Plataformas de Aplicação para Cloud Computing Cezar Taurion Gerente de Novas Tecnologias/Technical Evangelist [email_address] © Copyright International Business Machines Corporation 2011. All rights reserved.

Everyone is talking about the cloud...

Seismic Shifts: What the Industrial Revolution has to do with the Evolution of Modern IT Industrial Revolution – no single event , but an evolution of events and inventions over many decades Standardized processes in product manufacturing brought about significant changes in labour Cloud is the “Spinning Jenny” or “Watt’s Steam Engine” of its time: an essential part to the history of IT, but only a part of a much wider narrative How this narrative will play out over the next decade really is anyone’s guess There will be winners and losers In just the last decade, we’ve moved from static websites and slow internet modem dial-up to $$$Bn e-commerce, pervasive mobile and “tweeting” the world! In the next decade , we may have witnessed a dramatic transformation in the way IT is bought / consumed, to a highly flexible, pay-as-you-go, standardised model. All bets are off !

IT must address these Business Challenges Reducing risk Ensure the right levels of security and resiliency across all business data and processes Breakthrough agility Increase ability to quickly deliver new services to capitalize on opportunities while containing costs and managing risk Higher quality services Improve quality of services and deliver new services that help the business grow and reduce costs Doing more with less Reduce capital expenditures and operational expenses

Gartner 2010 CIO review

Cloud Service Types Source: “Government in the Cloud” Gartner Webinar, Sept. 8, 2010

A range of deployment options Private Public Hybrid IT capabilities are provided “as a service,” over an intranet, within the enterprise and behind the firewall Internal and external service delivery methods are integrated IT activities / functions are provided “as a service,” over the Internet Enterprise data center Managed private cloud Third-party operated Client owned Mission critical Packaged applications High compliancy Internal network Enterprise data center Private cloud Private On client premises Client runs/ manages Public cloud services Users B Shared resources Elastic scaling Pay as you go Public Internet A Member cloud services A Enterprise B Mix of shared and dedicated resources Shared facility and staff Virtual private network (VPN) access Subscription or membership based Hosted private cloud Enterprise Third-party owned and operated Standardization Centralization Security Internal network

Infrastructure, Labor, and Re-Engineering IT Business and Delivery Processes Drive Cloud Economics Virtualization of Hardware Standardization of Workloads Utilization of Infrastructure Automation of Management Virtualized environments only get benefits of scale if they are highly utilized Drives lower capital requirements More complexity = less automation possible = people needed Take repeatable tasks and automate Labor Leverage Infrastructure Leverage Self Service Clients who can “serve themselves” require less support and get services

The value of Cloud Computing is derived from lower capital investment, lower cost of service and rapid provisioning Faster access to the latest technology and powerful computing Standardization of applications, infrastructure and service processes Lower IT Operating and Capital Costs Capex to Opex Removing IT complexity from end users Fine grained IT services with very rapid provisioning Cloud Game Changing Value Drivers #1 Value Driver

IT benefits from Cloud Computing are real VIRTUALIZATION AUTOMATION STANDARDIZATION Legacy environments Cloud-enabled enterprise Cloud accelerates business value across a wide variety of domains Cloud attributes From Server/storage virtualization 10–20% Utilization of infrastructure 10–20% Self-service None Automated provisioning Week - Months Change and release management Months Service catalog ordering Months Metering/billing Fixed cost model Payback period for new services Years To 70–80% 70–80% Unlimited Hours / Minutes Hours / Minutes Days / hours Granular Months

IBM’s Experience with Conversion to Cloud Computing New Development Software Costs Power Costs Labor Costs (Operations and Maintenance) Hardware Costs (annualized) Liberated funding for new development, trans- formation investment or direct saving Deployment (1-time) Software Costs Power Costs (88.8%) Labor Costs ( - 80.7%) Hardware Costs ( - 88.7%) Note: 3-Year Depreciation Period with 10% Discount Rate Without Cloud With Cloud 100% Current IT Spend Strategic Change Capacity Hardware, labor & power savings re-duced annual cost of Operation by 83.8% Case Study Results Annual savings: $3.3M (84%) $3.9M to $0.6M

There are six typical steps to getting started with Cloud Analyze Workloads Determine Delivery Models Assess Risks Determine ROI Understand Strategic Direction Build Roadmaps Analyze Infrastructure Gaps E-Mail, Collaboration Software Development Test and Pre-Production Data Intensive Processing Database ERP Enterprise Private Public Hybrid Trad IT 1 2 3 4 5 6

The Role of Enterprise Architecture

Enterprise Architecture must understand what services add value and how they can be sourced to provide enduring business agility Balanced Objectives Business Strategy & Objectives Assurance (Performance, Security, Compliance, Commercial risk) Cloud Service Sourcing (Public or Private Cloud; Service Layer; availability & benefit) Cloud Service adoption will often be driven by cost efficiency EA Strategy is vital to balance cost saving vs. viability vs. business strategy Is the business becoming more agile? Avoiding future lock-in Is the service viable? Will it work? Does Service adoption make the business more agile?

The impact of change and areas of integration can be assessed by mapping the Cloud service requirements over the IT architecture Cloud consumer (client) point of view Example taken from IBM Intelligent Enterprise Architecture

Each phase of the Architecture Development Method should be augmented for Cloud Computing Assess Principles Business scenarios & Reqs Strategic vs Tactical decisions Potential solutions Interoperability strategy Data management approach Stakeholder agreements Cloud Reference Architecture Business Architecture reviews Security architecture Data security and assurance Data management Application architectures reviews TRM -Cloud building blocks Infrastructure virtualization Assess Cloud service availability Assess virtualization technology for Private Cloud Revise financial model Revise Charge-back models Review and revise acquisition and supplier management Address significant changes to responsibility in Service Management and IT/Business relationship management Increasing role for Acquisition Complex / Hybrid Cloud service integration governance Plan transfer or relocation of services: IaaS, PaaS, Saas, BPaaS Plan for changing roles in IT Operations Preliminary Create strategy for Cloud Assessment opportunities Engage with business – avoid rogue procurements Identify business and IT owners Develop and publish Cloud Policy Define/refine architectures Assess need for greater commercial acumen in EA Architecture Vision Business Architecture Information Systems Architecture Technology Architecture Migration Planning Implementation Governance EA Development & Maintenance Requirements Management Opportunities & Solutions

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