pureapp hybrid cloud - mark willemse ing presentation 11th september 2014
DESCRIPTION
Presentation Given by Mark Willemse about ING's use of PureSystems at the PureApp Hybrid Cloud Event in IBM London Southbank, on 11th September 2014TRANSCRIPT
© 2014 IBM Corporation
The IBM Hybrid PAAS Cloud :
The reality of a finance customer.
Mark Willemse, ING Netherlands
London, September 11th 2014
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The PureApplication System Storyline at ING
1. Articulating the need and creating the momentum to assess
2. Decision to deploy PureApplication System
3. Stakeholder workshop to agree on the details
4. Real life journey to implementation
5. Lessons learned, use them !
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The Need and the Decision
Do not put content
on the brand
The 6 strategic pillars of OIB
4
Worldwide trends in IT:
Mobile – Social – Cloud – Big Data
Do not place content in the
Our IT operating model enables us to steer, simplify and improve responsiveness
Target Operating Model (TOM)
Coordinated Shared
Isolated Replicated
High standardization
Hig
h inte
gra
tion
“We run it as one”“We run different solutions
by defined output”
“We all do things on our
own”
“We run it by many and in the
same way”
Do not place content in the
IT
Landscape
2008
IT
Landscape
2011
IT
Landscape
2015
IT
Landscape
2018
Shared Replicated Isolated
% of applications to be decommissioned
-15%
-25%
-13%
75%
75%55% 20%
10%10%
20%40%
15% 15% 25% 40%
• Target Operating Model for IT systems created
to standardise and rationalise our applications
landscape
• 220 projects identified to achieve intermediate
targets by 2015, and initiate a long-term
journey towards sharing and replicating IT
solutions across the bank
• Systems to be retired at end of normal ‘life
cycle’ to avoid unnecessary replacement costs
• Today 450 applications were
decommissioned. ING Bank now has
approximately 3,000 applications worldwide.
Another 450 in 2015 and 750 by 2018 to be
decommissioned
• Moving towards a Shared Service Model for
the IT infrastructure across the bank, including
consolidating more than 20 existing data
centres into 2 strategic data centres serving all
of Europe
Evolution of IT applications towards a shared
and replicated Target Operating Model
Rationalising our IT landscape contributes to efficiencies
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Domains of improvement & transformation
PEOPLE
PROCESSTECHNOLOGY
TRANSFORMATION
• Zero touch deployment
• Continuous delivery
• Transparant/effective
• Eliminating waste
• New DNA of workforce
• Style, skills, competences
• Engineers
• Transitional leaders
• Technology enforcer of
change
• Continuous delivery
• Cloud enabled
• Low costs/effective
CONTAINERS, CARRIERS and ENABLERS
• Cloud group designs
• TOM
• SERVICE MODEL
• END USER COMMUNITIES
• BUSINESS VALUE CHAINS
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Questions & considerations for potential buyers of PURE
application system (1)
Who do I need to get senior managers on-board to gain some support to use PureApplication System?
If I go down this route it will disrupt IT. What will my new IT Operations team look like once I’ve implemented PureApplication System and how do I manage the transition?
Testing sounds like a good place to start but how do I get it to the next stage, Production?
When will I start to see a ROI?
We are an existing IBM middleware user. How will PureApplication System reduce my license costs over the next three years?
We already have a large investment in IBM technology and feel PureApplication System puts us in a worse place where we’re even more dependent on IBM. What flexibility do I have if PureApplication System becomes took expensive?
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Questions & considerations for potential buyers of PURE
application system (2)
How do I prepare my organisation for such implementation of Pure Application System ?
Which key success criteria for implementation can I anticipate on for during the assessment and pre- sales process together with IBM and partners ?
How does a future operating model look like to run the PureApplication System in my organization ?
How do I determine and in what way the configuration, purpose and appliance of such system technology in my organisation ?
What would be the right change and operating governance model for implementation and how to define the transition between phases ?
Which domains and departments will be affected and what kind of ‘internal cultural drivers’ can I expect ? How to approach them ??
How do I determine operational maturity and readiness for implementation ?
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Pattern Creation
Pattern Deploy
Application Deploy
Application Monitoring
SLA Management
Audit
Security
Backup / Recovery
Infrastructure Monitoring
Networking
Storage
System(s)
1111
Separate PureApplication System setup from
Workload Setup
Platform Setup (1 time preparation)• Network Design (Management, storage,
backup, workloads)
• Cloud setup (groups, environments, IP, …)
• Environments and segregation levels
• Integration into the data center
• Prepare templates to be applied for the
workload integration
• Catalog Management
• Workload setup (every workload)• Role management
• Pattern personalization
– Scripts / plug-ins
– Fixes
• Environment preparation
– IEM
– Security
– …
• Workload deployment
• Workload management and operation
Stakeholder Workshop
© 2014 IBM Corporation13
Implementation roadmap, using best practices and proven concepts the
workshops deliver 6 tangible building blocks
Installation and set-up of PureApplication System in the client data center
• Networking, Interfacing. LDAP
• Monitoring, Security, Monitoring
• Checkponts and operational readiness controls in the existing Infra / Eco system of customer
Determining and developing workloads to run on PureApplication System
• CLOUD group configuration
• Design is driving implementation and TCO/ROI
• Cloud group design drives ownership, roles / responsibilities and people
Deployments and life cycle management of workloads
• Running what for who ?
• Which end-users ? How many ? Volumes/data ?
• Patterns ! Which ones ?
Managing the PureApplication System: management and monitoring of PureApplication System
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© 2014 IBM Corporation14
Determine and describe Organizational aspects of implementation of PURE to successfully ‘adopt andaccellerate’ ROI drivers
• Advising, guidance in setting up DEV/OPS organizational structure
• Advising and constructing roles/responsibilities
• Guidance on ‘change & transformation’ cultural drivers
• Breaking trough behaviour patterns of people / customers of IBM
IBM Deployment & Consultancy Services team
• Strenghtening partnerships internally across IBM worldwide
• Excellent customer services to existing customers and fueling/advising formarketing, Pre-Sales and Sales of IBM
• Driving the footprint and strenghtening partnerships with customers accordingto IBM values
• Building and constructing training, knowledge, expertise and skills
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Implementation roadmap, using best practices and proven concepts
© 2013 IBM CorporationIBM Confidential15
Cloud Group UAT
Cloud Group Production
Cloud Group Shared (TEST/DEV)
Node D – Chassis 2
Node F – Chassis 1
A
F
C
B
E
D
Node B – Chassis 3
IP Group 3
IP Group 2
VLAN 3
Node E – Chassis 1
VLAN 2
Node C – Chassis 2
Node A – Chassis 3 IP Group 1
Env. profile: COGNOS_PRD
Env. profile: UNICA_PRD
Env. profile: DATASTAGE_PRD
Env. profile: COGNOS_UAT
Env. profile: UNICA_UAT
Env. profile: DATASTAGE_UAT
Env. profile: TST_Shared
Env. profile: DEV_Shared
3
2
1
VLAN 1
VLAN BU 1 IP Group 10
Workshop Output: Cloud Design
Journey to Implementation
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Sufficient resources for required
skillsets & FTEs confirmed
Staff Training
Project Closure
Implementation requires
decommissioning activities
Decommissioning activities
scheduled and finished
Post Implementation Activity Plan
prepared
Post Implementation Activity Plan
approved
Security Administration
Solution Security Profile
Service Management/Service
Organization
Service Level Agreement
Service Delivery
External Contracts
Operational Costs
Configuration Management
CI Administration
Change Management
Operational Documentation
Operational Resources
Skillset & FTE requirement for
needed services specified
Determine operational readiness for IPAS implementation
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The lifetime of systems change, and as a result
the types and frequency of administrative
actions you perform will change
• For example: WebSphere system administrators
will have the option on working on more, smaller
cells with shorter lifetimes instead of larger cells
for a longer time
• Changes to application can now be localized
You'll need people who are good at abstraction to
create standard images and patterns, and
develop standard script packages and plugins
• Would need people to create and maintain
patterns with the latest release, OS patches,
images
Implementation requires new skill sets
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Integration with Service Management requires planning and forethought• While you still have a NOC team and integration with existing monitoring solutions, the processes for handling issues will
change
• Different ways of handling problems; new mechanisms for changing configurations
• The definition of “steady state” changes as things become dynamic
Changes in Business Continuity (Backup/Restore, HA, DR) approaches cause change• Different techniques and technologies for handling these problems
• Require different skill sets and different procedures
Integration of the system how, what, … ?
Do we need to do the same things as before?
What about procedures?
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Deep versus broad?
Can we embrace integrated solutions?
You're going to need more generalists and fewer specialists• IBM PureApplication System combines all parts of large virtualized system in one simple to use package that can be
handled mostly with generalists
• Need specialists to debug and solve problems – improved efficiency with single integrated console
Your organization will become less compartmentalized and more integrated• Complexity inherent in building large IT environments has encouraged the specialization in IT organizations
• With IBM PureApplication System and its pre-integrated and optimized patterns of expertise, fewer things can go
wrong – you will need smaller teams working more closely together on things like problem resolution
General principles: Change and impact
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System
AdminSystem
Security
Audit
Integration
Builders
First Line
support
PaaS
Deployer
Workload
Deployer
DevOps
Solutions
Develop. Testers
Business
Users
Workload
Support
3th Line
Support
2nd Line
Support
Catalog
Mgnt
Platform
Governance
Pattern
Builders
Workload
Integrators
Platform roles
Use of the IBM Cognos Pattern
within ING
Do not place content in the
Reporting usage within ING-NL
• Information needs:
• Management information
• Operational information
• KPI’s
• Marketing insights
• Customer feedback
• Fraud
• And much more…
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• Value chains:
• Branches
• Call
• Internet
• Marketing
• Fraud&Risk
• Mortgages
• Facility management
• Finance
• payments
Lessons Learned – Use
Them!
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Lessons Learned during the Journey
Begin by understanding the needs that PureApplication System
is intended to address
• Ask many questions!
The stakeholder workshop was key to gaining consensus and a
shared direction
• Make sure that all the stakeholders are present in order to make
decisions that will stand
• That means that all stakeholders from day one will have to
complete the journey !!
• The participants are transitional leaders who are transforming
their current IT role to desired PURE application system role
Put a mechanism in place to manage the PureApplication
System
• For ING, Dev/Ops provided that mechanism
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