vCAT 3.0: Operating A VMware vCloud: VMware, Inc.€¦ · vCAT is built by VMware cloud experts working with enterprise and ... Building upon the great awareness, ... The organization
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vCAT 3.0: Operating A VMware vCloud ® Rohan Kalra, VMware, Inc. Kevin Lees, VMware, Inc. OPS-CIM1309 #vmworldops
vCAT is built by VMware cloud experts working with enterprise and service provider customers, and validated for a supported solution EXPERTISE:
“Technical and Operational Guidance for Cloud Success”
Introduction VMware
vCloud Service Definitions
Architecting a VMware vCloud
Operating a VMware vCloud
Consuming a VMware vCloud
VMware vCloud
Implementation Examples
Core Documents
Tools & Add-Ons Workflow Examples
Software Tools
Cloud Bursting
Presenter
Presentation Notes
“The vCloud Architecture Toolkit (vCAT) provides the tools and best practices to build, operate and consume an industry-leading cloud computing infrastructure solution” The cloud experts at VMware have created a clear and implementable system�that customers can follow to solve a problem and achieve a specific outcome Validated by engineering, GSS, and GTS.
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vCloud Architecture Toolkit (vCAT) History & Evolution
Expansion of adjacent technologies and operational excellence
Best Practices Update
vCAT 2.0 2.0.1
vCAT 3.0
2012 2011 2010
Initial starting point based on early technology
vCAT 1.0
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
Mature and incorporating full VMware vCloud® Suite
vCAT 1.6
“vCAT is a design guide to aid the creation of solution building blocks.” – Ben Lin, Cloud Architect
Presenter
Presentation Notes
History and motivation for vCloud Architecture Toolkit Complexity of architecture more than just a set of templates More than product documentation Focus on use cases & design considerations Provides breadth and depth for discussions Provides tested examples for private, public, and hybrid architectures Helps address ‘what if?’ situations Industry leading and recognized IP to build, consume and operate a cloud Design considerations that establish confidence and credibility Proven architecture that has become well known for its validity and effectiveness Toolkit is based on hundreds of proven customer architectures vCAT 1.0 Scope of technology Use internally / marketplace Participation from around VMW vCAT 1.6 Best Practices Update vCAT 2.0 Scope of technology Use internally / marketplace (volume/traction, etc.) 1000 downloads within 3 hours of positing to vmware.com Participation from around VMW What we learned in the process vCAT 3.0 Expanding scope of technology – we know we need/want to sell more adjacencies; we know we need greater focus on Operational excellence Expanded participation (teaser) Building upon the great awareness, success and interest from other releases (Partners (From Deloitte to the Channel are all asking for this)) vCAT 1.0 allowed us to drive strategy with cloud (initial team size – less than 10) vCAT 2.0 brought in adjacency and operations (approximately 72 across all VMware organizations – 7,000+ downloads – use of Agile Methodology) vCAT 3.0 takes to next step with higher maturity and huge operationalizing of cloud (plan to be part of vCloud Suite B.O.M.) (2-3 minutes)
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vCAT audience reading guidelines
Architect Operator Consumer
Introduction
Service Definitions
Architecting
Operating
Consuming
Implementation Examples
Workflow Examples
Software Tools
Cloud Bursting
Presenter
Presentation Notes
Audience Designed for IT personnel who are involved with governance and operational control for one or more instances of vCloud delivering cloud services The reader is assumed to be familiar with IT service management principles and VMware vSphere® and vCloud concepts.
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What are your three biggest challenges in creating a private cloud computing service?
Gartner Data Center Conference Poll 2010
N = 167 Not sure
Business/customer relationship
Technology
Politics
Service description & self-service interface
Culture
Funding/chargeback model
Management and operations processes
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31
36
40 46
56
62
80
Cloud Computing Challenge
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Introduction to - Operating a VMware vCloud
Technology
People Process
Automation Leverage
Ownership
Performance
Presenter
Presentation Notes
Overview Provide practical operations-focused considerations and guidance for operating and maintaining a vCloud environment. It covers the people, process, and technology involved in running a vCloud environment. IT Operations consists of three primary elements: Technology Processes People The Goal of Operational Readiness is the ability to “Execute” effectively & efficiently. In other words, to have Operational Performance. When people and technology converge, we get leverage. – Not enough! When technology and processes converge, we get automation. – Still not enough! When people and process converge, we get ownership. This is the foundational key to Operational Readiness, OWNERSHIP by the team. When all three (Technology, Process and People) converge, we can get Execution Performance. Our Operational Readiness service engagement offerings focus on enabling ownership through establishing a Center of Excellence (CoE), clarity and refinement of processes which align with business goals and service delivery, and technology implementation that delivers unmatched leverage and agility.
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Introduction to - Operating a VMware vCloud
Sample Topic Structure • Process Overview
• Process Definition and Components
• Process Workflow
• Process Evolution for vCloud Operations
• Process Automation and Tool Alignment/Integration
• Roles and Responsibilities responsible for the Process
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vCAT: Operating a VMware vCloud - Contents
1. Overview 2. Cloud Computing 3. Process Maturity for vCloud Operations 4. Changing Role of Information Technology Organizations 5. Organizing for vCloud Operations 6. vCloud Business and Consumer Control 7. vCloud Service Control 8. vCloud Operations Control 9. vCloud Infrastructure Control
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Section 2 - Alignment with Cloud Operations Framework
End User Computing Service governance and lifecycle management as well as the design and development of vCloud based IT services
vCloud Service Control
Provisioning and proactive operations management of vCloud based services with a focus on policy-driven automation
vCloud Operations Control
Architecture, engineering, and deployment services for the underlying vCloud infrastructure
vCloud Infrastructure Control
IT cloud computing strategy, management of IT from a business perspective and consumer interaction management
vCloud Business and Consumer Control Business Alignm
ent IT Efficiency
ITBM
Dem
and
Supp
ly
Presenter
Presentation Notes
This slide further delineates each layer by the specific processes/functional areas contained in each. The processes/functional areas VMware defines as necessary for effectively and efficiently operating a VMware cloud environment go beyond those described by traditional ITIL to include orchestration, integration, as well as a set of underlying vSphere/VMware cloud infrastructure services.
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Section 3 - Process Maturity for Cloud Operations
• Process Optimization
Traditional IT
Presenter
Presentation Notes
This figure represents a traditional model. *** notes of script.. ***
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Section 3 - Process Maturity for Cloud Operations
• IT Business Management & measurement
• Service Orientation • Organization
Capability • Process Optimization • Integration &
Automation
Cloud ITaaS
Presenter
Presentation Notes
This figure represents the core differences between a traditional and VMware’s cloud based model. Note the new scale focuses on four dimensions, namely process optimization, process integration & automation, an organization’s service orientation and capabilities. Service Orientation is a measure of an organization’s maturity to align their IT services to business user needs. Organization Capability is a measure of an organization’s resource allocation, resource knowledge and organizational setup to support cloud operations. Process Optimization is a measure focused on ensuring consistent, repeatable and documented processes are established and enforced throughout an organization. In the newer scale process optimization is extended to the virtualization and cloud computing stacks. There is flexibility allowed for the dynamic and ever changing nature of the cloud. Process Integration & Automation is a measure of the evolution of the traditional IT processes and their adoption for cloud. ?? Other parameters to think about when it comes to Cloud
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At this level there are no operational controls in place for virtualization or cloud computing. Processes are generally
manual and ad-hoc
Section 3 - Cloud Operational Capability Model
In this state basic operational processes and tools are adapted for core virtualization but not cloud computing. Processes
objectives are defined but activities are performed manually. Some cloud capability for self-service dev/test deployment and
externally hosted SaaS.
At this level limited operational processes and tools are adapted for cloud computing. Processes objectives are documented.
Organizationally roles and responsibilities are defined. There is limited automated integration with existing IT processes
(Change, Configuration, etc).
At this level there is complete operational control over processes and tools with a new Cloud Operating Model in place and
established. The organization is service driven and offering cloud location-independent, business-impacting services directly to
business users via a service catalog. There are clearly defined service design and development procedures. Detailed
measurement coupled with benchmarking is driving decisions.
At this level there are automated process management policies and operational controls in place. Organization focus is toward
business agility, critical business services are offered through the cloud with complete operational control. Detailed measurements
and metrics are automatically collected and presented to the user. An expanded Cloud Operating Model is established
supporting cloud operations.
At this level operational control is automated and policy-driven. Automated self-healing operations to remediate errors maintain
quality of service are enabled. Real-time measurement and benchmarking are driving decisions. The IT organization is
focused on innovative initiatives, recognized as a partner to the business and is directly adding significant positive value.
Presenter
Presentation Notes
KDL
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Economy
Value Provision
Agility
Supplier Consumer
Section 4 - Changing Role of IT Organizations
Presenter
Presentation Notes
Highlights: The conventional relationship between IT and Business is changing—evolving to reflect the breaking down of their exclusive roles of supplier and consumer. IT as a Service means everyone must Rethink IT: IT must rethink how it delivers the right service at the right price to deliver competitive advantage. Business has to rethink how it consumes IT services from a potential variety of suppliers to create value beyond efficiency benefits. Script: With all of this external change, it’s not surprising that the internal relationship is changing between Business and IT and the conventional, exclusive roles between IT and Business are changing. Where before it was simply IT, IT has been replaced by “IT as a service.” And, as Gartner predicts, Business may not be the only consumer. Similarly, IT is unlikely to be the only supplier to the business, which is already a growing trend with line-of-business owners buying external IT services and expensing the cost, unbeknown to IT. In this new, changing model: If you are on the IT side: your competitive advantage is now determined by your ability to provision the right services at the right price and at the right time. If you are on the Business side: your competitive advantage is determined by the ability to offer the right solution at the right time. In this new, changing model, there is a mutual imperative to RethinkIT. For Business, that means better defining value, which then drives IT to create demand. It means rethinking how Business consumes IT services from a potential variety of suppliers to create value beyond efficiency benefits. When Business rethinks IT, it thinks about its company’s value proposition as more than its tangible end product. It thinks about how IT services can improve every customer touch point, from selection, to order to intake to payment to problem resolution, allowing IT services to become differentiating “capabilities.” Rethinking IT gives Business a source of sustainable competitive advantage if the right capabilities can be offered at the right time. For example, think about how you buy a book on Amazon.com. That interaction is more than a simple transaction. Business has defined the value and IT has created new capabilities to enhance the buying experience—from how you choose books to the delivery methods to your payment models. In this changing model, IT is generating its own revenue by serving others; thinking of IT services as raw materials, then adding value so that others purchase that value at a premium.
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Cloud
IT as a Service
Economy
Value Provision
Agility
“IT” becomes the Service Broker
Supplier
Right Service at Right Price Consumer
Right Solution at Right Time
Service Catalog
$
Section 4 - Changing Role of IT Organizations
Presenter
Presentation Notes
Highlights: The conventional relationship between IT and Business is changing—evolving to reflect the breaking down of their exclusive roles of supplier and consumer. IT as a Service means everyone must Rethink IT: IT must rethink how it delivers the right service at the right price to deliver competitive advantage. Business has to rethink how it consumes IT services from a potential variety of suppliers to create value beyond efficiency benefits. Script: With all of this external change, it’s not surprising that the internal relationship is changing between Business and IT and the conventional, exclusive roles between IT and Business are changing. Where before it was simply IT, IT has been replaced by “IT as a service.” And, as Gartner predicts, Business may not be the only consumer. Similarly, IT is unlikely to be the only supplier to the business, which is already a growing trend with line-of-business owners buying external IT services and expensing the cost, unbeknown to IT. In this new, changing model: If you are on the IT side: your competitive advantage is now determined by your ability to provision the right services at the right price and at the right time. If you are on the Business side: your competitive advantage is determined by the ability to offer the right solution at the right time. In this new, changing model, there is a mutual imperative to RethinkIT. For Business, that means better defining value, which then drives IT to create demand. It means rethinking how Business consumes IT services from a potential variety of suppliers to create value beyond efficiency benefits. When Business rethinks IT, it thinks about its company’s value proposition as more than its tangible end product. It thinks about how IT services can improve every customer touch point, from selection, to order to intake to payment to problem resolution, allowing IT services to become differentiating “capabilities.” Rethinking IT gives Business a source of sustainable competitive advantage if the right capabilities can be offered at the right time. For example, think about how you buy a book on Amazon.com. That interaction is more than a simple transaction. Business has defined the value and IT has created new capabilities to enhance the buying experience—from how you choose books to the delivery methods to your payment models. In this changing model, IT is generating its own revenue by serving others; thinking of IT services as raw materials, then adding value so that others purchase that value at a premium.
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Section 5 - Organizing for Cloud Operations
Presenter
Presentation Notes
As applications get virtualized and pushed into a cloud (Private or public) there is a very clear separation between the infrastructure management paradigm and the application management one – they are no more intertwined. The infrastructure managers are provider of compute platform for the VMs running on them and should not care what is in that VM. The Application owners do not care where physically or on which HW their applications are running There is however the need to provide visibility to both sides of the wall as to what is happening on the other side: Application owners need to know the platform is indeed providing adequately to the demand of the application (Compute power, I/O, disk latency etc..) in a clear aggregated matter. The Infrastructure owner will need to know the Application is running well if they conduct change to the platform
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Section 6 - vCloud Business and Consumer Control
Introduction the to IT Business Management Concept • Definition of the Process Components
• VMware Product Alignment
• Relationship Between Chargeback and ITBM Suite
• Cost Models
• Integration with vCloud
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Section 7 - vCloud Service Control
vCloud Service Governance and Lifecycle Management • Service Portfolio and Catalog Management
• Service Level Management
vCloud Service Design & Development Management • Service Development Management
• Service Showback and Metering
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Section 8 - vCloud Operations Control
Provisioning Management
Capacity Management
Performance Management
Event, Incident and Problem Management
Configuration and Compliance Management
Orchestration Management
Availability Management
Continuity Management
Access and Security Management
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Section 9 - vCloud Infrastructure Control
Alignment with Architecting a VMware vCloud Alignment with Implementation Examples Monitoring
Introduction VMware
vCloud Service Definitions
Architecting a VMware vCloud
Operating a VMware vCloud
Consuming a VMware vCloud
VMware vCloud
Implementation Examples
Core Documents
Tools & Add-Ons Workflow Examples
Software Tools
Cloud Bursting
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Closing
You now understand WHY VMware developed and published the vCloud Architecture Toolkit including Operating a vCloud
You can now articulate WHAT each major section of the Operating a vCloud document are
You should now have a basic understanding of the key underlying concepts CONTAINED in each Operating a vCloud document section
The vCloud Architecture Toolkit is an indispensible tool to help your IT organization begin AND accelerate your Cloud journey
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Next Steps
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Download the toolkit…..
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Learn more about VMware Cloud Solutions
Maximize the power of cloud computing to: • Deliver new IT services that fuel business growth • Transform IT into a source of innovation • Dramatically improve IT efficiency, agility and
reliability
Develop key capabilities in your organization with VMware Cloud Operations Services • Advisory, education, and remediation services • Insight, prioritized recommendations, and expert
guidance to transform operational processes, organizational structures, and financial models
vmware.com/cloud And… visit the vCAT booth in the VMware area of Solution Exchange
