HCLT Whitepaper : Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefits

1,588 views

Published on

http://www.hcltech.com/it-infrastructure-management/overview- More on Infrastructure Management

http://www.hcltech.com/it-infrastructure-management/overview-More on Infrastructure Management

http://www.hcltech.com/ - More on HCL Technologies

Let’s lead off this discussion by defining terms. A data center migration is not either a “software migration” or a “data migration,” although both of those things are sometimes carried out concurrently with a data center migration. No, a
data center migration (DCM) entails the relocation of a data center—either a local, regional or national center or the relocation of a
company’s entire IT operation—to a new and
almost always larger facility. Software
migrations, data migrations, rolling out new
applications enterprise-wide or even adding a whole facility’s worth of new users are in-patient procedures; a data center migration is major surgery. So please be patient [sorry] with us as we
outline when and why it makes sense to go under the DCM knife and which providers might have the requisite bedside manner

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,588
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

HCLT Whitepaper : Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefits

  1. 1. White Paper |Data Center Migration:Perils and Pitfalls, Best Practicesand Business Benefits May 2008 Quantify. Innovate. Communicate. WIN.
  2. 2. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsTable of ContentsSECTION PAGE(S)Data Center Migration: WHY 3Data Center Migration Market 4“DCM Gone Wild” Wrong 5Best Practices: How to Do DCM 5Exhibit DCM-1: Checklist for choosing a data center migration vendor 7HCL: How One Provider Does DCM 8Exhibit DCM-2: An all-encompassing philosophy for data center migration 9Benefits/Payoffs of DCM 10DCM Case Study 10Conclusion 11page 2 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  3. 3. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsData Center Migration: WHY To put a nice (green?) bow on this section: data center migration and consolidation can improveLet’s lead off this discussion by defining terms. A agility, reduce complexity and leverage strategicdata center migration is not either a “software resources to help IT deliver what is increasinglymigration” or a “data migration,” although both being called “the agile enterprise,” all the whileof those things are sometimes carried out positioning your organization as a moreconcurrently with a data center migration. No, a environmentally-friendly corporate citizen anddata center migration (DCM) entails the saving money in the process.relocation of a data center—either a local,regional or national center or the relocation of a 2. Risk mitigationcompany’s entire IT operation—to a new and 3. Cost reductionalmost always larger facility. Software Cost reduction is self-evident when you think of amigrations, data migrations, rolling out new data center migration as the linchpin of a dataapplications enterprise-wide or even adding a center consolidation; you have multiple redundantwhole facility’s worth of new users are in-patient data centers and you consolidate them all down toprocedures; a data center migration is major one or at least fewer than you had before. Thatsurgery. So please be patient [sorry] with us as we may save a ton of money because you’re nooutline when and why it makes sense to go under longer replicating human, equipment andthe DCM knife and which providers might have environmental resources across so many differentthe requisite bedside manner to help you pull centers. But risk mitigation? Think of it the waythrough successfully. you might think about having multiple credit card accounts: every open account is another place forThe top reasons why companies undergo a DCM bad things (including hackers and cybercrime) toare as follows: happen, so if by “migration” you mean “consolidation,” you are automatically creating 1. Green IT guidelines fewer points of potential failure. Or perhapsLike it or not, today’s corporate color is green and you’re moving a far-flung data center closer tocompanies are scrambling to find ways either to home base so it’s easier to dispatch your mostcomply with new regulations emerging from senior troubleshooters at a moment’s noticepolitically correct regimes or to gain a PR boost should things go awry.by at least appearing to be moving in the rightdirection. One way to boost efficiency and green- 4. Service improvementsfriendliness almost overnight is to abandon old 5. IT outgrows current facilitiesbuildings with energy-guzzling environmentals 6. Mergers and other recently acquiredfor a sparkling new facility designed to today’s IT infrastructuresenergy-efficient specifications. You can Everything we do should be in some wayaccelerate the effect by ensuring that while connected with providing better service to ourmoving to those new digs you also eliminate internal and/or external clients, and in fact theobsolete, energy-hungry legacy systems and promise of a wider array of higher-qualityreplace them with newer, far more energy- services is usually the best or only way to gainefficient systems. It’s not quite as simple as top management buy-in for major IT moves like acomparing the energy usage tags on competing data center migration. Perhaps the aging facilitiesrefrigerators at your local home appliances you have now cannot keep pace with growth,retailer, but competing servers and switches do both in terms of sheer volume of users and eachcarry different energy footprints and there can be user’s growing, diversifying requirements, andnight and day differences between any brand of migrating to bigger, better facilities may be thetoday’s devices and those manufactured 5-10 only way to keep up. And anyone who has everyears ago that are probably still chugging away in lived through M&A—which means just about allyour shop right now. of us by this point in time, right?—will attest topage 3 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  4. 4. Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefitsthe chaos than can and usually does ensue when MarketPOWER is happy to step boldlywe try to integrate multiple IT operations in the into the gap. Our special expertise,wake of any commingling of companies; contacts and ongoing research in thesomebody’s migrating somewhere as part of managed service provider (MSP) space render some advantages in beginning tostockholder-appeasing consolidation and cost- size the data center migration market,saving measures. which we estimate is currently $7 billion globally. This figure includes software, 7. Moving to outsourced operations hardware, service, consulting, ongoingSome companies take data center migration all maintenance and the additional humanthe way by simultaneously “migrating” to a new resources, both short-term and ongoing,IT management model: outsourcing their IT required to effect successful migrations.operations. On the surface this certainly seems to It does not include the opportunity costtake our concept of DCM as major surgery to a of reallocated human resources insidenew level of pain. Yet surprisingly, an increasing the company that is undergoing the migration; in other words, those who arenumber of the companies we talk with, once they not specifically part of any DCM budgetget executive minds around the concept of what it line item—in that many companies domeans to relocate their essential IT resources to a not even have a discrete budget fornew location, are actually more comfortable with DCM—yet whose talents (and bottomturning their IT operations over to a focused line: time) are reallocated to theexternal provider from that point forward. migration as needed.DCM Market For a bit more perspective, the global market for operations and businessThus far most companies we speak to have not support systems (OSS/BSS)—in otherbroken out a separate budget for data center words, the software, hardware, servicesmigration projects. This may be understandable and ongoing maintenance/support thesince a data center migration is normally a one- world’s service providers such astime project, but to put a finer point on it, in fact, Verizon, BT, SingTel and Telefónica usefewer than 15% of the companies we have spoken to manage their networks andto have established a specific budget for a systems—has hovered between $10migration even in the very same year in which it billion and $15 billion since we first scoped the market at Gartner in the mid-occurs. So perhaps it is no surprise that at the 1990s. (The death of nearly all of themoment there is little concrete research in this CLECs/DLECs and other competitivearea, and again, since for most companies it is not carriers combined with rampantan ongoing cost, most market observers do not consolidation of formerly separateeven consider it a market unto itself. Yet our carriers under AT&T, Telmex and a fewresearch shows a five-year trend toward more and other global supercarriers has kept thatmore data center migrations for the reasons we market in check.) Data center migrationoutlined in bullets 1-7 earlier in this discussion. is indeed a sizable and apparentlyAs we set off on this journey together it might be growing market, and we think one wortha good idea to bring a “map”: estimated size of serving, not to mention budgeting for.the market so the vendors we will be dependingon to provide the technology that makes it allpossible can assess the scope of the opportunity.page 4 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  5. 5. Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefits“DCM Gone Wild” Wrong damage by “losing a week” in their competitive markets and with their customers. A number ofRelocating a data center is fraught with peril: hosting/outsourcing companies and MSPs havemigrating servers and platforms running mission- taken hundreds of thousands of customer sitescritical business applications is serious business. offline for as long as three to an astounding sevenSystems and apps must function correctly. (!) days, not only losing customers forever butDowntime is not an option. Any time you relocate also facing lawsuits over the outages, both ofequipment you run a high risk of hardware which threaten their very survival.failure. The only way to guarantee success wouldbe to replicate every piece of equipment, all Best Practices:operating systems and software applications, test How to Do DCMall of it to perfection, then carefully migrate allcompany data and test everything again with all OK, so the orders have come down from on highdata now resident. Of course, that would be far and you are faced with a data center migration. Ortoo expensive for most customers. So we find you are “the decider” in your IT world and youourselves humming the same old/new tune: we have concluded a data center migration is inmust trade off optimal implementation of order. What do you do next? Here’s our nine-steptechnology vs. limited resources available for the plan of action:implementation. 1. Assessment, analysis and documentationWe already mentioned that only a small subset of 2. Strategycompanies even budget specifically for a data 3. Resource allocationcenter migration. That is important not because it 4. Communications plancomplicates the efforts of we in the high-tech 5. Design & buildchattering classes to quantify the market but 6. Implementationbecause it means IT shops are left to “figure it 7. System and application testingout” with existing resources, with staff 8. Data migration“moonlighting” on the DCM project such that 9. Wrapup/maintenanceboth the migration and day-to-day IT tasks suffer. First you must document the equipment being Our research indicates that fewer than migrated, the number of systems from which data one-quarter of data center migrations will be migrated, and other data sources such as are executed within both the timeframe separate files “owned” by various users. At this and “costframe” originally planned, time you should build a database of all existing budgeted and promised. Participants in equipment, applications and data structures and (or what is more accurately termed decide whether to migrate each one. You should “survivors of”) migrations cite one roadblock above all others: failure to also determine the importance and quality of the accurately capture the scope of the data you’re considering migrating along with the project and thus plan for its success. systems; resist the urge to do a total housecleaning that will inevitably discardDCM is major surgery…and the pain is beginning valuable data, but this is also an opportunity toto spread because the universe of companies lighten the load by migrating only what is trulyundertaking data center migrations includes not pertinent to the business.only those moving their own IT operations butalso the ranks of hosting companies who have the It is easy to get caught up in details and businessIT fortunes of thousands of customers riding on protocols. Force yourself to think strategically bytheir migrations. The industry is rife with news constructing an overview of not only theaccounts of companies whose botched data center migration but the reasons for the migration andmigrations have done serious if not irreparable drive that throughout all migration processes.page 5 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  6. 6. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsDuring the early phases of the migration, only “migration” you do is to migrate data andremember one thing: MILEAGE MATTERS. applications.Let’s say you’re moving a data center a long way Assign internal/external resources and projectto consolidate with another center. Or perhaps managers including a central project manageryou’re currently running your company’s IT who is empowered to have the final say/signoffstructure internally but you are moving to an approval for the migration. Data centeroutsourced model, so you must move your IT migrations where every decision is made ‘byoperations to the outsourcer’s data center. It’s committee” are a fast road to ruin. Establish whousually OK to move servers less than 1,000 miles needs to know what, and when, not onlyand over a period of 10-24 hours, but if you’re internally but among customers and other externalmoving to a data center that’s 2,000 or miles contacts/providers. Provide a central informationdistant you can usually count on it taking from command where all participants can go to gettwo days to a week, creating too much downtime status updates and share information about thefor most organizations to bear and sky-high migration. Complement that with brief, simplifiedshipping/transport costs to boot. If you’re going internal communications to company-wide userscountry-to-country you may also run up against about how the migration is going and when theyvarying electrical requirements such that devices can expect to access systems, tools andmay not operate properly in the new location. In applications, whether you create a “next level up”this instance you may or may not care a whit URL or simply distribute e-mails for this purpose.about “being green,” but you’d better care aboutkeeping your company in the black and keeping Exhibit DCM-1 on the following page offers ayourself out of white-hot water, so for anything checklist of what to look for when selecting aover a 2,000-mile move you’d better plan on provider to manage a migration.acquiring and building out new servers so thepage 6 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  7. 7. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsExhibit DCM-1: Checklist for choosing a data center migration vendorCriterion FactorsExperience Previous migrations executed: how many, client types, technology coverage Diversity of migrations: new build, lift and shift, transformation Any time/cost overruns in previous projects? Experience in risk assessment and feasible mitigation of that riskTeam structure formation and “people profile” Heightened focus on composition of project management organization (PMO) Relevant experienced people in each roleKnowledge and ownership of all project delivery Knowledge (and ownership of) work to be done bycomponents, “internal” and otherwise third parties including logistics and annual maintenance contract vendors, transit insurance, contractors, etc.; must have proven experience clearly articulating and getting work with all parties as if they were core provider Fully manage the hosting facility build from a project management standpoint Project experts in each area: servers, network, storage, infrastructure, applications, etc.Project execution methodology Clear understanding of work to be done during due diligence (DD), planning and execution Use of asset discovery, data migration, power calculation, floor and rack layout tools to ensure systematic approach All the phases in project should be part of overall project template with clear output objectives/timeframes Focus on documentation of information learned during DD and planning processGovernance Communications plan Risk mitigation processesFlexibility Flexibility to adapt to changes midway during projects Flexibility to ramp resources up and down as the need arisesWork location Willing to work onsite for the duration of the contract? If not: does off-site work lower project price? (Hint: it should)Pricing Willing to agree to a fixed-price DCM project cost to guard against any cost escalation “surprises”?page 7 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  8. 8. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsHCL: How One Provider client assigning resources and project leaders and creating a communications plan and a governanceDoes DCM model to escalate any issues and mitigate risks.HCL is one of the world’s leading managedservice providers (MSPs), so it stands to reason In any migration, planning is the phase wherethat its approach to data center migrations would project plan is formulated, and HCL usuallybe far less equipment-mercenary than some other completes the migration plan in 3-4 months.providers (“move all the boxes and ask questions Amazingly in a market where planning should belater”) and more focused on a holistic, service- the core of what everyone offers to support dataoriented view of the life cycle of a migration, as center migrations, its planning prowess is actuallyexpressed in Exhibit DCM-2. a selling point for HCL. The company often re- creates much or all of the client’s existingWe will talk more about HCL’s strategic documentation to serve as a best practices auditapproach to migrations a bit later in this section, so the entire system can be effectively replicatedbut one key point HCL considers with its in the new data center environment.customers in any migration today is the Another HCL strength is strategy. It has foundopportunity not merely to move and consolidate that in most data center migrations, 60-70% of thebut to become a green company—at least from job is in basic systems logistics and 30-40% inthe standpoint of its IT operations—in the applications. It also brings an understanding ofprocess. Depending on nation and local the opportunity that migration presents to rid thejurisdiction, companies (like consumers) who go customer organization of outmoded or obsoletegreen may be eligible for government funding in equipment. In the data center migrations HCL hasthe form of energy rebates and/or favorable tax executed for clients to date, 30% of a customer’streatment tied to implementation of energy- existing application servers have made the movesaving, carbon-footprint-lowering technologies and HCL has usually done what it terms aand practices, and HCL helps its clients reap “refresh” of storage and tape libraries andmaximized benefit. networking equipment. HCL also provides customer financing of new equipment.When HCL signs on to implement a data centermigration, it first manages the migration and then Any objective analysis of HCL’s data centerhosts the network and applications. Serving as an refresh plus migration model would have to“IT moving company” is a valuable function for include the notion that of course HCL is in favorcompanies who specialize in those services, but of the migration client purchasing newwhen HCL agrees to manage a migration it is also equipment: not only is it easier to start from acontracted to provide the customer with managed brand-new baseline, but HCL probably earnsservices on an ongoing basis. built-in profit from marking up every new piece of equipment the client buys. HCL claims that inUpfront it provides assessment, analysis, actual practice it cannot match the pricing of “thedocumentation and strategy. The company works IBMs of the world” and that its clients mostto understand the client’s entire business and commonly buy the new equipment direct from thetechnology landscape in its existing data center(s) manufacturers.and applications, with a focus on whether systemsare integrated or separate and how they are While migration planners set the strategy, thealigned with the business. HCL ramps up a team execution team physically deconstructs andto understand exactly what the customer has in reassembles everything on the other end: stagingterms of core applications such as HR, finance and testing of systems, then application testingand administration with an eye toward how and data migration. All systems go through pilotcustomer resources can be leveraged to expedite and commissioning; staging systems follow thethe move. Teambuilding is key, with HCL and the process identified in project planning.page 8 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  9. 9. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsExhibit DCM-2: An all-encompassing philosophy for data center migration Migration Philosophy HCL ConfidentialGo-live is a two-week process during which HCL the migration during nights, weekends and off-brings up the least critical systems first, tests for peak periods to avoid interrupting key businessthings like IP conflicts, and teams work on processes. The migration is backed by anvarious modules applications as directed by the apparently foolproof backup plan: if a migrationproject managers. In all, the process of is not completed in the planned timeframe, HCLapplication shutdown, operating systems (OS) acquires the necessary mainframes and servers forshutdown and equipment shutdown, then a week at a time to keep the client’s businessstartup/deployment in the new data center, takes applications running as the cutover continues.12-24 hours. The core team makes the criticalcalls as the project proceeds. Once the customer has signed off on the migration, HCL executes the go-live and beginsProper planning and good communication are ongoing support processes. The company spendsobviously key components of an HCL data center several additional months on-site to ensuremigration, but there are other reasons HCL has operational and business continuity throughsuccessfully executed data center migrations integration of the migration team into the newwhile some other companies’ migrations have operations team, so there is continuity ofresulted in disaster. The first rule is to do much of understanding of both the environment and the business processes.page 9 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  10. 10. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsWith every new customer, HCL continues its own • Future-proof IT: in cases where alearning process through ongoing R&D focused company executes a DCM as part of aon greater efficiency and cost-savings including move to outsourcing, keeping pace withreducing data center power consumption, cooling technology is on outsourcer/hoster/MSP’sand other environmentals, and things like the shoulders…and if it does not keep up,most efficient, practical racking configurations. It client is free to move to another provideris a systematic approach in more ways than one: • Improved data center security, whichHCL employs backup, data replication, translates into security for applications,performance testing, asset discovery, asset power product and company trade secrets, HR,and floor/rack planning tools and systems to global business contact databases and anyensure the success of the migration. other confidential company data • Disaster recovery planningAn HCL DCM engagement can follow one of two • Spatial optimization: most DCMs resultpricing models. The first is so-called “black box” in 10-20% space savings simply throughpricing where the customer pays one lump better rack-by-rack organization of assetssum/flat fee and HCL’s profit or loss on theproject depends on how cost-effectively it DCM Case Studyperforms. The other is a modular, flexible charge CLIENT:where the customer pays on a time and materials Europe’s largest specialty electronics retailer, anbasis for HCL’s expertise and services. Following FTSE 100 company.the migration HCL offers its managed services ona pay-as-you-go application service provider FOOTPRINT:(ASP) model. One of the reasons customers are Client is based in the U.K., is expanding itswilling to pay the price is that instead of facing existing operations in France, Spain and Italy, isthe risks of these projects—systems that may not opening stores in Central and Eastern Europe andcome up “on the other side,” people and other owns a majority interest in an electrical retailerinternal resources who may or may not continue based in Greece.to be available throughout the lifespan of amigration—HCL assumes the risk for them. OBJECTIVES: • Implement customized data centerBenefits/Payoffs of DCM hosting and data center consolidationEarlier we outlined the reasons companies usually • Improve flexibility and agility of serviceundertake a data center migration. So which model to position company to meet futurebenefits are they actually realizing? business requirements • Achieve asset relocation with minimal • Better data center facilities engineered to disruption enterprise-class standards • Reduce technology risks associated with • Cost-savings—some organizations are unsupported, non-strategic hardware and saving millions annually—through highly software efficient IT operations: • Reduce vendor management overhead o Less expensive annual support through strategic partnering contracts • Reduce overall IT cost o Infrastructure that is optimized, not duplicated TECHNOLOGY ENVIRONMENT: o Headcount reductions to support • Complex IT landscape with many consolidated facilities interdependencies • Improved availability (uptime) and • Servers: 350+ Windows, 100+ Unix, performance of systems and applications 15+ Novell Netware • Mainframepage 10 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  11. 11. Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefits • Three AS 400s Mainframe migration/cutover. • 2,000+ simultaneous batch jobs • Migrated customer from aging legacy • Mailboxes, Microsoft Exchange servers, system to latest high-performance IBM Z domain controllers Series platform • 300+ applications • Included cutting over customer’s crucial • 100+ network devices trading inventory management appsKEY CHALLENGES: SAN refresh/consolidation. • Balancing service downtime versus cost • Implemented new Wintel SAN via HP of “swing equipment” (hardware used by EVA, Unix and mainframe production customer for a period of 1-3 months to via HDS NSC 55 and test/dev/QA ensure continuity throughout a migration) systems via HDS 9970 • Capturing proactively, in the planning • Consolidated all storage facilities into a stage, crucial IT environment data that single centralized SAN existed only in the minds of customer • Provided for reallocation of data, and subject matter experts (SMEs) mapping of test/dev/QA data to the live • Managing cycle time and budget production data, across two different constraints SAN boxes • Managing zero defect coordination with multiple agencies Data Center Migration: • Foreseeing device functionality issues It’s a (Qualified) GO arising from layout, interface or any other changes generated by the migration Companies undertake data center migrations for a • Melding people and other resources from number of good reasons: To implement green IT. customer, HCL and third parties into a To reduce cost and risk in their IT operations. To seamless team improve service and availability. Sometimes it’s less about the day-to-day and more about the bigRESULTS: picture: M&A necessitates management of new IT facilities. Perhaps your organization wants toData center migration/consolidation. test to outsourcing waters, or your IT equipment • Project consolidated three data centers and staff have simply outgrown current facilities. into a single dual-site HCL campus • Customer saved 3,000 square feet of data The risks can be great. Relocating a data center is center capacity through rack optimization fraught with peril because if things go wrong it and effective cooling handling can threaten the core functions or even survival of • Redesign of network architecture the business. Yet your chances of success are eliminated latency issues and bottlenecks increased if you follow our nine-point plan of action. This includes assessment, analysis andVirtualization/automation of Wintel systems. documentation; formulating the DCM strategy; • Savings of 10:1 over previous good communication across the migration team configuration: slashed server usage from and the entire company; design, buildout and 150 to 15 implementation; testing systems and apps “on the • Implemented Citrix on Blades for other side;” and good follow-through in the form business applications of solid on-site support and maintenance to • Virtualized 150 Wintel systems onto ensure business continuity. While all of these VMware ESX servers steps are important, maybe the most important • Used HP tools to provide automated component is proper allocation of resources, Wintel server monitoring human and otherwise, with at least some of them fully dedicated to the migration, for the full duration of the migration. Because our researchpage 11 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  12. 12. Data Center Migration: Perils and Pitfalls, Best Practices and Business Benefitsshows—and if you ignore this, your experience recovery. Space savings through optimized rack-will likely reflect—that the greatest points of by-rack organization of your IT assets.failure in DCM are poor planning and over-reliance on “shared resources” to both manage the We think these are tangible benefits worthmigration and still be responsible for every aspect investing in, and the worldwide IT community isof their normal day-to-day functions. beginning to agree:: we estimate the current global data center migration market at $7 billion.A word to the wise: do not take on a migrationalone. Choose a capable provider, using our MarketPOWER, LLCchecklist in Exhibit DCM-1, and preferably one This document has described the perils, pitfalls,that takes an end-to-end comprehensive approach best practices and business benefits of data centerto not only getting you through the migration but migration. If your organization is not yet amongensuring business continuity afterward. those with proactive planning and budgetary processes to deal with data center migrations, theIf you approach DCM with your eyes open you time is right and the time is now.can sidestep the pitfalls and reap the benefits:Improved data center facilities engineered to More information:enterprise-class standards. Quantum leaps in +1 760 643 0921 | +1 760 583 4079operational efficiency and resulting cost savings. action@marketpowerLLC.comHigher application availability and performance. http://marketpowerLLC.comFuture-proofing your IT operations. Trulyeffective data center security and disasterpage 12 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  13. 13. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsAbout the Authors Jeffrey Paul Cotrupe is CEO of MarketPOWER, LLC, which he founded in 2003. Cotrupe is a former practice leader at Gartner and a director at ADC Telecommunications (Nasdaq: ADCT) who helped relaunch a research practice at RHK (now Ovum); alumni of that RHK service are the founding partners of research firm OSS Observer. Cotrupe earned his B.A. at Auburn University and a Radiotelephone license with Broadcast certification from the Federal Communications Commission (FCC). Sumit Agrawal is Global Business Manager for the Datacenter Transformation Practice. He has been part of HCL for the last 5 years and has extensively worked in the area of Datacenter technologies like Servers, Datacenter Facilities, Asset Relocation, Virtualization and Datacenter Facility Consolidation. Sumit is been part of many startup business propositions in HCL. Having architected HCL’s first successful datacenter migration project, he has wet his hands in each aspect of asset relocation project, be it business acquisition, project planning, project management infra vertical tracks and datacenter facility preparation. He is currently championing the HCL Green Datacenter Initiative. Sumit is an MBA having spent his initial years in IT sales.About HCLHCL’s Infrastructure Services Division (ISD) is Indias leading IT services provider and one of the world’s leadingmanaged service providers (MSPs) delivering remote infrastructure management (RIM) services. A focused player inthe IT services arena, HCL ISD seeks to provide simplified infrastructure solutions through delivering high-performance management services for complex, distributed infrastructure environments encompassing the Internet,client and legacy based infrastructures. HCL addresses the growing demand for the cost-effective management oftechnology infrastructure across geographically dispersed locations. With a mission to develop innovative solutionsfor enterprises worldwide, the company has developed and pioneered a unique model for RIM that enables customerorganizations to achieve superior infrastructure performance and significantly reduced costs. HCL providesinfrastructure management services to more than 145 clients worldwide, including more than 60 Global 1000 (G1000)companies. Founded in 1993, HCL ISD today has a highly experienced and established leadership and delivery teamacross key geographies with 27 offices in 17 countries. HCL has nine global delivery centers in India with one each inPoland, Malaysia, China, Ireland, Singapore and Saudi Arabia, and has alliances with more than 30 prominenttechnology providers, institutes and consulting firms. HCL ISD is a wholly-owned subsidiary of HCL Technologies, the$1.7B international unit of HCL Group (the latter a technology giant in India with annual revenues of US$4.3 billion).HCL leverages its “offshore + near shore” outsourcing model to provide extremely competitive pricing, but while lowcost is undoubtedly a factor in its customer wins, we believe its aggressive stance to build itself into the world’spremier MSP delivering RIM services—and the fact that it is one of the few major technology players that can say “wedeliver BSM solutions” with a straight face—are greater contributors to its success than price alone. The flexibleownership and engagement terms it offers its customers are a decided advantage in a market where competitorsoften tout their wide-ranging product and service lineups but in actual practice tend to place the same arrow in theirquiver every time. The company refers to its services model as “co-sourcing,” reflecting a true partnership in whichthe customer can outsource discrete activities in stages that meet its business requirements while HCL managesday-to-day IT operations and adds value by applying technology and process expertise and best practices. Under thehood, HCL has also developed a global reputation as a company that is willing to undertake remote management of acustomer’s IT infrastructure regardless of where the infrastructure is located. The main reason is that the companyhas done the heavy lifting to establish a jaw-dropping nine delivery centers in India alone and another half-dozenacross EMEA and APAC, including a center in Poland that opened in 2007.About MarketPOWER™, LLCMarketPOWER™, LLC has been helping clients win market share, boost customer retention and build thoughtleadership since 2003, unlocking areas of innovation and synergy to help companies achieve their financialobjectives. MarketPOWER has provided analyst services to Yankee Group and strategic consulting services from theSilicon Valley to a spinoff of Telecom Italia; relaunched companies and helped others win tens of millions in Series A-page 13 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™
  14. 14. Data Center Migration: Perils and Pitfalls, Best Practices and Business BenefitsB-C venture capital funding; and conceived, designed, named and launched products/features/companies includingrespected research firm Stratecast (a unit of Frost & Sullivan).MarketPOWER provides expert insight in these areas and more: Operations and business support systems(OSS/BSS) | Managed service providers (MSPs) and remote infrastructure management (RIM) | Wireless services,infrastructure and management including location-based services (LBS) and virtual and mobile virtual networkoperators (VNOs/MVNOs) | Enterprise management including SMB, mid-tier and large enterprises | Next-generationasset management (NGAM) and the configuration management database (CMDB).NOTICESThis document may not be duplicated, reproduced, stored in a retrieval system or retransmitted, in whole or in part,without prior written permission of MarketPOWER, LLC. All opinions, estimates and related content herein constituteMarketPOWER’s judgement as of this date and are subject to change without notice. MarketPOWER name and logoare trademarks of MarketPOWER, LLC. Other trademarks property of their respective owners. ©2008 MarketPOWER, LLC. All rights reserved. http://marketpowerLLC.com | +1 760 643 0921 | +1 760 583 4079 | action@marketpowerLLC.compage 14 of 14 ©2008 MarketPOWER, LLC. All rights reserved. MarketPOWER ™

×