Cloud Computing Overview


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An overview of CloudComputing

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Cloud Computing Overview

  1. 1. Corporate Strategy Cloud Computing: A Nova Realidade em Tecnologia da Informação Marcelo Sávio IT Architect1 © 2011 IBM Corporation
  2. 2. IBM: 100 Years (1911-2011)
  3. 3. The world is getting smarter – moreinstrumented, interconnected, intelligent. Smart Intelligent Smart food Smart Smart energy Smart retail traffic oil field systems healthcare grids systems technologies Smart water Smart supply Smart Smart Smart Smart cities mgmt chains countries weather regions3 © 2010 IBM Corporation
  4. 4. IT Infrastructure needs to get Smarter 70% 70¢ per $1 78% Of companies in the 70% on average is global 1,000 will have of CIO’s want to spent on maintaining to modify their data improve the way they current IT centers to meet use and manage increased power infrastructures versus their data and cooling adding new requirements capabilities IT Infrastructure is under pressure It’s not built for what’s coming 10x 80% 1 trillion 6 terabytes Of digital data growth Digital data is Devices will be of information is will be “unstructured” projected to connected to the exchanged over the and requiring grow tenfold internet by 2011 internet every significant effort to from 2007 to “understand” and second 2011 analyze4 © 2010 IBM Corporation
  5. 5. Information Explosion10211018101510121096 © 2010 IBM Corporation
  6. 6. Where the Growth Comes from7 © 2010 IBM Corporation
  7. 7. Corporate Strategy What is Cloud Computing?8 © 2011 IBM Corporation
  8. 8. Corporate Strategy A new era has begun Mainframe Era PC / Client-Server Era The Network Era Cloud Computing Era 1960s 1970s 1980s 1990s 2000s 2010s+ In just the last decade, we’ve moved from static websites and slow internet modem dial- up to $$$Bn e-commerce, pervasive mobile and “tweeting” the world! In the next decade, we may have witnessed a dramatic transformation in the way IT is bought / consumed, to a highly flexible, pay-as-you-go, standardised model. All bets are off !9 © 2011 IBM Corporation
  9. 9. Corporate Strategy Cloud is a new Consumption & Delivery Model that relies on the industrialization of delivery for IT supported Services “Cloud” is: “Cloud” enables: a new consumption Self-service and delivery model Sourcing options inspired by consumer Internet services. Economies-of-scale “Cloud” represents: “Cloud” can be: The Industrialization of Private, Public and Hybrid delivery for IT supported Workload and/or Services Programming Model Specific10 © 2011 IBM Corporation
  10. 10. Corporate Strategy Cloud Computing exhibits a set of well-defined characteristicsCloud Characteristic DetailsAdvanced virtualization IT resources -from servers to storage, network and applications- are pooled and virtualized to provide an implementation independent, efficient infrastructureSelf service through Uniform offerings readily available from a services catalogStandardized offerings based on public interfacesElastic scaling Resources scale up and down by large factors as the demand changesFlexible pricing Utility pricing, variable payments, pay-by-consumption and subscription models make pricing of IT services more flexibleRapid provisioning IT and network capacity and capabilities are – ideally automatically, via Self Service capabilities – rapidly provisioned using Internet standards without transferring ownership of resources11 © 2011 IBM Corporation
  11. 11. Corporate Strategy Major factors driving cloud economics Infrastructure Virtualization of Drives lower capital Leverage Hardware requirements Utilization of Virtualized environments only get benefits of scale if they Infrastructure are highly utilized Reduced complexity, increased Standardization of automation possible; reduced Workloads admin burden Leverage Labor Automation of Take repeatable tasks and Management automate Clients who can “serve Self Service themselves” require less support and get services12 © 2011 IBM Corporation
  12. 12. Corporate Strategy Standardization, Automation and Self Service have changed many other industries become more efficient. Telcos automate traffic through switches to assure service and lower cost. Manufacturers use robotics to improve quality and lower cost. Banks use automated teller machines to improve service and lower cost.13 © 2011 IBM Corporation
  13. 13. Corporate Strategy Cloud computing is more than the sum of the parts… Cloud Computing Virtualization + Standardization + Automation + Self Service With With With With Enables flexibility Simplification Low human involvement User in control Increase utilization Few configurations Rapid deployment & mgt Cost and usage choices Energy efficient Enables automation Repeatable configuration Increased visibility Soft configuration Easier support Improves compliance IT/Business alignment Infrastructure abstraction Without Without Without Without Physically constrained Physically constrained Manually intensive Dependency of availability of data centre staff Capital intensive Many configurations Skill dependent Lack of awareness Hard configuration Error prone Linked to PO process CostlyOperational Exp Capital Exp Agility Timeline Compliance Customer Service 14 © 2011 IBM Corporation
  14. 14. Corporate Strategy So what’s different about Cloud? Capability From To Server/Storage 10-20% 70-90% Utilization Cloud accelerates business value across a wide variety Self service None Unlimited of domains. Provisioning Weeks Minutes Change Months Days/Hours Management Release Weeks Minutes Management Fixed cost Metering/Billing Granular model Payback period for Years Months new services Legacy environments Cloud enabled enterprise15 © 2011 IBM Corporation
  15. 15. Corporate Strategy The IT Transformation Roadmap Standardized Services Remove physical Dramatically reduce resource deployment cycles Reduce boundaries Granular service infrastructure metering and billing Increased hardware complexity utilization Massively scalable Reduce staffing Allocate less than Autonomic requirements physical boundary Flexible delivery Improve business Reduce hardware enables new resilience costs processes and (manage fewer things Simplify services better) deployments Dynamic Automate Improve operational costs/reduce TCO Shared Virtualize Simplified Consolidate Mature Service Management16 © 2011 IBM Corporation
  16. 16. Corporate Strategy The realities of cloud versus hype Reality Today Cloud Hype Future Reality So, no “BIG BANG” ! Trad. SO ≠ Trad. SO Everything in the Internal IT plus 3rd party cloud and all at once Sourcing mixture - for some things retain legacy, plus private/hybrid, public Source: Market Insights and Gartner17 © 2011 IBM Corporation
  17. 17. Corporate Strategy The four main categories of Services Employee Procurement Benefits Mgmt. Industry-specific Business Travel Processes Business Process-as-a-Service Collaboration CRM/ERP/HR Industry Financials Applications Software-as-a-Service Web 2.0 Application Java Middleware Runtime Runtime Development Database Tooling Platform-as-a-Service Data Center Servers Networking Storage Fabric Shared virtualized, dynamic provisioning Infrastructure-as-a-Service18 © 2011 IBM Corporation
  18. 18. Corporate Strategy Predominant Cloud Computing Delivery Models Flexible Delivery Models Public … Private … Cloud Service provider owned Privately owned and and managed Services managed Access by subscription Access limited to client Cloud and its partner network Delivers select set of Computing standardized business Drives efficiency, process, application Model standardization and best and/or infrastructure practices while retaining services on a flexible greater customization price per use basis Hybrid … and control Access to client, partner network, and third party resources …Standardization, capital …Customization, efficiency, preservation, flexibility and availability, resiliency, security time to deploy and privacy ORGANIZATION CULTURE GOVERNANCE19 © 2011 IBM Corporation
  19. 19. Corporate Strategy More Cloud perspectives: Roles View Cloud Service Consumer Cloud Service Integrator Cloud Service Provider Consumer Service Service Service Service Business Deployer Developer Transition Manager Business Manager Manager Deploys cloud Develops cloud Manages cloud Manages cloud Manages business infrastructures service components consumer onboarding aspects of cloud services offerings service Consumer Service Service Administrator Security Manager Operations Manager Administers cloud Manages cloud security Manages cloud infrastructure service access We need to measure cloud performance from all three Consumer perspectives: End User •Service ProviderUses the •Service Integratorcloud service •Service Consumer 20 © 2011 IBM Corporation
  20. 20. Corporate Strategy A Cloud Computing Reference Architecture Cloud Service Cloud Service Provider Cloud Service Consumer Developer Managed Environment Software-as-a-Service - e.g. Lotus Live Interface User Cloud … API Service Platform as-as-Service - e.g. Desktop Cloud User Services Infrastructure-as-a-Service - e.g. Compute Cloud Virtualized Infrastructure – Server, Storage, Network Common Cloud Platform Consumer BSS Offering Mgmt Customer Mgmt Pricing / Rating Business Business Developer Manager Support Order Mgmt Entitlements Subscriber Mgmt Services Accounting & Billing Invoicing Peering & Settlement Service Development Portal Management Environment Service Delivery Portal Contract Mgmt SLA Service Offering Reporting Catalog Consumer Metering Reporting & Analytics Administrator API OSS Operational Console Service Delivery Catalog Service Request Mgmt Service Def. & Developm.. Tools OperationalService Definitions Support Service Automation Mgmt Services Partner Clouds Provisioning Configuration Mgmt Image Lifecycle Mgmt Monitoring & Event Mgmt Incident, Problem Service Level Mgmt & Change Mgmt Continuity Mgmt, Asset Mgmt Capacity, Perform. Mgmt Backup / Restore Virtualization Mgmt Customer Image Creation In-house IT Tools Service Provider Portal Service Business Manager Service Operations Manager Security & Resiliency21 © 2011 IBM Corporation
  21. 21. Corporate Strategy SummaryCLOUD SERVICES Business Process as a Customers consume business outcomes (Back Office Acctg) via Web-centric Service Service (BAAS) Integration on multi-tenant and shared infrastructures, without the need to own the assets. Software as a Service Customers use applications from multiple client devices through a Web browser on multi- (SAAS) tenant and shared infrastructure without the need to own the assets Platform as a Service Customers use programming languages, tools and platforms to develop and deploy (PAAS) applications on multi-tenant, shared infrastructure without owning underlying resources Infrastructure as a Customers use processing, storage, networks, other computing resources with ability to Service (IAAS) rapidly and elastically provision & control resources without the need to own/manage assetsDELIVERY MODELS Service provider makes resources, such as applications and storage, available to the public Public Clouds over the Internet. (i.e. rented by the hour, month etc.). A Cloud Architecture (end user provisioned, provider managed, consumption based) behind Private Clouds the firewalls of an enterprise Cloud Architecture tailored to meet the needs of an enterprise. (i.e. some service like trade Hybrid Clouds promotions validation executed in the firewall with external on demand services like graphicsARCHITECTURAL COMPONENTS Delivery Services, Delivery services, technologies business services in support of cloud computing that are required to help companies build deploy and integrate cloud computing architectures within Software and Hardware their existing IT infrastructure22 © 2011 IBM Corporation
  22. 22. Corporate Strategy Some workloads are ready for cloud delivery Analytics Infrastructure Storage Ready Information for Cloud intensive Industry Applications Isolated Sensitive workloads Collaboration Data Highly Mature Workplace, Desktop customized workloads & Devices Not yet virtualized Business Processes 3rd party SW Pre- Complex production May not yet be systems Development processes & & Test ready transactions for migration… Infrastructure Regulation Batch Compute sensitive processing23 © 2011 IBM Corporation
  23. 23. Corporate Strategy Value Delivery increases with decision scope and influence24 © 2011 IBM Corporation
  24. 24. Corporate Strategy Deciding the right mix for your enterprise Off Managed Premises Shared Operations Public Delivery Models Cloud Off Premises Services Dedicated On Premises Utility Private Cloud On Premises Traditional IT Services Fixed Mixed Variable Financial Models25 © 2011 IBM Corporation
  25. 25. Corporate Strategy Who is ready for the Could? Readiness is the intersection of capability, maturity, and need. Need Demand, Desire, Yearn, Wish, Claim, Crave, Requirement, Necessity, Obligation, Urgency Capability Adeptness Maturity Aptitude Fitness Competence Completion Adequacy Culture Effectiveness Readiness Sophistication26 © 2011 IBM Corporation
  26. 26. Corporate Strategy Cloud Readiness When is the customer ready for Cloud? − There are underutilized and/or idle IT assets; − Operating costs are growing in an unattainable way; − Support costs (CapEx) are growing out of control (based on growing OpEx); − Business capabilities change frequently; − The majority of the supplied ‘services’ are non-differentiating. (This is a representative list, there can be more or different reasons)27 © 2011 IBM Corporation
  27. 27. Corporate Strategy The pain points that drive a company to cloud computing are often associated with limitations in the current environment Inhibitors Improve quality Security Security Reduce cycle time Certain types of Certain types of applications may never applications may never Reduce costs move to the cloud move to the cloud End-of-life server Burden on the cloud Burden on the cloud infrastructure vendor vendor Change to application Challenge of moving large Challenge of moving large requirements volumes of data volumes of data Support dispersed users Performance Performance Disaster recovery & backup Disaster recovery & backup Scalability Increasing overall IT complexity Triggers28 © 2011 IBM Corporation
  28. 28. Corporate Strategy29 © 2011 IBM Corporation
  29. 29. Corporate Strategy Concerns about data security and privacy are the primary – but not the only - barriers to public cloud adoptionWhat, if anything, do you perceive as actual or potential barriers to acquiring public cloud services? Security/privacy of company data 69% Service quality 54% Doubts about true cost savings 53% Performance / Insufficient responsiveness over network 52% Difficulty integrating with in-house IT 47% Percent rating the factor as a significant barrier (4 or 5) Respondents could select multiple items Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,09030 © 2011 IBM Corporation
  30. 30. Corporate Strategy Cloud attributes that greatly affect information security INTERNAL DELIVERY EXTERNAL DELIVERY SINGLE-TENANCY MULTI-TENANCY IT-SERVICE SELF-SERVICE SLOW PROVISIONING RAPID PROVISIONING3131 © 2011 IBM Corporation
  31. 31. Corporate Strategy Specific customer concerns related to security and cloud computing Protection of intellectual property and data 30% Ability to enforce regulatory or contractual obligations 21% Unauthorized use of data 15% Confidentiality of data 12% Availability of data 9% Integrity of data 8% Ability to test or audit a provider’s environment 6% Other 3%32 © 2011 IBM Corporation
  32. 32. Corporate Strategy Some questions… Today’s Data Center Tomorrow’s Cloud ? ? ? ? ?We Have Control ? Who Has Control?It’s located at X. Where is it located?It’s stored in server’s Y, Z. Where is it stored?We have backups in place. Who backs it up?Our admins control access. Who has access?Our uptime is sufficient. How resilient is it?The auditors are happy. How do auditors observe?Our security team is engaged. How does our security team engage?33 © 2011 IBM Corporation
  33. 33. Corporate Strategy Security for the Cloud Security from the Cloud34 © 2011 IBM Corporation
  34. 34. Corporate StrategyIBM Cloud Security Guidance document Based on cross-IBM research and customer interaction on cloud security Highlights a series of best practice controls that should be implemented Broken into 7 critical infrastructure components: – Building a Security Program – Confidential Data Protection – Implementing Strong Access and Identity – Application Provisioning and De-provisioning – Governance Audit Management – Vulnerability Management – Testing and Validation © 2011 IBM Corporation
  35. 35. Corporate StrategyIBM Cloud Computing Offering: full plan-build-deliver lifecycle current portfolio to cover these three themes and related client challenges Establish a Cloud Enable cloud service Deliver strategy & delivery cloud services architecture Plan Build Deliver IBM Cloud Consulting IBM Smart Business on the IBM Cloud IBM Software •Software and Business Process as a Service IBM Cloud Consulting IBM Hardware •Platform as a Service Providers, adoption, •Integrated Development networking, unified IBM Smart Business Cloud Systems and and Test Environment communications, security strategy, Services: CloudBurst, •Infrastructure as a security assessment, Development and Test, Service Delivering cloud application security, Analytics, Storage, security and resiliency deployment and Desktop, Service services planning Provider Platform, Municipal Government, Learning36 © 2011 IBM Corporation
  36. 36. Corporate Strategy IBM Service Delivery Manager © 2011 IBM Corporation
  37. 37. Corporate Strategy IBM Service Delivery ManagerManagement appliance delivered as virtual images that includes • Pre-installed and configured service delivery platform for private clouds ( TSAM, ITUAM, ITM, TSA; IBM Systems Director and VMControl ) • Solution deployment procedure that deploys the images on the customer provided hypervisor and completes the image configuration according to customer environment requirements Market Benefits of ISDM Integrated Cloud solution that allows clients to leverage existing hardware while achieving both rapid Time to Value and strong return on investment. – Reduces the amount of integration work required to implement a cloud by offering a pre-bundled and integrated service management software stack – Reduces the risk associated with integration and accelerates a partners ability to deliver private cloud computing capabilities to specific vertical markets. 38 38 © 2011 IBM Corporation
  38. 38. Corporate Strategy IBM Service Delivery Manager Integrated Service Management For Locating and Requesting Services Secure User Centric Self- Service Portal, Automation Managing Cloud Services Deploying Cloud Services Engine and Catalog Automated Provisioning Monitoring and Metering and Image Management39 © 2011 IBM Corporation
  39. 39. Corporate Strategy ISDM: delivered as pre-integrated virtual images “Manage From” Environment “Managed To” Environment ISDM Management Virtual Server Machines Provisioned in the Cloud TSA ITM ISDM - TUAM ISDM - TSAM ISDM - ISDM - Hypervisors: Virtual VMWare, KVM, Xen – PowerVM, VMControl - zVM Machine s Physical Server: Hypervisor : x86, Power, or Mainframe VMWare or PowerVM Physical Server: x86 or Power40 © 2011 IBM Corporation
  40. 40. Corporate Strategy ISDM: delivered as pre-integrated virtual images “Manage From” Environment “Managed To” Environment ISDM Management Service Automation Manager Server • Orchestration of cloud Operations • Automated provisioning of virtual systems from self service catalogue TSA ITM ISDM - TUAM ISDM - TSAM Monitoring ISDM - ISDM - • Automatic monitoring of provisioned environment Virtual Machine Usage and Accounting s • Metering and accounting for cloud services Hypervisor : • Enable integration to billing systems VMWare or PowerVM Physical Server: High Availability System X or Power • Ensure management server is highly available41 © 2011 IBM Corporation
  41. 41. Marcelo Sávio Arquiteto de TI IBM Brasil Certificação em Cloud Computing42 100 Anos
  42. 42. IBM Global CEO Study 2010Pesquisa realizada com +1500 CEOs de 33 segmentos do mercado em 60 países O maior desafio é a falta de recursos humanos
  43. 43. Dicas para o desenvolvimento profissional:• Seja curioso • Abra a sua mente – Seja movido pelo interesse constante da – Aceite (e se possível lidere) transformações descoberta. e mudanças.• Desenvolva-se • Seja sociável – Busque continuamente por – Desenvolva relacionamentos, liderança e desenvolvimento; trabalho em equipe; – Seja autodidata, transforme sua – Respeite e aprenda com a diversidade; curiosidade em conhecimento; – Saiba que o conhecimento é algo “perecível”; • Seja Confiável – Possua conhecimentos multidisciplinares; - Assuma e cumpra suas responsabilidades. – Desenvolva conhecimento dos negócios Preze pela confiança e pela ética; dos clientes (processos, segmentos, desafios); • Inove• Comunique-se – Corra riscos, mas avalie suas opções com – Escreva bem; bom senso (e tenha sempre um plano de backup). – Saiba fazer apresentações; – Aprenda outros idiomas. – Seja criativo... • Diferencie-se – Busque as certificações!
  44. 44. A certificação profissional
  45. 45. O valor da certificação profissionalValor para o empregador que contrataou investe em profissionais certificados:• Assegura que um time/profissional designado para um projeto terá determinado nível de experiência e conhecimento;• Reduz custos com treinamento porque há uma tendência de menor defasagem de conhecimento dentro de um time com profissionais certificados;• Melhora o nível de utilização dos profissionais alocados.
  46. 46. O retorno do investmento em certificação profissional para o empregadorFonte:
  47. 47. O valor da certificação profissional Valor para os clientes que contratam empresas com profissionais certificados:• Passam a ter acesso a um time mais profissional e qualificado, o qual, por vezes “fala como uma única voz” perante o cliente;• Assegura maior consistência na execução, mesmo se a empresa for globalmente dispersa.
  48. 48. O valor da certificação profissionalna visão dos clientes (contratantes) Fonte:
  49. 49. O valor da certificação profissionalValor para o profissional certificado:• Possibilita um mecanismo para demonstrar sua competência como um profissional;• Funciona como marco tangível no desenvolvimento de sua carreira;• Facilita a obtenção de feedbacks sobre suas habilidades profissionais;• Permite um reconhecimento entre os seus pares, em escala global;• Aumenta o valor/empregabilidade/visibilidade do profissional.
  50. 50. A importância da certificação profissional no mercadoFonte:
  51. 51. As maiores barreiras…Custo do treinamento de preparaçãoCusto das provas de certificaçãoTempo para preparar/treinarTempo para fazer a(s) prova(s)
  52. 52. As certificações de Cloud Computing disponíveis na IBMIBM Certified Solution Advisor - Cloud Computing Architecture V2is a person who can:• Explain the cloud computing concepts.• Describe how the customer can realize the benefits of cloud computing within theirenvironment.• Identify cloud computing architecture and design principles.• Map customers requirements to the IBM Cloud Computing offerings.Test 000-281: Foundations of IBM Cloud Computing Architecture V2Number of questions: 50Time allowed in minutes: 90Required passing score: 68%Test languages: English
  53. 53. As certificações de Cloud Computing disponíveis na IBMIBM Certified Solution Architect - Cloud Computing Infrastructure V1is a person who can:• Demonstrate the IBM Cloud Computing concepts and design principles• Demonstrate the ability to provide a customer with a roadmap from their current ITenvironment to an IBM Cloud Computing solution.• Architect a comprehensive solution that utilizes the IBM Cloud Computing designand blueprint principles to meet the customer-s requirements.• Demonstrate the applicability of IBM’s Cloud Management Principle: OperationModel, Service Delivery and Service ManagementTest 000-280: IBM Cloud Computing Infrastructure Architect V1Number of questions: 49Time allowed in minutes: 75Required passing score: 65%Test languages: English
  54. 54. Obrigado pela atenção• Perfil Linkedin:• Repositório de documentos:• Blog:• Twitter: