Bridging the Gap Between IT and Facilities: Morgan Stanley Case Study

Transcription

1 Bridging the Gap Between IT and Facilities: Morgan Stanley Case Study Vijay Mistry, Executive Director Head of Enterprise Data Centers - Europe February 2014

2 Morgan Stanley: A Leader in Global Financial Services A global financial services firm providing investment banking, securities, investment management and wealth management services to a diversified group of clients, including corporations, governments, financial institutions and individuals Over 55,000 employees in 1,200 offices in 43 countries Market Cap $58B 1

3 The Landscape of the Financial Industry Highly regulated industry Strict regulatory requirements, varying across regions and countries Required high availability through BCP and data retention, with A/B paired Data Center topology for each region Zero tolerance for technology or facility down time Widespread financial impact Reputational risk Wide range of business applications and requirements Low latency (e.g., trading) High availability to (e.g., trading, funding, clearing) GRID computing (e.g., analytics) End user services (HR, Print, , virtual desktops) Global Operations 7 x 24 x 365 market sensitive operations Limited work windows 2

4 What Has Changed in the Past 20 Years? Facilities Then People space facilities containing smaller data center spaces Now Large dedicated stand alone Data Centers separate and distinct from people space Equipment Small, low density, with lower power and resource demands High density compute, consuming massive amounts of power and resource Efficiency Minimal focus on energy efficiency and simpler operational requirements Complex requirements for efficient operation Design DC (the box) separate from the IT (technology in the box) Complex designs with highly integrated facilities and technology Technology costs Small fraction of an organisation s operational costs Significant percentage of an organisation s balance sheet 3

5 The Traditional Two Silo Data Center Organisation Historically different components of Data Centers have been managed by two distinct organisations : Facilities and IT Facilities IT Lease negotiation Manage people space Vendor, landlord, co-lo, real estate portfolio management Security Manage data center space Construction Cabling Design & Operations Building fabric Commissioning standards New technology deployment Install/Deco operations Data Center incident management Technology strategy Data center metrics and reporting Risk management DC Operations Communication management Sourcing Vendor/equipment supplier selection M&E design Power, space, cooling capacity management White-space planning & design Legal Projects Sponsor Network Design Compute, Storage, Databases Business Impact Application developers 4

6 The Enterprise Data Center (EDC) Organisation Morgan Stanley merged the facilities management of its data centers into the IT infrastructure. The combined organization - Enterprise Data Centers (EDC) - has full accountability for the provisioning and management of end-to-end data center services. EDC Business Management, Product Management, Risk Management, Standards Governance Facilities Lease Negotiation Portfolio Management Sourcing Legal Construction People Space Security DATA CENTER STRATEGY & OPTIMISATION DATA CENTER OPERATIONS DATA CENTER ENGINEERING DATA CENTER DESIGN & BUILD Data center migration Long-term capacity planning Facility decommissioning Product & Portfolio management Space / power optimization analysis M&E and white-space operations Data center cabling operations Building fabric Capacity and reporting Data center incident management Energy efficiency M&E design Resiliency programs Commissioning standards M&E consulting Vendor/equipment supplier selection Projects sponsor Emerging technology evaluation Project management Cabling engineering Commissioning of new space Efficiency/green agenda IT Compute Storage Databases Networks Projects Sponsor Application Developers AUTOMATION & TOOLING Technology strategy New technology deployment Metrics and reporting Capacity management 5

7 Our Experience with Creating an Integrated Organisation Observed Transitional Challenges: Organisational, cultural and assimilation challenges Thinking beyond traditional domain expertise Cross training and education across both legacy sides of the organisation Facilitating focus on optimisation beyond PUE The impact of change Regional approach to managing Data Centers Vendor Management 6

8 The Benefits of an Integrated Data Center Organisation Greater stability Single-entity ownership and accountability, resulting in reduction of businessimpacting incidents through improved operational process thinking and execution Improved sharing of global best practice, ideas and standards between regions Significant cost reduction Holistic focus on efficiency, resulting in costs savings (from the utility feed down to the chip level) Ability to manage capacity in a more comprehensive manner, resulting in rightsized portfolio and delivery of capacity just-in-time, reducing inventory overhead carried A more nimble, agile organisation Data Center design more closely tied to IT requirements including flexibility for future changes and improved application and facility resilience Integration of advanced tooling and automation that bridges the Data Center through to the application layer, inventory management, real time performance and availability, predictive capacity planning Creation of opportunities for people to expand their skills and knowledge base 7

9 What We Have Achieved and What We Are Working On Global : Globally integrated organisation with single-point ownership and accountability Firm-wide standards for data center design and operation Advanced tool set that integrates facilities with IT Global Data Center Strategy aligned to Business Requirements North America : Integrated organisation facilitated holistic multi-year data center program to optimise footprint and reduce ongoing operating costs by multiple millions Europe : Implemented a program of energy optimization initiatives resulting in energy cost reductions of 30% Asia : Combination of organisational change, portfolio optimisation and operational efficiency improvements resulted in 35% cost reduction from data center budget Ongoing : Data Center portfolio optimisation Expansion of tooling and automation Application of best practices and lessons learned between regions Analysis and adoption of new technology Continuous efficiency improvement programs 8

10 Key Messages Treat the Data Center as an integrated component of the technology stack Global Ownership and Accountability Understand the technology and workloads that goes into the Data Center Challenge convention Resiliency at the Application or Data Center layer? Connected discussion and thinking The opportunity to save millions in design and operation 9

11 Thank You 10