cloud computing vision

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By: anujverma.ibm (71 month(s) ago)

Hi Petar... can you please allow to download this presentation ... jst read its only after april 2.that you can send ... please send it across to me at anujverma.ibm@gmail.com if possible before that ... Congrats on a wonderful work ! Thanks !! - Anuj

By: pkocovic (72 month(s) ago)

After April 2 - please remind me. I just finished preparation for some event in Serbia. Is this OK?

By: conquererbibek (72 month(s) ago)

plss allw me to dwnld this

Presentation Transcript

The Cloud-Computing Vision:

Petar Kocovic Gartner Srbija Privredna komora Srbije April 1, 2011 The Cloud-Computing Vision

Slide 1:

Wachovia Northern Rock Fortis $700 Bn bailout Hypo Real Estate Bradford & Bingley Lehman Dexia Merril Lynch Freddie & Fannie HBOS Storm Image: MS Clipart WaMu Glitner Bear Stearns Indy Mac AIG

Slide 2:

. Recession

Cost cutting :

Cost cutting

Slide 4:

Sustainable Growth Return to…

Impacts on 2010:

Impacts on 2010 Continual shift from Cap-ex to Op-ex Impact of chrysis to Hardware, servers, PCs and Printers IT must learn to measure and demonstrate business performance improvement

Slide 6:

IT Operational Spend 04 05 06 07 08 09 10 11 2010

Slide 7:

Control Autonomy In Here Out There Shared Owned Complex Simple 2010

Slide 8:

Cloud Computing Virtualization ERP/SCM Cost Reduction BI Social Computing Areas of Focus for 2010 20 10 8/2009 10/2008 12/2008 2/2009 4/2009 6/2009 10/2009 Source: Gartner

Technologies Are "Lighter Weight.":

Technologies Are "Lighter Weight." Networking #4 Business Intelligence #5 Virtualization #1 Cloud Computing #2 Social Media Web 2.0 #3 Mobility #6 2011

Creating a Lean and Responsive IT Organization:

Creating a Lean and Responsive IT Organization Service and Vendor Management CIO & Technology Leadership A: Information and Analytics C: Agile Solution Engineering Custom Solutions Engineering B: Business Process Change A B C Managed Services BPO Cloud Infrastructure Sourcing Applications Outsourcing Chief Information Officer Office of the CIO Chief Technical Officer Architecture: Information Process/Application Infrastructure sourcing Security and Risk Management Finance and Measurement 2011

Potential Cloud Benefits: Why Are People Doing This?:

Potential Cloud Benefits: Why Are People Doing This? A shift from "capacity" on demand to "capability" on demand Decreased time to acquiring a capability due to "low barriers to entry" More effective agility and use of resources Increased operational efficiency/sharing through outsourcing (i.e ., someone else does the work better) More options through more service providers Reduced cost of computing resources Clear line of sight to costs of computing resources Reduced power, cooling and space requirements costs Increased flexibility of expenditures through operating expenses, rather than capital expenses More finely targeted use of resources by paying only for what is needed A shift from technology use to "value" consumption Consumers pay for what they want to do, rather than for pieces of technology Results evaluated based on outcomes

Cloud Risks: 70% of Companies With Over 1,000 Employees Have Not Yet Started a Cloud Initiative — What Holds Them Back?:

Cloud Risks: 70% of Companies With Over 1,000 Employees Have Not Yet Started a Cloud Initiative — What Holds Them Back? Security: Can you trust it? Lack of compliance reporting and auditing Ensuring quality and predictability of service and service remediation Delivering and verifying reduced cost over on-premises computing (business case costs and benefits) Remediation of failures Align business need with actual cloud reality Have already implemented Currently implementing Planning to implement within 18 months Currently evaluating Neither engaged nor evaluating 0 10 20 30 Percent Cloud-Computing Strategy and Implementation Source: Gartner 2010 Cloud Survey

Key Issues:

Key Issues How will cloud computing be defined and evolve? How will cloud computing affect the strategy and direction of IT and business? What vendors, markets and industries will be transformed by the cloud-computing phenomenon?

Gartner's Definition of Cloud Computing and the Critical Attributes of Cloud Services:

Internet Technologies Metered by Use Shared Scalable and Elastic Service-Based Services are delivered through use of Internet identifiers , formats and protocols . Services are tracked with usage metrics to enable multiple payment models. Services share a pool of resources to build economies of scale. Services scale on-demand to add or remove resources as needed. Consumer concerns are abstracted from provider concerns through service interfaces. Five attributes that support outcomes Gartner defines cloud computing as "a style of computing where scalable and elastic IT-related capabilities are provided 'as a service' to customers using Internet technologies". 1 2 3 4 5 Gartner's Definition of Cloud Computing and the Critical Attributes of Cloud Services

Cloud Services Market Growth:

Cloud Services Market Growth The worldwide market for cloud services was worth $58.6 billion in 2009. By 2014, the market will be worth $148.8 billion. Gartner has revised its five-year forecast growth rate from 26.5% to 20.5%. This downward revision, however, simply reflects the law of large numbers — that is, as the overall market grows, growth rates naturally diminish. Over the course of the next five years, enterprises will spend $112 billion cumulatively on software as a service, platform as a service and infrastructure as a service combined. North America is the largest country/regional market, representing 60% of the worldwide figure in 2009. During the next five years, North America will continue to be — by some distance — the largest market. There continues to be great diversity of activity, maturity and growth among the many different elements of the overall cloud services marketplace.

Cloud Computing: From Public to Private and Back:

Through 2012, IT organizations will spend more money on private cloud-computing investments than on offerings from public cloud providers. Choose public if … There is a cost benefit. Service-level guarantees and security meet all requirements. All legal/data ownership and compliance requirements are met. Failure remediation/disaster recovery (including provider failure) is proven. Build private when … Pubic cloud fails to meet needs. Leverage Communities in Between Cloud Computing: From Public to Private and Back

Layers of a Cloud Ecosystem: The Value Is in Delivery "as a service":

Application Infrastructure Services (PaaS) Application Services (SaaS) System Infrastructure Services (IaaS) Layers of a Cloud Ecosystem: The Value Is in Delivery "as a service" Processes, Applications, Application Infrastructure, System Infrastructure Consumers Business and Information Services The Cloud Ecosystem Expectation/Satisfaction Management API management (WS*, REST, HTTP, Events) Providers

Cloud Services Exist in a Value Chain:

Cloud Services Exist in a Value Chain Providers Provider vs. Enabler Business M odels Up the chain, value is delivered. Down the chain, value is derived This is when "aaS" happens! Delivery Optional Brokerage Delivery Capabilities Consumption Delivery Capabilities Consumption (People and Process) Optional Brokerage This is the basic cloud equation! Providers Capabilities Consumption (Technology) Providers Enablers Enablers Enablers

Cloud Markets Are Growing With Adoption :

$bn SaaS Cloud Markets Are Growing With Adoption SaaS becoming more mainstream Slightly slower IT spending ahead Multithousand seat deals are increasingly common

Cloud Markets Are Growing With Adoption :

PaaS Platform Infrastructure high profile, low revenue Salesforce.com , VMware and Microsoft adding credibility Integration as a service (brokerage ) growing $mn Cloud Markets Are Growing With Adoption

Cloud Markets Are Growing With Adoption :

Cloud Markets Are Growing With Adoption IaaS Greater interest than expected 2013 market $ 8 billion ( up from $ 6.8 billion) and 2014 market to be worth $ 10 billion. $bn

Can Your IT Organization Handle a Business "Fly-By" to the Cloud?:

Can Your IT Organization Handle a Business "Fly-By" to the Cloud? 83% Looking at SaaS Business Unit Can't wait for IT Looks easy Rapid "time to capability" Transparency of pricing Visibility to value Operational budget "IT? Umm … no!" Potential for shelfware as a service Possible governance issues of application portfolio Release management dictated by the provider Security concerns Longer-term TCO uncertainties OP2OD ( on-premises to on-demand) integration

Face A New Money Reality to Keep Your Users:

Face A New Money Reality to Keep Your Users Disconnect Price From Cost Customers pay for parts Customers trained to care about technology Budget recycling Customers stop IT from making sensible decisions Reconnect Price To Value Customers pay for what they need to do Customers trained to evaluate prices in terms of outcomes Providers are free to spend whatever makes sense Providers balance the "margin" between price and cost

The Evolution of Infrastructure and Private Cloud Computing Can Affect Your Books:

Provisioning Optimization Availability 2010 to 2020 Policies Services Service levels and agility up Cloud- enabled Automated Service-Orientation Workloads Data Resources Identities Real-Time Infrastructure The Evolution of Infrastructure and Private Cloud Computing Can Affect Your Books 2002 Sprawled Component-Orientation 2002 to 2012 Asset, power costs down, flexibility up Virtualized Layer-Orientation Is there anything left to capitalize?

And … Three Styles of Security for Public/Private Cloud Can Affect Your Safety:

And … Three Styles of Security for Public/Private Cloud Can Affect Your Safety Security assessment difficulties Adequate information is hard to obtain. Data compromise risk Encryption is a partial solution to privacy issues. Data loss risk How do you back up a cloud service? Vendor viability and data portability concerns Open-cloud portability standards still immature. Growing potential for "cloud hacking" Can a highly distributed and virtualized environment be secure? Public Cloud Private Cloud Low Medium High Security built into VM is used Accept vendor security claims Third-party security on VM is used Certification/ accreditation of system Security is performed outside the VM Security product certification Brokered in cloud Custom or industry assessment Outside the cloud No trust of the cloud Security "Pressure" Trust of the Cloud Cloud provider security SAS 70 sufficient?

What Are the Rights and Responsibilities of Cloud Service Consumers? Assess Your Rights and Responsibilities in the Cloud:

What Are the Rights and Responsibilities of Cloud Service Consumers? Assess Your Rights and Responsibilities in the Cloud The right to retain ownership, use and control of one's own data The right to service-level agreements that address liabilities, remediation and business outcomes The right to notification and choice about changes that affect the service consumer's business processes The right to understand the technical limitations or requirements of the service upfront The right to understand the legal requirements of jurisdictions in which the provider operates The right to know what security processes the provider follows The responsibility to understand and adhere to software license requirements

Industries Are Changing: Government Cloud Initiatives Can Affect Private-Sector Decisions:

Industries Are Changing: Government Cloud Initiatives Can Affect Private-Sector Decisions Anyone Exclusive Ownership Agency Third Party Governmentwide Limited Membership Centralized Multiagency Cloud Services Shared Multiagency Cloud Services External Multiagency Cloud Services Internal Single-Agency Cloud Services Shared Single-Agency Cloud Services External Single-Agency Cloud Services Government Public Cloud Services Public Cloud Services Service Access

The New Vendor Reality: A Risky Transition:

The New Vendor Reality: A Risky Transition Manage the shift from product to service Risky proposition – giving away your customers Discover new pricing models Cannibalizing on-premises products New powerhouse vendors Will the business models work? Select vendors that demonstrate a grasp of the new reality.

What Are People Doing in the Cloud?:

What Are People Doing in the Cloud? Collaboration and Productivity The largest Google enterprise deal is in apps Development and Test Mock up the data and move now Web Application Serving Servers are half there already E-mail Most major universities seeking to move SaaS SucessFactors won with a 420,000-seat deal with Siemens Prototyping Try before you buy Crowdsourcing Mining what the collective knows Context Information about people is everywhere

Hype Cycle for Cloud Computing, 2010:

Hype Cycle for Cloud Computing, 2010 Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time expectations Years to mainstream adoption: less than 2 years 2 to 5 years 5 to 10 years more than 10 years obsolete before plateau As of July 2010 Cloud Services Brokerage Cloudbursting/Overdraft Cloud Management Platforms Community Cloud Virtual Private Cloud Computing Browser Client OS DBMS as a Cloud Service Cloud Application Development Tools Cloud Testing Tools and Service Hybrid Cloud Computing Cloud-Enabled BPM Platforms Cloud E-Mail Enterprise Portals as a Service Cloud APaaS Compute Infrastructure Services Cloud Service Integration Cloud Storage Elasticity Platform as a Service (PaaS) Cloud Computing Cloud/Web Platforms Public Cloud Computing/the Cloud Real-Time Infrastructure Dedicated E-Mail Services Enhanced Network Delivery IT Infrastructure Utility SaaS SaaS Sales Force Automation Virtualization Cloud Advertising Security as a Service Cloud-Driven Business and IT Services Cloud Computing for the Enterprise Private Cloud Computing Cloud Parallel Processing Cloud-Computing Security Concerns Integration as a Service "In the Cloud" Security Services From "Hype Cycle for Cloud Computing, 2010" G00201557

Hype Frustration:

Hype Frustration “I can’t think of anything that isn’t cloud computing with all of these announcements. The computer industry is the only industry that is more fashion-driven than women’s fashion. Maybe I’m an idiot, but I have no idea what anyone is talking about. What is it? It’s complete gibberish. It’s insane. When is this idiocy going to stop? ‘Larry Ellison’s Brilliant Anti-Cloud Computing Rant’ Wall Street Journal: September 25, 2008

Innovation Necessity:

“The greatest benefits of globalization will accrue to countries and groups that can access and adopt new technologies . Indeed, a nation’s level of technological achievement generally will be defined in terms of its investment in integrating and applying the new, globally available technologies.” US National Intelligence Council, Mapping the Global Future: Report of the National Intelligence Council’s 2020 Project , December 2004 Innovation Necessity

Slide 36:

Invention Images: world.honda.com, http://www.pal-robotics.com/ Asimo Reem-B

Slide 37:

Trigger Second MP3 player 1998

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Hype + Next Big Thing!

Slide 39:

Collage of positive news hype clippings here

Slide 40:

Hype - Just a Fad?

Hype Happens:

Hype Happens Positive Hype Negative Hype Innovation Trigger Inflated Expectations Trough of Disillusionment Expectations Time Irrational exuberance Novelty preference Social contagion Competitive Pressure Overcoming inertia Imagination Marketing Confirmation bias

Slide 43:

Progress Image: www.pressroom.ups.com/multimedia/images/technology/

Reality:

Reality Maturity Time Adolescent Mainstream Emerging Embryonic In labs No commercial products 1980s MPEG digital audio standards From the Frauhofer Institute First generation products High level of customization required High price Suitable for expert users 1998 Diamond Rio digital audio player, Napster peer-to-peer file sharing Rapidly evolving technology capabilities Methodologies and process understanding emerge Suitable for motivated users 2001 Apple iPod launch Dominant products and approaches emerge Ecosystem evolves Proven, out-of-the-box technology Suitable for most users 2003 iTunes launched on Windows PCs The Long Slow Path to Value

Elements:

Elements Expectations due to excitement and aspiration Emerging Embryonic Early Mainstream Adolescent Expectations due to engineering & business progress Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity A B A + B = HC

Slide 46:

Hype Cycle Innovation Trigger Peak of Inflated Expectations Slope of Enlightenment Plateau of Productivity Trough of Disillusionment Positive Hype Negative Hype of Innovation

Slide 47:

Expectations ex· pec· ta· tion Pronunciation [ek-spek-tey-shuhn] –noun 1. the act or the state of expecting: to wait in expectation. 2. the act or state of looking forward or anticipating. 3. an expectant mental attitude: a high pitch of expectation. 4. something expected; a thing looked forward to. Q ? You can find proxy indicator for expectations…

Who :

Who Individual managers innovating locally must master the Hype Cycle? Corporate innovation leaders Specialist emerging trends & technologies groups

Hype Cycle for Cloud Computing, 2010:

Hype Cycle for Cloud Computing, 2010 Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time expectations Years to mainstream adoption: less than 2 years 2 to 5 years 5 to 10 years more than 10 years obsolete before plateau As of July 2010 Cloud Services Brokerage Cloudbursting/Overdraft Cloud Management Platforms Community Cloud Virtual Private Cloud Computing Browser Client OS DBMS as a Cloud Service Cloud Application Development Tools Cloud Testing Tools and Service Hybrid Cloud Computing Cloud-Enabled BPM Platforms Cloud E-Mail Enterprise Portals as a Service Cloud APaaS Compute Infrastructure Services Cloud Service Integration Cloud Storage Elasticity Platform as a Service (PaaS) Cloud Computing Cloud/Web Platforms Public Cloud Computing/the Cloud Real-Time Infrastructure Dedicated E-Mail Services Enhanced Network Delivery IT Infrastructure Utility SaaS SaaS Sales Force Automation Virtualization Cloud Advertising Security as a Service Cloud-Driven Business and IT Services Cloud Computing for the Enterprise Private Cloud Computing Cloud Parallel Processing Cloud-Computing Security Concerns Integration as a Service "In the Cloud" Security Services From "Hype Cycle for Cloud Computing, 2010" G00201557

The Cloud — What's Inside?:

The Cloud — What's Inside? The hype around the cloud obscures the very real sea-change occurring The cloud is the platform Cloud computing disrupts business models, operating principles and competitive strategies Transition between eras is never smooth Cloud, industrialized and "low cost IT services" are in your future Low-Cost IT A Few $ per User per Month, Why Should Your CFO Pay IT More?

Slicing the Cloud — Vertically: Cloud Computing — Service Layers:

Slicing the Cloud — Vertically: Cloud Computing — Service Layers System Infrastructure Services Business Services Information Services Application Services App. Infrastructure Services Cloud Enablers Mgmt . and Security SaaS IaaS "PaaS" vCloud

Recommendations:

Recommendations Establish a set of value propositions for adopting cloud computing. Ensure that the public cloud can't meet your needs before building a private cloud. Work with your users to understand their needs for SaaS. Verify that bookkeeping practices will not be affected adversely by cloud adoption. Establish and demand rights as consumers of cloud services. Seek cloud brokerages to enhance performance and cloud service capabilities.

The Cloud-Computing Scenario:

Petar Kocovic Gartner Srbija p etar.kocovic@gartner.com The Cloud-Computing Scenario

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