Cloud Computing 2.0: Da Curiosidade para o Mundo Real
Cloud Computing 2.0: Da Curiosidade para o Mundo Real
Cloud Computing 2.0: Da Curiosidade para o Mundo Real
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Source: Bringing Cloud Into the Enterpriseand the Enterprise Into the Cloud IDC Presentation, Cloud Leadership Forum, June 13-15, 2010
CxO / LoB
A new way of using resources that reduces the number of systems in my portfolio and virtualizes my infrastructure
CIO / IT Manager
Cloud computing helps me reduce my capital costs by not having to buy and maintain complex systems inhouse.
Developers
A way to quickly get the systems and configuration I want to test and build my applications
End-User
Difficult to make my customers switch from existing tools due to high transition costs
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Cloud computing holds the promise of reducing IT operating costs which means, clients can do more with less
VIRTUALIZATION
STANDARDIZATION
AUTOMATION
Reduced Cost
.leverages virtualization, standardization and automation to free up operational budget for new investment
Capability
Server/Storage Utilization
From
10-20%
To
Cloud is a synergistic fusion which accelerates business value across a wide variety of domains.
70-90%
Self service
None
Unlimited
Test Provisioning
Weeks
Minutes
Change Management
Months
Days/Hours
Release Management
Weeks
Minutes
Metering/Billing
Granular
Years
Months
Legacy environments 4 IM AR
Servers
Networking
Storage
Infrastructure as a Service
5 IM AR 2010 IBM Corporation
Middleware
Database
Java Runtime
Platform as a Service
Servers
Networking
Storage
Infrastructure as a Service
6 IM AR 2010 IBM Corporation
Software as a Service
Middleware
Database
Java Runtime
Platform as a Service
Servers
Networking
Storage
Infrastructure as a Service
7 IM AR 2010 IBM Corporation
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Near-term adoption overstated, long-term impact underestimated Finish all bets are off !
Cost savings and faster time to value are the leading reasons why companies consider cloud
To what degree would each of these factors induce you to acquire public cloud services?
Reduce costs
Pay only for what we use Hardware savings Software licenses savings Lower labor and IT support costs Lower outside maintenance costs
77% 72%
Take advantage of latest functionality Simplify updating/upgrading Speed deployment Scale IT resources to meet needs
Improve reliability
50%
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
11 IM AR 2010 IBM Corporation
Security concerns are the most important fear among IT decision-makers for both public and private cloud, especially public cloud. Other factors, such as - lack of technology maturity - lack of personnel skill sets - organizational challenges and - difficulty integrating with existing infrastructure will likely decrease over time as cloud success stories circulate.
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Percent of Respondents
Source: Cloud Computing Attitudes, IDC, April, 2010
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Source: Bringing Cloud Into the Enterpriseand the Enterprise Into the Cloud IDC Presentation, Cloud Leadership Forum, June 13-15, 2010
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Source: Bringing Cloud Into the Enterpriseand the Enterprise Into the Cloud IDC Presentation, Cloud Leadership Forum, June 13-15, 2010
We have identified the workloads that offer the most favorable entry points for each of the cloud delivery models
Top public workloads
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
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Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
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Software-as-a-Service (SaaS) is predicted to reach mainstream adoption in 2010, with Infrastructure-as-a-Service (IaaS) following after 2012
However, IT leaders predict that IaaS will not account for the majority of infrastructure until at least 2015
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Cloud scope
Private Cloud
Hosted Private Cloud IBM owned and IBM owned and operated operated
IBM operated
Enterprise Enterprise Time & materials, fixed price, etc. Internal enterprise network Single enterprise Dedicated (single tenant)
IBM IBM
Consumer
Asset use
(There are a set of assets that could be flexibly allocated on a dedicated basis to an multiple enterprise depending on demand)
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Web conferencing
IBM LotusLive Meetings
Integrao de Web, audio e video conferncia
Colaborao
IBM LotusLive Engage
prov servios de compartilhamento de arquivos, mensagens instantneas, redes sociais e gesto de atividades
E-Mail
IBM LotusLive Notes
prov servios de hospedagem de Notes e Domino
www.LotusLive.com
2010 IBM Corporation
Benefits
Improve service
Reduce cost
Easy
Self-Service Portal
Users can request the services they need, when they need them, for the time they need them Eliminates manual processes for requesting resources
Test Environments
Key Features
Strategy, planning, design, build and implementation of the solution Create self-service portal with catalog of services, calendaring, education and optional chargeback Integrated platform combining service request management, provisioning / deprovisioning and change and configuration management
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Benefits
Reduce IT labor cost by 50% + reduce labor for configuration, operations, management and monitoring of the test environment 75% + Capital utilization improvement; Significant license cost reduction Reduce Test Provisioning cycle times from weeks to minutes Improve Quality- eliminate 30% + of all defects that come from faulty configurations.
2010 IBM Corporation
Cloud computing is changing the application development landscape by giving the developers instant access to computing resources (hardware & software)
Existing Application Development
Budget approval Due to high set-up and infrastructure costs, approval from management is required in most cases
Development team
The development team will assess in-house resources to determine additional hardware and/or software to be purchased. Computing resources Development team uses resources to build application. These resources sit idle when not in use Develop application
The development team can provision computing resources from the cloud and change that as needed Provision instances required Development team only pays for the resources that is actually uses
Develop application Once application is developed, the computing resources are released and application is hosted on the cloud. Customer only pays for what they use
Application is hosted in house and development and maintenance, upgrades, and license costs are passed on customer regardless of usage
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
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Assess Workload
Workload
E-Mail, Collaboration
Custom
Trad IT
Capital
Database
ERP
Hybrid
Financial
Rent
Establish Architecture
End Users, Operators
Role Based Access
Implement Cloud
Platform & Applications
Email Bus Apps Sys Mgmt Web Svr
Service Planning
Computing Infrastructure
Service Catalog
BPM
Systems Storage
Operational Console
OSS
Info Mgmt
Network
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With Cloud
Liberated funding for new development, trans-formation investment or direct saving
Power Costs
Current IT Spend
Hardware, labor & power savings reduced annual cost of operation by 83.8%
Clients who have already adopted virtualization and automated provisioning will see different results
2010 IBM Corporation
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QA Zone
Multi-tier infrastructure
Production Zone
Multi-tier infrastructure Virtual Web / App / Database
Networks
WAN
Data Center #1
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Data Center #2
2010 IBM Corporation
Concluindo
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Towards cloud utopia: Will an IT asset lighter model become increasingly common within the enterprise over the next few years?
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
Mostly internal IT
Build and manage most IT in-house
Challenge to internal IT
The rise in outsourcing
Cloud Hype
Elements of alternative delivery (eg SaaS) in early phase
2012 + ?
IT asset lighter enterprise increasingly mainstream
Pre-mid 80s
2015
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Cloud computing and the Perfect IT Storm: Prepare for a very bumpy ride in the new market norm
Cloud is the 4th major era of computing Brought about by a confluence of technologies Plus, radically changing buying decisions borne out of economic necessity even more for even less consumerization of IT
Global Spend on IT Products & Services
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
Source: IBM Market Insights
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
Global IT spend peaked sometime between 2005 and 2008. IT spend will be on a downward trajectory over the next decade Network Era
ITs New Norm 2010 + PC / ClientServer Era Mainframe Era
1960s
1980s
2000s
2020
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Trad. SO
Trad. SO
Adoption and migration to end goals differ Enterprise with lots of legacy / significant investment will be more cautious Commonly accepted wisdom is LEs will adopt via a private cloud (DC 2.0) build-out first. Risk is they take a trial / incremental basis straight to public clouds. MI is calling this the private cloud bypass scenario. Intuitively, SMB, start-ups unlikely to pursue private cloud route Scope / role of internal IT changes fewer staff, procure / orchestrate cloud SPs
We are in the midst of a pronounced shift from client-server to cloud computing; as a result next generation data centers are likely to become services-oriented in the medium-term (3 to 5 years)
Virtualization & Automation
IT as a Service
Via Public Clouds Hosted Infrastructure Via Private Networks Application as a service Compute as a service Storage as a service Desktop as a service Business process as a service Large scale, common, standard IT functions (e.g., email, storage)
Users build/configure their own applications, but rely on managed infrastructure service providers to deploy, run and maintain complex infrastructure
Timeline
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In summary
Cloud computing is a disruptive change to the way IT services are delivered Without a strategy, Cloud computing can be a threat to the CIO and IT team IT services delivered over the Internet Perceived cost gap between a cloud service and traditional IT The next client/server With a strategy, Cloud computing is a huge opportunity for the CIO Lower cost of delivery for some workloads More responsive IT Ability to optimize delivery using traditional, private cloud, and public cloud Greater visibility in billing / chargeback to LOBs Greater range of available services, applications, and capabilities
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ibm.com/developerworks/spaces/cloud
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Obrigado!
Cezar Taurion
[email protected] www.ibm.com/developerworks/blogs/page/ctaurion www.computingonclouds.wordpress.com
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