The hybrid cloud model won’t work unless the infrastructure and functions in a system can be dynamically orchestrated. There are a growing number of vendors converging on this opportunity.

1. Analyzing the Business
of Enterprise IT Innovation
CONDUCTING
THE CLOUD
Orchestration – With a Focus on Test & Development
The hybrid cloud model won’t work unless the infrastructure and functions in a
system can be dynamically orchestrated. There are a growing number of vendors
converging on this opportunity.
CLOUDSCAPE
4 FINDINGS 5 IMPLICATIONS 1 BOTTOM LINE
• Management of all internal and • Vendors must provide automation • The hybrid cloud model won’t work
external resources and processes is of both infrastructure and unless the entities and functions
a challenge for large organizations. processes as the need to support in a system can be dynamically
A lack of commercial tools that can hybrid models and multi-cloud orchestrated. At best, the
help is widely cited as an inhibitor environments grows. opportunity for cloud orchestration
to cloud adoption. This is the vendors could be to provide the
• To support ‘best execution venues’
clarion call for cloud orchestration. missing link between the enterprise
for workload and data processing,
and cloud.
• Users will seek providers that assist orchestration functions will have to
in on-boarding T&D code and be rendered within a cloud control
other workloads from on-premises panel.
environments into the cloud, and
• A key issue for users is to what
provide rehousing onto internal
extent cloud orchestration vendors
resources for projects to be moved
will require the use of their tools in
into production.
an ‘all or nothing’ way, especially
• In the wake of high-profile cloud for functions already addressed by
outages, many enterprises are other vendors’ products.
eyeing multi-cloud strategies,
• This is an emerging market, and
often to meet governance and risk
vendors that already claim to have
requirements. Orchestration across
integrated, end-to-end approaches
multiple clouds is key.
will be scrutinized as ‘all or nothing’
• Some orchestration tools work plays, which will slow adoption.
at a high level of abstraction and
• The rise of ‘devops’ – the
offer a different set of controls and
confluence of application
capabilities than, say, virtual lab
development and IT operations – is
automation products that have been
a catalyst for cloud orchestration.
adapted for the cloud.
OCTOBER 2011
THE 451 GROUP: CLOUDSCAPE
© 2011 THE 451 GROUP, LLC, TIER1 RESEARCH, LLC, AND/OR ITS AFFILIATES. ALL RIGHTS RESERVED.

2. REPORT SNAPSHOT
TITLE Conducting the Cloud: Orchestration
– With a Focus on Test & Development
ANALYST William Fellows, Vice President, Research
RELEASE DATE October 2011
LENGTH 58 pages
ABOUT THIS REPORT
The hybrid cloud model won’t work unless all the resources and functions in a
system can be dynamically orchestrated. Cloud orchestration marries the disciplines
of automated self-service resource provisioning, on-boarding and management
with process, policy, governance and security. Without this kind of orchestration,
organizations cannot really play in the cloud. The cloud orchestration sector is lighting
up quickly as end users, vendors, integrators and investors alike seek to understand
whether it can provide the ‘missing link’ between the enterprise and cloud.
This report examines vendor approaches as they converge on this opportunity from all
points. We use test and development workloads – a key use case in the cloud – as a
lens to focus our analysis. The report offers extensive profiles of the vendors operating
in this space – including the Big Four systems management vendors and other major
players – as well as revenue projections for the market.
THE 451 GROUP: CLOUDSCAPE
© 2011 THE 451 GROUP, LLC, TIER1 RESEARCH, LLC, AND/OR ITS AFFILIATES. ALL RIGHTS RESERVED.

3. TABLE OF CONTENTS
SECTION 1: EXECUTIVE SUMMARY 1
1.1 MARKET OVERVIEW . . . . . . . . . . . . . . . . . . . . . 1
1.2 KEY FINDINGS . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3 USING T&D TO EXAMINE CLOUD ORCHESTRATION . . . . . . . . . . 3
1.4 METHODOLOGY . . . . . . . . . . . . . . . . . . . . . . . 3
SECTION 2: BIG FOUR IT MANAGEMENT PLAYERS 5
FIGURE 1: Projected Big 4 Cloud and CET Revenue . . . . . . . . . . 5
FIGURE 2: Big Four vs. Total CET Revenue . . . . . . . . . . . . . 5
2.1 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2.1.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . . 6
FIGURE 3: Features of IBM SmartCloud Enterprise and IBM
SmartCloud Enterprise+ . . . . . . . . . . . . . . . . . . 6
2.1.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . . 8
2.2 HEWLETT-PACKARD. . . . . . . . . . . . . . . . . . . . . . 10
2.2.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .10
2.2.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .12
2.3 CA TECHNOLOGIES . . . . . . . . . . . . . . . . . . . . . . 14
2.3.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .14
2.3.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .16
2.4 BMC. . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.4.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .17
2.4.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .19
SECTION 3: OTHER TIER-ONE IT MANAGEMENT PLAYERS 21
3.1 SERVICEMESH . . . . . . . . . . . . . . . . . . . . . . . . 21
3.1.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .21
3.1.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .22
3.2 FUJITSU . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.2.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .24
3.2.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .26
3.3 GALE TECHNOLOGIES . . . . . . . . . . . . . . . . . . . . . 26
CONDUCTING THE CLOUD
© 2011 THE 451 GROUP, LLC, TIER1 RESEARCH, LLC, AND/OR ITS AFFILIATES. ALL RIGHTS RESERVED.

4. 3.3.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .26
3.3.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .28
3.4 CSC . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
3.4.1 PROFILE. . . . . . . . . . . . . . . . . . . . . . .29
3.4.2 CAPABILITIES . . . . . . . . . . . . . . . . . . . .31
SECTION 4: CLOUD T&D AUTOMATION VENDORS 33
FIGURE 4: T&D Players Total Cloud & CET Revenue . . . . . . . . . .33
4.1 INTRODUCTION & BACKGROUND . . . . . . . . . . . . . . . . . 33
FIGURE 5: 451 Cloud-Enabling Technologies Taxonomy . . . . . . . . .34
4.2 ESTABLISHED VENDORS . . . . . . . . . . . . . . . . . . . . 34
4.2.1 Citrix Systems/VMLogix . . . . . . . . . . . . . . . . .34
4.2.2 Quest Software/Surgient . . . . . . . . . . . . . . . . .35
4.3 HOSTED T&D PLAYERS TO WATCH . . . . . . . . . . . . . . . . 36
4.3.1 Hatsize, CloudShare & Skytap . . . . . . . . . . . . . . .36
4.4 THE 451 TAKE ON ‘DEVOPS’ DIRECTIONS . . . . . . . . . . . . . . 37
4.4.1 Electric Cloud . . . . . . . . . . . . . . . . . . . . .38
4.4.2 Cisco newScale . . . . . . . . . . . . . . . . . . . .39
4.4.3 Cloud9 IDE and Emerging Development-as-a-Service Market . . . . .41
4.4.4 T&D Summary. . . . . . . . . . . . . . . . . . . . .41
SECTION 5: PLAYERS TO WATCH 42
5.1 VERIZON/CLOUDSWITCH . . . . . . . . . . . . . . . . . . . . 42
5.2 CIRBA . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
5.3 EMBOTICS . . . . . . . . . . . . . . . . . . . . . . . . . 44
5.4 VKERNEL . . . . . . . . . . . . . . . . . . . . . . . . . 46
5.5 NIMBULA. . . . . . . . . . . . . . . . . . . . . . . . . . 46
5.6 REFLEX SYSTEMS . . . . . . . . . . . . . . . . . . . . . . 48
5.7 NEXAWEB TECHNOLOGIES . . . . . . . . . . . . . . . . . . . 49
5.8 CLOUPIA . . . . . . . . . . . . . . . . . . . . . . . . . . 50
5.9 KAAVO. . . . . . . . . . . . . . . . . . . . . . . . . . . 53
5.10 RACEMI . . . . . . . . . . . . . . . . . . . . . . . . . . 54
THE 451 GROUP: CLOUDSCAPE
© 2011 THE 451 GROUP, LLC, TIER1 RESEARCH, LLC, AND/OR ITS AFFILIATES. ALL RIGHTS RESERVED.

5. 5.11 RIGHTSCALE . . . . . . . . . . . . . . . . . . . . . . . . 55
5.12 ENSTRATUS NETWORKS . . . . . . . . . . . . . . . . . . . . 56
5.13 ATOS . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
INDEX OF COMPANIES 59
CONDUCTING THE CLOUD
© 2011 THE 451 GROUP, LLC, TIER1 RESEARCH, LLC, AND/OR ITS AFFILIATES. ALL RIGHTS RESERVED.

6. ABOUT THE 451 GROUP
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