Cloud Migration Checklist: A Better Way to Set Priorities, Assess Your Progress and Optimize Performance

IT & DATA MANAGEMENT RESEARCH,
INDUSTRY ANALYSIS & CONSULTING
Dennis Nils Drogseth
Vice President of Research
Enterprise Management Associates
Cloud Migration Checklist:
A Better Way to Set Priorities, Assess
Your Progress, and Optimize Performance
Will Degener
Director of Product Management
Scalable Software, Ltd

INDUSTRY ANALYSIS & CONSULTING2 © 2019 Enterprise Management Associates
Watch the On-Demand Webinar
• Cloud Migration Checklist: A Better Way to Set
Priorities, Assess Your Progress and Optimize
Performance On-Demand webinar is available here:
http://info.enterprisemanagement.com/cloud-migration-
checklist-webinar-ws
• Check out upcoming webinars from EMA here:
http://www.enterprisemanagement.com/freeResearch

Dennis Nils Drogseth, Vice President, EMA
Dennis joined Enterprise Management Associates in 1998 and brings several years of
experience in various aspects of marketing and business planning for service
management solutions. He supports EMA through leadership in IT service
management (ITSM), CMDB systems, and megatrends like advanced operations
analytics, cross-domain automation systems, IT-to-business alignment, and service-
centric financial optimization. Dennis also works over several practice areas to
promote dialogue across critical areas of technology and market interdependencies.
Will Degener, Director Product Management, Scalable
Software, Ltd
Will joined Scalable Software in January 2014 as a Senior Solutions Consultant and it
quickly became apparent that his background and experience were very suited to
assisting with product direction, alongside his normal activities. 2018 brought an
opportunity to spend more time in the product management role. Will brings decades of
experience across various aspects of enterprise software solution delivery specifically in
the ITSM and ITAM space. His roles have included consultancy, product management,
and even a little development, too. Often acting as the bridge between the business
needs and the software developers, his skills lie in understanding needs and translating
them into a provisioned solution.
FEATURED SPEAKERS

LOGISTICS
An archived version of the event recording
will be available at www.enterprisemanagement.com
• Log questions in the chat panel located on the lower
left-hand corner of your screen
• Questions will be addressed during the Q&A session
of the event
Questions
Event Recording
A PDF of the speaker slides will be
distributed to all attendees
Pdf Slides

AGENDA
Demographics
What’s really going on with the so-called “journey to the cloud?”
• What are the reasons, challenges, and benefits?
Technology requirements
• Discovery and inventory
• Dependency mapping
• Understanding costs
Process and organizational recommendations for moving to the cloud
Validating migration success in the era of hybrid and multi-cloud

Demographics

“Optimizing DevOps Initiatives: The View
from Both Sides” June, 2019
“Automation, AI, and Analytics:
Reinventing ITSM” April, 2019
”Unifying IT Decision Making for Digital
War Rooms” April, 2018
“Next-Generation IT Service
Management: Changing the Future of IT”
June, 2017
“Optimizing IT for Financial Performance
2016”
“Integrating SecOps with Operations,
Development, and ITSM in the Age of
Cloud and Agile” 2017
7 © 2019 Enterprise Management Associates
MARKET-BASED INTELLIGENCE
CMDB Systems: Making Change Work in
the Age of Cloud and Agile Drogseth,
Twing, and Sturm, Elsevier: 2016.
“User, Customer and Digital Experience:
Where Service and Business
Performance Come Together” February,
2017
“Casualties of Cloud Wars: Customers
are Paying the Price” webinar with EMA
and iLand, 2014
EMA consulting

What’s Really Going on with the So-Called
“Journey to the Cloud”?

5%
11%
23%
34%
19%
6%
2%
0
0% 5% 10% 15% 20% 25% 30% 35% 40%
11-20
21-30
31-40
41-50
51-60
61-70
71-80
81-90
ON AVERAGE, 45.15% OF PRODUCTION APPLICATION
WORKLOADS ARE RUNNING IN THE CLOUD
What percentage of your production application workload is running in the cloud?

CLOUD SPENDING
On average, IT organizations are spending more than 30% of their
budgets on public or private cloud services.
• With an average compound annual growth rate (CAGR) of 10%
• Those with larger preexisting cloud investments show a higher CAGR for
cloud services than others
• Higher spending aligns with company size—favoring larger companies
• And aligns as well with success…

INDUSTRY ANALYSIS & CONSULTING11 © 2019 Enterprise Management Associates, Inc.
HIGHER LEVELS OF CLOUD SPENDING ALIGN WITH
SUCCESS IN OPTIMIZING IT FOR FINANCIAL PERFORMACE
15%
49%
36%
26%
66%
7%
65%
24%
12%
0% 10% 20% 30% 40% 50% 60% 70%
Not spending/1-20%
21-60%
61-100%
Extremely successful Very successful/successful Somewhat successful/generally unsuccessful
What percentage of your total IT spend is on cloud services (public or private)? by How
successful do you feel you've been to date in optimizing IT for financial performance?

Increased
flexibility
and agility
WHY ARE THEY MOVING TO THE CLOUD?
Cost savings Shifting
expenditures
from CapEx
to OpEx
Policy
directive
from senior
management
Driven by
line-of-
business
managers
(shadow IT)
1 2 3 4 5

60%
57%
57%
51%
36%
31%
29%
29%
29%
28%
28%
28%
17%
16%
14%
0%
0%
Coping with/optimizing cloud opportunities
Speed in updating existing applications
Improved OpEx efficiencies in IT
Move to a microservices or container-based application portfolio
Speed in delivering new applications
Changes to regulatory or compliance requirements
Superior levels of innovation in application design
Improved customer satisfaction (external)
Business process optimization/efficiencies
Superior performance and reliability
Improved customer satisfaction (internal)
Requirements for overall improved employee productivity
Business competitiveness – revenue growth
Business requirements for new products or services
Business competitiveness – brand protection
Other (please specify)
Don’t know or not sure
0% 10% 20% 30% 40% 50% 60% 70%
COPING WITH/OPTIMIZING CLOUD LED IN
DEVOPS DRIVERS
What is driving your enterprise’s DevOps initiative? What were/are your expectations?

SOME REAL-WORLD PERSPECTIVES
The infrastructure is distributed
globally, and our business
follows the sun. Availability and
performance are paramount for
us. Right now, the mainframe
is our bread and butter, but we
are moving more applications
and services to the cloud.
“
International Bank
”

Fully including cloud is a near-term future direction. We are
currently discovering all of our core infrastructure except public
cloud. But it’s on the roadmap, and we already have a
partnership with Google in place. We have a cloud-first
strategy as new business services and new applications are
requiring new releases ever more frequently.
“Large European retail enabler
”

Accountability Challenges
• Those who are responsible for expenditure have huge challenges in
identifying where costs are being used
Inventory bedrock is changing
• Need for multiple tools is growing
• Analysis of multi/hybrid/disparate environments
• Physical
• Virtual
• On-premise/in data center/in cloud – AWS/Azure
How to make the intangible tangible
• Quantifying use of web-based/zero footprint IT
CUSTOMER EXPERIENCES WITH ASSET VISION®
PROVIDING A DIVERSE RANGE OF INTELLIGENCE

How has public cloud impacted your asset/audit processes and capabilities?
CLOUD ALSO HAS ITS CHALLENGES
20%
41%
25%
8%
6%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Radically impacted - public cloud dramatically
changed our asset/audit requirements
Significantly impacted
Impacted
Somewhat impacted
Not at all impacted

Cloud has made asset management more challenging
Cloud is pushing us to pay more attention to justify costs
Cloud is requiring higher levels of automation
Cloud is shortening review cycles for managing change
Cloud is pushing us to pay more attention to SecOps
Cloud is changing how we’re organized
Cloud sprawl is the uncontrolled proliferation of an
organization's cloud instances, services, or providers
CLOUD CHALLENGES ARE WELL-KNOWN

Our IT organization is becoming more and more important
within the whole company, all the more so since we are
providing so many digital services directly to our end
customers, including stores and online shops. So now, when
every minute is money, everything must be optimized as we
shift to cloud, and big data for customer analytics.
“Large European retail enabler
”

Right now, our tactical challenge is moving to the public cloud
from our roots as a private cloud company. From a business
perspective, capacity costing for services is now of paramount
importance. How do we do that when scaling is elastic and we
can't put an agent on every box?
“Cloud-based contact center solution provider
”

CHANGING THE SHAPE OF IT, ENABLING BUSINESS AGILITY
Moving to the cloud is an
imperative
• Costs are a huge factor, but
not the only one
• Business services need room
to grow
• Agility, flexibility, and
scalability are key
• Hosted services provide
incredible agility
Not just servers
• Entire virtual estates (hosted
VMware)
• Software, hosted OS, SaaS
• Data, data, data
• Workstations

Technology Requirements
- Discovery and Inventory
- Dependency Mapping
- Understanding Costs

BIG CLOUD SPENDERS (60^ OF BUDGET OR MORE)
ARE MORE LIKELY TO…
Have more strategic priorities for
optimizing IT
Have more inventory and discovery tools
(and spend more time in reconciling data)
Have CMDB/CMS, dependency
mapping (ADDM), and more
automation technologies

EFFECTIVE INVENTORY AND DISCOVERY IS KEY TO JUST
ABOUT EVERYTHING
• Assimilating cloud resources
• Asset management and audits
• CMDB/CMS
• Effective analytics
• Change management
• Release management/DevOps
• Capacity planning
• Security and compliance
concerns
• Managing
application/infrastructure
performance in context
• Minimizing redundancies
• IT governance and ownership
• Optimizing end-user experience
• IT financial planning

ACCURATE TOPOLOGY AND INVENTORY CAN BE A
NIGHTMARE OF CONFUSION
On average, respondents indicated
using 11 different discovery or
inventory tools
• 10% 3 or fewer
• 21% 20 or more (7% had
more than 40)
On average, respondents spent 15
hours a week reconciling different
data sets for discovery
IT professionals struggle with:
Too many data sources to count
Time lost in data reconciliation
Unactionable data
Lack of resources to act upon data

KEEP DYNAMICALLY CURRENT IN INVENTORY AND
DISCOVERY REMAINS A SERIOUS CHALLENGE
21%
24%
21%
17%
11%
2%
3%
1%
0%
0% 5% 10% 15% 20% 25% 30%
Real time
Multiple times per day
Daily
Multiple times per week, but not daily
Weekly
Multiple times per month, but not weekly
Monthly
Less than monthly
Other
What is the most frequent interval with which inventory or discovery is updated?

A SINGLE SOURCE OF TRUTH
Inventory across
multiple technologies
in one place
Utilization Usage
Physical, virtual, multi-
cloud infrastructure
Installed software, SaaS
Server communication
“cobweb” maintains truth
Resource consumption
identifies savings
Forensic usage of
applications installed or
SaaS
Continual intelligence for
right sizing/right
licensing

HOW DEPENDENCY MAPPING CAN EMPOWER THE
“JOUREY TO THE CLOUD”
Application/workload migration – As
applications migrate to cloud, what
interdependencies do you need to
keep in mind?
Understanding service impact—if
you’re making a change, what
happens?
Compliance and risk assessment –
Security is one of the top concerns for
cloud adoption
Software license management – Both
private and public cloud can make
software license management a
challenge

CAPTURING INTERDEPENDENCIES: VARIED NEEDS…
Top Five Interdependencies (average of 5 per respondent)
• Infrastructure-to-application
• Endpoint-to-infrastructure
• Infrastructure-to-infrastructure
• Infrastructure-to-business services
• Application-to-business services

…FROM VARIED SOURCES
Top Four Sources
• Application dependency mapping for cost
• Application dependency mapping for
change
• Service modeling dashboard for business
impact
• Service modeling/topology provided
through analytic tool

FLASHLIGHT IN THE BASEMENT
Provides near-real time source of truth
• Superior to a manually managed spreadsheet depicting what
servers “should” be doing
Intelligently move data center assets
• Assess communications across network or geography
• Identify cross-business unit communications
• Calculate the correct fit for over/underutilized assets
• Don’t move redundant IT
Analysis over time provides greater insight
• Measuring trends

WHY UNDERSTANDING COSTS IS KEY
What technology requirements are most critical for the move to cloud?
Security/complian
ce issues for
audits
Understanding
software and
application
usage across
lines of business
Understanding
performance
issues with cloud
services
Optimizing mixed
SaaS and on-
premise
application
usage
Software license
audits
Optimizing public
cloud for
cost/value
Lifecycle asset
and change
management
(private and
public cloud)
Gaining insights
into spending
and usage
across public and
private cloud
environments

OTHER KEY TECHNOLOGY REQUIREMENTS FOR CLOUD
MIGRATION
Project management
Self-service portal
Automation solutions
Effective reporting across:
• Domain stakeholders
• Cross-domain stakeholders
• Non-IT business stakeholders
Configuration and change
management systems
• CMDB/CMS
• Related automation

Process and Organizational
Recommendations for Moving to the Cloud

In your organization, what skill groups are involved in optimizing the delivery of critical
business services via cloud?
CLOUD MIGRATION REQUIRES COORDINATION ACROSS
MULTIPLE STAKEHOLDER ROLES AND SKILLS
41%
38%
35%
35%
34%
34%
32%
31%
29%
29%
28%
26%
25%
22%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Infrastructure services
Service-level management
Application performance management
Infrastructure performance management
Application development
Capacity planning and optimization
Desktop management
Service desk/help desk
Infrastructure architecture and design
Asset management and financial management
Change and configuration management
Dev/Ops
Vendor (service provider) management
Q&A test
Sample Size = 151

How are cloud-related (internal/external) capabilities managed from an asset management
and financial planning perspective?
17%
35%
31%
16%
1%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Cloud is handled separately
Cloud is integrated into our broader approach
Internal cloud is integrated, but public cloud handled separately
Cloud is driving a shadow IT focus in individual LOBs
Other
HOWEVER, ORGANIZATIONAL APPROACHES VARY

We moved
toward a more
cross-domain
management
focus
ORGANIZATIONAL CHANGES EXPERIENCED DUE
TO CLOUD
We became more
engaged with IT’s
business clients
We re-evaluated
how we work with
service providers
We accelerated
the adoption of
ITIL disciplines
and best
practices
Operations took
back control of
initial cloud
service
deployments
IT became less
engaged with
business clients
We moved away
from ITIL and
best practices

• Layering business
structure data
(LOB/cost center)
• Provides insight into
service usage across
the business
• Allows for targeted
service analysis
TECHNOLOGY SUPPORTING BUSINESS VALUE
• Cloud product list
prices are clear
• However, actual costs
are based on
consumption
• Bills are “all or
nothing”
• Aggregating itemized
bills into actionable
information
• Applying business
data to cost provides
visibility
Augmented Data Billing Analysis Putting it Together

TOP RECOMMENDATIONS FOR GOING FORWARD WITH
CLOUD MIGRATION
Ensure IT executive sponsorship
Create cross-domain overlay teams based on use case priorities
• Operations/ITSM
• DevOps
• SecOps, etc.
Once derived, define and communicate your cloud strategy
Evaluate technology requirements based on your unique environment and needs
Invest in project management for cloud-migration

TOP RECOMMENDATIONS FOR GOING FORWARD WITH
CLOUD MIGRATION
Create and define business and technology metrics to measure
your progress/success
• Include appropriate SLAs relevant to cloud and other service providers
Conduct regular and consistent cloud audits
• Applications, VM instances, microservice/container instances, etc.
• Assess both components and service dependencies
• Ensure that security/compliance requirements are met
Evolve policies and automation to improve, streamline, and
accelerate cloud adoption

What should the endgame be? Should
everything move to the cloud?

WHAT’S MOST OF VALUE TO YOU?
The “journey to the cloud” isn’t an endgame in itself
The endgame is to optimize service and business value
• While managing/minimizing costs
Cloud is an enabler!
• Flexibility
• Versatility
• Cost optimization
Do what’s right for you!

Moving to the cloud is not the
end of the story
• It is the beginning of an
evolution, a fluid infrastructure
• Continued inventory and
monitoring are key
• Don’t throw out your tools
• Not everything will or can
move
SAME VIEW ON A CHANGING WORLD
Embrace the change
• Cloud services support
innovation and rapid change
• “Invisible” IT is an enabler
• Central monitoring and
communication is key

Q&A: LOG YOUR QUESTIONS NOW!
https://www.scalable.com

Cloud Migration Checklist: A Better Way to Set Priorities, Assess Your Progress and Optimize Performance

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Cloud Migration Checklist: A Better Way to Set Priorities, Assess Your Progress and Optimize Performance

Similar to Cloud Migration Checklist: A Better Way to Set Priorities, Assess Your Progress and Optimize Performance (20)

More from Enterprise Management Associates

More from Enterprise Management Associates (20)

Recently uploaded

Recently uploaded (20)

Cloud Migration Checklist: A Better Way to Set Priorities, Assess Your Progress and Optimize Performance