All things DataMelbourne Business Solution Seminar

Bryan StibbardArea Vice President – Australia / New Zealand

8:00 - 08:15 CommVault Strategic Overview: The Evolution of Data Management with CommVault

Bryan Stibbard, AVP, CommVault Australia and New Zealand

8:15 - 8:45 All Things Data: Opportunity or Threat? The Nexus of Forces

Dr Frits de Vroet, C-Insight Australia(former CIO of BHP)

8:45 - 9:15 Case Study University of TasmaniaThe importance of a holistic approach to data management

Richard Eccles, Associate Director (Strategy, Innovation and Architecture) and Associate Director (Service Delivery and Support) at University of Tasmania

9:15 - 9:30 Case Study RMITManaging student data growth

George Kouroulis, Senior Manager - Infrastructure Support, RMIT University

9:30 – 10:00 Customer Panel: All things Data

10:00 Closing remarks and finish

Agenda

Meta Data

CommVault vs Frankenstein creationCommVault Symantec HP

CA Technologies

IBM EMC

Backup & Recovery

Archive, Email, Files, eDiscovery & Compliance

Data Reduction

Deduplication &

Compression

Enterprise Reporting

Replication,Management,

& CDP

Desktop / Laptop

Protection

Cloud ? ? ? ? ?

PureDisk

Replication Exec™

NetBackup

Enterprise Vault

Ops Center

Data Protector

Storage Essentials

TRIM

StoreOnce

Data Protector

ZDB

IAP

IDOL

SRM

NOT AVAILABLE

D2D

NOT AVAILABLE Common Store

TSM for SharePoint

Princeton Softech

Trellisoft

Replistor

RecoverPoint

Repl. Manager

Control Center DPA

Centera

SourceOneXtenders

HomeBase

Networker

What do the analysts think?

5

A Leader: 2014 Gartner Magic Quadrant for Enterprise Backup/Recovery SoftwareA Leader: The Forrester Wave: Enterprise Backup and Recovery Software, Q2 2013

Source: Magic Quadrant for Enterprise Backup Software and Integrated Appliances; by Dave Russell, Pushan Rinnenn; 16 June 2014© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, e-mail info@gartner.com or visit gartner.com. Used with permission.

Source: The Forrester WaveTM: Enterprise Backup and Recovery Software, Q2 2013, by Rachel Dines with Stephanie Balaouras, Jessica McKeeThe Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc.

All Things Data: Opportunity or Threat? The Nexus of Forces

Dr Frits de Vroet, C-Insight Australia(former CIO of BHP)

All Things Data: Opportunity or Threat?

Frits de VroetC-Insight Australia

www.c-insight.com.auTwitter: @FritsdeVroet

Introduction

Page 8

Business management Strategy & Quality Information Technology (CIO) Business Process Optimisation (CPO) Executive Advisory

8 April 2023

Contents

Page 9

• The nexus of forces (Social, Mobile, Information and Cloud) is dramatically changing our business environment

• The availability of data provides organisations with exciting new options • What is the role of the IT function in turning this data into relevant

information?• How can this development become an opportunity for the CIO or IT Director

to play a more influential role rather than being a threat of losing control?

8 April 2023

Nexus of Forces:Converging

Page 10 8 April 2023

Consumerisation driving enterprise IT practices

“Never alone, never lost and never bored”

Subscription-based services allows convergence

©Gartner

8 April 2023Page 11

Big Data Analytics

Big data analytics refers to the process of collecting, organizing and analysing large sets of data ("big data") to discover patterns and other useful information

Big data is characterised by the following dimensions: Volume, Velocity and Variety With the right big data analytics platforms in place, an enterprise can boost sales,

increase efficiency, and improve operations, customer service and risk management

8 April 2023Page 12

Big Data Sources

Sensor Machine Log Location Internet of Things Data Storage Public Web Social Media Business Apps Media Documents Archives

Who will succeed?

Leading companies

Understand relationships between behaviour, sentiment, history, location and intention

Create innovative products and services reaching new customers in new ways

Embrace digitisation of their business processes and utilise that to drive business transformation

Create new roles like data scientists, customer experience experts and master data managers

Adjust without uprooting business models and system architectures(?)

8 April 2023Page 13

8 April 2023Page 14

Losing control – ability of functions and employees to go at it alone Rogue IT (top CIOs control about 65% of total IT spend) Diminishing value of traditional IT organisation Big legacy systems that require IT (and business) transformation – this

nowadays includes SAP, Oracle and MSFT ERP platforms… 25% of CIOs is perceived as a true business peer; 48% is seen as a cost

centre or service provider and primarily manage IT crises…

Threats for IT

Changing Role of IT

Traditional

Gather business requirements Build or source an application

and required infrastructure Educate ‘the business’ on how

to use the tool Ensure availability,

performance, etc. Manage IT crises

Future = Now

Adapt and Absorb technologies Align and Facilitate within the

organisation Combine and Integrate

Applications, Data and Vendors Manage business and vendor

relationships Avoid IT crises?

8 April 2023Page 15

8 April 2023Page 16

Adapt and Absorb

CIO as a Business Leader

Enable transformational change Drive business optimisation through process redesign (supported by IT applications) Establish necessary Governance structures to manage risk Control cost to serve

Ensure the basics are in place Finalise Application Rationalisation Update IT Strategy and Application Roadmaps Establish an Enterprise Architecture including Process and Data Architecture with

associated process and data owners (positioned in operations and functions) Recruit for new roles such as data scientists, master data managers, etc.

8 April 2023Page 17

Align and Facilitate

CIO as a Venture Capitalist

Seek new ideas that will challenge the business’ status quo Build an innovation pipeline (of big data projects) Create incubators and help fund new initiatives Identify a business champion Communicate the potential and success of new initiatives

Help other executives seize opportunities Talk to them! Provide easy access to skilled staff so that they don’t have to go to other vendors Create transparency through cross functional forums (IT council, project board,

innovation board, etc.)

8 April 2023Page 18

Combine and Integrate

CIO as an Information Broker

Establish the new IT Landscape Develop a cloud strategy Establish appropriate middleware –

become the data broker/cloud intermediary

Facilitate absorption of new applications and data sources

Time to Market and Agility are key success factors

8 April 2023Page 19

Manage Business and Vendors

CIO as a Product Manager

Develop an efficient data architecture Manage both production and non-production data Tease out big data requirements of internal customers Engineer a solution to absorb and manage fast-changing and voluminous data from a

proliferation of sources (internal and external)

Productise Create a product map of standardised offerings Set architectural standards to ensure integration Select and maintain strong relationship with vendors Understand product profitability -> business impact and total of ownership

Focus on the customer – be relentlessly customer centric

Build credibility through contribution – manage risks and create business opportunities

Business acumen – be an equal business peer Social acumen – communicate through blogs,

internal social networks, external engagements, twitter, etc.

Assume broader responsibilities – Digital Officer, Data Officer, Business Process Optimisation, Procurement, Vendor Management, Innovation

8 April 2023Page 20

Getting a seat at the table

Questions?

8 April 2023Page 21

Frits de VroetC-Insight Australia

www.c-insight.com.auTwitter: @FritsdeVroet

The Importance of

a Holistic Approach

to Data Management

Information Technology

Services

Richard EcclesAssociate Director (Strategy, Innovation and Architecture)Associate Director (Service Delivery and Support)

• 30 Years in IT in State and Federal Government

• Tertiary Education (x3), K-12 Education (x1), Health and Human Services (x3)

• UTAS 1984 – Junior Assistant Computer Programmer(code for ‘makes the coffee’)

• Software Developer

• Senior Systems Administrator

• Program Manager $14M Nationally Funded Initiative

• Manager ICT Infrastructure

• Director IT Services

• Chief Technology Officer

What are the Information Management Challenges of today;• CIA; Confidentiality, Integrity and Availability

• Data Governance

• Custodianship

• Single Source of Truth

• Compliance

• Privacy

• Audit

• Security

• Enterprise Search and Discovery

• Archive

• Integration

• There is a lot of Data out there

• Data becomes Information when it is validated and delivered in a useful form

• Business survives on Information; Information drives business

• Technology enables information to be delivered

• Technology solutions need to keep pace with information demands in physical hardware, software and business processes

• IT adds value when it sees Data as Information

• MND Ice Bucket Challenge

• $5 every time I say Data

• Keep Count

Information Versus Data Challenge #1

Information Versus Data Challenge #2

Information Management challenges I have contended with;

• George Orwell’s Book - Animal Farm• All animals are equal, but some animals are more equal than others• All Information is equal but some Information is more equal than others

• Can the Information be Classified or Categorised• Information Security Principle that did not allow information to be classified• This principle was removed two years later

• What is the value of the data; strategic or operational

• Is the data structured or unstructured

• Is there more than one source of truth

• Does the information have to remain immutable; Can we de-dupe

• Can we archive information

• Context for delivery of information; share lots, protect little or vice versa

This is a short synopsis of my journey in

providing technology solutions for information

management challenges in large corporate

enterprises

2004 – K-12 EducationProblem Statement: Reliability• Backup and Recovery was not commodity, it was complex

• Storage tiering was not mature, no Hierarchical Storage Management

• Resource commitment was high, Value returned was low

• Backup windows were tight, re-run after failure was difficult

• Management was not via a single pane of glass console

• No existing contracts for an enterprise solution

• No Strategic Partner, Tactical Solution Provider

• Lead Agency in State Government to Tender for a solution

http://www.backuptrauma.com/

20 February 2006

SAGE–AU Tasmania Conference 2006

Enterprise Backup and Recovery - From Chaos to Cool

A Case Study at Department of Education

Direct to Tape

Disk – Disk - Tape

Disk – Disk - Tape

2006 – Health ServiceProblem Statement: Availability & Search

• Very large datasets of structured and unstructured data

• No enterprise search capability

• Compliance and Privacy difficult to manage

• Better Availability and Disaster Recovery required

• Data Classification was not in place

• Medical Imaging complex

• Medical images need to remain immutable

• Uptime of systems and data critical to business

• Tiered storage solution with Commvault implemented

2014 – University of Tasmania• Teaching Institution

• Research Institution

• Only University in Tasmania

• Campuses in Sandy Bay and Hobart CBD, Launceston, Burnie and Rozelle in NSW

• 125 Years in 2015

• Consolidated IT Groups in Schools, Faculties and Institutes into Central IT Services Branch in 2013

• 10 Year IT Strategic Plan endorsed in August 2014

Information Strategy 2014-2024

Enhance service delivery

PrinciplesAgility and value throughnew modes of delivery

Information drivenbusiness decisions

Objectives

1. Quality information for

strategic enhancement

2. Supporting Quality

Learning and Teaching

3. Supporting Excellence in

Research

4. Governing Improved Value and Outcomes

5. High standard quality

infrastructure

Infrastructure:• 50 Physical Servers

• 650 Virtual Servers

• Storage 150TB of data

• 45TB Research data

• 105TB Corporate data of which 50TB estimated to go into Cloud (personal work data)

• Microsoft Windows: Email, Directory Services, Fileshares, Oracle and SQL Databases, Web Apps

• Unix/Linux: Oracle Databases, Apps

• 2 main Data Centres, several computer rooms

Infrastructure (continued)• Backups are D-D and D-T but not D-D-T

• Do not have HSM or Archive

• iSCSI via EqualLogic

• FC via Brocade and HDS

• Direct Attached Storage is Dell

• Part of National RDSI and Nectar Initiatives

• Some Cloud based Applications and Information• Learning Management System• Federated Identity• A few corporate applications

University of Tasmania is a node for RDSI and NeCTAR Storage Clouds

• RDSI - Research Data Storage Infrastructure

• Nodes around Australia hold collections of national significance

• UTAS implemented an RDSI node in 2013

• UTAS holdings are for Marine and Climate information

• https://www.rdsi.edu.au/node-statuses

• NeCTAR - National eResearch Collaboration Tools and Resources Project (NeCTAR)

• UTAS implemented a NeCTAR node in April 2014

• http://www.nectar.org.au/university-tasmania-research-cloud

2013 – University of TasmaniaProblem Statement: Governance, Availability, Growth & Agility

1. Data Governance; Business Ownership and Source of Truth

2. Leverage value from information holdings; Integration and Business Intelligence

3. Require Rapid Disaster Recovery

4. Consolidate infrastructure and licensing

5. Unpredictable growth, need to be able to scale quickly

6. Require more agile provisioning of services

7. Require opportunities for innovation to extend services

8. From an Enterprise Architecture viewpoint, Technology, Application and Data architecture is too complex and diverse

2014 – What Are We Doing1. Business:

• Data Governance implemented; owned by business

• Business Intelligence Project funded and active

• Remove system and data duplication

2. Technology:• Review of current state of enterprise architecture and definition of future state

aligned with IT Strategic Plan

• Consolidation of Commvault instances and other backup tools

• Re-design and re-configure backup policies to remove complexity

• Upgrade from Version 9 to Version 10

• Implement Enterprise Search capability

• 2nd Site on-prem and off-prem for DR Media Agents in Active Active Mode

• Self Service User Recovery

• Cloud BaaS

• Archive Fileshares to Cloud

• Backup for Student Devices

Outcomes

• We will have reduced complexity

• We will have reduced diversity

• We will have lowered our support cost

• We will know where our data resides

• We will know how much storing our data is costing

• We will have higher availability

• We will be more agile, scalable and flexible by adopting Cloud based services under our Cloud Framework

My View on Vendor Partnerships1. Supply Chain Partners

• Usually 20-30

• Products only

• Good price, fast delivery

• Manage on performance

2. Tactical Partners• Usually 10-20• Provide products and services• Add additional value• Manage on outputs

3. Strategic Partners• Usually only 5-10• Provide solutions• Rely on solution roadmaps to help inform strategy• Spend time with these partners• Manage on outcomes

3 Takeaways from UTAS Experience;

1. Consolidate and Simplify

• Infrastructure and solutions

• Diversity causes complexity

2. Add Value

• It is not just about the data

• Understand business is driven by information

3. Step into Cloud

• In a manageable way, establish a framework

• Understand the Information Management implications

• Don’t be conservative about Cloud

How Many Times Did I Say Data ?

Questions and Discussion

Case Study RMITManaging student data growth

George Kouroulis, Senior Manager - Infrastructure Support, RMIT University

A Global University of Technology & Design

Global, Urban, Connected

Our MissionThe University brings knowledge within reach through education and research

to enrich and transform the futures of individuals, cities, industries and nations.

Our VisionRMIT will be a global university of technology and design.

As a university of technology and design, RMIT will focus on creating solutions

that transform the future for the benefit of people and their environments.

We will collaborate with partners to ensure the global impact of our education and research,

and we will reach out through our presence in cities across the world to make a difference.

By the Numbers

82,229 Students

— Postgraduate research: 1,873

— Postgraduate coursework: 9,836

— Undergraduate: 47,604

— Vocational and training: 16,200

— Online (Open Universities Australia): 6,090

— Others: 626

40% International Students

— 16% studying in Australia

— 24% studying outside Australia

Applications per place (UG and PG): 11.1

First-year retention rate: 85.26 per cent

First-year success rate: 86.79 per cent

Global, Urban, Connected

The Data Challenges

Data resides everywhere mobile computing has created this demand

Diversity wide range of supported platforms and versions

Unique customer base academic staff, students, business services

Data governance data retention and compliancy, increase in security and monitoring

Continued data growth unsustainable management overhead and expensive to

maintain

Youth accelerating adoption of technology

The Size of Things

4 pb of disk

300 tb of production data

142 tb of archive data

1200 virtual machines

300 physical Servers

400 databases

What is Important to Us

Customer Satisfaction

Integration with broader environment

Data management across different types of storage

Archiving and information governance

Reduced data TCO

The “Uplift”

Storage Infrastructure

Major uplift to current storage environment including NetApp and HP 3PAR

Backup Infrastructure

Uplift from CommVault Simpana v9 to v10 to support new functionality requirements

Support Processes

Update Operational Support Processes to facilitate new service

Why CommVault?

CommVault Simpana v10

Supports NetApp cluster mode snaps HP 3PAR Converged

Fast metadata lookupsDynamic retention

policies

CommVault Archiving

Cheaper licencing costs

Allows data to be stored on cheaper

diskFrees up resourcesReduces production

backup windowReduced costs and

maintenance of tapes

IntelliSnap and BackupsIntelliSnap to be used as the primary backup

method with streaming backups to be phased out over

timeFeature Rich

Speed ,Simplicity and Accuracy

Solid state media agentsLocal index repository

Faster performanceSmaller backup

windows

Customer Panel

#commvault

Thank you!#commvault