Tag Archives: cloud

Cloud computing, CMaaS, Featured, Virtualization

Be Nimble, Be Quick: A CRN Interview with GreenPages’ CEO

CRN Senior Editor and industry veteran Steve Burke sat down with GreenPages’ CEO Ron Dupler to discuss shifts in ideology in the industry as well as GreenPages new Cloud Management as a Service (CMaaS) offering. The interview, which was originally posted on CRN.com, is below. What are your thoughts on Ron’s views of the changing dynamics of IT?

 

CRN:Talk about your new cloud offering.

Dupler:It is available today. We can support physical, virtual and cloud-based infrastructure through a single pane of glass today. We are actually using the technology internally as well.

There is another part of CMaaS that goes into cloud governance and governance models in a cloud world and cloud services brokerage. That is what we are integrating and bringing to market very soon.

CRN:How big a game-changer is CMaaS?

Dupler:I think we are going to be well out in front of the market with this. I personally believe we can go have discussions right now and bring technologies to bear to support those discussions that no one else in the industry can right now.

That said, we know that the pace of innovation is rapid and we expect other organizations are trying to work on these types of initiatives as well. But we believe we’ll be out front certainly for this year.

CRN:How does the solution provider business model change from 2013 to 2018?

Dupler:The way we are looking at our job and the job of the solution provider channel over the next several years through 2018 is to provide IT plan, build, run and governance services for the cloud world.

The big change is that the solution provider channel for many years has made their money off the fact that infrastructure fundamentally doesn’t work very well. And it has been all about architecting and integrating physical technologies and software platforms to support the apps and data that really add value for the business.

When we move to the cloud world, this is now about integrating service platforms as opposed to physical technologies. So it is about architecting and integrating on-premise and cloud service platforms really to create IT-as-a-Service to support the apps and data for the platform. That is the transition that is under way.

CRN:Does the GreenPages brand become bigger than the vendor brand and how does that affect vendor relations in the CMaaS era?

Dupler:We continue to closely evaluate all our key partner relationships. That is managed very closely. What we try to do is make sure we are partnered with the right companies that are really leading this transformation. And our number one partner because they are driving this transformation is VMware. With this whole software-defined data center concept and initiative, VMware has really laid out a great vision for where this market is going.

NEXT: Does Size Matter?

CRN:There is a prevailing view that solution providers need to go big or go home, with many solution providers selling their businesses. Do you see scale becoming more important — that you need to scale?

Dupler:No. People have been saying that for years. It is all about customer value and the talent of your team, if you are adding value for clients. You need to be able to service the client community. And they care about quality of service and the ability of your team. Not necessarily that you are huge. I have been down the M&A road and, as you know, we do M&A here on a smaller scale. And I will tell you there are pros and cons to it. You aggregate talent, but you also have got the inertia of pulling companies together and integrating companies and people and executive teams and getting through that.

I absolutely do not subscribe and never have subscribed to the fact that size in itself gives competitive advantage. There are some advantages, but there are also costs to doing that.

CRN:What is the ultimate measure for success in this new world?

Dupler:It is a combination of three things: technology, and I will firmly say it doesn’t have to be homegrown. It could be homegrown or it could be commercial off-the-shelf. It is the way the technology is leveraged and having the technologies with the ability to drive the services you are trying to provide. What we are trying to do with CMaaS is single pane of glass management for the physical, virtual and cloud infrastructure, which I have mentioned, as well as cloud service brokerage and cloud governance services. You can either develop those on your own or integrate partner technologies or both, but you need the supporting technology base and you need people and you need process.

CRN:How big a transition is this and what percentage of VARs do you think will make it to 2018?

Dupler:The companies that I think are going to have a huge challenge are the big product-centric organizations right now. The DMR [direct marketer] community. They have some big challenges ahead of them over time. All these guys are trying to come up with cloud strategies as well.

Right now there is a premium on being nimble. That is the word of the day for me in 2013. Nimble. You need nimble people and you need a nimble business organization because things are moving faster than they ever have. You just have to have a culture and people that can change quickly.

Going back to is it good just to be big? Sometimes it is hard to maintain [that agility] as you get really big. The magnitude of the change that is required to succeed over the next five years is extremely significant. And people that aren’t already under way with that change have a big challenge ahead of them.

CRN:What is the pace of change like managing in this business as a CEO vs. five years ago?

Dupler:It is exponential.

CRN:Is it tougher to manage in an environment like this?

Dupler:You say it is tougher, but there is more opportunity than ever because of the pace of change to really differentiate yourself. So it can be challenging but it is also very stimulating and exciting.

CRN:Give me five tips you need to thrive in 2018.

Dupler:First of all, you need hybrid cloud management capabilities.

Number two, you need cloud services brokerage capabilities. It is ultimately an ability to provide a platform for clients to acquire as-a-service technologies from GreenPages. To be able to sell the various forms of infrastructure, platform and software as a service.

Number three is cloud architecture and integration capabilities.

Fourth is product revenue and profit streams are not central to supporting the business. The service model needs to become a profitable, thriving stand-alone entity without the product revenue streams.

The fifth thing and it is the biggest challenge. One thing is migrating your technology organization. Then the next thing you need to do is create a services-based sales culture.

CRN:Talk about how big a change that is.

Dupler:It is a huge change. Again, if people are not already under way with this change they have a huge challenge ahead of them. Everybody I speak with in the industry — whether it is at [UBM Tech Channel’s] BoB conference or at partner advisory councils — everybody is challenged with this right now. The sales force in the solution provider industry has been old paradigm physical-technology-based and needs to move into a world where it is leading with professional and managed services. And that game is very different. So I think there are two ways to address that: one is hiring new types of talent or helping the talent we all have transform. It is going to be a combination of both that gets us ultimately where we need to be.

CRN:What do you think is the biggest mistake being made right now by competitors or vendors?

Dupler:What I see is people that are afraid to embrace the change that is under way and are really hanging on to the past. The biggest mistake I see right now is people continuing to evangelize solutions to customers that aren’t necessarily right by the customer, but conform to what they know and drive the most profit for their organizations.

Short-term gain isn’t going to drive long-term customer value. And we need to lead the customers forward through this transformation as opposed to perpetuating the past. The market needs leadership right now. The biggest challenge for people is not moving fast enough to transform their businesses.

This interview was originally posted on CRN.com

To learn more about GreenPages’ CMaaS offering click here!

Disaster Recovery, Featured, Storage and Information Management

Disaster Recovery in the Cloud, or DRaaS: Revisited

By Randy Weis

The idea of offering Disaster Recovery services has been around as long as SunGard or IBM BCRS (Business Continuity & Resiliency Services). Disclaimer: I worked for the company that became IBM Information Protection Services in 2008, a part of BCRS.

It seems inevitable that Cloud Computing and Cloud Storage should have an impact on the kinds of solutions that small, medium and large companies would find attractive and would fit their requirements. Those cloud-based DR services are not taking the world by storm, however. Why is that?

Cloud infrastructure seems perfectly suited for economical DR solutions, yet I would bet that none of the people reading this blog has found a reasonable selection of cloud-based DR services in the market. That is not to say that there aren’t DR “As a Service” companies, but the offerings are limited. Again, why is that?

Much like Cloud Computing in general, the recent emergence of enabling technologies was preceded by a relatively long period of commercial product development. In other words, virtualization of computing resources promised “cloud” long before we actually could make it work commercially. I use the term “we” loosely…Seriously, GreenPages announced a cloud-centric solutions approach more than a year before vCloud Director was even released. Why? We saw the potential, but we had to watch for, evaluate, and observe real-world performance in the emerging commercial implementations of self-service computing tools in a virtualized datacenter marketplace. We are now doing the same thing in the evolving solutions marketplace around derivative applications such as DR and archiving.

I looked into helping put together a DR solution leveraging cloud computing and cloud storage offered by one of our technology partners that provides IaaS (Infrastructure as a Service). I had operational and engineering support from all parties in this project and we ran into a couple of significant obstacles that do not seem to be resolved in the industry.

Bottom line:

  1. A DR solution in the cloud, involving recovering virtual servers in a cloud computing infrastructure, requires administrative access to the storage as well as the virtual computing environment (like being in vCenter).
  2. Equally important, if the solution involves recovering data from backups, is the requirement that there be a high speed, low latency (I call this “back-end”) connection between the cloud storage where the backups are kept and the cloud computing environment. This is only present in Amazon at last check (a couple of months ago), and you pay extra for that connection. I also call this “locality.”
  3. The Service Provider needs the operational workflow to do this. Everything I worked out with our IaaS partners was a manual process that went way outside normal workflow and ticketing. The interfaces for the customer to access computing and storage were separate and radically different. You couldn’t even see the capacity you consumed in cloud storage without opening a ticket. From the SP side, notification of DR tasks they would need to do, required by the customer, didn’t exist. When you get to billing, forget it. Everyone admitted that this was not planned for at all in the cloud computing and operational support design.

Let me break this down:

  • Cloud Computing typically has high speed storage to host the guest servers.
  • Cloud Storage typically has “slow” storage, on separate systems and sometimes separate locations from a cloud computing infrastructure. This is true with most IaaS providers, although some Amazon sites have S3 and EC2 in the same building and they built a network to connect them (LOCALITY).

Scenario 1: Recovering virtual machines and data from backup images

Scenario 2: Replication based on virtual server-based tools (e.g. Veeam Backup & Replication) or host-based replication

Scenario 3: SRM, array or host replication

Scenario 1: Backup Recovery. I worked hard on this with a partner. This is how it would go:

  1. Back up VMs at customer site; send backup or copy of it to cloud storage.
  2. Set up a cloud computing account with an AD server and a backup server.
  3. Connect the backup server to the cloud storage backup repository (first problem)
    • Unless the cloud computing system has a back end connection at LAN speed to the cloud storage, this is a showstopper. It would take days to do this without a high degree of locality.
    • Provider solution when asked about this.
      • Open a trouble ticket to have the backups dumped to USB drives, shipped or carried to the cloud computing area and connected into the customer workspace. Yikes.
      • We will build a back end connection where we have both cloud storage and cloud computing in the same building—not possible in every location, so the “access anywhere” part of a cloud wouldn’t apply.

4. Restore the data to the cloud computing environment (second problem)

    • What is the “restore target”? If the DR site were a typical hosted or colo site, the customer backup server would have the connection and authorization to recover the guest server images to the datastores, and the ability to create additional datastores. In vCenter, the Veeam server would have the vCenter credentials and access to the vCenter storage plugins to provision the datastores as needed and to start up the VMs after restoring/importing the files. In a Cloud Computing service, your backup server does NOT have that connection or authorization.
    • How can the customer backup server get the rights to import VMs directly into the virtual VMware cluster? The process to provision VMs in most cloud computing environments is to use your templates, their templates, or “upload” an OVF or other type of file format. This won’t work with a backup product such as Veeam or CommVault.

5. Recover the restored images as running VMs in the cloud computing environment (third problem), tied to item #4.

    • Administrative access to provision datastores on the fly and to turn on and configure the machines is not there. The customer (or GreenPages) doesn’t own the multitenant architecture.
    • The use of vCloud Director ought to be an enabler, but the storage plugins, and rights to import into storage, don’t really exist for vCloud. Networking changes need to be accounted for and scripted if possible.

Scenario 2: Replication by VM. This has cost issues more than anything else.

    • If you want to replicate directly into a cloud, you will need to provision the VMs and pay for their resources as if they were “hot.” It would be nice if there was a lower “DR Tier” for pricing—if the VMs are for DR, you don’t get charged full rates until you turn them on and use for production.
      • How do you negotiate that?
      •  How does the SP know when they get turned on?
      • How does this fit into their billing cycle?
    • If it is treated as a hot site (or warm), then the cost of the DR site equals that of production until you solve these issues.
    • Networking is an issue, too, since you don’t want to turn that on until you declare a disaster.
      • Does the SP allow you to turn up networking without a ticket?
      • How do you handle DNS updates if your external access depends on root server DNS records being updated—really short TTL? Yikes, again.
    • Host-based replication (e.g. WANsync, VMware)—you need a host you can replicate to. Your own host. The issues are cost and scalability.

Scenario 3: SRM. This should be baked into any serious DR solution, from a carrier or service provider, but many of the same issues apply.

    • SRM based on host array replication has complications. Technically, this can be solved by the provider by putting (for example) EMC VPLEX and RecoverPoint appliances at every customer production site so that you can replicate from dissimilar storage to the SP IDC. But, they need to set up this many-to-one relationship on arrays that are part of the cloud computing solution, or at least a DR cloud computing cluster. Most SPs don’t have this. There are other brands/technologies to do this, but the basic configuration challenge remains—many-to-one replication into a multi-tenant storage array.
    • SRM based on VMware host replication has administrative access issues as well. SRM at the DR site has to either accommodate multi-tenancy, or each customer gets their own SRM target. Also, you need a host target. Do you rent it all the time? You have to, since you can’t do that in a multi-tenant environment. Cost, scalability, again!
    • Either way, now the big red button gets pushed. Now what?
      • All the protection groups exist on storage and in cloud computing. You are now paying for a duplicate environment in the cloud, not an economically sustainable approach unless you have a “DR Tier” of pricing (see Scenario 2).
      • All the SRM scripts kick in—VMs are coming up in order in protection groups, IP addresses and DNS are being updated, CPU loads and network traffic climb…what impact is this?
      • How does that button get pushed? Does the SP need to push it? Can the customer do it?

These are the main issues as I see it, and there is still more to it. Using vCloud Director is not the same as using vCenter. Everything I’ve described was designed to be used in a vCenter-managed system, not a multi-tenant system with fenced-in rights and networks, with shared storage infrastructure. The APIs are not there, and if they were, imagine the chaos and impact on random DR tests on production cloud computing systems, not managed and controlled by the service provider. What if a real disaster hit in New England, and a hundred customers needed to spin up all their VMs in a few hours? They aren’t all in one datacenter, but if one provider that set this up had dozens, that is a huge hit. They need to have all the capacity in reserve, or syndicate it like IBM or SunGard do. That is the equivalent of thin-provisioning your datacenter.

This conversation, as many I’ve had in the last two years, ends somewhat unsatisfactorily with the conclusion that there is no clear solution—today. The journey to discovering or designing a DRaaS is important, and it needs to be documented, as we have done here with this blog and in other presentations and meetings. The industry will overcome these obstacles, but the customer must remain informed and persistent. The goal of an economically sustainable DRaaS solution can only be achieved by market pressure and creative vendors. We will do our part by being your vigilant and dedicated cloud services broker and solution services provider.

 

 

 

 

 

 

 

 

 

 

Cloud computing

Guest Post: A Wrinkle in the IT Universe

By Kai Gray, VP of Operations at Carbonite

I feel like tectonic plates are shifting beneath the IT world. I’ve been struggling to put my finger on what it is that is making me feel this way, but slowly things have started to come into focus. These are my thoughts on how cloud computing has forever changed the economics of IT by shifting the balance of power.

The cloud has fundamentally changed business models; it has shifted time-to-market, entry points and who can do what. These byproducts of massive elasticity are wrapped up in an even greater evolutionary change that is occurring right now: The cloud is having a pronounced impact on the supply chain, which will amount to a tidal wave of changes in the near-term that will cause huge pain for some and spawn incredible innovation and wealth for others. As I see it, the cloud has started a chain of events that will change our industry forever:

1) Big IT used to rule the datacenter. Not long ago, large infrastructure companies were at the heart of IT. The EMCs, Dells, Ciscos, HPs and IBMs were responsible for designing, sourcing, supplying and configuring the hardware that was behind nearly all of the computing and storage power in the world. Every server closest was packed full of name-brand equipment and the datacenter was no different. A quick tour of any datacenter would – and still will – showcase the wares of these behemoths of the IT world. These companies developed sophisticated supply and sales channels that produced great margins businesses built on some very good product. This included the OEMs and ODMs that produced bent metal to the VARs and distributors who then sold their finish products. Think of DeBeers, the diamond mine owner and distributor. What are the differences between a company like HP and DeBeers? Not very much, but the cloud began to change all that.

2) Cloud Computing. Slowly we got introduced to the notion of cloud computing. We started using products that put the resource away from us, and (slowly) we became comfortable with not needing to touch the hardware. Our email “lived” somewhere else, our backups “lived” somewhere else and our computing cycles “lived” somewhere else. With each incremental step, our comfort levels rose until it stopped being a question and turned into an expectation. This process set off a dramatic shift in supply chain economics.

3) Supply Chain Economics. The confluence of massive demand coupled with near-free products (driven by a need to expand customer acquisition) changed how people had to think about infrastructure. All of a sudden, cloud providers had to think about infrastructure in terms of true scalability. This meant acquiring and managing massive amounts of infrastructure at the lowest possible cost. This was/is fundamentally different from the way the HPs and Dells and Ciscos thought about the world. All of a sudden, those providers were unable to address the needs of this new market in an effective way. This isn’t to say that the big IT companies can’t, just that it’s hard for them. It’s hard to accept shrinking margin and “openness.”  The people brave enough to promote such wild ideas are branded as heretics and accused of rocking the boat (even as the boat is sinking). Eventually the economic and scale requirements forced cloud providers to tackle the supply chain and go direct.

4) Going Direct. As cloud providers begin to develop strong supply chain relationships and build up their competencies around hardware engineering and logistics, they begin to become more ingrained with the ODMs (http://en.wikipedia.org/wiki/Original_design_manufacturer) and other primary suppliers. Huge initiatives came into existence from the likes of Amazon, Google and Facebook that are focused on driving down the cost of everything. For example, Google began working directly with Intel and AMD to develop custom chipsets that allow them to run at efficiency levels never before seen, and Facebook started the Open Compute Project that seeks to open-source design schematics that were once locked in vaults.

In short, the supply chain envelope gets pushed by anyone focused on cost and large-scale.

…and here it gets interesting.

Cloud providers now account for more supplier revenue than the Big IT companies. Or, maybe better stated — cloud providers account for more hope of revenue (HoR) than Big IT. So, what does that mean? That means that the Big IT companies no longer receive the biggest discounts available from the suppliers. The biggest discounts are going to the end users and the low-margin companies built solely on servicing the infrastructure needs of cloud providers. This means that Big IT is at even more of a competitive disadvantage than they already were. The cycle is now in full swing. If you think this isn’t what is happening, just look at HP and Dell right now. They don’t know how to interact with a huge set of end users without caving in their margins and cannibalizing their existing businesses. Some will choose to amputate while others will go down kicking, but margin declines and openness of information will take their toll with excruciating pain.

What comes of all this? I don’t know. But here are my observations:

1) Access to the commodity providers (ODMs and suppliers) is relatively closed. To be at all interesting to ODMs and suppliers you have to be doing things at enough volume that it is worthwhile for them to engage with you. That will change. The commodity suppliers will learn how to work in different markets but there will be huge opportunity for companies that help them get there. When access to ODMs and direct suppliers gets opened up to traditional Enterprise companies so they can truly and easily take advantage of commodity hardware through direct access to suppliers then, as they say, goodnight.

2) Companies that provide some basic interfaces between the suppliers and the small(er) consumers will do extremely well. For me, this means configuration management of some sort, but it could be anything that helps accelerate the linkage between supplier and end-user . The day will come when small IT shops have direct access to suppliers and are able to custom-build hardware in same way that huge cloud providers do today. Some might argue that there is no need for small shops to do this — that they can use other cloud providers, that it’s too time consuming to do it on their own, and that their needs are not unique enough to support such a relationship. Yes, yes, and yes… for right now. Make it easy for companies to realize the cost and management efficiencies of direct supplier access and I don’t know of anyone that wouldn’t take you up on that. Maybe this is the evolution of the “private cloud” concept but all I know is that, right now, the “private cloud” talk is being dominated by the Big IT folks so the conflict of interest is too great.

3) It’s all about the network. I don’t think the network is being addressed in the same way as other infrastructure components. I almost never hear about commodity “networks,” yet I constantly hear about commodity “hardware.” I’m not sure why. Maybe Cisco and Juniper and the other network providers are good at deflecting or maybe it’s too hard of a problem to be solved or maybe the cost isn’t a focal point (yet). Whatever the reason, I think this is a huge problem/opportunity. Without the network, everything else can just go away. Period. The entire conversation driving commodity-whatever is predicated around delivering lots of data to people at very low-cost. The same rules that drive commoditization need to be applied to the network and right now I only know of 1 or 2 huge companies that are even thinking in these terms.

There are always multiple themes in play at any given time that, when looking back, we summarize as change. People say that the Internet changed everything. And, before that, the PC changed everything. What we’re actually describing is a series of changes that happened over a period of time that have the cumulative effect of making us say, “How did we ever do X without Y?” I believe that the commoditization of infrastructure is just one theme among the change that will be described as Cloud Computing. I contend, however, the day is almost upon us when everybody, from giant companies to the SMB, will say, “Why did we ever buy anything but custom hardware directly from the manufacturer?”

This post originally appeared on kaigray.com.  It does not necessarily reflect the views or opinions of GreenPages Technology Solutions.

To Learn more about GreenPages Cloud Computing Practice click here.

applications, APS, APS Partners, Cloud Services, Hosting, Parallels Summit, Software as a service

Just providing best- of – breed is no longer good enough

By John Zanni, Vice President, Marketing and Alliances, Parallels

 

In this ever changing cloud environment, service providers are telling us that whenever they think they have a handle on what SMBs want, SMBs indicate their “wants” are expanding. What this means is that service providers cannot linger on what was a key service last year. SMBs are constantly trying to grow their business and furthering their understanding of their customers, so as their customers branch out into new territories whether accounting, health care, entertainment, retail (you get the picture), SMBs will look to service providers to be nimble enough to accommodate those developments with cloud offerings they can use – and use with ease. In fact, best-of-breed is no longer as relevant or as meaningful as are specificity and ease of use.

 

Luckily for everyone, need generates innovation and development. There is a burgeoning of cloud services applications for a world of vertical markets, and many SMBs are looking for the application that specifically serves their needs rather than the most well-known or most often used applications.

 

From open source applications to complex solutions, through Application Packaging Standards, ISVs can create any applications that are needed or can be invented. (You can learn more about APS at appstandards.org.) Of note, this is an open standard, and Parallels does not need to approve an application for it to become available through APS.

 

There are a number of examples of such offerings in the Parallels APS catalogue, including:

  • ·         MoySklad – a Russian business that produces a contact resource management and accounting service
  • ·         SpamExperts – an Anti-virus/anti-spam/archiving solution very popular throughout Europe
  • ·         BackupAgent – produces backup services for hosters and service providers and is popular in Europe and Asia.

 

Service Providers have access to these cloud services and applications and can easily enable them on Parallels Plesk Panel or Parallels Automation service providers; it then simply becomes a matter of marketing those applications to their customers with those particular requirements.   

 

For service providers looking for more information on how to grow their business through the bundling of new applications that live in the cloud, Parallels Summit 2013, Feb 4-6, at Caesars Palace, Las Vegas is the place to be. Hundreds of ISVs with be demonstrating their services. There will be technical, developer, and business tracks on how to enable and promote applications in the cloud along with best practices on working with Parallels products that push your business up the ladder. Be there to experience and assess what you could use for your customers.

 

Cloud computing, cloud management, Featured

Getting Out of the IT Business

Randy Weis, Director of Solutions Architecture

Strange title for a blog from an IT solutions architect? Not really.

Some of our clients—a lumber mill, a consulting firm, a hospital—are starting to ask us how to get out of “doing IT.” What do these organizations all have in common? They all have a history of challenges in effective technology implementations and application projects leading to the CIO/CTO/CFO asking, “Why are we in the IT business? What can we do to offload the work, eliminate the capital expenses, keep operating expenses down, and focus our IT efforts on making our business more responsive to shifting demands and reaching more customers with a higher satisfaction rate?”

True stories.

If you are in the business of reselling compute, network, or storage gear, this might not be the kind of question you want to hear.

If you are in the business of consulting on technology solutions to meet business requirements, this is exactly the kind of question you should be preparing to answer. If you don’t start working on those answers, your business will suffer for it.

Technology has evolved to the point where the failed marketing terms of grid or utility computing are starting to come back to life—and we are not talking about zombie technology. Cloud computing used to be about as real as grid or utility computing, but “cloud” is no longer just a marketing term. We now have new, proven, and emerging technologies that actually can support a utility model for information technology. Corporate IT executives now are starting to accept that the new cloud computing infrastructure-as-a-service is reliable (recent AWS outages not withstanding) predictable, and useful to a corporate strategy. Corporate applications still need to be evaluated for requirements that restrict deployment and implementation strategies–latency, performance, concerns over satisfying legal/privacy/regulatory issues, and so on. However, the need to have elastic, scalable, on-demand IT services that are accessible anywhere is starting to force even the most conservative executives to look at the cloud for offloading non-mission critical workloads and associated costs (staff, equipment, licensing, training and so on). Mission critical applications can still benefit from cloud technology, perhaps only as internal or private cloud, but the same factors still apply—reduce time to deploy or provision, automate workflow, scale up or down as dictated by business cycles, and push provisioning back out into the business (while holding those same units accountable for the resources they “deploy”).

Infrastructure as a service is really just the latest iteration of self-service IT. Software as a service has been with us for some time now, and in some cases is the default mode—CRM is the best example (e.g. Salesforce). Web-based businesses have been virtualizing workloads and automating deployment of capacity for some time now as well. Development and testing have also been the “low hanging fruit” of both virtualization and cloud computing. However, when the technology of virtualization reached a certain critical mass, primarily driven by VMware and Microsoft (at least at the datacenter level), then everyone started taking a second look at this new type of managed hosting. Make no mistake—IaaS is managed hosting, but New and Improved. Anyone who had to deal with provisioning and deployment at AT&T or other large colocation data centers (and no offense meant) knew that there was no “self-service” involved at all. Deployments were major projects with timelines that rivaled the internal glacial pace of most IT projects—a pace that led to the historic frustration levels that drove business units to run around their own IT and start buying IT services with a credit card at Amazon and Rack Space.

If you or your executives are starting to ask yourselves if you can get out of the day-to-day business of running an internal datacenter, you are in good company. Virtualization of compute, network and storage has led to ever-greater efficiency, helping you get more out of every dollar spent on hardware and staff. But it has also led to ever-greater complexity and a need to retrain your internal staff more frequently. Information Technology services are essential to a successful business, but they can no longer just be a cost center. They need to be a profit center; a cost of doing business for sure, but also a way to drive revenues and shorten time-to-market.

Where do you go for answers? What service providers have a good track record for uptime, customer satisfaction, support excellence and innovation? What technologies will help you integrate your internal IT with your “external” IT? Where can you turn to for management and monitoring tools? What managed services can help you with gaining visibility into all parts of your IT infrastructure, that can deal with a hybrid and distributed datacenter model, that can address everything from firewalls to backups? Who can you ask?

There is an emerging cadre of thought leaders and technologists that have been preparing for this day, laying the foundation, developing the expertise, building partner relationships with service providers and watching to see who is successful and growing…and who is not. GreenPages is in the very front line of this new cadre. We have been out in front with virtualization of servers. We have been out in front with storage and networking support for virtual datacenters. We have been out in front with private cloud implementations. We are absolutely out in front of everyone in developing Cloud Management As A Service.

We have been waiting for you. Welcome. Now let’s get to work.For more information on our Cloud Management as a Service Offering click here

CIO, Featured, Miscellaneous IT

2013 Outlook: A CIO’s Perspective

Journey to the Cloud recently sat down with GreenPages Chief Information and Technology Officer Kevin Hall to talk about the outlook for 2013.

JTC: As CIO at GreenPages what are your major priorities heading into 2013?

KH: As CIO, my major priorities are to continue to rationalize and prioritize within the organization. By rationalize I mean looking at what it is we think the business needs vs. what it is we have, and by prioritize I mean looking at where there are differences between what we have and what we need and then building and operationalizing to get what we need into production.  We are working through that process right now. More specifically, we’re actively trying to do all of this in a way that will simultaneously help the business have more velocity and, as a percentage of revenue, cost less. We’re trying to do more with less, faster.

JTC: What do you think will be some of the biggest IT challenges CIOs will face in 2013?

KH:  I think number one is staying relevant with their business. A huge challenge is being able to understand what it is the business actually needs.  Another big challenge is accepting the fact of life that the business has to actively participate with IT in building out IT. In other words, we have to accept the fact that our business users are oftentimes going to know about technologies that we don’t or are going to be asking questions that we don’t have the answers for. All parties will have to work together to figure it out.

JTC: Any predictions for how the IT landscape will look in 2013 and beyond?

KH: Overall, I think there is a very positive outlook for IT as we move into the future. Whether or not the economy turns around (and I believe it is going to), all businesses are seeking to leverage technology. Based on our conversations with our customers, no one has made any statements to say “hey, we’ve got it all figured out, there is nothing left to do.” Everyone is in a state of understanding that more can be done and that we aren’t at the end of driving business value for IT. More specifically, one thing I would have people keep an eye on is the software defined data center. Important companies like VMware, EMC, and Cisco, amongst others, were rapidly moving to a place that reduces datacenter icons so that just as easily as we can spin up Virtual Machines now, we will be able to spin up datacenters in the future. This will allow us to support high velocity and agility.

JTC: Anything that surprised you about the technology landscape in 2012?

KH: Given a great deal of confusion in our economy, I think I was surprised by how positive the end of the year turned out. The thought seems to be that it must be easy for anyone seeking to hire great people right now due to a high rate of unemployment, but in IT people who get it technically and from a business perspective are working, and they are highly valued by their organizations. Another thing I was surprised about is the determination businesses have to go around, or not use, IT if IT is not being responsive. Now we’re in an age where end users have more choices and a reasonably astute business person can acquire an “as a Service” technology quickly, even though it may be less than fully optimized and there may be issues (security comes to mind). Inside a company, employees may prefer to work with IT, but if IT moves too slowly or appears to just say “no,” people will figure out how to get it done without them.

JTC: What are some of the biggest misconception organizations have about the cloud heading into 2013?

KH: I think a major misconception about cloud is about the amount these technologies are actually being used in one’s organization.  It is rare to find a CIO (this included myself up to recently) who has evaluated just how much cloud technologies are truly being used in their business. Are they aware of every single app being used? How about every “as a Service” that is being procured in some way without IT involvement? Therefore, when they think of their platform, are they including in it all of the traditional IT assets as well as all the “aaS” and cloud assets that are at their company? It goes back to how we as IT professionals can’t be meaningful when we are not even positive of exactly what is going on within the walls of our own company.

JTC: Any recommendations for IT Decision makers who are trying to decide where to allocate their 2013 budgets?

KH: I think IT Decision Makers need to be working with colleagues throughout the company to see what they need to get done and then build out budgets accordingly so they truly support the goals of the business. They need to be prepared to be agile so that unexpected, yet important, business decisions that pop up throughout the year can be supported. Furthermore, they need to be prepared from a velocity standpoint so that when a decision is made, the IT department can go from thought to action very quickly.

 

 

automate, Cloud computing

Evolving to a Broker of Technology Services: Planning the Solution

By Trevor Williamson, Director, Solutions Architecture

A 3-Part Series:

  • Part 1: Understanding the Dilemma
  • Part 2: Planning the Solution
  • Part 3: Executing the Solution, again and again…

Part 2: Planning the Solution

As I wrote before and continuing with part 2 of this 3-part series, let’s talk about how we plan the solution for automating IT services and service management within your organization so that you can develop, deliver, and support services in a more disciplined way—which means that your customers will trust you. Of course this doesn’t mean that they won’t pursue outsourced, cloud, or other third-party services—but they will rely on you to get the most out of those services.  And once you do go through this process, some of the major benefits for implementing an automated service management infrastructure are:

  • Improved staff productivity that allows your business to become more competitive. Your time is too valuable to be spent fighting fires and performing repetitive tasks. If you prevent the fires and automate the repetitive tasks, you can focus on new projects and innovation instead. When you apply automation tools to good processes, productivity skyrockets to a level unachievable by manual methods.
  • Heightened quality of service that improves business uptime and customer experience. Consistent execution according to a well-defined change management process, for example, can dramatically reduce errors, that in turn improves uptime and customer experience because in today’s age of continuous operations and unrelenting customer demand, downtime can erode your competitive edge quickly. Sloppy change management can cause business downtime that prevents customers from buying online or reduces the productivity of your workforce.
  • Reduced operational costs to reinvest in new and innovative initiatives. It’s been said that keeping the lights on—the costs to maintain ongoing operations, systems, and equipment—eats up roughly 80% of the overall IT budget rather than going to new or innovative projects. With more standardized and automated processes, you can improve productivity and reduce operational costs allowing you the freedom to focus on more strategic initiatives.
  • Improved reputation with the business. Most self-aware IT organizations acknowledge that their reputation with business stakeholders isn’t always sterling. This is a critical problem, but you can’t fix it overnight—changing an organization’s culture, institutionalized behaviors, and stereotypes takes time and energy. If you can continue to drive higher productivity and quality through automated service management, your business stakeholders will take notice.

A very important aspect of planning this new infrastructure is to look toward, in fact assume, that the range of control will necessarily span both internal and external resources…that you will be stretching into public cloud spaces—not that you will always know you’re there until after the fact—and that you will be managing them (at least monitoring them) with the same level of granularity that you do with your traditional resources.

This includes integrating the native functionality of those off-premises services—reserving virtual machines and groups of machines, extending reservations, cloning aggregate applications, provisioning storage, etc., and connecting them to an end-to-end value chain of IT services that can be assessed, monitored and followed from where the data resides to where it is used by the end user:

It is through this holistic process—rationalized, deconstructed, optimized, reconstituted and ultimately automated—that the system as a whole can be seen as a fully automated IT services management infrastructure, but believe me when I say that this is not nor will it ever be an easy task.  When you are looking to plan how you automate your service management infrastructure, you need a comprehensive approach that follows a logical and tightly controlled progression.  By whatever name you call the methodology (and there are many out there) it needs to be concise, comprehensive, capable, and, above all else, controlled:

1. Identify the trends, justify the business case, and assess your maturity. Before investing in an automated service management infrastructure, you have to assess the opportunity, build the business case, and understand the current state. This phase will answer the following questions:

o    Why is automated service management important to my business?

o    What are the business and IT benefits?

o    How prepared is my organization to tackle this initiative?

2.  Develop your strategic plan, staffing plan, and technology roadmaps. You translate what you learn from the prior phase into specific automated service management strategies. The goal of this phase is to help you answer these key questions:

o    Do I have the right long-term strategic vision for automated service management?

o    What are my stakeholders’ expectations, and how can I deliver on them?

o    What technologies should I invest in and how should I prioritize them?

3.  Invest in your skills and staff, policies and procedures, and technologies and services. This phase is designed to execute on your automated service management strategies. This phase will answer the following people, process, and technology questions:

o    What specific skills and staff will I need, and when?

o    What policies and procedures do I need to develop and enforce?

o    Should I build and manage my own technology capabilities or use external service providers?

o    What specific vendors and service providers should I consider?

4.  Manage your performance, develop metrics, and communicate and train. Finally, to help you refine and improve your automated service management infrastructure, the goal in this phase is to help you answer these key questions:

o    How should I adjust my automated service management plans and budgets?

o    What metrics should I use to track my success?

o    How should I communicate and train stakeholders on new automated service management policies and technologies?

These phases and the associated questions to be answered are just a taste of what is required when you are thinking of moving toward an automated service management infrastructure—and of course GreenPages is here to help—especially when you are in the planning stages.  The process is not painless and it is certainly not easy but the end result, the journey in fact, is well worth the time, effort and investment to accomplish it.

Next…Part 3: Executing the Solution, again and again…

If you’re looking for more information, we will be holding free events in Boston, NYC, and Atlanta to discuss cloud computing, virtualization, VDI, clustered datacenters, and more. We’ll have a bunch of breakout sessions, and it will also be a great opportunity to network with peers.

 

Business process, Cloud computing, Featured

Cloud Corner Series- Is Automation & Orchestration Like Taking a Shower?

http://www.youtube.com/watch?v=s_U_S8qyhGM

I sat down yesterday to talk about automating and orchestrating business processes and how it is critical in a cloud environment. I hope you enjoy it- even if the info stinks, at least you have 5 minutes of eye candy watching yours truly!

If you’re looking for more information on cloud management GreenPages has two, free events coming up (one in Boston & one in NYC). Click for more information and to register- space is limited and filling up quickly so check it out!

BYOD, Cloud computing, Featured

The Evolution from a Provider of Technology Components to a Broker of Technology Services

A 3 Part Series from Trevor Williamson

  • Part 1: Understanding the Dilemma
  • Part 2: Planning the Solution
  • Part 3: Executing the Solution, again and again…

Part 1: Understanding the Dilemma

IT teams are increasingly being challenged as bring-your-own-technology (BYOD) policies and “as-a-service” software and infrastructure multiply in mainstream organizations.  In this new reality, developers still need compute, network and storage to keep up with growth…and workers still need some sort of PC or mobile device to get their jobs done…but they don’t necessarily need corporate IT to give it to them.  They can turn to a shadow IT organization using Amazon, Rackspace and Savvis or using SAS applications or an unmanaged desktop because when all is said and done, if you can’t deliver on what your users and developers care about, they will use whatever and whoever to get their jobs done better, faster and cheaper.

Much of this shift toward outside services comes down to customer experience, or how your customers—your users—perceive their every interaction with IT, from your staff in the helpdesk to corporate applications they access every day.  If what you are delivering (or not delivering as the case may be) is more burdensome, more complicated or doesn’t react as fast as other service providers (like Amazon, Office 365, or Salesforce, etc.), then they will turn (in droves) toward those providers.

Now the question hanging heavy in the air is what do those providers have, except of course scale, that your IT organization doesn’t have?  What is the special sauce for them to be able to deliver those high-value services, quicker and at a lower cost than you can?

In a few words; IT Service Management (ITSM)…but wait!…I know the first reaction you might have is that ITSM has become a sour subject and that if you hear ITIL chanted one more time you’re going to flip out.  The type of ITSM I’m talking about is really the next generation and has only passing similarities to the service management initiatives of the past.  While it is agreed that ITSM has the potential to deliver the experiences and outcomes your developers and users need and want, today’s ITSM falls far short of that idea.  Process for process sake you’ve probably heard…but whatever, we are still measuring success based on internal IT efficiencies, not customer or financial value or even customer satisfaction. We still associate ITSM exclusively with ITIL best practices and we continue to label ourselves as providers of technology components.

As it turns out, the adage “You cannot fix today’s problems with yesterday’s solutions” is as right as it ever was.  We need to turn ITSM on its head and create a new way forward based on customer centricity, services focus, and automated operations.  We have to rethink the role we play and how we engage with the business.  Among the most significant transformations of IT we need to complete is from a provider of technology components to a broker of technology services. We have relied on ITSM to drive this transformation, but ITSM needs to change in order to be truly effective in the future. Here’s why:

   The roots of service management focus was on the customer:  “Service management” originated within the product marketing and management departments and from the beginning, service management placed the customer at the center of all decision making within the service provider organization. It’s the foundation to transform product-oriented organizations into service providers where the customer experience and interaction are designed and managed to cost-effectively deliver customer results and satisfaction.

  But when we applied service management to IT, we lost customer focus: Applying service management to information technology produced the well-known discipline of ITSM but, unfortunately, IT professionals associated it exclusively with the IT infrastructure library (ITIL) best practices, which focus on processes for managing IT infrastructure to enable and support services. What’s missing is the customer perspective.

   In the age of the customer, we need to proactively manage services via automation: In the age of the customer, technology-led disruption (virtualization, automation, orchestration, operating at scale, etc.) erodes traditional competitive barriers making it easier than ever for empowered employees and app developers to take advantage of new devices and cloud-based software. To truly function as a service provider, IT needs to first and foremost consider the customer and the customer’s desired outcome in order to serve them faster, cheaper, and at a higher quality.  In today’s world, this can only be accomplished via automation.

When customers don’t trust a provider to deliver quality products or services, they seek alternatives. That’s a pretty simple concept that everyone can understand but, what if the customer is a user of IT services that you provide?  Where do they go if they don’t like the quality of your products or services?  Yep, Amazon, Rackspace, Terremark, etc., and any other service provider who offers a solution that you can’t…or that you can’t in the required time or for the required price.

The reason why these service providers can do these seemingly amazing things and offer such diverse and, at times, sophisticated services, is because they have eliminated (mostly) the issues associated with humans doing “stuff” by automating commodity IT activities and then orchestrating those automated activities toward delivering aggregate IT services.  They have evolved from being providers of technology components to brokers of technology services.

If you’re looking for more information on BYOD, register for our upcoming webinar “BYOD Webinar- Don’t Fight It, Mitigate the Risk with Mobile Management”

Next…Part 2: Planning the Solution

 

Journey to the Cloud

Mind the Gap – Quality of Experience: Beyond the Green light/Red light Datacenter.

By Geoff Smith, Senior Solutions Architect

If you have read my last three blogs on the changing landscape of IT management, you can probably guess by now where I’m leaning in terms of what should be a key metric in determining success:  the experience of the user.

As any industry progresses from its infancy to mainstream acceptance, the focus for success invariably transitions from being the “wizard-behind-the-curtain” towards transparency and accountability.  Think of the automobile industry.  Do you really buy a car anymore, or do you buy a driving experience?  Auto manufacturers have had to add a slew of gizmos (some which have absolutely nothing to do with driving) and services (no-cost maintenance plans, loaners, roadside assistance) that were always the responsibility of the consumer before.

It is the same with IT today.  We can no longer just deliver a service to our consumers; we must endeavor to ensure the quality of the consumer’s experience using that service.  This pushes the boundaries for what we need to see, measure, and respond to beyond the obvious green light/red light blinking in the datacenter.  As IT professionals, we need to validate that the services we deliver are being consumed in a manner that enables the user to be productive for the business.

In other words, knowing you have 5 9s of availability for your ERP system is great, but does it really explain the whole story?   If a system is up and available, but the user experience is poor enough to affect productivity, and results in a lower than expected output from that population, what is the net result?

Moving our visibility out to this level is not easy.  We have always relied upon the user to initiate the process and have responded reactively.  With the right framework, we can expand our proactive capabilities, alerting us to potential efficiency issues before the user experience degrades to the point of visibility.  In this way, we move our “cheese” from systems availability to service usability.  The business can then see a direct correlation between what we provided and the actual business value what we provided has delivered.

Some of the management concepts here are not entirely new, but the way they are leveraged may be. Synthetic transactions, round-trip analytics, and bandwidth analysis are a few of the vectors to consider.  But as important is how we react to events in these streams, and how quickly we can return usability to “Normal State.” Auto discovery and re-direction play key roles and parallel process troubleshooting tools can minimize experience impact.

As we move forward, we need to jettison the old concepts of inside-out monitoring and management and a datacenter focus, and move toward service-oriented metrics and measurement across infrastructure layers from delivery engine to consumption point.