2. Andrew White
Cloud and Smarter Infrastructure Solution Specialist
IBM Corporation
Mr. White has fifteen years of experience designing and managing the
deployment of Systems Monitoring and Event Management software. Prior
to joining IBM, Mr. White held various positions including the leader of the
Monitoring and Event Management organization of a Fortune 100 company
and developing solutions as a consultant for a wide variety of organizations,
including the Mexican Secretaría de Hacienda y Crédito Público, Telmex,
Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US
Navy Facilities and Engineering Command.
4. Ground rules for this
session…
• If you can’t tell if I am trying to be funny…
–
GO AHEAD AND LAUGH!
• Feel free to text, tweet, yammer, or whatever.
Use
• If you have a question, no need to wait until
the end. Just interrupt me. Seriously… I
don’t mind.
5. I am here today to share some of what I have learned about
Systems Thinking,
Decision Making,
and Abstraction.
6. Requirements for Unity of Effort
Symptoms of Missing Elements
!
1.
Command
and
Control
• Command and control (No Leadership)!
• The team lacks a clear direction!
• Lots of activity, lack of progress!
• Shared Experience (Poor Relationships)!
• Us vs. Them mentality!
3.
Situation
al
Awarene
ss
2.
Shared
Experien
ce
• Unhealthy competition!
• Situational Awareness (Poor Communication)!
• Focused on cooperation, not collaboration!
• Blame culture!
• Infrequent or non-existent communication!
7. CIO’s turn to innovative technologies to
deliver better outcomes
Big Data Analytics
§ Analyze an enormous variety of information sources
§ Real-time insights & actions on streaming data
Security
Intelligence
Mobile
Enterprise
§ Hybrid mobile "
app development
§ Multi-channel integration
§ Device management
§ Workloads on the move
Cloud & Optimized
Workloads
§ Agile provisioning
§ Elastic compute power
§ Scalable storage
resources
§ Intelligent services
§ People &
identity
§ Data &
information
§ Application
security
§ Security
analytics
IBM
CIO
Study
(2012)
8. The IT challenges
Infrastructure
We have a lot of tools to manage the
automation tasks. Coordinating everything is
challenging and takes a lot of time.
Development
It is crucial to accelerate delivery and improve
feedback between development and
production.
Operations
Releasing a new application in production is a
lot more than creating a virtual machine. After
deployment, endpoints need to be managed
their entire lifecycle. This requires linking
different tools, people, and departments. It
takes weeks.
Business
Reacting quickly to market demand is a weak
spot. IT is not fast enough to support the
strategy and is slowing down innovation
9. Why Orchestration?
1.
2.
3.
End
to
end
automa8on
of
service
delivery
to
achieve
greater
returns
Provisioning
plays
a
key
role,
but
is
just
one
of
many
steps
There
are
many
unique
requirements
to
integrate
with
exis8ng
data
center
processes
and
tools.
Provisioning
10. “The only sustainable
competitive advantage is an
organization’s ability to learn
faster than the competition.”
- Peter M. Senge,
The Fifth Discipline: The Art & Practice of The Learning
Organization
11. What Is a System?
It is a set of interconnected actors that change
over time when they are influenced by other
elements of the system.
Actor
Actor
Actor
Actor
Actor
Actor
Actor
Actor
12. Two Important Properties
• The causal effect between two actors will
always impact the entire system
• Correlation != Causation
14. A Real World Example
DBA on honeymoon
vacation in Fiji
Logs are truncated
manually
Logs were not
truncated
Transaction log was
unable to grow
SQL Server was not
processing queries
The application
server was timing
out
Company has only 1
DBA
-ANDT: Drive at 0 Bytes
free
-AND-
-ANDDR SQL Cluster
Customers
Complaining
-AND-
Trying to do business
on the website
-AND-
One one application
server exists
Desired Condition
Only one database
cluster in use
More Information
Needed
Space allocations
are fixed
DR Cluster being
used for UAT testing
Web Server returning
500 errors
-AND-
More Information
Needed
-AND-
“Backup” DBA was
not aware the logs
require truncation
Lack of Control
15. Systems are Volatile
This properties makes it difficult to control the
behavior of the system. The good news is that
systems are perfect. They always deliver the
optimum result given a specific stimuli.
17. How a Plan Comes
Together
Strategy
Tactic
Tactic
Actions
Objective
Strategy
Tactic
Actions
Actions
Strategy
18. How a Plan Comes
Together
Objective
Decisions are
made here
Strategy
Tactic
Tactic
Actions
Strategy
Tactic
Actions
Actions
Strategy
This is the basis for a
project workbreakdown-structure
19. Let’s Use Me As An
Example
Sell $XX
By 2H2013
Find New
Clients
Leverage
My
CRM
Network
Actions
Grow
Existing
Clients
Inside
Sales
Leads
Actions
Actions
Strategy
20. Key Concepts to
Understand
• Objective: a desired outcome. The terms Strategy and
Objective are not interchangeable. An objective
defines the results that supporting strategies must
achieve.
• Strategy: a method for achieving an objective. Each
objective has a "necessary and sufficient set" of
strategies (roughly 2-8) which define it; each strategy
aims to achieve a single objective.
• Tactic: how the strategy is implemented. Each
strategy has a group of tactics (usually 2-8) to define
how the strategy will be implemented and when. Each
tactic has a single strategy it aims to accomplish.
21. It isn’t a strategy if you aren’t
forcing decisions to be made.
22. The average grocery store carries
48,750 items including:
• 91 different shampoos
• 93 varieties of toothpaste
• 115 types of household cleaners
http://commons.wikimedia.org/wiki/File:Fredmeyer.jpg
23. Two Types of Decision Making
Programmed Decisions
–
–
–
–
Routine
Repetitive
Well-Structured
Predetermined Decision
Rules
Non-Programmed Decisions
–
–
–
–
Unique
Presence of Risk
Presence of Uncertainty
Black Swans
24. How To Automate
Decision Making
• Programmed Decision
Making
–
–
–
–
Collect evidence
Identify the problem
Select a solution
Implement and evaluate the
outcome
• Non-Programmed
Decision Making
– Narrow evidence down to
the ideal level
– Apply heuristics to limit the
impact of cognitive bias
– Present options to a human
for a decision
25. The rationality of individuals is
limited by the information they
have. This causes “The
Tragedy of the Commons.”
26. Decisions Being Automated in the Cloud
Packing
• Compressing workloads to the fewest number of physical servers
• Maximizing cost efficiencies
Striping
• Spreading workloads across as many physical servers as possible
• Ensuring higher performance levels and reducing risk due to component failure
Load-Awareness
• Allocating new workloads to the servers with the lowest load
• Maximizing the performance of the workloads
HA-Awareness
• Ensuring workloads are distributed across pods
• Matching availability levels with service requirements and cost targets
Energy Awareness
• Placing workloads according to energy costs
• Ending workloads to reduce energy consumption or rescheduling them for offpeak hours
Affinity-Awareness
• Placing workloads close to critical resource dependencies
• Collocating compatible workloads to maximize available resources
Platform
Awareness
• Allocate workloads to best platform
• Migrating workloads to least expensive platform still capable of delivering
required service levels
Topology
Awareness
• Allocating resources within a service group near each other
• Isolate single-points-of-failure
27. You can't judge my choices without
understanding my reasons.
-Unknown
28. Feedback Loops
Unfortunately feedback has taken on both positive and negative
indications. In reality, positive feedback is not “praise” and
negative feedback is not “criticism.” Positive feedback
reinforces while negative feedback balances.
Reinforcing
Profits
Cost Cutting
Balancing
Productivity
29. Be Careful of Good
Intentions
Change
Process
(+)
Release
Process
(+)
(-)
(+)
Business
Demand
(+)
(-)
Change
Change
Frequency
Size
(+)
(+)
(+)
Change
(+)
Change (-) Backlog (+)
Change
Capability
Risk
(-)
(+)
Business
Value
(+)
(-)
Availability
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
30. Be Careful of Good
Intentions
Change
Process
(+)
Release
Process
Business
Demand
(+)
(-)
(+)
(+)
(+)
(-)
Change
Change
Frequency
Size
(+)
(+)
(+)
Change
(+)
Change (-) Backlog (+)
Change
Capability
Risk
(-)
(-)
Change
Automation
(+)
Business
Value
(+)
(-)
Availability
(-)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
31.
32. Organizations don’t fail
because they take the
wrong path, they fail
because they can’t
imagine a better path
than the one they are on.
-- Marty Neumeier
37. Turning Services Into Solutions
Business
Service
Offering
Choreography
Orchestra1on
Billing
Order
Fulfillment
Automa1on
Customer
Management
Order
Management
Service
Interface
Add
Customer
Assign
Service
to
Customer
Provisioning
Deploy
Device
Configure
Device
38. Automating Processes
Access to rich libraries
(toolkits) of reusable
automation assets that
enable to speed
automation creation
Rich tooling
functions to edit,
version, debug,
optimize workflows
Graphical editor for
composing and
connecting
workflows
Rich set of actions types,
flow control, data handling
primitives that simplify
creation of complex
automations
Palette of library
assets enable easy
workflow composition
through drag and drop
Easy workflow action editing
for managing: data mapping,
error recovery options,
implementation details , etc.
39. Or!ches!tra!tion [AWR-kuh-strey-shun]
1. the act of arranging a piece of music
2. the planning or execution of events in order to achieve a desired effect
3. The technique of arranging or manipulating, especially by means of
clever or thorough planning or maneuvering
• A central process controls everything and coordinates the
execution of different operations involved in the operation
• The services do not "know” that they are involved in a
composite process
• Only the central coordinator of the orchestration is aware of
the desired outcome,
• The orchestration leverages explicit process definitions to
operate the services in the correct order of invocation
41. Cho!re!og!ra!phy [kawr-ee-OG-ruh-fee]
1. the art of composing ballets and other dances
2. the method of representing the various movements in dancing by a
system of notation
3. The arrangement or manipulation of actions leading up to an event
•
•
•
•
Choreography does not rely on a central coordinator.
Each service knows exactly who and when to execute
Focuses on the exchange of messages and information
All services need to be aware of the business process,
operations to execute, messages to exchange, timing, etc.
43. Choreography vs. Orchestration
• From the perspective of composing services to
execute business processes, orchestration is a more
flexible paradigm and has the following advantages
over choreography:
– The coordination of component processes is centrally
managed by a known coordinator.
– Web services can be incorporated without their being
aware that they are taking part in a larger business
process.
– Alternative scenarios can be put in place in case faults
occur.
Page
43
44. Orchestration Requirements
Event-based processing
Coordinate asynchronously between services
Correlate messages being exchanged
Provide for parallel processing
Allow for transaction roll-back
Manipulate and transform data between messaging
partners
• Be able to manage long running business
transactions and activities
• Have a robust mechanism for fault and error
handling
•
•
•
•
•
•
45. Structured
Activities
Basic Activities
Business Process Execution
Language (BPEL)
Message
Exchange
Data
Manipulation
Event
Processing and
Timers
Exception and
Error Handling
Miscellaneous
Invoke
Assign
Pick / Select
Throw
Wait
Receive
Scope
Sequence
Catch
Validate
onEvent
Compensate
Empty
Reply
Parallel
Processing
Flow Control
For Each
If … Else
Flow
While
Until
46. Why use an event-based
orchestration engine?
to have the ability to receive
real-time feedback to assist its
decision making processes
49. IBM SmartCloud Orchestrator Design
IBM SmartCloud Orchestrator
Cost Management
BPM Automation
Modeling UI
Endpoint
Management
Service Catalog &
Orchestration UI
Integration APIs
Event Management
Monitoring & Analytics
BPM Automation
Engine
Composite Pattern
Manager
OpenStack APIs
OpenStack
Third Party Solution
Nova-Compute Integration
Software Controller
Resource
Resource
KVM
vCenter
50. Extending Workload Deployment
with Custom Automation
SCO
1
SCO REST API
3
Once per registered
event operation
Pre-process
event
Operation
context
Post-process
event
4
5
SCO REST API
Custom"
Custom"
Data
Data
Operation
context
BPM"
Human"
Service
Core pattern
processing
2
Operation
context
A
BPM"
A
Process
pre-provision "
event operation
Operation
context
B
B
post-provision "
event operation
