UK, KPMG, SOCITM..... Etc. We’re now able to say: The real issues are business issues