An overview of CloudComputing

1. Corporate Strategy
Cloud Computing:
A Nova Realidade em Tecnologia da Informação
http://www.ibm.com/ibm/cloud/
Marcelo Sávio
IT Architect
1 © 2011 IBM Corporation

2. IBM: 100 Years (1911-2011)

3. The world is getting smarter – more
instrumented, interconnected, intelligent.
Smart Intelligent Smart food Smart Smart energy Smart retail
traffic oil field systems healthcare grids
systems technologies
Smart water Smart supply Smart Smart Smart Smart cities
mgmt chains countries weather regions
3 © 2010 IBM Corporation

4. IT Infrastructure needs to get Smarter
70% 70¢ per $1 78%
Of companies in the
70% on average is
global 1,000 will have of CIO’s want to
spent on maintaining
to modify their data improve the way they
current IT
centers to meet use and manage
increased power infrastructures versus their data
and cooling adding new
requirements capabilities
IT Infrastructure is under pressure
It’s not built for what’s coming
10x 80% 1 trillion 6 terabytes
Of digital data growth
Digital data is Devices will be of information is
will be “unstructured”
projected to connected to the exchanged over the
and requiring
grow tenfold internet by 2011 internet every
significant effort to
from 2007 to “understand” and second
2011
analyze
4 © 2010 IBM Corporation

6. Information Explosion
1021
1018
1015
1012
109
6 © 2010 IBM Corporation

7. Where the Growth Comes from
7 © 2010 IBM Corporation

8. Corporate Strategy
What is Cloud Computing?
8 © 2011 IBM Corporation

9. Corporate Strategy
A new era has begun
Mainframe Era PC / Client-Server Era The Network Era Cloud Computing Era
1960s 1970s 1980s 1990s 2000s 2010s+
In just the last decade, we’ve moved from static websites and slow internet modem dial-
up to $$$Bn e-commerce, pervasive mobile and “tweeting” the world! In the next
decade, we may have witnessed a dramatic transformation in the way IT is bought /
consumed, to a highly flexible, pay-as-you-go, standardised model. All bets are off !
9 © 2011 IBM Corporation

10. Corporate Strategy
Cloud is a new Consumption & Delivery Model that relies on the
industrialization of delivery for IT supported Services
“Cloud” is: “Cloud” enables:
a new consumption Self-service
and delivery model
Sourcing options
inspired by consumer
Internet services. Economies-of-scale
“Cloud” represents: “Cloud” can be:
The Industrialization of Private, Public and Hybrid
delivery for IT supported Workload and/or
Services Programming Model Specific
10 © 2011 IBM Corporation

11. Corporate Strategy
Cloud Computing exhibits a set of well-defined characteristics
Cloud Characteristic Details
Advanced virtualization IT resources -from servers to storage, network and
applications- are pooled and virtualized to provide an
implementation independent, efficient infrastructure
Self service through Uniform offerings readily available from a services catalog
Standardized offerings based on public interfaces
Elastic scaling Resources scale up and down by large factors as the
demand changes
Flexible pricing Utility pricing, variable payments, pay-by-consumption and
subscription models make pricing of IT services more
flexible
Rapid provisioning IT and network capacity and capabilities are – ideally
automatically, via Self Service capabilities – rapidly
provisioned using Internet standards without transferring
ownership of resources
11 © 2011 IBM Corporation

12. Corporate Strategy
Major factors driving cloud economics
Infrastructure
Virtualization of Drives lower capital
Leverage
Hardware requirements
Utilization of Virtualized environments only
get benefits of scale if they
Infrastructure
are highly utilized
Reduced complexity, increased
Standardization of automation possible; reduced
Workloads admin burden
Leverage
Labor
Automation of Take repeatable tasks and
Management automate
Clients who can “serve
Self Service themselves” require less
support and get services
12 © 2011 IBM Corporation

13. Corporate Strategy
Standardization, Automation and Self Service have changed many
other industries become more efficient.
Telcos automate traffic
through switches to assure
service and lower cost.
Manufacturers use robotics
to improve quality and
lower cost.
Banks use automated
teller machines to improve
service and lower cost.
13 © 2011 IBM Corporation

14. Corporate Strategy
Cloud computing is more than the sum of the parts…
Cloud Computing
Virtualization + Standardization + Automation + Self Service
With With With With
Enables flexibility Simplification Low human involvement User in control
Increase utilization Few configurations Rapid deployment & mgt Cost and usage choices
Energy efficient Enables automation Repeatable configuration Increased visibility
Soft configuration Easier support Improves compliance IT/Business alignment
Infrastructure abstraction
Without Without Without Without
Physically constrained Physically constrained Manually intensive Dependency of availability
of data centre staff
Capital intensive Many configurations Skill dependent
Lack of awareness
Hard configuration Error prone
Linked to PO process Costly
Operational Exp Capital Exp Agility Timeline Compliance Customer Service
14 © 2011 IBM Corporation

15. Corporate Strategy
So what’s different about Cloud?
Capability From To
Server/Storage
10-20% 70-90%
Utilization Cloud accelerates business
value across a wide variety
Self service None Unlimited
of domains.
Provisioning Weeks Minutes
Change
Months Days/Hours
Management
Release
Weeks Minutes
Management
Fixed cost
Metering/Billing Granular
model
Payback period for
Years Months
new services
Legacy environments Cloud enabled enterprise
15 © 2011 IBM Corporation

16. Corporate Strategy
The IT Transformation Roadmap
Standardized
Services
Remove physical Dramatically reduce
resource deployment cycles
Reduce boundaries Granular service
infrastructure metering and billing
Increased hardware
complexity
utilization Massively scalable
Reduce staffing
Allocate less than Autonomic
requirements
physical boundary Flexible delivery
Improve business
Reduce hardware enables new
resilience
costs processes and
(manage
fewer things Simplify services
better) deployments
Dynamic Automate
Improve
operational
costs/reduce TCO Shared Virtualize
Simplified Consolidate
Mature Service Management
16 © 2011 IBM Corporation

17. Corporate Strategy
The realities of cloud versus hype
Reality Today Cloud Hype Future Reality
So, no “BIG BANG” !
Trad. SO
≠
Trad. SO
Everything in the
Internal IT plus 3rd party cloud and all at once Sourcing mixture -
for some things retain legacy, plus
private/hybrid, public
Source: Market Insights and Gartner
17 © 2011 IBM Corporation

18. Corporate Strategy
The four main categories of Services
Employee
Procurement
Benefits Mgmt.
Industry-specific
Business Travel
Processes
Business Process-as-a-Service
Collaboration CRM/ERP/HR
Industry
Financials
Applications
Software-as-a-Service
Web 2.0 Application Java
Middleware
Runtime Runtime
Development
Database
Tooling
Platform-as-a-Service
Data Center
Servers Networking Storage
Fabric
Shared virtualized, dynamic provisioning
Infrastructure-as-a-Service
18 © 2011 IBM Corporation

19. Corporate Strategy
Predominant Cloud Computing Delivery Models
Flexible Delivery Models
Public … Private …
Cloud
Service provider owned Privately owned and
and managed Services managed
Access by subscription Access limited to client
Cloud and its partner network
Delivers select set of Computing
standardized business Drives efficiency,
process, application Model standardization and best
and/or infrastructure practices while retaining
services on a flexible greater customization
price per use basis Hybrid … and control
Access to client, partner
network, and third party
resources
…Standardization, capital …Customization, efficiency,
preservation, flexibility and availability, resiliency, security
time to deploy and privacy
ORGANIZATION CULTURE GOVERNANCE
19 © 2011 IBM Corporation

20. Corporate Strategy
More Cloud perspectives: Roles View
Cloud Service Consumer Cloud Service Integrator Cloud Service Provider
Consumer Service Service Service Service
Business Deployer Developer Transition Manager Business Manager
Manager
Deploys cloud Develops cloud Manages cloud Manages cloud
Manages business infrastructures service components consumer onboarding
aspects of cloud services offerings
service
Consumer Service Service
Administrator Security Manager Operations Manager
Administers cloud
Manages cloud security Manages cloud infrastructure
service access
We need to measure cloud
performance from all three
Consumer
perspectives:
End User
•Service Provider
Uses the •Service Integrator
cloud service
•Service Consumer
20 © 2011 IBM Corporation

21. Corporate Strategy
A Cloud Computing Reference Architecture
Cloud Service Cloud Service Provider Cloud Service
Consumer Developer
Managed Environment
Software-as-a-Service - e.g. Lotus Live
Interface
User
Cloud …
API
Service Platform as-as-Service - e.g. Desktop Cloud
User Services
Infrastructure-as-a-Service - e.g. Compute Cloud
Virtualized Infrastructure – Server, Storage, Network
Common Cloud Platform
Consumer
BSS Offering Mgmt Customer Mgmt Pricing / Rating
Business Business Developer
Manager Support Order Mgmt Entitlements Subscriber Mgmt
Services
Accounting & Billing Invoicing Peering & Settlement
Service Development Portal
Management Environment
Service Delivery Portal
Contract Mgmt SLA Service Offering
Reporting Catalog
Consumer Metering Reporting & Analytics
Administrator
API
OSS Operational Console Service Delivery Catalog Service Request Mgmt Service Def. &
Developm.. Tools
OperationalService Definitions
Support Service Automation Mgmt
Services
Partner Clouds Provisioning Configuration Mgmt Image Lifecycle Mgmt
Monitoring & Event Mgmt Incident, Problem Service Level Mgmt
& Change Mgmt
Continuity Mgmt, Asset Mgmt Capacity, Perform. Mgmt
Backup / Restore
Virtualization Mgmt
Customer Image Creation
In-house IT Tools
Service Provider Portal
Service Business Manager Service Operations Manager
Security & Resiliency
21 © 2011 IBM Corporation

22. Corporate Strategy
Summary
CLOUD SERVICES
Business Process as a Customers consume business outcomes (Back Office Acctg) via Web-centric Service
Service (BAAS) Integration on multi-tenant and shared infrastructures, without the need to own the assets.
Software as a Service Customers use applications from multiple client devices through a Web browser on multi-
(SAAS) tenant and shared infrastructure without the need to own the assets
Platform as a Service Customers use programming languages, tools and platforms to develop and deploy
(PAAS) applications on multi-tenant, shared infrastructure without owning underlying resources
Infrastructure as a Customers use processing, storage, networks, other computing resources with ability to
Service (IAAS) rapidly and elastically provision & control resources without the need to own/manage assets
DELIVERY MODELS
Service provider makes resources, such as applications and storage, available to the public
Public Clouds over the Internet. (i.e. rented by the hour, month etc.).
A Cloud Architecture (end user provisioned, provider managed, consumption based) behind
Private Clouds the firewalls of an enterprise
Cloud Architecture tailored to meet the needs of an enterprise. (i.e. some service like trade
Hybrid Clouds promotions validation executed in the firewall with external on demand services like graphics
ARCHITECTURAL COMPONENTS
Delivery Services, Delivery services, technologies business services in support of cloud computing that are
required to help companies build deploy and integrate cloud computing architectures within
Software and Hardware their existing IT infrastructure
22 © 2011 IBM Corporation

23. Corporate Strategy
Some workloads are ready for cloud delivery
Analytics
Infrastructure Storage Ready
Information for Cloud
intensive Industry Applications
Isolated
Sensitive workloads Collaboration
Data
Highly Mature
Workplace, Desktop
customized workloads
& Devices
Not yet virtualized
Business Processes
3rd party SW
Pre-
Complex production
May not yet be systems
Development
processes & & Test
ready transactions
for migration… Infrastructure
Regulation Batch Compute
sensitive processing
23 © 2011 IBM Corporation

24. Corporate Strategy
Value Delivery increases with decision scope and influence
24 © 2011 IBM Corporation

25. Corporate Strategy
Deciding the right mix for your enterprise
Off
Managed
Premises
Shared Operations
Public
Delivery Models
Cloud
Off Premises Services
Dedicated
On Premises
Utility
Private Cloud
On Premises Traditional IT Services
Fixed Mixed Variable
Financial Models
25 © 2011 IBM Corporation

26. Corporate Strategy
Who is ready for the Could?
Readiness is the intersection of capability, maturity, and need.
Need
Demand, Desire, Yearn, Wish, Claim, Crave,
Requirement, Necessity, Obligation, Urgency
Capability
Adeptness
Maturity
Aptitude
Fitness
Competence Completion
Adequacy Culture
Effectiveness Readiness
Sophistication
26 © 2011 IBM Corporation

27. Corporate Strategy
Cloud Readiness
When is the customer ready for Cloud?
− There are underutilized and/or idle IT assets;
− Operating costs are growing in an unattainable way;
− Support costs (CapEx) are growing out of control (based on growing OpEx);
− Business capabilities change frequently;
− The majority of the supplied ‘services’ are non-differentiating.
(This is a representative list, there can be more or different reasons)
27 © 2011 IBM Corporation

28. Corporate Strategy
The pain points that drive a company to cloud computing are often
associated with limitations in the current environment
Inhibitors
Improve quality Security
Security
Reduce cycle time Certain types of
Certain types of
applications may never
applications may never
Reduce costs move to the cloud
move to the cloud
End-of-life server Burden on the cloud
Burden on the cloud
infrastructure vendor
vendor
Change to application Challenge of moving large
Challenge of moving large
requirements volumes of data
volumes of data
Support dispersed users Performance
Performance
Disaster recovery & backup
Disaster recovery & backup
Scalability
Increasing overall IT
complexity
Triggers
28 © 2011 IBM Corporation

29. Corporate Strategy
29 © 2011 IBM Corporation

30. Corporate Strategy
Concerns about data security and privacy are the primary –
but not the only - barriers to public cloud adoption
What, if anything, do you perceive as actual or potential barriers to acquiring public cloud services?
Security/privacy of
company data 69%
Service quality 54%
Doubts about true cost
savings 53%
Performance / Insufficient
responsiveness over network 52%
Difficulty integrating with
in-house IT 47%
Percent rating the factor as a significant barrier (4 or 5)
Respondents could select multiple items
Source: IBM Market Insights, Cloud Computing Research, July 2009. n=1,090
30 © 2011 IBM Corporation

31. Corporate Strategy
Cloud attributes that greatly affect information security
INTERNAL DELIVERY EXTERNAL DELIVERY
SINGLE-TENANCY MULTI-TENANCY
IT-SERVICE SELF-SERVICE
SLOW PROVISIONING RAPID PROVISIONING
31
31 © 2011 IBM Corporation

32. Corporate Strategy
Specific customer concerns related to security
and cloud computing
Protection of intellectual property and data
30%
Ability to enforce regulatory or contractual obligations
21%
Unauthorized use of data
15%
Confidentiality of data
12%
Availability of data
9%
Integrity of data
8%
Ability to test or audit a provider’s environment
6%
Other
3%
32 © 2011 IBM Corporation

33. Corporate Strategy
Some questions…
Today’s Data Center Tomorrow’s Cloud
? ?
?
? ?
We Have Control ? Who Has Control?
It’s located at X. Where is it located?
It’s stored in server’s Y, Z. Where is it stored?
We have backups in place. Who backs it up?
Our admins control access. Who has access?
Our uptime is sufficient. How resilient is it?
The auditors are happy. How do auditors observe?
Our security team is engaged. How does our security
team engage?
33 © 2011 IBM Corporation

34. Corporate Strategy
Security for the Cloud Security from the Cloud
34 © 2011 IBM Corporation

35. Corporate Strategy
IBM Cloud Security Guidance document
Based on cross-IBM research and customer interaction on cloud security
Highlights a series of best practice controls that should be implemented
Broken into 7 critical infrastructure components:
– Building a Security Program
– Confidential Data Protection
– Implementing Strong Access and Identity
– Application Provisioning and De-provisioning
– Governance Audit Management
– Vulnerability Management
– Testing and Validation
http://www.redbooks.ibm.com/abstracts/redp4614.html
35 © 2011 IBM Corporation

36. Corporate Strategy
IBM Cloud Computing Offering: full plan-build-deliver lifecycle current
portfolio to cover these three themes and related client challenges
Establish a Cloud Enable cloud service Deliver
strategy & delivery cloud services
architecture
Plan Build Deliver
IBM Cloud Consulting
IBM Smart Business on
the IBM Cloud
IBM Software
•Software and Business
Process as a Service
IBM Cloud Consulting IBM Hardware
•Platform as a Service
Providers, adoption, •Integrated Development
networking, unified IBM Smart Business
Cloud Systems and and Test Environment
communications,
security strategy, Services: CloudBurst, •Infrastructure as a
security assessment, Development and Test, Service Delivering cloud
application security, Analytics, Storage, security and resiliency
deployment and Desktop, Service services
planning Provider Platform,
Municipal Government,
Learning
36 © 2011 IBM Corporation

37. Corporate Strategy
IBM Service Delivery Manager
http://www.ibm.com/software/tivoli/products/service-delivery-manager/
37 © 2011 IBM Corporation

38. Corporate Strategy
IBM Service Delivery Manager
Management appliance delivered as virtual images that includes
• Pre-installed and configured service delivery platform for private clouds
( TSAM, ITUAM, ITM, TSA; IBM Systems Director and VMControl )
• Solution deployment procedure that deploys the images on the customer provided
hypervisor and completes the image configuration according to customer environment
requirements
Market Benefits of ISDM
Integrated Cloud solution that allows clients to leverage existing hardware while
achieving both rapid Time to Value and strong return on investment.
– Reduces the amount of integration work required to implement a cloud by offering
a pre-bundled and integrated service management software stack
– Reduces the risk associated with integration and accelerates a partner's ability to
deliver private cloud computing capabilities to specific vertical markets.
38
38 © 2011 IBM Corporation

39. Corporate Strategy
IBM Service Delivery Manager
Integrated Service Management
For Locating and Requesting Services
Secure User Centric Self-
Service Portal, Automation Managing Cloud Services
Deploying Cloud Services
Engine and Catalog
Automated Provisioning Monitoring and Metering
and Image Management
39 © 2011 IBM Corporation

40. Corporate Strategy
ISDM: delivered as pre-integrated virtual images
“Manage From”
Environment “Managed To” Environment
ISDM Management Virtual
Server Machines Provisioned in
the Cloud
TSA
ITM
ISDM - TUAM
ISDM - TSAM
ISDM -
ISDM -
Hypervisors:
Virtual VMWare, KVM, Xen – PowerVM, VMControl - zVM
Machine
s
Physical Server:
Hypervisor :
x86, Power, or Mainframe
VMWare or PowerVM
Physical Server:
x86 or Power
40 © 2011 IBM Corporation

41. Corporate Strategy
ISDM: delivered as pre-integrated virtual images
“Manage From”
Environment “Managed To” Environment
ISDM Management Service Automation Manager
Server • Orchestration of cloud Operations
• Automated provisioning of virtual systems from
self service catalogue
TSA
ITM
ISDM - TUAM
ISDM - TSAM
Monitoring
ISDM -
ISDM -
• Automatic monitoring of provisioned
environment
Virtual
Machine Usage and Accounting
s • Metering and accounting for cloud services
Hypervisor : • Enable integration to billing systems
VMWare or PowerVM
Physical Server: High Availability
System X or Power • Ensure management server is highly available
41 © 2011 IBM Corporation

42. Marcelo Sávio
Arquiteto de TI
IBM Brasil
Certificação em Cloud Computing
42
100 Anos

43. IBM Global CEO Study 2010
Pesquisa realizada com +1500 CEOs de 33 segmentos do mercado em 60 países
O maior desafio é a falta de recursos humanos

44. Dicas para o desenvolvimento profissional:
• Seja curioso • Abra a sua mente
– Seja movido pelo interesse constante da – Aceite (e se possível lidere) transformações
descoberta. e mudanças.
• Desenvolva-se • Seja sociável
– Busque continuamente por – Desenvolva relacionamentos, liderança e
desenvolvimento; trabalho em equipe;
– Seja autodidata, transforme sua – Respeite e aprenda com a diversidade;
curiosidade em conhecimento;
– Saiba que o conhecimento é algo
“perecível”; • Seja Confiável
– Possua conhecimentos multidisciplinares; - Assuma e cumpra suas responsabilidades.
– Desenvolva conhecimento dos negócios Preze pela confiança e pela ética;
dos clientes (processos, segmentos,
desafios);
• Inove
• Comunique-se – Corra riscos, mas avalie suas opções com
– Escreva bem; bom senso (e tenha sempre um plano de
backup).
– Saiba fazer apresentações;
– Aprenda outros idiomas. – Seja criativo...
• Diferencie-se
– Busque as certificações!

45. A certificação profissional

46. O valor da certificação profissional
Valor para o empregador que contrata
ou investe em profissionais certificados:
• Assegura que um time/profissional designado para um projeto
terá determinado nível de experiência e conhecimento;
• Reduz custos com treinamento porque há uma tendência de
menor defasagem de conhecimento dentro de um time com
profissionais certificados;
• Melhora o nível de utilização dos profissionais alocados.

47. O retorno do investmento em
certificação profissional
para o empregador
Fonte: http://public.dhe.ibm.com/partnerworld/pub/certify/valuecert2010.pdf

48. O valor da certificação profissional
Valor para os clientes que contratam
empresas com profissionais certificados:
• Passam a ter acesso a um time mais profissional e qualificado,
o qual, por vezes “fala como uma única voz” perante o cliente;
• Assegura maior consistência na execução, mesmo se a
empresa for globalmente dispersa.

49. O valor da certificação profissional
na visão dos clientes (contratantes)
Fonte: http://public.dhe.ibm.com/partnerworld/pub/certify/valuecert2010.pdf

50. O valor da certificação profissional
Valor para o profissional certificado:
• Possibilita um mecanismo para demonstrar
sua competência como um profissional;
• Funciona como marco tangível no
desenvolvimento de sua carreira;
• Facilita a obtenção de feedbacks sobre suas
habilidades profissionais;
• Permite um reconhecimento entre os seus
pares, em escala global;
• Aumenta o valor/empregabilidade/visibilidade
do profissional.

51. A importância da certificação
profissional no mercado
Fonte: http://public.dhe.ibm.com/partnerworld/pub/certify/valuecert2010.pdf

52. As maiores barreiras…
Custo do treinamento de preparação
Custo das provas de certificação
Tempo para preparar/treinar
Tempo para fazer a(s) prova(s)

53. As certificações de Cloud Computing
disponíveis na IBM
IBM Certified Solution Advisor - Cloud Computing Architecture V2
is a person who can:
• Explain the cloud computing concepts.
• Describe how the customer can realize the benefits of cloud computing within their
environment.
• Identify cloud computing architecture and design principles.
• Map customer's requirements to the IBM Cloud Computing offerings.
Test 000-281: Foundations of IBM Cloud Computing Architecture V2
Number of questions: 50
Time allowed in minutes: 90
Required passing score: 68%
Test languages: English
http://www.ibm.com/certify/certs/cc_index.shtml

54. As certificações de Cloud Computing
disponíveis na IBM
IBM Certified Solution Architect - Cloud Computing Infrastructure V1
is a person who can:
• Demonstrate the IBM Cloud Computing concepts and design principles
• Demonstrate the ability to provide a customer with a roadmap from their current IT
environment to an IBM Cloud Computing solution.
• Architect a comprehensive solution that utilizes the IBM Cloud Computing design
and blueprint principles to meet the customer-s requirements.
• Demonstrate the applicability of IBM’s Cloud Management Principle: Operation
Model, Service Delivery and Service Management
Test 000-280: IBM Cloud Computing Infrastructure Architect V1
Number of questions: 49
Time allowed in minutes: 75
Required passing score: 65%
Test languages: English
http://www.ibm.com/certify/certs/cc_index.shtml

55. Obrigado pela
atenção
• Perfil Linkedin: http://www.linkedin.com/in/msavio
• Repositório de documentos: http://www.slideshare.net/msavio/
• Blog: http://betarrabios.blogspot.com/
• Twitter: http://twitter.com/msavio