Cloud services: the democratization of IT

Cloud services:The democratization of ITDr. L.A. Plugge, WTR

May 19, 2010 – CIO-beraad, Ermelo

The Cloud is a representation of the Internet…

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The Opte Project Mapping the internet in a single day

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…that we are all connected to…

Everything wants to be connected and works better if it is connectedSheldon Renan

May 19, 2010SURF - ICT innovation by and for higher education and research

…to enjoy an increasing number of Services…

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Hence the name:

Cloud Services.

Which ‘simply’ means:Delivering IT Capability

through the cloud.

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It can be:• Software (SaaS)• Platform (PaaS)• Infrastructure (IaaS)

Characteristics:• On demand• Scalable• Flexible

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For those who like a technical definition:

“on-demand network access to a shared pool of configurable

computing resources that can be rapidly provisioned

and released with minimal management effort or service provider interaction”

Characteristics:• On-demand self-service

• Broad network access

• Resource pooling

• Rapid elasticity

• Measured Service

Service Models:• SaaS

• PaaS

• IaaS

Deployments Models:• Private

• Community (Shared)

• Public

• Hybrid

NIST, version 15, 10-7-09

Source: Niraj Juneja, Webscale Solutions“A Walk in the Clouds”

…capability delivered by the big cloud players…

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Cloud services are interesting, because your own IT is:

• not really 24x7

• expensive

• time consuming

• rigid, fixed functionality/options

• increasingly complex and brittle

• doesn’t meet increasing performance demands

• lacking sufficient expertise

• has difficulty keeping up with IT innovation

not what the users expect

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Cloud Servicesis a

Paradigm Shift

Cf.

Production,Distribution,

Provisioning of Electricity

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Regional Monopoly (PZEM, PLEM, PEM, etc)

Towards market forces

Production Distribution Provisioning Client

OxxioElectrabelGreenchoiceNed. Energie Mij.E-ONDong Energy…

Tennet&

Local?

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GoogleMicrosoftYahooAmazonForce.comOracle(Sun)…

University IT centers

Towards market forces

Production Distribution Provisioning Client

InternetSURFnet

LocalPrivate

?

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Cloud Servicesare

Disruptive It’s easy to

miss the boat Cf.

Digital Equipment Corpand the personal computer

DEC was eaten by Compaq and Compaq by Hewlett-Packard

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Digital Equipment CorpSuccessful in mini computers

DEC PDP-12, 1969.

Price $27,900.

Applications:

Psychology (a.o. Statistical analysis)

Chemistry

Patient monitoring

Industrial tests

En last but not least Zork.

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Along came Apple with a disruptive idea,the Apple II

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Home ComputerApril 1977

Integer Basic

Full-stroke keyboard - only uppercase lettersMOS 65021 MHz4 KB (64 KB max.)12 KB (Monitor + Integer Basic + 'sweet 16' mini-assembler )40 x 24 / 80 x 24 (with 80 columns card)

40 x 40-48 (16 colors), 280 x 192 (4 and later 6 colors)one channelVideo out (composite), 8 expansion slots, Tape recorder, Paddles

$1298

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After spending millions $$this was DEC’s answer to the PC:

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300 Professional series 1979

DCF-11 chipset (325/350) - Harris J-11 chipset (380)

13.33 MHz. (325 - 350), 15 MHz. (380)

MMU and FPA (belong to the DCF-11 chipset)

Memory 256 KB (up to 1 MB)

Graphics 1024 x 256 dots.

Video output, Keyboard, Printer output

325: 2 x 5.25 400 KB FDD

P/OS, RT-11,, Venix

$8,000 and up

a pc with mini specifications

DEC fell apart and was eaten

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CompaqHewlett-Packard

How did the CIO’s react in Carlsbad to cloud services?

• Who is in control?

• Where are the servers doing the computing?

• Where are my data stored?

• How are my data managed?

• How is security organized?

• What happens when a service fails?

• What service levels can I choose from?

• What are the service limitations?

• How is continuity guaranteed?

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Cloud services are a big RISK!

‘The PC is a risk!

A mini is better.

ergo

let’s build a pc with mini specifications’

Let’s build our own cloud!

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Cloud services users are looking for

• Freedom to choose

• Low costs

• Functionality

• Accessibility

• Reasonably high reliability

• Reasonably assurance of security

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They care less about:• What platform is used• What hardware is used• How things are organized• Etc.

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Consider this

Central facilities

• Student PC’s

• E-mail

• Calender

• Limited Storage

• Some Collaboration sw

• No synch

• No Chat

• “We’ll think about it”

• “We know what’s best”

Private facilities

• They have their own laptop

• They have their own account

• Choose

• Plenty

• Can get it anywhere

• Sync anything

• They use it all the time

• “Why? It’s there!”

• “I decide (own risk)”

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It is time to rethinkwhich services

a higher education institution should provide,

why and for whom

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A postal office?An internet access provider?

A computer dealer?A software dealer?

In the 90’s many of these services were scarce.

But not anymore!

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Let’s analyze what students, faculty and administration really do and need to support those activities…

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Answer this question:Why do we offer certain facilities?

• as a marketing instrument?− then you better outperform the market facilities − or offer something unique

• to control procedures, usage and results?− then you stifle creativity and professionalism− or encourage workarounds

• to help those less skilled in IT use?− then what is the minimum skill needed?− why not let their peers help them?

• what problem are you trying to solve?

• Is it your problem, your responsibility?

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Then decide: what to make, buy, or outsource, and what to let go!

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MakeOutsource

Partner Contract

mission critical

contextcore

supporting

I willHelp myself!

CloudServices

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Disruption only started…

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JSB, Deloitte, Cloud Computing – Storms on the Horizon, 2009

And developments in NL are picking up

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Google, Salesforce.com, IBM, de Universiteit Twente, Kennispark Twente en Caase.com

Prepare your IT organization:

• for a shift in focus− Service production decreases;− Service coordination increases;− Information infrastructure importance increases;− more flexible / agile IT.

• shift in expertise− less development and production;− more expertise on core business needs;− more architectural (information integration) expertise;− more market expertise.

• shift toward cooperation with peer institutions− demand aggregation;− IT (energy) cost reduction.

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Remember, they can choose with their feet and leave you with underused expensive facilities!

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Leo Plugge

plugge@surf.nl

www.surf.nl/wtr

Shoot!

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