Data Center and System Optimization

OADP for IT OptimizationOADP for IT OptimizationStage II: Data Center and Systems

OptimizationOptimization

IT Optimization (ITO): Stage IIAssumes Stage I prerequisites are complete

Stage I: Portfolio RationalizationITOITO

A hit tA hit t Stage I: Portfolio RationalizationArchitectureArchitectureVisionVision

Stage II: Data Center & System Optimization

ness

&

men

t

Stage III: Shared Services/Cl d C ti

Stra

tegi

c B

usi

ITO

Alig

nm

Cloud Computing

Copyright ©2009 Oracle Corporation. All rights reserved. 2

Stage II: Prerequites and Inputs

• Prerequisites• ITO Architecture Vision Completed• ITO Architecture Vision Completed• Portfolio Rationalization completed

• At least for the Application or Technology capabilities within scope. • This means Standard applications and technologies and interfaces have been

selectedselected. • This also means an integration platform in place and MDM required for handling

information source/sinks needed for system migration/elimination• Inputs

• Catalog of Business Capabilities including (for each capability)• Catalog of Business Capabilities, including (for each capability)• Value to the Business Strategy/Goals (Hi or Low)• QoS requirements (Availability and performance)• Scalability requirements (xx growth within yy years)

M t i f B i C biliti / O i ti l it (O ti l M d l)• Matrix of Business Capabilities / Organizational units (Operational Model)• Matrix of Business Capabilities / Supporting Application software• Matrix of Applications / Supporting Technology capabilities/Assets• Catalog of Standardized Portfolio(Interfaces and Assets)


Architecture Vision


Data Center and Systems Optimization• Principles:

IT as a ServiceIT as a Service• Abstraction, Clustering, Consolidation, Automation

• Implications:• Flexibility Scalability

Service Group A Service Group B Service Group C

Integration Layer

Shared Services /Cl d

Optimized IT Optimized IT

• Flexibility, Scalability• Increased Utilization• Cost Reduction and Efficiency

Pt. to Pt. Integrations

Data Grid Data GridData Grid

Security Layer

Application Grid Application Grid Application Grid

Virtualized and Consolidated

/Cloud Computing

TransitionalTransitional

FBT PAY GNTS

TRDS

Client

Customs NTS A/c

1

Data…….

FBT PAY GNTS

TRDS

Client

Customs NTS A/c

1

Data…….

Security

SFAProduct LMSInv

MGMTB2Bproduct SCM product DBERP MES-Dev

SFASFA-Test

SFA-Stage

Product

ProductERP-StageERP-

ProdMES-Stage

MES-Prod

productDB-

Stage B2B-StageB2B-

Dev

Security Security Security

SFAProduct LMSInv MGMT

product SCM product DBERP MES-DevProduct ERP-

Stageproduct

DB-Stage

Rationalized

Consolidated Platform and

ServicesTraditionalTraditional

RRE IPS Integrated A/C Refunds

RBADef

PaymentsExcise

CR

PKI

ECI ADD AWA ELS

Client Staff RemoteStaff

TAXAGENTS

GCI

Call Centres

WOC

CCD

TASS

StaffPhone

ComplianceStaff

BOA

Refmaterial

Bus. Intel

B EP

CDCCCWMS

BANK

DDDR

Penalty

Business

IVR

1RRE IPS Integrated A/C Refunds

RBADef

PaymentsExcise

CR

PKI

ECI ADD AWA ELS

Client Staff RemoteStaff

TAXAGENTS

GCI

Call Centres

WOC

CCD

TASS

StaffPhone

ComplianceStaff

BOA

Refmaterial

Bus. Intel

B EP

CDCCCWMS

BANK

DDDR

Penalty

Business

IVR

1

Rationalized

IT Portfolio

Architectural

Copyright ©2009 Oracle Corporation. All rights reserved.

Complexity

Data Center and System OptimizationGuiding PrinciplesGuiding Principles

•Resource pools key to flexibility and Quality of Service(QoS)•Required across multiple layers•Drastically improved HW utilization Flexibility and productivity

Pooled R •Drastically improved HW utilization. Flexibility and productivity

•Desktop virtualization improves IT productivity and reduces riskResources

•Amortizes IT costs across larger part of the business• Both requires and subsidizes higher quality people process andConsolidation • Both requires and subsidizes higher quality people, process and technology

Consolidation

•Reduces complexity and riskImproves standardizes and simplifies regulatory compliance

Enterprise •Improves, standardizes and simplifies regulatory compliance•Requires higher quality people, process and technology

pSecurity

•Drives down costs, improves QoS and IT productivityEnterprise•Enforces consistency and accountablity• Tailored to business needs, avoid overkill

Enterprise Management


Clustering Across Tiers

• Business Demands AgilityUser DesktopsUser Desktops

Portals & Web ServersPortals & Web Servers g y– Deliver new resources quickly– Adjust as requirements change

Portals & Web ServersPortals & Web Servers

Application ServersApplication Servers

MiddlMiddl • Multiple Resources Must Be Aligned to Meet Service Levels

– Performance and Availability

MiddlewareMiddleware

Database / Info MgmtDatabase / Info Mgmt

• An Engineering Commitment– Optimal flexibility and value

Hardware / PlatformHardware / Platform

Disk / StorageDisk / Storage

SecuritySecurity

ManagementManagement


ManagementManagement

Consolidation At All Levels

Data Centers Software

Servers Storage


Servers Storage

Enterprise Security ComponentsInfrastructure SecurityInfrastructure Security

•Hardware Accelerated Encryption•Secure Key Management and Storage•Strong Workload Isolation•Secure Service Delivery Platforms

•Encryption and Masking•Privileged User Controls

Database Security

•Multi-Factor Authorization•Activity Monitoring and Audit•Secure Configuration

Identity Management

Databases

Infrastructure

•User and Role Management•Entitlements Management•Risk-Based Access Control•Virtual Directories

Information

Information RightsManagement

Applications

Content

•Centralized document access control•Digital shredding


•Document Activity Monitoring and Audit

Management of Clustered ResourcesIntegrated across stackIntegrated across stack

• Abstracts system management into one virtualized console

• Virtualize system images for rapid deployment

• Management of virtualized servers

• Deploy standard virtual machine images quickly and easily

• Expedited provisioning and patching

• Manage Quality of Service from end-user perspective

• Automated diagnostics and tuningg g

• Real-time and predictive monitoring

• Comprehensive testing and validation


Aligning Automation with Standardized Processes ITILProcesses – ITIL • Service Catalog Management

• Service Level Management• Supplier Management• Capacity Management

• Event Management• Incident Management

Req est F lfillment • Availability Management• IT Service Continuity

Management• Information Security

• Request Fulfillment• Problem Management• Access Management

Management

• Transition Planning and Support

• Service Strategy• Service Portfolio

• Change Management• Service Asset and

Configuration• Release and Deployment

Management• Financial Management• Demand Management

• Service Validation and Testing

• Evaluation• Knowledge Management


* Oracle Enterprise Manager Capabilities

IT Processes MaturityMove Up the Maturity ModelMove Up the Maturity Model

45% of

10% ofcompanies

2% ofcompanies

2% of

42% ofcompanies

45% ofcompanies

companies


DeliverablesArchitecture VisionArchitecture Vision

Future State B i IT Maturity Guiding Scope and entryBusiness

Architecture

• Drives the requirements

• Provides the

IT Maturity Assessment

• By layers and organization

• Identifies the

Guiding Principles

• Guides the future stages

Scope and entry points

• Scoping and sequence of next stages of IT Provides the

justification.. Or not

Identifies the major gaps

gOptimization


Current State


Common Problems with Data Centers…Basis of AssessmentBasis of Assessment

BusMonolithic ApplicationsVarying quality of service

CustomApplication

ERPApplication

SalesApplication

DataWarehouse

Varying quality of servicePeer-to-peer integrationHardwired business processesApplication specific data pp

Dedicated Infrastructure

Application specific dataMultiple software technologies

MainframeBig ServerEnterpriseServer

Server ClusterMultiple hardware technologiesConfigured for peak loadsLimited scalabilityA il bilit 99 %

FileDASDatabaseNAS/SANAvailability < 99.x% Many administration toolsHuge Energy Consumption


Capture BaselineCurrent CapabilitiesCurrent Capabilities

•Type, Scale, Utilization•Development, Test, Production

Application / T h l p , ,

•QoS (Performance +Availability)Technology

• Skill levels, CertificationsSi f i tiPeople • Size of organizationPeople

• Effectiveness (Measured QoS vs Required)Processes ( q )• Business AlignmentProcesses

• Yearly license Support CostsOperational Yearly license Support Costs• IT operations costs (FTE)

Operational Costs


Maturity ModelsUse as appropriate to assess Current StateUse as appropriate to assess Current State

• Clustering/Grid – see following slidesg g• Enterprise Security – see following slides• Enterprise Management – see following slides• SOA (optional)


Level 5L l 4

Stages of Grid Maturity

Level 1Level 2

T ti l

Level 3

Enterprise

Utility

Level 4

Strategic

Cost effective

Learning

Tactical

StrategicGoals

Cost effective scaling and HA for new

projects (TCO focus)

Repeatable Rollout of a

standard platform

Shared Infrastructure

Real time configuration of

IT services

Release products and

Automated Virtual

Infrastructure

C bi d f

Tactical Plans 1 Application per

RAC Cluster

Roll out RAC Clusters for

Applications that have specific

business pains

Maximize server utilization and

specify SLAs that can be managed

products and services

immediately

Value based charging

Combined use of RAC and

Enterprise Mgr to define policies

that are self managing

New ApplicationsExamplesNew & existing

applicationsRAC for Mixed

WorkloadsGrid for Utility

ComputingGrid for Dynamic

Workload Mgt


Security Maturity ModelProcess & Technology

Cost, Effort, Riskhigh

Process & Technology

g

Ad hoc data and user

management

Reactive

Tactical

Strategic E t iCentralized

1

23

4management Manual,

labor-intensive

audit Inefficiencies

User lifecycle management

Standardized data

Transparent

Enterprise

Secure information

sharing Real-time

Sustainable, transparent

Centralized view of identity; single

source of truth

4

5

low hi h

Inefficiencies, overhead, redundancy

protection framework

Agility

Real-time auditing,

alerting, and corrections

transparent security

practices Critical data

protections enforced

low high

Ad hoc Standardization Sustainable Attestation

Security as a Service

Services EnableTransformation


Business Drivers: Efficiency, Cost Savings, Architecture Rationalization

Enterprise Management Best PracticesMove Up the Maturity Model

45% of

10% ofcompanies

2% ofcompanies

2% of

42% ofcompanies

45% ofcompanies

companies


Future State


CLUSTERING(GRID)Guidance and Reference Models


Grid – Part of a Larger Trend

GridGrid

Service Oriented Service Oriented ArchitectureArchitecture

WorldwideWorldwide

InfrastructureInfrastructureERPERP CRMCRM

SCMSCMWorldwideWorldwideWebWeb CustomCustom

SCMSCM

Vi t li dVi t li d

VirtualizedVirtualizedApplicationsApplications

VirtualizedVirtualized

VirtualizedVirtualizedInfrastructureInfrastructure


InformationInformation

Enterprise Grid CapabilitiesService OrientedService Oriented Applications• Resource Pooling

• Resource Sharing• Workload Mgmt

Middleware Clusters

g• Provisioning• Central Monitoring• Automated Mgmt

Database Clusters

Virtualized Storage


Drivers for Grid

• Continuous business changeg• 24x7 global operations• Data explosion & Compliance

• Keep more data online for longer• Provide access for BI, collaboration, regulatory reporting

• Increased user populationsIncreased user populations• Intra-enterprise collaborative working• Collaboration with partners & suppliers

O li ( b b d) t / i• Online (web-based) customer/consumer servcies

• Unpredictable workloads


Customer Adoption of Grid

• 63% say moving to Real-time Infrastructure (Grid) an imperative

• Drivers• Increased agility (32%)• Increased agility (32%)• Increased QoS (30%)• Reduced costs (17%) Source: Gartner 2006

•Grid Computing delivers:•Easy sharing and re-use of resources across entire grid•Predictable and dependable QoS across entire stack for all applications and data•Increased utilization, reduced excess capacity, reduced administrative burden


administrative burden

What Grid Delivers

GridTraditionalDedicated ResourcesDedicated Resources Pooled ResourcesPooled Resources

Numerous SW ConfigsNumerous SW Configs

Sl P i iSl P i i

Various HW BrandsVarious HW Brands

Standard SW ConfigsStandard SW Configs

SS

Replicated StandardReplicated Standard

Slow to ProvisionSlow to Provision

Failover Added Selectively Failover Added Selectively

L t f U d C itL t f U d C it

Provision Shared PoolProvision Shared Pool

High Availability Built-inHigh Availability Built-in

C it b R i dC it b R i d

Lots of Unused CapacityLots of Unused Capacity Capacity can be Re-assignedCapacity can be Re-assigned

Many Points of MgmtMany Points of Mgmt Centrally ManagedCentrally Managed


Grid/Virtualization Benefits

• Increased efficient use of existing resources

• Workloads can be reallocated easily to avoid d ti

Tangible Intangible

ed • Delay new HW purchases• Lower server HW and support costs• Virtual deployment time

downtime • IT assets can be reallocated as needed without physically moving Q

uant

ifie

Virtual deployment time reduces labor cost. them.

• Fewer locations enables faster reaction to problems • Fewer physical assets

• Delay Data Center expansion

ified

Fewer physical assets enables more-mature availability management• Disaster recovery can be simplified

• Chargeback can be based on percentage of assets used

Non

Qua

nti

simplified.N


CONSOLIDATIONGuidance and Reference Models


Consolidation: Combining WorkloadsImprove System Utilizationp y


Server Refresh and ConsolidationChange Deployment Topology

• Keep different workloads separate• Mix like workloads

Data centricDatabase

App 1

Database

App 3

Database

App 2

Data-centric

Application-centric

Database

Applications

Database

Applications

Database

Applications

Web-centricEdge/Web Edge/WebEdge/Web


App 1 App 2 App 3

Server Requirements for Consolidation

• Scalable and high capacity servers• Provide compute capacity for many applications

• Scalable operating system• Scaling for capacity

• High RAS• High RAS• Downtime not an option

• “Virtualization” technologiesg• To “stack” many applications

• Legacy application supportU d bl• Upgradeable


Benefits of Server Consolidation

• Improved server utilization• Lower acquisition costs• Reduced service costs• Reduced power and cooling costseduced po e a d coo g costs

• Improved capacity and response time• Newer and faster processors, interconnects, and I/OSmaller foot print• Smaller foot print• Reduced data center infrastructure costs

• Increased flexibility• Faster time to deployment of new applications


Next Generation of Clustering and Consolidation Pre-integrated at the Factoryg yExample: Exadata Database Machine

Flexible Capacity• Grid architecture for scale-out of database and storage servers

• Smart Scan for offloading query processing to the storage layer

• Smart Flash Cache storage for real-time random I/O

• Data compression tuned for OLTP, Warehousing and Archival data

I fi ib d t ki t t i d t t f• Infiniband networking to support massive data transfers

Resource Sharing• ASM (Automatic Storage Management) shares Exadata storage across

all databases

• RAC (Real Application Clusters) shares large DBs across many nodes

• IORM (I/O Resource Management) allocates I/O bandwidth based on database or application priorities

• Instance Caging shares CPU for multiple databases within a node• Instance Caging shares CPU for multiple databases within a node

All the Power of the Oracle Database• Real Application Clusters, Backup/Recovery, Replication, Security,

Partitioning, Large Objects, Enterprise Manager…


Pre-integrated at the FactoryExample: Exalogic Elastic CloudExample: Exalogic Elastic Cloud

I t t dExtreme Java Mission Critical Cloud

Operational Cost

IntegratedSystem

Time to Deploy

Extreme Java Performance

Improved pReduced

1515--35%35%Reduced

95%95%up to

10X10XCopyright ©2009 Oracle Corporation. All rights reserved.

10X10X© 2010 Oracle Corporation - Confidential

Oracle’s Elastic Cloud FoundationApplication Grid, OS, Enterprise Manager and hardwarepp , , p g

JRockit and HotSpotJRockit and HotSpot

WebLogic ServerWebLogic Server CoherenceCoherence

Ent

Exalogic Elastic Cloud SoftwareExalogic Elastic Cloud Software

JRockit and HotSpot JRockit and HotSpot

terprise M

Oracle Enterprise Linux or SolarisOracle Enterprise Linux or Solaris

Manager

EL X2-2

Exalogic Elastic Cloud HardwareExalogic Elastic Cloud Hardware

Copyright ©2009 Oracle Corporation. All rights reserved. © 2010 Oracle Corporation - Confidential

How Does Your IT Impact Your Datacenter?

• Costs, Demand and Capacity are Colliding... • Innovation in technology & businesses demands for compute capacity• Power and cooling costs surging insufficient capacity

Watts per

Power and cooling costs surging, insufficient capacity• Limits to existing floor space and new real estate

DemandUsersServices

Power Costs Space

800Watts perSquare Foot

Access Heat

40120

2003 2005 NextGeneration

Data Center


Space, Power, Cooling and Connectivity At least one of these factors limits datacenters

Power Space

Cooli

p

Cooling

Connectivity CoolingConnectivity Cooling


Consolidation Benefits

• Increase resource utilization enables delay of new HW purchases

• Fewer physical locations enables reaction to problems • Fewer physical assets

Tangible Intangible

new HW purchases• Lower server HW and support costs• Eliminate licensing/support f f d d t

• Fewer physical assets enables more-mature availability management;• Disaster recovery can be i lifi dua

ntifi

ed

fees for redundant capabilities• Fewer physical sites reduces fixed costs

simplified Qu

• Chargeback can be based on percentage of assets used

antif

ied

Non

Qua


Customer Benefits from ConsolidationImproving Data Center Efficiency

• Major European Manufacturer• Achieves 50%-60% server utilization with SPARC mid-range• Achieves 50%-60% server utilization with SPARC mid-range

servers• Major European Telco

A hi 55% 60% tili ti ith SPARC id• Achieves 55%-60% server utilization with SPARC mid-range servers

• US Financial Company• Consolidate up to 100 Oracle instances on SPARC mid-range

servers• Benefits:

• Less floor space• Lower maintenance• Reduced power


p

<Insert Picture Here>

United States Air Force.

• 13:1 consolidation ratio • Server deployment time reduced by

• Reclaimed nearly 50% of datacenter floor space with eco-responsible serversp y y

90% with Oracle VM SPARC• Cut datacenter power consumption

by more than 25%

• Better service levels• Lower cost


ENTERPRISE SECURITYGuidance and Reference Models


Enterprise SecurityService Oriented Security

F d tiF d tiA th i tiA th i tiA th ti tiA th ti tiDirectoryDirectoryR l M tR l M tIdentityIdentity

Identity Management

Service-Oriented Security

FederationFederationAuthorizationAuthorizationAuthenticationAuthenticationDirectory Directory ServicesServicesRole ManagementRole ManagementIdentity Identity

AdministrationAdministration

Web Services Web Services Web Services

Oracle Apps 3rd P t /C t A Cl d S i P idOracle Apps 3rd Party/Custom Apps Cloud Service Providers

• Enable IDM functionality - FW• Discrete, easily consumable

services

• Rapid application security, improved IT agility

• Security woven applications


services • Security woven - applications

© 201

Database SecurityMulti-Tenant Data Management

Option 1 Option 2 Option 3

Shared (Virtualized) Hardware

Shared Database Shared Schema

P i il d d t b

Hardware

RISK

• Privileged database user• Lost backups containing sensitive data or

PIIPII• Application exploits and by-pass• Regulatory infractions


• Regulatory infractions

© 2010 Oracle Corporation – Proprietary and Confidential

Database Security Defense-In-Depth

• Network Encryption• Secure Backup

Encryption and Masking

Access Control

• Secure Backup• Data Masking

• Multi-Factor Access Control

• Label SecurityMonitoring

A C t l

Encryption and Masking

g• Audit • Configuration Management• Total Recall

Monitoring

Access Control

User/Role Management • Identity Management

User/Role Management

Copyright ©2009 Oracle Corporation. All rights reserved. © 2010 Oracle Corporation – Proprietary and Confidential

The Oracle-Sun Red StackIntegrated Security Policies and Controlsg y

Platform as a Service

Oracle ApplicationsThird Party Applications

ISVApplications

VIR

Platform as a ServiceCloud Management

Oracle Enterprise Manager

Shared Services

Integration: Security:Process Mgmt: User Interaction:

TUAL

Configuration Mgmt

Lifecycle Management

Database Grid: Oracle Database RAC ASM Partitioning

Application Grid: WebLogic Server, Coherence, Tuxedo, JRockit

gSOA Suite

yIdentity Mgmt

gBPM Suite WebCenterI

ZAT

Connect Policies to Controls

Infrastructure as a ServiceOperating Systems: Oracle Enterprise Linux

Application PerformanceManagement

Application QualityManagement

Database Grid: Oracle Database, RAC, ASM, Partitioning,IMDB Cache, Active Data Guard, Database Security

Oracle Enterprise LinuxOracle Solaris

ION

Oracle VM for x86

Operating Systems: Oracle Enterprise LinuxOracle Enterprise LinuxOracle SolarisOracle VM for SPARC (LDom)

Solaris Containers

Servers

Storage

Physical and VirtualSystems Management

Ops CenterConnect Policies to Controls


g

© 2010 Oracle Corporation – Proprietary and Confidential

ENTERPRISE MANAGEMENTGuidance and Reference Models


Impact of Ineffective IT ManagementBusiness IT DisconnectBusiness–IT Disconnect

Business Demand Traditional IT Response

The application was up 90% of

time.

How satisfied are my users?

We had 200 database

How many orders database

transactions.did we complete?

Our servers are up. We will look

into it.

My order is stuck,

what’s going on?


Business Driven SolutionBusiness Demand New IT ResponseBusiness-Driven

Application Management

99% of users were satisfied.

How satisfied are my users?

User Experience

Management

We completed How many orders Business Transaction 250 orders.

Th i i

did we complete? Transaction Management

There is an issue with a supplier’s app. It has been

escalated.

My order is stuck, what’s going on?

Business Service

Management


escalated.

Business-Driven IT Management

Business-Driven Application

Management

Integrated Application-to-Disk

Management

Integrated Systems

Management and Support

• Map business metrics to IT events

• Eliminate management silos

and Support

• Proactively identify and fix problems

• Manage IT from business perspective

• Create agile IT for dynamic business

• Maximize business productivity


Comprehensive ManagementApplication Performance Management Lifecycle Management

User Experience Dynamic Resource Managementp

Java, SOA, Transactions

y g

Patching

Diagnostics, Tuning Provisioning

Compliance Dashboards

Application Configuration Mgmt

Functional/Load Testing

Real Application Testing

Configuration Management Application Quality Management

Collection, Tracking, History Data Masking


Configuration Management Application Quality Management

ITIL Best Practices

1. Make the model work for you. ITIL is a framework of good practices. Use what helps, don’t use what doesn’t.

2 D fi i i d h i l h2. Defining services and processes has two main goals that shouldn’t be forgotten:

1. Understand how the business or government entity delivers value and generates revenue or income Prioritize the most critical services andgenerates revenue or income. Prioritize the most critical services and measure for continuous improvement.

2. Define, standardize and measure how IT serves the business and delivers value.

3. Think as much as possible in terms of the service consumed by the ultimate end customer. It focuses attention on reaching overall business goals.

4. Many IT organizations think of themselves as offering services. To avoid confusion, IT should communicate what they do in terms of ITIL processes.


ITIL Best Practices – cont.

5. Have an IT and business owner for each business service.6. It is tempting to consider assets, systems and applications that

i l i Th i h binternal users consume as services. These might be considered technical services if the use is truly internal only (such as HR). However, most employees exist to serve the end customer somehow and the ultimate service is the one theend customer somehow and the ultimate service is the one the customer consumes, even if its delivered by an employee.

7. When using RACI, use actual employee names with one or two backups if needed Titles organizations or groups won’ttwo backups if needed. Titles, organizations or groups won t drive the accountability and ownership needed.

8. Never list more than one name for “approve” when using RACIRACI.


Management and Process Automation Benefits

• Automation enables lower IT infrastructure labor support costs

• Improved consistency of administration performance• Disaster recovery can be

Tangible Intangible

ed support costs • Disaster recovery can be simplified

Qua

ntifi

e

• Improved service level performance• Simplified systemstif

ied

• Simplified systems management administration

Non

Qua

ntN


Summary of DeliverablesFuture State (Sample)Future State (Sample)

ReferenceModels

Principles Future State Architecture

Gaps

Clustering (Grid)

Oracle TRMDB Grid ArchitectureApp Grid ArchitectureMax High Avail ArchSun Virtualization

Pooled ResourcesVirtualizationBusiness driven QoS

Application /Technology MatrixDB Grid DiagramsApp Grid Diagrams

Gap Diagrams and Matrix

Consolidation Exadata Arch and best practices

Group by usage typeEnhanced Resiliancy

Exadata DiagramsWorkload mappings


Enterprise Enterprise Security A hit t

Defense in DepthS ti f D ti

IDM DiagramsDB S it Di

Gap Diagrams and M t iSecurity Architecture Separation of Duties DB Security Diagrams Matrix

EnterpriseManagement

OEM ArchitectureITIL

Measured KPI’sAutomationStandard Processes

OEM diagramsITIL process flows



Strategic Roadmap


Strategic Roadmap Flow Inputs from various Sources & Phases

Inputs from FSA Phase

CapabilityGaps

• Stakeholder Input• Arch Vision• Business Case• Arch Principles

StrategicAnalyze & Prioritize

p• EA Governance Models• EA Repository

Strategic Roadmap Phase Transition

StateTransition

State

Roadmap Implementation Plan

PROJECTS & WBS

Phase I(2010)

Phase II(2011)

PROJECT A

PROJECT B

…Solutions & Initiatives(Work Packages of Capabilities & Architecture Building Blocks)


PROJECT C

Primary TargetsSecondary

Gaps Priority Matrix (Template)( O ll I iti ti )

( Phase 1 )1. ( Recommendation )2. ( Recommendation )3 ( Recommendation )gh

est 4 6

7

Primary Targets Targets

1 12

( Overall Initiative )

3. ( Recommendation )4. ( Recommendation )

( Phase 2 )5. ( Recommendation )6. ( Recommendation )

Hig

5

71

2 911

12

7. ( Recommendation )8. ( Recommendation )

( Phase 3 )9. ( Recommendation )10. ( Recommendation )

Savi

ngs

3

Hig

h 810

10. ( Recommendation )11. ( Recommendation )12. ( Recommendation )

Med

1 Yr

Avg. Time to Value

3+ Yrs2 Yrs


Create an Architecture Roadmap

• Build Architecture Roadmap based onRi k t l f t• Risk tolerance of customer

• Ability to invest• Maturity level/skill level of staff• Don’t skip maturity levelsDon t skip maturity levels

• Parallel and Interdependent Threads • Platform Clustering/Virtualization• Consolidation (Middleware, Databases, Servers, Storage, Data Centers)• Enterprise Security • Enterprise Management

• TechnologyP• Processes

• Facilities


ITO Architecture Roadmap (Sample)Current Current Optimized Dev/TestOptimized Dev/Test Initial Production Initial Production Mission CriticalMission Critical

State State (CS)(CS)

Business Value

Reduced HW and Support costs for Dev/Test

Faster provisioning for Dev/Test

• Reduced HW and SW costs for non-critical production systems

• Improved IT productivity

• Reduced costs , improved QoSand improved IT productivity for all workloads on new architectureImproved risk and compliance• Improved risk and compliance

Clustering Cluster Dev/Test Servers/Storage

Simple DB and App Grids

• Failover enabled DB and App Grids• Asynch Backup site

• Highly Available and Scalable App and DB grids support Mission critical systems

• Hot pluggable scalability• Active/Active on Backup sites• Active/Active on Backup sites

Virtualization Virtualized Dev/Test Servers /Storage

• Production systems virtualized• HA enabled server virtualization

• Mature virtualization management, monitoring and exception handling

Consolidation • Consolidate Dev/Test workload on virtualized HW

Consolidate small hetero workloads onto HW pools

All workloads consolidated on pools of servers

New applications on App+DB Grids

Enterprise Security

• Centralized /virtual repository • Centralized Authentication/

Roles

• Security Reporting• Initial Auditing• Additional levels of Data Security

• Mature auditing • Mature SOD• Highly sensitive data protected both

• Provisioning for Dev/Test• Initial Data Security• Initial reporting

y g y pby defense in depth and SOD

• Mature compliance reporting

Enterprise Management

• Initial management capabilities

• Mature exception handling • Mature change management

• Proactive capacity planning• Very mature end user based


g• Initial ITIL processes • Initial capacity planning

• Moderate Change management• Relevant ITIL processes begun

availability and perf measures• Mature ITIL processes

Getting to Grid – A Process, not a ProjectDriven by Business Needy

• Applications

Resources

• Software• OS platform• HW/Storage • Infrastructure • Infrastructure

• Monitoring• Operations• Policies

Virtualize Consolidate AutomateStandardize

• Mgmt Tools • Data • Workloads • SLA management

Benefits

Virtualize Consolidate AutomateStandardize

F d • Increased flexibility L t f O • Real-time response• Fewer vendors• Reduced complexity

• Increased flexibility• Easier Mgmt• Faster Provisioning

• Lower cost of Ops• Reduced TCO

• Real-time response• Reduced errors• Higher QoS


Level 5L l 4

Grid Roadmap

Level 1Level 2

T ti l

Level 3

Enterprise

Utility

Level 4

Strategic

Cost effective

Learning

Tactical

StrategicGoals

Cost effective scaling and HA for new

projects (TCO focus)

Repeatable Rollout of a

standard platform

Shared Infrastructure

Real time configuration of

IT services

Release products and

Automated Virtual

Infrastructure

C bi d f

Tactical Plans 1 Application per

RAC Cluster

Roll out RAC Clusters for

Applications that have specific

business pains

Maximize server utilization and

specify SLAs that can be managed

products and services

immediately

Value based charging

Combined use of RAC and

Enterprise Mgr to define policies

that are self managing

New ApplicationsExamplesNew & existing

applicationsRAC for Mixed

WorkloadsGrid for Utility

ComputingGrid for Dynamic

Workload Mgt


Security Roadmap(Sample)Cost, Effort, Risk

high Transition

Manual audit Hard-coded,

li ti

As Is

Phase I Transition

Standardize provisioning / workflow process Link to

application-specific

authorizations

Multiple sources of

Single source of

truth / identities

Phase II

Application Portfolio

Management Implement standardized data centric

Support ongoing

single source of

truth (PeopleSoft) Abstract

identities

low hi h

sources of “truth” / identities

Slow, manual access control

Defined roles Automated

attestation Centralized entitlements Agility

data-centric protections

ongoing transformation / business process re-engineering

identities into

centralized, virtual identity

repository

efficient access control

low high

sustainable attestationt d di d d l t ti

Reactive Tactical Strategic

Enterprise

Transparent

Standardize roles and

entitlements


standardized development practices

Enterprise Management Stages of the Roadmap

45% of

10% ofcompanies

2% ofcompanies

2% of

42% ofcompanies

45% ofcompanies

companies


EA Governance


EA GovernanceIT Optimization AspectsIT Optimization Aspects

• EA Committee already Established• LOB leaders+ IT leaders bought in

• Processes aligned with PMO processes• Buy in (or resistance) based on prior stage

A if i f i t d if dj t t

Foundation laid by

Rationalization • Assess if issues from prior stage, and if any adjustments

in process neededStage

• Operations has more central role, they own the key processes

• Dev/Test is largely of customer of IT services• LOB approval of migration to new architecture

Focus on different

• LOB approval of migration to new architecture• Establish key checkpoints/metrics to align expectaions of

various IT and LOB units• Regular reviews with EA Steering

processes and emphasis


Governance Environment


Source: TOGAF

Industry Frameworks for IT GovernanceInternal Control - Integrated Framework• Control Environment• Risk Assessment• Information and Communications• Control Activities

Monitoring

Corporate Governance

• Monitoring

IT FunctionIT FunctionBusinessFunction

BusinessFunction

BusinessFunctionEA Governance

COBITCOBITIT Governance

Function Function Function

ISO 17799(Security)

ITILITILBest Practice Frameworks /

StandardsPMI/Prince2 ISO 9001:2000

(QA)

IT Governance is a key part of Corporate Governance, and the way to ensure IT activities are aligned, managed and measured to ensure business success


ITIL: IT Infrastructure LibraryThe “de facto industry best practice” for IT Service Management

• Non-proprietary and based upon proven practitioner experiences

The de-facto industry best practice for IT Service Management

proven practitioner experiences

• Supports ISO 20000 – Formal, international standard for IT Service Management certification, based upon ITIL best practices

• Gives a detailed description of important IT practices, with comprehensive checklists taskscomprehensive checklists, tasks, procedures and responsibilities.

• Operational & Tactical, not Strategicg

O // / / / /


ITIL Knowledge Overview: http://www.itil.org/en/vomkennen/itil/index.php

ITIL: IT Infrastructure LibraryITIL is a comprehensive and consistent set of industry “best practices” for IT Service Management organized in an integrated, process-based framework in order to add VALUE to customers

• ITIL is the “de-facto industry best practice” for IT Service Management

• Non-proprietary and based upon proven practitioner experiences

• ITIL contains 7 Core volumes:• The Business Perspective

• Planning to Implement Serviceproven practitioner experiences

• Supports ISO 20000 – Formal, international standard for IT Service Management certification, based upon ITIL best practices

• Planning to Implement Service Management

• Information & Communications Technology (ICT) Infrastructure Managementupon ITIL best practices

• Gives a detailed description of important IT practices, with comprehensive checklists, tasks, procedures and responsibilities.

Management

• Applications Management

• Security Management

• Service Supportp ocedu es a d espo s b t es

• Operational & Tactical, not Strategic• Service Support

• Service Delivery

ITIL Knowledge Overview: http://www.itil.org/en/vomkennen/itil/index.php


g g

Responsible, Accountable, Consulted, Informed Matrix

PurposePurpose The RACI matrix is used define roles and responsibilities. In general, you match up roles and responsibilities with processes.

How to Use How to Use th A tif tth A tif t

• The RACI matrix is a useful tool when rolling out a new change t j t i th th tthe Artifactthe Artifact management program, or just uncovering the processes that

make your organization function and identifying the participation in those processes

• The RACI matrix uses the following notation: • Responsible (R): owns the project/problem• Accountable (A): to whom “R” is accountable who must sign

off (approve) on the work before it is effective. • Consulted (C): has information and/or capability necessaryConsulted (C): has information and/or capability necessary

to complete the work. • Informed (I): must be notified of the results but need not be

consulted.AudienceAudience • Executive StakeholdersAudienceAudience • Executive Stakeholders

• Line of Business Executives• IT Executives• IT Leads


EA Governance RACI MatrixExample

Architecture Implementation GovernanceSteering

CommitteePMO EA Board Project

TeamsProvide Communication & Awareness and of standards & assets I C A & R C

Conduct Coherence & Compliance Reviews I C A & R I

Provide cross-project Communication and Guidance I A R I

Escalation Resolution A & R C C I

Allowance for Deviation and Dispensation I A R I

Define Degree of EA team engagement I R A CengagementIdentify Resource Capability & Capacity I A & R C C

Update Architecture Repository & C t h t I C A R


Capture change requests CR ResponsibleA AccountableC ConsultedI Informed

Business Case


The Need for Cost Reduction> Discover Current State Constraints

IT Management CIO / CTO

•Have to cut costs from budget, but where?

•Providing value for IT budget $$

75% f IT t t tiwhere?

•Want to consolidate servers to save money

•Must automate processes

•75% of IT costs are not supporting new business

•Must reduce costs but improve efficiencies at the same timep•Can’t expand my data center

•Legacy Apps don’t support changing business processes

•Compliance exposure and focus on core revenue applications

•Best value from IT investment

•Enabling new business processes


Line of Business/CXO

The Need for Operational Efficiency> Discover Current State Constraints

IT Management CIO / CTO

•More data for longer = higher storage costs

•Providing value for IT budget $$

B i th > IT B d t thcosts

•Implementing virtualization = higher utilization, lower costs

•Raising productivity of IT staff

•Business growth > IT Budget growth

•Globalization driving 24x7 computing model

•Running out of power in the datag p y •Running out of power in the data center

•Legacy Apps don’t support changing business processes

•Creating information-based competitive advantageg g

•Compliance exposure

•Enabling new business processes


Line of Business/CXO

Business Value Discovery Matrix Developed during Roadmap OADP Phase

Simplification6

Primary Targets Secondary

Targets

Financial Impact for Data Center and Systems Optimization

p g p

1. Vendors2. Redundant Functionality3. Standardization (e.g. OS)4. Info. Lifecycle Mgmt

Consolidation

Hig

hest 4 6

71

2 911

12

1315

5. Databases6. Applications7. Data8. Servers9. Test / Dev Environment10. Backupav

ings

3

Hig

h

5810

111417

1610. Backup

Virtualization11. Middle Tier12. Data Tier13. Application Appliances14 Serversed

Sa 3

14. Servers15. Databases

Automation16. Management17. Backup Processes1 Yr

M

3+ Yrs2 Yrs


Avg. Time to Value

Grid/Virtualization Benefits

• Increased efficient use of existing resources

• Workloads can be reallocated easily to avoid

Tangible Intangible

• Delay new HW purchases• Lower server HW and support costs

downtime • IT assets can be reallocated as needed without physically moving

Quantified

• Virtual deployment time reduces labor cost.

without physically moving them.• Fewer locations enables faster reaction to problems• Delay Data Center

i faster reaction to problems • Fewer physical assets enables more-mature availability management

expansion• Chargeback can be based on percentage of assets used

Non Quantified

• Disaster recovery can be simplified.

used


Consolidation Benefits

• Increase resource utilization enables delay of new HW

• Fewer physical locations enables reaction to problems

Tangible Intangible

purchases• Lower server HW and support costs

Eli i t li i / t

• Fewer physical assets enables more-mature availability management;

Di t b

Quantified

• Eliminate licensing/support fees for redundant capabilities• Fewer physical sites reduces fixed costs

• Disaster recovery can be simplified

fixed costs• Chargeback can be based on percentage of assets used

Non Quantified


Management and Process Automation Benefits

• Automation enables lower IT infrastructure labor

• Improved consistency of administration performance

Tangible Intangible

support costs • Disaster recovery can be simplifiedQuantified

• Improved service level performanceperformance• Simplified systems management administration

Non Quantified


Enterprise Security Benefits

• Lower FTE to manage security systems

• Reduced Complexity reduces security and non-

Tangible Intangible

• Reduced time to provision new users, systems

compliance risks Quantified

• Reduced risk of external or internal sec rit breachor internal security breach• Reduced risk of non-compliance

Non Quantified


Risk Analysis / Risk Mitigation OverviewRisk Analysis: is the planning process

where you identify the types, probability and severity of the risks that might happen on a projecthappen on a project

Risk Mitigation: is the plan for what to do about the risks identified by Risk Analysis. This can include a combination of plans forcombination of plans for:

• Risk avoidance: minimize the potential for those risks to materialize

• Mitigation: of the consequences: g qminimize the severity of risks if they do occur

• Risk acceptance: be ready to deal with risks when they occurrisks when they occur

• Risk transfer: let someone else bear the risk for you, someone who can handle it better


Risk Mitigation TemplateAssess and Recommend Risk Management

Risk Category Risk Description

Probability of Occurrence

Potential Business Impact

Recommended Risk Mitigation Actions

Operational Service Disruption Low High Ensure proper planning for application

g

Operational Service Disruption Low High Ensure proper planning for application migration – schedule off hours

Slow Performance of new applications

Low High Ensure that target application goes through full load/performance testing prior to implementation

Financial Loss of revenue due to new application complexity

Med High Ensure Proper training on new application to all end-users

Increased SW maintenance costs High Low Ensure that retired application support contracts are not renewed

Compliance / Legal

Security for new application Low Med Ensure that security performs a full audit of new system prior to implementation

PII data being migrated to new t

High Low Ensure that new system meets PII li i tsystem compliance requirements

Strategic Loss of business functionally Med Med Ensure that end to end process testing is completed prior to implementation


Key Points to Remember“Best Practices” for Business Case Development

The Business Case• Should be collaboratively developed during each stage of the

hit t d fi iti

p

architecture definition:This will enable a progressive “soft close” Ensures that the architecture definition hits the mark and on track

• Is more than number crunching using an ROI model: It is driven by the Value Proposition It is a combination of financial as well as non-financial benefits It is a combination of financial as well as non financial benefits

• Must relate to the customer decision culture: The appropriate amount of rigor and formality will vary depending

on the customers “Just Enough, Just In Time”


Stage II: Outputs

1. Assessment of Current Operational Costs and Business Effectiveness

2. Updated Principles3. Selected Reference Models4. Future State Architecture diagrams/models5. Catalog of Gaps6 Gap Priority Analysis6. Gap Priority Analysis 7. Strategic Roadmap Diagram8. Implementation Plan9 G9. EA Governance Plan10. Business Case


Next Steps


IT Optimization (ITO): Stage III

Stage I: Portfolio RationalizationITOITO

A hit tA hit t Stage I: Portfolio RationalizationArchitectureArchitectureVisionVision

Stage II: Data Center & System Optimization

ness

&

men

t

Stage III: Shared Services/Cl d C ti

Stra

tegi

c B

usi

ITO

Alig

nm

Cloud Computing

