Bridging the Gap Between IT and Facilities:
Morgan Stanley Case Study
Vijay Mistry, Executive Director
Head of Enterprise Data Centers - Europe
Morgan Stanley: A Leader in Global Financial Services
A global financial services firm providing
investment banking, securities, investment
management and wealth management
services to a diversified group of clients,
including corporations, governments,
financial institutions and individuals
Over 55,000 employees in 1,200 offices in
43 countries
The Landscape of the Financial Industry
Highly regulated industry
Strict regulatory requirements,
varying across regions and
countries
Required high availability through
BCP and data retention, with A/B
paired Data Center topology for
each region
Zero tolerance for technology or
facility down time
Widespread financial impact
Reputational risk
Wide range of business applications
and requirements
Low latency (e.g., trading)
High availability to (e.g., trading,
funding, clearing)
GRID computing (e.g., analytics)
End user services (HR, Print,
Email, virtual desktops)
Global Operations
7 x 24 x 365 market sensitive
operations
What Has Changed in the Past 20 Years?
Then Now
Facilities People space facilities containing smaller data center spaces
Large dedicated stand alone Data Centers separate and distinct from people space
Equipment Small, low density, with lower power and resource demands
High density compute, consuming massive amounts of power and resource
Efficiency Minimal focus on energy efficiency and simpler operational
requirements
Complex requirements for efficient operation
Design DC (the box) separate from the IT (technology in the box)
Complex designs with highly
integrated facilities and technology
Technology costs
Small fraction of an organisation’s operational costs
Significant percentage of an organisation’s balance sheet
The Traditional Two Silo Data Center Organisation
Historically different components of Data Centers have been managed by two distinct organisations : Facilities and IT
Facilities
IT
Lease negotiation
Sourcing
Construction
Manage people space
Manage data center space Security
Cabling Design & Operations
Vendor, landlord, co-lo, real estate portfolio management
Power, space, cooling capacity management
M&E design
White-space planning & design
Risk management Commissioning standards Building fabric Vendor/equipment supplier selection Legal Network Design Install/Deco operations Data Center incident management Communication management Data center metrics
and reporting New technology deployment DC Operations Technology strategy Projects Sponsor
Compute, Storage, Databases Business Impact
The Enterprise Data Center (EDC) Organisation
Data center migration Long-term capacity planning Facility decommissioning Product & Portfolio management Space / power optimization analysis
M&E design Resiliency programs Commissioning standards M&E consulting
Vendor/equipment supplier selection Projects sponsor
Emerging technology evaluation Project management
Cabling engineering Commissioning of new space Efficiency/green agenda
DATA CENTER STRATEGY & OPTIMISATION
DATA CENTER OPERATIONS
DATA CENTER ENGINEERING
DATA CENTER DESIGN & BUILD
Business Management, Product Management, Risk Management, Standards Governance
EDC
Facilities
IT
Compute Storage Databases Networks Projects Sponsor Application Developers Lease Negotiation Portfolio Management Sourcing Legal Construction People Space SecurityM&E and white-space operations Data center cabling operations Building fabric
Capacity and reporting
Data center incident management Energy efficiency
Morgan Stanley merged the facilities management of its data centers into the IT infrastructure. The combined organization - Enterprise Data Centers (EDC) - has full accountability for the provisioning and management of
end-to-end data center services.
Technology strategy New technology deployment
Our Experience with Creating an Integrated Organisation
Observed Transitional Challenges:
Organisational, cultural and assimilation challenges
Thinking beyond traditional domain expertise
Cross training and education across both legacy sides of the
organisation
Facilitating focus on optimisation beyond PUE
The impact of change
Regional approach to managing Data Centers
The Benefits of an Integrated Data Center Organisation
Greater stability Single-entity ownership and accountability, resulting in reduction of business-impacting incidents through improved operational process thinking and execution Improved sharing of global best practice, ideas and standards between regions
Significant cost reduction
Holistic focus on efficiency, resulting in costs savings (from the utility feed down to the chip level)
Ability to manage capacity in a more comprehensive manner, resulting in right-sized portfolio and delivery of capacity just-in-time, reducing inventory overhead carried
A more nimble, agile organisation
Data Center design more closely tied to IT requirements including flexibility for future changes and improved application and facility resilience
Integration of advanced tooling and automation that bridges the Data Center through to the application layer, inventory management, real time performance and availability, predictive capacity planning
What We Have Achieved and What We Are Working On
Global :
Globally integrated organisation with single-point ownership and accountability
Firm-wide standards for data center design and operation
Advanced tool set that integrates facilities with IT
Global Data Center Strategy aligned to Business Requirements
Ongoing :
Data Center portfolio optimisation
Expansion of tooling and automation
Application of best practices and lessons learned between regions
Analysis and adoption of new technology
Asia :
Combination of organisational change, portfolio optimisation and operational efficiency
improvements resulted in 35% cost reduction from data center budget
Europe :
Implemented a program of energy optimization initiatives resulting in energy cost reductions of 30%
North America :
Integrated organisation facilitated holistic multi-year data center program to optimise footprint and reduce ongoing operating costs by multiple millions