Cloud Computing: usos e tendências

Tendências de Cloud ComputingO futuro da Computação em Nuvem no Brasil

Cezar Taurion

Gerente de Novas Tecnologias/Technical Evangelist

[email protected]

© Copyright International BusinessMachines Corporation 2011. All rights reserved.

© Copyright IBM Corporation 2011IM AR

Todo mundo fala de cloud...


Gartner 2010 CIO review


Source: “How Web and Cloud Computing Will Drive Your IT Strategies,” Gartner Webinar, Nov. 3, 2010

The Hype Cycle for Cloud Computing, 2010


Will cloud computing be “the most seismic disruption the IT industry has ever seen”? The Jury’s Still Out !

6

30

30

30

4

1

Strongly agree

Agree

Neither agree nor

disagree

Disagree

Strongly disagree

Don't know / Not

applicable

%

Statement: Cloud computing will be the most seismic disruption the IT industry has ever seen

Evangelists and believers

The undecided

Doubters and sceptics

� Cloud is still fairly embryonic

� Therefore, some people have doubts, others much more bullish

� Continued debate on the long-term significance of cloud

� But net net of discussions: Cloud will be a “game changer”

Source: UKI Web Suvey “The Wisdom of Clouds”, n=81


A cloud computing primer – your 60 second guide

Start

Finish

A new model of IT delivery and consumption… …inspired by internet

services in the consumer space

Key ingredients:

•elasticity

•PAYG

•on-demand self-service

Analogies - electricity generation

and The

Model-T Ford

Evolutionary, not revolutionary – time sharing, hosting, ASP

Variants – public, private, hybrid, community,

G-cloud add to confusion

Get toknowtheCloudstack

Near-term adoption overstated, long-term impact underestimated –all bets are off !

A “confluence of technologies” –virtualization, SOA, multi-tennancy

?


Cloud Service Types

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


A range of deployment options

Private PublicHybrid

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


Based on the utilization of public and private cloud across workloads, many large enterprise clients will develop a hybrid cloud strategy

9

“Hybrids will dominate - clients need a strategy to target public and private offerings wisely, Play on both sides; connect them “ - IDC June 2010

Source: IDC The Maturing Cloud- F. Gens June 2010


Cloud Computing Definition

Cloud computing is a new consumption and delivery model inspired by consumer internet services and driven by client needs

Cloud computing has 5 key characteristics:

1. “Always on” network access 2. On-demand self-service 3. Location independent resource pooling4. Rapid elasticity – grow & shrink easily5. Flexible pricing models

Virtualization Service

Automation

Usage

Tracking Web 2.0

End User Focused

… to free your budget for new investments and speed deployment of new capabilities.Virtualization Standardization Automation Self Service

Increasingflexibility

Reducedcosts

Increasingquality


Cloud computing holds the promise of reducing IT operating costs… which means, clients can do more with less

….leverages virtualization, standardization and automation to free up operational budget for new investment

VIRTUALIZATION +STANDARDIZATION AUTOMATION+

NoneSelf service

Fixed cost modelMetering/Billing

WeeksTest Provisioning

Payback period for new services

Release Management

Change Management

Server/Storage Utilization

Years

Weeks

Months

10-20%

Unlimited

Granular

Minutes

Months

Minutes

Days/Hours

70-90%

Legacy environments Cloud enabled enterprise

Cloud is a synergistic fusion which accelerates business value across a wide variety of domains.

Capability From To

= Increasingflexibility

Reducedcosts

Increasingquality


Business Case Results: IBM Technology Adopter’s Portal (IBM TAP)

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 (1x)

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

StrategicChange Capacity

Hardware, labor & power savingsreduced annual cost of operation by 83.8%

� IBM TAP is an ideal environment for private cloud implementation

� By implementing virtualization and automated provisioning, TAP was able to:

�Reduce from 488 servers to 55

�Reduce from 15 admins to 2

�Reduce hardware, power, and labor costs 83.8%

� Clients who have already adopted virtualization and automated provisioning will see different results


Case Study: Retail Bank

Creating custom configurations reliably for testing business applications was difficult and resource intensive.

Solution

Created a self-service, flexible and secure environment for use by internal developers and testers worldwide to develop, port, test and validate their software on standard systems and middleware.

Benefits

Improved time to market, higher quality and reduced costs –with a payback period of 10 months

Projected Business Case Results

� Overall Savings: $2.2M

(over 3-year period)

� Payback Period: 10 months

� Net Present Value (NPV): $1.5M

� Return On Investment (ROI): 435%

Business Challenge


Achieving new levels of situation awareness

Real time processing of sensors, monitors and devices

Enhanced security, policy management and compliance management

Advanced cyber security and analytics capable of protecting sensitive data

MOCA (Mission Oriented Cloud Architecture) provides a leap ahead in technology for Air Force network situational awareness and cyber defense within a hardened cloud infrastructure


Bechtel – Modernizing the Computing Environment

Infrastructure-to-applications overhaul of technology environment – green field

approach

Objective: provide secure, ubiquitous, simplified, rapidly deployable access to

corporate and customer information for any user anywhere

‘Consumerization of the computing environment’ – serving up in house

applications on-demand

Approach: compare Bechtel to 18 companies with infrastructure built in the

Internet era – primarily consumer companies – study began in spring of 2006

Source: CIO Computing, November 2008

http://www.cio.com/article/453214/Cloud_Computing_to_the_Max_at_Bechtel


Bechtel’s New Benchmarks


COMPANY TECHNOLOGY BENCHMARK WHAT BECHTEL LEARNED

COMPANY BECHTEL

Wide-Area Network $10-$15 per megabit $500 per megabitData Centers located where there is

already a lot of bandwidth lowers

cost and bring data to the network

Servers

1 System

Administrator per

20,000 servers

1 System

Administrator per

100 servers

Built whatever, whenever, wherever

business wanted. Google

standardized server infrastructure

Virtualization

Storage costs 15

cents per gigabyte

per month

Storage costs $3.75

per gigabyte per

month

Storage was 'cheap' because storage

was virtualized and more highly

utilized

Applications

1 Application for 1

million users.

Upgraded 4 times

per year

230 Applications up

to 5 versions each;

Upgrades and

training were

constant

Converting 50 most heavily used

applications into single instance

software as a service apps run from

a Google like portal


Bechtel – Project Services Network (PSN)


Built three new standardized datacenters

� Using virtualization – 70% utilization

� Reduced physical datacenter space from 30,000 to couple thousand square feet

� 50% to 60% users on new environment with 10 times the capacity on the network

� Paid for by reallocation of budgets used for refresh and maintenance

Targeted 50 of most heavily used applications to convert and certify to be offered on internal cloud (through Internet-based portal technology)

80% users not doing heavy transactions – looking for information – drove objective to create Google-like experience – smaller pieces of

application available

� Rewriting some applications

� Transitioning legacy systems using virtual application server from Citrix

� Designing for highly virtualized environment

One of biggest challenges is getting IT people to accept the changes



1

9

Eff

icie

nc

yT

ran

sfo

rma

tion

Economics of computing are changing

Cloud computing allows companies to rethink IT and reinvent the way they do business

Rethink IT

Reinvent Business

• Rapidly deliver services

• Integrate services across cloud environments

• Increase efficiency

• Faster time to market for new services

Business transformation through industry

Smarter Healthcare Smarter Education

Smarter Finance Smarter traffic

• Increased focus on differentiated processes

• Meet changing customer expectations, direct access to technology


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 !

1960s 1970s 1980s 1990s 2010s+2000s

Mainframe Era PC / Client-Server Era The Network Era Cloud Computing Era

1960s 1970s 1980s 1990s 2010s+2000s

Mainframe Era PC / Client-Server Era The Network Era Cloud Computing Era


Cloud Computing: Threat or opportunity for the CIO?

CIOs are worried that Cloud will bring about disruptive change to IT Operations

� Line-of-business units going to “public cloud providers” for IT instead

� Disintermediation of the traditional IT team

� As some have said, it is “Client / Server all over again”

CIOs need to embrace the change, not resist it

� Understand the benefits of cloud, as well as its drawbacks

� Understand the public cloud providers capabilities and include these services in IT offerings as it makes sense

With an IT strategy that embraces Cloud, CIOs can better satisfy their customers

� Improves visibility of IT use, more responsive, simpler, cheaper

� Requires an overall strategic vision with pragmatic, evolutionary approach

� Increases range of services, applications, and capabilities available to clients


How can clients think about their cloud journey?

Deliver

Plan

Build � Design and construct � Quality assurance (test)� Security and compliance� Lifecycle management

� Understand strategic direction� Analyze workloads� Determine delivery model� Define architecture� Build the business case

� Deploy � Consume� Manage� Optimize


Create a roadmap for cloud as part of the existing IT optimization strategy

Consolidate

Virtualize

Standardizeand automate

� Reduce infrastructure complexity

� Reduce staffing requirements

� Manage fewer things better

� Lower operational costs

� Remove physical resource boundaries

� Increase hardware utilization

� Reduce hardware costs

� Simplify deployments

� Standardize services

� Reduce deployment cycles

� Enable scalability

� Flexible delivery


Adoption of cloud computing will be workload driven

Workload characteristics determine standardization

�Web infrastructure applications

�Collaborative infrastructure

�Development and test

�High Performance Computing

�...

Test for Standardization Examine for Risk

�Database

�Transaction processing

�ERP workloads

�Highly regulated workloads

�...

�High volume, low cost analytics

�Collaborative Business Networks

� Industry scale “smart”applications

�...

Explore New Workloads


We believe there are 6 key steps to a Cloud strategy

Implement Cloud

Systems Storage

Network

ComputingInfrastructure

Platform & Applications

EmailBus

Apps

BPMSys

Mgmt

Info Mgmt

Web Svr

Assess Workload

E-Mail, Collaboration

SoftwareDevelopment

Test and Pre-Production

DataIntensive

Processing

Database ERP

Determine the Cloud Delivery Model

Enterprise

Private Public

Hybrid

Trad

IT

Create IT Roadmap

Capital

Private Cloud

Hybrid Cloud

Tim

e

TradIT

RentFinancial

Wo

rklo

ad

Cu

sto

mS

tan

dard

Establish Architecture

Service Definition

Tools

Service Publishing

Tools

ServiceFulfillment &Config Tools

ServiceReporting &

Analytics

ServicePlanning

RoleBasedAccess

OSS

BSS

Infrastructure

Platform

Software

End Users,

Operators

ServiceCatalog

OperationalConsole

Cloud

Services

Cloud Platform

Define Business Value



Public - Private Cloud Continuum

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

28 © Copyright IBM Corporation 2011IM AR

Which aspects of your IT portfolio have an affinity for Cloud?

Cloud as a supplement where risk and migration cost may be too high

� Database

� Transaction processing

� ERP workloads

� Highly regulated workloads

Can be standardized for cloud

� Web infrastructure applications

� Collaboration infrastructure

� Development and test

� High Performance Computing

Made possible by cloud

� High volume, low cost analytics

� Collaborative Business Networks

� Industry scale “smart” applications

28


Analysis of IBM Americas’ internal applications*

The Cloud-Affinity of existing applications depends on multiple factors: Compliance and cross-border issues, site-dependency (for performance or data size), app-specific benefits of migration, and the ease and cost of migration.

Low Cloud affinity

High Cloud affinity

Which aspects of your IT portfolio have an affinity for Cloud?

30 © Copyright IBM Corporation 2011IM AR

File & Print

Data Warehousing

Data Mining

Systems Mgmt.

SMEERP/SCM/CRM

Clients will adopt cloud computing based on workload affinity.

Lower Gain From External Cloud

Higher Gain From External Cloud

Lower Pain To Cloud Delivery

Higher Pain To Cloud Delivery

Web Serving

Numerical

[Low Data/Compute]

Numerical

[High Data Transfer]

Collaboration

Application Dev’t. & Test

“Database Centric” Architecture

“Content Centric” Architecture

“Loosely Coupled” Architecture

“Storage - Analytics” Architecture

“Virtualized Traditional” Architecture

Virtual Desktop

Start Here

LE - TransactionProcessing

LE - ERP/SCM/CRM


Standardization

Capital Preservation

Flexibility

Time to Deploy

Cloud Computing can be implemented in many different ways

Cloud Computing

Model

Cloud Services

� Client owned and managed

� Access limited to client and its partner network

� Drives efficiency, standardization and best practices while retaining greater customization and control

� Service provider owned and managed

� Access by subscription

� Delivers select set of standardized business process, application and/or infrastructure services on a flexible price per use basis

Customization

Efficiency

Security and Privacy

Availability

Private Cloud Public Cloud


Workloads and types of Clouds in-demand today

� Data mining, text mining, or other analytics

� Security

� Data warehouses or data marts

� Business continuity and disaster recovery

� Development & Test environment infrastructure

� Long-term data archiving/preservation

� Transactional databases

� Industry-specific applications

� ERP applications

� Audio/video/Web conferencing

� Service help desk

� Infrastructure for training and demonstration

� WAN capacity, VOIP Infrastructure

� Desktop

� Test environment infrastructure

� Storage

� Data center network capacity

� Server

Top public workloadsTop private workloads

64%

30%Public

Private

Note: Not all workloads will move to cloud!

Cloud workload preference

Database- and application-oriented workloads emerge as most appropriate

Infrastructure workloads emerge as most appropriate


Fixed

Traditional IT

Managed Operations

PublicCloudServices

Private Cloud Services

Financial Models

Deli

very

Mo

dels

Off Premises Shared

Variable

Off Premises Dedicated

On Premises Utility

Mixed

On Premises

Decide the right mix for your enterprise


A practical approach to cloud computing

Plan and Prepare

Define cloud strategy and roadmap

� Assess cloud deployment models, service options and workloads

� Plan cloud strategy and roadmap

� Choose initial project

Condition the existing infrastructure for cloud

• Virtualize and automate existing systems

• Add service management, service catalog

Pilot and Deploy

Start with an isolated private cloud deployment

� Choose low-risk workload such as test and development

� Standardize applications and systems

� Deploy self-service portal

Extend and Evolve

Roll out cloud across the enterprise

� Enable additional workloads on private cloud

� Add new users

� Use trusted public cloud services to supplement data center capabilities

�

�

�


• #1 reason to move to a public cloud is lower total cost of ownership

• Top reasons for moving to a private cloud include cost/resource efficiencies, as well as enhancing speed and flexibility

• Security concerns are the top barrier to adoption of both public and private clouds

• Experience managing large outsourcing engagements gives IBM the tools to manage customers’ top cloud concerns

• Three distinctive end-user cloud buying patterns are emerging: exploratory, solution-focused and transformational

• There are reports that public clouds are being adopted faster than originally forecast

• In terms of market opportunity, Financial Services, Manufacturing, High Tech, Government and Retail are the top five industries for cloud

Cost Take-out is Key Driver

Security isTop Concern

Adoption Patterns are Emerging

Industries under the Greatest Pressure

Lead Interest in Cloud

What the Market is Telling Us � There is universal interest in cloud computing across all industries and geographies


Traditional sources of competitive advantage from information technology will be eroded with the increasing adoption of cloud computing technologies

Cloud Adoption Narrows the Sources of Competitive Advantage Conferred by IT


Top Drivers Across Verticals

Source: “Who Really Cares About the Cloud – An Industry Perspective”, Gartner, August 24, 2010


Top Drivers Across Verticals – cont.

Source: “Who Really Cares About the Cloud – An Industry Perspective”, Gartner, August 24, 2010


Growth of modern power grids and telecom networks suggests that cloud may also become a tradable commodity due to its high economies of Scale

Due to high economies of scale cloud services may turn into a tradable commodity

No YESYESRegulatory body

Benefits

Economics

Control

�With cloud computing providers expected to grow exponentially there will be a need for a brokerage that allows IT buyers to efficiently procure services

�Vendors will find a new channel for their products which is likely to drive a lower Customer Acquisition Cost

Managed Resources, Achieved Innovation and efficiencies through full automation

Greater Productivity and Innovation fueled through efficiencies

High Economies of Scale (Expect many of IaaS services to be commoditized)

Commodity with Economies of Scale

Commodity with Economies of Scale

Global InteroperabilityGlobal InteroperabilityCentralized supply

Power Grids Telecom Networks Cloud Services



Towards “cloud utopia”: Will an IT “asset lighter” model become increasingly common within the enterprise over the next few years?

Dot Com Boom

� Application Service Provider (ASP) model ill-fated forerunner to cloud

“On Demand 1.0”

� e-business as a viable model

Pre-mid 80’s Mid-90s 2000 2010

Mostly internal IT

� Build and manage most IT in-house

Challenge to internal IT

� The rise in outsourcing

2012 + ?

� IT “asset lighter” enterprise increasingly mainstream

2015

Cloud as a disrupter Cloud computing could potentially be the most seismic market disruption ever seen in the industry and might be the start of the move towards “everything-as-a-service”, culminating in the “IT asset-lite” enterprise as the

de facto model

Cloud Hype

� Elements of alternative delivery (eg SaaS) in early phase

Economic Pressures

� A confluence of technologies (virtualization, multi-tenancy, etc.), together with the economic downturn stimulates even more interest in cloud computing


Clients want to use cloud computing to transform the way

they do business

And they want to do it on a way that allows them to deliver, consume and

integrate new services consistently and efficiently

They want to maintain a level of security and privacy equal to or greater than their traditional IT

Catalogues of products, services and solutions

IBM Capabilities & Offerings to Help

IBM CloudSecurity Guidance

Describes the technology landscape

IBM Security Framework

Describes the business landscape of security

The Impact of cloud computing is extending into the business. This presents new opportunities and challenges…

Ecosystem

Local Gov’tsClient Relation

Owners

Assess

Maps

Tax

Acc’t

Building

Water

Tax

AssessRC2�CCMP Cloud

Info-basedComposition

ServiceProviders

Cities

Villages

Towns KVSKVS

NYCOMRPS

SCAPangoo Platform

Multi-tenantSecurity

Bill Subscribe S4SE

IBM

Municipal Shared Services Cloud


Cloud is the 4th major era of computing

Brought about by a confluence of technologies

Plus, radically changing buying decisionsborne out of economic necessity

� “even more for even less”

� consumerization of IT

But, critically, net spending will be materially lower than in the current IT paradigm

Caused by a bundling and shared use of previously user owned / managed IT

We are calling this the decomposition of previous IT value elements

1960s

Glo

bal

Sp

en

d o

n IT

Pro

du

cts

& S

erv

ices

Mainframe Era

1980s 2000s 2020

PC / Client-Server Era

Network Era

IT’s New Norm2010 +

Global IT spend peaked sometime between 2005 and 2008. IT spend will be on a downward trajectory over the next decade

Cloud computing will create massive disruptions and substitutions to the traditional IT paradigm

The way hardware and software markets work today (the way they are bought, sold, packaged, marketed and the

ecosystem that supports them), will all look very different a decade from today

Cloud computing and the “Perfect IT Storm”: Prepare for a very bumpy ride in the new market norm

So what’s the biggest challenge to moving your business — or any business — to the cloud?


Recomendo:

www.ibm.com/cloud-computing

www.ibm.com/developerworks/cloud

www.ibm.com/redbooks


Obrigado!

[email protected]

www.ibm.com/developerworks/blogs/page/ctaurion

www.computingonclouds.wordpress.com

Twitter: @ctaurion

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