Chapter 14 Applying What You Have Learned
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1 Chapter 14 Applying What You Have Learned It s not what or who you know, it s how you use it that matters Greg Schulz In This Chapter The importance of having a vision, a strategy, and a plan What to look for when evaluating and comparing various technologies Leveraging various approaches for effective information services delivery This chapter ties together the various technologies, techniques, and topics covered in this book, to enable more efficient and effective information services delivery, including what can be done today and how to prepare for tomorrow Getting Started So far this journey has spanned 13 chapters, considering the need and the opportunities for cloud, virtualization, and data storage networking along with various techniques and technologies for enabling efficient, effective, agile, scalable, and resilient data infrastructures. Back in Chapter 1, I made the statement that you probably didn t wake up one morning thinking, I need to have someone buy or implement a cloud, 321
2 322 Cloud and Virtual Data Storage Networking virtualization, or storage networking solution. Another theme of this book is that there must be continued support to deliver information services while reducing costs and maintaining or enhancing quality of service, service-level objectives, and servicelevel agreements. This requires innovation enabling your customers to do and be more effective or to facilitate new functionality. How you achieve innovation involves using various hard products (hardware, software, networks, and services) to create different soft products while leveraging best practices, policies, and people skill sets. Innovation also means transforming how resources are acquired, deployed, managed, and disposed of when they are no longer cost-effective to use. Perhaps since we started this journey you have seen an opportunity for clouds, virtualization, and data storage networking technologies to play a role in your environment today or in the future. That role could mean coexisting with and complementing what and how your current environment functions, or replacing it. On the other hand, you may still be asking why you need a cloud, virtualized, or data storage networking environment Don t Be Afraid, but Look Before You Leap A continuing theme of this book is Don t be afraid, but look before you leap, and move beyond the hype. This means taking a step back and asking again: Do you want or need a cloud, and for what reasons? Do you need or want virtualization, and why? Can you reduce the number of software licenses and management complexity to support growth, reduce costs, while maintaining or enhancing QoS and SLAs? Is your staff or you able to manage more resources and services? Despite the hype, not all environments are ready to move to public, private, or hybrid cloud solutions or services. There are, however, public, private, and hybrid cloud services and solutions that are real and worth looking into. Moving beyond hype and fud (fear, uncertainty, and doubt) also means testing the waters, so to speak, by doing proof-of-concepts (POCs) or trials of various solutions and services. The objective of a POC is to determine how the service or solution fits your current and future business requirements, SLOs, QoS, and SLAs and technical requirements. POCs also will help you gain comfort and confidence in the technologies and tools, as well as provide an opportunity to refine or develop new best practices for incorporating cloud services and solutions into your environment. Virtualization should be looked at beyond the context of consolidation, with an expanded view of how it can be used to remove complexity, enabling agility and flexibility for various IRM functions. Of course, there also needs to be consideration of the financial or commercial aspects, determining the return on investment (ROI) and the total cost of ownership (TCO) of different approaches, techniques, and technologies. Determining the ROI and TCO along with general cost comparisons should be on an apples-to-apples comparison basis, looking at functionality, SLAs, SLOs, resiliency, and other capabilities required to meet given levels of service. An informed buyer is an empowered buyer of traditional hardware and software as well as of cloud and virtualization services or solutions. An informed seller whether a value-added reseller (VAR), a consultant, or a manufacturer, is able to adapt to different opportunities and react quickly to changing
3 Applying What You Have Learned 323 market dynamics. For example, if your competitors are all trying to sell the same server or desktop virtualization story to eliminate hardware yet are spinning their wheels due to customer resistance, change your approach go to a different scenario or add a new one. For example, after your competition leaves in frustration because they cannot sell a solution such as consolidation to your prospect, sit down and find out the real resistance or, more likely, cause for concern. You might find out that it is QoS or performance or availability or security or some other issue that can be addressed with a different tool or technique. In the course of addressing those challenges you can spark the customer s interest in what you and your competitors were originally trying to sell them. Figure 14.1 Removing IT barriers and enabling delivery productivity Addressing Issues and Challenges While Enabling Opportunities Many organizations have an interest in becoming efficient and effective in using their resources for information services delivery, regardless of whether they are or will be using cloud and virtualization techniques. As a result, some organizations will for now adopt what can be called cloudlike management or operating paradigms. Some environments will purchase private cloud solution bundles or stacks, while others leverage what they have and focus on processes, procedures, refining metrics, and aligning service-level expectations. Either way, the journey will continue, with changes in technologies, techniques, plans, strategies, and visions. As a result, your vision, strategy, and plan should change over time to adapt to changing business requirements, challenges, and opportunities. As new technologies and techniques evolve, always look for opportunities to leverage those that canwork for you while providing a ROI or other benefit. Figure 14.1 shows
4 324 Cloud and Virtual Data Storage Networking on the left common issues and barriers that inhibit or add cost to information services delivery, with objectives or goals listed on the right. Transformation (see Figure 14.1) can be enabled with different technologies, tools, and best practices in various combinations to meet your particular needs. Progress means more than a focus on boosting utilization to reduce cost while supporting growth. While boosting utilization is a part of transformation, reducing waste or rework in terms of lost staff time due to workflow and process complexities should also be considered. For example, as a means of reducing costs due to lost productivity of staff or clients and missed opportunities, streamlined workflows or templates aligned to service classes or categories can help speed resource provisioning. Another example is reducing the time required to migrate from an existing storage system to a new one or to a cloud or MSP by streamlining the workflows and processes across different server, storage, networking, hardware, software, data protection, and security technology domains or management groups. As a consumer of information resources, the faster your request can be processed and resources made available, the sooner you can be more productive. As a provider of information services, by streamlining and enabling faster resource provisioning, your staff and other resources can do more in the same amount of time, improving per-unit costs and ROI. Streamlining may involve use of automated tools to take care of routine recurring tasks, freeing skilled and knowledgeable workers to spend time with clients or users to guide them to the best fit for using various resources. For example, a combination of wizards can help guide a consumer or information services user on how to access or get resources and can be combined with pop-up live chat dialogues by which someone can assist with questions. Another variation is to enable skilled staff members to sit down physically or virtually with clients to work through adding value for larger, more complex scenarios, leveraging time that was made available by being more streamlined in workflow and other process What s Your Vision, Strategy, and Plan? Unless you have the time and resources to just pick up and travel to whereever the proverbial wind takes you, most journeys involve some form of vision, strategy, and plan. The vision is where you are going, the strategy is how the journey will be accomplished, and the plan is what to do when, where, and how. Part of the plan involves determining your options for getting from point A to point B, what you can take with you and what you will have to leave behind, considering the logistics and the economics. Another part of the plan includes metrics and management tools for monitoring where you are, your current status, including finances, schedules, and other factors. Your vision, strategy, and plan for your organization s networking should align business needs and opportunity with technology capabilities. Rather than starting with the technology or buzzword items such as storage, converged networking, dedupe, physical or virtual servers, clouds, chargeback, and frameworks, take a step back and ask how those elements fit into enabling your vision, strategy, and plan. Do they add
5 Applying What You Have Learned 325 cost and complexity or enable productivity and streamlining of information services delivery? Do you want those technologies, tools, and techniques, or do you need them? Can you afford to have them? If the tools, techniques, and technologies do not fit, is it because your vision, strategy, and plan need to evolve to leverage those items in the course of addressing business needs? Or do you have a situation where the solution is looking for a problem to solve? Taking that step back can help set the appropriate level of expectation and avoid being disappointed or frustrated due to misperceptions of capabilities. It may be that today a cloud or virtualized or converged storage environment should remain on your wish list while you prepare your environment for the next step by gaining control, implementing metrics, reducing your data footprint impact, or modernizing your data protection to become more agile. In addition, you may do some initial POCs around cloud for backup/restore, BC, DR, archive, or general storage sharing, and virtualize some servers to prepare for the next phase of your journey while refining your business model. The journey to enabling an information factory, regardless of whether you choose to call it IT 2.0, 3.0, 4.0, or cloud (public, private, hybrid), dynamic or virtual, involves a vision, a strategy, and a plan. The vision will evolve over time, the strategy will be refined to support new requirements or leverage opportunities, while the plan is in constant motion and will be updated as you go. Figure 14.2 shows a simplified converged vision, strategy, and plan that have been reduced to a single figure representing details that span more pages than are found in this book. It is, however, a path to enable a continuing journey that you can refine to meet your specific vision and strategy needs with a plan for what to do today, near-term, and long-term. Part of the plan should include revisiting the vision, strategy, and plan on a periodic basis. Figure 14.2 Enabling the information factory using a phased approach.
6 326 Cloud and Virtual Data Storage Networking Clouds, virtualization, and data storage networks, along with convergence and other technologies and techniques discussed in previous chapters, can be used to meet various objectives and requirements of your vision, strategy, and plan. The solution for your environment will vary (see Table 14.1) based on your needs, requirements, budget, and business objectives and will involve various techniques, technologies, and services. Common objectives and requirements for IT services delivery, including traditional IT environments along with cloud and MSP, include boosting productivity, reducing costs, enhancing QoS and SLA, optimizing service delivery, and reducing complexity, waste, and rework while stretching budgets further. Additional objectives include reducing time and cost for data protection while enhancing coverage as well as business resiliency. How various hard products (hardware, software, networks, and services) are combined with your best practices, policies, and service templates will determine your soft product. Your soft product or services being delivered may combine different types of public, private, or hybrid clouds to varying degrees, from all in (everything done in the cloud) to some lesser amount. Likewise, some of your resources may be virtualized, with the initial focus on consolidation expanding into enablement of agility and flexibility. Table 14.1 When and Where to Use Various Public and Private Cloud Services SaaS PaaS IaaS Private Cloud More control. May be cost-effective if demand can use the resources. Migrate existing applications delivery to a Web services model, speed up and support new development. Free up internal resources for other critical applications or services. Develop and deploy new applications that allow movement between private, public, and hybrid environments. Local and remote, virtual and physical servers, desktops, storage and networking resources delivered as an on-demand, measured service. Public Cloud Less control. May be more dynamic with lower cost if aligned with SLO and SLA requirements. Rapid access to new services or functionality or supplement existing capabilities. Some from in-house to a public service, keeping critical or sensitive users on existing systems. Leverage cloud backup for remote offices/branch offices, workgroups, and mobile personal. Develop and deploy new applications into public or private cloud environments. Deploy your applications using various development environments onto elastic platforms. Pay for resources (or for free), various service levels, complement your data center and resources, balance peaks and demands, leverage your resources more effectively, rapid start-up.
7 Applying What You Have Learned What to Consider When Evaluating Technologies, Techniques, and Services When considering cloud services and solutions, look beyond the cost per gigabyte for cloud storage to the level of service aligned with your service needs. Clouds and MSP services need to be trusted and have SLOs and SLAs to meet your requirements. Much like when buying servers, storage, networking hardware, and software, consider more than just cost as the definition of value. For some functionalities, free or very-low-cost on-line services can have value in their use or based on the value of the information to be stored or service accessed. In addition to base price, look into the fees for optional services and for exceeding your base resource. Some services allow you to store your information or access certain functions for free while charging for retrieving or accessing or using advanced features. Take a few minutes and read the on-line terms of services (TOS) agreement before clicking yes. You might be surprised what some TOS contain, including how you can use the service, from what countries or locations to what types of information. When deciding to move ahead with a virtualization, cloud, storage, or converged networking project or other optimization initiative, talk with other organizations similar to yours to see what worked, what didn t, and why. Keep in mind that what didn t work for one environment may work for another and vice versa. What I mean by this is that the same tools, technology, techniques, or hard products may be deployed differently to achieve various soft product results. The various services and soft products of one organization may differ from those of another even if they are in the same business or industry. As a result, understand why things worked and why other things did not, so that you can plan for those conditions or situations. When you move your data and applications to a public cloud environment, you are trusting that you will be able to access those items when needed. This makes it important to consider the flexibility to move data and applications between cloud and virtualized environments in a timely, cost-effective manner to address changing business needs and leverage changing solution or service provider capabilities. Also look into how you will initially move data and applications into the new environment, and what existing tools will work and which will require an upgrade, along with associated costs. Explore the service provider s or, in the case of a product, the vendor s support capabilities, including having staff members contact the support center during off-hours to see how they help troubleshoot problems. Another technique is to have some of your less experienced staff contact the support center with a vague description of a problem to see how easily and quickly they can diagnose problems. Another consideration when evaluating cloud and MSPs is to understand their HA, BC, and DR plan or capabilities, including what they will disclose publicly and what is under a nondisclosure agreement (NDA). If you are going to rely on a service or solution for part of your HA, BC, and DR, that resource should not become a single point of failure or weak spot in your environment. As part of understanding the service s capabilities, find out where on-line copies of data are kept, including foreign countries, to comply with regulations if applicable. Also determine if there are additional fees for your data to be copied to other locations, or the copy is free but access to the data has a fee.
8 328 Cloud and Virtual Data Storage Networking Common Cloud, Virtualization and Data Storage Networking Questions What are the most common questions I get asked? The most common questions from IT professionals are what service or vendor and product are the best, and whether clouds and virtualization are all hype or fud. My response to the latter is advice to look beyond the hype and fud to see what a given solution or service enables your environment to address or fix without adding cost or complexity. As to what is the best service, vendor, or cloud product, that will be whichever one meets or exceeds your requirements including SLAs in a cost-effective manner and is one that you are willing to trust your information or services to. Are clouds for everyone? Clouds can be used by and have value for most people and organizations; however, not everyone is necessarily ready to use or leverage them. Do virtualization and clouds add complexity? Yes, but depending on how they are deployed and with what tools, they can mask the added complexity, enabling additional benefits to your environment. Can metering, measuring, reporting, and chargeback influence resource usage behavior? Yes, this is something to keep in mind. If, for example, you price a particular service high as a premium capability (regardless of whether you actually send an invoice or not), it can help direct consumers to a lower-cost capability. On the other hand, if the consumers are shopping or comparing yours or an external provider s service on price alone, they may be missing out on SLO and SLA factors. Another example is that if you want to force users to keep more data on disk instead of tape in archive, then make the tape-based archive a premium offering. However, when you find more data being stored on disk and less in a tape archive along with cost to deliver your services related challenges, it may be time to review your bill of materials, service categories, cost structures, and how you market or promote those. Do clouds and virtualization automatically clean up or mask IT mistakes? Clouds and virtualization can abstract or hide problems, perhaps buying time until you can fix them. On the other hand, cloud, virtualization, or data storage networks can create problems if they are not deployed properly. This means getting ready ahead of time to use those resources, including cleaning up your data footprint impact or identifying bottlenecks and problems rather than simply moving them elsewhere. Do clouds automatically provision and determine the best location to place or optimize data and applications for users? Some cloud services leverage templates, GUIs, or wizards that can automate the process of provisioning and making resources available to you. However, someone needs to set up and manage those service templates, guides, and wizards along with doing the analysis for more complex environments. Does all of this IRM, service classes, templates, and workflow discussion mean that IT organizations should start thinking and operating like service providers? Yes, even if your environment is not planning on deploying or using cloud technologies or expanding your virtualization activities, reviewing and assessing your service categories is important. This means working with clients to revisit what their requirements are, what they want, and what they can afford. There is a common myth that clouds are clouds if and only if they support chargeback; this can be true for service providers generating
9 Applying What You Have Learned 329 invoices or billing for usage. However, what is needed are metering, measurements, and accounting of resources being used to map to services being delivered. Is it really cheaper to go to the cloud? That depends on whether you are using a forfree or fee-based service, what level of service you are getting, what you need, and other factors. Look beyond the low-cost value proposition of clouds, expanding the focus to include value, trust, enablement, and considerations in your comparisons. For example, while writing this book I changed my cloud backup provider not because of cost in fact, had I stayed with the previous provider, I would have saved money. I changed to gain additional functionality that enabled me to do more things which ended up having more value and hence a better ROI. How do you get your data back when a cloud provider shuts down a service? This is a very important question, as there will be more shakeout and changes occurring in this area. Not all services will shut down, of course, and many of those that do will provide a period of time for you to phase out your usage and either get your data back or allow it to expire and be deleted as its retention ends. For other applications and data you may have to migrate your data by exporting it and then re-importing it elsewhere or using a cloud gateway, appliance, software, or cpop as a transparency or virtualization layer in front of your cloud service providers to move information around. For bulk restore and import, most services have offerings either included in packages or for optional fee to support shipping of data on various removable media. What are the barriers to cloud, virtualization, and data protect modernization? There can be many barriers, ranging from lack of trust or confidence to limited budget resources to fund the projects. Working with VARs and consultants as well as vendors or service providers, you can establish a strategy and plan to find ways to implement changes that produce savings, which in turn help fund subsequent steps. Having the right metrics to know how your environment is running and the services being delivered is also important to provide baselines for building TCO and ROI models for comparisons or decision making Chapter Summary I have mentioned it before and will say it again: Generally speaking, there are not bad technologies or techniques, but there are poor implementations, decisions, and deployments of tools or techniques used for the wrong task. General action items include: If you do not have one, develop a vision, strategy, and plan. If you have one, continue to refine your vision, strategy, and plan. Do a proof-of-concept with clouds, virtualization, and storage networking. Gain experience; discover gaps to refine policies and best practices. Leverage metrics and measurements to be an informed buyer and service provider. Market and promote your information services capabilities to your consumers. Empower your users or consumers to be educated buyers who focus on value.
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