Our vision on integrated platforms
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Transcript of Our vision on integrated platforms
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Introduction
Over time we’ve seen that technology has changed enormously. Sometimes it was a gradual evolution, sometimes a disruptive change. And always, we’ve seen a change in thinking and a change in delivery. IT is evolving more and more from a technology and business supporting service towards a business-‐driven process.
Initially, technology was in the driver’s seat with the business having to adapt. After a while the technology was tailored per environment, per customer and the result was a custom-‐made landscape. So once a next-‐gen platform was implemented, organizations had to deal with legacy frameworks that were geared to internal processes and requirements – let’s call them ‘reactive’ frameworks.
This created several difficulties for the IT organization. There were too many business applications that had to be maintained and applications that were not integrated with each other. Given the limited budgets, resources and time, there was also no possibility of ensuring or delivering real-‐time integration for online business activities and changes.
Businesses grow over time and now once again they are in the driver’s seat: technology for the customer and not the other way around. These businesses are experiencing challenges that are brought up by the typical IT organization. Challenges of cost and complexity, skills management, process integration, etc.
In order to move from a technology-‐led approach towards a process-‐driven one, the IT environments have to be ready. They have to adapt their operational principles, the governance models as well as innovation and business alignment. An integrated approach can help you to achieve this – creating ideas and reflections that will embrace and support next-‐gen platforms in terms of delivery. With the focus now shifting towards the process, the color of a solution is a substitute.
We see the same shift towards integrated and purpose-‐built solutions in other industries. For example, in the automotive world the car is reliable, predictable, serviceable – the result of knowhow and fast go-‐to-‐market. All the components are created to work together with one main objective: moving from A to B.
In IT environments, the challenges of tomorrow are related to change: being able to adopt and adapt at a faster pace. The driver of the change and their expectations will be key to introducing and accepting new concepts and delivery models around cloud services, data analysis, mobility, etc.
Christophe Moortgat Zander Colaers Coo Business Development Manager
Business Development Manager, Cegeka
COO, Cegeka
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1.1 Characteristics of Integrated Platforms Your IT is evolving more and more from performing a technology and business supporting role to one driven by the business process. At Cegeka, we strongly believe that the future of best-‐in-‐class business processes lies in Integrated Platforms. They are purpose-‐built, which results in simplified delivery, lower total cost of ownership (TCO) and enhanced service level agreements (SLAs).
1.1.1 From Technology to Process
Instead of continuously adapting your technology as a function of your business requirements, IT needs to take the lead and shape business processes. IT has to move from a world with limited architectural capabilities to a more agile and business-‐oriented service organization.
1.1.2 Purpose-built
Vertical solutions are able to embed hardware, software and processes. Today companies are focusing more and more on business process modeling and packaged applications. Cegeka delivers integrated solutions for ERP, CRM, business intelligence, customer experience, databases, etc.
1.1.3 Business-aware SLA and TCO
Integrated Platforms result in a simplified architecture, reduced overheads and skill set needs, a more agile and enhanced SLA combined with lower risk.
1.1.4 Greater Speed to Market
Integrated Platforms are appliance-‐like because of their preconfigured and pretested design, which results in reduced deployment time. They are implemented according to industry standards so most configurations, if not all, will be similar. This unifying principle means that you, as the customer, benefit. Moreover, the certification and compatibility have been engineered by the vendor, resulting in an optimized support matrix and simplified change and release management. This integrated approach is put together with best-‐of-‐breed components of proven technology.
1.1.5 Better Performance and Availability
The lean, engineered architecture, created by getting rid of superfluous components and processes, enables the Integrated Platforms to perform remarkably better in their specific tasks. This decreases application response times, reduces the work involved in change and release management, and increases application availability.
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1.2 desired functionality: Integrated Platforms in real-‐life situations 1.2.1 Business Cases
Integrated Platforms are mostly chosen after an evaluation of multiple business drivers. We have extensive experience in crafting business cases to answer your business needs. There are four major drivers:
1. Performance
For many environments, performance is a major driver for re-‐evaluating the existing environment. Given that Integrated Platforms are purpose-‐built from the process towards the data center, the software can guide the underlying technology and infrastructure – as an embedded component. The software is in the driver’s seat, right down to level of the coding on the silicon.
2. availability
SLAs are being redefined because of today’s business requirements, such as online transactions and continuous availability of data. In many cases, redundant components combined with simple storage replication are no longer sufficient. Therefore, architectures have to be redesigned and we’re seeing a major trend towards software that controls the hardware and replication being managed at a higher level of intelligence, in the application level. This has a positive impact on recovery point objective (RPO) and recovery time objective (RTO).
3. TCo
When we look at a typical IT landscape, we see multiple components that are reproduced, all with the same setup and architecture. A driver for Integrated Platforms can be consolidation and cost-‐efficient implementation of vendor cost models. TCO isn’t only measured by the CAPEX and annually recurring maintenance costs, but also by means of operational costs, from power to team efforts and knowledge management. With an Integrated Platform, the idea is that the process owner manages a purpose-‐built pillar. This results in less work and fewer training cycles.
4. speed to Market
Newly emerging concepts and more agile business demands require the IT department to keep pace with developments. So instead of creating a dedicated solution, we recommend an out-‐of-‐thebox approach that facilitates faster implementation and an accelerated response to all business needs – functionalities and expansion included. An Integrated Platform can be considered as a solution-‐in-‐a-‐box, preconfigured and pretested – designed to work like an appliance. The focus shifts from the technology towards the process, including integration within an organization.
1.2.2 Proven Examples
Based on the four drivers outlined above, Cegeka can help to identify the best solution for your environment.
Today, we see a huge trend towards these platforms in the database landscape as well as in other emerging technologies, such as flavor-‐ and solution-‐driven Web services. Typically, consolidation and performance are drivers for database platforms, where you see a strong business case for enabling Integrated Platforms. Additionally, solutions are available for new concepts that require adaption at high and standardization. An example in this area is business intelligence, where you want rapid deployment and business responsiveness for predictive analytics. Furthermore, you can enable CRM or ERP processes in the Integrated Platform area. These two processes can really benefit from industrialization based on best practices and fast go-‐to-‐market. By introducing an Integrated Platform, by introducing a black box, you are taking the next step in maturing your application delivery.
1.2.3 The Integrated Solutions Overview
The Integrated Platform market is growing at 50% or more per year, creating an unusual mix of major vendors and start-‐ups.
Processes and technology deliver Integrated Platforms. Technology by means of combinations of server, storage and network infrastructure, sold with software that delivers the application side of the package as well as software that facilitates the provisioning and management of the combined unit. The market for Integrated Platforms can be divided into four broad categories, some of which overlap:
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1. Integrated stack systems, also known as Integrated Platforms
Server, storage and network hardware integrated with application software to provide appliance or appliancelike functionality. Examples include Oracle Exadata Database Machine, IBM PureApplication System and Teradata.
2. Integrated infrastructure systems
Server, storage and network hardware integrated to provide shared compute infrastructure. Examples include VCE Vblock, HP ConvergedSystem and IBM PureFlex System.
These systems are typically used for a private cloud environment because they are equipped with the appropriate management tools, provision and billing
included. We at Cegeka have the capability to
offer these solutions in a private cloud model. 3.
Integrated reference architectures
Products in which a predefined, pre-‐sized set of components are designated as options for an integrated system whereby the user and/or channel can make configuration choices between the predefined options. These may be based on an IIS or ISS (with additional software or services to facilitate easier deployment). Other forms of reference architecture,
“Integrated Platforms are driven by more than just technology.”
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such as EMC VSPEX, allow vendors to group separate server, storage and network elements from a menu of eligible options to create an integrated system experience. Most reference architectures are, therefore, based on a partnership between hardware and software vendors, or between multiple hardware vendors.
4. fabric-‐based computing
A form of integrated system in which the overall platform is aggregated from separate (or disaggregated) building-‐block modules connected over a fabric or switched backplane. Unlike the majority of IIS and ISS solutions, which group and package existing technology elements in a fabric-‐enabled environment, the technology ingredients of a fabricbased computing solution (FBC) will be designed solely around the fabric implementation model. So all FBCs are an example of either an IIS or an ISS; but most IIS and ISS solutions available today would not yet be eligible to be counted as an FBC.
Examples include SimpliVity, Nutanix and HP Moonshot System. Added market complexity is created because integrated systems of different categories are frequently evaluated against each other in deal situations. For instance, because IIS solutions are generic multipurpose systems that can run a variety of workloads, it is common for one IIS to be compared with another. But users who want to deploy a specific workload might compare an ISS solution, like Oracle Exadata Database Machine or IBM PureApplication
System (both of which have the workload embedded), with a generic IIS system that is also capable of running the workload, or with an IIS platform that has an applicable reference architecture. However, it would be rare to see one ISS competing with another ISS, because the choice of stacks and workload takes priority over the choice of platform. So if Oracle Database Management System (DBMS) serving is the required workload, the only viable ISS solution would be an Oracle Engineered System.
It is because these different types of systems are evaluated against each other that this approach assesses integrated systems as integrated infrastructure systems or the infrastructure aspects of integrated stack systems. It assesses the hardware
(server, network, storage), operating system and virtualization software alongside any associated management tools and high-‐availability solutions. It considers hardware depth and scale, software stack management breadth and depth, and support of the infrastructure, as well as flexibility in the use of reference architectures. It does not assess any software stack, application or platform components individually, such as middleware, DBMS software and cluster software in the application or DBMS tiers.
We see that the market is evolving at a rapid pace and that intelligence within higher level components is integrated with much greater capability than before. For the vendors and manufacturers of these integrated solutions, new technologies are evolutionarily integrated into newer models. The maturity gained on a technical and product level is shared with the customer base. The ultimate goal is to update an entire process life cycle with the appropriate application features, which can be considered an evolution. Evolution to enable and ensure standardization and industrialization. A good example of this practice is the move from rack servers to blade technology or the introduction and industrialization of virtualization.
2.1 how Cegeka supports your business process integration
At Cegeka, we believe in a solid project approach: we employ a reference framework based on experience and a clear vision of agility and the final outcome.
This framework consists of three stages:
» Design
In this phase we help you to examine and understand your business requirements and design your processes.
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At Cegeka, we believe that it’s
important to evaluate the industry best practices and then, based on the KPIs components outlined above, we’ll cherry-‐pick a purposebuilt solution to enhance your business.
» Build
Within Cegeka we have over 3000 professionals, all skilled and certified in different domains. These subject matter experts ensure the correct implementation and delivery of the project – technology included. What is more, we guide you through the integration of the new platform within your operational environment, both from a process and delivery perspective. The idea is to accelerate the return on investment as well as maintain
the buy-‐in of the business drivers and your entire organization.
» Operate
Cegeka has the ability to help you with day-‐to-‐day operational support as well as service management. Clearly defined KPIs to measure the SLA and TCO can be calculated in our remote centers. Moreover, it is possible to control and interact with the KPIs – proactively. The service management scope is not just limited to process assurance, but is measured based on the continuous improvement of delivery, integration and new solution innovation.
2.2 a collection of Integrated Processes
Cegeka can ensure the delivery of every single component of the integrated process. We can help you to craft and deliver. To achieve this we’ve defined some separate processes that are key to the internal IT organization. Ensuring correct delivery is important, but so is being ready for the next-‐gen platform and processes:
» Process Integration
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“An Integrated Platform isn’t about a product, it’s a mindset”
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» System and Process Monitoring
Optimize the performance of the environment with a single view of resources and processes.
» Service Management
Access end-‐to-‐end service management across the integrated environments, ensuring performance and availability remain consistent, reporting included.
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» Identity and Access Management
Control authentication, authorization and access across all cloud and in-‐house services to reduce and manage risk.
» Technology Provisioning and Data Integration
Deploy, manage and connect technology platforms to establish an integrated flow of services and systems to ensure the delivery.
» Delivery Models
Enable and ensure the different delivery models, including integration with any cloud model.
» Governance
Guide the transition of the internal governance models of the existing operational organization, taking into account the evolution towards process thinking.
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“Integrated Platforms require a review of the IT governance model.”
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how do I determine whether a business innovation requirement warrants a best-‐of-‐breed solution or a commodity product?
Today’s challenge is to invest in the correct platform, technology included, while being able to support existing and future business needs. It’s important to be able to keep track of relevant KPIs in your choices, especially those which impact both your internal organization and your clients. Starting with industrialization eliminates expensive architectural and project installation cycles. This frees up time for and innovating around the business process and not the technology.
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should we focus on building or buying a package when we need to deliver a new platform to support business processes?
Make sure that you can support and evolve with industry standards and not run into the limitations of the installed based because of intelligence or technology barriers. Focus on TCO, keeping in mind the change and support process. A solution-‐in-‐a-‐box enables this and is, moreover, completely in line with future delivery models from a process perspective.
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should I integrate next-‐gen platforms with a classical delivery model (data center, network, storage, servers, database)?
Technology is evolving at a rapid pace. This is true for new options such as Integrated Platforms as well as for classical delivery models. It is important to move forward by thinking out of the operational box and supporting innovation by embracing a process-‐driven approach. An Integrated Platform allows you to re-‐think your IT infrastructure in terms of business functionality. In this way, it offers an opportunity to transform and streamline other parts of the legacy environment as well. You can transform your organization by giving your people ownership to cross-‐technology pillars aligned with business functionality, so taking the first steps in a new process and governance model.
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how do you manage the knowledge and expertise of your delivery team for multiple-‐to-‐many specialized platforms, creating isolated knowledge centers?
It’s important that your operational and support teams are aligned with today’s technologies. Cegeka believes that more value is added by focusing more on architecture and projects and less on operations and support, as this can promote deeper insight of the business. An Integrated Platform offers you a one-‐stop-‐
shop platform from a
support perspective, leading to increased operational efficiency. Additionally, change and release management can be drastically simplified through the
use of integrated architecture. These benefits free up time to spend on business issues.
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What should I invest in as a CIo: time-‐to-‐market with industry standards or a customized full-‐featured platform?
The advantage of an Integrated Platform is that it facilitates a unified approach. It is about integration and standardization, so it provides a solid technology backbone and support matrix to help you to focus on your business needs. Updates ensure stability as well as security of internal components that are tuned, aligned and configured for rapid deployment as well as ease of use. Given that the Integrated Platform is driven from a single concept and single vendor approach, this vendor ensures the internal compatibility and supplies the releases and updates related to the platform. Certification and hardening take place ‘in the box’, with the focus on the function of the platform.
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how do you ensure security and slas for new platforms with limited time-‐to-‐market?
The advantage of an Integrated Platform is that it facilitates a unified approach. It is about integration and standardization, so it provides a solid technology backbone and support matrix to help you to focus on your business needs. Updates ensure stability as well as security of internal components that are tuned, aligned and configured for rapid deployment as well as ease of use. Given that the Integrated Platform is driven from a single concept and single vendor
approach, this vendor ensures the internal compatibility and supplies the releases and updates related to the platform. Certification and hardening take place ‘in the box’, with the focus on the function of the platform.
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What should I focus on: platform investment or operational costs?
Today’s business challenges are related to fast go-‐to-‐market based on a cost-‐effective approach in the long run. We believe that it’s more interesting to focus on supporting that business by using common platforms and enabling processes. This makes the build phase a lot faster, while reducing operational support. Moreover, new technologies or concepts can be introduced more quickly, allowing your team to focus on the business requirements as well as innovation.
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how do you deal with growth or shrinking scenarios and handle the TCo, including upfront investments (CaPeX)?
Most delivery models of today’s Integrated Platforms have a cloud-‐in-‐a-‐box principle. Current technology for Integrated Platforms is mostly limited to isolated environments, but provides you with the mechanism and internal readiness to quickly move to other resource or delivery platforms, including hybrid situations like full
cloud (SaaS) solutions. The ability to industrialize the IT lowers a project’s build and implementation costs in addition to controlling and reducing TCO from an operational perspective.
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how do you balance the legacy applications with evolving platforms?
It’s important that you talk with the business and work out how to prioritize the items on your internal technology roadmap. The ability to adapt your delivery process helps you to leverage from an industrialization perspective. Once you are able to transform at a faster pace, it’s easier to adapt and adopt new technologies and concepts. When it comes to support and upgrades, it’s worthwhile reducing customization while still making use of industry best practices. An Integrated Platform is
the ideal candidate to provide these best practices and helps you to adhere to the Pareto principle.
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how do you make sure that a platform is innovative yet slim and lean – to support and drive, not to make demands and limit?
We at Cegeka will help you, as our customer, to establish the correct business case. The goal is to support the business requirements in the best possible way. This is achieved by evaluating four components: performance,
availability, TCO and speed to market. Moreover, with our knowledge and experience in different industries, we can help to define the sweet spot from a technology, maturity and integration perspective.
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“Moving from conventional technology building blocks to dedicated pillars is achieved by implementing four drivers and principles.”
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