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Cloud Computing Overview
- 2. © 2010 IBM Corporation ®
- 3. What do we do?
- 4. C. A. M. S. “The nexus of forces”
- 5. IBM’s Strategic Imperatives IBM Strategic Imperative Revenue Mix Revenue Growth vs Market
- 8. © 2010 IBM Corporation8 There are three ways to deliver IT capabilities Software, hardware, & networking Pre-integrated systems & appliances Provided as a service Cloud computing is a new model for delivering and consuming IT capabilities
- 9. © 2010 IBM Corporation9 What is different about cloud computing? Service Management SoftwareHardware Storage Networking With Cloud Computing Without Cloud Computing • Enhanced availability • On the network • Standardized services • Automated management • Virtualized resources • Rapid scalability • Location independent Service Management Workload A Service Management Workload A Service Management Workload A Workload A Workload B Workload C
- 10. © 2014 IBM CorporationIBM Confidential │For Internal Use Only IBM Global Business Services 10 Cloud helps address the challenges using virtualization, standardization, and automation. Cloud computing helps overcome IT challenges
- 11. © 2010 IBM Corporation11 Enterprise Data Center There is a spectrum of deployment options for cloud computing 1) Private Cloud 2) Managed Private Cloud 3) Hosted Private Cloud 4) Community Cloud Services 5) Public Cloud Services Enterprise Data Center 3rd party operated Enterprise 3rd party hosted & operated Private Cloud Managed Private Cloud Hosted Private Cloud Enterprise A Enterprise B Enterprise C User 1 User 2 User 4 User 3 Private PublicHybrid Key features •Scalability •Automatic/rapid provisioning •Chargeback ability •Widespread virtualization •Security Key features •Scalability •Automatic/rapid provisioning •Standardized offerings •Consumption-based pricing. •Multi-tenancy Key features • Internal & external services integrated • Functions allocated to based on requirements, business needs, architecture etc Shared Cloud Services Public Cloud Services
- 12. © 2014 IBM CorporationIBM Confidential │For Internal Use Only IBM Global Business Services 12 Customers are choosing a variety of cloud models to meet their unique needs and priorities. Private Cloud On or off premises cloud infrastructure operated solely for an organization and managed by the organization or a third party Public Cloud Available to the general public or a large industry group and owned by an organization selling cloud services Hybrid Cloud Traditional IT and clouds (public and private) that remain separate but are bound together by technology that enables data and application portability Traditional IT Appliances, pre-integrated systems and standard hardware, software, and networking Cloud delivery models
- 13. © 2015 IBM Corporation13 FlexibilityFlexibility Different delivery models Off-PremiseDedicated On-Premise Traditional IT Hybrid Description Cost Model Service Private/Public Dedicated systems in customers data centre. Bespoke and highly customised to application needs. $$$$ Customer owned. Customer operated. High Capex/ High Opex. Long term commitment. High SLAs. 99.999 availability. Custom security. Behind customer firewall. Always private Dedicated cloud in customers data centre. Highly automated, pattern based, tuned for workloads. $$$ Customer owned. Customer operated. High Capex/Medium Opex. Mid term commitment. High SLAs. 99.999 availability. Standardised security. Behind customer firewall. Always Private Combined on-premise and off- premise cloud systems. Includes off-premise private Cloud. Highly standardised build, some parts run by service provider. $$ Partial customer ownership. Mostly service provider operated. Med Capex/Medium Opex. Short term commitment. High SLAs. 99+ availability. Standardised security. Requires good network and security. Can be private or public Public cloud infrastructure run off premise by service provider. Commodity resources defined by the service provider. Catalog based services. $ Provider owned. Provider operated. Full Opex model. No/short term commitment. PAYG. Medium SLAs. 98+ availability. Relies upon provider security and trust. Likely to be public, but can have dedicated private cloud at off-premise service provider.
- 14. © 2015 IBM Corporation14 Hybrid delivers benefits beyond only public or private cloud models Reduce costs and maximise existing IT investments. • Data centre and infrastructure reused alongside flexible public cloud. Business agility, scale quickly to respond to business events. • Move quickly increasing workloads to off-premise Clouds. Maintain control through application lifecycle. • Single point of control of IT infrastructure resources, consumption and usage Maintain visibility of important workloads. • Workloads placed based on service requirements Shared Off-Premise Dedicated On-Premise Traditional IT Hybrid Flexibility & Resilience Regulated Workloads Production User Data Low-cost commodity Test/Dev Anonymised Data Performance without commitment Pre-Production/Test Anonymised Data Enterprise class Regulated Workloads Production User Data
- 15. © 2015 IBM Corporation15 Data centre prioritised for high- availability production workloads with service mgmt Low priority workloads moved externally Lower investment in fixed data centre assets ITIL managed Burst at peak workload to low cost commodity provider Dev Test - SIT Dev No commitment Pay as you go - commodity Long term flexibility with external Dedicated Private Exploit unused production capacity Development SCM Build SIT UAT Prod Application Lifecycle Time Adopting hybrid lowers costs while maintaining service levels
- 16. ® “Cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (such as servers, storage, applications and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.” National Institute of Standards and Technology What is cloud computing? 1. Ubiquitous network access 2. Resource pooling 3. Rapid elasticity 4. Measured service 5. Self-service 5Characteristics 3Service Models 3Delivery Models 1. Public Cloud 2. Private Cloud 3. Hybrid Cloud 1. Infrastructure as a Service (IaaS) 2. Platform as a Service (PaaS) 3. Software as a Service (SaaS)
- 17. ® Networking Networking Networking Networking Storage Storage Storage Storage Servers Servers Servers Servers Virtualization Virtualization Virtualization Virtualization O/S O/S O/S O/S Middleware Middleware Middleware Middleware Runtime Runtime Runtime Runtime Data Data Data Data Applications Applications Applications Applications Traditional On-Premises Infrastructure as a Service Platform as a Service Software as a Service ClientManages VendorManagesinCloud VendorManagesinCloud VendorManagesinCloud ClientManages ClientManages Customization; higher costs; slower time to value Standardization; lower costs; faster time to value Cloud Service Models IBM SoftLayer IBM Bluemix
- 19. The following diagram shows the cloud service models. Cloud service models (1 of 2)
- 20. Infrastructure as a Service (IaaS) In IaaS, you outsource the hardware. In such cases, it is not just the computing power that you rent; it also includes power, cooling, networking, and cloud storage. When you choose to run your applications at this cloud service level, you are responsible for everything on the stack that is required to operate above it. Platform as a Service (PaaS) In the middle, we have Platform as a Service, or PaaS. At this service level, the vendor takes care of the underlying infrastructure for you, giving you only a platform with which to build and host your application(s). Software as a Service (SaaS) Software applications that are available only over the internet, fall into the Software as a Service category, or SaaS. The simplest example to understand is email. Cloud service models (2 of 2)
- 21. © 2015 IBM Corporation21 What are the drivers for Cloud? Improve IT efficiency to lower costs Accelerate new business solutions to improve time to value Simplify cloud transformations for agility and cost effectiveness by 2015 90% plan to implement cloud 70% of IT * IDC; Converged Systems: End-User Survey Results presentation; September 2012; Doc #236966 operating costs in 2014 will be for management and administration 29% 1996 2014 70% * IBM GBS 2011 IBV Study, “The power of cloud: driving business model innovation From a commissioned study conducted by Forrester Consulting on behalf of IBM deploy late 34% of new IT Projects Server mgmt & admin costs New server spending Power & cooling costs
- 22. © 2015 IBM Corporation22 Cloud can scale operations to address marketplace dynamics and speed time to market Cloud uses near-real-time scaling to flexibly respond to planned and unplanned spikes— while supporting security and compliance Reduction in operating costs The ability to keep pace with a growing customer base efficiently and cost-effectively Improved customer satisfaction reduction in setup time4 improvement in server provisioning time4 Minutes to provision servers, down from two months4 99% 99% 4 Based on IBM client experience.
- 23. © 2015 IBM Corporation23 Cloud’s Business Enablers Social Media Mobility Hyper-connectivity Big Data 2 1 6 5 4 3 Clouds Six potentially “game-changing” business enablers Cost Flexibility •Shift CAPEX to OPEX •Scale costs to volumes •PAYG options Business Scalability •Rapidly scale up/down in response to events •Scale on-prem resources for efficiency Business Agility •Speed to market (months > days) •Quickly adapt to business changes Ease of consumption •Self service •Lower the barrier to consumption Eco-system Connectivity •Strategically reinvent customer relationships •Access new services that improve business processes Differentiation & Specialisation •Context-driven Variability •User-defined experiences •Increases relevance
- 25. Global footprint Superior performance Flexibility to fit YOUR needs Full control of your environment India China Tokyo Hong Kong Singapore Melbourne Seattle San Jose Los Angeles Mexico City Denver Chicago Dallas Houston Toronto Montreal BRAZIL New York City Washington D.C. Miami London Frankfurt Amsterdam Paris Sydney Atlanta Data center and Point of Presence New Data centers in 2014 Network Point of Presence
- 26. 21,000 leading-edge customers Social Software as a Service Mobile & Communications Marketing and Digital Media EnterpriseHosting & Service Providers Games and Entertainment Platform as a Service Bump Voxer Instapaper Yelp
- 27. IBM Bluemix Es un ambiente de Plataforma como Servicio (PaaS) con base en estándares abiertos (Cloud Foundry) para construir, ejecutar y administrar aplicaciones en la nube.
Editor's Notes
- http://www-03.ibm.com/press/us/en/presskit/42874.wss Dedication to every client’s success. Innovation that matters – for our company and for the world. Trust and personal responsibility in all relationships. http://w3.ibm.com/ibm/resource/research.html http://w3.ibm.com/bluepedia/display/en/IBM+Research http://www.research.ibm.com/ http://www-03.ibm.com/press/us/en/pressrelease/36463.wss Patents: Source IFI Claims Patent Services 2011 U.S. Patent Leaders 1. IBM 6,180 2. Samsung 4,894 3. Canon 2,821 4. Panasonic 2,559 5. Toshiba 2,483 6. Microsoft 2,311 7. Sony 2,286 8. Seiko Epson 1,533 9. Hon Hai 1,514 10. Hitachi 1,465
- http://www.ibm.com/annualreport/2010/ Software becomes about half of segment profit The role of software at IBM has evolved and grown dramatically in recent years and changed the very nature of the company. If you consider how the mix of our business has changed, you can begin to understand just how strategically important software is to IBM. In the past few years, IBM sold our PC division and also built a services business with our acquisition of PricewaterhouseCoopers Consulting. And software has gone from being a relatively small to a critical part of our revenue stream. Between 2000 and 2009, our software revenue has grown from US$12.6 billion to US$21.4 billion, with almost US$6 billion profit growth and an annual growth rate of more than12 percent. Software has also grown from 25 to 42 percent of IBM profits. Software is not only a rapidly growing part of IBM’s business—it is an area where we will continue to invest heavily. From 2007 to 2009, IBM invested US$8.2 billion in software acquisitions and US$9.5 billion in software research and development. We have also shifted the IBM software focus from middleware to business process– and business outcome–focused software across our brands, including IBM Information Management software: SPSS, Cognos IBM WebSphere® software: ILOG IBM Tivoli® software: Micromuse, Vallent IBM Rational® software: Telelogic IBM Lotus® software: WebDialogs IBM will focus future acquisition investments of approximately US$20 billion in key growth areas that leverage IBM’s global reach and scale. Since the beginning of 2000, we have acquired 130 companies in strategic areas including analytics, cloud, security and Smarter Commerce. http://www.ibm.com/investor/strategy/acquisitions.wss
- Gartner: “The nexus of forces” describes the convergence and mutual reinforcement of four interdependent trends: social interaction, mobility, cloud, and information. The forces combine to empower individuals as they interact with each other and their information through well-designed ubiquitous technology. http://www.gartner.com/technology/research/nexus-of-forces/ IBM + Apple http://www.ibm.com/mobilefirst/us/en/mobilefirst-for-ios/ IBM + Twitter http://www.ibm.com/big-data/us/en/big-data-and-analytics/ibmandtwitter.html
- Engines of Growth: Today, our strategic imperatives have become a significant part of IBM. Together, cloud, analytics, mobile, social and security represented 27 percent of IBM’s revenue in 2014. IBM generated more than 3,000 patents in these areas in 2014 and remains differentiated in our ability to integrate these technologies with our clients’ core business processes, data and systems.
- 10min chronicle of the game: http://www.youtube.com/watch?v=lI-M7O_bRNg&feature=player_embedded Televised Feb 2011 Ken Jennings Brad Rutter Watson no es sólo un súper motor de búsqueda. Puede encontrar una aguja en un pajar, pero también entiende el pajar. Los sistemas de computación cognitiva como Watson son capaces de: Entender las sutilezas y los matices del lenguaje humano, al imitar la forma en que las personas razonan y procesan la información. Generar hipótesis; mientras que los sistemas de computación tradicional son programados para calcular rápidamente y ejecutar tareas deterministas, los sistemas cognitivos analizan la información y proponen potenciales respuestas con cierto grado de confianza. Reprogramarse de manera continua a sí mismos, en base a lo que han aprendido de sus interacciones con los datos.
- Veo un lobo, un french puddle, una pareja bailando… cada quién ve lo que quiere… http://www.youtube.com/watch?v=okqLxzWS5R4 Cloud, Why it Matters? Concept: Utility Computing, John McCarthy 1960, Parkhill 1966 Computing resources will be provided as electricity Evolution (commoditisation): Innovation->Product->Service Technology: Virtualization, Gerald Popek 1974 Timing: Ancho de banda Attitude: There’s no real value in IT, it’s commoditised, it’s more like the cost of doing business
- Typically the discussion of test/dev in the cloud does not address production. A hybrid approach can address production requirements as well as deliver benefits of public cloud for test/dev. Splitting the application lifecycle across public and private, allows the benefits of each type of cloud to be realised. However to realise these benefits, the workloads have to be easily portable between cloud environments and the fixed assets of the Dedicated On-Premise cloud have to be effectively utilised when production workload is low. Open standards and workload portability allow fixed resources to be effectively utilised and PAYG only when peak workload requires. Security and networking is simplified as production/client data only remains within client DCs.
- User acceptance testing (UAT) is the formal testing with respect to user needs, requirements, and business processes conducted to determine whether or not a system satisfies the acceptance criteria and to enable the user, customers or other authorized entity to determine whether or not to accept the system. Acceptance testing is also known as end-user testing, operational acceptance testing (OAT) or field (acceptance) testing. System integration testing (SIT) is a testing process that exercises a software system's coexistence with others. With multiple integrated systems, assuming that each have already passed system testing Can also be applied to DR. Production and Pre-Production workloads shared across two data centres providing DR for production workloads. Manage costs within budget Schedule workloads and prioritisation dependant on available resources. Schedule dev/test projects based on peak workload expectation, manage costs within available budget. Burst workloads to commodity cloud under peak workload conditions. Chargeback to business units/Projects based on capacity consumption – type and utilisation. Variable income to IT dependant on business load. Execess workload backed off to public cloud to minimise investment Lower priority test workloads deferred to offsite resources Very low priority workloads deferred to pay as you go variable commodity infrastructure Resource planning for onsite verus’s offsite. – long term investment in DCs or movement to completely outsourced infrastructure Charge back of resources used Benefits from using pay as you go pricing. – variability of external resources is essential.
- It is estimated that by 2016, more than one-fourth of the world’s applications will be available in the cloud, and 85 percent of new software is now being built for cloud deployment. The NIST definition of Cloud Computing, Sept 2011 http://csrc.nist.gov/publications/nistpubs/800-145/SP800-145.pdf Resource pooling. The provider’s computing resources are pooled to serve multiple consumers using a multi-tenant model, with different physical and virtual resources dynamically assigned and reassigned according to consumer demand. There is a sense of location independence in that the customer generally has no control or knowledge over the exact location of the provided resources but may be able to specify location at a higher level of abstraction (e.g., country, state, or datacenter). Examples of resources include storage, processing, memory, and network bandwidth. Broad network access. Capabilities are available over the network and accessed through standard mechanisms that promote use by heterogeneous thin or thick client platforms (e.g., mobile phones, tablets, laptops, and workstations). Rapid elasticity. Capabilities can be elastically provisioned and released, in some cases automatically, to scale rapidly outward and inward commensurate with demand. To the consumer, the capabilities available for provisioning often appear to be unlimited and can be appropriated in any quantity at any time. Measured service. Cloud systems automatically control and optimize resource use by leveraging a metering capability at some level of abstraction appropriate to the type of service (e.g., storage, processing, bandwidth, and active user accounts). Resource usage can be monitored, controlled, and reported, providing transparency for both the provider and consumer of the utilized service. On-demand self-service. A consumer can unilaterally provision computing capabilities, such as server time and network storage, as needed automatically without requiring human interaction with each service provider.
- Let’s see how everything stacks up: Core IT represents everything you own and manage in your data centers (the full stack pictured here). This is still a critical part of enterprise IT - let’s take a look why it is beneficial and what it takes to manage all of this. Core IT Benefits As stable and customizable as the customer wants - the only main limitation is cost. Necessary for certain solutions (Core IT still has value in many scenarios i.e. transaction processing) Houses a lot of the investments most companies have already made (customer data, inventory, SAP, you name it). Core IT Time Commitment Typically takes weeks to setup an environment and deploy an initial app - customer manages entire stack pictured here Have to maintain hardware and software as well (think environment uptime, fixes, upgrades). Dedicated staff necessary. Thus, Core IT doesn’t lend itself to the experimental nature of development in the cloud/app revolution Infrastructure as a Service (and specifically IBM’s acquisition of SoftLayer) was the cloud’s initial answer to the need for faster deployments, faster environment setup, etc… by abstracting the infrastructure from the customer. IaaS Benefits Infrastructure (Networking, Storage, and Servers) managed by service provider. Most customizable cloud offering Solutions where` customizability of VM, OS, Middleware, or Runtime needed IaaS Time Commitment Customer sets up and manages VM (in some cases), OS, Middleware, and Runtime - these still take at least a matter of days to setup and reach an initial deployment Maintenance/upgrades necessary (VM, OS, middleware, runtime). We’ve realized that, in a large number of use cases, our customers want to move even faster and don’t need to spend the time managing the platform (VM, OS, Middleware, Runtime). Timing is critical if your apps (and the functionality they provide to your employees and/or customers) are to keep up with the new expectations and competition the app revolution has generated. IBM’s answer: Bluemix (platform as a service). PaaS Benefits Setup your environment and deploy apps quicker than any other offering Service provider manages the Infrastructure AND the platform PaaS Time Commitment Minutes to initial deployment - developer can handle everything on his/her own Maintenance and upgrades of Platform and Infrastructure handled by service provider => Focus on your apps and their data
- http://www.ektron.com/Blogs/Fred-Bals/Pizza-as-a-Service---On-Prem,-IaaS,-PaaS-and-SaaS-Explained-through-Pie-%28not-Pi%29/ Let us first look at the traditional on-premises world of content management systems. In the pizza world that translates into you doing everything yourself – everything from getting the ingredients together, to having the equipment needed to turn those ingredients into a cooked pizza, to supplying the dining table and beverages for your complete pizza dinner. If you’re into creating your own home-grown CMS, I suppose you could stretch the analogy to say that you’ve gone to the extreme of growing your own tomatoes, milking your own cows and kneading your own dough. Think of “Take and Bake” or “Go Get that Frozen Pizza” as an analogy for Infrastructure as a Service. All you need worry about is the stuff needed to warm and serve that pizza. In the CMS world, IaaS usually means having the vendor take care of the hardware running the content management system, making sure the server, storage, load balancers, network, and what-all are at peak performance. With Platform as a Service, you don’t even have to manage the underlying operating hardware or software. In the pizza world, all you need to do is set the table, because the pie will be delivered to you ready-to-eat. In the CMS world, the only thing you need to be concerned with is the CMS itself. The infrastructure and platform is taken care of by the vendor. And finally, we end up with Software as a Service. Pizza-wise, you’re dining out and enjoying a thin-crust or deep dish Chicago-style pie. In CMS-land, you’re free to concentrate on content for your website and your marketing initiatives, and don’t have to worry about patches, security, and maintenance upgrades.
- Global Footprint +40 Datacenters across three continents Only Cloud provider in the world with a global internet backbone 17 Network POPs including all major carrier exchanges worldwide 7 Tier 1 transit providers, 1400 private peers, pass about 500Gbps sustained IPv4 and IPv6 dual stack – every compute instance and ancillary service comes dual stacked Arbor Network & Cisco Network Analysis and DDOS Mitigation Enterprise DNS system consisting of over 400 load balanced physical nodes across 20 global locations 20,000,000 active domains 100,000+ physical nodes – millions of virtual machines 21,000 customers in 140 countries
- Finally, a quick look at our customer base will confirm that the innovators, visionaries and leaders building the next-generation of Internet scale apps are coming to SoftLayer. And this technology is deployed at scale today. Whether it is at companies like: FitBit . Internet centric companies and products like the Fitbit Tracker, a wireless-enabled wearable device that measures data such as the number of steps walked, quality of sleep, and other personal metrics. Or Bump an application created by Bump Technologies for the Apple's iOS and Google's Android operating systems, that allows two smartphone users to physically bump their phones together to transfer contact information, photos, and files to each other over the Internet. But it’s also enterpise companies.. Companies like: Repsol S.A. a Spanish multinational oil and gas company based in Madrid, Spain. It is the 15th largest petroleum refining company according to the Fortune Global 500 list,[3] employing over 40,000 people worldwide. Or LAN Airlines S.A. a group of South American Airlines based in Santiago, Chile and part of LATAM Airlines Group, Latin America's largest Airline holding. So we have internet centric innovators, and game-changing companies – who have built businesses that the world uses every day. Applications that we simply expect to be there – when we want them.. Ready to use… And there are enterprise customers who are using SoftLayer to transform their business, manage costs, drive innovation and stay ahead of the competition. You can look at the rest of these. What do they have in common? Internet Scale Innovation A reliance on the underlying platform. That says a lot about the technology that SoftLayer delivers! Referenced Clients from CMO @ SoftLayer and approved for high-level reference: SaaS:, BaseCase, HotelsCombined Social: Path, Slideshare Mobile: Bump, Fitbit, MagmaMobile Marketing/Digital Media: Struq, Simpli.fi Games: KIXEYE, Peak Games, 6waves, Garena Hosting/Service Providers: ZipServers, MidPhase, Distil Networks, MailChimp Enterprise (if needed): Repsol, LAN Airlines