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Cloud computing
- 1. Mario Gaon
- 4. Converging enterprise and consumer computing Self-Service Sourcing Options Flexible charging “ Factory” IT Services Cloud computing is the provisioning of dynamically scalable, virtualized resources “as-a-Service” over the Internet (Public Cloud) or Intranet (Private Cloud). PUBLIC HYBRID PRIVATE
- 5. IBM
- 12. Service Catalogue Automatic Provisioning Automated Divisional Billing
- 14. Labour Leverage Infrastructure Leverage Virtualisation of Hardware Drives lower capital requirements 1 Utilisation of Infrastructure Virtualised environments only get benefits of scale if they are highly utilised 2 Self Service Clients who can “serve themselves” require less support and get services 3 Automation of Management Take repeatable tasks and automate services 4 Standardisation of Workloads Lower complexity = more automation possible = reduced IT labour costs 5
- 16. For more information, please visit: http://www.ibm.com/au/ibm/cloud
Notas do Editor
- Objective of presentation = Dispel hype surrounding Cloud and showcase how customers are using Cloud services today
- IT has dramatically expanded the way we do business, the internet has brought levels of connectivity and collaboration which where unheard of even 15 years ago Although there has been great strides forward there have also been problems which generally we have struggled to solve
- So what is Cloud, what is my two minute elevator pitch for cloud? Cloud Computing is the sum product of IT innovation to date It is a convergence of enterprise & consumer based IT technologies and techniques It is not a revolution but simply evolution
- What do we as consumers get with services generally? Take electricity and water, two core utility services to date, we turn the tap, flick the switch and a service is provided. Well why not with IT? Why can’t we click a button and gain access to a raft of new IT services? Cloud generally encompasses this, on demand, flexible access to IT services with granular billing models. So now let’s look at a set of customers, the success and potential pitfalls which they have experienced.
- One area IBM is seeing significant area of interest and growth is around dynamic infrastructure of “Infrastructure as a service” as it is known. Infrastructure as a service provides the consumer with ability to request computing resources for a certain period in time, removing the need for a specific infrastructure for specific projects. This concept works quite well in development and test environments where IT infrastructure may potentially be idle for significant periods of time. The ability to harness a common infrastructure stack for multiple project developments has been shown to significantly cut turn around times and increase utilisation Nedbank in South Africa is one organisation which has truly harnessed this type of offering. Their developers now have the ability through a rich web portal to request computing infrastructure and have it provisioned in minutes – a process that used to take weeks and billed for the time used directly to their project.
- Panasonic, a brand I would suspect everyone in this room is aware of. They are the largest Japanese electronics producer with global reach covering most developed markets worldwide. This global reach brought global sourcing problems with individual regions building their own systems including communication and collaboration platforms. These regional decisions fragmented their tools and restricted the level of collaboration available to them. If they wanted to share project information between regions this in some cases may not be possible. The strategy was also costly for the parent company as all regions had their own billing arrangements with local providers say web conferencing companies. So what did they do? Panasonic globally selected IBM’s Lotus Live suite for their collaboration and communication tools. One single offering, accessible from any country, a per user monthly charge, commonality of tools allowing for greater collaboration and idea exchange. Panasonic did this for 300,000 users and utilize the same common platform available for Australian customers.
- I would now like to move to a local Australian example however unfortunately I can not reveal the clients name except to state they are a financial services company services around 4,000 advisers across Australia and internally with 700 staff. As with Nedbank they too wanted a way to allow desktop users access to a standard desktop environment from anywhere in the world. They needed the environment to be secure, scalable and be able managed centrally. Finally they also wanted the ability to remove large, complex and costly desktop machines and laptops and instead harness cheap thin clients to act as the portal for the user their by extending refresh cycles for desktop devices. **They chose IBM’s Smart Business Desktiop … achieveing all of their required goals
- Reliable disaster recover approach By IBM protection Services backup Abilitty to ensure 48 hours disater recovey SLA with ….
- Needed highly effective, low cost security and privacy testing service. They were able to achieve this using IBM’s Rational Appscan Ondemand
- We have seen five very different … key message = cloud computing is not a product but instead addresses a broad range of disperate IT problems through the use of innovative delivery and consumption models. Run across 30 high density dynaimc infratructure platforms Note sevens years shows cloud is not an revolution but an evolution
- Key ticket items which drive cloud roi