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Semelhante a The Changing Role of IT: From Service Managers to Advisors
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The Changing Role of IT: From Service Managers to Advisors
- 1. The Changing Role of IT: From Service Managers to Advisors Foxborough VTUG January 2019 Jesse Stockall, CTO jstockall@embotics.com
- 2. Thanks for the Cold Welcome 2 Ready for whatever Boston throws at me • CTO of Embotics, at the company since its inception 12 years ago • Previously at Symbium working on embedded autonomic computing and CRYPTOCard building multi-factor authentication tokens • Cut my teeth supporting AS-400s and VMS systems for the government and Digital/Compaq/HP • Member of the Canadian Ski Patrol • Avid runner, hiker and camper
- 3. Agenda 3 The changing role of IT • Environmental factors • Skillsets and tools requirements • Automation and governance functions
- 6. Changes in the IT Landscape 6
- 7. Hybrid IT is The New Normal 7 All modern organizations will have some combination of: • Public Cloud / Multi-Cloud • On-Premises Virtualization • SaaS • Colocation • Edge Computing • Industrial IoT • BYOD
- 8. Technology evolution • Cloud • Containers • Edge / IoT • Serverless • BYOD
- 9. Cloud Operating/Consumption Model #1: Brokered 9
- 11. Cloud Operating/Consumption Model #2: Direct 11
- 12. Cost Savings is the Top Reason Organizations Want to Use Public Cloud 12 This should be your primary driver
- 13. Public Cloud “Should” be Cheaper 13 Why it sometimes is not • Incorrect choice of applications migrated • Shadow public cloud IT • Poor forecasting • Not taking advantage of cost optimizations • No centralized governance • No business unit showback/chargeback, therefore no visibility/incentive (”shameback”)
- 14. Public Cloud Begets Expensive Sprawl 14 The legacy problems of VM management have now moved to the public cloud… and now this costs REAL money • Public cloud accounts managed outside IT • Limited or no controls on instance sizing • No lifecycle management • Dev/test workloads powered on indefinitely • Tagging is not enforced or is inconsistent And container sprawl is now following
- 15. Cloud Spend Decisions are Now Shared Decisions 15 Demand is controlled by business units • How much or little IT to consume based on business needs • Cloud features and functions that provide necessary business capabilities • Service levels (availability and response time) that meets business requirements Supply is (or should be) controlled by IT • Which technologies and service providers providers to use • The split of private/public cloud resource usage • Managing all supply side decisions to achieve economies of scale savings
- 16. Concerned About Staying Relevant? 16
- 18. New IT Responsibilities 18 IT teams primary duties IT teams primary goals Accelerate time to value Protect the enterprise Add value OPERATE LIKE A SERVICE PROVIDER… BUT WITH LESS DECISION MAKING POWER
- 19. DevOps is a transformational shift 19 Why they will fail • The greatest constraint to scaling will eventually always be the ability to learn and adapt • Inability to change the culture • Leadership doesn’t change how they approach scaling • Failure to automate Being the 20% that succeed • Organizational learning becomes a core competency • Agility is embraced • Decision making is moved to where the information is • Automation breaks constraints and reinforces learning *Source: Gartner Through 2023, at least 80% of DevOps initiatives will not sufficiently scale to meet customer requirements most likely due to nontechnical reasons*.
- 20. What worries you the most about scaling DevOps? 20
- 21. DevOps Teams Need “Versatilists” 21 Specialist • Deep skills • Narrow scope • Peer-recognized • Unknown outside domain Generalist • Broad scope • Shallow skills • Quick response • Others lack confidence Versatilist • Deep skills • Wide scope of roles • Broad experience • Recognized in other domains
- 22. Engage With Your Dev Teams 22 IT must build rapport with Dev by participating in Dev practices • Embed IT member in Dev stand-ups • Ensure IT Ops requirements from Dev are delivered as part of the sprint process • Eliminate us vs them mentality
- 23. It’s About the Applications AND the Infrastructure 23 Infrastructure is a means to an end, not the end itself • Customers don’t care where code runs or what language it was built-in • Customers don’t care if you run on VMs or containers or use the latest serverless capabilities • Customers care if they can place their order and get value from your applications • There is no value to 99.999% infrastructure uptime if you can’t place an order Applications and Infrastructure advances are tied together in a cycle • Neither are built in a vacuum • New applications bring about innovations in technology platforms • New platforms enable innovative applications • Yesterday’s bleeding edge is tomorrow’s relic
- 24. New roles and responsibilities • DevOps • PlatformOps • SecOps • SRE Technology evolution • Cloud • Containers • Edge • Serverless • TBD
- 25. 25
- 27. Automation - Reality 27 You’ll be more successful with an incremental approach • Start with low impact and low risk environments • Consider manual or semi-automated process to start, and automate simple steps first, complex steps second • Once you have a repeatable, proven, and validated process, then automate further. • Be prepared to adapt your plans. Scripts Network Automation Infrastructure Provisioning Application Installation Continuous Deployment Middleware Automation
- 28. Automation Requires Buy-in 28 Top-down mandate • Without it, bottlenecks may be difficult to overcome Key stakeholders • Must understand why: • How is this helping the business? • How is this helping me? • Must understand the plan: • What is being automated? • In what order? • In what timeframe?
- 29. Guardrails, not roadblocks 29 Help your users be secure, compliant and cost effective • Advise them on selecting a SaaS provider • Build security in to the DevOps process • Provide Backup and DR on-prem and in public clouds This NOT This
- 30. Cloud Cost Governance 30 Create comprehensive cost models to ensure you are properly comparing private and public cloud • Infrastructure costs • Software licenses • IT support • IT services: Monitoring, Backup, DR, patching Understand ALL your cloud consumption • Consolidate billing across your cloud strategy • Be a trusted advisor for contract negotiations • Look for economies of scale • Rightsize workloads and adopt standard patterns
- 31. New roles and responsibilities • DevOps • PlatformOps • SecOps • SRE Technology evolution • Cloud • Containers • Edge • Serverless • TBD Process change • Agile • DevOps • CI/CD • Automation • Compliance • Governance
- 32. About Embotics 32 Private Equity Backed Software Company • Founded in 2006 • Offices in Ottawa, Boston, Raleigh, Toronto, Charlotte, Denver • Experts in cloud, virtualization, systems management, orchestration, DevOps • Hybrid Cloud Management Platform (CMP) • Multi-Function & Cross-Platform • Used by both Enterprises & Service Providers Product – Embotics vCommander software Background MUTLI-CLOUD MANAGERS
- 33. vCommander is the Choice of Industry Leaders 33
- 34. Gartner: Cloud Management Wheel 34 Gartner’s defined categories for Cloud Management Platforms
- 36. Cloud Operating/Consumption Flexibility We provide significant value for both Direct & Brokered Access 36
- 37. The Bi-Modal Challenge – Control vs. Speed 37 Mode 1 (Traditional, IT-Centric) Mode 2 (Agile, Fail Fast) Strong governance & controls Speed Speed, Under Control
- 38. For More Information 38 Embotics vCommander • www.embotics.com • Book a demo: https://www.embotics.com/contact-us • Download trial: https://www.embotics.com/vcommander-trial-wp Jesse Stockall CTO • Twitter @JesseStockall • LinkedIn https://www.linkedin.com/in/jessestockall/
- 39. About Embotics Embotics is the cloud automation company for IT organizations and service providers that need to improve provisioning or enable self-service capabilities. With a relentless focus on delivering a premier user experience and unmatched customer support, Embotics is the fastest and easiest way to automate provisioning across private/public/hybrid cloud infrastructures. Its flagship product, Embotics vCommander, is used by organizations including Nordstrom, NASA, GE Healthcare and Informatica. © 2017, Embotics Corporation, all rights reserved. Information described herein is furnished for informational use only, is subject to change without notice, and should not be taken as a guarantee, commitment, condition or offer by Embotics. Embotics, the Embotics logo, and all other Embotics product names and logos are trademarks or registered trademarks of Embotics and/or its subsidiaries in the United States and other countries. All other product or company names are property of their respective owners. For more information: www.embotics.com info@embotics.com +1 877 599 0494
Notas do Editor
- Slide 2 And the obligatory dog picture because she was so very helpful when I was preparing this presentation
- Slide 3
- Slide 4 You’ll see this diagram through my presentation We’ll be filling in more details as we go The important thing to remember is that all 3 of these elements are key to a successful future Without the right people and process, technology will languish on the shelf Without effective and supporting processes, your best and brightest will be ineffective and grow frustrated And it goes without saying that without technology, all of us would be out of a job
- Slide 5 As you can see here, we have some clouds rolling in, That’s what is called foreshadowing
- Slide 6 In the not so distant past everything lived in the datacenter and was managed by IT Blackberry came along, but the phones were still managed centrally by IT and BES ran inside the firewall VMware / Virtualization was a disruptive technology, but again it ran inside the corporate firewall Early remote workers caused some challenges, though they were usually running equipment provided by the business Apple and their iPhones and iPads were different as they were caused by the CEO wanting to use the shiny new device they received for xmas. BYOD was born AWS allowed some of our VMs to run outside the datacenter, but usually only dev/test workloads at first Salesforce.com was another early catalyst for this wave of change, as now we have customer data running outside the datacenter Once you add in Azure and Office365 to the mix it became very clear that traditional IT needed to adapt to this new reality Add in some outsourcing partner, more remote workers, Google Cloud and some edge devices and the IT landscape looks nothing like it did a decade ago.
- Slide 7 Quote I heard recently: “The data center is no longer the center of data”.
- Slide 8 All of the technologies I have listed have come to the forefront in the past 5 years or so There is no doubt that the next 5 years will have a new set of technologies to master The pace of technology adoption is accelerating and is showing no signs of slowing down
- Slide 9 This is often seen as the ideal, all consumption funnels through IT Unfortunately this can be an impediment to innovation, which is the main cause of…. (next slide)
- Slide 10 IT not delivering as fast as Dev wants, poor corporate oversight, M&A, etc. We can split shadow in IT in 2 categories Rogue IT which needs to be shut down as it can expose the business to external threats Business Led IT which is here to stay
- Slide 11 Direct access to the cloud should not be seen as Rogue IT, but rather as business led IT Valid reasons such as DevOps pipelines do not need to have IT acting as a broker IT still has a role to play, as I’ll explain in the upcoming slides
- Slide 12 If cost is your primary reason, you’ll likely be in for surprise Opinion: Agility is the real reason you should be using public cloud Agility is why shadow exists and the developers went straight to cloud
- Slide 13 Cloud is compelling event for business unit chargeback
- Slide 14 You lived through VM sprawl when everyone thought VMs were free and it was easier to add another spindle of storage than be the guy who deleted that unclaimed VM that really was needed for year-end processing Patterns repeat themselves (VMs, Public Cloud, Containers, serverless, etc) You need tools and process to keep these patterns from repeating
- Slide 15 Last bullet is key – greater savings when costs are consolidated and contracts are negotiated as one
- Slide 16 Concerned about staying relevant if this new world? Lets talk about the skills and tools you should be learning (next slide)
- Slide 17 Many of the skills you already have can be sharpened to be effective The need for experienced security teams to protect the business has not disappeared, but it’s not acceptable revoke changes in a change review meeting. You need to be part of the process The need to monitor workloads handle spikes exists, but you have new tools such as automatic horizontal scaling policies to help you This is an opportunity for you to shape the future, not a reason to be left behind
- Slide 18 Old IT role “I build and run things.” New IT role “I provide, enhance, and manage services” Service management MUST account for varied personas (Dev, Finance, Sales, etc.). Don’t make this about control. You do not want to be in front of the CEO trying to defend a position where the CMO can’t reach customers or the VP Engineering can’t innovate
- Slide 19 As you can see, most of the factors here involve people and process, (next slide)
- Slide 20 By a huge margin, people factors are the biggest concern and likely cause of failures So left talk about them… (next slide)
- Slide 21 Key – Broad experience – You’ve lived through client/server, made it through the dot-com bubble and now you’re a pro at virtualization, That broad range of experience is exactly what a DevOps team needs
- Slide 22 Last bullet is key, you’re all in this together
- Slide 23
- Slide 24 We’ve now introduced some of the new skills that will allow you to make the most of the the advances in technology So lets move on to the last element, Process (next slide)
- Slide 25 Automation lets you build in repeatability, security and compliance in to your processes And governance gives you the ability to track and report on what those automates processes are doing The combination of these two is what will allow innovate and adapt while being cost effective and protecting the enterprise
- Slide 26
- Slide 27 Crawl, walk, run (referring to image) Build in trust to the process, don’t try to turn on full end to end zero-tough automation on day one Create scripts for repeatable processes, but run them manually Then bring those scripts in to an automated workflow, but include manual approval gates. Have the automation generate a report of what it will do before it does it, so you can understand and approve it
- Slide 28 Do not position automation as something that will replace people or take away their responsibility Automation does not replace skills and experience, rather it encapsulates or codifies them, ensuring they are always applied in a consistent and uniform manner Frees up time to be proactive, not reactive If you can make people feel that automation is helping them, they will be far more likely to be an active participant
- Slide 29 If you try and prevent something, people will work around it. Shadow IT was born because of this mentality
- Slide 30
- Slide 31 We at Embotics have seen all manner of IT transformation, some successful, many not. Today I’ve described some of the best practices, so that you and your teams can remain relevant and deliver effective services to the business. Now for a 5 minute commercial and how Embotics helps you to transition to this new environment, then I’m happy to take your questions.
- Embotics vCommander covers all the categories in the Gartner wheel by combing built-in capabilities and integrations with best of breed tools
- Embotics vCommander adds value no matter how cloud is consumed It can help you get to a brokered model without being an impediment to your existing processes