ecio ppt how do i make infrastructure adaptive

WHY SHOULD I MAKE MY ORGANIZATION MORE ADAPTIVE AND HOW CAN I MAKE MY INFRASTRUCTURE ADAPTIVE?

(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)

PRESENTATION

AS OF: FEBRUARY 1, 2004

Prepared for: *Adapted from META Group How-To November 12, 2003

Prepared By: David J. Niles, Director;

Enterprise Infrastructure (EID)

Page: 1Wednesday, May 3, 2023ECIO EXECUTIVE WORKBENCH

Wednesday, May 3, 2023

VALUE PROPOSITION/PROBLEM STATEMENT/TAKEAWAYS

• What Are the Prevalent Issues? • Drivers in the Marketplace? • What Is the Adaptive Organization? • What Are the Key Principles of an Adaptive

Organization? • What Are the Benefits of Adaptive Efforts? • What Are the Top CIO Issues Around Adaptive

Efforts? • What Are the Key Concepts to Understand? • What Will an Adaptive IT Organization Look

Like? • How Can Adaptive Architectures Speed

Program and Project Delivery? • What’s the Impact on IT Finances? • How Can I Use Benchmarking to Determine

Adaptively? • What’s the Impact on Human Capital — and

My Outsourcing Plans?

• What’s the Impact on Infrastructure? What’s the Impact on My Application Portfolio?

• Where Should I Start So That I Get Tangible Results? • How Do I Get Business People to Care about

Infrastructure? • What Are My Infrastructure Change Drivers? • How Do I Relate New Business and Application

Initiatives to Infrastructure? • Are There Repeatable Patterns at Which My Team Can

Excel to Appear More “Adaptive”? • How Do I Maximize Adaptability? How Does

Infrastructure Planning Relate to Application Development?

• How Do I Balance Project Planning and Strategic Planning?

• How Does Infrastructure Planning Relate to Architecture Planning?

• How Do I Connect Infrastructure Patterns to Operations Excellence?

• How Do I Organize My People to Succeed? • Next Steps . .

ECIO EXECUTIVE WORKBENCH Page: 2

WHAT ARE THE PREVALENT ISSUES?

• Business change– Respond to market conditions– Mergers and Acquisitions (M&A) activity– Decrease costs, deliver quality

• Driving value– Justify projects based on value delivered– Getting more out of less– Maximizing consolidation efforts

• Complexity– Exploit new technology while not increasing the plan, build, and run efforts– Using automation to relieve overburdened staff

• Business accountability/alignment– Abstracting complexity from the business: Delivering a service– Informing the business of the success/failure of IT– Enhancing IT’s impact on business activity … real time/near real time


DRIVERS IN THE MARKETPLACE?• Alter how IT resources are:

– Built, architected, and organized– Deployed and redeployed– Utilized while deployed– Identified as critical– Financially engaged

• Numerous vendor efforts underway:– Infrastructure vendors– Services vendors– Software vendors —management,

application– All will play a role

THE RESULT IS AN EFFORT TO BUILD ANADAPTIVE ORGANIZATION


WHAT IS THE ADAPTIVE ORGANIZATION?

• An adaptive organization is one that:– Focuses on dramatically improving the economics of business change to

enhance the organization’s performance (e.g., profitability, growth, liquidity)– Harnesses IT to automate new forms of collaboration, innovation, resource

sharing, and sourcing– Dynamically optimizes loosely coupled modular resources (e.g., people,

products, services, technologies, processes)– Does all this in a timely fashion, to a constantly changing competitive market

IT WILL BE A KILLER BUSINESS CASE, NOT A KILLER APPLICATION, THAT DRIVES ADAPTIVE ORGANIZATION EFFORTS


WHAT ARE THE KEY PRINCIPLES OF AN ADAPTIVE ORGANIZATION?

• Loose coupling– Business processes– Technology

• Dynamic– Cost, scale, source, changing speed

• Modular• Timely• Automation

– Change and analysis• Optimization

– Utilization, effectiveness, productivity– Understanding tradeoffs

• Market-driven adaptation

IT’S ALL ABOUT CHANGE


THE ADAPTIVE ORGANIZATION —OPERATIONAL PERSPECTIVE


CAPACITY PRICING “OPTIONS”• User purchases “x” fixed capacity• User purchases variable “rights”• User pays for usage of variable capacity

(premium)• User must manage the “gap”

MODEL APPLIES TO OUTSOURCED OR INTERNALLY

SOURCED CAPACITY


WHAT ARE THE BENEFITS OF ADAPTIVE EFFORTS?

• Efficiency/utilization– More efficient use of all IT resources– Human capital, financial, and physical– Reduced wasted cycles, especially computing cycles (e.g., CPU)

• Flexibility– More capable to shift or link resources, unleashing new uses

• Responsiveness– Able to respond to business needs or conditions without “forklift” and within

budget• Value

– Enhancing value delivered to the organization

THE RESULTS


WHAT ARE THE TOP CIO ISSUES AROUND ADAPTIVE EFFORTS?

• No understanding of what “utility” means– No clear term or common understanding

• Excessive internal barriers– Poor vendor management, asset management– Political issues

• Management of the environment is a bigger issue than adding capacity– Capacity planning non-existent off mainframe

• Need more data on financial models– Do not want to pay upfront for variability

• Must involve application development


WHAT ARE THE KEY CONCEPTS TO UNDERSTAND?

• New technologies and architectures– For example, automation, virtualization, workflow, Web services, and grid

• New processes– Dynamic change

• New financial models– Variable/utility

• Impact on parts of the IT organization and the business• To BPR or not to BPR


WHAT WILL AN ADAPTIVE IT ORGANIZATION LOOK LIKE?

• Resource pools of virtualized infrastructure resources (network, storage, servers)• Loosely coupled applications employing standards-based connectivity• Automated operational tasks• Selective tasks outsourced• A focus on the business of IT

– IT analytics– Broad use of service-level agreements– Leverage variable cost components

THE ADAPTIVE ORGANIZATION WILL LEVERAGE THE NEW

CAPABILITIES TO ENABLE RAPID CHANGE TO MEET NEW

REQUIREMENTS AT A LOWER COST Page: 14Wednesday, May 3, 2023ECIO EXECUTIVE WORKBENCH

HOW CAN ADAPTIVE ARCHITECTURES SPEED PROGRAM AND PROJECT DELIVERY?

• Leverage across projects• More flexibility in infrastructure and

application architecture• Technology can more readily be

“reshaped” for new uses or purposes• Business unconcerned about underlying

technology• Reduced initial capital expenditure

MORE SPEED AT REDUCED COST


WHAT’S THE IMPACT ON IT FINANCES?• Managing the economics of IT

becomes a core competency– Grow beyond the cost center

• Demand-driven supply, not project driven

• Leverage of new pricing models


HOW CAN I USE BENCHMARKING TO DETERMINE ADAPTIVELY?

• Benchmark to drive the understanding of what is in need of change• Determine which technology elements are commoditizing and which are not (and

which may be outsourced or repriced)• Leverage new metrics to determine success of adaptive efforts

– For example, reuse, redeploy, and speed• Seek constant improvement

– Against internal and industry benchmarks• Determine appropriate costs based on both market trends and new vendor pricing

models


WHAT’S THE IMPACT ON HUMAN CAPITAL — AND MY OUTSOURCING PLANS?

• Will require companies to mix internal and outsourcing

• Introduction of utility outsourcing models for infrastructure services

• New targets for utility outsourcing– For example, application

services, operational processes

• Leverage of offshore• Considerations to business

process outsourcing


WHAT’S THE IMPACT ON INFRASTRUCTURE?

• Key technical trends– Web services (SOA)– Infrastructure virtualization

(SOI)• Define a service oriented

infrastructure (SOI)• Structure the infrastructure

portfolio

REALISTIC STRATEGIES MUST BE BUILT FROM CURRENTASSETS WITH MANY SEPARATE PROJECTS


WHAT’S THE IMPACT ON MY APPLICATION PORTFOLIO?

• Applying effort to application consolidation

• Leveraging a service oriented architecture• Increased focus on application and data

integration• Link business process and business

performance management• Knowledge management critical

APPLICATIONS WILL BE RESHAPED BY NEW INTEGRATION AND FLEXIBILITY REQUIREMENTS


WHERE SHOULD I START SO THAT I GETTANGIBLE RESULTS?

• Processes– Understand existing business processes– Invest in the process of IT financial management– Build strong IT processes (plan, build, run)

• Technology– Numerous tactical technologies available

• For example, automation, provisioning, problem analysis, virtualization, and grid

• People– Seek user productivity enhancements

• For example, knowledge worker infrastructure• Invest in knowledge management


WHAT’S THE BOTTOM LINE?

• Tangible steps can be taken today to become adaptive• Establish strong practices and processes to excel• Savings follow planning• To be adaptive is to be predictive

THIS IS A JOURNEY — NOT A SINGLE PROJECT


PART 2: HOW DO I MAKE MY INFRASTRUCTURE ADAPTIVE?


HOW DO I GET BUSINESS PEOPLE TO CARE ABOUT INFRASTRUCTURE?

Identify your organization’s most important business issues that will be impacted by infrastructure. What is the potential positive impact of having an adaptive infrastructure that is capable of effectively and rapidly supporting your business initiatives? What is the business impact of having a brittle (not easily expanded, scaled, changed) infrastructure? How do you deal with the explosions that occur when business/application initiatives don’t meet infrastructure in an effective manner? Have you ever implemented projects that did NOT offer adaptable infrastructure? Can you prove that now after the fact (and use it as ammunition in future discussions)? Likewise, have you ever implemented projects that DID offer adaptable infrastructure? Can you prove that now after the fact (and use it as ammunition in future discussions)?

• Faster cycle times/decreased time to market• Increased revenues and decreased unit costs• Mergers, acquisitions, divestitures• Regulatory change• New business initiatives• Electronic business• Customer relationship management• Supply chain planning

BY 2003, IT INFRASTRUCTURE OPERATIONS WILL BE MORE

IMPORTANT TO E-BRANDS THAN MARKETING OPERATIONS!


WHAT ARE MY INFRASTRUCTURE CHANGE DRIVERS?

• Business drivers– Application projects– Location changes– User demographics

• Technological drivers– Faster– Cheaper– New capabilities

WHAT ARE THE TOP THREE BUSINESS DRIVERS OFINFRASTRUCTURE CHANGE WITHIN YOUR

ORGANIZATION?Page: 25Wednesday, May 3, 2023ECIO EXECUTIVE WORKBENCH

2000+ TECHNOLOGY SCENARIOFaster application life cycles (sometimes 18 months or less from conception to retirement) are causing infrastructures to outlive their applications; we must have an adaptable approach to dealing with this rate of change to succeed• Accelerating business initiatives are driving

tighter application “cycles”• A degree of infrastructure market

standardization has advanced the adaptive goal

• But application complexity will increase with n-tier and e-commerce initiatives

SUCCESSFUL ALIGNMENT OF APPLICATIONS, INFRASTRUCTURE, AND

OPERATIONS WILL DENOTE “BEST PRACTICE” ORGANIZATIONS IN 2000+


WHAT IS INFRASTRUCTURE?• Hardware

– Servers, storage, networks, desktops, phones

• Software– Operating systems, APIs, databases,

middleware• People

– Designers, installers, operators, troubleshooters

• Processes– Architecture and design, production

acceptance, etc.

“ANYTHING THAT IS NOT FUN ANYMORE!”


HOW DO I REDUCE INFRASTRUCTURE COMPLEXITY?

• Structure shared infrastructure resources into discrete, manageable domains

ADOPTING A MODEL FOR INFRASTRUCTURE IS THE FIRST STEP TOWARD ENABLING

ADAPTABILITY AND REUSABILITY


HOW DO I DEFINE TECHNOLOGY ANDPRODUCT COMPONENTS?

• All patterns use API components• Understanding the API model ensures we

don’t “see something we’ve never seen before”

• Reusability should be inherent in the patterns

• Reuse is usually driven from the bottom up!

WHILE BUSINESS INITIATIVES DRIVE INFRASTRUCTURE

DECISIONS, A SOLID MODEL ENABLES QUICK ADAPTATIONS Page: 29Wednesday, May 3, 2023ECIO EXECUTIVE WORKBENCH

HOW DO I RELATE NEW BUSINESS ANDAPPLICATION INITIATIVES TO INFRASTRUCTURE?

• Infrastructure pattern matching– Business-level questions

should quickly determine the infrastructure pattern required to support an application!

SPEED AND EFFICIENCY ARE MORE IMPORTANT THAN

TECHNICAL SOPHISTICATION!


ARE THERE REPEATABLE PATTERNS AT WHICH MYTEAM CAN EXCEL TO APPEAR MORE “ADAPTIVE”?


HOW DO I MAXIMIZE ADAPTABILITY?• Adopt adaptive pattern designs• Standardize components first within a

pattern, then wherever possible across patterns

• Reduce supported patterns to a very small number, reused by multiple applications or initiative activities

• Examine options for simplifying existing pattern inventory or moving new initiatives to infrastructure that is already well supported

WHEN YOU CAN’T CONSOLIDATE, INTEGRATE!


ORGANIZE INFRASTRUCTURE THINKING

• Tie infrastructure platform components together with patterns– All platform components are required to service common application

requirements– Each pattern is different enough to require planning separately

• Infrastructure pattern matching identifies which pattern to select

BUSINESS IMPACT: ORGANIZATIONS EMBRACING PATTERN ADAPTABILITY IN THEIR INFRASTRUCTURE WILL LOWER COSTS AS WELL AS INCREASE SPEED

AND VALUE FOR IMPLEMENTATIONS


HOW DOES INFRASTRUCTURE PLANNING RELATE TO APPLICATION DEVELOPMENT?

• Core infrastructure patterns feed the infrastructure life cycle

• Applications are tied to infrastructure by using IIA

• Patterns are refined during the life cycle• Start earlier!

INFRASTRUCTURE PLANNING MUST BE MARRIED TO

APPLICATION LIFE CYCLES WITH EXPLICIT PROCESSES


HOW DO I BALANCE PROJECT PLANNING AND STRATEGIC PLANNING?

• Strategic planning– Pattern level

• Pattern definition• Pattern inventory• Pattern refinement• Pattern migration

– Infrastructure wide• Cross-pattern refinement

• Project planning– Application level

• Pattern definition• Pattern selection• Pattern refinement PROJECT PLANNING WITHOUT STRATEGIC PLANNING

(AND STANDARD PATTERNS) CREATES DIVERSITY!


HOW DOES INFRASTRUCTURE PLANNINGRELATE TO ARCHITECTURE PLANNING?


HOW DO I CONNECT INFRASTRUCTUREPATTERNS TO OPERATIONS EXCELLENCE?


HOW DO I PACKAGE AND SELL INFRASTRUCTURE?


HOW DO I ORGANIZE MY PEOPLE TO SUCCEED?

TACKLING THE CENTER OF EXCELLENCE (COE) SEAMS . . .

* A lingua franca, also known as a bridge language, common language, trade language or vehicular language, is a language or dialect systematically used to make communication possible between people who don't share a native language or dialect, in particular when it is a third language, distinct from both native languages. (en.wikipedia.org)


INFRASTRUCTURE: PROCESS AND PEOPLE

• Infrastructure development must develop and inculcate a life-cycle approach, just like application development for quality and speed

• IT must empower infrastructure developers with expertise outside of one particular technology stovepipe to plan, build, and manage overall end-to-end infrastructure patterns

• Use process to overcome organizational inhibitions (the seams) — patterns help• Package infrastructure costs to match what the business values

BUSINESS IMPACT: ORGANIZATIONS EMBRACING PATTERNADAPTABILITY IN THEIR INFRASTRUCTURE WILL LOWER COSTS

ASWELL AS INCREASE SPEED AND VALUE FOR

IMPLEMENTATIONS


MAKING INFRASTRUCTURE ADAPTIVE

• Map business drivers to infrastructure requirements by using seven core infrastructure patterns

• Coordinate infrastructure investments to simplify designs while maximizing reuse and adaptability

• Leverage infrastructure impact analysis processes to move planning earlier in overall life cycle

• Use infrastructure patterns as repeatable solutions to common application problems


NEXT STEPS . . .

• Start up– Develop overall approach, process– Educate IT staff

• Complete inventory– Leverage templates and previously collected data

• Determine targets– Define/refine current and future pattern and platform designs

• Develop an infrastructure strategic plan– Perform gap analysis– Recommend projects and priorities



FUTURE STATE

44ECIO EXECUTIVE WORKBENCH

Wednesday, May 3, 2023ECIO EXECUTIVE WORKBENCH

PRESENTERS BACKGROUND

• David Niles ([email protected])– Director, Systems Development

• USA Federal Government Health Care, Washington DC– Director Enterprise Infrastructure

• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL• Largest Oracle ERP instance in the world… HSV Z series, Superdomes

– Director, Project Control And Service Management• Sanmina-SCI, Chennai India Guadalajara MX• Mergers and Acquisitions, DRP, SOX, GSC, PMO

– Sr. Director Support Services• Burlington Coat Factory, Philadelphia PA • Change Control, GSC, Asset Management, Field Services, Technical Services, PMO

– Program Director, Day 2 Wipro– Special advisor, CIO/COO Macmillan Publishing NYC

• Prepared with input by:

Page: 45

mailto:[email protected]


TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF INFORMATION

• Mindmap• eCIO Executive Workbench

– Toolkit and examples for all facets of the workplace for managers, executives and the individual contributors

– Leave your card and I’ll get you a copy

Page: 46ECIO EXECUTIVE WORKBENCH


END OF PRESENTATION

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ecio ppt how do i make infrastructure adaptive

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