1. Migrating The Enterprise To The Cloud
Why Cloud Computing Matters
4th Annual Cloud World Forum 2010, London UK
Keynote: Chris Miller
2. Definition of Cloud Computing
A style of computing where massively scalable (and elastic) IT-related capabilities are
provided “as a service” to external customers using Internet technologies.
This cloud model promotes availability and is composed of:
3 Service Models
5 Essential Characteristics
4 Deployment Models
Source: NIST Definition of Cloud Computing v15
3. SaaS, PaaS and IaaS
Software as a Service Applications delivered as a service
to end-users over the Internet
App development & deployment
Platform as a Service
platform delivered as a service
Server, storage and network
Infrastructure as a Service hardware and associated software
delivered as a service
4. Cloud Service – Division of
Ownership
PaaS - Managed
IaaS – Co-location Hosting SaaS
Users Users Users
Applications Applications Applications
Tools Tools Tools
r e mt su C
o
OS OS OS
Hardware Hardware Hardware
Network Network Network
Physical Physical Physical
r e d v o P ec vr e S
i r i
Indicates separation between Provider and Customer
5. Public Clouds and Private Clouds
Public Clouds Private Cloud
• Used by • Exclusively
multiple I I SaaS used by a
tenants on a SaaS N N single
shared basis T T PaaS organization
• Hosted and E R • Controlled and
PaaS
managed by R A managed by
IaaS
N N
cloud service IaaS in-house IT
E E
provider T
• Large number
T
• Limited variety of applications
of offerings
Users
Both offer:
Public Clouds: Private Cloud:
• High efficiency
• Lower upfront costs • Lower total costs
• High availability
• Economies of scale • Greater control over security,
• Elastic capacity
• Simpler to manage compliance & quality of service
• OpEx • Easier integration
• CapEx & OpEx
6. IT Services Distribution Models
Cloud services are a continuation of the Enterprise trend to virtualization.
Customer Data Center Customer Data Center Customer Data Center Cloud Services
(Client/Server) (Storage and offline Real-time apps, Storage
apps)
Centralization Virtualization Cloud Services
Customer Site Customer Site Customer Site Customer Site
Cloud Business Drivers: Cost savings, and faster time to value
Cloud Business Concerns: Data security and privacy, responsiveness of the network
7. Application & Server Service Models
Example
Cloud Service Model
Service Providers
Software as a Service (SaaS)
Use provider’s applications
over a network
Platform as a Service (PaaS)
Access to cloud infrastructure
resources to create and deploy
user -defined applications
Infrastructure as a Service (IaaS)
Rent processing, storage, network
capacity, and other fundamental
computing resources
8. Network Service Models
Public Clouds Cloud Types
Internet
$
CDN’s
More
Private Line
IP Sec Private (SONET)
WAN Opt Clouds
Reliability
Wavelength
Private Clouds (DWDM)
VPN Private VPN
(MPLS)
Private Line
SONET CDN’s
Public
Less
Internet VPN
DWDM $ The Internet
(IPSec) Clouds
WAN Opt
Less More
Hybrid Cloud Security
Public and
Private
9. Extending Virtualization to the Network
High
Network
Virtualization
Efficiency & Operational Flexibility
Extend seamless virtualization
across regional/national boundaries
Remove subnet-level limitations of
Virtual Machines: virtualization
Resource Utilization
Power Efficiency
Desktop/Server Virtualization Tie-in to service providers’ VPN
and L2 service offerings
Increase processor utilization Leverage full scope of service
provider expertise to enable new
Reduce number of servers applications & business models
Dedicated Client/Server
Incremental reduction in power
The ultimate value…
Physical separation A necessary first step…
Very low per-server utilization
Runaway power & space costs
Low Brute-force scaling…
Historical Present Mode Looking Ahead
11. Cloud Service Delivery Integration
Old Model CoLo / Mng Hosting CSD Model
Service Provider
Internet
External
Providers
Service
Provider
MPLS
Trend
Trend MPLS
L2VPN/L3VPN L2VPN/L3VPN
HQ HQ
Enterprise Datacenter Enterprise Datacenter
• Integrated IaaS and Cloud VPNs
• Provide fat pipes to external colo’s
• SP integrates compute resources into regional sites and CO’s
• SP is a dumb pipe between IT DC’s and “Rackspace” or
Terremark like hosting providers • Partnerships between network service providers and
SaaS/PaaS providers to offer end to end service
12. New Service models drive new topologies
Fundamentally a Service
MPLS WAN Line between WAN and DC is
blurring
Service is portable
Networks need to be extensible
13. Choose the Right Network for Cloud Delivery
Level 3 and Cloud Service Level 3 provides the right type End users get an Excellent
Provider Connection - of cloud based on the end Cloud service experience
Onnet users business needs
MidMarket
Public
The Internet Cloud
SaaS
Large
Private Enterprise
Private Line Clouds Healthcare
IaaS (SONET)
Private VPN
(MPLS)
Wavelength
Financial
PaaS (DWDM) Services
Cloud Service The Level 3 Adaptive Cloud Business Users
Providers
Bringing together buyers and sellers over a network optimized for cloud service delivery.
14. Why Are Organizations Interested in Cloud?
Benefits of Cloud Computing
Speed
Cost
Source: IDC eXchange, "IT Cloud Services User Survey, pt. 2: Top Benefits & Challenges," (http://blogs.idc.com/ie/?p=210), October 2, 2008
15. What Are the Challenges Organizations Face?
Challenges of Cloud Computing
Security
QoS
Fit
Source: IDC eXchange, "IT Cloud Services User Survey, pt. 2: Top Benefits & Challenges," (http://blogs.idc.com/ie/?p=210), October 2, 2008
16. Applying Cloud’s Greatest Value
Infrastructure or Platform?
“Conventional” Rethinking the
Cloud Wisdom Value of Cloud
Cloud Implementation Cloud Implementation
PaaS Where should
you focus your
cloud efforts? PaaS
IaaS
IaaS
Applications, not infrastructure, drive your business
18. Sales Pressures Marketing Pressures
Sell More with Less Shrinking Budgets
Client Management Increase brand visibility
Lack of Data and Analytics ROI on marketing budget
Business
Pressures
Service Pressures Business Model
First Call Resolution Innovation Center
Be Client-Knowledgeable Channel Strategy
Workflow and Forecasting Customer Stickiness
19. Project Portfolio TCO & ROI
Application Backlog Shrinking Project Budgets
Application Silos Reconcile Skillset Matrix
Adoption and Usage ROI and TCO Scrutiny
CIO
Pressures
Business Expectation Business Model
Business Impact Innovation Center
Revenue Enhancement Partner Enablement
Cost Avoidance Customer Stickiness
20. Technology is not a silver bullet…
Requires execution of project fundamentals
Business Alignment
Requirements
Technical specifications
User Acceptance
Demands focus for maximum benefit and ROI
Process Improvement
Change Management
Solid Leadership
Best Practices Expertise
22. Computational Engines Pools / cloudbursting Pool A
Pool B
Pool C
Node 1: Windows XP
Node 2: Mac OS
Front-end host
Remote Objects
Registry
R-HTTP R-SOAP Node 3: 64 bits Server / Linux
Parallel Computing
Applications
→ Borrow Rs
Supervisor
→ Use Rs
→ Release Rs
.NET Appli Node 4 : EC2 virtual machine 1
Perl Scripts Node 4 : EC2 virtual machine 1
→ logOn Web Application
→ logOn
→ Use R → Borrow R Cloudbursting
→ Use R
→ logOff → Generate Graphics/Data
→ logOff via AWS
→ Release R
Node 5 : EC2 virtual machine 2
24. Perimeter Security Model
Data
Center
Data
Applications
Safe Zone
Enterprise
LAN
Office User
Internet
Remote User
25. Perimeter Security with Cloud Computing?
Enterprise 2
Cloud
Provider
Enterprise 1
Enterprise
LAN
Data
Applications
Enterprise
LAN
Office User
Internet
Remote User
27. Where the market is going: Where it has before
In order to move to the majority phase of technology adoption, we need IT support, endorsement, and
promotion. The enablers of this adoption are IT’s ability to extend applications with a platform and the
proliferation of multivendor solutions
Mainframe Client/Server Software As Cloud
A Service Computing
Technology Adoption Lifecycle
Era Geoffrey A. Moore
Mid 20th Late 20th Early 21th Today
Century Platforms Century Platforms Century Platforms
Players
•Trusted Advisor
Model •Value Added •Value Added
Direct Sales Direct Sales
Reseller Reseller
Teams Teams
•Value Added •Value Added
Distributor Distributor
Players
32. Cloud Computing Changes the Gameboard
Focus on Business Impact
Accelerate Speed to Market
Increase Adoption
Validate Business Models quickly and thoroughly
Provides Lower TCO and Higher ROI
30-40% lower TCO (Yankee Group)
Significant ROI due to Cost Avoidance and Supply Savings
vs. tradition On-Premise deployment model
Responds well to Change
Plan. Deploy. Innovate.
Tools in hands of business to enact change
Development, Governance and Compliance tools in hands
of IT
33. Why is your organization using or planning to use SaaS in
the next 12 months?
35. The Cloud Computing Model
is mature
is supported by a strong network of platforms
is secure and scalable
drives innovation
provides business-focus and accelerates delivery
creates community and customer opportunities
lowers TCO, increases ROI
releases the valve on “Pressure Points”
37. Why is your organization currently transitioning from a
current on-premises solution to a SaaS solution?
38. Case Study: Social Media
Astadia created "Crocs Ideas"
a social media site
Consumers can POST Ideas to Crocs
Members can VOTE on submitted Ideas and
voice comments
Consumers can participate in product
SURVEYS to help Crocs innovate new
products
Consumers can preview the COMING SOON
products and follow these products when
they reach market
COMING SOON: All of Crocs' other social
media presence on Facebook, Twitter, and
Blogs are now being integrated
Crocs, Inc. is a designer, manufacturer
and retailer of footwear under the
Crocs™ brand. They are sold in 100
countries.
39. Case Study: CRM + Force.com
Replacement of internal Powerbuilder application
with salesforce.com CRM and force.com
application development
Force.com utilized for i) enhancing logic layer for data
integrations, ii) providing interfaces to present crucial
data from legacy environments and iii) storing G/L
data for analytics
Salesforce.com deployed for account and opportunity
management
Big Machines utilized for centralized pricing across 100
branches
Construction data integration via MHC or Reed
Cast Iron orchestrations for JDE integrations
Williams Scotsman offers space solutions
Optimization gives valuable selling time back to for the construction, education, industrial,
commercial/retail, healthcare, and
sales government markets, with operations in
the United States, Mexico, and Canada.
40. Manhattan Associates Replaces Legacy Support System with
Salesforce.com Service Cloud
Manhattan Associates is a software supplier of
supply chain and manufacturing applications,
and as a software company invest heavily in
technology to support their growing software
application.
Challenge
Challenge Solution
Solution Results
Results
Existing CRM was outdated, highly Integrated customer view/standards Standardization and automation of
Existing CRM was outdated, highly Integrated customer view/standards Standardization and automation of
customized, && difficult for support
customized, difficult for support across groups and aligned support processes across the globe
across groups and aligned support processes across the globe
organization to use information with sales Higher agent productivity –– bridged
organization to use information with sales Higher agent productivity bridged
Existing CRM required significant Over 250 support employees quickly process gap between groups
Existing CRM required significant Over 250 support employees quickly process gap between groups
administration && maintenance
administration maintenance up and running Better visibility/more efficient
up and running Better visibility/more efficient
Global team spread out across the Ancillary groups responsible for carrier reporting
Global team spread out across the Ancillary groups responsible for carrier reporting
globe with various processes; data, license key, media and training Achieved significant savings per year
globe with various processes; data, license key, media and training Achieved significant savings per year
process gaps between the different integrated into Salesforce and the with Salesforce Service && Support
process gaps between the different
support groups
integrated into Salesforce and the
support process with Salesforce Service Support
support groups support process
41. Ventyx Deploys Common Support and Service Platform/Portal
using Salesforce.com Service Cloud
Ventyx offer a range of solutions including Asset
management, Mobile workforce management,
customer care, Energy trading and risk
management.
Challenge
Challenge Solution
Solution Results
Results
33 support groups on 3 disparate CRM
support groups on 3 disparate CRM Replaced legacy systems with Consistency and standardization of
Replaced legacy systems with Consistency and standardization of
applications (Siebel, Remedy, Salesforce Service and Support processes across different support
applications (Siebel, Remedy, Salesforce Service and Support processes across different support
IssueNet) with separate processes Deployment of AppExch Entitlements groups
IssueNet) with separate processes Deployment of AppExch Entitlements groups
and communications to the and Customized Asset/Product Higher agent productivity and
and communications to the and Customized Asset/Product Higher agent productivity and
customer structure to better serve the customer adoption
customer structure to better serve the customer adoption
No single repository for customer data Customer and Self-Service Portal Roll- Streamlined reporting and visibility of
No single repository for customer data Customer and Self-Service Portal Roll- Streamlined reporting and visibility of
and reporting out data across groups
and reporting out data across groups
Integration of Salesforce.com with Increase in customer satisfaction with
Integration of Salesforce.com with Increase in customer satisfaction with
defect tracking systems more user-friendly portal/solution
defect tracking systems more user-friendly portal/solution
(ClearQuest/Bugazilla) database
(ClearQuest/Bugazilla) database
43. Key Takeaways: Cloud Computing Benefits
Increases Focus on business issues, not tech
Allows for scalable, enterprise-class complexity
Rich ecosystem of Vendors and Service Providers
Platforms are scalable, secure and enterprise
Web Services, XML, Javascript focused development
environments are typical, and readily available skills
Java and .NET skills require training and focus to
migrate
Web Services focus creates powerful integration story
44. What do you need to get “Cloud-Ready”?
Review Project Backlog and Portfolio for candidate apps
Analyze skillset matrix of current resources
Understand valuation of long-term software and
hardware assets
Plan to build TCO and ROI models
Get alignment between business drivers and IT on
priorities and strategy as it relates to Cloud approach
Utilize best practices to achieve success
Start with one app and expand strategy with proven
success
Go to astadia.com/thinktank for more content
45. The Future
Many of the activities loosely grouped together under cloud
computing have already been happening and centralised computing
activity is not a new phenomena:
Grid Computing was the last research-led centralised approach.
However there are concerns that the mainstream adoption of cloud
computing could cause many problems for users.
Whether these worries are grounded or not has yet to be seen.
Many new open source systems appearing that you can install and
run on your local cluster – should be able to run a variety of
applications on these systems.
One of the areas of confusion is the definition of Cloud Computing. There are many definitions of Cloud Computing out there. Here is one of them that seems to represent the most commonly held view. It’s from the National Institute of Standards (NIST) and seems to be gaining in popularity, not only in the US, but also the rest of the world as well. The definition is essentially about “on-demand access to a shared pool of computing resources.” Breaking it down, cloud computing is composed of: 5 essential characteristics 3 service models 4 deployment models The 5 essential characteristics are key: On demand self-service – provisioning, monitoring, management control Resource pooling – implies sharing and a level of abstraction between consumers and services Rapid elasticity – the ability to quickly scale up/down as needed Measured service – metering utilization for either internal chargeback (private cloud) or external billing (public cloud) Broad network access – typically means access through a browser on any networked device I’ll cover the 3 service models and 4 deployment models on the next few slides.
“ Software as a Service” generally refers to applications that are delivered to END-USERS over the Internet. There are hundreds of SaaS providers out there covering a wide variety of applications. Oracle CRM On Demand is an example of a SaaS service. Another example is Salesforce.com “ Platform as a Service” generally refers to an application development and deployment platform delivered as a service to DEVELOPERS, allowing them to quickly build and deploy a SaaS application to end-users. These platform are often built on a grid computing architecture and include database and middleware. They are often specific to a language or API. For example Google AppEngine is Java and Python. EngineYard is Ruby on Rails. Salesforce.com’s Force.com is a proprietary variation of Java. Finally, “Infrastructure as a Service” generally refers to computing hardware (servers, storage and network) delivered as a service. This typically includes the associated software as well: operating systems, virtualization, clustering, etc. The best known example of this is Amazon Web Services, which offers Elastic Compute Cloud (EC2) for compute servers and Simple Storage Service (S3) for storage.
Animated slide. Let’s look closer at the distinction between public and private clouds. [CLICK] A public cloud is shared by multiple tenants, whereas a private cloud is for the exclusive use of a single organization. A public cloud is hosted and managed by the cloud service provider, and a private cloud is controlled and managed by in-house IT (of course, it’s also possible to outsource this, so there are such things as “hosted private clouds” or “virtual private clouds” but for the sake of simplicity, it’s easier to think of private clouds as in-house. A third observation is that public clouds usually offer a very limited variety of offerings, in order to be efficient, while a private cloud may need to provide a large number applications. Within a large enterprise, there are typically hundreds to thousands of apps. The NIST model includes “community clouds” which are essentially semi-private clouds for use by a group related organizations, such as all the schools in the University of California system, all the branches of the military, or all the parts suppliers to Ford or GM. And a hybrid cloud is some combination of the other three…typically for a single application. (if an organization has 1 app in a private cloud and a different app in a public cloud, that’s not considered a hybrid cloud). [CLICK] Each has its own unique advantages, and they have some common advantages as well. Because both public and private clouds are based on virtualization and grid computing, they enjoy high efficiency and utilization rates, elastic capacity for limitless scale-out and pay-as-you-go equipment procurement, and also high availability for maintaining high user service levels and business continuity. Public clouds are often faster and cheaper to get started, since there’s nothing to install. They offer economies of scale which the provider can pass on to customers. They don’t require IT to manage and administer, update, patch, etc. And they are paid for as Operating Expense, which can be simpler from a budgeting standpoint. Private clouds offer greater control over security and data privacy, compliance (this can be a big issue since there are some regulatory requirements about where data resides, audit trails, etc. that public clouds cannot meet today), and also quality of service, since private clouds can manage network bandwidth and implement optimizations that public clouds don’t allow. Private clouds also provide easier integration with other systems that are on-premise. They are potentially lower cost over the long term…breakeven is in 2 or 3 years. After that, public clouds become more expensive. And private clouds are paid for as both Capital Expense (with depreciation) and Operating Expense. Enterprises will make these trade-offs and will likely run a mix of public and private clouds. Even Oracle, which operates one of the biggest private clouds internally, also uses Amazon EC2 for some things, such as marketing demos. One popular use case is Dev & Test…engineering can use public cloud resources to set up development and test machines without waiting for IT to set them up. Another interesting use case is doing disaster recovery offsite in a public cloud.
Cloud Software as a Service (SaaS). The capability provided to the consumer is to use the provider’s applications running on a cloud infrastructure and accessible from various client devices through a thin client interface such as a Web browser (e.g., web-based email). The consumer does not manage or control the underlying cloud infrastructure, network, servers, operating systems, storage, or even individual application capabilities, with the possible exception of limited user-specific application configuration settings. Cloud Platform as a Service (PaaS). The capability provided to the consumer is to deploy onto the cloud infrastructure consumer-created applications using programming languages and tools supported by the provider (e.g., java, python, .Net). The consumer does not manage or control the underlying cloud infrastructure, network, servers, operating systems, or storage, but the consumer has control over the deployed applications and possibly application hosting environment configurations. Cloud Infrastructure as a Service (IaaS). The capability provided to the consumer is to provision processing, storage, networks, and other fundamental computing resources where the consumer is able to deploy and run arbitrary software, which can include operating systems and applications. The consumer does not manage or control the underlying cloud infrastructure but has control over operating systems, storage, deployed applications, and possibly select networking components (e.g., firewalls, load balancers).
There are three cloud infrastructure or service delivery models.
What are the key benefits that enterprises see in Cloud Computing? Here’s are some recent results from a survey by IDC. Benefits: the top reason to use cloud computing is speed/ease of deployment, and the next 3 are all related to lower costs.
And what are the key concerns that enterprises see in Cloud Computing? Here’s are results from the same survey by IDC. Issues: Security is the top issue. The next 2 (Perf & Avail) relate to Quality of Service. The next 2 relate to concerns about how well the cloud application fits the business requirements. There is also concern about long-term costs, lock-in and regulatory compliance.
De-position cloud = virtualization thinking. Consider your cloud implementation- where do you want to focus your efforts- on servers or applications? PaaS adds far more value to business than IaaS.
As I travel around the country and talk to clients, prospects, and partners I hear a common set of themes as companies work hard to: Refresh their enterprise architecture to a modern technology stack Make progress on their project portfolio in times of challening funding Show business value on a project by project basis And increase user adoption and productivity
What is causing the Facepalm for business and technology leaders?
- - - - - Lower Costs Drive Innovation Create revenue enhancement opportunities Tighten Business relationships Provide project compliance and governance Ensure security and audit ability of environments Show more business value, FASTER!
You’re not expecting a CTO to tell you that technology doesn’t solve everything… If only it were that easy, right? Well, I think it’s better for everyone to understand that technology innovation must be matched by process improvement, change management, solid leadership, [etc] in order to succeed.
How can you think your way through some of those challenges -- I’ve personally seen hundreds of client create dramatic results when embracing the Cloud and taking all of those challenges and business pressures and start to use that pressure to form diamonds out of coal – taking the challenges inherent in application delivery and making them a weapon to use in their fight for systems and processes that show business value and increase user adoption.
For companies who are positioning to [drive a clear strategic direction, improve business process, do other things software can’t do FOR you], Cloud computing offers the ability to… - SUMMARIZE Infrastructure Amazon E2C Akamai
REFER AGAIN TO BUSINESS CHALLENGES – EXPLAIN HOW EACH OF THESE SOLVES A BUSINESS PROBLEM FOR THE CIO/CTO Additionally the service delivery story differs in this Cloud Computing model because services are often delivered at a lower-cost due to the ability to adapt a delivery model to just in time staffing, and remote work. The Cloud model of service delivery is not to ‘land and expand’ like the client/server GSI firms, it’s focused on the right resource doing billable client work at the right time. This advantage for clients is critical in gaining a flexible cost structure and deployment and support models.
Save 35% becomes the graphic TCO Models for making the switch to Cloud Computing consist of a thorough review of People, Process and Tools employed within the solutions being migrated to the Cloud. Hardware, Network infrastructure, software, personnel, and all the costs associated with these assets need to be catalogued, and reviewed. A plan is built for the target asset needs around costs, and personnel to determine 3 or 5 year TCO metrics. Companies consistently save 35% or more when migrating an application to the Cloud. Key assets are redeployed, and business strategy snaps into focus
Speaking points: What does it mean for Sales, Service, Marketing teams? For IT Teams? Specific benefits I can sing about here. NEED TO ADD THESE POINTS? TELL A STORY? Cloud Model is the secret sauce…and here’s why: My years as an IT executive helped me see first-hand how IT struggled to focus on the business – how we were slow to market with solutions, how we seemed arrogant about whether users used our systems or not, and about how SLOW everything was to implement or change as our company business model adapted to changing markets. Cloud Computing changes that story forever. I remember how we struggled to show the value for our investment in a consistent fashion that the business would SIGN UP for. Cloud Computing changes that story forever. I remember how slowly we adapted to business rules and market changes…and how tight-fisted we were about any business control of those rules and our systems. REVIEW DESIGN OF THIS SLIDE
REVIEW DESIGN OF THIS SLIDE
“ Here is how we factored our costs, basic Exchange costs (CALs, SAs and the like) paired with Postini is around $500k. That’s not our full costs though … where the costs really start adding up is in storage and disaster recovery (particularly when you consider we have DR plans for 18 countries). So when you take unified messaging, storage, DR and admin costs which come to $500k and add the original $500k we were looking at $1 million USD per year as a total.”
REVIEW DESIGN OF THIS SLIDE
REVIEW DESIGN OF THIS SLIDE
Collaboration, Community, Customer Partner-enabled Business-focused then tech focused How can cloud offer business innovation Hoe can cloud offer tech innovation Consider moving it up in the deck Changes IT focus: Strips away thumbwresting infrastructure vendor battles and software provider versioning issues Utilizes intellectual capital of IT team better That strategy team you always expected to bridge the gap between IT and Business? They can do their job now. The fantastic and brilliant developers you couldn’t keep? Get them focused on building customer and partner portals and communities which foster customer retention, bigger wallet share, and new customer acquisition by being an innovation partner with the business Transform existing focus on your server room to your business partner’s programs and business model Strip away all the trappings of your old ways, and embrace the opportunity to matter in a new way Remove application backlog Consolidate application silos in one envioronment, one one platform you can control Accelerate how your expertise impacts the business in dramatic ways
Pick a Candidate project to get started Who has the skills to engage and learn the Cloud How can you start to save fast and achieve higher ROI? Capture statistics to compare Cloud model to existing stack