Development houses have been looking to virtualization to meet Agile Methodology standards, but have run into serious complications. In addition, the promises of virtualization have yet to materialize. Cloud can deliver on those processes, if managed properly. Learn how the use of standards, including vCloud API and OVF, and multi-tenancy delegated control of virtual datacenters can dramatically increase development team agility.

1. Private Clouds for
Development Houses
Make Your Infrastructure Agile
June 21, 2010
Cloud Computing Expo
Hilton Prague, Czech Republic

2. Introduction
Revolutionary Cloud Management
Diego Parrilla
VP Product Management
diego.parrilla@abiquo.com
www.abiquo.com
twitter.com/abiquo

3. Agenda
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1. Introducing Abiquo
2. Software Development Issues
3. Agile Methodologies
4. Agile Obstacles in Classic Infrastructure
5. Value of Private Clouds for
Development Teams
6. Value of Private Clouds for IT Teams
7. Conclusions
8. Q&A

4. Revolutionary Cloud Management
About Abiquo

5. About Abiquo
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 Our Company
 Founded 2006 in Barcelona by Diego Mariño and Xavier
Fernández
 Our Team
 Pete Malcolm, CEO
 Trevor Chamberlain, VP Business Development
 Xavier Fernández, Founder and VP Engineering
 Helena Torras, VP Operations
 Diego Parrilla, VP Product Management
 Steve Soechtig, VP Global Sales
 Nick Wetton, VP Regional Sales

6. About Abiquo
Revolutionary Cloud Management
 Our Technology
 Abiquo product development commenced early 2008
 First open source pre-release April 2009
 Over 15,000 downloads
 Formal 1.0.0 release February 2010
 Our Mission
Become a leading vendor of groundbreaking virtualization
management solutions, liberating both IT organizations and
the users they serve, while increasing business agility,
efficiency, and reducing cost.

7. Revolutionary Cloud Management
Software Development
Issues

8. Software Development
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 Success of a project depends largely on client
expectations
 Expectations can be mistranslated or
misunderstood
 Projects that fail to meet client expectations are
considered failures

9. Development Failures
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70% of software projects
are unsuccessful
20% of which are cancelled
before completion

10. Client and Developer Perceptions
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People do not always describe things the same way.
Communication
issues cause
problems during
development.

11. Revolutionary Cloud Management
Agile Methodologies

12. Benefits of Agile Methodologies
Revolutionary Cloud Management
Client-Developer feedback is improved with Agile
Methodologies methodologies address these problems?
How Agile
The customer is King
 Highest priority is to satisfy the customer through early and
continuous delivery of valuable software
Welcoming changing requirements
 Even in late development, Agile processes harness
change for the customer's competitive advantage
Quality is fundamental part of the process
 Achieving it through collection of quality requirements
based on use cases with concrete acceptance criteria
 Demanding testing from the customer perspective as early
as possible, testing early and often as code becomes
available
Inspect and adapt
 At regular intervals, the process is reviewed to identify how
to make it more effective, tuning and adjusting
accordingly

13. Inspect & Adapt
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14. Revolutionary Cloud Management
Agile Obstacles in
Classic Infrastructure

15. Classic Infrastructures
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Classic Infrastructures are not Agile
 Unable to maintain feedback with
clients
 Inconsistent feedback
between teams

16. Agile Lifecycle:
Development Team responsibility
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Begin release N+1
Construction
Construction Release
Iterations
Construction
Iteration 0 Iterations (End of the Production
(Warming-up) Iterations
Construction Game)
Functional
Iterations
Functional Operate and
system that
Functional
Project start-up system that Deployment of Support the
contains thethat
system
Functional
contains the Release N Release N
changing needs
contains the
system that
changing needs In production
of changing needs
the clients
of of contains the
the clients
the clients
changing needs
of the clients
•Client involvement •Bugs and
•Budget •Client involvement enhancement
•Team construction •Collaborative •Client involvement identification
•Initial requirements development •Documentation
•Initial architecture •Test Driven Design closure
•Test Driven Development •Users training
•Evaluative •Operators training
documentation
16

17. Agile Lifecycle:
Development Team responsibility
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Begin release N+1
Construction
OVERLAP
Construction Release
Iterations
Construction
Iteration 0 Iterations (End of the Production
(Warming-up) Iterations
Construction Game)
Functional
Iterations
Functional Operate and
system that
Functional
Project start-up system that Deployment of Support the
contains thethat
system
Functional
contains the Release N Release N
changing needs
contains the
system that
changing needs In production
of changing needs
the clients
of of contains the
the clients
the clients
changing needs
of the clients
•Environment •System operation
configuration •Final Tests •System support
•Test Driven Development •Acceptance Tests
•Confirmation Tests •Pilot Tests
•Internal deployment •Users training
•Operators training
•Production
deployment
17

18. Workflows Mismatch
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IT and Development teams do not
share workflow patterns
 Different priorities
 Different methodologies
 Different size
 Different timing
 Different skills
 Different goals
18

19. Why the Mismatch?
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Agile Development Teams IT Departments
1. Iterations of 4 weeks (average) 1. Server Provision Cycle of 45
days
2. Daily builds (more than one)
2. Request for Changes must be
3. Tests Environments updated approved. Need more than a
daily (or even more frequently) week.
4. Client environments up to date 3. After approval, the request is
daily (if necessary) queued. Another week.
5. Time to deploy a new version 4. Changes can be incomplete,
below 2 hours inaccurate or invalid. Chances
6. Daily feedback of the of wrong request is high.
development process reported 5. Development Team ‘batches’
to team and clients several changes in a single
request (implement a queue of
pending requests).
Hours Days

20. Sources of Waste
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“Anything that does not create value for the customer is waste”
Taiichi Ohno, creator of the Toyota Production System
The Seven Wastes of Software Development
Partially Completed Work
Extra Processes
Extra Features
Task Switching
Waiting
Motion
Defects

21. Agile Value Stream Map
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Ideal Agile Agile Value Stream with IT waste
Ideal Value Stream Map Map
Iteration 1. Iteration N.
Submit Project Preliminary Design, Design, Acceptance Product
Request Approval Architecture Code, Test, Code, Test, Testing Deploy
Deploy Deploy
Value Added Time 1 day 1 hour 10 days 20 days 20 days 10 days 10 days
Wait Time
2 days 5 days 5 days 1 day 1 day 5 days
30 days 10 days 5 days 5 days
IT IT IT IT
Waste Waste Waste Waste
Server Provisioning Configuration Deployment #1 Deployment #2
& Initial Setup
With ‘IT waste’
Working Time = 71 working days
Wasted Time = 69 working days
Elapsed Time = 140 working days
Efficiency = 51%

22. Avoid IT Waste
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Without ‘IT waste’
Working Time = 71 working days
Wasted Time = 19 working days
Elapsed Time = 90 working days
Efficiency = 79%
Ideal Agile ValueValue Stream without IT waste
Ideal Agile Stream Map Map
Iteration 1. Iteration N.
Submit Project Preliminary Design, Design, Acceptance Product
Request Approval Architecture Code, Test, Code, Test, Testing Deploy
Deploy Deploy
Value Added Time 1 day 1 hour 10 days 20 days 20 days 10 days 10 days
Wait Time
2 days 5 days 5 days 1 day 1 day 5 days
Bypass the IT Department

23. Development Team DIY
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In order to avoid IT, some Development Teams try to set up
testing and acceptance environment in desktop computers,
which leads to other problems:
 Physical server computer sprawl
 Operating systems not patched
 Application versions out of sync
 Environment poorly managed
 Architecture does not match with
customer requirements
 Networking disasters
 No backups

24. Development Team DIY
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To avoid those problems, the DIY team tries virtualizing their
machines
 Does not fix the previous
problems
 Now have Virtual Machine
sprawl

25. Development Team DIY
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Bypassing the IT department causes more problems than it solves
 Leaves the Development Team vulnerable to:
 Viruses
 Attacks
 Trojans
 Developer-created IT issues

26. Keep IT Involved
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Bypass the IT Department
Involve the IT Department in your Agile
processes
 Private Clouds let developers manage
their daily processes and systems in a
secured and safe environment

27. Revolutionary Cloud Management
Value of Private Clouds for
Development Teams

28. Private Clouds
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 Resources are shared
across organizations
 Multi-tenancy
delegated control
gives development
teams the agility they
need while
maintaining IT security
 Each organization can
have its own cloud,
separate from other
organizations

29. Multi-Tenancy Delegated Control
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 Delegation of Virtual Datacenter control provides:
 Dramatic reduction in IT organization workload
 Eliminates IT bottleneck
 Enables agile projects
 Risk free operation
 Development team can manage Virtual Datacenters
composed of:
 Virtual Machines
 Storage
 Networks
 Virtual Images

30. Architecture Enforcement
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Architecture Enforcement: A mechanism to enforce Reference
Architecture.
 IT Teams can define the set of Virtual Images that development
teams can use
 Abiquo EE allows System Administrators to publish Virtual
Images that can be shared by all organizations managed by
the platform
 Abiquo EE users can only see and use the Virtual Images that
are‘certified’ by the IT Team

31. Architecture Enforcement
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 Benefits:
 Avoid Applications versioning issues
 Avoid applications and tools not certified by the IT Team
 Operating Systems patched and hardened by IT Team
 Promote consistency

32. Pay Per Use
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 Replicate the ‘pay-as-you-go’ model of the Public Cloud in the
organization
 Development teams pay for what they use, not for what they
reserve
 No upfront costs
 Better project accounting
 Accurate chargebacks and bills for resource consumption

33. Virtual DataCenters
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 Each development team becomes a Virtual Organization
 Every Organization can have as many ‘Virtual Datacenters’ as they
need
 A Virtual Datacenter abstracts Virtual
resources as Servers, Networks and Organization
Storage.
 A Virtual Application is a composite of: Virtual
 Virtualized servers running Datacenter(s)
Appliances
 Network resources (Virtualized Virtual
or not) Application(s)
 Virtualized Storage
 Set of virtual resources working Virtual (Virtual) Virtual
together to deliver an application Servers Network Storage

34. Video – Development Team View
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Embed Video

35. Revolutionary Cloud Management
Value of Private Clouds for
IT Teams

36. Benefits of Private Cloud
Revolutionary Cloud Management
Optimize Resources
 Physical infrastructure feeds the Resource Cloud
 CPU cores
 Memory
 Storage
 Public IP addresses
 IT Team control and manage provision of resources

37. Optimize Resources
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 Centralized infrastructure procurement
 Higher resource efficiency
 Up to four times greater efficiency
 Assets reprovisioned more frequently
 Better License Management

38. Fully Automated Provisioning
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 Reduce process overhead through on-demand
provisioning.
 Repetitive tasks and trivial process fully delegated
to development teams.
 IT Team can focus on critical and important tasks.
 Improved ratio of managed
servers per administrator.

39. Control Resources at
Organizational Level
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 Virtual Organizations can set maximum limits on:
 Virtual CPUs
 Memory
 Available Storage
 Monitor resource utilization in real-time.
 IT can forecast needs in the future based on limits and resource
utilization monitoring.
 The Platform can be configured to allow ‘oversubscription’ of
resources.

40. Virtual Images Repository
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 IT Teams can define the set of Virtual Images that development
teams can use.
 Import existing running virtualized applications in real-time.
 IT Teams can publish in an internal repository of available
images.
 Virtual Images can be patched and hardened before delivery.
 Migration (Virtual to Virtual) of applications from any hypervisor
to another.

41. Video – IT Team View
Revolutionary Cloud Management
Embed Video

42. Revolutionary Cloud Management
Conclusions

43. Conclusions
Revolutionary Cloud Management
Abiquo for Abiquo for
Problem
Dev Teams IT Teams
Process overhead From days to hours Repetitive tasks fully
delegated to devs
Lack of Efficiency Pay-as-you-go Improve utilization > x4
Server sprawl Cataloged atVirtual Cataloged at Physical
Datacenter level Infrastructure and Virtual
Datacenter level
Tons of manual and Self-Service Portal with Fully automated
repetitive tasks drag and drop UI delegated provisioning
Lack of usage metrics Instant view of Hard and soft limits at
resources used and limits Virtual Organization level
Lack of Applications/OS Certified Virtual Images Custom build certified
Library ready to use and hardened virtual
images

44. Revolutionary Cloud Management
Q&A?