A Canadian View of Infrastructure as a Service: Buyer Case Study on Lake Shore Gold

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1 IDC EXCERPT A Canadian View of Infrastructure as a Service: Buyer Case Study on Lake Shore Gold Timothy Wilson Mark Schrutt IN THIS EXCERPT The content for this excerpt was taken directly from A Canadian View of Infrastructure as a Service: Buyer Case Studies on the Toronto Star and Lake Shore Gold by Timothy Wilson and Mark Schrutt (IDC Document #CA1CCS13). IDC OPINION Infrastructure as a service (IaaS) is an increasingly viable option for Canadian companies of all sizes and is part of a strong overall trend toward greater cloud adoption. At present, both the public and the private IaaS option in Canada are growing at a compound annual growth rate (CAGR) of 46%, with business agility being a key driver. This study, which is based on two case studies of Canadian IaaS adopters, has yielded the following observations: Walk before you run. Though it is possible to take a "big bang" approach to IaaS, both companies discussed in this Buyer Case Study expressed satisfaction with an approach in which IaaS was phased in over time, with some mission-critical and high-value IT resources remaining onsite. Listen to the vendor. Not all vendors are created equal, with some having deeper expertise and broader product sets. The more complex the IaaS initiative, the more important it is to work with vendors and follow the processes and guidance set out on vendors' Web sites and implementation guides. Plan for the best. Because the cloud can change how services are provisioned, time has to be taken in the planning stages to get it right. For more sophisticated engagements, automation capabilities can be transformative. Often, the most powerful IaaS capabilities such as automated tools for provisioning and elastic IP addresses must be embraced in the planning stages to realize their full benefit later on. Align IT with management expectation and buy-in. In both case studies, senior management supported IaaS. Having the senior management's full support from the beginning was crucial to weather any bumps in the road and to maintain long-term commitment. November 2013, IDC #CA1CCS13

2 IN THIS BUYER CASE STUDY This IDC Buyer Case Study includes a case study of Toronto-headquartered Lake Shore Gold Corp., which uses Cogeco Data Services to migrate some of their infrastructure to the cloud. The advantages and challenges regarding different usage scenarios are pointed out, and guidance is provided for buyer-side considerations in the Canadian market. Methodology This document is based on interviews with Lake Shore Gold, as well as supporting research from IDC. The supporting IDC research is derived from extensive interviews and surveys among users, buyers, and providers of IaaS. SITUATION OVERVIEW A Cloud Primer The cloud has been getting a lot of buzz these past few years. The cloud, no longer a term exclusive to IT, is now understood by many line-of-business (LOB) managers in the context of its strategic advantage. Fundamentally, cloud provides an alternative for the composition, delivery, and consumption of IT services. The cloud is more than simply putting IT services online. Instead, it is a complex and sophisticated delivery model that, when leveraged to its fullest extent, is elastic and allows for granular scaling. Self-service provisioning, shared resources, and broad application of the highest security standards can make the cloud an appealing choice for organizations aiming to get the most out of their IT infrastructure. At the highest level, there are two types of deployment models for cloud services public and private: Public cloud services. Public cloud services are shared among unrelated customers and are open to a largely unrestricted universe of potential users. Public cloud services are designed for a market not a single enterprise. Public IaaS through Amazon Web Services is the framework for Toronto Star's cloud initiative. Private cloud services. Private cloud services are shared within a single enterprise or an extended enterprise. Private cloud services have restrictions on access to and level of resource dedication, are defined/controlled by the enterprise, and can be managed either by in-house staff or by a third-party provider. The latter model is referred to as hosted private cloud. Hosted private cloud is a composite view of two cloud deployment models: virtual private cloud (VPC the base service provided by Cogeco for Lake Shore Gold), which is an adjunct of public cloud services with shared virtualized resources and a range of customer control and security options distinct from most public cloud infrastructure as a service, and dedicated private cloud (not the scope of this document), which is about dedicated physical resources focused on one enterprise/extended enterprise. Figure 1 provides a framework of the breadth of cloud deployment models. For more detailed descriptions of these services, see IDC's Worldwide Services Taxonomy, 2013 (IDC #239900, March 2013) IDC Excerpt of IDC#CA1CCS13 2

3 FIGURE 1 IDC's Cloud Delivery Models Note: For more information, see Worldwide and Regional Public IT Cloud Services Forecast (IDC #236552, August 2012). Source: IDC, 2013 Lake Shore Gold Lake Shore Gold is a Canadian gold mining company headquartered in Toronto. The company has two productive gold mines in the Timmins Gold Mine near Timmins, Ontario. The Timmins West Mine and the Bell Creek Mine are both in commercial production, with processing done at the Bell Creek Mill. Lake Shore Gold is a public company, with its shares trading on the TSX and the NYSE (stock symbol: LSG). Challenges and Solution Lake Shore Gold started 10 years ago as a junior exploration company. The day-to-day running of operations was fairly straightforward, with a small team of geologists and corporate staff having limited IT requirements. Then in 2008, things changed dramatically when the company began development of the Timmins West Mine. "That took us from an exploration company to a gold producer," says Raymond Yip, director of Information Systems at Lake Shore Gold. "Today, we have a total head count of close to 500 and a full 2013 IDC Excerpt of IDC#CA1CCS13 3

4 suite of IT requirements to support our operations, including Active Directory, , ERP, and databases." When the majority of Lake Shore Gold's infrastructure was put in place in 2008, it was a significant outlay. The company invested in physical hardware in a nonvirtualized environment, but kept its IT team lean by using an outsourced business partner to run the infrastructure. This was full-fledged managed services in a colocation environment and included server management and monitoring. Two years ago, Yip came on board and did an IT evaluation. The challenge he faced was specific to the need for an infrastructure refresh. Options included a physical hardware migration, virtualization, and cloud. Cloud won the day. Interestingly, the decision to go to the cloud was based as much on business requirements as on technical requirements. "We were not struggling with IT per se," says Yip. "The infrastructure was in place and working, but we were evaluating our options and balancing the risks, given that our hardware was past the refresh cycle." Into the Cloud In the case of Lake Shore Gold, it was up to the IT department to make both the technological and the economic arguments. There was no formal RFP process, with the company instead informally approaching and speaking with a number of vendors. "When I approached our CEO with the proposal of migrating part of our services to the cloud, he was interested," says Yip. "He wanted to know what that meant for us and found that moving to an operational cost structure, without big capital expenditures up front, was great for a company our size." By paying for its infrastructure as a service, Lake Shore Gold is also able to scale as needed. That kind of flexibility is crucial in an industry that must respond quickly to changing business and market conditions while always ensuring users have the best service possible. "As with many SMBs today, operating costs are monitored and vital to the business. For IT departments, this means finding cost-effective ways to provide IT services throughout the business," says Yip. "By going with a cloud-based solution, there are little to no up-front costs." In the end, Lake Shore Gold decided to go with Cogeco Data Services, an existing business partner that already had some of the company's equipment. Cogeco Data Services, which functions as a wholly owned subsidiary of Cogeco Cable Inc., is headquartered in Toronto. From an IaaS perspective, Cogeco Data Services offers compute, storage, and backup, with additional business continuity/disaster recovery services, and provides flexible deployment options shared, dedicated, and hybrid (colocation + IaaS) and dedicated customer support. Cogeco has six datacentres, with two in downtown Toronto; two in the western Greater Toronto Area, Toronto; one in Barrie, Ontario; and one in Vancouver, British Columbia IDC Excerpt of IDC#CA1CCS13 4

5 "Cogeco is good at what they do," says Yip. "They have a platform with guaranteed uptime. The utilitybased model frees up resources for my team to focus on value-added services. That is where we should be focusing our attention on, not on server logs and performance issues." Lake Shore Gold uses Windows-based technology and has its core infrastructure such as Microsoft Active Directory, Exchange, and SharePoint and Citrix hosted by Cogeco Data Services. Onsite servers remain for its geological databases and mining software. "The environment is still ours," says Yip. "The servers are ours; we do not share with any of Cogeco Data Services' other customers. We can spin up additional core memory and add storage on the fly, and we can do this all without much additional capital investment. If I want another 100 gigs of storage, I just pay by the gigabyte. It adds flexibility and takes the headache out of it." With IaaS, Lake Shore Gold also benefits from Cogeco Data Services' ongoing investment in tier 1 hardware, which means that in the next three or five years, the company will not be faced with another refresh scenario, ensuring top-level and ongoing performance. Results Lake Shore Gold is now working on IT road maps for the next 1 3 years. Within the next 12 months, additional services will be migrated off its in-house hardware. But the decision will not be clear cut. "There are pros and cons to having your own physical hardware," says Yip. "As well, when considering virtual environments and private or public clouds, costs, and other variables, it is an ever-changing formula. You don't want to oversize or undersize anything." In an industry where changes in the gold price can have a significant impact on cash flows and profitability, Lake Shore Gold is very focused on cost-effectiveness and on making good decisions when it comes to investing capital. Yip says the company sees value in pursuing new technologies and is pleased with its decision to use cloud. "Geological data applications can be quite expensive, and there aren't that many of them," says Yip. "We have spoken to one software partner that is moving to the cloud. Having a subscription-based software service is interesting to us; we wouldn't be relying on our bare metal to do 3D modeling." What is clear is that Lake Shore Gold is not pulling back on its commitment to IaaS. Having manageable operational expenditures and guaranteed uptime while also ensuring a scalable and flexible environment has proven to be the right choice for a company that keeps its eye on the bottom line IDC Excerpt of IDC#CA1CCS13 5

6 ESSENTIAL GUIDANCE The ever-present concern around security. In a recent IDC study, half of the respondents said security was their primary concern. This was 20% more than the second concern, which was integration with existing IT systems. The two cases in this study suggest that the data indicating a preoccupation among buyers of IaaS with security may be overstated and/or unfounded. Though IDC has found that security registers as a significant consideration, specifically in the public cloud, the private and virtual private cloud options did not present a major worry for the two companies in this document. With Amazon Web Services, as with other United States based providers, data residency concerns are present, but there was no stated security worry with regard to the technology model or the provider itself. Case studies are not statistically defensible; nonetheless, IDC recommends that organizations with security concerns specific to IaaS examine the track record and policies of prospective providers. Given the depth and complexity of the IaaS engagements looked at in this document, it is entirely likely that a cloud provider will meet or exceed any security requirements that are now being met with in-house solutions. The trend supports this observation: in 2012, 70% of potential users cited security risks, and in 2011, 80% of respondents ranked security as a major concern. Cloud first, but why? Any organization considering IaaS should know its drivers and should be able to engage in a strategic internal discussion with IT that can weigh the benefit of an IaaS option. Business agility, cost and control, resource allocation, and simplification need to be understood in practical terms. In this context, put your vendor on the hot seat: demand as much transparency with regard to cost comparisons, including client reference accounts. With an eye on cost of ownership, scenario planning for cost variables and ROI can establish important criteria in the early going. This should result in a serious discussion about scale, as well as the ability to understand the impact of a shift from a capital expenditure asset model to an operational expenditure asset model. Then, do your own work. IDC data has shown that 40% of survey respondents easily integrated IaaS into their IT environment and that IaaS then required less attention from the IT department, allowing it to focus on core, higher-value activities. This was confirmed in the case studies in this document. However, IDC data also shows that the majority of respondents had at least some implementation issues, and the case studies would suggest this was due to a lack of planning and due diligence on the part of the buyer, not any negligence on the provider side. The business case for cloud. IDC data shows no evidence of IaaS costing organizations more money. That said, it is estimated that sustainable savings of 15% or more are required to validate a transition to IaaS. IDC research has shown that LOB and IT have divergent cloud cost displacement expectations, with IT's expectations being more conservative and LOB generally more optimistic with regard to cloud services' reduction in IT resources and hardware. IT can use this to its advantage and embrace IaaS while devoting resources to higher-value areas specific to business requirements. It should be noted that the ROI for cloud is not the only factor driving IaaS, and buyers are encouraged to consider other strategic and business-centric considerations around scalability and availability. In this context, for IT to deliver competitive advantage, it is reasonable for it to share a strategic vision that includes IaaS as an option something that was clearly evident in both case studies in this document IDC Excerpt of IDC#CA1CCS13 6

7 LEARN MORE Related Research IDC MarketScape: Canadian Public IaaS 2013 Vendor Analysis (IDC #CA3SSC13, June 2013) IDC's Software Taxonomy, 2013 (IDC #241527, June 2013) Canadian Cloud Buyer Budget and Cost Expectations (IDC #CA4CCS12, December 2012) Canadian Cloud Software Forecast and 2011 Vendor Shares (IDC #CA6ECA12, October 2012) Worldwide and Regional Public IT Cloud Services Forecast (IDC #236552, August 2012) IDC's Worldwide IT Cloud Services Taxonomy, 2012 (IDC #233396, March 2012) 2013 IDC Excerpt of IDC#CA1CCS13 7

8 About IDC International Data Corporation (IDC) is the premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications and consumer technology markets. IDC helps IT professionals, business executives, and the investment community make factbased decisions on technology purchases and business strategy. More than 1000 IDC analysts provide global, regional, and local expertise on technology and industry opportunities and trends in over 110 countries worldwide. For more than 48 years, IDC has provided strategic insights to help our clients achieve their key business objectives. IDC is a subsidiary of IDG, the world's leading technology media, research, and events company. IDC Canada 33 Yonge St., Suite 420 Toronto, Ontario Canada, M5E 1G4 idc-insights-community.com Copyright Notice This IDC research document was published as part of an IDC continuous intelligence service, providing written research, analyst interactions, telebriefings, and conferences. Visit to learn more about IDC subscription and consulting services. To view a list of IDC offices worldwide, visit Please contact the IDC Hotline at , ext (or ) or sales@idc.com for information on applying the price of this document toward the purchase of an IDC service or for information on additional copies or Web rights. Copyright 2013 IDC. Reproduction is forbidden unless authorized. All rights reserved.

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