© 2014 IBM Corporation

The IBM Hybrid PAAS Cloud :

The reality of a finance customer.

Mark Willemse, ING Netherlands

London, September 11th 2014

2

The PureApplication System Storyline at ING

1. Articulating the need and creating the momentum to assess

2. Decision to deploy PureApplication System

3. Stakeholder workshop to agree on the details

4. Real life journey to implementation

5. Lessons learned, use them !

2

The Need and the Decision

Do not put content

on the brand

The 6 strategic pillars of OIB

4

Worldwide trends in IT:

Mobile – Social – Cloud – Big Data

Do not place content in the

Our IT operating model enables us to steer, simplify and improve responsiveness

Target Operating Model (TOM)

Coordinated Shared

Isolated Replicated

High standardization

Hig

h inte

gra

tion

“We run it as one”“We run different solutions

by defined output”

“We all do things on our

own”

“We run it by many and in the

same way”

Do not place content in the

IT

Landscape

2008

IT

Landscape

2011

IT

Landscape

2015

IT

Landscape

2018

Shared Replicated Isolated

% of applications to be decommissioned

-15%

-25%

-13%

75%

75%55% 20%

10%10%

20%40%

15% 15% 25% 40%

• Target Operating Model for IT systems created

to standardise and rationalise our applications

landscape

• 220 projects identified to achieve intermediate

targets by 2015, and initiate a long-term

journey towards sharing and replicating IT

solutions across the bank

• Systems to be retired at end of normal ‘life

cycle’ to avoid unnecessary replacement costs

• Today 450 applications were

decommissioned. ING Bank now has

approximately 3,000 applications worldwide.

Another 450 in 2015 and 750 by 2018 to be

decommissioned

• Moving towards a Shared Service Model for

the IT infrastructure across the bank, including

consolidating more than 20 existing data

centres into 2 strategic data centres serving all

of Europe

Evolution of IT applications towards a shared

and replicated Target Operating Model

Rationalising our IT landscape contributes to efficiencies

7

Domains of improvement & transformation

PEOPLE

PROCESSTECHNOLOGY

TRANSFORMATION

• Zero touch deployment

• Continuous delivery

• Transparant/effective

• Eliminating waste

• New DNA of workforce

• Style, skills, competences

• Engineers

• Transitional leaders

• Technology enforcer of

change

• Continuous delivery

• Cloud enabled

• Low costs/effective

CONTAINERS, CARRIERS and ENABLERS

• Cloud group designs

• TOM

• SERVICE MODEL

• END USER COMMUNITIES

• BUSINESS VALUE CHAINS

8

Questions & considerations for potential buyers of PURE

application system (1)

Who do I need to get senior managers on-board to gain some support to use PureApplication System?

If I go down this route it will disrupt IT. What will my new IT Operations team look like once I’ve implemented PureApplication System and how do I manage the transition?

Testing sounds like a good place to start but how do I get it to the next stage, Production?

When will I start to see a ROI?

We are an existing IBM middleware user. How will PureApplication System reduce my license costs over the next three years?

We already have a large investment in IBM technology and feel PureApplication System puts us in a worse place where we’re even more dependent on IBM. What flexibility do I have if PureApplication System becomes took expensive?

8

9

Questions & considerations for potential buyers of PURE

application system (2)

How do I prepare my organisation for such implementation of Pure Application System ?

Which key success criteria for implementation can I anticipate on for during the assessment and pre- sales process together with IBM and partners ?

How does a future operating model look like to run the PureApplication System in my organization ?

How do I determine and in what way the configuration, purpose and appliance of such system technology in my organisation ?

What would be the right change and operating governance model for implementation and how to define the transition between phases ?

Which domains and departments will be affected and what kind of ‘internal cultural drivers’ can I expect ? How to approach them ??

How do I determine operational maturity and readiness for implementation ?

9

10

Pattern Creation

Pattern Deploy

Application Deploy

Application Monitoring

SLA Management

Audit

Security

Backup / Recovery

Infrastructure Monitoring

Networking

Storage

System(s)

1111

Separate PureApplication System setup from

Workload Setup

Platform Setup (1 time preparation)• Network Design (Management, storage,

backup, workloads)

• Cloud setup (groups, environments, IP, …)

• Environments and segregation levels

• Integration into the data center

• Prepare templates to be applied for the

workload integration

• Catalog Management

• Workload setup (every workload)• Role management

• Pattern personalization

– Scripts / plug-ins

– Fixes

• Environment preparation

– IEM

– Security

– …

• Workload deployment

• Workload management and operation

Stakeholder Workshop

© 2014 IBM Corporation13

Implementation roadmap, using best practices and proven concepts the

workshops deliver 6 tangible building blocks

Installation and set-up of PureApplication System in the client data center

• Networking, Interfacing. LDAP

• Monitoring, Security, Monitoring

• Checkponts and operational readiness controls in the existing Infra / Eco system of customer

Determining and developing workloads to run on PureApplication System

• CLOUD group configuration

• Design is driving implementation and TCO/ROI

• Cloud group design drives ownership, roles / responsibilities and people

Deployments and life cycle management of workloads

• Running what for who ?

• Which end-users ? How many ? Volumes/data ?

• Patterns ! Which ones ?

Managing the PureApplication System: management and monitoring of PureApplication System

13

© 2014 IBM Corporation14

Determine and describe Organizational aspects of implementation of PURE to successfully ‘adopt andaccellerate’ ROI drivers

• Advising, guidance in setting up DEV/OPS organizational structure

• Advising and constructing roles/responsibilities

• Guidance on ‘change & transformation’ cultural drivers

• Breaking trough behaviour patterns of people / customers of IBM

IBM Deployment & Consultancy Services team

• Strenghtening partnerships internally across IBM worldwide

• Excellent customer services to existing customers and fueling/advising formarketing, Pre-Sales and Sales of IBM

• Driving the footprint and strenghtening partnerships with customers accordingto IBM values

• Building and constructing training, knowledge, expertise and skills

14

Implementation roadmap, using best practices and proven concepts

© 2013 IBM CorporationIBM Confidential15

Cloud Group UAT

Cloud Group Production

Cloud Group Shared (TEST/DEV)

Node D – Chassis 2

Node F – Chassis 1

A

F

C

B

E

D

Node B – Chassis 3

IP Group 3

IP Group 2

VLAN 3

Node E – Chassis 1

VLAN 2

Node C – Chassis 2

Node A – Chassis 3 IP Group 1

Env. profile: COGNOS_PRD

Env. profile: UNICA_PRD

Env. profile: DATASTAGE_PRD

Env. profile: COGNOS_UAT

Env. profile: UNICA_UAT

Env. profile: DATASTAGE_UAT

Env. profile: TST_Shared

Env. profile: DEV_Shared

3

2

1

VLAN 1

VLAN BU 1 IP Group 10

Workshop Output: Cloud Design

Journey to Implementation

17

Sufficient resources for required

skillsets & FTEs confirmed

Staff Training

Project Closure

Implementation requires

decommissioning activities

Decommissioning activities

scheduled and finished

Post Implementation Activity Plan

prepared

Post Implementation Activity Plan

approved

Security Administration

Solution Security Profile

Service Management/Service

Organization

Service Level Agreement

Service Delivery

External Contracts

Operational Costs

Configuration Management

CI Administration

Change Management

Operational Documentation

Operational Resources

Skillset & FTE requirement for

needed services specified

Determine operational readiness for IPAS implementation

17

1818

The lifetime of systems change, and as a result

the types and frequency of administrative

actions you perform will change

• For example: WebSphere system administrators

will have the option on working on more, smaller

cells with shorter lifetimes instead of larger cells

for a longer time

• Changes to application can now be localized

You'll need people who are good at abstraction to

create standard images and patterns, and

develop standard script packages and plugins

• Would need people to create and maintain

patterns with the latest release, OS patches,

images

Implementation requires new skill sets

1919

Integration with Service Management requires planning and forethought• While you still have a NOC team and integration with existing monitoring solutions, the processes for handling issues will

change

• Different ways of handling problems; new mechanisms for changing configurations

• The definition of “steady state” changes as things become dynamic

Changes in Business Continuity (Backup/Restore, HA, DR) approaches cause change• Different techniques and technologies for handling these problems

• Require different skill sets and different procedures

Integration of the system how, what, … ?

Do we need to do the same things as before?

What about procedures?

20

Deep versus broad?

Can we embrace integrated solutions?

You're going to need more generalists and fewer specialists• IBM PureApplication System combines all parts of large virtualized system in one simple to use package that can be

handled mostly with generalists

• Need specialists to debug and solve problems – improved efficiency with single integrated console

Your organization will become less compartmentalized and more integrated• Complexity inherent in building large IT environments has encouraged the specialization in IT organizations

• With IBM PureApplication System and its pre-integrated and optimized patterns of expertise, fewer things can go

wrong – you will need smaller teams working more closely together on things like problem resolution

General principles: Change and impact

21

System

AdminSystem

Security

Audit

Integration

Builders

First Line

support

PaaS

Deployer

Workload

Deployer

DevOps

Solutions

Develop. Testers

Business

Users

Workload

Support

3th Line

Support

2nd Line

Support

Catalog

Mgnt

Platform

Governance

Pattern

Builders

Workload

Integrators

Platform roles

Use of the IBM Cognos Pattern

within ING

Do not place content in the

Reporting usage within ING-NL

• Information needs:

• Management information

• Operational information

• KPI’s

• Marketing insights

• Customer feedback

• Fraud

• And much more…

23

• Value chains:

• Branches

• Call

• Internet

• Marketing

• Fraud&Risk

• Mortgages

• Facility management

• Finance

• payments

Lessons Learned – Use

Them!

25

Lessons Learned during the Journey

Begin by understanding the needs that PureApplication System

is intended to address

• Ask many questions!

The stakeholder workshop was key to gaining consensus and a

shared direction

• Make sure that all the stakeholders are present in order to make

decisions that will stand

• That means that all stakeholders from day one will have to

complete the journey !!

• The participants are transitional leaders who are transforming

their current IT role to desired PURE application system role

Put a mechanism in place to manage the PureApplication

System

• For ING, Dev/Ops provided that mechanism

25