This document discusses where returns on investment from cloud computing come from. It identifies the five key areas of cloud computing cost savings as: hardware, software, automated provisioning, productivity improvements, and system administration. For each area, it explains how cost savings are achieved and provides metrics to measure savings. The document is intended to help organizations understand how cloud computing can lower IT expenses and calculate the payback period of a cloud investment. Sample ROI projections from an IBM study show payback periods ranging from 4 to 18 months depending on the size of the environment and savings achieved across the five cost areas.
The document provides an introduction to sizing methods and tools for SAP systems. It discusses different sizing approaches including initial calculation methods, T-shirt sizing, formulas, questionnaires, and quick sizers. It also covers factors that influence sizing such as hardware, software, customizing, data volume, and user behavior. Finally, it discusses sizing based on users or throughput and risks involved in the sizing process.
Implementation involves deploying new SAP software components into an organization using the ASAP methodology. Key activities include sizing, installation, configuration, customizing, training, and go-live. Sizing determines hardware requirements and is influenced by business needs and technical factors. Implementation can fail due to vague requirements, lack of skills, scope changes, or growth. SAP software includes installation masters, kernels, exports, and GUIs installed based on the operating system, database, and architecture.
The Quick Sizer tool translates business requirements like number of users or processes into technical hardware requirements to ensure an optimal system configuration is purchased. It uses proven sizing methodologies developed with SAP technology partners. Quick Sizer provides simplified greenfield sizing to select the necessary processor performance, memory, storage, and other hardware components for a balanced system infrastructure that meets business needs cost-effectively.
This document provides an overview of sizing SAP HANA, including initial sizing for new SAP HANA systems (greenfield) and sizing for migrating existing SAP systems to HANA (migration). It discusses using the HANA Quick Sizer for greenfield sizing and SAP Note 1872170 reporting for migration sizing. Memory is the primary driver for HANA sizing while CPU, disk, and network are also factors. Data aging and analytical workloads further impact sizing. The reporting provides estimated memory requirements and savings from HANA optimizations. It concludes with resources for additional sizing documentation, tools, and contact information.
This document discusses expert sizing methods for applications that have been customized beyond standard guidelines. It provides guidance on creating custom sizing guidelines through defining test cases, measuring key performance indicators, and validating the sizing results. The document outlines best practices for expert sizing, such as using the Quick Sizer tool, establishing reproducible test cases, ensuring an optimal test environment, and testing for linear resource consumption.
This document provides guidance on converting an existing SAP Business Suite system to SAP S/4HANA 2020. It outlines the key documentation, tools, and SAP notes needed for the conversion process, including the Simplification Item Catalog, System Conversion using SUM guide, Maintenance Planner User Guide, and SAP Readiness Check. The guide also describes the different phases of the conversion process - preparing the conversion, realizing the conversion, and follow-on activities.
This document provides an overview of SAP HANA, including its architecture and various use cases. It describes SAP HANA as an in-memory database that can be used as primary persistence for SAP NetWeaver applications, as a data mart for real-time analytics and reporting, and as a platform for building applications. It also discusses SAP HANA's technical deployment options, software components, and implementation considerations.
The document discusses sizing SAP S/4HANA systems using the Quick Sizer tool. It provides an overview of the Quick Sizer tool and the SAP HANA sizing approach, which focuses on memory as the leading factor. It also discusses greenfield sizing for SAP S/4HANA projects using the HANA version of Quick Sizer, including the option for data aging to reduce memory requirements. The document notes recent additions to Quick Sizer like what-if analysis for data aging retention times and sizing principles for SAP Fiori frontend servers.
The document provides an introduction to sizing methods and tools for SAP systems. It discusses different sizing approaches including initial calculation methods, T-shirt sizing, formulas, questionnaires, and quick sizers. It also covers factors that influence sizing such as hardware, software, customizing, data volume, and user behavior. Finally, it discusses sizing based on users or throughput and risks involved in the sizing process.
Implementation involves deploying new SAP software components into an organization using the ASAP methodology. Key activities include sizing, installation, configuration, customizing, training, and go-live. Sizing determines hardware requirements and is influenced by business needs and technical factors. Implementation can fail due to vague requirements, lack of skills, scope changes, or growth. SAP software includes installation masters, kernels, exports, and GUIs installed based on the operating system, database, and architecture.
The Quick Sizer tool translates business requirements like number of users or processes into technical hardware requirements to ensure an optimal system configuration is purchased. It uses proven sizing methodologies developed with SAP technology partners. Quick Sizer provides simplified greenfield sizing to select the necessary processor performance, memory, storage, and other hardware components for a balanced system infrastructure that meets business needs cost-effectively.
This document provides an overview of sizing SAP HANA, including initial sizing for new SAP HANA systems (greenfield) and sizing for migrating existing SAP systems to HANA (migration). It discusses using the HANA Quick Sizer for greenfield sizing and SAP Note 1872170 reporting for migration sizing. Memory is the primary driver for HANA sizing while CPU, disk, and network are also factors. Data aging and analytical workloads further impact sizing. The reporting provides estimated memory requirements and savings from HANA optimizations. It concludes with resources for additional sizing documentation, tools, and contact information.
This document discusses expert sizing methods for applications that have been customized beyond standard guidelines. It provides guidance on creating custom sizing guidelines through defining test cases, measuring key performance indicators, and validating the sizing results. The document outlines best practices for expert sizing, such as using the Quick Sizer tool, establishing reproducible test cases, ensuring an optimal test environment, and testing for linear resource consumption.
This document provides guidance on converting an existing SAP Business Suite system to SAP S/4HANA 2020. It outlines the key documentation, tools, and SAP notes needed for the conversion process, including the Simplification Item Catalog, System Conversion using SUM guide, Maintenance Planner User Guide, and SAP Readiness Check. The guide also describes the different phases of the conversion process - preparing the conversion, realizing the conversion, and follow-on activities.
This document provides an overview of SAP HANA, including its architecture and various use cases. It describes SAP HANA as an in-memory database that can be used as primary persistence for SAP NetWeaver applications, as a data mart for real-time analytics and reporting, and as a platform for building applications. It also discusses SAP HANA's technical deployment options, software components, and implementation considerations.
The document discusses sizing SAP S/4HANA systems using the Quick Sizer tool. It provides an overview of the Quick Sizer tool and the SAP HANA sizing approach, which focuses on memory as the leading factor. It also discusses greenfield sizing for SAP S/4HANA projects using the HANA version of Quick Sizer, including the option for data aging to reduce memory requirements. The document notes recent additions to Quick Sizer like what-if analysis for data aging retention times and sizing principles for SAP Fiori frontend servers.
SAP HANA®, which is 10-1000 times faster than
SAP on a traditional database, has revolutionized
business operations by streamlining transactions,
analytics and data processing on a single,
in-memory database so enterprises can operate at
the speed of business -- in real-time.
1. The document discusses Enterprise Resource Planning (ERP) systems, including their history, components, implementation challenges, and critical views.
2. ERP systems emerged to integrate disparate business functions and processes, improve supply chain management, and provide real-time information to managers.
3. Major ERP vendors include SAP, Oracle, and BAAN. Successful implementation requires fitting the software to business needs, change management, and ongoing maintenance and upgrades.
The document discusses how to size hardware configurations for SAP HANA landscapes using SAP's Quick Sizer tool. It describes the SAP HANA version of Quick Sizer, which was created specifically for sizing SAP HANA deployments. The tool calculates hardware sizing requirements based on key performance indicators and user-provided data on usage details. It then provides an example of using Quick Sizer to size an on-premise SAP S/4HANA deployment, including sizing the front-end and back-end servers.
This document provides an overview of Oracle Demantra, an advanced supply chain planning software. It describes Demantra's key features such as demand management, statistical forecasting, reporting and analysis, collaboration tools, and advanced forecasting models. It also explains various Demantra concepts like levels and hierarchies, series, worksheets, and the collaborator workbench. Finally, it provides brief descriptions of Demantra's planning methods, resources, sourcing rules, substitution, co-products, and other capabilities.
ResMed implemented Oracle Demantra and ASCP to better manage their global planning and operations as their business grew in complexity. Key reasons included reducing inventory and backorders, increasing forecast accuracy, and providing a foundation for future growth. ResMed's presentation outlined their implementation process, focusing on integrating Demantra and ASCP, improving forecasts through modifying buyer behavior, and tips for bucketing demand data and maintaining separate inputs. The conclusion noted that consultant support was important and their next challenge is fully implementing ASCP for constraint-based optimization over 12 months.
Are you fully utilizing your Demantra and happy with the support it's providing to your organization? Thinking about upgrading and want to understand the enhancements around PTP, integration with APCC, user capabilities, etc.? AVATA provides clear insight into Demantra's newest release enhancements.
The document provides information about upgrading a CRM system. It discusses what a CRM system does, defines a CRM upgrade, and explains when an upgrade is needed. It covers selecting a vendor, main competitors, the upgrade process, best practices, advantages, and challenges. The main points are that a CRM upgrade allows companies to take advantage of new features, stay supported, and modernize their system. Planning, testing upgrades, and minimizing customizations during the upgrade are important best practices. Advantages include improved functionality and support, while challenges involve changing screens and ensuring consistent multi-channel experiences.
1. The document discusses cloud, DevOps, IT4IT, and consumption-based pricing models for SAP, SAP HANA, S/4HANA, BW on HANA, and SaaS. It addresses customer challenges around flexibility, high availability, cost effectiveness, and agility.
2. The provider aims to maximize business value for customers by enhancing agility and flexibility while focusing on operational excellence and efficiency. This will help customers reduce business costs through a leaner IT environment, shift from Capex to Opex, and reduce security risks and costs.
3. Key principles of the consumption-based model include paying only for what is used, elastic scalability up and down with no
The document discusses SAP implementation, which refers to processes that define a complete method to implement SAP ERP software in an organization. It describes key implementation processes such as project preparation including crafting a solution vision and staffing a technical support organization, sizing and blueprinting including cost analysis and requirements identification, and realization including change management and testing. The implementation of SAP software is a massive operation that brings many changes to an organization and requires a solid implementation method and careful planning and execution of processes.
This document provides an overview of SAP HANA, including:
- SAP HANA is an in-memory database and platform that can be deployed on-premise or in the cloud.
- Key components include the SAP HANA database, SAP HANA Studio, and SAP HANA clients.
- SAP HANA can be used for various use cases such as serving as the primary database for SAP Business Suite applications, as a data mart for analytics and reporting, and as an accelerator for SAP and non-SAP applications.
- Data replication technologies like SLT and SRS can be used to keep operational data marts in SAP HANA in real-
Itm110 how does sap solution manager support sap hanaOlivier Bilger
The document discusses how SAP Solution Manager supports SAP HANA. It describes how SAP Solution Manager can monitor SAP HANA systems, perform root cause analysis on issues, and integrate SAP HANA into existing change and transport management processes. Guided procedures are available in SAP Solution Manager to help administrators handle alerts and complete routine maintenance tasks for SAP HANA.
- SAP stands for Systems, Applications & Products and was founded in 1972 in Germany by five former IBM employees. It provides enterprise software including ERP, CRM, SCM, PLM, HCM and more.
- The core components of SAP include ECC for ERP, SAP HANA for analytics, SAP BW for data warehousing, and various other modules. Data can be provisioned between systems using tools like SLT, BODS, RFCs, and third-party options.
- SAP uses a multi-tiered landscape with the front-end applications interfacing with back-end databases and data provisioning technologies to integrate systems and enable analytics.
New Economics of SAP Business Suite powered by SAP HANASAP Technology
1) Running SAP Business Suite on SAP HANA can reduce total cost of ownership compared to classical databases due to lower hardware, software, operations, and maintenance costs.
2) SAP HANA allows combining transactions and analytics on a single in-memory platform, eliminating costs associated with separate systems for operational reporting, extract-transform-load processes, and data services.
3) Customers can further reduce costs through SAP's tailored data center integration approach, which allows using existing hardware and infrastructure rather than requiring proprietary appliances.
Case Study: Lessons from Newell Rubbermaid's SAP HANA Proof of ConceptSAPinsider Events
View this session from Reporting & Analytics 2014. Coming to Las Vegas in November! www.reporting2015.com
In this session, Newell Rubbermaid guides you through the key elements that comprised its SAP HANA business case and proof of concept, including an emphasis on process improvement. Learn firsthand how Newell Rubbermaid:
· Identified which business processes were most likely to realize significant improvement as a result of utilizing SAP HANA
· Established a “current state” baseline and demonstrated a “projected state” that could be realized through the use of SAP HANA
· Determined which SAP BI tools to use based on specific reporting scenarios and end user requirements
For more customer stories, please visit: http://bit.ly/1dsW5X1
Discover SAP HANA use cases applicable to your business needs, organized by SAP solution or business category. Read success stories from customers already implementing these use cases to build business value, and get guidance on how you can deliver the use cases to your business.
Vinsys, a globally acclaimed individual and corporate training provider, has a legacy of empowering professionals with knowledge since 15+ years. Till date we have enlightened and trained 600,000+ professionals around the world. Today, we have spread our wings across the globe and have footprints in Australia, China, India, Kenya, Malaysia, Oman, Singapore, Tanzania, UAE and USA. We are renowned players in conducting corporate training and open house workshops in Information Technology, IT Service Management, IT Governance, IT Infrastructure Library, Project Management, Behavioral and Management Solutions; and Foreign Languages for enterprises and governments worldwide.
TierPoint white paper_How_to_Position_Cloud_ROI_2015sllongo3
Traditional ROI calculators do an ineffective job of measuring the value of cloud services. This white paper serves as a guide to calculating cloud ROI using seven metrics you may not have considered.
Booz Allen's Cloud cost model offers a total-value perspective on IT cost that evaluates the explicit and implicit value of a migration to cloud-based services.
This document summarizes a master's thesis titled "Cloud Computing's Effect on Enterprises" in terms of cost and security. The 89-page thesis was submitted in January 2011 to Lund University, with Odd Steen as the supervisor. The thesis examines the benefits and drawbacks of cloud computing for enterprises in relation to cost and security. Through interviews with industry professionals, the thesis concludes that cloud computing provides more benefits for medium and small enterprises compared to large enterprises, both in reducing costs and in data security.
This document discusses how to build a private cloud on IBM Power Systems using Tivoli Service Management software. A private cloud can provide cloud-like attributes like self-service provisioning, monitoring, and chargeback within a company's internal IT environment. Tivoli Service Automation Manager is a key tool that allows non-IT users to easily provision new virtual servers from standardized software stacks without IT assistance. IBM Power Systems provide the virtualization, stability, support, and scalability required to support a private cloud environment. When combined with automation and standardization, a private cloud can reduce IT costs through more efficient use of resources and reduced labor.
SAP HANA®, which is 10-1000 times faster than
SAP on a traditional database, has revolutionized
business operations by streamlining transactions,
analytics and data processing on a single,
in-memory database so enterprises can operate at
the speed of business -- in real-time.
1. The document discusses Enterprise Resource Planning (ERP) systems, including their history, components, implementation challenges, and critical views.
2. ERP systems emerged to integrate disparate business functions and processes, improve supply chain management, and provide real-time information to managers.
3. Major ERP vendors include SAP, Oracle, and BAAN. Successful implementation requires fitting the software to business needs, change management, and ongoing maintenance and upgrades.
The document discusses how to size hardware configurations for SAP HANA landscapes using SAP's Quick Sizer tool. It describes the SAP HANA version of Quick Sizer, which was created specifically for sizing SAP HANA deployments. The tool calculates hardware sizing requirements based on key performance indicators and user-provided data on usage details. It then provides an example of using Quick Sizer to size an on-premise SAP S/4HANA deployment, including sizing the front-end and back-end servers.
This document provides an overview of Oracle Demantra, an advanced supply chain planning software. It describes Demantra's key features such as demand management, statistical forecasting, reporting and analysis, collaboration tools, and advanced forecasting models. It also explains various Demantra concepts like levels and hierarchies, series, worksheets, and the collaborator workbench. Finally, it provides brief descriptions of Demantra's planning methods, resources, sourcing rules, substitution, co-products, and other capabilities.
ResMed implemented Oracle Demantra and ASCP to better manage their global planning and operations as their business grew in complexity. Key reasons included reducing inventory and backorders, increasing forecast accuracy, and providing a foundation for future growth. ResMed's presentation outlined their implementation process, focusing on integrating Demantra and ASCP, improving forecasts through modifying buyer behavior, and tips for bucketing demand data and maintaining separate inputs. The conclusion noted that consultant support was important and their next challenge is fully implementing ASCP for constraint-based optimization over 12 months.
Are you fully utilizing your Demantra and happy with the support it's providing to your organization? Thinking about upgrading and want to understand the enhancements around PTP, integration with APCC, user capabilities, etc.? AVATA provides clear insight into Demantra's newest release enhancements.
The document provides information about upgrading a CRM system. It discusses what a CRM system does, defines a CRM upgrade, and explains when an upgrade is needed. It covers selecting a vendor, main competitors, the upgrade process, best practices, advantages, and challenges. The main points are that a CRM upgrade allows companies to take advantage of new features, stay supported, and modernize their system. Planning, testing upgrades, and minimizing customizations during the upgrade are important best practices. Advantages include improved functionality and support, while challenges involve changing screens and ensuring consistent multi-channel experiences.
1. The document discusses cloud, DevOps, IT4IT, and consumption-based pricing models for SAP, SAP HANA, S/4HANA, BW on HANA, and SaaS. It addresses customer challenges around flexibility, high availability, cost effectiveness, and agility.
2. The provider aims to maximize business value for customers by enhancing agility and flexibility while focusing on operational excellence and efficiency. This will help customers reduce business costs through a leaner IT environment, shift from Capex to Opex, and reduce security risks and costs.
3. Key principles of the consumption-based model include paying only for what is used, elastic scalability up and down with no
The document discusses SAP implementation, which refers to processes that define a complete method to implement SAP ERP software in an organization. It describes key implementation processes such as project preparation including crafting a solution vision and staffing a technical support organization, sizing and blueprinting including cost analysis and requirements identification, and realization including change management and testing. The implementation of SAP software is a massive operation that brings many changes to an organization and requires a solid implementation method and careful planning and execution of processes.
This document provides an overview of SAP HANA, including:
- SAP HANA is an in-memory database and platform that can be deployed on-premise or in the cloud.
- Key components include the SAP HANA database, SAP HANA Studio, and SAP HANA clients.
- SAP HANA can be used for various use cases such as serving as the primary database for SAP Business Suite applications, as a data mart for analytics and reporting, and as an accelerator for SAP and non-SAP applications.
- Data replication technologies like SLT and SRS can be used to keep operational data marts in SAP HANA in real-
Itm110 how does sap solution manager support sap hanaOlivier Bilger
The document discusses how SAP Solution Manager supports SAP HANA. It describes how SAP Solution Manager can monitor SAP HANA systems, perform root cause analysis on issues, and integrate SAP HANA into existing change and transport management processes. Guided procedures are available in SAP Solution Manager to help administrators handle alerts and complete routine maintenance tasks for SAP HANA.
- SAP stands for Systems, Applications & Products and was founded in 1972 in Germany by five former IBM employees. It provides enterprise software including ERP, CRM, SCM, PLM, HCM and more.
- The core components of SAP include ECC for ERP, SAP HANA for analytics, SAP BW for data warehousing, and various other modules. Data can be provisioned between systems using tools like SLT, BODS, RFCs, and third-party options.
- SAP uses a multi-tiered landscape with the front-end applications interfacing with back-end databases and data provisioning technologies to integrate systems and enable analytics.
New Economics of SAP Business Suite powered by SAP HANASAP Technology
1) Running SAP Business Suite on SAP HANA can reduce total cost of ownership compared to classical databases due to lower hardware, software, operations, and maintenance costs.
2) SAP HANA allows combining transactions and analytics on a single in-memory platform, eliminating costs associated with separate systems for operational reporting, extract-transform-load processes, and data services.
3) Customers can further reduce costs through SAP's tailored data center integration approach, which allows using existing hardware and infrastructure rather than requiring proprietary appliances.
Case Study: Lessons from Newell Rubbermaid's SAP HANA Proof of ConceptSAPinsider Events
View this session from Reporting & Analytics 2014. Coming to Las Vegas in November! www.reporting2015.com
In this session, Newell Rubbermaid guides you through the key elements that comprised its SAP HANA business case and proof of concept, including an emphasis on process improvement. Learn firsthand how Newell Rubbermaid:
· Identified which business processes were most likely to realize significant improvement as a result of utilizing SAP HANA
· Established a “current state” baseline and demonstrated a “projected state” that could be realized through the use of SAP HANA
· Determined which SAP BI tools to use based on specific reporting scenarios and end user requirements
For more customer stories, please visit: http://bit.ly/1dsW5X1
Discover SAP HANA use cases applicable to your business needs, organized by SAP solution or business category. Read success stories from customers already implementing these use cases to build business value, and get guidance on how you can deliver the use cases to your business.
Vinsys, a globally acclaimed individual and corporate training provider, has a legacy of empowering professionals with knowledge since 15+ years. Till date we have enlightened and trained 600,000+ professionals around the world. Today, we have spread our wings across the globe and have footprints in Australia, China, India, Kenya, Malaysia, Oman, Singapore, Tanzania, UAE and USA. We are renowned players in conducting corporate training and open house workshops in Information Technology, IT Service Management, IT Governance, IT Infrastructure Library, Project Management, Behavioral and Management Solutions; and Foreign Languages for enterprises and governments worldwide.
TierPoint white paper_How_to_Position_Cloud_ROI_2015sllongo3
Traditional ROI calculators do an ineffective job of measuring the value of cloud services. This white paper serves as a guide to calculating cloud ROI using seven metrics you may not have considered.
Booz Allen's Cloud cost model offers a total-value perspective on IT cost that evaluates the explicit and implicit value of a migration to cloud-based services.
This document summarizes a master's thesis titled "Cloud Computing's Effect on Enterprises" in terms of cost and security. The 89-page thesis was submitted in January 2011 to Lund University, with Odd Steen as the supervisor. The thesis examines the benefits and drawbacks of cloud computing for enterprises in relation to cost and security. Through interviews with industry professionals, the thesis concludes that cloud computing provides more benefits for medium and small enterprises compared to large enterprises, both in reducing costs and in data security.
This document discusses how to build a private cloud on IBM Power Systems using Tivoli Service Management software. A private cloud can provide cloud-like attributes like self-service provisioning, monitoring, and chargeback within a company's internal IT environment. Tivoli Service Automation Manager is a key tool that allows non-IT users to easily provision new virtual servers from standardized software stacks without IT assistance. IBM Power Systems provide the virtualization, stability, support, and scalability required to support a private cloud environment. When combined with automation and standardization, a private cloud can reduce IT costs through more efficient use of resources and reduced labor.
This document provides an economic analysis of cloud computing. It begins with an introduction to cloud computing and its benefits over traditional IT models. It then analyzes cloud computing qualitatively in terms of direct cost savings, productivity improvements, and potential for innovation. Barriers to adoption and common challenges are also discussed. The document performs a quantitative financial analysis using models like net present value to compare the total cost of ownership of enterprise data centers versus cloud computing. It reviews several existing cost models and concludes that the total cost of ownership model is best suited for analyzing IT investments in cloud computing.
This document provides a summary of a master's thesis titled "Cloud Computing's Effect on Enterprises" focused on cost and security. The thesis examines the perceived benefits and drawbacks of cloud computing adoption for enterprises related to cost and data security. It includes a literature review on cloud computing definitions, models, evolution and the relationship between cost and security in cloud computing. The thesis also describes the research methodology used, which includes interviews with an enterprise using cloud computing to understand their perspectives on cost and security issues.
This document summarizes a Forrester Consulting study on private clouds. The study found that while enterprises want the cost benefits of private clouds, many are not realizing these benefits due to a lack of understanding of true cloud models and an underestimation of critical components like storage. Specifically, the study found that decision-makers were confused about private clouds versus virtualization; storage was being treated as "business as usual" without considering cloud implications; and storage was not a key consideration in decision-making processes. The document provides best practices for private cloud storage architectures to maximize efficiencies.
This document provides a guide for migrating infrastructure, databases, and applications to the cloud. It discusses why organizations are choosing to migrate now, including reducing costs, increasing flexibility and scalability, and improving security. The guide outlines Microsoft's Cloud Adoption Framework for planning and executing a cloud migration. It covers strategies for assessing the current environment, planning the migration, moving workloads to the cloud, and ongoing management after migration. The goal is to provide best practices to help organizations efficiently and successfully migrate to the cloud.
This document discusses IBM's cloud storage solution for transforming information infrastructure. It provides three examples of how cloud storage could help organizations by allowing dynamic storage management: 1) A company running out of disk space on a Friday could non-disruptively add storage in the cloud. 2) Old storage systems can be replaced by migrating data to the cloud without downtime. 3) Cloud storage provides disaster recovery by replicating and accessing data in the cloud when primary storage fails.
IBM's cloud storage solution allows organizations to transform their information infrastructure by providing dynamic storage management, scalable capacity and performance, and centralized management. It implements a storage cloud using proven IBM technologies like GPFS and Tivoli Storage Manager. Administrators can dynamically allocate storage space, migrate data between storage tiers automatically using policies, and manage billions of files across multiple petabytes of storage from a single interface.
Cloud Integration for Hybrid IT: Balancing Business Self-Service and IT ControlAshwin V.
The success of SaaS applications has led to the era of hybrid IT - an era where both on-premise and SaaS applications coexist. To make this coexistence fruitful, it is essential to have a cloud integration strategy for any hybrid IT environment. Read to find out more.
How will cloud computing transform technologyTarunabh Verma
Cloud computing has huge potential to transform technology by providing on-demand access to computing resources over the network. It is growing rapidly with increasing adoption across industries like healthcare, education and small businesses. The future of cloud computing looks promising with continued growth driven by factors like increased internet access, industry adoption and government initiatives. Hybrid IT models that leverage both public and private clouds are expected to be the dominant architecture going forward.
This document provides guidelines for using cloud computing. It defines cloud computing as delivering software, infrastructure and storage over the internet. Key benefits include reduced costs, flexibility, automatic updates, increased collaboration and security. The main types of cloud services are Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS). Best practices include assessing readiness, setting goals, learning from others' experiences, and establishing performance guarantees with providers. The document also outlines Qatar's legal protections for data privacy and security in the cloud.
Cloud Computing Without The Hype An Executive Guide (1.00 Slideshare)Lustratus REPAMA
Author: Steve Craggs - Lustratus Research Limited.
Defining Cloud Computing and identifying the current players
This document offers a high-level summary of Cloud Computing, targeted at Executives who find themselves bombarded with Cloud Computing and need to cut through the hype to get a clear understanding of what cloud is all about.
Cloud is defined in simple terms and the main categories of cloud are identified. A high level segmentation of the cloud marketplace is also offered, and includes a reasonably comprehensive index of suppliers in the Cloud Computing marketplace and the Cloud segments in which they operate.
There are several ways to calculate the return on investment (ROI) of cloud computing initiatives. Key performance indicators compare metrics like cost, time, quality and profitability between cloud and traditional IT. ROI models also compare savings from cost, time and quality improvements. Specific ways cloud provides ROI include optimizing resources, increasing flexibility, enabling faster decision making, reducing costs through scale and specialization, and improving quality of service. Measuring factors like customer churn rate also helps evaluate cloud initiatives.
This document provides a security assessment of cloud computing vendor offerings for the Department of Defense (DoD). It analyzes four cloud vendors - Amazon Web Services, Boomi Atmosphere, force.com, and Pervasive Software. While cloud computing offers benefits like scalability and cost savings, the document concludes current public cloud offerings do not meet DoD's security requirements. It recommends DoD focus on developing private clouds within its own data centers to avoid risks of data and computations leaving DoD networks. Virtualization within DoD could provide cloud-like efficiencies without security concerns of public clouds.
The document discusses the benefits of bare metal clouds compared to virtualized clouds. Bare metal clouds provide dedicated physical servers to individual tenants, avoiding many of the performance limitations of virtualized clouds like inconsistent performance due to resource oversubscription. Bare metal clouds also allow for complete hardware customization and isolation of workloads, which can help meet regulatory compliance requirements. While virtualized clouds are convenient, bare metal is presented as a better option for applications that require high and consistent performance, like large databases, as well as for matching an on-premises environment without performance compromises.
This document provides an overview of transforming an organization's IT infrastructure to a cloud model. It discusses key cloud computing principles like resource pooling, on-demand access, and elasticity. The document outlines common cloud service models like Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). It also describes cloud deployment models such as private, public, hybrid and community clouds. The document proposes an architectural model for cloud computing with layers for services, orchestration, control, virtualization, and physical infrastructure. It discusses the need for service management, business continuity, and security across this architecture. Finally, the document introduces the concepts of an IT service catalog and reference
The document is a report on cloud computing written by Abdul-Rehman Aslam for his course instructor Mr. Safee. It discusses key topics such as what cloud computing is, the cloud service model of Infrastructure as a Service, Platform as a Service and Software as a Service. It also covers the different types of clouds including public, private, hybrid and community clouds. The report highlights the key characteristics of cloud computing such as cost, device and location independence, multi-tenancy, reliability, scalability and security. It concludes that cloud computing brings many possibilities and is a technology that has taken the software and business world by storm.
This document contains the regulation text for the HIPAA Administrative Simplification rules established by the U.S. Department of Health and Human Services. It includes definitions for over 50 key terms related to HIPAA, outlines the general administrative requirements for covered entities, and addresses preemption of state law and compliance/enforcement procedures.
This document proposes modifications to regulations under the Health Insurance Portability and Accountability Act of 1996 (HIPAA) to implement recent amendments made by the Health Information Technology for Economic and Clinical Health Act (HITECH Act). Key proposals include extending certain privacy and security protections of protected health information to business associates of covered entities, requiring notification of breaches of unsecured protected health information, and strengthening individual rights to access and restrict use of their health information. Public comments are solicited on the proposed changes.
This 3 sentence summary provides the high-level information from the document:
The document is a slide show produced by Patrick Notley, a German photographer who is autistic, to share beauty with the world and help overcome stigma by sending the slide show around the globe.
The document discusses the evolution of information security solutions from individual point solutions addressing single external threats to unified solutions. It argues that future solutions need to address growing internal threats through an all-in-one insider threat prevention platform. The solution proposed is Awareness Technologies' Interguard product, which provides a complete, unified internal threat solution delivered as a software-as-a-service to effectively address data loss, laptop theft, and employee productivity issues through endpoint monitoring and controls.
1) MOBOTIX AG is a leading pioneer in network camera technology known for its decentralized concept that has made high-resolution video systems more cost efficient.
2) The MOBOTIX concept involves building a high-speed computer and digital memory into each camera for long-term recording without needing a central PC.
3) This decentralized approach requires significantly fewer cameras, PCs, and network bandwidth than traditional centralized systems.
Eastern European organized criminal group hacked a database server to steal payment card data and intellectual property using SQL injection and stolen credentials. They installed malware like packet sniffers and backdoors on the server to extract the data over time. The 2010 Data Breach Investigations Report from Verizon and the United States Secret Service analyzed hundreds of data breaches from the previous year and found hacking by external actors to be the most common cause, with malware and stolen credentials frequently used to compromise servers and steal confidential information.
The document describes the transport of a sister rig called the Nautilus on a Heavy-Lift vessel. It also includes several photos documenting the deterioration of the Deepwater Horizon rig over the first two days after it caught fire, including the drilling mast toppling over, the rig developing a list, a hole burning through the helideck, and the rig settling low in the water.
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readers
1. Cloud Computing Payback
An explanation of where the ROI
comes from
November, 2009
Richard Mayo
Senior Market Manager Cloud Computing
mayor@us.ibm.com
Charles Perng
IBM T.J. Watson Research Center
perng@us.ibm.com
2. Purpose of this Document................................................................................................... 3
1. Overview..................................................................................................................... 4
2. The 5 key areas of cloud computing payback............................................................. 4
3. Examples of Cloud Computing client payback and ROI............................................ 5
4. Hardware payback ...................................................................................................... 7
1.1 Overview............................................................................................................. 7
1.2 How hardware payback is achieved.................................................................... 7
1.3 Getting started with hardware............................................................................. 8
5. Software payback........................................................................................................ 8
1.1 Overview............................................................................................................. 8
1.2 Why software costs typically rise ....................................................................... 9
1.3 Getting started with software .............................................................................. 9
6. Automated Provisioning payback ............................................................................. 10
1.1 Overview........................................................................................................... 10
1.2 How provisioning savings are achieved ........................................................... 10
1.3 Getting started with provisioning...................................................................... 11
7. Productivity payback ................................................................................................ 11
1.1 Overview........................................................................................................... 11
1.2 How productivity savings are achieved ............................................................ 12
1.3 Productivity....................................................................................................... 12
8. System Administration payback ............................................................................... 14
1.1 Overview........................................................................................................... 14
1.2 How system administration payback is achieved ............................................. 14
1.3 Getting started with system administration....................................................... 15
9. Summary of savings and costs.................................................................................. 17
10. Tracking your Payback/ROI - What Data do you need to measure?.................... 17
1.1 Hardware metrics .............................................................................................. 18
1.2 Software metrics ............................................................................................... 18
1.3 Provisioning metrics ......................................................................................... 18
1.4 Productivity metrics .......................................................................................... 18
1.5 System Administration metrics......................................................................... 18
11. For More Information ........................................................................................... 18
2
3. Purpose of this Document
As companies throughout the world examine the business value of Cloud Computing, it is
important to understand how Cloud can lower IT expenses. Understanding how long it
takes until your business can recoup the investment it made in Cloud Computing is the
“payback” period. In today’s economic environment, this is a critical component of any
investment analysis. When we speak with IT executives, regardless of the industry they
are in, they want to have important answers to key cost saving questions about Cloud
Computing. The intent of this document is to inform the reader about the five (5) key
areas of costs savings that are associated with every Cloud infrastructure implementation.
Each of the five areas will be defined in terms of their characteristics, the savings that
your company would anticipate achieving based on the size of your environment and the
data elements that need to be benchmarked and tracked to project and calculate the
savings. The tracking and calculation of savings is a key element of any Cloud
implementation program. We will also provide the list of underlying projects that
comprise each cost saving area. These projects are the “action steps” that can be
undertaken to obtain the savings for your organization.
The savings described in this document are based on the implementation of a cloud
computing environment versus a traditional infrastructure. A traditional infrastructure
typically has the characteristics of a single application per server with manual
provisioning and a siloed management environment, which results in high costs and low
productivity. An IBM study1 has shown that moving from a traditional infrastructure to a
public cloud can yield a modest reduction in costs. However, for significant cost
reductions a private cloud infrastructure is required. This is due to the fact that the
underlying cost savings of the public cloud accrue to the public cloud provider and are
only partially past on to the public cloud user. Setting up a private cloud computing
environment results in the largest cost savings based on today’s public cloud pricing
models.
1
Advantages of a Dynamic Infrastructure: A Closer Look at Private Cloud TCO
IBM Software Group, Competitive Project Office, July, 2009
http://www-01.ibm.com/software/se/collaboration/pdf/CloudTCOWhitepaper_04212009.pdf
3
4. 1. Overview
Today, organizations of all sizes are investigating cloud computing and the benefits it can
bring to their company. Given the numerous claims of savings and productivity
improvements, it can become difficult to understand exactly how these benefits might
apply to your particular IT environment. The representations of savings in this guide are
based on a 2009 Cloud Computing ROI study conducted by IBM Research. The study
uses customer environment data and cost saving data from more than one dozen
companies working with IBM on Cloud Computing. Input was taken directly from IBM
clients as well as from IBM strategic outsourcing teams that manage these customer’s
environments. The results overview the financial benefits of implementing cloud
computing and provide quantitative analysis of the payback. As you will see, the
financial benefits of cloud computing are very real, the payback period is
characteristically very short and the action steps to obtain these savings are very well
defined.
2. The 5 key areas of cloud computing payback
The analysis of the customer payback for implementing cloud computing can be
organized into five (5) key areas:
o Hardware
o Software
o Automated provisioning
o Productivity improvements
o System administration
All five of these areas can see significant reductions in cost and/or gains in productivity
with the implementation of cloud computing. You probably could have named these five
broad areas based on your own experience and knowledge of cloud; however, the
significant size of the savings in certain sub-areas may surprise you.
One of the attributes and pre-requisites on the implementation path to a cloud computing
environment is a highly virtualized environment. This “virtualization” will involve a
consolidation of systems which will drive reductions in hardware costs. This is often the
initial appeal of funding virtualization projects; however, the labor savings are even
greater. Many companies still undertake the manual provisioning of IT systems, suffer
long and costly delays while people wait for resources to become available, and distract
highly skilled personnel from key project to focus on the mundane administration of
systems. The automation of these tasks in a highly virtualized cloud environment can
save significant labor costs while improving quality and productivity. The impact on the
business in saved labor and use of time to accelerate projects can be significantly more
than just the savings in hardware. The total savings substantially off-set the small
incremental increase in software costs that are usually necessary to deliver virtualization
and the service management component that are elements of every cloud computing
environment. Let’s look more closely at some views of the Cloud payback in more detail.
4
5. 3. Examples of Cloud Computing client payback and ROI
The examples below show ROI projections from an internal IBM Research Cloud
Computing study conducted in 2009. Each case is based on environmental data collected
from a specific customer who preferred to remain anonymous in this publication;
however their general industry and environmental size are shown. In this guide the size
of the environment is based on the number of servers before consolidation, for small
environments the range is 5 to 15 servers, for medium environments the range is 16 to
400 servers and for large environments it is over 400 servers. Regardless of size or
industry, there is a very short payback time and very high projected annual and 3 year
return on investment. As you will soon see, the payback period is shortest and the ROI is
largest for the large environments, due to the economies of scale associated with the
service management software. The cumulative cost comparison graphs shows that Cloud
computing savings continue to grow over time.
The first example shows a banking customer with a large number of servers that are
evolving to a cloud environment. In this example, the system administration costs are
significantly reduced due to efficiency gains in administration driven by the
implementation of service management software. The service management software
enables an administrator to manage more systems and as a result fewer administrators are
required. The provisioning costs are significantly reduced through the use of automation,
which greatly reduces the time required to provision resources. This customer
experienced a huge improvement in their productivity associated with their testing
activities; however in overall percentage terms these savings are much smaller than the
large savings in provisioning and system administrator costs. Productivity improvements
can manifest themselves into increased revenues and happier customers over time. Those
elements were not tracked as part of this study.
5
6. ROI analysis example- Banking (large # of servers)
Payback Period (months) 4.85
Total Initial Investment for Test Cloud $1,313,958.33 Cumulative Cost Comparison -- With and without Cloud
Net Present Value (NPV) $6,172,325.64
$30,000,000.00
Estimated ROI over 3 years 469.75%
C u m u la tiv e E x p e n s e s
Estimated avg. annual ROI 156.58% $25,000,000.00
$20,000,000.00
Year 1 Savings by Category
$15,000,000.00
Testing $10,000,000.00
Productivity Hardware
4% 15%
$5,000,000.00
Software
Provisioning -3%
$0.00
Transformation Year-1 Year-2 Year-3
Cost Point
38%
Current IT Model Accumulated Costs Test Cloud Model Accumulated Costs
Sys. Admin.
Cost = Service Management
40%
driven savings
ROI projections from IBM Research Study 2009
This second example is a manufacturing customer with a small number of servers that is
currently an IBM strategic outsourcing customer. The study shows a large improvement
in testing productivity based on a significant reduction in the tester wait time for standing
up new and reconfigured systems from 70 hours to 1 hour. There was also a reduction in
the number of system administrators that drove labor cost savings in the administration
area. The provisioning savings appear smaller for this customer because the cost of
maintaining the automation software was amortized over a small number of servers.
ROI analysis example- Manufacturing (SO account - small)
Payback Period (months) 12.18 Cumulative Cost Comparison -- With and without Cloud
Total Initial Investment for Test Cloud $294,583.33
Net Present Value (NPV) $669,678.84 $2,000,000.00
Estimated ROI over 3 years 227.33% $1,800,000.00
C u m u la tiv e E x p e n s e s
Estimated avg. annual ROI 75.78% $1,600,000.00
$1,400,000.00
Year 1 Saving by Category $1,200,000.00
$1,000,000.00
$800,000.00
Hardware
$600,000.00
Testing
29% $400,000.00
Productivity
34% $200,000.00
$0.00
Transformation Year-1 Year-2 Year-3
Point
Software -1% Current IT Model Accumulated Costs Test Cloud Model Accumulated Costs
Provisioning
4% = Service Management
Sys. Admin. driven savings
32%
ROI projections from IBM Research Study 2009
6
7. This third example is also in the banking vertical with a medium sized environment. In
this sized environment, there is a sufficient number of servers to drive a balanced set of
savings across the service management focus areas. The largest savings were driven by
the system administration costs which saw a reduction in the number of administrators
required and improvements to both testing productivity and provisioning costs.
ROI analysis example- Banking (medium # of servers)
Payback Period (months) 6.82
Total Initial Investment for Test Cloud $302,958.33 Cumulative Cost Comparison -- With and without Cloud
Net Present Value (NPV) $935,880.13
$5,000,000.00
Estimated ROI over 3 years 308.91% $4,500,000.00
C u m u la t iv e E x p e n s e s
Estimated avg. annual ROI 102.97%
$4,000,000.00
$3,500,000.00
$3,000,000.00
Year 1 Saving by Category $2,500,000.00
$2,000,000.00
Hardware $1,500,000.00
Testing 10%
Productivity Software $1,000,000.00
25% 1% $500,000.00
$0.00
Transformation Year-1 Year-2 Year-3
Point
Current IT Model Accumulated Costs Test Cloud Model Accumulated Costs
Sys. Admin.
Cost
Provisioning
Cost
42% = Service Management
22% driven savings
ROI projections from IBM Research Study 2009
4. Hardware payback
1.1 Overview
The hardware savings come from improving server utilization and decreasing the number
of servers. The typical server in a datacenter is running a single application and is being
utilized on average from 5% to 25% of its capacity. As systems are consolidated and
virtualized in a cloud environment the number of servers required can drop significantly
and the utilization of each server can be greatly increased resulting in significant savings
in hardware costs today and the avoidance of Hardware Payback - Year 1
future capital investment. 1200000
50%
1000000
1.2 How hardware payback is 62% savings
800000
achieved 600000
savings 63%
There are two main areas of hardware payback. 400000
savings
The first is physical server depreciation. Since 200000
fewer servers are required the depreciation
0
expense can be reduced. The second area is Current Cloud Current Cloud Current Cloud
comprised of energy and facilities costs. If there Medium Large Outsourced
7
8. are fewer servers using energy and requiring floor space this translates into direct bottom
line savings. The graph at the right depicts these savings for each environment, in the
outsourced case the savings are achieved through a reduction in physical server
management charges being billed by the outsourcer. Typical savings in total hardware,
energy and facilities can be in the range of 30% to 70%, based on your current size and
annual spending. In the examples in this document the range is 50% to 63%. The cloud
computing platform can also affect the size of the cost savings. Typically more mature
platforms like the IBM zSeries can have larger savings due to their advanced
virtualization and management capabilities which can support higher utilization rates.
1.3 Getting started with hardware
One of the first projects to execute is server consolidation. Server consolidation increases
IT efficiency while reducing overall infrastructure costs through the elimination of
underutilized servers. By moving to a virtualized and consolidated environment you can
expect to see cost savings and also increased agility of the IT systems to meet rapidly
changing requirements.
Whether you need help with a business case or start-to-finish consolidation of your IT
environment, IBM can help you define the scope of your project and develop a road map
for your server consolidation. And if you need more help, we can evaluate your
workloads and infrastructure and provide a comprehensive business case, outlining total
cost of ownership (TCO) and return on investment, with alternatives and a strategy that
will meet the needs and challenges of your business for the next three to five years. For
more advanced optimization initiatives, we can show you how to optimize your IT
infrastructure using new technologies that enhance operational and cost performance by
concentrating on:
• Power and cooling.
• Space utilization.
• Application performance requirements.
• Automation and virtualization.
Perhaps you have a particular focus relative to application. Whatever your needs, we can
help you consolidate your workloads and upgrade databases and applications—including
your customer in-house UNIX® applications—with technical expertise and services that
span heterogeneous environments.
IBM also provides IBM CloudBurst which is an integrated hardware, software and
services offering to deliver a complete virtualized private cloud environment.
5. Software payback
1.1 Overview
Software is the key to delivering the savings described in this guide. The two major
components of software costs are virtualization software that enables consolidation and
more importantly the service management software that enables visibility, control and
8
9. automation of your environment to ensure efficient service delivery. Without a service
management system, the savings in the other areas can not be achieved. However,
software does require a modest investment in order to delivery the large cost savings
described in this guide.
1.2 Why software costs typically rise
The main drivers of increased software costs in a cloud environment are the cost of the
virtualization software and the service management software to provide visibility, control
and automation to the virtualized systems. Each consolidated system will require a
license for virtualization software
Software Payback - Year 1
and additional service management
software. These costs are partially 200000 $103K
180000
offset by the reduction in the number 160000
increase
of operating system licenses due to 140000
120000
the number of systems being 100000
decreased as a result of the 80000
60000
consolidation. As shown in the chart 40000
at the right the software costs 20000
0
generally increase but the overall Current Cloud Current Cloud Current Cloud
percent increase is typically a small Medium Large Outsourced
single digit percentage when
compared to the overall savings achieved in other areas as shown in section three. In the
case of the medium size banking customer, the client already had a virtualized
environment established so they would be able to further reduce the number of
virtualization licenses when they move to a cloud environment so their software costs
would be reduced. The other two customers did not have virtualized environments at the
start, so their software costs would increase.
1.3 Getting started with software
To get started with software payback the first step is to install virtualization software.
The virtualization software provides the basis for server consolidation and improving
system utilization by running multiple workloads on a single server. The second step is
to install a basic service management system for your cloud to enable the efficient
operation and delivery of high quality services. The third step is to install additional
service management software to focus on managing the virtualization aspect of your
cloud environment and gain additional cost savings. The details of the second step are
covered in the productivity payback section and the details of the third step are covered in
the system administration section.
9
10. 6. Automated Provisioning payback
1.1 Overview
Automated provisioning provides the ability to provision systems without the long and
error prone manual process used in non-automated environments. Automated
provisioning tools allow a skilled administrator to record and test provisioning scripts for
deploying cloud services. These scripts can then be used by automated tools to
consistently provision systems without the human error introduced through the use of
manual provisioning processes. This greatly reduces the amount of time required to
provision systems and allows skilled resource to be leveraged over many more systems,
while improving the overall quality of the provisioning process. This provides the added
benefit of supporting a policy based approach to provisioning. With a policy based
approach IT, using automation, can decide when patches should be applied, what action
to take when systems are no longer needed and insure that unused resources are quickly
returned to the available pool to improve reuse.
1.2 How provisioning savings are achieved
The key savings metric for Provisioning Payback - Year 1
automated provisioning is the $1,600,000
amount of time saved in $1,400,000
deploying new systems which $1,200,000
48% 90%
can translate into large cost $1,000,000
savings savings
savings. The chart at the right $800,000
shows the savings when using $600,000
automated provisioning in a $400,000
medium and large cloud $200,000
environment which is managed $0
Current Cloud Current Cloud Current Cloud
by the internal IT organization Medium Large Outsourced
and a small out sourced cloud.
The use of automated provisioning tools drives the time required to provision each image
from 40-70 hours to 30 minutes. As the number of images increases and the cost of
training, deployment, administration and maintenance of the automation software is
amortized over more images, the savings accelerate. In the large environment case the
savings approach 90 percent.
Another important factor to consider is the use of standard images. As businesses begin
to embrace virtualization, the variety of software images that need to be managed can
quickly proliferate, resulting in higher labor costs if left unchecked. One way to address
this problem is identify workloads that can be standardized and cloned. With
standardization, much of the variability associated with deployment and maintenance of
unique images is eliminated. This use of cloning dramatically reduces maintenance time,
as the patches, testing and upgrades should be identical across cloned images. Simply
stated, the higher the clone factor, the greater the reduction in labor costs associated with
deploying and maintaining software virtual images.
10
11. 1.3 Getting started with provisioning
To get started with provisioning requires the implementation of automated provisioning
software to replace manual provisioning processes. With automated provisioning new
systems and system updates can be provisioned quickly based on policies defined by IT.
Automation allows skilled resource to focus on delivering new services versus mundane
provisioning tasks and the use of policies multiplies the savings by insuring that IT can
quickly de-provision and reuse resources.
Tivoli Provisioning Manager can help enable data centers to execute changes within the
IT infrastructure more quickly, reliably and securely. Servers can be configured and
provisioned from bare-metal through applications and maintained against standard
hardware, software and security configurations. Computing resources can be deployed to
meet current needs and then redeployed or repurposed as changes in demand occur.
Tivoli Provisioning Manager supports server hardware, operating systems and
virtualization technologies from a variety of vendors. Tivoli Provisioning Manager
installs easily and delivers value quickly. Its intuitive interface helps users access the
information and tools they need to be more productive. With pre-built or custom
automation workflows, users can better manage IT resources and automate a broad array
of tasks for data center environments.
Tivoli Provisioning Manager can be used to automate repetitive tasks, which can help
minimize costly human errors. The software’s Web Replay plug-in, for example, allows
users to capture and rerun scenarios for even the most complex tasks. A skilled user can
execute the individual steps involved in a procedure, save the recorded scenario and edit
it as needed. The skilled user may also include help or instructional text on the captured
screens. Other less skilled users can then use Tivoli Provisioning Manager to
automatically execute these captured scenarios.
Tivoli Provisioning Manager is an integrated tool for provisioning resources across your
environment and facilitating your data center automation initiatives. It can help
automatically provision software and configurations to Windows servers and clients, as
well as Linux and UNIX® physical and virtual servers. Because of the breadth of devices
that it supports, its integrated discovery and inventory capabilities and its ease of use,
Tivoli Provisioning Manager can be a valuable tool for driving IT operational efficiency
to help minimize costs and maximize business flexibility.
7. Productivity payback
1.1 Overview
In the majority of customer environments today when new services are needed the
process to get the services delivered is usually a paper based process that is not very
responsive to the requestor. The new service being requested could be a development
and test environment for a software developer, or it could be for a new application that
the business needs to launch a new product. In the case of a developer requesting a new
dev/test environment, the process usually starts with the requester filling out a paper form
11
12. and then this form is sent to various groups that need to approve the request before it gets
sent to IT. Once it arrives in the IT shop they need to figure out if the necessary
hardware is available and if the correct personnel are available that have the skills
required to stand up the system. If it is determined that new hardware is required, lengthy
delays can ensue.
With automated tools the requester chooses the environment from the services catalog
which is accessed through the self service portal. Integral to the self serve portal is the
service catalog that maintains an up to date list of available services and up-to-date
system images. The tester specifies the start date desired, the environment, the software
images and amount of time that the service is required at the time of the request. This
eliminates the problems associated with environment quality and consistency as well as
resources hanging in “limbo” because no one is sure when they are no longer needed.
Policies can be defined to quickly reclaim systems when they are no longer being used so
that less new hardware needs to be ordered and the existing hardware is used more
efficiently. The self serve portal also enables automated workflows so that the necessary
approvals can be quickly obtained and the automated provisioning process discussed in
the previous section can be started. Environments can be stood up and activated in a
matter of minutes as opposed to days or months.
1.2 How productivity savings Productivity Payback - Year 1
are achieved 350000
The key savings metric for productivity 300000 97%
payback is the amount of time a requester
250000
savings
200000
wastes waiting for the resources they need 150000
to do their work. The chart at the right 100000
shows the savings when using a self serve 50000
0
portal, service catalog and automated Current Cloud Current Cloud Current Cloud
provisioning to automate the service Medium Large Oursourced
request process. The use of automation
drives the idle time per project from tens of hours to 1 hour. In each case significant
savings are achieved. Accelerating the completion of work has a dramatic impact on the
agility of an IT organization to respond to the demands of the business and launch new
services faster. This shortens time-to-market and fuels more innovation for revenue
generation. These are key concerns of business executives across the globe. The financial
impacts of these business benefits can be huge, but they were not studied as part of the
current research.
1.3 Productivity
To get started with productivity improvements you should implement two projects; a user
friendly self-service interface that accelerates time to value and a service catalog which
enables standards that drive consistent service delivery. These two projects will enable
end users to request the services they need from a service catalog and provide an
automated approval process to enable the rapid delivery of new services.
12
13. Businesses that manually deploy and manage applications and IT services face a number
of challenges. First, it can take weeks or months to receive the hardware and software
needed to deploy many applications. Next, the cost associated with the wait for needed
equipment as well as the cost to provide highly skilled IT staff members to manage the
deployment process can be substantial. Lastly, significant time and financial resources
are required to help ensure that the organization has audit processes integrated with
process governance.
Tivoli Service Automation Manager provides adaptable and automated best practices for
building and managing IT services. IT providers use templates to define service offerings
that are available to line-of-business managers. Through these templates, IT providers
take computing resources, such as virtualized operating systems and application
middleware stacks, integrated with workflow processes and standardized configurations,
and make them available as offerings to business operations staff members. Requestors
using this one-stop interface do not need detailed information regarding the computing
resource’s requirements. They simply use the templates and pre-defined content to
request the resources from IT. In turn, IT can provide these resources in a very short time,
enabling users to respond rapidly to changing business scenarios.
Provisioning of services is automatically enabled without requiring system or database
administrator involvement. Because these processes are automated and standardized,
they make IT deployment repeatable, reliable and cost-efficient. In addition to lower
server-to-administrator ratios and lower no-touch deployment, automated delivery of IT
services also enables better server and energy utilization.
Tivoli Service Automation Manager and a cloud computing model facilitate
standardization of the service request process. Through this standardization, service
consumers gain a consistent and reliable quality of service when requesting and receiving
resources from IT. This greatly improves the value of IT to the business. When a service
is delivered, Tivoli Service Automation Manager manages the operational lifecycle
components of that service. For instance, IT administrators can automatically implement
monitoring and event management functions as well as recommended changes to
deployment. They can also manage changes to deployment processes according to results
obtained from monitoring statistics.
In order to accelerate the delivery of a managed cloud environment IBM also offers IBM
CloudBurst. IBM CloudBurst is an integrated service management offering with network,
servers, storage, quickstart services, and financing that delivers a pre-built cloud. IBM
CloudBurst saves the time required to install and configure the hardware and software
required to deliver cloud based services which greatly accelerates time to value.
Enhancing IBM CloudBurst with the IBM WebSphere CloudBurst Appliance provides a
ready-to-go, cloud computing platform with specialized images for creating and
deploying application environments based on IBM WebSphere software. The
combination of the two offerings leverages the strengths of each to accelerate the delivery
of new WebSphere based applications. IBM CloudBurst is a complete cloud computing
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14. package that can deliver any type of virtual machine in support of multiple types of cloud
workloads. The WebSphere CloudBurst Appliance stores and secures application
environments consisting of patterns of IBM-supported WebSphere Application Server
Hypervisor Edition virtual images, these environments can be dispensed into, managed
and maintained in a private cloud. So a customer can deploy IBM CloudBurst to quickly
deliver a cloud computing infrastructure and use the WebSphere CloudBurst Appliance
to deliver the WebSphere based application environment into the IBM CloudBurst cloud.
WebSphere CloudBurst Appliance has been shown to dramatically reduce costs through
improved hardware utilization providing for reduced power consumption, efficient
license management and decreased labor costs. Additionally, WebSphere CloudBurst
allows for faster time to value through reliable, consistent and repeatable
dispensing/teardown of application environments, which can circumvent lengthy
approval processes and improve upon security compliance. A hands on study was
conducted to track the time it took to deploy and instantiate a WebSphere-based application
on a virtual server using VMware. Metrics were captured based on a manual deployment and
using the WebSphere CloudBurst Appliance. The results from this study show that the use of
automation via the WebSphere Cloudburst Appliance can reduce software image labor hours
by as much as 80%. IBM offers a complimentary WebSphere CloudBurst Value
Assessment to highlight the rapid ROI it can provide. The Value Assessment uses a
flexible and proven financial model to capture and compare current and anticipated costs
vs. benefits over a multi-year period. Use of the cost model allows you to better
understand cost components, evaluate alternatives and develop project plans with greater
confidence.
8. System Administration payback
1.1 Overview
As a cloud environment is implemented, hardware is consolidated and systems are
virtualized to drive savings. However, one area that requires particular focus to ensure
that costs don’t actually increase is the area of system administration. In a cloud
environment there are less physical servers to manage, but the number of virtual servers
increases. Virtual systems are more complex to administer and this can lead to higher
administrative costs. That is one of the reasons that a strong service management system
is so critical to an efficient and effective cloud environment.
System Administration Payback - Year 1
1.2 How system administration 4000000
payback is achieved
3500000
36%
3000000
savings
The key savings metric for system administration 2500000
2000000
payback is the efficiencies that can be gained by 1500000
effectively managing the virtualized aspect of the 1000000
500000
cloud environment. With the proper service 0
Current Cloud Current Cloud Current Cloud
management tools for a highly virtualized Medium Large Outsourced
environment, the administration savings can range
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15. from 36% to 45%. The chart at the right shows the savings when using service
management tools designed for virtualized systems.
1.3 Getting started with system administration
The automated provisioning of services using a self server portal and service catalog is a
key first step as has been described. To achieve even high levels of savings and greater
efficiencies three additional service management steps or “projects” should be
implemented. The first project would map the cloud computing environment so that the
relationship of the physical and virtual assets is understood so that reported problems and
potential problems can be quickly isolated and remediated. The second project addresses
the performance monitoring and management of the virtual servers so that trends can be
established and watched so actions can be taken proactively. The third project is to
manage the cloud at the services layer and ensure that the services are meeting their
service level objectives. Let’s look at each project in more detail.
As the use of virtualization continues to accelerate, organizations need to adapt their
existing tools in order to fully exploit both virtual and physical resources. Many of the
resources that work together to comprise a business service end up residing on
heterogeneous and virtual environments requiring advanced capabilities and tools to
manage the complex dependencies and relationships. IBM Tivoli software offers a range
of service management solutions designed to help organizations better understand their
virtualized environment — how to map virtual resources to physical resources, automate
the various operations, calculate usage, and manage performance and availability.
As mentioned earlier, Tivoli Service Automation Manger provides the foundation for
driving system administration savings by enabling standards and policies that drive
efficiencies. In addition, Tivoli Service Automation Manager can manage changes to
systems automatically based on monitoring data and provide audit trails of all action
taken to improve governance. IBM also provides other system management software for
virtualized environments that can drive even higher levels of savings.
Being able to visually trace the physical and virtual topology of the servers, associated
infrastructure and composite workloads is critical. A high-level mapping of your virtual
and physical servers and the workloads running across them provides a more complete
understanding of both the physical and virtual infrastructure and the relationships
between them — what physical components are used to build a virtual component and,
equally, what virtual components share a given physical component. IBM Tivoli
Application Dependency Discovery Manager provides visibility of interdependencies
between applications, computer systems and networking devices, using agent-less,
credential-free discovery and automated application maps.
Successful management of a virtualized environment relies on a comprehensive and
cohesive view of the operational state of the heterogeneous resources that comprise the
IT data center. Monitoring and visualization tools are a vital part of managing a
virtualized environment, enabling organizations to better understand the current state of
events to help predict potential system failures and bottlenecks. If a problem does occur,
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16. the tools can help organizations rapidly isolate and analyze problems before service
levels are threatened. IBM Tivoli Monitoring for Virtual Servers provides superior
visualization to help identify trends, see impacts and take action, all from a centralized,
easy-to-use portal.
Tivoli monitoring solutions also allow you to collect both traditional IT measurements
and environmental measurements into a common dashboard that displays an integrated
view of power usage, thermal data and application performance metrics. From there, you
can feed the temperature data into data warehouses to share with other applications for
real-time and historical trending analysis. For example, you might home in on a particular
asset that consistently uses more energy than the others. By correlating this information
with service level targets, you can take immediate action to slow the system down or
move workloads between virtual machines without impacting SLAs.
You can also set policies to autonomously respond to certain preset thresholds or events
to decrease heat generation. As workload increases and decreases, these automated power
management policies can continually adjust the power by metering, controlling or
capping consumption to save energy while maintaining response times.
IBM Tivoli Business Service Manager delivers advanced real-time visualization of
services and processes to help organizations monitor and measure service availability and
performance against defined revenue, growth and operational objectives. Detailed service
dependency views can speed problem resolution through automated service-impact and
root-cause analysis. In addition, Tivoli Business Service Manager offers service
intelligence through real-time service scorecards that track key performance indicators
(KPIs) and SLAs. Composite applications — which use business logic and data that span
physical and virtual servers, integration middleware and mainframe systems — can be
particularly challenging to monitor. IBM Tivoli Composite Application Manager
(ITCAM) can help you avoid critical performance problems by proactively recognizing
and isolating problems using robotic and real-time techniques. An intuitive user interface
for powerful visualization and customizable views enable quick determination of
degraded performance levels to help maintain customer satisfaction.
Virtualization goes a long way to helping organizations reach the goal of providing rapid
near real-time response to customer requirements. When virtualization combines with
automation, true flexibility, resiliency and responsiveness become a reality. For physical
and virtual systems alike, the automation of critical operations is crucial for ensuring
availability, providing efficient service and reducing manual errors, cost and complexity.
Virtualization goes a long way to helping organizations reach the goal of providing rapid
near real-time response to customer requirements. When automation is not widely
applied to the tasks and workflows associated with processes such as deployment,
fulfillment, and change and release management, operational efficiency and effectiveness
are difficult to achieve. Tivoli software offers automation solutions designed to address
key types of automation, including provisioning, workload, storage and physical
automation.
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17. 9. Summary of savings and costs
The following table provides a summary of the savings in each of the five areas and the
associated costs.
Area Saving Metrics Cost Metrics
Hardware o Reduction in number of
servers
o Drives reduction in
server depreciation
cost, energy usage
and facility costs
Software Reduction in the number of o Cost of virtualization
OS licenses software
o Cost of cloud
management software
Automated Provisioning Reduction in number of Training, deployment,
hours per provisioning task administration and
maintenance cost for
automation software
Productivity Reduction in number of
hours waiting for images
per project
System Administration Improved productivity of
administration and support
staff (support more systems
per administrator)
10. Tracking your Payback/ROI - What Data do you
need to measure?
In order to determine your cloud computing payback, the first step is to gather the data
required to establish a baseline for you pre-cloud environment. As the projects defined in
this guide are executed, the savings can be measured against the baseline data to calculate
your payback. Some estimates may need to be made for some of the data and as
processes are put in place to better capture the data required more accurate results can be
achieved. However, the lack of exact detailed data for each measurement should not
inhibit you from getting started. Where exact data cannot yet be measured or calculated,
make reasonable and logical estimates. This initial “Benchmark” is an important
component of the overall program. As the results are tracked, data collection improves
and the savings are achieved, the benchmark will provide insights to track against. The
benchmark will also make it easier to justify the investments required to get started.
Savvy IT executives have been known to use their savings projections to make the
ongoing project "self funding". In those cases, there is an agreement in place with the
finance team or CFO that some percentage of the annual savings will be returned to the
IT organization to fund next years investments in further improvements. CFOs and IT
CXO's love that concept of "self-funding"
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18. 1.1 Hardware metrics
o Number of existing physical servers
o Average total purchase price per server
o Average Hardware % utilization
1.2 Software metrics
o Number of existing non-Free OS (e.g. Windows Server) licenses
o Number of existing virtualization software licenses
o Annual virtualization software license cost per physical server
o Cost of non-free OS license (one time cost) per physical server
o Cost of non-free OS annual license maintenance per physical server
1.3 Provisioning metrics
o Number of images installed per year (provisioning requests)
o FTE hours required per provisioning without automation software
o FTE hours required per provisioning with automation software
o Costs for provisioning automation software (Tivoli Service Automation Manager)
1.4 Productivity metrics
o Total number of projects per year
o Average idle time caused by provisioning per project without automation
o Average idle time caused by provisioning per project with automation
1.5 System Administration metrics
o Number of existing physical servers
o Number of actively managed OS instances
o How many system administrators are managing the environment (excluding network
and storage administration)
o Administration productivity gain due to cloud transformation
o Ratio of system administrators to support staff
o Annual labor cost per system administrator
11. For More Information
IBM offers a complimentary WebSphere CloudBurst Value Assessment workshop to
organizations who are actively seeking to optimize their application server environment,
as well as, improve upon current provisioning times and related costs. The assessment
can be conducted remotely with IBM subject matter experts or on-site. It provides an
improved understanding of your current application server environment, along with
the financial and operational performance benefits resulting from using WebSphere
CloudBurst Appliance. It also provides a business case for WebSphere CloudBurst
deployment that’s tuned to your business priorities and growth plans in support of project
funding and budgeting. The WebSphere CloudBurst Value Assessment consists of:
Review assessment objectives, agenda and deliverables
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19. Validate the current environment cost structure, growth plan data and other
important factors
Develop the WebSphere CloudBurst high-level architecture
Understand administrative/business impact requirements and any related
assumptions
Finalize the financial model
Develop and deliver executive presentation
Conducting a WebSphere CloudBurst Value Assessment can provide you with an
improved understanding of your current application server environment, along with the
financial and operational performance benefits resulting from WebSphere CloudBurst
Appliance. It can also be the basis of a business case for WebSphere CloudBurst
deployment that’s tuned to your business priorities and growth plans in support of project
funding and budgeting
Contact your IBM WebSphere account executive to learn more and schedule a value
assessment.
November 2009
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