Capgemini and ODCA - Setting New Standards in the Cloud Market

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1 Infrastructure s the way we see it Capgemini and ODCA - Setting New Standards in the Cloud Market Cloud 2.0 is about more than cost savings. It s about optimization. Executive Summary Capgemini and Open Data Center Alliance (ODCA) have been working closely together for the past 4 years to develop the standards and approaches needed by the Cloud market place. Capgemini sees the Cloud as another form of IT service delivery provisioning in the same way of grid or mainframe computing in the past. It is viewed as one, valuable element of the balanced IT portfolio required by our clients. However, we also believe that the easy to consume style of cloud is something that can be carried over into all areas of IT services supply through the orchestration of IT services. Capgemini will continue to work closely with the ODCA to help establish standards, providing a reference for both business and technical models.

2 Introduction Capgemini has been an ODCA member with a place on the board since its inception in During that period it has contributed to various working groups and helped to steer the direction of the ODCA ensuring that it retains industry relevance and a pragmatic stance. This paper illustrates how Capgemini is continuing to develop hybrid IT services with its customers and the ODCA, helping the industry capitalise on opportunities presented by various forms of cloud services. Mission As a major Systems Integrator and Outsourcer, Capgemini is at the centre of the IT evolution to hybrid IT services. Traditional outsourcing deals are often being broken up into delivery towers where each tower is provided by a different, specialist organisation. This leaves the issues of efficiently managing the integration of these providers as a major headache for enterprises. Add to this the fact that business leaders are demanding a combination of higher flexibility and better value and also the further fragmentation of the IT service portfolio with the introduction of Cloud s accentuating the integration challenge. This gives rise to Capgemini s strategic direction which is to provide its customers with the ability to gain control over this integration challenge, exploit the opportunities offered by the emerging cloud world and hide complexity from business users by providing a single way of accessing and controlling this myriad of services. Capgemini is now well on its way to delivering this business infrastructure through four discrete delivery stages: Figure 1. Capgemini Strategic Direction Capgemini is investing in the ongoing realisation of a hybrid IT management solution that evolves through: Orchestration Integration The management of client multi-source IT outsourcing Cloud Brokering The ability to offer a range of internal and 3 rd party cloud services, compare and select the most appropriate for a given requirement Cloud Aggregation Offering groups of (app) services from internal or 3 rd party providers that from a specific business service or offer eg. SIaaS Provide a single, consistent IT service to the client covering requirements gathering, service selection, provisioning and support irrespective of the source of supply (cloud, legacy...) 2

3 Integration: A set of standard processes and systems that support end-to-end integrated management of IT service delivery towers. Brokering: The ability to assess the value (costs and service features) of a set of offers against a defined requirement and determine the best combination of fit and value. This is then followed by the deployment and comprehensive management of the resources. Aggregation: The bundling together of applications and services to support a specific business activity such as a marketing campaign. Starting with the deployment of a bundle of largely isolated applications, service aggregation adds business process and data integration where required to support an integrated business function. Business s Orchestration: This requires the deployment of cross cloud service provider platforms that offer the user a single view or single pane of glass through which all services, cloud or legacy can be viewed. The aim is to simplify the business user s interaction with IT services removing the complexity presented by different sources of supply and also to largely automate the provisioning of services where possible and hide manual processes where it is not. The end goal is an advanced business automation proposition to dynamically organize, provision and integrate a set of IT-based services and solutions across hybrid environments under policy control to provide coherent, consumable business services to enterprise users. At the time of writing Capgemini has deployed Integration and Cloud Brokering, is building up a portfolio of Aggregations and is moving towards true Business s Orchestration across its IT s. The focus of this paper is on the relationship between Cloud Brokering, Cloud Aggregation and Orchestration and the ODCA. Objectives and Business Approach Capgemini has viewed the establishment of Cloud s as a logical evolution of its IT Operations, hence the objectives centre on an integrated, hybrid approach to the supply of IT s. The aim is to provide its clients with the full range of IT service types to allow innovative and cost effective service solutions to be created. The target market is both internal and external. With 140,000 people and an estimated 40,000 developers worldwide the potential to provide services to the Group is considerable. Internally, the business case in this area centres around - 1. Cost reduction by providing consistent services irrespective of the source of supply and maximising our global purchasing power and 2. Limiting the expenditure leaving the Group by maximising the use of internal services (private or layered added value services). With the external market, Capgemini s customers are looking to keep pace with and maximise the advantages of the changing IT services landscape. Capgemini s involvement with the ODCA and with major partners such as EMC/VMware and Microsoft has been key to delivering practical, low risk enhancements to Capgemini s services. Many of customers are large enterprise s IT departments looking to reduce their IT costs, improve the agility of their service and demonstrate innovation. However, a growing number of clients are software vendors looking for a dynamic infrastructure basis on which to launch or evolve their SaaS or PaaS services. 3

4 Figure 2. ODCA Broker Models Consumer Consumer Control Access (Option A) Control Access (Option A) Private 3 rd Party Broker Control Private 3 rd Party Broker Control Provider A Access (Option B) Provider A Access (Option B) Provider B Provider B Private Broker (with or without agents) Provider C Internal Broker (with or without agents) Provider C These two channels to market require Capgemini to fulfil both the role of the Private Broker and also that of the Internal Broker as defined in the ODCA model. Consideration of the current market has led to two parallel technical implementation streams adopted being brought together under a single user and commercial viewpoint. The two streams are characterised by offering Private and Public services respectively. Virtual Private Clouds are seen as existing in the grey area between the two, individually defined and characterised by the specific Cloud Provider and thus to be judged on their individual merits rather than a separate category. The emergence of bare metal service providers adds further complexity again but these tend to be viewed more as a 3rd party data centre capability providing conventional (effectively legacy) or private cloud capabilities. The Private stream offers in Capgemini data centre Infrastructure (IaaS) and application (SaaS/PaaS) services based largely around converged infrastructure platforms to reduce cost and maximise flexibility. The proposition is to offer IaaS, PaaS and SaaS plus value added services such as monitoring, back-up and recovery or levels of support. In addition, Capgemini is using this Private Cloud capability in order to support its Integration IT Management offering providing the applications required as-a-service. The Public services stream seeks to offer a similar range of services but from 3rd party public cloud sources, again layering Capgemini services on them to provide added value. The initial focus here is to act as a cloud service broker a term that has found many definitions over recent months, but the recent ODCA document and Gartner definitions quoted by it are starting to provide some stability. 4

5 To quote Gartner the functions of a Cloud Broker may fall into one or more of the following categories: Three Categories of Cloud Brokerage that enhance Cloud s - 1. Cloud service intermediation: An intermediation broker provides value-added services on top of existing cloud platforms, such as identity or access management capabilities. 2. Aggregation: An aggregation broker provides the glue to bring together multiple services and ensure the interoperability and security of data between systems. 3. Cloud service arbitrage: A cloud service arbitrage provides flexibility and opportunistic choices by offering multiple similar services to select from. In reality Capgemini is seeking to offer a blend of all three categories in providing its brokering service for IaaS. In constructing a pragmatic service we have defined the above categories as they apply to our business. 1. Cloud s Intermediation: The provision of a developing range of value added services such as monitoring, OS patching and support or back-up and recovery. This is also stretched to include the supply of common services across providers such as billing, service management and on-boarding. 2. Aggregation: Capgemini s definition centres more on the provision of a group of applications to support a business activity. The first example of this is a set of applications to support Capgemini s cross supplier IT Management offer Integration. This portfolio will be developed to support non-it activity such as marketing and finance over time. These aggregations range from a number of separate applications to a capability offering data and Clouds s Integration using Capgemini s Immediate offering. 3. Cloud Arbitrage: Capgemini is evolving its Cloud s Brokering (CSB) arbitrage capability with the assistance of its partner, Gravitant s CloudMatrix product. This allows the comparison of disparate Cloud s against common standards, providing like for like comparisons. A key aspect of this capability moving forward will be Dynamic Workload Mobility, allowing customers to take advantage of the emerging spot markets for cloud services. Capgemini s work with the ODCA helps Capgemini to keep close to current trends and such approaches. 5

6 As stated earlier, Capgemini s goal is to provide Orchestrated IT s. But what does this mean at a practical level? It is here that we have used our many conversations with customers and ODCA partners along with our internal experts to form a robust goal and trajectory. In common with all Systems Integrators and Outsourcers Capgemini s stated business aim is to provide the right services for its customers at a competitive price and in an easily consumed form. This requires: Figure 3. Conceptual Orchestration Architecture Enterprise Consumer s Business Infrastructure Consumable Secure Compliant Supported Enterprise App and Store Orchestration Engine Orchestration Modules Desk Integration Cloud Management Aggregation Tower IT s Private Cloud Virtual Private Cloud Public Cloud ISV Solutions An easily extensible catalogue of cloud services. With the market in such a high state of change, with new bright ideas coming along weekly if not daily it is key to be able to offer an up to date catalogue of services The ability to extend the catalogue into non-cloud services. The ability to order and manage all IT services through a single interface is key for Business s Orchestration. Consumers do not and should not care how the service is provided. They are interested in the attributes of the service offered (location, size, availability, provisioning time etc.) and its cost. Hence the catalogue, portal and underlying automation must have the ability to span cloud and non-cloud sources. Rapid automation for service creation. This is key to delivering a competitive, rapidly provisioned and consistent set of services. The tooling used here is such as Puppet and Foreman but the key element is building a team capable of automating the instantiation of a service especially application services. These are not readily available skills found in the market today. 6

7 Ability to rapidly create interfaces to 3rd party services. The route to a comprehensive service catalogue is not only through our own services but also making the most of the IaaS, PaaS and SaaS services of 3rd party suppliers. This requires the ability to create APIs that govern the provisioning / management of a service, updating pricing and gathering billing information. A good example of these interfaces would be those offered by Amazon Web s. ODCA in the Dynamic s Life-Cycle Figure 4. Relationship between ODCA and PLM Review Business and Technical Models Cloud Maturity Model Business models for cost reduction Market, Sell and Deliver ODCA marketing exposure Cloud procurement papers Define/Refine Cloud Business Strategy Procurement of Cloud s paper IDC analysts reports Evolution towards orchestration Design Cloud Business Models Cloud Maturity Model Surveys catalogue papers CSB Usage Models Scale out usage model Procurement of cloud services Implement Cloud Designs Manageability s Capgemini Dynamic s Business Lifecycle Define/Refine Cloud Process Models Conceptual Models CSB Usage Model Security papers Define/Refine Cloud Architectures Conceptual Models Architecting cloud aware Apps Security papers Define/Refine Cloud Designs CSB papers Usage Models TOSCA Compute IaaS Interoperability across clouds One of the main Manageability challenges s that an IT s company faces in moving to offering cloud services is that it is moving from the world of customised services to that of managing a portfolio of products. This requires a different and more rigorous approach to Product Lifecycle Management to ensure the portfolio stays relevant, profitable and contained (avoid the explosion of customer variants ). Capgemini have designed a process that has the ODCA thinking at its heart. The lifecycle has been modelled on application lifecycle management and incorporates the principles of Rapid Application Development and tooling to disconnect the delivery of new features to the feature pool from their assembly into releases. This is key in a situation where multiple teams spread across the group are delivering elements of services largely independently. 7

8 The speed of change in the market requires a constant re-evaluation of the business direction and planning as new business opportunities present themselves. The ODCA provides an opportunity to validate Capgemini s direction and approach in the market. For developing new services, the ODCA conceptual models, architectures and guidance provide valuable input and also, in many areas set the standard against which our customers will judge our services Cloud Maturity Model (CMM) for example. In addition, the links to the Cloud Security Alliance (CSA) has proved particularly useful. It is helping in differentiating the Capgemini s as high value and enterprise grade private cloud services alongside its brokered public clouds. Whilst Capgemini have made the most of the marketing opportunities offered by the ODCA, we also recognise that selling and exploiting the developed cloud services has been a weakness in the ODCA armoury to date and indeed a common challenge in the market. Capgemini welcomes the focus that the OCDA is bringing to this aspect in the next phase of its activities. Design Goals and Criteria The goals of this programme are coloured by the fact that Capgemini s real target is the Orchestration of Hybrid, not just Cloud s. Capgemini has a considerable investment in tooling and skills to support its current IT landscape along with a largely off-shored support system. Rewriting the book, in terms of tooling and approaches is simply not an option given hybrid objectives thus using and extending existing, proven processes characterises Capgemini s design approach. Key Design Criteria Secure services design for security both in terms of technology and processes. Test on a regular basis and update on the basis of ODCA, CSA and vendor advice. Flexibility and agility the ability to rapidly take on, modify or retire services to keep pace with or stay ahead of the market. Single pane of glass meaning a single place to go to order and manage services irrespective of the source of supply Focus on the user experience ensure that use of the services is as simple and non-technical as possible Repeatable and cost effective services it may appear obvious but this can only be achieved through the automation of, in particular provisioning, management and connectivity. Build in the commercial gates through automating the provisioning process build in the commercial gates that ensure we get paid! Scalability the services and delivery platform must scale with the demand for the services offered. 8

9 Portability the holy grail of Cloud s, providing the ability to easily transfer services between suppliers, technical stacks and between internal and external suppliers as business and market conditions change. Not there yet but design for portability is a key criteria. The ODCA work on this has provided valuable input to our efforts. Repeatability Whilst it is tempting to offer a centralised service our customers are proving very sensitive to the locations from where services are delivered and data is stored. The ability to repeat the solution on a regional, country or even client specific basis is vital to meeting the needs of our client base. Maximise the value and minimise the cost of the delivery platform Cloud s by their nature are very cost sensitive and are becoming more so. The downside of creating a central Brokering and Delivery Management Platform is that it introduces an additional layer of cost to the services passing through it. This is more than offset by the commercial deals result from centralised management, but the cost still needs to be carefully managed to ensure the advantages of the service are not diluted. From a functional point of view the ODCA use case model was also used as a basis to define the functional components required. The key usage scenarios relevant to Capgemini were defined as opposite and cover Brokerage, Provisioning, Management, Support and Reporting. Figure 5. Platform Usage Scenarios Capgemini CMU Platform Usage Scenarios Broker s Order s Start/Stop s Run s Change s End/Delete s s Support 1. Define Required 4. Compose 11. Start 15. System monitoring & Data Collection 20. Changes to the Deployment Instance 22. Company to Regulatory Requirements 24. Help Desk 2. Search for Options 5. View & Accept Terms & Conditions 12. Stop 16. System Administration & Remediation 21. Auto Scaling 23. and Data Termination and Deletion 25. Exception Handling 3. Compare & Evaluate Options 6. Submit Provisioning Request 13. Suspend 17. Reporting 7. Reserve resources for 14. Resume 18. Capacity Planning 8. Deploy 19. Auditing 9. Track Status and Manage Deployment 10. Re-open Expired Request 9

10 Technical and Operational Approach In order to realise the goal of supplying Hybrid IT s in an easily consumable form, Capgemini realised that it required a management platform to present, broker and control its services. In defining the components of this platform the ODCA Cloud Broker Conceptual Model shown in Figure 6 was used extensively and blended with the internal operations model to provide a hybrid set of components that both recognised the ODCA s forward view and presented it as far as possible in the context of utilising existing processes and tooling. It soon became obvious that there were four key capability areas that required both design and operational emphasis: Figure 6. ODCA Cloud Broker Conceptual Model Consumer A B C Broker Interface Store Broker API User s & Admin Operational Support Systems Reporting Engine Cloud Broker catalogue Decision Engine Migration Tool Security Provider Compiler Integrator Registry & Metadata Repository Orchestrator Monitor API Functions: Catalouge Provision Blind Unblind Deprovision Broker Interface Provider A Back-end Instace X Instace Y Business Support Systems Tractor Billing Engine Governance Engine Policy Engine Provider B Provider C 1. The shop window An agile portal capability that can easily absorb new services. In terms of tooling we turned to the Rapid Application Development tool Mendix to provide this capability. 2. The engine room Automation: A comprehensive set of tools reflecting our major environments from both major partners (Microsoft and VMware) and Open Source tooling Foreman/Puppet. 3. Connectivity APIs: The ability to rapidly connect to new services or service providers. Here Capgemini established a dedicated team who use Java frameworks and standardised components to deliver APIs (usually but not exclusively RESTFUL) rapidly. 10

11 4. Reliability Security and performance controls: The security of the Management Platform and Private Clouds / services is paramount and this is where Capgemini s extensive, 600 strong global capability born largely out of its public sector business provided a good start. The guidance of the ODCA and CSA coupled with a comprehensive risk analysis and management approach ensured that an effective and value driven approach was taken. In creating this secure environment the capabilities of Cisco, Fortinet, F5, HP and IBM where all leveraged including the establishment of a Security Operations Centre. The target solution that was devised to meet this diverse requirement is shown in Figure 7 High Level Target Solution Architecture. This highly layered architecture unifies VMware and Microsoft private cloud stacks with public clouds and legacy services. The level of automation available varies according to the nature of the services and the APIs available however there is a consistent approach to both tooling and common services across all the domains. Figure 7. High Level Target Solution Architecture Core Platforms and Common IS IT Automation Portal Business Logic and Workflow Secure Access Management Billing IaaS/PaaS/SaaS, Integration Brokering Stack APIs Portal Workflows Identity and Access Management BMC ITSM Billing Engine Xaas Catalogues and Definition plus Data & Process Integration Brokering Inter-Stack APIs Orchestration Multi- Coud Management Automated Deployment Multi- Provider Links Virtualisation & Cloud Compute, Storage, Networks vcloud Automation Centre vapplication Director, vcloud Orchestrator APIs-Java Public Cloud DevOps(PowerShell, Puppet) Multi-Tenant Capgemini Cloud vclouds(vco, vchargeback, vsphere) Multi-Tenant SkySight Cloud Microsoft Hyper-V, Windows Server System Centre API Automated Manual Legacy Technology Consumption Metering Performance Monitoring Data Centre Connectivity, Power, Space, Cooling s Private Cloud Platforms Serv Brokering, Provisioning Automation, Identify and Access Management, Billing, Management (service desk, change, performance monitoring etc.) and Policy Enforcement are delivered as common services across the stacks linking into the lower level capabilities of the stacks themselves. Drawing the parallel with retailers the portal layer represents our shop window and has thus been the focus of specialised tooling and approaches. Rapid Application Development being at its core. 11

12 Infrastructure s the way we see it Conclusion The ODCA has been a key reference and source of innovation for the design and development of Capgemini s Hybrid Cloud s. It provides or points to the current and emerging standards against which services are being procured in a rapidly changing market. From our clients point of view both the ODCA and Capgemini exist to simplify the consumption of the services they require and thus, complex though some of the issues are if they cannot be presented in an easily absorbed way they are of little use to the market. This is the ongoing focus of both organisations. Glossary Description Cloud Application Cloud Orchestration CSA CSB An application deployed and operated by a Cloud Subscriber in a Cloud Provider(s) infrastructure. Providing the user organisation with a single view and method of access to their IT resources irrespective of the source of supply. This covers cloud and conventional IT services. Cloud Security Alliance Cloud Broker An intermediary bringing together a range of Cloud Providers and value added services to provide an enterprise with a unified service. CSP Cloud Subscriber End User Hybrid IT s PLM RAD Aggregation SI For further information please contact: infra.global@capgemini.com Cloud Provider An organisation providing network services and charging Cloud Subscribers. A (public) Cloud Provider provides services over the internet. A person or organisation that has been authenticated to a cloud and maintains a business relationship with a cloud. A direct user of the application deployed and operated by the Cloud Subscriber (eg. user). Combination of cloud and conventional IT services focused on providing the most appropriate IT services for an enterprise at the best price point. Product Lifecycle Management Rapid Application Development The bundling together of services or applications into one service that supports a business process e.g. a marketing campaign. Integration management of technology services across a range of suppliers for an enterprise. About Capgemini With almost 140,000 people in over 40 countries, Capgemini is one of the world s foremost providers of consulting, technology and outsourcing services. The Group reported 2013 global revenues of EUR 10.1 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business Experience TM, and draws on Rightshore, its worldwide delivery model. Learn more about us at MCOS_ECS_KA_ The information contained in this document is proprietary Capgemini. All rights reserved. Rightshore is a trademark belonging to Capgemini.