• No results found

IT Infrastructure Development and Its Future

N/A
N/A
Protected

Academic year: 2021

Share "IT Infrastructure Development and Its Future"

Copied!
10
0
0

Loading.... (view fulltext now)

Full text

(1)

White    

Paper

 

 

 

 

 

Transforming  the  Enterprise  with  a  

Dynamic  IT  Infrastructure    

   

By  Mark  Bowker,  Senior  Analyst  

 

 

January  2015  

 

 

                           

This  ESG  White  Paper  was  commissioned  by  HP      

and  is  distributed  under  license  from  ESG.  

(2)

Contents  

Introduction  ...  3  

A  Major  Challenge  for  Businesses  Today  ...  3  

Evolving  IT  Service  Delivery  Must  Match  Business  Requirements  ...  4  

The  Current  Environment  ...  5  

Operational  Overhead  ...  5  

The  New  Environment  ...  6  

Looking  to  the  Future  ...  7  

Data  Center  of  the  Future  ...  7  

Convergence  of  Infrastructure,  Management,  and  Operations  ...  8  

The  Bigger  Truth  ...  9  

                                                                                   

All trademark names are property of their respective companies. Information contained in this publication has been obtained by sources The Enterprise Strategy Group (ESG) considers to be reliable but is not warranted by ESG. This publication may contain opinions of ESG, which are subject to change from time to time. This publication is copyrighted by The Enterprise Strategy Group, Inc. Any reproduction or redistribution of this publication, in whole or in part, whether in hard-copy format, electronically, or otherwise to persons not authorized to receive it, without the express consent of The Enterprise Strategy Group, Inc., is in violation of U.S. copyright law and will be subject to an action for civil damages and, if applicable, criminal prosecution. Should you have any questions, please contact ESG Client Relations at 508.482.0188.

(3)

Introduction  

Imagine  an  environment  where  business  decisions  drive  application  choices  and  policy,  with  no  regard  for  

infrastructure,  where  best  practices  are  implemented  based  solely  on  business  requirements—and  a  “guaranteed   service  level”  means  just  that.  The  IT  of  the  future  will  be  an  elaborate  business  operation  unencumbered  by  past   technology  decisions,  one  capable  of  providing  exact  service  levels  to  multiple  constituencies  while  continually   optimizing  costs.  In  this  environment,  IT  will  evolve  into  an  even  more  valuable  “weapon”  for  the  business,  with  the   ability  to  react  quickly  and  cost-­‐effectively,  to  deliver  a  seamless  user  experience  and  become  a  true  digital  

enterprise  that  leverages  digital  technology  as  a  competitive  advantage  in  its  internal  and  external  operations.  

A  Major  Challenge  for  Businesses  Today    

IT  is  central  to  the  success  of  any  business,  and  the  IT  organization  has  become  a  core  part  of  enterprise  operations   today.  But  technology  hasn’t  kept  pace  with  the  continually  increasing  demands  of  the  enterprise.  Specifically,  the   major  challenge  confronting  IT  operations  is  the  lag  between  the  time  a  business  sees  an  opportunity—when  it   wants  to  implement  new  services,  either  internal  or  external—and  then  having  IT  actually  provide  increased  levels   of  performance  in  order  to  deliver  those  services  quickly  and  efficiently,  while  maintaining  existing  staffing  levels.   Today,  IT  organizations  are  spending  the  majority  of  their  time  and  resources  on  maintaining  existing  investments,   putting  out  fires,  and  ensuring  compliance  and  security.  This  leaves  little  time  to  undertake  new  technology   projects,  much  less  plan  for  the  future.  So,  when  a  business  “window  of  opportunity”  opens,  IT  might  not  be   adequately  prepared  to  support  the  new  workloads,  or  deliver  the  services  necessary  for  the  business  to  take   advantage  of  the  opportunity  in  a  timely  manner.  The  outcome  is  a  shrinking  window  of  opportunity,  leaving  the   business  with  a  much  narrower  timeframe  to  take  advantage  of  the  opportunity,  and  the  possible  loss  of  

competitive  advantage.  

Keeping  pace  with  the  business  using  legacy  infrastructure  and  limited  resources  is  a  constant  challenge  for  IT.  ESG   asked  IT  decision  makers  to  consider  their  2014  IT  budgets  and  assign  a  percentage  breakdown  of  spending  that   would  apply  to  maintaining  existing  infrastructure  as  opposed  to  spending  on  net-­‐new  technology  projects  that   advance  the  business.  The  results  for  2014  were  consistent  with  those  of  previous  years,  as  respondents  indicated   that—on  average—nearly  two-­‐thirds  (62%)  of  the  typical  2014  IT  budget  would  be  earmarked  for  the  upkeep  of   existing  infrastructure  (see  Figure  1).  1    

Based  on  this  ESG  data,  the  majority  of  organizations  still  haven’t  found  a  sustainable,  cost-­‐effective  solution  for   maintaining  the  status  quo  as  well  as  taking  full  advantage  of  new  opportunities.  

                     

(4)

Figure  1.  IT  Budgets  Still  More  Heavily  Weighted  Toward  Maintaining  Existing  Infrastructure    

 

Source:  Enterprise  Strategy  Group,  2015.  

 

Evolving  IT  Service  Delivery  Must  Match  Business  Requirements  

Enterprises  have  continually  tried  to  accelerate  IT  service  delivery.  Historically,  they’ve  tried  to  solve  this  by  adding   additional  management  layers  to  the  infrastructure,  delivering  new  services  for  cloud,  big  data,  security,  BYOD,   mobility,  etc.,  via  infrastructure  provisioning,  virtualization,  and  application  control.  But  as  you  add  more  layers,   you  also  add  more  complexity,  more  overhead,  and  more  investment—and  you’re  not  necessarily  solving  the   problem.    

IT  operations  universally  face  external  challenges  that  create  revolving  IT  bottlenecks  and  challenges,  which  include:    

A  continuously  changing  business  environment.  Today’s  business  environment  is  more  challenging  than  

ever.  Market  conditions  are  subject  to  rapid  change,  and  compliance  and  regulation  issues  continue  to   place  new  demands  on  IT.  Within  the  data  center,  new  composite  applications  capture  data  from  a  variety   of  devices  and  are  driving  new  IT  service  delivery  initiatives,  which  require  unprecedented  levels  of   information  access  and  sharing.  The  rise  of  the  Internet  of  things  is  driving  big  data,  business  intelligence,   and  data  analytics  to  new  performance  levels  while  requiring  IT  to  deliver  on  these  requests  in  a  timely   manner.  

A  static  IT  infrastructure  that  impedes  service  performance  and  delivery.  By  its  nature,  a  static  IT  

infrastructure  is  unable  to  react  to  rapid  fluctuations  and  changes  in  the  business.  It  is  process  oriented,   and  interdependent  on  numerous  “moving”  parts.  This  complexity  translates  into  slowed  performance  and   delivery,  negatively  impacting  prospective  opportunities—and  an  organization’s  bottom  line.  IT  

organizations  are  looking  at  new  infrastructure  architectures,  simplified  management  tools  that  deliver   operational  excellence  and,  in  some  cases,  looking  to  get  out  of  the  hardware  maintenance  business   altogether.   Maintaining  exisfng   infrastructure,  62%   New  technology   projects  /  purchases,   38%  

Approximately  what  percent  of  your  organizaIon’s  2014  IT  budget  will  be  spent  on  new   technology  projects  and  purchases,  as  opposed  to  the  percent  spent  on  maintaining  

(5)

The  Current  Environment  

While  companies  are  setting  their  goals  and  expectations  higher,  they’re  also  spending  less.  The  IT  organization  is   no  stranger  to  this  situation,  locked  in  a  continuous  cycle  of  maintaining  the  status  quo  and  putting  out  fires,  which   leaves  few  resources  available  to  focus  on  new  opportunities.  Some  all-­‐too-­‐familiar  characteristics  of  today’s  data   center  include  the  following:  

Highly  inflexible  legacy  infrastructure.  Data  center  architecture  and  operations  are  constrained  by  a  legacy  

infrastructure  that  is  highly  inflexible  due  to  the  one-­‐to-­‐one  relationship  that  exists  between  specific   applications  and  the  infrastructure  upon  which  they  reside.  This  type  of  environment  is  generally  quite   inefficient  and  requires  increasing  levels  of  capital  and  operational  budget  in  order  to  scale.  Typically,   business  units  are  held  captive  for  long  periods  of  time  waiting  for  the  necessary  infrastructure  to  be   provisioned  before  they  can  reach  a  higher  level  of  productivity.    

Difficulty  maintaining  high  levels  of  availability  and  disaster  recovery.  With  this  type  of  architecture,  it  is  

difficult  to  maintain  high  (or  even  adequate)  levels  of  availability  and  disaster  recovery,  which  is  due  to  data   growth  that  continues  to  tax  existing  capabilities.  Further  interdependencies  and  complexities  are  

introduced  as  new  technology,  infrastructure,  and  business  applications  are  added.  By  propagating   strategies  developed  in  a  very  different  past,  we  have  boxed  ourselves  into  a  problematic  future.  

Operational  Overhead  

As  legacy  infrastructures  expand  to  accommodate  growth,  they  inherently  become  more  complex.  This  is  

compounded  by  the  fact  that  many  of  these  application  infrastructures  leverage  different  technologies  and  require   specific  skill  sets.  As  previously  mentioned,  it  is  challenging  to  create  a  high  level  of  expertise  within  the  IT  

organization  when  IT  staff  is  spending  a  majority  of  its  time  maintaining  the  status  quo  and  putting  out  fires,  while   trying  to  handle  requests  for  new  services.    

Diminished  efficiency  and  lost  opportunities.  IT  deals  with  tactical,  time-­‐consuming,  repetitive,  and  manual  tasks   (e.g.,  provisioning  and  backup,  and  updating  firmware  and  drivers  because  of  interdependency  issues),  which   dramatically  reduce  staff  efficiency.  Each  year,  IT’s  efficiency  is  further  diminished  because  it  must  support  more   equipment  to  handle  additional  applications  and  the  subsequent  data  growth—with  no  increase  in  the  number  of   IT  resources.  Despite  this,  IT  is  expected  to  deliver  higher  levels  of  service  without  negatively  impacting  the  budget.   This  may  be  accomplished  through  individual  acts  of  heroism  from  the  IT  staff,  but  this  “model”  will  prove  

unsustainable.  And  even  if  additional  resources  were  added,  continuing  to  use  and  expand  a  legacy  infrastructure   still  would  not  be  a  scalable  solution.    

In  most  cases,  the  cost  of  managing  complex  environments  far  exceeds  equipment  acquisition  costs.  The   opportunity  costs  of  not  being  able  to  leverage  information  have  never  been  higher,  and  will  only  increase  with   time.  Efficiently  managing  IT  operations  helps  avoid  downtime,  improves  time  to  production,  and  can  exponentially   improve  business  results  given  an  environment  that  can  adapt  to  change.    

Ongoing  disconnect  within  IT  silos.  Complexity  of  the  infrastructure  has  forced  IT  specialization,  which  in  turn  has   caused  huge  gaps  in  understanding  between  IT  functions.  The  result  is  an  environment  where  one  IT  area  has  no   visibility  into  other  IT  areas,  and  certainly  no  visibility  into  the  holistic  “service”  being  delivered  to  the  business.  For   instance,  application  specialists  don’t  understand  database  specialists  who  don’t  understand  file  system  specialists,   and  so  on.  Is  it  any  wonder  the  business  is  disconnected  from  IT,  when  there  are  so  many  disconnects  within?   To  become  a  true  strategic  player  in  the  enterprise,  IT  and  the  infrastructure  it  controls  must  become  “fluid”  and   dynamic  by  actively  and  transparently  manipulating  the  infrastructure,  in  near  real-­‐time,  to  deliver  services  at  the   pace  the  business  requires.  What  is  ultimately  required  is  a  more  dynamic  IT  infrastructure  and  orchestration   capabilities  that  can  react  to  quickly  changing  conditions  and  requirements  as  well  as  unpredictable  amounts  of   growth—while  simultaneously  providing  unprecedented  data  access  and  business  intelligence  to  the  organization.  

(6)

Figure  2.  Infrastructure  of  the  Future    

 

Source:  Enterprise  Strategy  Group  and  HP,  2015.  

The  New  Environment  

Modern  data  centers  are  designed  to  operate  in  a  highly  dynamic  environment  that  is  subject  to  change  at  a   moment’s  notice.  In  this  new  environment,  applications  are  no  longer  coupled  to  a  specific  CPU  core  or  memory   bank  on  a  server.  Instead,  an  application  consumes  resources  based  on  policy,  and  the  infrastructure  automatically   responds  to  accommodate  the  request.  While  some  of  the  process  may  be  performed  on  existing  IT  infrastructure   investments,  it’s  vital  for  IT  professionals  to  consider  software-­‐driven  emerging  technologies,  and  map  them  to  the   new  services  IT  needs  to  deliver  to  the  business.  Automation  and  orchestration  offer  the  vehicles  for  enhanced   operational  efficiency,  IT  performance,  and  service  delivery.    

Software-­‐defined  infrastructure  provides  the  means  for  IT  to:  

• Respond  to  business  unit  requests  immediately.   • Manage  rapid  data  growth  easily  and  predictably.   • Simplify  and  automate  manually-­‐intensive  tasks.   • Transparently  scale  the  infrastructure  as  needed.  

• Create  economic  efficiencies  with  new  consumption  models.   • Gain  significant  operational  leverage.    

The  new  IT  paradigm  includes:  

• Infrastructure  that  is  optimized  and  decoupled  from  specific  applications  and  workloads,  and  managed  as   pools  of  highly  utilized  resources.  IT  can  leverage  the  same  infrastructure  for  a  variety  of  workloads  that   range  from  core  IT  services  to  highly  transactional  systems,  enjoying  the  luxury  of  an  agile  environment  that   is  ready  to  meet  business  requirements.  

• Dynamic  allocation  of  resources  and  policy-­‐based  automation  that  simplifies  IT  operations.  Mundane  and   routine  tasks  are  automated  through  the  use  of  intelligent  tools  designed  to  provide  recommendations  to   IT  professionals  while  also  offering  the  option  to  fully  automate  system  changes.  The  shift  in  operations  

(7)

requires  infrastructure  and  orchestration  tools  that  are  designed  together,  and  engineered  to  share   intelligence.  

• Emerging  technologies  that,  in  some  cases,  radically  differ  from  legacy  infrastructure  investments.  These   technologies  consist  of  innovations  at  the  chip  level,  with  memory,  and  variant  storage  technologies  that   leverage  the  onboard  storage  capacity  on  the  server.  Networking  also  changes  as  eastbound  and  

westbound  traffic  are  captured  through  a  virtualized  platform  driven  by  software  designed  to  capture   network  traffic  and  maintain  connection  as  workloads  traverse  the  system.  

Embracing  a  DevOps  culture  to  accelerate  IT  service  delivery.    In  many  enterprises,  DevOps  is  driving  the  

business  application  development.  This  group  requires  IT  agility,  simplicity,  and  a  full  service  orientation.  To   be  effective,  IT  Operations  is  all  about  infrastructure  being  a  big  self-­‐service  pool,  with  Development  and   Operations  teams  working  in  tandem  and  creating  the  future  of  business  applications.  

As  mentioned  earlier,  existing  legacy  data  center  environments  are  not  capable  of  providing  the  sustained  dynamic   growth  that  today’s  business  climate  demands.  What’s  needed  is  a  new,  highly  optimized  infrastructure—but  the   eternal  question  remains:  Where  to  begin?  Companies  need  to  quickly  find  a  viable  solution  to  transform  their   legacy  infrastructures  into  more  efficient  and  dynamic  platforms  before  it’s  too  late.  

Looking  to  the  Future  

Data  Center  of  the  Future  

Virtualization  exists  at  every  layer  within  a  single  system,  as  well  as  in  different  pockets  throughout  the  distributed   infrastructure.  Until  we  address  out-­‐of-­‐the-­‐box  and  cross-­‐box  dependencies,  we  will  not  see  the  dramatic  leap  in   business  value  that  virtualization  can  ultimately  deliver.  Nor  will  we  see  the  fundamental  political  shift  within  the   enterprise  that  makes  IT  truly  strategic.  And  though  we  are  beginning  to  see  examples  of  “outside-­‐the-­‐box”   virtualization  manifest  themselves,  even  these  instances  tend  to  be  restricted  to  their  “virtual  domains.”    

Consider  the  data  center  of  the  future:  Here  the  data  center  infrastructure  itself  becomes  the  virtual  orchestrator,   with  a  collection  of  processor,  memory  systems,  and  server  nodes  connected  to  central  caches,  which,  in  turn,  are   connected  to  various  I/O  channels  connected  to  various  storage  devices,  and  which  are  all  connected  to  networks,   applications,  and  users.  The  orchestration  controls  the  movement  of  resources,  creating  logical  pathways  

connecting  all  the  elements  to  perform  a  tactical  application  function  in  the  most  efficient  and  resilient  manner   possible—and  then  releasing  the  underlying  components  back  to  their  respective  “pools”  until  the  next  iteration   occurs.  

Management:  Instead  of  multiple  points  of  management  that  operate  independently  from  one  another,  with  each   possessing  a  dedicated  console,  IT  operations  will  strive  for  a  single  control  plane  and  single  pane  of  glass  for  IT   operations.  Systems  will  actively  share  real-­‐time  intelligence,  and  IT  administrators  will  control  systems  from  a   central  management  point  that  acts  based  on  predetermined  policy.  IT  organizations  that  have  streamlined  IT   processes  through  the  use  of  management  tools  are  able  to  reduce  the  time  it  takes  for  common  provisioning  tasks,   eliminate  mundane  routines  that  require  the  cross  referencing  of  various  systems,  and  capture  improved  visibility   to  proactively  help  with  infrastructure  planning  and  predictable  performance.  

Abstraction:  The  abstraction  of  the  hardware  driven  by  software-­‐defined  controls  will  enable  application-­‐driven   control  of  the  environment.  If  an  application  requires  additional  resources,  it  can  seamlessly  receive  them,  as  well   as  return  them  if  necessary.  Data  protection,  disaster  recovery,  and  security  can  be  applied  at  the  application  level   and  changed  at  a  moment’s  notice.  The  disaggregation  of  resources  removes  the  rigidness,  and  helps  synchronize   workload  demands  with  infrastructure  in  a  highly  utilized  and  optimized  fashion  without  major  hardware  upgrades.   This  abstraction  enables  IT  to  react  quickly  to  change,  and  efficiently  apply  and  modify  policies  without  having  to   submit  requests  to  various  teams.  The  efficiency  amongst  teams  gives  IT  management  the  ability  to  examine   existing  skillsets,  explore  career  development  opportunities  for  their  staff,  and  maximize  the  effectiveness  of  

(8)

Transient  State:  In  a  highly  virtualized  and  optimized  environment,  workloads  always  consume  an  optimized  set  of   resources  that  may  change  on  a  regular  basis.  Resources  are  returned  to  the  pool  when  they  are  no  longer  required   and  associated  back  to  the  workload  when  demand  arises.  Workloads  are  no  longer  statically  placed  on  a  specific   server  or  storage  system—they  move  based  on  policy  and  the  overall  efficiency  of  the  system.  The  system  takes   into  account  the  needs  of  the  applications  and  the  interdependencies  of  the  infrastructure.  The  transient  state  of   applications  has  profound  benefits  in  an  application  development  team  that  codes  and  develops  an  application  on   one  platform,  tests  on  another,  and  deploys  on  yet  another.  As  the  applications  traverse  the  environment,  they  are   consistently  managed  and  monitored  with  a  common  set  of  tools,  IT  processes,  and  infrastructure  that  can  

accommodate  the  specific  needs  in  the  application  lifecycle.    

Technology  will  come  in  the  form  of  management  tools  that  enhance  orchestration,  embrace  automation,  and   simplify  IT  operations.  Infrastructure  will  not  be  procured  in  pieces.  Certified,  scalable  units  of  infrastructure  will   seamlessly  be  added  based  on  capacity  and  performance  requirements,  and  the  infrastructure  will  operate  under  a   highly  utilized  state.  

The  data  center  of  the  future  will  be  the  catalyst  that  helps  to  align  business  goals  and  objectives  with  the  IT   organization.  This  new  data  center  will  free  IT  from  labor-­‐intensive  and  time-­‐consuming  tasks,  allowing  it  to  focus   on  quality  and  speed  of  service  delivery—and  ultimately  giving  IT  the  opportunity  to  play  a  strategic  role  in  growing   the  business.      

Convergence  of  Infrastructure,  Management,  and  Operations  

HP  pioneered  converged  infrastructure,  bringing  together  server,  storage,  and  networking  in  a  modular  system.  The   next  wave  of  efficiency  is  derived  from  bringing  together  management  systems  using  a  single  control  plane  rather   than  hierarchical  management.  This  single  control  plane  is  built  on  a  self-­‐synthesizing  infrastructure  that  creates  its   own  unique  resource  set  for  exact  workload  requirements.  

The  infrastructure  of  the  future  includes:  

Advancing  infrastructure  convergence.  Hyper  convergence  interest  and  adoption  is  growing  as  IT  

professionals  look  beyond  server,  storage,  and  networking  by  converging  management  and  operations   through  a  single  management  control  plane  for  full  infrastructure  provisioning  and  simplified  infrastructure   consumption  models.  

Software-­‐defined  resources.  Server,  storage,  and  networking  pools  of  resources  enable  IT  operations  to  

quickly  synchronize  infrastructure  to  workload  requirements.  This  enables  a  dynamic  infrastructure  that   eliminates  the  static  mapping  of  hardware  resources.  

Automation  and  orchestration.  Business  orchestration  is  operated  through  a  single  collaborative  

management  platform  to  provide  IT  operations  with  the  visibility,  monitoring,  and  serviceability   characteristics  in  a  highly  dynamic  environment.    

In  essence,  the  primary  goal  is  to  arm  the  IT  organization  with  enhanced  automation  and  orchestration  capabilities   for  increased  operational  efficiency,  giving  IT  the  ability  to  turn  on  services  more  rapidly  than  ever  before,  enabling   them  to  take  advantage  of  the  window  of  opportunity  the  moment  it  opens.    

These  transformative  technologies  provide  IT  with  the  freedom  and  the  agility,  coupled  with  performance   efficiency—not  just  in  raw  application  performance  but  in  service  delivery  performance—to  bring  together  IT   service  delivery  and  business  success.  

For  many  HP  customers,  the  first  step  in  this  journey  is  with  HP  OneView,  a  single,  converged  management   platform.  HP  OneView  streamlines  your  IT  services  with  unique  automation  simplicity.  Across  both  physical  and   virtual  environments,  and  in  conjunction  with  third-­‐party  solutions,  you  can  take  a  software-­‐defined  approach  in  a   human-­‐designed  interface.  

(9)

The  Bigger  Truth  

Being  able  to  manage  IT  operations,  specifically  infrastructure  operations,  as  a  true  service,  has  been  a  long-­‐   standing  goal  of  enterprises  across  the  board  as  they  strive  to  evolve  into  a  true  digital  enterprise.  But  looking  at   the  practical  reality  of  any  of  these  initiatives,  it  will  not  be  possible  to  truly  guarantee  delivery  of  IT  infrastructure   services  without  the  ability  to  change,  and  to  ensure  that  the  effects  of  that  change  occur  without  negative  impact   to  IT  and  the  business.  The  only  way  to  eliminate  infrastructure-­‐affected  change  from  impacting  IT  is  via  enterprise   infrastructure  abstraction;  and  the  only  way  to  reach  that  goal  is  to  push  the  concept  of  IT  service  delivery  forward   to  achieve  a  level  of  excellence  in  the  digital  enterprise  environment.  

When  looking  at  transformative  IT  services,  it’s  appropriate  to  address  short-­‐term,  tactical  pain.  Virtualization  as   part  of  a  transformation  initiative  can  usher  in  extremely  significant  cost  and  revenue  benefits,  no  matter  where  it   is  implemented.  Moving  the  abstraction  layer  higher  within  each  infrastructure  layer  enables  even  greater  benefits   with  a  software-­‐defined  strategy  orchestrated  through  automation  and  management  tools.    

However,  it’s  important  to  understand  that  transformative  services  are  not  point  products  unto  themselves  that   exist  in  a  vacuum.  IT  transformation  needs  to  be  viewed  from  the  standpoint  of  a  holistic  enterprise  infrastructure   taking  into  account  the  different  abstraction  layers  and  transient  nature  of  the  environment.  This  means  

understanding  where  your  proposed  solution  is  going,  and  how  it  will  fit  into  the  larger  picture—extending  across   your  server,  network,  and  data  layers.  Eventually,  it  will  be  paramount  that  your  server  layer  seamlessly  co-­‐exists   with  the  network  and  data  layers,  so  that  changes  in  one  area  can  be  efficiently  addressed  in  other  areas  that   encompass  a  software-­‐defined  architecture.    

The  benefits  of  integrating  the  various  layers  of  infrastructure  are  incalculable.  Tactical  implementations  will  yield   significant  benefits,  but  when  layers  are  tied  together  in  a  true  enterprise  infrastructure-­‐abstracted  architecture,  IT   will  finally  be  free  of  the  tactical  handcuffs  it  currently  wears—and  ultimately  be  able  to  act  strategically.    

When  the  business  is  no  longer  concerned  about  the  minutia  of  IT  and  can  rely  on  the  expectation  that  when  it   presents  a  requirement,  that  requirement  will  be  met—at  a  known  cost,  at  all  times—IT  will  have  confirmed  its   permanent  place  as  a  true  peer  in  the  boardroom.  Enterprise  infrastructure  abstraction,  virtualization  services,   cloud  consumption,  and,  perhaps  most  importantly,  orchestration  tools  are  the  enablers  of  that  transformation.        

 

   

 

 

 

 

 

 

 

 

 

 

 

(10)

                                                                                                 

References

Related documents

Varun added, ‘I just wish he would come here running to support me.. I wish he would talk to me about my plans

The Department of Life Sciences was formed on 1 August 2007 by the linking of the Divisions of Biology, Cell and Molecular Biology, and Molecular Biosciences. The statistics for

In the following we limit ourselves to the core simulations and data available from both coastDat products; that is, wind, waves and tide-surge hindcasts for the North Sea.. Note

This predicament has contributed much additional complexity to the process of retirement savings planning and administration, because a money purchase pension plan is subject

significant change among the Indonesian economically disadvantaged residents relocated in a new community in ethnic attitudes toward and social distance with the Chinese in general

[r]

So, in the first case, a carbon atom may never (or at least very, very rarely) have more than eight electrons around it; while in the second case, a nitrogen atom that is