Data Centres Strategies - MEEZA · 2 Data Centres Strategies Issue 2 Introduction A strategy is typically long term and a data centre strategy is one that needs some careful thought

Choosing the right provider

Data Centres Strategies

I s s u e 2

Featuring research from

2Introduction

3Choosing The Right Provider

5MEEZA Clients case studies:

a) Sidra Medical and research centre case study

b) Dohaland case study

10Eight Critical Forces That Impact Your Data Center Strategy

13MEEZA Data Centres : M-VAULT 1, M-VAULT 2 and M-VAULT 3

16About MEEZA

M-VAULT 2 details showing use of recycled water in external canopy area

2 Data Centres Strategies Issue 2

Introduction

A strategy is typically long term and a data centre strategy is one that needs some careful thought and consideration. There are five key elements of any data centre strategy. The wrong data centre strategy, although perfectly executed, could result in costing your company critical time and money. These five key elements are:

1. Build your own data centre or outsource to an existing provider?

2. Disaster recovery and business continuity planning? Cold site, warm site, hot site?

3. Data Centre location, location, location?

4. Insource or outsource infrastructure management?

5. Do you have a green component in your data centre strategy?

We will review each of the components and use this as a baseline to best determine who the right provider is to execute on your strategy.

Source: MEEZA

Issue 2 Data Centres Strategies 3

Choosing The Right Provider:

There are many variables to consider before determining that it make since to build your own data centre. One important question is whether if people on staff have previously built a data centre(s) . If so, it should be in the past 5 years or less as things are changing rapidly. A data centre built in the 1990’s is very different than the facilities being built today.

If your company has never built a data centre, then it’s probably a good idea not to commence such a project. There are numerous complexities in a data centre build, such as building permits, cost estimations, design engineers, providers, etc. Unless building data centers is your primary business, it’s best to focus on your core competencies.

Is a server room a data centre? A server room is typically used for smaller firms that need only a few servers and are for non mission critical applications. Please note that there are risk elements associated with a server room. Such risks include secure physical access, maintaining the appropriate level of cooling and power, lack of a UPS system, etc. Today, many firms offer cloud services for Small and Medium sized companies. Cloud services do not require server rooms, data centre build outs, hiring IT people, hardware capital expenditure and all the associated IT headaches.

A key element of any data centre strategy is risk avoidance…meaning if your primary data centre is not functioning, what is your disaster

recovery and business continuance requirements. For mission critical applications, how long can your firm be without key applications like client transactions, internal payroll, financial reporting, etc.? Can you be down for minutes, hours, days? A prudent best practice is to develop and test both an IT strategy as well as non-IT related work, often referred to as “business continuance.” Although most departments in companies feel they are the most critical departments, it is imperative to prioritize which applications and functions are the most important. The rule of thumb is the shorter a company’s recovery objectives, the higher the cost is. Thus, the reason why disaster recovery prioritization should be a key element of your data centre strategy.

Another element of disaster recovery planning is to determine how a secondary site should be used. Should it be a “cold site” only used when there is a disaster? This needs careful consideration, as in many respects it’s like having a backup car that you use only in emergency situations. Will the car start even if you haven’t used it in 5 years? On this basis a cold site strategy needs to be periodically tested, typically once every 3 months, to ensure processes and the environment continues to be in working order. Another option is a “warm site” where certain applications are being used on a daily basis. A warm site still requires some procedures during an outage, but can be very effective for not only being a viable disaster recovery site,


but when used in production as well. Finally, a “hot site” is a secondary site that provides the client with complete failover in the event of an outage. Obviously a hot site is most expensive and needs to be compared with the cost of minute of downtime. For example, if it costs you 500,000 QAR for every minute of downtime due to lost customers, etc. then a hot site may be part of your strategy. Hospitals, banks, airports, etc. are typically industries that use a hot site strategy.

Choosing your primary and secondary data centre location is critical. A disaster recovery site, for example, should be far enough away that it mitigates risk in the event of a fire, power outage in a particular grid, explosion, etc. But, it should not be so far away that it creates an inconvenience during a true disaster. On the other hand, having a disaster

recovery site across the street, due to convenience, may not be an optimal data centre strategy. They maybe the same power and telecommunications infrastructure.

What about insourcing vs. outsourcing infrastructure services? What’s the best for your business? It depends. Many companies are looking at outsourcing all of their disaster recovery services so that they can focus on their core primary data centre. In many cases this is a solid strategy. Other firms are outsourcing their non-mission critical applications, such as email, while focusing on maintaining their core applications, such as ERP and CRM. By outsourcing infrastructure services, it enables the client to avoid: capital expenditures, recruiting expensive IT personnel, IT growing pains of technology refreshes, upgrades, and overall IT headaches.

Whether your data centre strategy is to insource or outsource, the consideration of having a green approach is usually a good one. In most cases, going green is actually less expensive. This is contrary to popular belief. It would be beneficial to ask your IT provider if their data centre is certified by USGBC LEED program or similar as a “green” data centre and if so, is the certification Platinum, Gold or Silver.Data Centre’s use an overwhelming amount of power and energy to cool equipment and a green partner will consume far less energy and overall will be at a lower cost to their respective client base.

Source: MEEZA


MEEZA Clients case studies:

Sidra Medical and Research Centre case study:

Sidra partners with MEEZA to transform Qatar into a regional Health HubCustomer Name Sidra Medical and Research Centre

Sector Medical Research

Location Doha, Qatar

Project Leverage MEEZA’s portfolio of managed services, service desk, service management and monitoring

Overview

Qatar Foundation’s mission is to prepare the people of Qatar and the region to meet the challenges of an ever-changing world, and to make Qatar a leader in innovative education and research. To deliver on this mission, the Foundation is spearheading the development of the Sidra Medical and Research Centre, due to open in 2012 in the Education City campus of Qatar Foundation.

Sidra will be an ultra modern, all-digital academic medical centre which is being designed and planned to the best international standards in health sciences. It will encompass the three essential missions of world-class clinical care, medical education and bio-medical research. The aim is to attract the best researchers and technical staff from around the world to apply their skills at Sidra, making Qatar the epicenter of medical research in the region.

An ambitious project such as Sidra requires the most advanced IT services and solutions from day one. To meet their IT challenges, Sidra turned to MEEZA to supply IT services and expertise; resulting in significant IT cost savings and a faster ramp-up time.

Challenges

To successfully establish a world-class medical research centre of such regional importance, the Sidra project team faced some internal IT challenges. They required exceptional levels of scalability and agility in IT operations to establish the project team within the ‘Go Live’ timeframe required.

Sidra needed to maintain a secure, highly available and stable IT environment with an important focus on the security and protection of mission critical data. They were also tasked with meeting clearly defined business driven service levels and were challenged by a shortage of technical skills.

Most importantly, Sidra needed to be able to focus on their important core business of building a world class medical research centre for the region without the project team being constrained by IT limitations.

Solution

To optimise their IT operations and minimise costs, Sidra turned to MEEZA to deliver a broad range of Managed IT services including management and monitoring of networks, hardware, operating

systems, security, backup, storage and applications for the project team. MEEZA is providing end-to-end services which cover the entire life-cycle of deployed assets, from design, through delivery to ongoing management and support.

Sidra is able to leverage MEEZA’s IT experts who have designed, deployed and managed Sidra’s IT infrastructure in line with ITIL (IT Infrastructure Library), the global standard for best practices. The process driven management and monitoring activities ensure reliability, availability and consistency of service.

Infrastructure Monitoring and Management

C3, MEEZA’s state-of-the-art Command and Control Centre, monitors and optimises the performance and utilisation of all physical infrastructure and managed services provided to Sidra. If a failure does occur, C3 engineers can restore service quickly and take corrective action to ensure a secure and stable operating environment.

The MEEZA solution allows Sidra to maintain ownership and administrative control over users, data, objects and resources whilst leveraging MEEZA to maintain the required levels of security, availability and scalability across the network, security, storage, server hardware and application layers.


Through the MEEZA Service Desk, ITIL certified engineers are on hand to respond to Sidra’s requests; a one of a kind service in the IT service industry in Qatar. Additionally, Sidra receives ongoing monthly reports which details performance and utilisation rates of all Managed Services. The MEEZA Client Service Manager meets with Sidra on a regular basis to discuss the service and any improvements that can be made and is also available as an escalation point for any day-to-day issues that require management intervention.

Solution in Detail:

• Managementofcriticalbusinessapplications including intranets, databases, email and mobile communications.

• Managementofalloperatingsystems including a comprehensive virtualised infrastructure.

• Managedstorageareanetwork(SAN).

• Managementofallhardwareincluding servers, network devices and security appliances.

• Managementoflocalandwidearea networks.

• Protectionofallcriticaldata

• ServiceDeskandServiceManagement.

Results – Driving down TCO with Managed Services

Like all businesses, Sidra’s project team is keenly focused on minimising cost in all areas and they conducted a full cost evaluation to study the options available in the market before partnering with MEEZA.

To manage their IT operations in-house, Sidra would have had to make the following investments, requiring both significant capital expenditure and time:

• AfullcomplementofexperiencedIT engineers

• MonitoringandManagementTools

By using MEEZA Managed Services, Sidra achieved considerable cost savings compared to managing

these IT functions in-house.

Architect impressions of Sidra Medical and Research Center


• ServiceSupportSystem

• ProcessDevelopment

• CommunicationsSystem

• SupportAgreements

Sidra also realised significant cost savings from avoiding up-front capital expenditure investments in IT infrastructure such as a data centre and IT hardware. MEEZA manages the underpinning infrastructure allowing Sidra’s project team to focus on managing mission-critical applications. In addition to the reduction in TCO of their IT operations, Sidra benefits from a faster ramp-up time for key systems needed to run the centre and is able to avoid the daily IT headaches associated with running a traditional IT department. The IT department of Sidra is freed up to focus on strategic IT issues to help the centre achieve their ambitious objectives.

MEEZA delivers peace of mind to the Sidra IT team with market leading service level agreements covering availability, response times and restoration of service. For ease of doing business, a single services contract is in place to manage all facets of IT Services, including 3rd party service agreements.

The centre was able to scale rapidly and build their infrastructure to plan by leveraging MEEZA’s IT expertise, services and world-class technology. This will serve the rapid expansion of the project and enables Sidra to provide the necessary environment for the development and testing of clinical systems.

Source: MEEZA

Testimonial

“MEEZA’s world class IT services have made a significant contribution to the establishment of Sidra, which is an important project for Qatar and for the

advancement of medical research across the region. MEEZA enabled us to considerably reduce the project team’s IT start-up costs and helped us ramp up our operations significantly faster than would have been

possible without their IT expertise.”

Dan Bergin Executive Project Director

Sidra Medical and Research Centre


Dohaland’s signature project Musheireb, a unique downtown regeneration project in the heart of Doha

Executive Summary

Dohaland Transforming Qatar with the assistance of MEEZASector Property Development

Location Doha, Qatar

Project Managed Services, Data Centre Services and ERP implementation.

Overview

Dohaland was launched in March 2009 to create leading-edge urban living concepts built on traditional Qatari architecture, contributing to the social and cultural heritage of Doha, Qatar. MEEZA successfully provided IT consultancy to Dohaland

Dohaland case study:during the company’s formation and demonstrated a thorough understanding of their current and future IT needs. MEEZA provides Dohaland with a broad range of IT services including Managed Applications and Hardware, Service Desk support, Managed Data Backup and Restore and Data Centre Services in addition to providing ERP (Oracle) implementation services.

Challenges

As a newly established company, Dohaland required a full spectrum of IT services in order to become operational within a very short timeframe. The challenge was to design and develop IT infrastructure for Dohaland that would be adaptable to their changing needs and be able to grow with the company.

Dohaland also required ongoing management and support of the critical IT systems used to support their business.

Solution

MEEZA delivers a broad range of IT Services to Dohaland including:

• ServiceDesk

• ManagedApplications

• ManagedHardware

• ManagedFirewall

• ManagedDataBackupandRestore Services

• DataCentreServices


MEEZA is providing full infrastructure management and monitoring for key technologies deployed within MEEZA’s M-VAULT 1 data centre. The solution delivered by MEEZA allows Dohaland to maintain administrative control over users data and resources whilst leveraging MEEZA to maintain the required levels of security, availability and scalability across the network, security, storage, backup, server hardware and application layers.

Additionally, MEEZA has implemented Oracle ERP (Enterprise Resource Planning) to automate the financial and procurement requirements of Dohaland. With the Oracle ERP implementation, MEEZA leveraged world-class business practices to deploy an optimised application that serves Dohaland’s needs.

Benefits

The benefits provided by MEEZA include:

• ImplementationofOracleERPenabled Dohaland to handle the transaction and processes quickly.

• Handingoverday-to-dayITrequirements to MEEZA resulted in fewer IT headaches and increased business efficiency

• FlexibleandscalableITserviceswill support Dohaland’s changing IT needs as their business grows

• CompletedeliveryofITservicedesk to log, manage and resolve all user support requirements.

Through the provision of world-class managed IT services and solutions, MEEZA is providing Dohaland with the ability to scale rapidly and the freedom to focus on their core business: transforming the urban development of Qatar.

Source: MEEZA

Testimonials

“Dohaland is committed to working with organisations that share the same high standards that we adhere to and MEEZA has demonstrated a real understanding of our current and future IT

needs. We are happy to partner with them.”

C.S. Chandrasekaran, Chief Financial Officer

Dohaland


Research from Gartner

Eight Critical Forces That Impact Your Data Center Strategy

Through 2017, infrastructure and operations (I&O) managers, architects, and infrastructure planners must consider eight critical forces when developing enterprise data center strategies. Without analyzing the potential impact of these forces, IT organizations will struggle to introduce new technologies and improve the quality of service delivery.

Key Findings

• Datacenterpowerandcoolingproblems are the top challenge facing I&O leaders in 2010.

• Optimizingkeyoperationalprocesses will be essential to complement new technologies, such as virtualization and dynamic workload management, and to improve the maturity of I&O organizations.

Recommendations

• Usersmustmodelthemajorforcesaffecting their large data centers through at least the next five years.

• Startdevelopingcloudservicesforappropriate applications, beginning with developing internal clouds as an exploratory step.

• Continuewithcostoptimizationand consolidation programs for the next five years.

• Considertheimplementationofvertically integrated or converged technologies, but beware of hidden costs and potential lock-in to specific vendors.

ANALYSIS

In 2007, Gartner published research that presented a model of the eight critical forces that affect enterprise data center strategies. That model has been widely used by clients in understanding the key points to consider when developing their midterm and long-term data center plans. During the past three years, there have been economic and technical changes that materially affect the strategic importance of internal data centers. These include the increasing use of cloud services, the increasing focus on green technologies, the emergence of converged infrastructures and, of course, the effects of the economic downturn. This research takes into account these changes, and updates the Eight Forces model. Additional research will go into each of these forces in more detail, and present actions to consider. Figure 1 is an updated model that shows the forces at play. The new dynamics include cloud computing and converged infrastructure.

Large, global enterprises developing new data center strategies in the next few years will require a more holistic approach from that used in the past five to seven years. The demand for new, high-quality facilities; geopolitical and socioeconomic fluctuations; rapid changes in technologies; and new financial models will accelerate through 2017. This will force users to think differently about the role and function of their enterprise data centers. Balancing these multiple

changes and making the correct investments will become tricky, and will require both a strategic understanding of the effects of these different forces and the way they interact. In other words, users must be able to codify the effects of these different forces to have deterministic discussions and make important decisions.

This socioeconomic dimension will affect short- and long-term decisions. For example, the location of the next generation of data centers worldwide presented a significant level of discussion in 2009. As the supply of quality facilities continues to fall behind demand, users will have to decide where to locate new sites. Concerns such as security and stability of the region, maturity of transportation, telecommunications development, availability of capital, and the supply of skilled workers are all socioeconomic factors to take into account. Also, hosting personal data in different countries presents another type of risk. In this case, if the personal data of an individual who is a national of one country is hosted in a separate country, then the legal status of that data (validity, right of access, etc.) will depend, to a degree, on the laws of the country where it is hosted, rather than the country of nationality of the individual. Furthermore, many countries are introducing new and tighter regulations and compliance standards which will further affect data retention processes. Also, the effects of global socioeconomic changes on disaster recovery should not be


Figure 1 Eight Critical Forces Affecting Enterprise Data Centers

Source: Gartner (February 2010)

underestimated. Large enterprises need to develop programs for disaster recovery and business continuity, and design architectural road maps, with attention to risk mitigation. During the next few years, organizations with global IT operations must do more-thorough risk analysis and may need to invest more in disaster recovery programs.

On the technical side, many evolving technologies will affect server architectures, storage capacities, and the type and scale of networks. For example, server and storage virtualization, multicore processors, new fabrics and improved server management tools will evolve rapidly through 2017, providing many new design approaches for system architects. New application designs relating to the Web and

a cloud-services approach must integrate an array of legacy applications, and the ubiquitous nature of personal devices will add layers of architectural complexity. Furthermore, running large-scale data centers, by definition, necessitates significant ongoing operational expenses. Although the location of facilities may reduce labor costs, improvements in delivery processes are expensive. An alternative could be to use cloud services. While cloud computing will increasingly offer an alternative way of delivering IT services, users need to be aware of potential pitfalls.

Building new data centers is a multimillion-dollar investment, but detailed financial analysis is required to see whether it provides a better return than using a hosting company.

Financing such large capital projects will force many organizations to question whether they should own such a facility, and, if so, how best to finance it. For example, some users may choose to carry the cost themselves, while others may seek a shared cost and risk model with partners. “Cost Optimization: Cut Costs by Building Agile Data Centers” provides more details. Moreover, as energy and facilities technologies improve (better building management systems, more-efficient cooling technologies, etc.), users will have to adopt new design principles. “Hype Cycle for Data Center Power and Cooling Technologies, 2009” shows how these technologies will mature.

Enterprise data center strategies have come down to a balancing act between managing the costs of providing a defined level of IT service delivery and managing risks of the failure of that delivery. We advise users to use this model in setting out their data center agenda for the next seven years. In particular, be cognizant of how the strategy in a particular area of new data center design has positive and negative effects, and how it may overlap with strategy in another area. For example, in moving to a smaller floor space, highly dense blade systems may appear to improve server costs and space issues, but may end up requiring more electricity (for power and cooling), and may have a negative effect on system availability. In this case, users may incur the additional cost of supplementary/point cooling solutions.

The eight critical forces depicted in Figure 1 above cover a broad selection of technologies and processes. The major issues are listed


below, and are covered in more detail in supplementary research.

Processor/System Design/Power/Green Technologies:

• Thegrowingissueofdensehardware power and cooling

• Theuseofutilityandgridarchitectures

• Thespeedofembracingnewtechnologies

• Theuseofenergymanagementtools built into the hardware

Architectural Topology/Delivery Models/Cloud/Real-Time Infrastructure (RTI):

• Differentdatacentertopologies

• Alternativeservicedeliverymodels,such as cloud

• Theneedtomanageaheterogeneous hardware environment

• Thegrowthofx86platforms

• Themovetowardmulticoresystems

• Theuseofchip-basedvirtualizationtechniques

• Fabrics

Operational Processes/Tools/Run Book Automation (RBA) 2.0:

• Maturityofcoreoperationalservice delivery processes

• Theuseofmonitoringandmeasuring tools

• ThemovetowardRTI

Disaster Recovery/Business Continuity/Security

• Applyingriskmitigationandcompliance procedures to core technologies

• Dealingwithsocialthreatsthatdisrupt technology use

Capacity Growth

• Growthofserverandstoragehardware

• Growthofnewdatacenters

• Short-termuseofhostingproviders

Operating System/Application Middleware

• Effectsofthegrowthofnewapplication development projects

• Changesinoperatingsystemtopology — the growth of Linux

• Effectsofbusinessprocessoptimization on application development

Consolidation and Rationalization

• Improvingassetuse

• Managingphysicaldatacenterconsolidation projects

• Movingconsolidationfromprojectto process

Facilities Modification

• Introductionofliquid-cooledsystems

• Environmentalandenergydesignsfor new hardware and data centers

• Managingspiralingenergycosts

• Multitiereddesignforavailabilityand power/cooling density, along with modular build out

For each of these forces, Gartner has viewed the net potential impact for users as a result of that force alone. For users to obtain a holistic perspective, they should weigh these sometimes contradictory effects in the context of their specific situations. For example, for some users, changing operational processes and tools may be more important than modifying their data center facilities. Other businesses may have undergone a merger and may need to focus on infrastructure consolidation. Depending on the situation, the different priorities will become apparent. However, in all cases, Gartner advises users to be aware of the impact of all of these forces, even if the impact of some is low. This is because of the rapidly changing nature of data centers throughout the next five or more years.

Source: RAS Core Research Note G00174532, Rakesh Kumar, 4 March 2010


MEEZA data centers : M–VAULT 1, M-VAULT 2 and M-VAULT 3

Benefits of Data Centre Services:

Security: MEEZA offers clients the highest levels of data storage security through advanced security features and a state-of-the-art fire protection system.

Availability: ensures that all clients have easy access to the data they need, when they need it.

Scalability: supporting client’s needs from incubation, through growth and enable into a mature operations phase, yet still be able to respond fast to changing needs.

MEEZA’s M-VAULTs are designed and built on a foundation of Security, Availability and Scalability in order to deliver maximum benefits to clients. M-VAULT 2 and M-VAULT 3 are both being developed with LEED accreditation (leadership in energy and environmental design) and Uptime Institute Tier III accreditation.

M-VAULT 1 MEEZA is well positioned to offer highly secure, available and scalable Data Centre Services to our clients.

M-VAULT 1, MEEZA’s Tier 3 Data Centre is located at a highly secure facility within Qatar Science and Technology Park (QSTP) and delivers99.98%availability,thehighest level offered from any commercial Data Centre in Qatar.

QSTP is also home to C³ - MEEZA’s state-of-the art Command and Control Centre which monitors and optimises the performance and utilisation of MEEZA’s data centres.

Architectural impression of M-VAULT 2 :

secured IT access portal


M-VAULT 2 is a 10,000m2 building with 3,000m2 of data centre space plus associated plant, office, storage and service corridor space. The design is for a 15 MVA, Tier III accredited, 1000 rack facility, located 35 km North of Doha. The facility can provide significant space for primary hosting and has a full disaster recovery capability, including a 60 desk business continuity suite for key staff. The site will be serviced by dual independent telecommunications carriers, each with diverse routes, plus a direct link to the landing stations. M-VAULT 2 is a highly secure facility with separate maintenance

and IT staff service routes, biometric accreditation for all key access doors and portals, plus guardhouse, cctv and site monitoring.

M-VAULT 2 is targeted to achieve LEED Gold status.

Key environmental aspects are use of recycled products in the building exterior (e.g. recycled aluminium panels. Roof with recovered stone)Use of DRUPs (diesel rotary UPS technology), which have far higher energy efficiency than static (electronic) UPS technology. Cold Aisle Containment to minimise loss

of expensive chilled air for cooling. Environmentally friendly landscaping with low water consumption recycling of waste water for the external landscaping. Recycling of cooling condensate water for use in a water feature. Environmentally friendly site vehicle.

M-VAULT 3 is a 2,000m2 design within the existing QSTP main building, plus a new plant building. 500m2 of data centre space will be available plus associated plant, office, storage and service corridor space. The design is for a 5 MVA, Tier III accredited 160 rack

Architectural impression, M-VAULT 2


facilities. The facility is designed to ahighpowerdensityof8kWperrack average, 12 kW peak load, for intense data processing applications. The facility is located close to the main Doha commercial centres, with excellent accessibility from downtown onto a secure business park with further data centre security for the M-VAULT 3 and existing M-VAULT 1 facilities. QSTP also houses MEEZA’s NOC known as C³ (command and control centre).

M-VAULT 3 is targeted to achieve LEED Silver status.

The design is built into the existing QSTP building. Key environmental aspects are use of recycled products in the new plant building, e.g. exterior roof with recovered stone. Use of a district cooling connection to provide utility cooling from a dedicated plant on site at QSTP. Cold Aisle Containment to minimise loss of expensive chilled air for cooling, environmentally

friendly landscaping with low water consumption and recycling of cooling condensate water for use as non potable water in the toilet facilities. Employees benefit by being part of the QSTP site with good public transportation access.

Mechanical and Electrical plant

details, M-VAULT 2


Data Centres Strategies is published by MEEZA. Editorial supplied by MEEZA is independent of Gartner analysis. All Gartner research is © 2010 by Gartner, Inc. and/or its Affiliates. All rights reserved. All Gartner materials are used with Gartner’s permission and in no way does the use or publication of Gartner research indicate Gartner’s endorsement of MEEZA’s products and/or strategies. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The reader assumes sole responsibility for the selection of these materials to achieve its intended results. The opinions expressed herein are subject to change without notice.

About MEEZA:

MEEZA, a Qatar Foundation joint venture, is a managed IT Services and Solutions provider offering a wide range of services to clients, from creating and managing IT infrastructure to providing cloud services. MEEZA has moved quickly to become a leader in the creation and management of IT infrastructure, with the objective of helping to accelerate the growth of Qatar through the provision of world class Managed IT Services and Solutions.

MEEZA’s offerings include Managed Services, Data Centre Services and Cloud Services. The world-class MEEZA Data Centres, known as M-VAULT’s possess managed storage, network and security systems as well as disaster recovery capabilities. MEEZA has also established a centralised Command and Control

Centre that monitors and optimises MEEZA services to their clients. Additional Data Centres are being established in Qatar. With their multiple, interconnected and geographically diverse Data Centres, MEEZA is uniquely positioned to offer Cloud Services to clients across the region.

MEEZA works with their clients to fully understand their specific IT challenges and offer cost-effective IT services to help them focus on their core business and scale rapidly. Delivering best in class IT security levels, MEEZA helps their clients minimise business risk, reduce IT capital expenditure and speed up time to market for new initiatives.

To find out more, visit www.meeza.net

http://www.meeza.net/

Documents

Data Centres Strategies - MEEZA · 2 Data Centres Strategies Issue 2 Introduction A strategy is typically long term and a data centre strategy is one that needs some careful thought