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Bringing It All Together: The Importance of Orchestration
Mr. White has fifteen years of experience designing and managing the deployment of Systems Monitoring and Event Management software. Prior to joining IBM, Mr. White held various positions including the leader of the Monitoring and Event Management organization of a Fortune 100 company and developing solutions as a consultant for a wide variety of organizations, including the Mexican Secretaría de Hacienda y Crédito Público, Telmex, Wal-Mart of Mexico, JP Morgan Chase, Nationwide Insurance and the US Navy Facilities and Engineering Command.
Andrew White Cloud and Smarter Infrastructure Solution Specialist IBM Corporation
http://weheartit.com/entry/12433848!
Ground rules for this session… • If you can’t tell if I am trying to be funny…
– GO AHEAD AND LAUGH! • Feel free to text, tweet, yammer, or whatever.
Use • If you have a question, no need to wait until
the end. Just interrupt me. Seriously… I don’t mind.
Systems Thinking,
I am here today to share some of what I have learned about
Decision Making,
and Abstraction.
Requirements for Unity of Effort
1. Command
and Control
2. Shared
Experience
3. Situation
al Awarene
ss
• Command and control (No Leadership)!• The team lacks a clear direction!• Lots of activity, lack of progress!
• Shared Experience (Poor Relationships)!• Us vs. Them mentality!
• Unhealthy competition!• Situational Awareness (Poor Communication)!
• Focused on cooperation, not collaboration!• Blame culture!• Infrequent or non-existent communication!
Symptoms of Missing Elements!
CIO’s turn to innovative technologies to deliver better outcomes
Cloud & Optimized Workloads § Agile provisioning § Elastic compute power § Scalable storage
resources § Intelligent services
Mobile Enterprise § Hybrid mobile "
app development § Multi-channel integration § Device management § Workloads on the move
Security Intelligence § People &
identity § Data &
information § Application
security § Security
analytics
Big Data Analytics § Analyze an enormous variety of information sources § Real-time insights & actions on streaming data
IBM CIO Study (2012)
The IT challenges Infrastructure
We have a lot of tools to manage the automation tasks. Coordinating everything is challenging and takes a lot of time.
Operations Releasing a new application in production is a lot more than creating a virtual machine. After deployment, endpoints need to be managed their entire lifecycle. This requires linking different tools, people, and departments. It takes weeks.
Business Reacting quickly to market demand is a weak spot. IT is not fast enough to support the strategy and is slowing down innovation
Development It is crucial to accelerate delivery and improve feedback between development and production.
Why Orchestration? 1. End to end automa8on of service delivery to achieve greater returns 2. Provisioning plays a key role, but is just one of many steps 3. There are many unique requirements to integrate with exis8ng data center
processes and tools.
Provisioning
“The only sustainable competitive advantage is an organization’s ability to learn faster than the competition.” - Peter M. Senge, The Fifth Discipline: The Art & Practice of The Learning Organization
What Is a System? It is a set of interconnected actors that change over time when they are influenced by other elements of the system.
Actor
Actor
Actor Actor
Actor
Actor
Actor
Actor
Two Important Properties • The causal effect between two actors will
always impact the entire system • Correlation != Causation
How Fire Works
Time
Oxygen Heat Fuel
Fire
Mat
ch S
trike
Action
Conditions
Fire
Oxygen
Heat
Fuel
Match Strike
-AND-
• Actions are momentary and act as a catalyst to bring about change
• Conditions are stable and exist over time
A Real World Example
Customers Complaining
Web Server returning 500 errors
The application server was timing
out
SQL Server was not processing queries
Transaction log was unable to grow
T: Drive at 0 Bytes free
Logs were not truncated
DBA on honeymoon vacation in Fiji
Logs are truncated manually
Company has only 1 DBA
“Backup” DBA was not aware the logs require truncation
Space allocations are fixed Lack of Control
Only one database cluster in use
DR SQL Cluster
DR Cluster being used for UAT testing
More Information Needed
One one application server exists
More Information Needed
Trying to do business on the website Desired Condition
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
-AND-
Systems are Volatile This properties makes it difficult to control the behavior of the system. The good news is that systems are perfect. They always deliver the optimum result given a specific stimuli.
Reality
IT Manifestation
How a Plan Comes Together
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
How a Plan Comes Together
Actions
Tactic Tactic Tactic
Strategy Strategy Strategy
Objective
Actions
Actions
This is the basis for a project work-breakdown-structure
Decisions are made here
Let’s Use Me As An Example
Actions
Leverage My
Network
Inside Sales Leads
CRM
Find New Clients Strategy
Grow Existing Clients
Sell $XX By 2H2013
Actions
Actions
Key Concepts to Understand • Objective: a desired outcome. The terms Strategy and
Objective are not interchangeable. An objective defines the results that supporting strategies must achieve.
• Strategy: a method for achieving an objective. Each objective has a "necessary and sufficient set" of strategies (roughly 2-8) which define it; each strategy aims to achieve a single objective.
• Tactic: how the strategy is implemented. Each strategy has a group of tactics (usually 2-8) to define how the strategy will be implemented and when. Each tactic has a single strategy it aims to accomplish.
It isn’t a strategy if you aren’t forcing decisions to be made.
http://commons.wikimedia.org/wiki/File:Fredmeyer.jpg
The average grocery store carries 48,750 items including: • 91 different shampoos • 93 varieties of toothpaste • 115 types of household cleaners
Two Types of Decision Making
Programmed Decisions – Routine – Repetitive – Well-Structured – Predetermined Decision
Rules
Non-Programmed Decisions – Unique – Presence of Risk – Presence of Uncertainty – Black Swans
How To Automate Decision Making
• Programmed Decision Making – Collect evidence – Identify the problem – Select a solution – Implement and evaluate the
outcome
• Non-Programmed Decision Making – Narrow evidence down to
the ideal level – Apply heuristics to limit the
impact of cognitive bias – Present options to a human
for a decision
The rationality of individuals is limited by the information they have. This causes “The Tragedy of the Commons.”
Decisions Being Automated in the Cloud Packing • Compressing workloads to the fewest number of physical servers
• Maximizing cost efficiencies
Striping • Spreading workloads across as many physical servers as possible • Ensuring higher performance levels and reducing risk due to component failure
Load-Awareness • Allocating new workloads to the servers with the lowest load • Maximizing the performance of the workloads
HA-Awareness • Ensuring workloads are distributed across pods • Matching availability levels with service requirements and cost targets
Energy Awareness • Placing workloads according to energy costs • Ending workloads to reduce energy consumption or rescheduling them for off-
peak hours
Affinity-Awareness • Placing workloads close to critical resource dependencies • Collocating compatible workloads to maximize available resources
Platform Awareness
• Allocate workloads to best platform • Migrating workloads to least expensive platform still capable of delivering
required service levels
Topology Awareness
• Allocating resources within a service group near each other • Isolate single-points-of-failure
You can't judge my choices without understanding my reasons. -Unknown
Feedback Loops Unfortunately feedback has taken on both positive and negative indications. In reality, positive feedback is not “praise” and negative feedback is not “criticism.” Positive feedback reinforces while negative feedback balances.
Profits
Productivity
Cost Cutting Reinforcing
Balancing
Be Careful of Good Intentions
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Business Value
Business Demand
Change Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change Process
Release Process
(+)
(+)
(-) (+)
(+)
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
Be Careful of Good Intentions
Availability
Change Frequency Change
Size
Change Capability Change
Risk
(-)
(+) (+)
(-) (-)
Business Value
Business Demand
Change Backlog (+)
(+)
(+)
(+)
(-)
(+)
Change Process
Release Process
(+)
(+)
(-) (+)
(+)
Change Automation
Adapted From: http://www.lean4it.com/2013/05/devops-cld-part-2.html
(+) (-) (-)
Organizations don’t fail because they take the wrong path, they fail because they can’t imagine a better path than the one they are on. -- Marty Neumeier
Service Orientation 1
2
3
4
5
6
Goals of Service
Orientation
Abstraction
Loose Coupling
Autonomy
Standard Services
Composability
Reusability
Divide and Conquer
34
Small Problem
Small Problem
Service A
Service B
Service C
Your Application
Enlightenment Bias: Sub-parts of a complex system are simpler and easier to manage A stable system is made from very hard and durable sub-parts
Creating Composite Applications
Composite Application
Service A
Service E
Service F
Service G Service I
Service H
Service B Service C Service D
Turning Services Into Solutions
Service Interface
Automa1on
Orchestra1on
Choreography Business Service Offering
Billing
Customer Management
Add Customer
Order Management
Assign Service to Customer
Order Fulfillment
Provisioning
Deploy Device Configure Device
Palette of library assets enable easy
workflow composition through drag and drop
Access to rich libraries (toolkits) of reusable
automation assets that enable to speed
automation creation
Rich set of actions types, flow control, data handling
primitives that simplify creation of complex
automations
Easy workflow action editing for managing: data mapping,
error recovery options, implementation details , etc.
Graphical editor for composing and
connecting workflows
Rich tooling functions to edit, version, debug,
optimize workflows
Automating Processes
Or!ches!tra!tion [AWR-kuh-strey-shun]
• A central process controls everything and coordinates the execution of different operations involved in the operation
• The services do not "know” that they are involved in a composite process
• Only the central coordinator of the orchestration is aware of the desired outcome,
• The orchestration leverages explicit process definitions to operate the services in the correct order of invocation
1. the act of arranging a piece of music 2. the planning or execution of events in order to achieve a desired effect 3. The technique of arranging or manipulating, especially by means of
clever or thorough planning or maneuvering
Orchestration Illustration
Orchestrator
Web Service 1
Web Service 4
Web Service 3
Web Service 2
Cho!re!og!ra!phy [kawr-ee-OG-ruh-fee] 1. the art of composing ballets and other dances 2. the method of representing the various movements in dancing by a
system of notation 3. The arrangement or manipulation of actions leading up to an event
• Choreography does not rely on a central coordinator. • Each service knows exactly who and when to execute • Focuses on the exchange of messages and information • All services need to be aware of the business process,
operations to execute, messages to exchange, timing, etc.
Orchestration Illustration Web Service
1
Web Service 4
Web Service 3
Web Service 2
Send Receive
Invoke
Invoke
Invo
ke
Choreography vs. Orchestration • From the perspective of composing services to
execute business processes, orchestration is a more flexible paradigm and has the following advantages over choreography: – The coordination of component processes is centrally
managed by a known coordinator. – Web services can be incorporated without their being
aware that they are taking part in a larger business process.
– Alternative scenarios can be put in place in case faults occur.
Page 43
Orchestration Requirements • Event-based processing • Coordinate asynchronously between services • Correlate messages being exchanged • Provide for parallel processing • Allow for transaction roll-back • Manipulate and transform data between messaging
partners • Be able to manage long running business
transactions and activities • Have a robust mechanism for fault and error
handling
Stru
ctur
ed
Activ
ities
Ba
sic A
ctivi
ties
Flow Control Parallel Processing
Miscellaneous Exception and Error Handling
Event Processing and
Timers
Data Manipulation
Message Exchange
Business Process Execution Language (BPEL)
Invoke
Reply
Receive
Assign
Scope
Pick / Select
onEvent
Sequence
Throw
Compensate
Catch
Wait
Empty
Validate
For Each
Flow
If … Else
Until
While
Why use an event-based orchestration engine? to have the ability to receive real-time feedback to assist its decision making processes
When decisions are not made based on information, it’s called gambling.
48
Here comes the elevator pitch…
IBM SmartCloud Orchestrator
OpenStack
BPM Automation Modeling UI
Service Catalog & Orchestration UI
BPM Automation Engine
Composite Pattern Manager
Cost Management
Nova-Compute Integration KVM vCenter
Integration APIs
OpenStack APIs
Endpoint Management
Event Management
Monitoring & Analytics
Third Party Solution Software Controller
Resource Resource
IBM SmartCloud Orchestrator Design
Custom"Data
Core pattern processing
BPM"Process
SCO
BPM"Human"Service
pre-provision "event operation post-provision "
event operation
Operation context
Operation context Operation
context
Custom"Data
SCO REST API
Operation context 1
2
4 5
3 SCO REST API
A B
A B
Once per registered event operation
Extending Workload Deployment with Custom Automation
Pre-process event
Post-process event
Let’s keep the conversation going…
ReverendDrew!
SystemsManagementZen.Wordpress.com!
systemsmanagementzen.wordpress.com/feed/!
@SystemsMgmtZen!
ReverendDrew!
614-306-3434!
