Open your Transformation, Define your Evolution
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Intervento di Sergio Patano, Senior Research & Consulting Manager di IDC Italia, ai SUSE Expert Days 2017 di Roma e Milano il 14 e 16 marzo 2017
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Open your Transformation, Define your Evolution
- 1. Open your Transformation Define your Evolution Roma – Marriott Park Hotel, 14 Marzo 2017 Milano – Milano Enterprise Hotel, 16 Marzo 2017
- 2. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 2 Chi non c’è più o non è più presente come prima First digital camera in 1975
- 3. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 3 Chi ha disrupted il mercato
- 4. Chi cambierà ancora le regole del gioco …forse non è ancora nato… FORSE © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 4
- 5. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly What’s next 5
- 6. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly What’s next 6
- 7. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 7
- 8. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly Services providers mixano open source e in house management software con soluzioni commerciali Open standard & Open source forniscono miglior integrazione e portabilità IT e LOB sono sempre più familiari a fornire l’IT come un servizio controllato dal SW Business agility, DevOps e DX L’economia di scala del cloud è troppo convincente per essere ignorata Cosa sta alla base di questa evoluzione? Converged e Iperconverged System offrono l’opportunità di rinnovare o aggiornare il parco installato (legacy) 8
- 9. 3^ Piattaforma e Open Source 9 Low Low Med Med High High MOBILITY CLOUD SOCIAL BUSINESS BIG DATA / ANALYTICS OPEN SOURCE SOFTWARE FOUR PILLARS OF TRANSFORMATION DEGREEOFRELIANCEONOPENSOURCE Il software Open Source è l'abilitatore fondamentale per ciascuno dei pilastri della terza piattaforma © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 9
- 10. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly Ridurre i costi di implementazione e maintenanceIncertezza per il supporto ongoing da community/vendor Scarsa documentazione tecnica Incapacità di ottenere un supporto velocemente Capacità di rivedere e modificare/customizzare i codici sorgenti Eliminare il vendor lock-in SFIDE BENEFICI Open source Sfide & Benefici 10
- 11. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 11 Adozione OpenStack come framework open source 68% Costi più bassi di un software commerciale DRIVER OpenStack Momentum No Vendor Lock-in/Minore dipendenza dal vendor Framework estensibile che copre server, storage e networking Funzioni e fetures più numerose rispetto a software commerciali Capacità di rivedere e modificare/customizzare i codici sorgenti
- 12. NETWORK STORAGE © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly Quanto è maturo il SDI 12 COMPUTE COMPUTE STORAGE NETWORKING 59% 31% 8% 3%
- 13. Perchè SDN è così indietro © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 13 Approccio all’innovazione tecnologica in ambito networking aziende italiane Cerchiamo attivamente nuove tecnologie o funzionalità in cui possiamo vedere un modo per aiutare l'azienda a crescere 6% Seguiamo i nostri concorrenti e implementiamo le nuove tecnologie appena dopo che lo hanno fatto loro 5% Siamo veloci ad adottare le nuove tecnologie quando vediamo benefici tangibili per il business esistente 16% Siamo Lenti nell'adottare nuove tecnologie 15% Aspettiamo ad adottare le nuove tecnologie solo quando sono mature e pronte 58%
- 14. Top workload for SDS © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 14 14
- 15. Perchè SDI è prezioso È in grado di incrementare i tassi di utilizzo © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 15 La Capacity on demand diventa un approccio praticabile La capacità e il consumo possono essere bilanciati e regolati Si può operare in un ambiente simile al cloud pubblico Semplicità e automazione sono caratteristiche offerte da alcune soluzioni Supporta tanto le applicazioni classiche quanto quelle della Terza Piattaforma È il cardine dell’evoluzione del data center
- 16. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 16 Datacenter Evolution CONS & VIRT AUTOMAZIONE SISTEMI CONVERGENTI SOFTWARE DEFINED PRIVATE CLOUD HYBRID CLOUD
- 17. Cloud services deployment models Managed private cloud Dedicated private cloud Virtual private cloud Public cloud Hosted private cloud Customer site Service provider site Virtual machines = Apps SaaS App App App App Level "Bursting" IaaS App App App App App Data App Data Data Tunnels © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 17 Le “coordinate” del Cloud
- 18. Multi-Cloud era © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 18 Multi-Cloud richiede portabilità dei workload, soluzioni di automazione policy-driven e analytics Le aziende stanno abbracciando le architetture Multi-Cloud Diventa prioritaria una gestione che sia workload-centrica Le aziende vogliono una sorta di “liquidità” per prendere, costruire e pagare i servizi IT Source: IDC, Multi-Cloud Management Survey July 2016
- 19. AGILITÀ BUSINESS PERFORMANCE Source: European DevOps Survey 2016, n = 283 DevOps Livelli di adozione e driver © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 19 DevOps Adoption
- 20. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly Open source and DevOps 20 20 0% 10% 20% 30% 40% 50% 60% Acquiring proprietary solutions from well-estabilished vendors Making use of open Source as much as possible Acquiring solution from emerging vendors where a combination of open source and proprietary solutions exists Applying DevOps only form Public Cloud-based tools and framework (AWS) Planning DevOps Adoption Adopted DevOps
- 21. Traditional Automation Orchestration PUBLIC CLOUD ANALYTICS DevOps e 3rd Platform © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 21 Differenza tra crescita degli investimenti e calo degli investimenti 21
- 22. Managed Continuous Expansion Opportunistic Selective Collaboration Ad Hoc Cultural Identity Repeatable Consistent Standards Optimized High-Performance Product Delivery Percezione del posizionamento © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 22 Limitazione nell’assumere rischi, nell’apprendere e nello sperimentare Team sempre più collaborativi grazie alla cultura del rischio e dell’apprendimento Automazione pervasiva nei team di Dev&Ops abilita policies e processi standardizzati Processi e tecnologie standard guidano alla crescita di teamwork, collaboration e rischi Trasformazione culturale guidata dai clienti porta a sviluppo veloce e automatico di prodotti Identifica strumenti legacy in uso Definisci KPI Automatizza processi di Change&Conf mngm Usa Customer insight per qualità e feature Usa dati per prendere decisioni informate Identifica gli stakeholder Documenta struttura di costi Riduci frammentazione e standardizza i workflow Usa tool di automazione per progetti DevOPS Crea un team DevOps unificato Crea processi dev&Dep automatizzati Focalizzati su vantaggi competitivi sostenibili “Automate everything” per DevOps
- 23. Managed Continuous Expansion Opportunistic Selective Collaboration Ad Hoc Cultural Identity Repeatable Consistent Standards Optimized High-Performance Product Delivery Percezione del posizionamento © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 23
- 24. © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 24 CUSTOMER EXPERIENCE OMNI-CHANNEL EXPERIENCE Test Deploy Monitor Operate Build DEV Test OPS Sicurezza e continuità di diventano ancora più importanti Average Cost of an Infrastructure Failure €62,000/hr
- 25. Si è sempre fatto così non ha mai pagato © IDC Visit us at IDCitalia.com and follow us on Twitter: @IDCItaly 25 Non sempre il successo arriva al primo tentativo Gestire il fallimento
- 26. Grazie per l'attenzione Sergio Patano Senior Research & Consulting Manager IDC Italia spatano@idc.com @PatanoSergio
Editor's Notes
- 9
- DevOps is primarily about changing the culture to accelerate innovation and business success DevOps is not necessarily new, many organizations have already done DevOps for more than 4 years, but it is only now about to reach mainstream adoption Increased agility Faster deployments Improved customer experience Increase in revenue/profits
- IDC MaturityScape: DevOps — Progressing Through the Stages Stage Guidance Ad hoc Determine core values of IT's culture across areas such as measurement, collaboration, empathy, risk taking, teamwork, sharing, communication, and trust. Evaluate leadership and staff skill sets to determine whom might be able to lead DevOps integrated teams and fill roles. Identify key business stakeholders that will support DevOps teams and projects. Document existing cost structure (and models) for delivery of key applications across the developer, test, and operations teams. Map and document processes, reduce fragmentation, and start to standardize workflows. Opportunistic Standardize processes and start to work in unified DevOps teams to identify a common language for automated processes and tasks. Identify existing legacy tools in use across silos; plan for automation heavily in areas such as testing, release, deployment, monitoring, and security. Define the customer, business, technology, and staffing metrics that will drive DevOps projects and define success. Automate configuration and change management processes; target development and operations teams via collaborative discussions. Repeatable Use automation tools for DevOps projects; create a jointly developed road map between development and operations teams Identify areas of process integration; map value streams. Create unified DevOps teams, with shared responsibilities, goals, and objectives. Develop visualization techniques and dashboards to drive communications and measure progress with metrics. Create automated development and deployment processes that use self-service portals created by operations teams. Managed Collect and integrate INFOSEC input into product design and development. Collect customer insights and use it to impact product quality and features. Use data from monitoring tools, such as APM suites and logging tools, to inform business decisions. Create a center of enablement for DevOps to drive projects, budget allocations, standard operating model, and communicate successes. Create integrated automated processes between development and operations teams; document a singular automation strategy. Optimized Change cultural values that stress teamwork, trust, empathy, and an acceptance of failure. Focus on sustainable competitive advantage. Have INFOSEC teams that makes consumable, pre-approved libraries and tools available for use by DevOps teams. Develop customer feedback mechanisms across the SDLC to drive innovative new product development. Create "automate everything" policies as the standard operating model for development and operations.
- IDC MaturityScape: DevOps — Progressing Through the Stages Stage Guidance Ad hoc Determine core values of IT's culture across areas such as measurement, collaboration, empathy, risk taking, teamwork, sharing, communication, and trust. Evaluate leadership and staff skill sets to determine whom might be able to lead DevOps integrated teams and fill roles. Identify key business stakeholders that will support DevOps teams and projects. Document existing cost structure (and models) for delivery of key applications across the developer, test, and operations teams. Map and document processes, reduce fragmentation, and start to standardize workflows. Opportunistic Standardize processes and start to work in unified DevOps teams to identify a common language for automated processes and tasks. Identify existing legacy tools in use across silos; plan for automation heavily in areas such as testing, release, deployment, monitoring, and security. Define the customer, business, technology, and staffing metrics that will drive DevOps projects and define success. Automate configuration and change management processes; target development and operations teams via collaborative discussions. Repeatable Use automation tools for DevOps projects; create a jointly developed road map between development and operations teams Identify areas of process integration; map value streams. Create unified DevOps teams, with shared responsibilities, goals, and objectives. Develop visualization techniques and dashboards to drive communications and measure progress with metrics. Create automated development and deployment processes that use self-service portals created by operations teams. Managed Collect and integrate INFOSEC input into product design and development. Collect customer insights and use it to impact product quality and features. Use data from monitoring tools, such as APM suites and logging tools, to inform business decisions. Create a center of enablement for DevOps to drive projects, budget allocations, standard operating model, and communicate successes. Create integrated automated processes between development and operations teams; document a singular automation strategy. Optimized Change cultural values that stress teamwork, trust, empathy, and an acceptance of failure. Focus on sustainable competitive advantage. Have INFOSEC teams that makes consumable, pre-approved libraries and tools available for use by DevOps teams. Develop customer feedback mechanisms across the SDLC to drive innovative new product development. Create "automate everything" policies as the standard operating model for development and operations.