Copyright 2012 EMC Corporation. All rights reserved.

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2 EMC IT Running IT As A Service Ian Fitzgerald Senior Manager Private Cloud EMC Global IT 2

3 Agenda EMC IT Overview Cloud Transformation IT-As-A-Service 3

4 EMC IT At A Glance 2012 User Profiles IT Environment Business Applications Virtualization Global Support 55,000 Internal Users 400,000+ Customers And Partners 5 Data Centers, ~12 PB Storage ~500 Applications And Tools ~ 8000 OS Images (Worldwide) 90% Of All Servers Virtualized 80+ Countries And 20 Languages Finalist 4

5 2012 EMC IT Initiatives 1 Efficiency & Agility IT-as-a-Service Total Customer Experience Workforce Productivity Architect For The Future Next Generation Business Applications Workplace 3.0 Secure Journey To The Cloud & Big Data 5 EMC IT Proven *Sample of 2012 business initiatives EMC s First And Best Customer 5

6 Agenda EMC IT Overview Cloud Transformation IT-As-A-Service 6

7 Our Cloud Transformation Journey % VIRTUAL LIZED IT PRODUCTION Infrastructure Focus Development, Test, And IT-Owned Applications 15% 30% BUSINESS PRODUCTION Applications Focus 40% 70% Virtualize Mission Critical Applications IT-AS-A-SERVICE Business Focus WE ARE HERE 90% Business Agility 100%

8 EMC IT Transformation CONSOLIDATE Cloud Foundation Source: ESG IT Audit 2012 % VIRTU UALIZED Server Virtualization Mission Critical Applications Virtualization Database Consolidation Embedded Security Social Presence Windows Footprints $112M C A P E X SAVINGS $66M O P E X SAVINGS OS IMAGES v 90% VIRTUALIZED MISSION CRITICAL 95% APPLICATIONS VIRTUALIZED POUNDS OF 100M CO 2 REDUCED

9 Agenda EMC IT Overview Cloud Transformation IT-As-A-Service 9

10 So Why IT-As-A-Service? Despite incredible improvements in cost, efficiency, quality-of-service and agility, our Business Clients are sourcing around us We remain hard to do business with Our funding model still forces us to discourage demand for and ration the supply of IT capacity We still appear to our clients as a collection of tech silos as opposed to a solution provider We do not sell our services out of fear that we will create demand we cannot fulfill We perpetuate custom engagements versus driving a mindset of standardized enterprise services Shadow IT is growing 10

11 IT-As-A-Service Optimizing IT Production For Business Consumption 11

12 Winning the Business with IT-as-a-Service Optimizing IT Production for Business Consumption Original State Project mindset Costing Best effort service Fielding requests Target State Consumption mindset Service-based pricing Clear service level expectations Selling capabilities Operating like a bureaucracy Operating like a business Transforming ourselves into a competitive service provider!!! 12

13 Transforming IT With IT-As-A-Service A NEW IT BUSINESS MODEL Service Oriented Market Driven P & L Focused Broker & Builder ENABLING TECHNOLOGY Private, Hybrid, Public Clouds End-To-End Automation Financial Transparency Self-Service Capabilities DNA, SKILLS, ROLES & ORGANIZATIONAL ALIGNMENT Front Office Capabilities Service Accountabilities Technology Breadth 13

14 IT-As-A-Service Program Voice Of The Customer CUSTOMERS Service Request / Delivery Invoicing G O - T O - M A R K E T Service Strategy Service Catalog Pricing, Show / Chargeback SERVICE PORTFOLIO MANAGEMENT Portfolio/Demand Management Processes Service Roadmap Service Design / Launch SERVICE DELIVERY AND SUPPORT Automated Orchestration And Provisioning Standardized Processes Standardized Service Mgmt. Tools TRUST IN THE CLOUD INFORMATION MANAGEMENT SKILLS / ROLES / COMPETENCIES CLOUD INFRASTRUCTURE FINANCIAL TRANSPARENCY Metering Service Costing Policies 14

15 IT-As-A-Service USER EXPERIENCE- AS-A-SERVICE SOFTWARE- AS-A-SERVICE PLATFORM- AS-A-SERVICE VIRTUALIZED DESKTOP MISSION CRITICAL APPLICATIONS BIaaS/ BIG DATA Greenplum DB, Chorus VMware View VMware Fusion ERP, , E-Business... CHOICE COMPUTING P U B L I C CLOUD OFFERINGS C O M M O N INTEGRATION C L O U D Mac, ipad, PC, Smartphone CRM, Payroll MOBILE APPLICATIONS Enterprise AppStore INFRASTRUCTURE- AS-A-SERVICE PRIVATE CLOUD vsphere, vcloud Director, vcenter, Vblock, VNX, VMAX, Data Domain, Avamar, envision, NetWitness AUTOMATION CATALOG SERVICE MANAGEMENT SECURITY TRANSPARENCY 15

16 Cloud9 Sandbox EMC No monitoring IT s first on self VMs, service vapps IaaS offering for all of EMC No backups, archival <= 30 day lease period Anti-virus enabled for all Allows Windows for templates 10 virtual machines Auto-Update per enabled employee for (5 running) Windows OSes Shareable Transportability content with other users in the Sandbox (import/export)of VMs, vapps Published catalogs for IT infrastructure, platform, Chargeback coming soon (free for now) 16

17 Choice of Pre-Bundled or Customized SMALL 1 vcpu 2 GB RAM 50 GB SAN (FC, SATA) 32-bit OR 64-bit platform Low-to-medium powered web servers MEDIUM 2 vcpu 4 GB RAM 100 GB SAN (FC, SATA) 32-bit OR 64-bit platform Medium powered application servers LARGE 4 vcpu 8 GB RAM 150 GB SAN (FC, SATA) 64-bit platform High powered application servers or development platforms TAILORED Customized IaaS request 1vCPU equivalent to 1.5 GHz CPU High performance FC and SATA 32-bit and 64-bit platforms Storage can be scaled without incurring unnecessary compute 17

18 Cost & Agility Trends IT PRODUCTION Infrastructure Focus BUSINESS PRODUCTION Applications Focus IT-AS-A-SERVICE Business Focus % VIRTUAL LIZED 90 Days 20% 80 Days 20% 60 Days 21% 40 Days 23% 30 Days 25% 40% 7 Days 42% ~1 Day Percentage of IT Spend On New Capabilities Vs. Lights-On Approximate Time-To-Provision App. Environments

19 Components of IT-As-A-Service IT Portal Everything IT Service Catalog Orchestration ITSM Services TBM, PlanIT Resource Management 19

20 IT Portal IT Portal Everything IT Exemplifies IT Brand One Stop Shop Everything IT 20

21 Service Catalog Service Catalog Promote Sell Order Approve Charge 21

22 Orchestration Orchestration Automates IT Processes Provisions De-provisions 22

23 ITSM Core IT Services Enabling ITaaS ITSM Incident Security Request Asset Financial Configuration Change Problem Knowledge Service Level Mgmt. 23

24 Resource Management Financial Transparency Chargeback Based on Business Consumption TBM, PlanIT Resource Management 24

25 Services Services IT Services Packaged and Productized Based on Business Requirements Brokered by IT Informed Business Consumption 25

26 Services IaaS Client Computing Sharepoint BIaaS Services 26

27 Ten Key Steps To IT-As-A-Service 1 Define Vision, Goals, Objectives 2 Win Hearts & Minds 3 Define Plan & Scope 4 Acquire Resources 5 Establish Go-To-Market Team Begin with clearly defining what ITaaS is and why it s important. Getting stakeholders on the same page for this will take time, effort and influence. Need to prepare org for significant transformation through combination of consensus building and mandate from top. Iterative with step one. Develop overall plan with well-defined scope and success metrics. Has different risk/cost trade-ff from traditional IT project so should have lighter structure. Need: Strong executive sponsors PMO Execution teams SMEs Money for outside help Responsibility areas: Branding, UI & UX Conduct focus groups Promote services Internal change management 10 Design Change Management Plan 9 Define To-Be Org Structure 8 Determine Financial Model 7 Develop Service Framework 6 Define Service Lifecycle & Governance Focus is change within IT: Understand and embrace new roles End-to-end service responsibility Training plan Significant realignment required to support service focus. Need e.g.: Product Managers Service Operations Managers Account Managers To maximize success of service model, must be financial implications for service selection. Financial transparency necessary for success. Most important elements are: Taxonomy Stand up process Deployment schedule A lifecycle process that defines how IT products and services are defined, approved, funded, brought to market, enhanced and retired 27

28 Financial Transparency 8-Step Process For Simple, Fair, Accurate Charge/Showback SERVICE COSTING PRICING ANALYSIS METERING/INVOICING Define Services Categories Allocate Determine Derive Unit Determine All Costs Unit Drivers Costs Unit Prices Measure Service Consumption Invoice Business Units Funds Transfer From BU To IT Choose Services That Align To Industry Offerings Both Fixed And Variable To Specific Services For Costs And Prices In Each Service Category By Dividing Service Costs By The Service Unit Driver Prices Should Reflect Corporate Goals For Each Service And Map To The Appropriate Service Unit Drivers Create Monthly Invoices For Business Units For Each Service Set Up A Mechanism For Easy Fund Transfers 28

29 Cost Transparency Transition Before Cost Transparency 5% After Cost Transparency 5% 24% 24% 11% OVERALL CHARGEBACK INCREASED FROM 54% TO 89% 46% 25% 25% 35% CURRENTLY CHARGED BACK DIRECTLY BILLED TO BU NEW CHARGED BACK NOT CHARGED BACK ACQUISITION IT SPEND 29

30 Transformation Benefits 90% ~1 OS IMAGES VIRTUALIZED DAY TO PROVISION OVERALL IT CHARGEBACK FROM 54% TO 89% IT INVESTMENTS 42% VS. LIGHTS ON FROM 23% TO IN 4 YEARS ENTERPRISE VS. FUNCTIONAL P R O J E C T S FROM 40% TO 76% IN 4 YEARS Note: Based on EMC IT Internal Estimates 30

31 Lessons Learned Product Management is a profession with deep knowledge, experience and an entrepreneurial mindset required. Attempting to convert people into Product Managers in a short period of time is not a good strategy. Branding and User Experience became much more important that we ever imagined, and we were not prepared to respond to this challenge. Focusing too much on the factory and not enough on the products belied our lack of entrepreneurial DNA and elongated our transformation. 31

32 EMC IT Proven Customer Briefings White Papers Case Studies Presentations Blogs 32

33 Accelerating IT Transformation EMC Cloud Services People Cross-Domain Skills New Roles For IT Personnel Process Service Mgmt Framework Chargeback Models Automation, Self-service Technology End User Computing Layer Application Layer Infrastructure Layer 33

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