Presentation Given by Mark Willemse about ING's use of PureSystems at the PureApp Hybrid Cloud Event in IBM London Southbank, on 11th September 2014

1. © 2014 IBM Corporation
The IBM Hybrid PAAS Cloud :
The reality of a finance customer.
Mark Willemse, ING NetherlandsLondon, September 11th2014

2. 2
The PureApplication System Storyline at ING
1.Articulating the need and creating the momentum to assess
2.Decision to deploy PureApplication System
3.Stakeholder workshop to agree on the details
4.Real life journey to implementation
5.Lessons learned, use them !
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3. The Need and the Decision

4. The 6 strategic pillars of OIB
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Worldwide trends in IT:
Mobile –Social –Cloud –Big Data

5. Our IT operating model enables us to steer, simplify and improve responsiveness
Target Operating Model (TOM)
Coordinated
Shared
Isolated
Replicated
High standardization
High integration
“We run it as one”
“We run different solutions by defined output”
“We all do things on our own”
“We run it by many and in the same way”

6. IT
Landscape
2008
IT
Landscape
2011
IT
Landscape
2015
IT
Landscape
2018
Shared Replicated Isolated
% of applications to be decommissioned
-15%
-25%
-13%
75%
75%
55% 20%
10%
10%
20%
40%
15% 15% 25% 40%
• Target Operating Model for IT systems created
to standardise and rationalise our applications
landscape
• 220 projects identified to achieve intermediate
targets by 2015, and initiate a long-term
journey towards sharing and replicating IT
solutions across the bank
• Systems to be retired at end of normal ‘life
cycle’ to avoid unnecessary replacement costs
• Today 450 applications were
decommissioned. ING Bank now has
approximately 3,000 applications worldwide.
Another 450 in 2015 and 750 by 2018 to be
decommissioned
• Moving towards a Shared Service Model for
the IT infrastructure across the bank, including
consolidating more than 20 existing data
centres into 2 strategic data centres serving all
of Europe
Evolution of IT applications towards a shared
and replicated Target Operating Model
Rationalising our IT landscape
contributes to efficiencies

7. 7
Domains of improvement & transformation
PEOPLE
PROCESS
TECHNOLOGY
TRANSFORMATION
•Zero touch deployment
•Continuous delivery
•Transparant/effective
•Eliminating waste
•New DNA of workforce
•Style, skills, competences
•Engineers
•Transitional leaders
•Technology enforcer of change
•Continuous delivery
•Cloud enabled
•Low costs/effective
CONTAINERS, CARRIERS and ENABLERS
•Cloud group designs
•TOM
•SERVICE MODEL
•END USER COMMUNITIES
•BUSINESS VALUE CHAINS

8. 8
Questions & considerations for potential buyers of PURE application system (1)
Who do I need to get senior managers on-board to gain some support to use PureApplication System?
If I go down this route it will disrupt IT. What will my new IT Operations team look like once I’ve implemented PureApplication System and how do I manage the transition?
Testing sounds like a good place to start but how do I get it to the next stage, Production?
When will I start to see a ROI?
We are an existing IBM middleware user. How will PureApplication System reduce my license costs over the next three years?
We already have a large investment in IBM technology and feel PureApplication System puts us in a worse place where we’re even more dependent on IBM. What flexibility do I have if PureApplication System becomes took expensive?
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Questions & considerations for potential buyers of PURE application system (2)
How do I prepare my organisation for such implementation of Pure Application System ?
Which key success criteria for implementation can I anticipate on for during the assessment and pre-sales process together with IBM and partners ?
How does a future operating model look like to run the PureApplication System in my organization ?
How do I determine and in what way the configuration, purpose and appliance of such system technology in my organisation ?
What would be the right change and operating governance model for implementation and how to define the transition between phases ?
Which domains and departments will be affected and what kind of ‘internal cultural drivers’ can I expect ? How to approach them ??
How do I determine operational maturity and readiness for implementation ?
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Pattern Creation
Pattern Deploy
Application Deploy
Application Monitoring
SLA Management
Audit
Security
Backup / Recovery
Infrastructure Monitoring
Networking
Storage
System(s)

11. 11
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Separate PureApplication System setup fromWorkload Setup
Platform Setup (1 time preparation)
•Network Design (Management, storage, backup, workloads)
•Cloud setup (groups, environments, IP, …)
•Environments and segregation levels
•Integration into the data center
•Prepare templates to be applied for the workload integration
•Catalog Management
•Workload setup (every workload)
•Role management
•Pattern personalization
–Scripts / plug-ins
–Fixes
•Environment preparation
–IEM
–Security
–…
•Workload deployment
•Workload management and operation

12. Stakeholder Workshop

13. © 2014 IBM Corporation
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Implementation roadmap, using best practices and proven concepts the workshops deliver 6 tangible building blocks
Installation and set-up of PureApplicationSystem in the client data center
•Networking, Interfacing. LDAP
•Monitoring, Security, Monitoring
•Checkponts and operational readiness controls in the existing Infra / Eco system of customer
Determining and developing workloads to run on PureApplicationSystem
•CLOUD group configuration
•Design is drivingimplementationandTCO/ROI
•Cloud group design drives ownership, roles / responsibilities and people
Deployments and life cycle management of workloads
•Running whatforwho?
•Whichend-users ? How many? Volumes/data ?
•Patterns ! Which ones ?
Managing the PureApplicationSystem: management and monitoring of PureApplicationSystem
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14. © 2014 IBM Corporation
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DetermineanddescribeOrganizationalaspectsof implementationof PURE tosuccessfully‘adoptandaccellerate’ ROI drivers
•Advising, guidancein setting up DEV/OPS organizationalstructure
•Advisingandconstructingroles/responsibilities
•Guidanceon ‘change & transformation’ culturaldrivers
•Breakingtroughbehaviourpatternsof people/ customersof IBM
IBM Deployment & Consultancy Services team
•Strenghtening partnerships internally across IBM worldwide
•Excellent customer services toexistingcustomersandfueling/advisingformarketing, Pre-Sales andSales of IBM
•Drivingthe footprint andstrenghteningpartnerships withcustomersaccordingtoIBM values
•Building and constructing training, knowledge, expertise and skills
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Implementation roadmap, using best practices and proven concepts

15. © 2013 IBM Corporation IBM Confidential
15
Cloud Group UAT
Cloud Group Production
Cloud Group Shared (TEST/DEV)
Node D –Chassis 2
Node F –Chassis 1
A
F
C
B
E
D
Node B –Chassis 3
IP Group 3
IP Group 2
VLAN 3
Node E –Chassis 1
VLAN 2
Node C –Chassis 2
Node A –Chassis 3
IP Group 1
Env. profile: COGNOS_PRD
Env. profile: UNICA_PRD
Env. profile: DATASTAGE_PRD
Env. profile: COGNOS_UAT
Env. profile: UNICA_UAT
Env. profile: DATASTAGE_UAT
Env. profile:
TST_Shared
Env. profile:
DEV_Shared
3
2
1
VLAN 1
VLAN BU 1
IP Group 10
Workshop Output: Cloud Design

16. Journey to Implementation

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Sufficient resources for required skillsets & FTEs confirmed
Staff Training
Project Closure
Implementation requires decommissioning activities
Decommissioning activities scheduled and finished
Post Implementation Activity Plan prepared
Post Implementation Activity Plan approved
Security Administration
Solution Security Profile
Service Management/Service Organization
Service Level Agreement
Service Delivery
External Contracts
Operational Costs
Configuration Management
CI Administration
Change Management
Operational Documentation
Operational Resources
Skillset & FTE requirement for needed services specified
Determine operational readiness for IPAS implementation
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The lifetime of systems change, and as a result the types and frequency of administrative actions you perform will change
•For example: WebSpheresystem administrators will have the option on working on more, smaller cells with shorter lifetimes instead of larger cells for a longer time
•Changes to application can now be localized
You'll need people who are good at abstraction to create standard images and patterns, and develop standard script packages and plugins
•Would need people to create and maintain patterns with the latest release, OS patches, images
Implementation requires new skill sets

19. 19
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Integration with Service Management requires planning and forethought
•While you still have a NOC team and integration with existing monitoring solutions, the processes for handling issues will change
•Different ways of handling problems; new mechanisms for changing configurations
•The definition of “steady state” changes as things become dynamic
Changes in Business Continuity (Backup/Restore, HA, DR) approaches cause change
•Different techniques and technologies for handling these problems
•Require different skill sets and different procedures
Integration of the system how, what, … ?
Do we need to do the same things as before?
What about procedures?

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Deep versus broad?
Can we embrace integrated solutions?
You're going to need more generalists and fewer specialists
•IBM PureApplicationSystem combines all parts of large virtualized system in one simple to use package that can be handled mostly with generalists
•Need specialists to debug and solve problems –improved efficiency with single integrated console
Your organization will become less compartmentalized and more integrated
•Complexity inherent in building large IT environments has encouraged the specialization in IT organizations
•With IBM PureApplicationSystem and its pre-integrated and optimized patterns of expertise, fewer things can go wrong –you will need smaller teams working more closely together on things like problem resolution
General principles: Change and impact

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System
Admin
System
Security
Audit
Integration
Builders
First Line
support
PaaS
Deployer
Workload
Deployer
DevOps
Solutions
Develop.
Testers
Business
Users
Workload
Support
3th Line
Support
2nd Line
Support
Catalog
Mgnt
Platform
Governance
Pattern
Builders
Workload
Integrators
Platform roles

22. Use of the IBM Cognos Pattern within ING

23. Reporting usage within ING-NL
•Information needs:
•Management information
•Operational information
•KPI’s
•Marketing insights
•Customer feedback
•Fraud
•And much more…
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•Value chains:
•Branches
•Call
•Internet
•Marketing
•Fraud&Risk
•Mortgages
•Facility management
•Finance
•payments

24. Lessons Learned –Use Them!

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Lessons Learned during the Journey
Begin by understanding the needs that PureApplication System is intended to address
•Ask many questions!
The stakeholder workshop was key to gaining consensus and a shared direction
•Make sure that all the stakeholders are present in order to make decisions that will stand
•That means that all stakeholders from day one will have to complete the journey !!
•The participants are transitional leaders who are transforming their current IT role to desired PURE application system role
Put a mechanism in place to manage the PureApplication System
•For ING, Dev/Ops provided that mechanism
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