Cloud forum-lessons-learned-20110405c-final

© 2011 IBM Corporation


Lessons Learned: Business agility through open standards & cloud

Samuel F. AverittVice Provost Information TechnologyNorth Carolina State University

Angel DiazVice President, IBM Software Standards


Agenda – Chart your path, but remember these lessons

3

• Market forces are driving a new way of thinking about business technology.

• Today’s IT infrastructure is under tremendous pressure and is finding it difficult to keep up …

• Open Standards: Invention? Or Reinvention?

• North Carolina State University: Real stories, real lessons, and real successes

• How can you get engaged!


Market forces are driving a new way of thinking about business technology

4

to increase awareness and control over their business processes for Greater Business Agility

• Greater business understandingand measurement

• Rich, integrated information, transactions, security and decisions

• Flexibility-enabling technologies

• New social and collaboration capabilities

• Efficiency in IT and capital expenditures

To fuel new growth while optimizing costs organizations must leverage:


Business leaders reveal a particular desire to use cloud to make their processes leaner, faster and more agile

5

To What Extent Do the Following Aspects of the Cloud Value Proposition Appeal, As it Pertains to Your Job? Answer Selected: Appeals to a Great Extent

Source:”Cloud will Transform Business as We Know It: The Secret’s in the Source”, Hfs Research, and the London School of Economics, December, 2010


We are reaching a breaking point …

6

In distributed computing environments, up to 85 percent of computing capacity sits idle

Percentage of executives who report a security breach and aren’t confident they can prevent future breaches

70 percent is spent on maintaining current IT infrastructures versus adding new capabilities

Percentage of CIOs who want to improve the way they use and manage their data

85% idle

70 cents per US$1

80%

78%

Today’s IT infrastructure is under tremendous pressure and is finding it difficult to keep up…


Open Standards: Invention? Or Reinvention?

7

Or is it somewhere in between…?

reinventing standards reinventing standards using existing standardsusing existing standards

vendor-driven standards vendor-driven standards customer-driven standardscustomer-driven standards

proprietary clouds proprietary clouds open, interoperable cloudsopen, interoperable clouds

OR

OR

OR


The reinvention of standards for cloud

8

HTTP, HTML, WSFL, XLANG, REST…

Dawn of theworld wide web

Java, Java EE, XML, XML Schema, SOAP, WSDL, UML, Web2.0, ...

WS*, WS-I, SCA, BPEL, SAML, XACML …

BPMN, SBVR,RIF, …

Advent of cloudOpen Virtualization Format,IaaS APIs, Cloud Management, Cloud Audit, Reference Architecture,

• IBM has been involved in standards since their inception in IT industry• IBM spends millions each year on open standards.• IBM has made substantial donations to the open source & standards ecosystem • Thousands of IBMers are involved in standards & regulatory activities • IBM is currently engaged in over 400+ specifications & standards

organizations.

Rise of the application

server

Service orientation

Business agility

• Cloud builds on every other era of cloud computing. It’s a reinvention

• Customers expect a more holistic view of an open cloud with standards across BPaaS, SaaS, PaaS, IaaS as well as deployment models (public, private & hybrid).

IBM’s sustained leadership in fostering open standards


The reality of cloud standards

9

Dozens of new communities and organizations have formed around cloud standards including industries and governments (e.g. China CESI).


Cloud Standards Customer Council

10

• Drive user requirements into standards development process.

• Establish the criteria for open standards based cloud computing.

• Deliver content in the form of best practices, case studies, use cases, requirements, gap analysis and recommendations for cloud standards.

On April 7, 2011 industry leaders from across the world formed the first customer led consortium designed to shape the face of open standards based cloud computing.

Join your colleagues including Citi Group, Lockheed Martin, State Street, Open Management Group, North Carolina State University and over 40 other organizations!

• Participation –. Primarily C-Level executive, VP of Development, IT management, Enterprise architects, cloud strategy

• Meetings– Monthly virtual meetings. Quarterly face-to-face co-located at OMG events. Participation through forums and subgroups.

• Oversight – Managed by OMG with IBM sponsorship (similar to SOA Consortium)

• Leadership – Founding members form steering committee

• Standards Development – This group will not produce standards but will provide guidance to existing standards development organizations

Structure• Web Presence- Community, Webcasts, Case

studies, blog, vendor showcase, whitepapers, case studies awards.

• Candidate Deliverables – ready to use content in the form of use cases, case studies, requirements, gap analysis and recommendations for cloud standards, and training.

• Awareness – Drumbeat of awareness utilizing events, press, books, analysts partnerships and media.

Deliverables

http://www.cloudcustomercouncil.org/membership-application.htm


Day of Launch Council Participation

11

Over 40 companies at day of launch is the largest in OMG history !

111111


Lessons Learned in 5 easy pieces

12

gffg1Opportunity and Risk

Expanding the art of the possible

gffg2Cloud Business Model

“Change or change not, there is no try”

gffg3Standardized Customization

A business differentiator

gffg4Total Cost of Ownership

It’s your business, what’s your use case

gffg5Tomorrow’s children

shaping the future of cloud computing


North Carolina State University Circa 2004

13

"We reached a critical point – at a time when we were confronting serious challenges to the campus’ student computing model, the NC Supercomputing Center closed due to state funding cuts. Unfortunately, only 50% of the amount needed to solve both problems was available, leaving us with the option of doing both services poorly or inventing a novel solution without any reassuring evidence that one existed. We chose latter course of action, daunting being preferable to failure, and the rest is history.” - Mladen A. Vouk, Head of Computer Science, and Associate Vice-Provost for Information Technology

© 2011 IBM Corporation14

NCSU VCL

Open Sourced

IBM lntell Blades

Apache VCL

NCSC Closes

VAVCL Award

Global interest

IBM, NCP-P

20112009 201020082006 200720052004

Opportunity and Risk - expanding the art of the possible The NC State Virtual Computing Lab

BEFORE Inflection FUTURE

Unresolvable Problems

•Siloed investments

•Limitations in flexibility

•Access barriers

Germination

•Solution disrupted established turf

•Cultural response was resistive

Core Design Principals

•Simplicity

•Agility

•Scalability


Opportunity and Risk - expanding the art of the possible

15

Service Architecture Ownership

Defining the Cloud - Decision points that defined the Virtual Computing Lab

Your Cloud decision involves three key questions: what’s the service type, the architecture, and the ownership model.

PrivateOpen

Standards

Proprietary

DMTF Open Virtualization Format (OVF) - http://www.dmtf.org/standards/ovf

PublicPaaS

AaaS

IaaS

HaaS


Opportunity and Risk - expanding the art of the possible

16

Defining the Cloud - Decision points that defined the Virtual Computing Lab

• Integration versus Invention

• Reliability versus Failure Management

• Standardization vs. proprietary

• HPC versus Server & Processor Farm

• Good programmers write great code, great programmers innovatively repurpose existing code - The world is littered with great SW code waiting for context

• What is the hardware cost and capability differential? Think like IBM!• Embrace exception, to what sigma can/must the cloud be application agnostic• How far can an HPC platform be cost-effectively devolved into the commodity

application space?


Cloud Business Model - “change or change not, there is no try” - it’s a paradigm shift or not

17

Focus on business outcomes - customers vote with their “feet”

How did NC State break down the silos and disrupt the status quo?

– Technical – IT orthogonal to campus needs• make relevant – sandboxes & fortresses

– Operational - server hugging, emotionally satisfying but an economic train wreak

• circa 2004 inspection - ”campus is littered with dead and dysfunctional clusters”

– Political - the “not invented here” phobia• take wins - the willing and the desperate• get out of middle – customer choice• don’t be part of problem—gatekeeper

versus enabler• let a winning solution speaks for itself



18

Change is constant, embrace change to increase ROI and control spending

Operationally Driven ROI Improvement – How can you do more with what you have?

– Multiuse - resource allocation and utilization as a sliding window

– Reuse - a multi-tiered value proposition – Leverage - versus duplication

• personal technology—embrace customer at the point of investment

• community/user expertise—the smartphone app analogy

– Facilities - the data center advantage– Knowledge – data validated decisions– People – no pain, no gain



19

Programmatically Driven ROI Improvement – How can you do better where it matters most?

– Partners Program - technology is not the solution

• 3yr support for unused cycles –aggregated versus individual view

• institutional validation – compelling TCO forces change

• federal agency validation – power of the converted

– Teaching and Learning - the core business• computing lab—long-tail anachronism• STEM distance education- for real• Learning—concepts in the real-world



20

Insidious Threats – barriers to cloud adoption and realization of potential?

– SW licensing – the legal fray has just begun• Applications are somewhat problematic• Operating Systems much more so

– Security (or maybe not)– TCO – pervasive failure of accountability

• Exit cost• Opportunity cost—innovation lost• Reinvention—mom I’d rather do it myself• Tribal Thinking—not my problem, job, …


DEFCON 9 Biosurveillance: potential but improbable cataclysm

Addressing EquityCrossing the digital divide

Normalization of ExtremesTinkerPlot to supernova simulations

Standardized Customization- a business differentiatorThe Case for Radically Dynamic Customization

DMTF Cloud Management Working Group

Will extreme become the norm for cloud computing? NC state and IBM are working together to push the limits of what you can and should expect from your cloud.


Standardized Customization - a business differentiator

22

User Interface (web portal)

VCL Scheduler

User Interface (web portal)

VCL Scheduler

DatabaseDatabase

Provisioning EnginesProvisioning Engines

PhysicalDeployerPhysicalDeployer

VirtualDeployer

VirtualDeployer

New DeployerModule

New DeployerModule

Management NodeVCL Daemon

Management NodeVCL Daemon

xCATxCAT ESXiESXi

HsltHsltKVMKVM

New Resource Type

New Provisioning Manager

New Provisioning Manager

NodesNodesNodesNodes

NodesNodesNodesNodes

Image LibraryImage Library

Accomplishdeployments

Accomplishdeployments

represents undifferentiated

resources

represents undifferentiated

resources

reservationsinventorymappingsprivilegesmetadata

reservationsinventorymappingsprivilegesmetadata

image filesmetadatainstall tree

profiles

image filesmetadatainstall tree

profiles

access pointauth/authselection

toolsAPI X MLRPC

access pointauth/authselection

toolsAPI X MLRPC

process requestsload nodes

reclaim nodes

process requestsload nodes

reclaim nodes

MySQL, DB2, DerbyMySQL, DB2, Derby

IBM HTTP Server (HIS)IBM HTTP Server (HIS)

TPM 7.2 IL

TPM 7.2 IL w/ ITM 6.2

agentsw/ ITM 6.2

agents

TCRTCR

New NodesNew Nodes

New NodesNew Nodes

ITUAMITUAM

MariaDBMariaDB

IBM Cloud as Provisioning Node

IBM Cloud as Provisioning Node

Mirage TechnologyRuns on VCL

Mirage TechnologyRuns on VCL

IBM Director w/VSPIBM Director w/VSP

VCL runs on WebSphere CloudBurst

VCL runs on WebSphere CloudBurst

▀ VCL Core▀ Tested & working ▀ In progress or planned

TPMTPM

VCL-IBM SWG Integrated Cloud Architecture

The Open Group (TOG) Cloud Architecture - http://www.opengroup.org/cloudcomputingVirtual Computing Lab Apache foundation - http://incubator.apache.org/projects/vcl.html


TCO - it’s your business, what’s your use case

23

People – must move up the value chain

min

imiz

e

Operate, Maintain, Sustain

Time, Impact, Duplication

People

cost

Value, Use

optimize

productivity

Make the case for how people can better work together in their value chain to exceed market demands.

Available, Usable, Relevant

InfrastructureProfessionals

BusinessProfessionals



24

Infrastructure - it’s about services, not systems

Homogenized, Centralized and Marginally Flexible Frameworks

Diverse, Autonomous and Highly Flexible Frameworks

Has your business movedbeyond infrastructure?

Efficiency

Effectiveness

TraditionalInfrastructure

The Cloud



25

The business processes of cloud management - integration, optimization, and management of workflows

– A comprehensive cloud computing solution is one capable of providing an arbitrary mix of computing environments delivered as differentiated and undifferentiated, stateful and stateless, scheduled and on-demand, services.

– The blending of enterprise workflows is the key mechanism in unlocking the cloud’s potential for dramatic gains in ROI

Clearly describe practices, checklists, and tasks ensures success!


Tomorrow’s children - the future of cloud computing

26

LOW HIGH

Efficien

tEff

ectiv

e

Replicate

The value of the cloud is in what it can do

React Anticipate

thinkCreatively

Differentiate

actPredictively

Incremental Change – evolution vs. revolution

Logistically

Strategically

LOW

HIGH


Tomorrow’s children - the future of cloud computing

27

Scalable Security - security is a relative absolute

– Simple is better - complex is the enemy of secure

• HaaS is a differentiator

– Agility is essential (NCB-Prepared)• Sub-clouds within the Cloud• Sub-clouds behind the (data owner’s)

firewall• Portability mitigates future shock

The value of the cloud is in what it can do

DMTF Cloud Audit Working Group - http://dmtf.org/OASIS Cloud Identity TC - http://www.oasis-open.org/committees/tc_home.php?wg_abbrev=id-cloud


Pop quiz: Open standards for the cloud discussed today!

28

DMTF Cloud Audit Working Group – Description: Standard data and interface models

for federating cloud audit events, logs and reports

OASIS Cloud Identity Management TC– Address the security challenges posed by identity

management in cloud computing. The TC identifies gaps in existing identity management standards and investigates the need for profiles to achieve interoperability within current standards.

DMTF Open Virtualization Format (OVF)– Description: a packaging standard designed to

address the portability and deployment of virtual appliances.

The Open Group (TOG)– TOG Cloud Work Group is focused on enabling

buyers and suppliers to include Cloud Computing technology in their architecture.

“The Open Group sincerely thanks IBM for the generous contribution of its Cloud Computing Reference Architecture (CC RA) to The Open Group’s Cloud Computing Work Group,” said Dave Lounsbury,

Chief Technology Officer, The Open Group. “Having CC RA as a foundation to work from and build open consensus on will significantly accelerate the Cloud Work Group’s Cloud Architecture”


Pop quiz: What are your five lessons learned?

29


How can you get engaged!

Learn about IBM cloud solutions at:ibm.com/cloud

The IBM Cloud Adoption Advisor can help you get started:www14.software.ibm.com/iwm/web/cc/flash2/cra/en/us/Tool.htm

Join the Cloud Standards Customer Council www.cloudcustomercouncil.org/membership-application.htm

Explore common use cases for cloud computingcloudusecases.org/

Learn more about the Virtual Computing Lab Apache foundationincubator.apache.org/projects/vcl.html

30


Documents

Cloud forum-lessons-learned-20110405c-final