SERVER VIRTUALIZATION:SOLVING REAL AIR TRANSPORT ISSUES

New Frontiers Paper

Foreword.............................................................................................................................................................................4

Server Virtualization: Driving change..................................................................................................................................5

Virtualization solves real issues for air transport ................................................................................................................6

Explosion of data processing and storage ...................................................................................................................6

Managing IT at outstations...........................................................................................................................................7

1. Cutting per passenger costs ..............................................................................................................................8

2. Supporting future changes .................................................................................................................................8

3. Improving quality of service ................................................................................................................................8

Optimizing IT costs ......................................................................................................................................................9

Reducing complexity....................................................................................................................................................9

The case for a community approach ...............................................................................................................................10

What are the major challenges of Server Virtualization?..................................................................................................12

Initial server administration and management time may be higher..............................................................................12

Increased criticality of physical servers ......................................................................................................................12

Good governance .....................................................................................................................................................12

New generation data centre.......................................................................................................................................12

Conclusion........................................................................................................................................................................13

Notes and references .......................................................................................................................................................14

© SITA 2010

Contents

Server Virtualization 3

It is rare that a technology comes along that genuinely offers CIOs an opportunity to step back and radically re-think therunning and management of IT operations; a technology that offers the prospect to re-organize - starting with a blank pieceof paper; a technology that ticks the boxes that keep the CEO happy. So server virtualization, which can deliver increasinglevels of computer performance with less infrastructure, more flexibly, and at lower unit cost, is understandably creatingexcitement.

Even though server virtualization is still in its infancy, it already promises to enable a substantial shift in the way IT isdelivered over the next decade. Processor, memory, and storage resources that today must be delivered in fixed amountswill be delivered dynamically with finer granularity, on-demand. That will usher in an entirely new wave of hardware andsoftware innovation as well as spearhead a generation of more energy-efficient computing.

Within air transport, server virtualization could address a number of pressing issues, most notably significant cost savingsand a sustainable means to cope with the explosion of data processing and storage required for today’s and tomorrow’s airtravel. But its ability to efficiently manage IT operations dispersed over a wide geographical area also opens up a new lowercost model for managing IT infrastructure at outstations. It is a model that sharpens the competitive edge by enabling thefaster rollout of new IT-based services, improving uptime and enhancing service quality to customers and employees.

The focus of this New Frontiers paper is server virtualization, which is just a single piece of a virtualization jigsaw that alsocovers storage, applications, and desktops. Together they form a more efficient environment for data storage and runninginfrastructure, which are underpinning the use of new business models such as cloud computing. In the long run, thepowerful economics of virtualization technology could see airlines and airports move more and more functionality to largeserver farms that are centrally managed.

Nevertheless, the adoption of virtualization technologies and virtualized environments does not come without challenges.There are new skills and best practices that the industry’s IT practitioners need to learn. As has proved the case with a lotof the IT infrastructure that serves our industry so well today, there is much to be gained from pooling resources to reduceunit costs and avoid unnecessary duplicate investment. By doing this we also share our knowledge and experience,enabling us to learn and gain the benefits of virtualization faster than if we worked alone. It also provides us with a solidbaseline from which we can all innovate further.

Rene AzoulaiSenior Vice President, Products and Solutions SITA

Foreword

© SITA 20104 NEW FRONTIERS PAPER

Virtualization is one of today’s hottest IT topics. Comments from technology analysts underline the strength of the trend.

n “Virtualization will be a cornerstone technology as medium and large enterprise organizations around the globeaccelerate the need for more dynamic and converged infrastructure designed to support the business needs of the nexteconomic cycle.” Source: IDC press release Oct 2009.

n Forrester predicts “We are entering a new six- to seven-year cycle of IT growth and innovation”. A period it calls “SmartComputing”, “Smart Computing rests on new foundation technologies such as ...server and storage virtualization...2010 marks the beginning of this next phase of technology advancement.” Source: Forrester press release Jan 2010

Within air transport, virtualization is already making an impact. The 2009 Airline IT Trends Survey shows that 42% of airlinesplan to make a significant investment in hardware virtualization in the next three years, while another 48% plan to evaluateit1 . Airports also see the potential. Sixty-six percent of airport respondents to the 2009 Airport IT Trends Survey plan toinvest more in consolidating IT infrastructure using technologies such as virtualization, in the next few years.

The case made for virtualization in data centres is straightforward.

Today, a typical setup for a data centre is to host business applications on dedicated servers. It is a one-to-one relationship.This situation has led to substantial over-provisioning of hardware and poor utilization. According to analyst, roughly 80% to90% of enterprise computing capacity is unused at any given time. Financially, this adds up to US$140 billion in excessserver capacity in the market2. The result is high Total Cost of Ownership (TCO) and low Return on Investment on ITinfrastructure.

Server virtualization addresses this by enabling an organization to break away from the one-to-one setup, boosting hardwareutilization to between 60% and 80%3. The higher the utilization that can be achieved the less physical servers needed. Evengoing from 20% utilization to a meagre 60% represents a 3:1 consolidation ratio of servers, but publicised examples indicatethe ratio can be much higher. COPA Airlines reportedly improved server utilization rates from 10% to 75%4.

Server Virtualization: Driving change

© SITA 2010 Server Virtualization 5

Data Security &Identity Management

HardwareVirtualization

Service OrientedArchitecture

ApplicationVirtualization

VoIP & IP Telephony

0 10 20 30 40 50 60 70 80 90 100

36%

42%

32%

21%

37%

58%

48%

51%

61%

44%

6%

11%

17%

18%

19%

Major Investment

R&D/Nominal Investment

No Investment

Source: 2009 Airline IT Trends Survey

Airline technology investment plans in next 3 years

6 NEW FRONTIERS PAPER © SITA 2010

Virtualization solves real issues for airtransport

The increased automation of many processes within the air transport industry has brought enormous benefits bothfinancially and operationally, but the greater concentration of information and communication technology is also bringingnew challenges.

Explosion of data processing and storageDigital technologies are driving an exponential growth in the creation of electronic data. It represents a big issue forcorporations, increasing the cost and complexity of managing IT. According to research by IDC, the number of serversglobally will nearly double by 2012 and give IT departments responsibility for around five times more data. In the same timeframe, the number of daily user interactions with that data will also increase more than eightfold and the number of mobileusers and devices that need to access that data is likely to triple5.

It is a trend that air transport will not be exempt from. Its global dimensions make it a more technology-intensive industrythan most, and over the next five years the shift of passenger processing and aircraft operations to digital applications willresult in an explosion of data creation that will need storing, processing and communicating.

In this context, the network will be an increasingly critical component, needing next generation communicationsinfrastructure that can deliver the bandwidth and performance necessary, within a robust framework, to give end-usersaccess to business applications efficiently and without interruption.

Take typical passengers of the future. A 2D bar coded boarding pass will be used to ‘guide’ them through the airport,biometric identifiers will ease their journey through security checkpoints, while RFID tags will track their luggage from bag-drop to its final destination. Airport and airline IT infrastructure will need to cope with the constant scanning and tracking inreal time of over two billion passengers and their baggage at multiple contact points throughout their journey.

The increase in IT demand should justify bigger budgets, but industry surveys consistently show that IT budgets are gettinga smaller slice of the cake. Airlines now spend on average around 1.7% of revenues on IT compared to 2.5% five yearsago. It is a similar story at airports. The 2009 Airport IT Survey puts the figure at 3.2% compared to 4.1% in 2004.

A new model for data storage and running infrastructure based around server virtualization could help solve the problem byslowing the industry’s need for data centre expansion. Properly implemented, virtualization can help airlines and airportsachieve a tremendous reduction in the amount of both their data centre infrastructure as well as distributed servers locatedat outstations and city offices.

How does server virtualization work?

Essentially it works by splitting a physical server into separate partitions. Each partition becomes a virtual server runningits own applications in isolation from the other partitions. Problems with an application running in one partition do notaffect other virtual machines on that same physical server. All the virtual servers are managed by virtualization softwaresitting as an umbrella layer on the physical server managing the computing resources between the applications.

The net result is that multiple applications can seamlessly be run on a single piece of physical hardware meaningdramatically higher utilization rates and fewer physical servers, with those that remain used as a pool of resources to bedrawn on as needed. In effect, virtualization better matches computing capacity with load, thereby making much moreefficient use of IT investments.

Based on responses to SITA Customer Advisory Board survey, 2009

Lack of flexibility

Time to market

Complexity to support

Lack of cost predictability

Quality issues

IT security

Complexity to manage

Lack of flexibility - difficultyto support modern needs(for ex. mobile workforce)

1.

Time to market - difficultyto equip new sites promptly

2.

Complexity to supportend users locally

3.

Managing IT at outstationsAirlines have been expanding their route networks since the arrival of the jet engine, but it has left their IT managersgrappling to run the increasingly complex and dispersed operations. Continental Airlines, for example, reportedly has ITinfrastructure located at 192 sites around the world with approximately 20,000 PCs and 2,000 servers6. Even comparativelysmall international airlines can still have a significant network of city and airport outstations to manage. Ethiopian Airlineshas 113 locations globally that need to be connected7.

But the way that IT infrastructure has been deployed over time at these outstations, with new technologies bolted onto old,presents a number of pain points for CIOs. SITA customer research8 indicates that the top three issues with currentInformation and Communications Technology (ICT) infrastructure at remote stations are:

n Lack of flexibility to support modern needs

n Time to market – difficult to equip and deploy new solutions quickly

n Supporting end-users locally is complex

What is clear is that existing ICT architectures are hindering rather than supporting the achievement of critical businessobjectives at outstations - per passenger cost reductions, ability to quickly deploy and support future changes, andimproved quality of service.

Virtualization technology offers a way to address all three.

Server Virtualization 7© SITA 2010

Virtualization addresses a number of outstation pain points for airline CIOs.

1. Cutting per passenger costsTechnology has proved a vital competitive weapon for airlines in cutting per passenger costs, but managing it brings a hostof challenges at outstations where synchronization of local databases, server sprawl, backup requirements and localstorage can all be a headache. In addition, the pressure to customize to meet local requirements at each site restricts theability to operate a standardized environment.

Having a local IT manager in every location is not economically viable so airlines increasingly rely on local third-parties toprovide IT support and maintenance. This brings additional challenges such as language, training, vendor management andmaintaining secure access to corporate systems.

It all adds up to high IT overheads, which cuts the economic benefits that the technology delivers. In locations where labourcosts are relatively inexpensive and passenger volumes low, it can undermine the business case for investing in technology.

Server virtualization can significantly reduce these overheads by allowing computing hardware, storage, and networkinfrastructure to be managed from a central location. This reduces the need to have local IT managers or third-party serviceproviders on-site. The consolidation into a centralized environment limits capital outlays at outstations, while making themanagement and maintenance far easier and cost efficient. By using a centralized control console, servers can be created,started, stopped, and even moved in a few clicks.

2. Supporting future changesRolling out new technology across a large number of outstations can be a time consuming and problematic exercise. BritishAirways, for example, has reportedly 25,000 end-users scattered across 300 locations around the world, accessing morethan 250 applications

9.For such a dispersed organization handling change effectively is critical. A software upgrade for

check-in kiosks for instance or a new wireless application for employees could require a visit to each individual site, or evendevice, to perform the upload. The ability to rapidly deploy a new system or upgrades can therefore be a big time saver.

By managing and deploying software in a centralized virtual environment, any application can be accessed by any end-userdevice no matter where it is located, making it much faster to rollout and upgrade IT services. And because virtualizationallows for the quick creation of different operating system environments, it is easy to run legacy applications alongside newversions, migrate applications to new environments, and restore systems in post-disaster scenarios.

A second issue that hinders agility at outstations is that most are only equipped with just enough IT to handle thescheduled number of flights and passengers for that city. That makes it difficult to scale IT needs up quickly toaccommodate sudden changes or opportunities, such as a limited trial of a new route or even a special event, such as amajor convention.

Virtualization is very scaleable so IT infrastructure can be rapidly tailored to meet demand levels. New servers can be addedor removed quickly making it extremely useful for airlines and airports to react to changing market conditions without thecost of over provisioning infrastructure.

3. Improving quality of serviceThe increasing intensity of technology use at outstations – for both passenger processing and airline operations – meansthat more and more quality of service for passengers and employees is measured by the availability of the applications anddevices needed to perform tasks. Taking positive steps towards the ‘continuous availability’ of IT infrastructure is thereforebecoming a necessary goal for airlines.

Virtualization provides a major step forward at the data centre level. Since applications no longer rely on specific hardware,the single IT point of failure is removed. Consequently, hardware failures no longer cause application downtime. If a physicalserver breaks down or requires routine maintenance, the software is automatically moved to another without anytransaction discontinuity or loss, making the change transparent to a customer or employee. This capability works equallyacross different geographical locations providing an additional degree of protection from site-level disruptions.

In addition, by centrally managing the infrastructure at outstations and city offices, customers and employees get consistentaccess to applications and systems wherever they are in the world.

8 NEW FRONTIERS PAPER © SITA 2010

Server Virtualization 9© SITA 2010

Optimizing IT costsProponents of server virtualization cite its high return on investment (ROI) as one of its main benefits. Publicised casestudies of enterprises that have already been through the exercise, as well as independent research, tend to bear this out.Analysis carried out by Nemertes Research concludes that in a large environment with 5,000 servers, virtualization can savenearly US$ 4 million per year in capital and operational expenses, while those with about 200 servers stand to save someUS$ 160,000 annually10.

Savings mainly come from the capital costs of fewer servers with the higher the level of server consolidation, the lower theTCO that can be achieved. For a major airline, the savings could be considerable. There are also further savings fromassociated network and storage infrastructure, as well as maintenance, to consider. The geographically dispersed nature ofairline operations can make this last item a more significant element of the business case than in other industries.

Virtualization can also significantly reduce the overall cost of energy for companies. While the power consumption and heatoutput of a system with high levels of utilization will be greater than that of a system under a lesser load, the consolidationof multiple lowly-utilized servers should still produce less heat and demand less power overall.

Reducing complexityOver the last five years simplification has become crucial to allow airlines and airports to cope with increasing passengergrowth in a sustainable manner. From an IT perspective, simplicity is often more reliable, more secure, and more usable.Nevertheless, the need to run and manage more and more applications and IT processes has led to increasing complexityof IT infrastructure. By way of an example, getting a British Airways passenger in the air reportedly involves 600 differentelectronic systems and processes11.

Airports also have complexity issues derived from managing the differing requirements of multiple tenants. For example,airport operator Fraport AG, which operates Frankfurt Airport (FRA), reportedly manages around 120 major applications forthe airport at its data centre12.

If its early promise continues, server virtualization may well prove to be one of the most significant weapons developed toremove the underlying complexities of IT infrastructure at a local level. This makes it particularly useful to address thedisparate nature of airline and airport IT infrastructure. The reduction in quantity of IT infrastructure makes management andmaintenance far easier.

In essence, by using virtualization to consolidate the IT infrastructure centrally and regionally, any application can bedelivered to any end-user device, giving a consistent customer and employee experience, no matter where they arelocated, while simultaneously reducing the complexity inherent in managing both the data centre, and myriad of end-userdevices and applications.

Server virtualization may well prove tobe one of the most significant weaponsdeveloped to remove the underlyingcomplexities of IT infrastructure at alocal level.

10 NEW FRONTIERS PAPER

The case for a community approach

© SITA 2010

Infrastructure-as-a-Service (IaaS) makes basic computational resources – such as storage, disk space, and servers –available as on-demand services.IaaS often takes the form of virtualized computing environments, leveraging virtualimages to alleviate the typical problems associated with remote hosting of applications in aligning operating systems,application servers, hardware, and other application specific details with the needs of the customer. Virtualizedcomputing environments allow the customer to configure and deploy the application centrally and then execute it withina remote environment without worrying about the underlying server and network infrastructure.

BlueLock and Amazon EC2 are good examples of IaaS providers.

The Infrastructure-as-a-Service model is gaining popularity on the back of the shift towards Cloud Computing. UnderCloud Computing elements of a company's computer needs – software applications, processing power or data storage– are provided via the Internet as a service, rather than through an in-house IT system.

Under the IaaS model, airlines would get access to virtual servers on which they deploy their own software, rather thanusing their own physical machines, via the ‘cloud’.

To date, IaaS has seen heaviest adoption among businesses that don’t have the resources or economies of scale tobuild out large IT infrastructures.

Infrastructure-as-a-Service (IaaS)

One challenge for air transport is to adopt an appropriate model for maximising the benefits from server virtualization. Itfollows that the largest efficiency gains and therefore cost savings will be where consolidation of infrastructure is thegreatest. A community based approach, in which dedicated industry server farms are optimised to meet the needs of airtransport operations, therefore has serious potential.

Under a community approach of the type advocated by SITA, server virtualization could be deployed to take advantage ofeconomies of scale and multi-tenancy to reduce the cost of using information technology resources. It would provideairlines and airports with access to computing resources in an on-demand manner. This Infrastructure as a Service (IaaS)type model could essentially lease out the infrastructure resources on which the airlines deploy their own software. Theapplications are then available to end-users in a ‘plug-and-play’ manner, much as electricity is used today.

The primary reason that a community model could be a better way forward than going it alone is that it avoids the cost andthe risks of building and managing new data centres for what is a relatively new technology. The scale of consolidation atthe industry level also ensures lower operating costs. This is self-evident in a number of situations.

First, as a low cost disaster recovery alternative. Virtualization provides a cost effective way to access a back-up datacentre for disaster recovery purposes, negating the need for an airline or airport to invest in its own duplicate data centrethat may only be required sporadically. A pay-as-you-go business model would allow airlines to mitigate both planned andunplanned downtime, while minimizing the cost impact.

Second, handling occasional peaks in demand. The revenue generated from spikes in passenger traffic such as throughtrialling a new route, a major event or a seasonal fluctuation does not always justify an airline or airport over-provisioning itsown IT infrastructure. Having the ability to tap into 3rd party computing resources as and when required, paying only forwhat is used, provides a flexible means to both grow and contract business operations quickly and cost effectively.

Server Virtualization 11© SITA 2010

Third, the international nature of airline operations can make it essential to load balance servers globally to smoothperformance levels for both customers and employees at each site. This can carry a high cost in terms of money, time andresources to manage multiple data centres or co-location sites around the globe. Access to the managed virtualinfrastructure of a service provider would enable airlines to reduce their regional IT footprint, alleviating the managementburden without sacrificing the benefits available from a virtualized environment, such as speeding up deployment of newapplications to outstations.

There are other reasons why a community approach makes sense beyond pure cost savings. Virtualization requires a newset of IT skills and tools. Surveys of those who have already been through a virtualization exercise consistently indicate thatthe primary obstacle with virtualization is lack of experience of the technology

13. Re-training staff to cope with the new

demands can be time-consuming, while retaining staff with a highly in-demand skill can be expensive.

A community approach would allow airlines to build experience in virtualization technology in a low risk, controlled manner,leading to the development of an industry centre of excellence for virtualization. This would ensure that best practices andstandardized performance levels can be achieved across the industry, as well as being an incubator for further innovation ofvirtualization technology.

Further, airlines and airports could avoid an ‘all or nothing’ approach by adopting virtualization at their own pace, wherenon-critical processes could be tested first to build experience slowly. Perhaps more significantly it would also allow airlinesand airports a route for developing a private community cloud computing infrastructure further down the road.

A community approach would allow the development of a centre of excellence forvirtualization. This would ensure that best practices and standardized performancelevels can be achieved across the industry.

12 NEW FRONTIERS PAPER

What are the major challenges of ServerVirtualization?

© SITA 2010

While server virtualization promises significant benefits, it brings with it a number of challenges that need careful consideration.

Initial server administration and management time may be higherSimpler administration is often cited as a major benefit of virtualization, but recent research

14suggests that lack of

experience and knowledge of a virtualization environment can make administration in the short term more complex whilethe learning curve kicks in. For example, routine management tasks such as simply figuring out how many servers there are in the data centre is trickier when there is no hardware to count. Therefore, new administration processes need to bedeveloped, understood, and learnt before efficient management can be performed.

Increased criticality of physical servers Virtualization has the effect of making hardware more important. Although it cuts down on the number of physical serversneeded, each one – by virtue of it supporting multiple applications – becomes significantly more critical. An outage in thephysical infrastructure will now affect more applications and as a consequence more user populations. Therefore, the fewerphysical servers need higher reliability. A community approach could mean more aggregated focus on this strict requirement.

Virtualization calls for new IT capabilities and a whole new level of skill sets that may not be inherent in existing staff. In addition,investment in new monitoring tools from both a cost and training perspective needs to be factored into the business case.

Good governance Virtualization places greater emphasis on a comprehensive understanding of the co-dependencies between the differentcomputing elements. For example, if application X is dependent on data inputs from application Y, the two applicationsneed to reside on the same server. If they are housed on separate servers, downtime for the server hosting application Ymay result in data discrepancies between the two applications. A lack of adherence to good governance and best practicescan undermine the benefits of virtualization and lead to an environment that is more complex to manage than before.

A second issue requiring good governance is avoiding virtual server sprawl. Virtualization makes adding new serversextremely easy so strong discipline is needed to avoid under-utilized virtual machines proliferating out of control.

New generation data centreServer virtualization requires data centres with a higher physical specification than many older data centres can support.This can lead to additional costs. For example, virtual servers are heavier than their non-virtualized counterparts so theadditional weight can be an issue. Additionally, virtualized servers generate much more heat per server due to their higherutilization rates. That requires advanced cooling systems and greater power supplies than may be available.

Storage virtualizationStoring data on one physical server can create a bottleneck, if many applications need to access it, as is typical withairline processes. The exponential growth in data is also causing problems, with many applications generating moredata than can be physically stored on a single server, as well as backup issues. For these reasons, it makes sense tomove data storage into a virtualized environment, usually at the same time as server virtualization is implemented.Virtualized data storage can reduce costs and improve data management efficiency.

Desktop virtualizationDesktop virtualization reduces the complexity inherent in managing desktop environments by eliminating the need for ITpersonnel to log in to remote desktops or physically visit them to troubleshoot problems. An ‘image’ of each desktop isretained centrally, which allows management to take place at the data centre.

Application virtualizationDesktop virtualization’s management efficiencies can be extended further by combining it with application virtualization.A single ‘image’ of an application is maintained centrally from where it can be accessed by multiple users. With theapplications no longer residing on the virtual desktop administration is easier and since those application-free desktopsnow require less local disk space there is a cost saving on storage as well.

Other types of virtualization

Server Virtualization 13

Conclusion

© SITA 2010

Server virtualization is still at an immature stage within air transport, but as evidenced by industry surveys, it is a technologythat is receiving serious attention and within five years will be the mainstay of data centre design.

Driving the interest is its ability to satisfy a long list of real business and technology needs and tackle growing air transporttrends, namely the ability to:

n Deliver substantial cost savings and ROI

n Address the industry’s growing demand for data processing and storage

n Reduce and simplify the regional IT footprint of airlines by centralizing IT infrastructure

n Help airports limit the number of airline specific set-ups

n Speed up the deployment of IT-based services across route networks

n Limit the reliance on airline managers or 3rd parties for local IT operations

n Increase robustness of infrastructure leading to higher business continuity

n Absorb traffic spikes by matching IT capacity to demand.

n Enhance green credentials

n Sustain business evolution without having extra investment in data centre capacity

While this paper has focused on server virtualization, as the primary conduit for air transport businesses to gain experienceof virtualization, there are considerable synergies to be had by virtualizing as many components of infrastructure aspossible – encompassing servers, applications storage and desktops. In particular, the ROI can much higher when serverand storage virtualization are deployed together and likewise, with desktop and application virtualization. The completetransition to a virtualization environment should therefore be a medium-term technology goal.

Virtualization, in all its forms, offers a new model of deploying and managing IT that will improve performance at a lowercost for airports and airlines, particularly at outstations and remote city offices. However, a bigger opportunity forrationalising IT infrastructure exists at the community level where the scale of consolidation and therefore the benefits, aregreater. Under this Infrastructure-as-a-Service type model, industry participants are insulated from the costly impact ofhardware issues by accessing computing power on-demand, on a pay-as-you-go basis. This brings all the benefits ofvirtualization, while eliminating the risks of a go-it-alone strategy.

Nonetheless, airlines and airports will always want to retain control and run their own infrastructure for some criticalprocesses, so a community solution offers an opportunity to tap into and test virtualization for non-critical processeswithout the cost of a major investment. It also provides a low cost means to assess the adoption of other infrastructure-related models such as cloud computing, grid computing and Software-as-a-Service, that are emerging as powerfulalternatives to running and managing traditional computing resources.

Note 1, Page 5: The Airline IT Trends Survey is conducted annually by Airline Business and SITA. Summary results areavailable at www.sita.aero.

Note 2, Page 5: Source: IDC, Enterprise Class Virtualization 2.0, Feb 2007

Note 3, Page 5: Source: VMware customers as detailed in VMware presentation: ‘Improving Cost of Ownership andReturn on Investment with VMware Virtual Infrastructure’ – January 2006

Note 4, Page 5: Microsoft case study available at:http://www.microsoft.com/casestudies/Case_Study_Detail.aspx?CaseStudyID=4000002601

Note 5, Page 6: Source: IDC Digital Universe white paper sponsored by EMC, May 2008

Note 6, Page 7: October 2008 issue: http://www.cpatechnologyadvisor.com/print/The-CPA-Technology-Advisor/Good-Virtualization-Requires-Good-Virtualization-Management/1US$2125

Note 7, Page 7: Ethiopian Airlines press release dated 5th May, 2009

Note 8, Page 7: SITA survey of customers at advisory board meetings

Note 9, Page 8: Source: http://www.cio.com.au/article/326523/british_airways_leverage_soa_travel_system_upgrade

Note 10, Page 9: Quoted in IDG Enterprise: A Roadmap to Reducing Complexity, page 3

Note 11, Page 9: Source: http://www.computerworld.com.au/article/326544/british_airways_selects_progress_software_soa_solutions_upgrade_travel_experience

Note 12, Page 9: http://www.datacenterdynamics.com/ME2/Audiences/dirmod.asp?sid=&nm=Magazine+Archives&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=3E7131134EB546CEBA437C15608CA834&AudID=E5BD2FF22AF74DF3A0D5F4E519A61511

Note 13, Page 11: Network Instruments survey at Interop, 2009; Rackspace Virtualization Survey, 2007

Note 14, Page 12: Network Instruments survey at Interop, 2009

Notes and references

© SITA 201014 NEW FRONTIERS PAPER

© SITA 10-THW-054-2. All trademarks acknowledged. Specifications subject to change without prior notice. This literature providesoutline information only and (unless specifically agreed to the contrary by SITA in writing) is not part of any order or contract.

East & Central Europe+41 22 747 6000info.ece@sita.aero

Latin America & Caribbean+55 21 2111 5800info.lac@sita.aero

Middle East & North Africa+961 1 637300info.mena@sita.aero

North America +1 770 850 4500 info.nam@sita.aero

North Asia & Pacific+65 6545 3711 info.nap@sita.aero

North Europe & Sub-Sahara Africa+44 (0)20 8756 8000+27 11 5177000 info.nesa@sita.aero

South Asia & India+65 6545 3711 info.sai@sita.aero

South Europe+39 06 96511500info.seu@sita.aero

www.sita.aero

For further information, please contact SITA by telephone or e-mail: