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Building the Next-Generation Data Center

Virtualization maturity lifecycleVirtualization has the power to transform the way business runs IT, and it is the most important

transition happening in IT today. It promotes flexible utilization of IT resources, reduced capital

and operating costs, high energy efficiency, highly available applications, and better business

continuity. However, the virtualization journey can be long and difficult as virtualization brings with

it a unique set of challenges around the management and security of the virtual infrastructure.

Most organizations struggle, sooner or later, with workload migrations, visibility and control, virtual

machine (VM) sprawl, and the lack of data center agility.

Working with customers, industry analysts and other experts, CA Technologies has devised a

simple 4-staged model, shown in Figure 1, to describe the progression from an entry-level

virtualization project to a mature dynamic data center and private cloud strategy. These stagesinclude server consolidation, infrastructure optimization, automation and orchestration, and

dynamic data center.

+ +Figure1.Customervirtualizationmaturitycycle1

+ +

Purpose, target audience, and assumptions

Most organizations face one (or more) clear tipping points during the virtualization journey where

virtualization deployment stalls as IT stops to deal with new challenges. This VM stall tends to

coincide with different stages in the virtualization maturity lifecyclesuch as the transition from

tier 2/tier 3 server consolidation to the consolidation of mission-critical tier 1 applications; or from

basic provisioning automation to a dynamic data center approach. This paper provides guidance on

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The following section discusses the tasks and capabilities required to overcome these and other

challenges, and migrate with confidence.

Project plan

A high-level project plan for a department-level server consolidation project within a mid-sized

organization is presented here. It details some of the key tasks necessary for a successful server

consolidation project. The timelines and tasks mentioned in Table 1 present a broad outline for a

tier 2/tier 3 departmental server consolidation project that targets converting approximately 200

production and non-production physical windows and Linux servers onto about 40 virtual server

hoststhe 2-3 person implementation team suggested for the project is expected to be proficient

in project management, virtualization design and deployment, and systems management.

A successful server consolidation project necessitates a structured approach which should consist

of the following high-level tasks. For each of these tasks we will discuss the key objectives and

possible challenges, articulate a successful outcome, and more.

+ +Table1.Serverconsolidationprojectplan

+ +

# Tasks Weeks 1 2 3 4 5 6 7 8

Server consolidation workshopa

Application and system discovery/profilingb

Capacity analysis and planningc

Workload migrationd

VM configuration testinge

Production testing and final deliverablesf

Resources Weeks 1 2 3 4 5 6 7 8

a Project Manager and Architect

b Virtualization Analyst(s)

c Application and Systems Consultant(s)

d All of the above

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Infrastructure optimizationIT organizations today are experiencing pressure to not only adopt new and emerging technologies

like virtualization, but also reduce costs and do more with fewer resources (thus reducing CapEx)

all while delivering assurance of capacity and performance to the business. However, organizations

that have successfully consolidated their server environment and are progressing on their

virtualization journey, often find it difficult to virtualize tier 1 workloads. They also face significant

challenges in utilizing the hosts at higher capacity. This happens because they lack the confidence

to move critical application onto the virtual environment, or utilize servers to capacity.

A mature and optimized infrastructure is essential for IT organizations to virtualize tier 1 workloads

and achieve increased capacity utilization on the virtual hoststhus helping reap the true CapEx

savings promised by virtualization.

Gain visibility and control

Organizations face significant challenges in trying to achieve the visibility and control necessary to

optimize their virtual infrastructure. These include:

Providing performance and Service Level Agreement (SLA) assurance to the business Deploying and maintaining capacity on an automated basis Securing access to the virtual environment and facilitating compliance Providing business continuity in the event of a failureThe following section discusses the tasks and capabilities required to optimize the infrastructure

and gain visibility and control into the availability and performance of the virtual environment.

Project plan

A high-level plan for an infrastructure optimization project is presented here. The timelines and

tasks mentioned in Table 2 present a broad outline for a tier 1 infrastructure optimization project

that targets setting up an optimized infrastructure and adding approximately 10 critical production

workloads to about 40 virtual server hosts (with existing workloads)thus resulting in a 80-90%

capacity utilization on those servers. The 3-4 person implementation team suggested for the

project is expected to proficient in project management, virtualization design and deployment, and

systems management.

A successful infrastructure optimization project necessitates a structured approach which should

consist of the following high-level tasks. For each of these tasks we will discuss the key objectives

and possible challenges, articulate a successful outcome, and more. Since workload migration and

production testing were discussed in the previous section, they are not repeated here.

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+ +Table2.InfrastructureOptimizationprojectplan

+ +Performance and fault monitoring

Prior to moving critical workloads onto the virtual environment, IT operations teams need to

ensure that they have clear visibility and control into the availability and performance of the virtual

environment. To foster this visibility and control, application/systems consultants should use

performance management tools to:

Discover the virtual environment and create an aggregate view of the virtual infrastructure:This discovery should be dynamic and not statici.e. the aggregate view should automatically

reflect changes in the virtual environment that result from actions such as vMotion. In

addition, this discovery should not only reflect the virtual environment, but also components

surrounding the virtual network.

Setup event correlation: In a production environment where hundreds of events may begenerated every second by the various components, event correlation is extremely essential to

navigate through the noise and narrow down the root cause of active or potential problems.

# Tasks Weeks 1 2 3 4 5 6 7 8

a Performance and fault monitoring

b Continuous capacity management

c Change and configuration mgmt

d Workload migration

e Privileged user mgmt and system hardening

f Business continuity and disaster recovery

g Production testing, and final deliverables

Resources Weeks 1 2 3 4 5 6 7 8

a Virtualization Analyst(s)

b Application and Systems Consultant(s)

c All of the above

Enable real-time performance monitoring and historical trending: The performance monitoringshould go beyond the basic metrics like CPU/memory consumption and provide insight into

the traffic responsiveness across hosts. Trending capabilities are also essential to monitor and

be cognizant of historical performance.

Capabilities like the ones mentioned above provide IT administrators and business/application

owners the confidence to move critical production applications into the virtual environment.

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Continuous capacity management

Critical applications depend on multiple components in the virtual environment. Given the

dynamic nature of the virtual environment and high volume of workloads processed by virtualservers, it is almost impossible for administrators to create and manage capacity plans on a project

by project basis. Therefore, managing critical workloads requires automating the manual steps of

capacity management, thus enabling continuous capacity management. A continuous capacity

management environment should:

Collect and correlate data from multiple data sources, update dashboards with the currentstate of utilization across virtual and physical infrastructure, and publish reports on the

efficiency of resource utilization for each application/business service

Highlight opportunities for optimization, solve resource constraints, update baselines inpredictive models, utilize the predictive model to produce interactive illustrations of future

conditions

Integrate with provisioning solutions for intelligent automation, and eco-governance solutionsto help maintain compliance with environmental mandates

The level of continuous capacity management described above, along with comprehensive analytic

and simulation modeling capabilities, will allow the IT administrator to effectively manage the

capacity of critical applications/services on an ongoing basis.

Change and Configuration Management (CCM)

Pre/post migration configuration discovery and testing is essential to enable successful server

consolidation. However, IT organizations that support tier 1 workloads cannot afford to perform

these activities on a one-time project basis. Optimized infrastructures need continuous CCM not

only for the workloads, but also for the infrastructure itself. In a highly dynamic environment,

erroneous virtual infrastructure configuration can have drastic effects on VM performance.

Comprehensive CCM involves:

Providing ongoing configuration compliance with system hardening guidelines from the Centerfor Internet Security (CIS), hypervisor vendors, etc.

Tracking virtual machines, infrastructure components, applications, and the dependenciesbetween them on a continuous basis

Monitoring virtual infrastructure configuration and its association with workload performanceImplementing comprehensive CCM for the virtual environment will not only help avoid

configuration drift and its impact to workload performance, but also facilitate compliance with

vendor license agreements and regulatory mandates like Payment Card Industry Data Security

Standards (PCI DSS), Health Insurance Portability and Accountability Act (HIPAA), Sarbanes-Oxley

Act (SOX), etc.

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Privileged user management and system hardening

Privileged users enjoy much more leverage in the virtual environment as they have access to most

virtual machines running on a hosthence tight control of privileged user entitlements is essential.This task should ensure that:

Access to critical system passwords is only available to authorized users and programs Passwords are stored in a secure password vault, and not shared among users or hardcoded in

program scripts

Privileged user actions are audited and the audit-logs are stored in a tamper-proof locationIn addition to privileged user management which protects from internal threats, IT organizations

need to ensure that their servers are secure from malicious external threats. This includes installing

antivirus/antimalware software to protect against these external threats, and making sure that the

systems conform to the comprehensive system hardening guidelines provided by the hypervisor

vendors.

Business continuity and disaster recovery (BCDR)

BCDR has long been an essential requirement for critical applications and servicesthis includes

backup, high availability and disaster recovery capabilities. However, server virtualization has

changed the way modern IT organizations view BCDR. Instead of the traditional methods of

installing and maintaining backup agents on each virtual machine, IT organizations should utilize

tools that integrate with snapshot and off-host backup capabilities provided by most hypervisor

vendorsthus enabling backups without disrupting operations on the VM and offloading workload

from production servers to proxy ones. Activities within this task should ensure that:

Machines are backed up according to a pre-defined schedule, and granular restores using pushbutton failback are possible

Critical applications and systems are highly available, and use automated V2V or V2P failoverfor individual systems/clusters

Non disruptive recovery testing capabilities are available for the administrators, etc.The one week timeline scheduled for this task assumes the existence of comprehensive BCDR

plans for the physical workloads, which then only need to be translated into the virtual

environment.

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Automation and orchestrationIT organizations that have successfully consolidated and optimized their virtual infrastructures face

a unique set of virtualization management challenges. Server provisioning that used to take weeks

can now be achieved in minutes, and results in increased virtualization adoption within the

business. This increased adoption results in 'VM sprawl (the problem of uncontrolled workloads),

increased provisioning and configuration errors, and the lack of a detailed audit trailall of which

significantly increase the risk of service downtime.

Organizations that try to tackle this problem with increase in manpower will fail to get their hands

around the problem. In addition, IT managers/CIOs don't want expensive IT staff to do mundane

repetitive tasks, but focus their time on important strategic initiatives. Automation and

Orchestration capabilities are extremely essential to tackle VM sprawl, reduce provisioning errors,improve audit capabilities, and achieve the significant savings in OpEx promised by server

virtualization.

Control VM sprawl

Organizations face multiple challenges when trying to automate and orchestrate their virtual

environments and obtain the reduction in OpEx achievable by server virtualization. These include:

Faster provisioning of standardized servers/applications into heterogeneous virtual and cloudenvironments

Process integration across heterogeneous platforms, applications and IT groups Standardized configuration and complianceThe following section discusses the tasks and capabilities required to incorporate automation and

orchestration capabilities within the virtual environment, thus helping control VM sprawl and

reduce OpEx.

Project plan

A high-level plan for a sample project to automate application provisioning and build associated

orchestrations is presented here. The timelines and tasks mentioned in Table 3 present a broad

outline for a lab management project with approval orchestration, showback, and the ability to test

composite applications spanning multiple VMs. Other sample projects could be an automated self-

service reservation management system, production/staging environment management, demos on

demand capability, educational labs, etc. The IT capabilities required for these projects are almost

similar, but the design and workflows required will be different. The 3-4 person implementation

team suggested for the project is expected to proficient in project management, virtualization

design and deployment, and systems management.

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A successful automation and orchestration project necessitates a structured approach which

should consist of the following high-level tasks. For each of these tasks we will discuss the key

objectives and possible challenges, articulate a successful outcome, and more.

+ +Table3.

+ +

# Tasks Weeks 1 2 3 4 5 6

Automationandorchestrationprojectplan

a System design

b Resource pool deployment

c VM template and lifecycle management

d Workflow orchestration

e Showback configuration

f Monitoring, production testing, and final deliverables

Resources Weeks 1 2 3 4 5 6


b Virtualization Analyst(s)

c Application and Systems consultant(s)

d All of the above

System design

A lab management system enables IT organizations to provide a web-based self-service

reservation system so that users can reserve and deploy customized server and virtual machine

instances without administrator intervention. The system design begins with application/systems

consultants interviewing IT administrators and users to better understand the business

requirements and workflows. The requirements should be captured, analyzed, and refined over

multiple interviews and/or white-boarding sessions, and result in the development of

comprehensive workflows. A well-defined checklist should be used to identify important details

such as:

Usage characteristics, roles and access entitlements of the various users Operating system/other software needs and system maintenance requirements Approval workflows, reporting needs, HA/DR requirements, etc.The system design phase should result in the creation of a comprehensive project plan that clearly

details the deliverables, defines timelines, contingency plans, etc., and is approved by all the key

business and IT stakeholders.

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Resource pool deployment

The lab management system will be required to serve several departments within the

organizationeach of which might have different availability requirements. Resource pools are avery easy and convenient way for IT administrators to manage departmental requirements. Setting

up resource pools involves:

Defining resource pools to better manage and administer the system for differentdepartments/organizations. Resource pool definitions should consider service level/Quality of

Service (QoS) requirements of the applications supported by the resource pools, HA and BCDR

requirements, etc.

Attaching appropriate compute, network and storage resources to the resource pool Integrating with performance monitoring products to consume data on usage thresholds and

perform dynamic balancing of the resource pools

Careful planning during resource pool design and deployment will significantly reduce manual

administration requirements and helpdesk calls during regular operations.

VM template and lifecycle management

Template based provisioning capabilities are present in all automation products. This task involves

creating VM templates, defining a default lifecycle for provisioning and de-provisioning VMs, etc.

Careful consideration should be given to the following during this phase:

Software license requirements and integration with Asset Management products if necessary Integration with identity management products to import user and role information and

providing a personalized experience to the users

Setting up template availability rules for different user roles, and orchestrating workflow ifnecessary

A properly configured VM lifecycle significantly improves the user experience, reduces helpdesk

calls, and helps control/arrest virtual sprawl.

Workflow orchestration

Workflow orchestration goes hand in hand with the automation systemallowing organizations to

design, deploy and administer the automation of manual, resource-intensive and often

inconsistent IT operational procedures. For the lab management system discussed here, workflow

orchestration will incorporate:

Design of essential workflows such as reservation/access approvals, system availability,change notifications, etc.

Integration with relevant enterprise systemssuch as email, identity management/LDAP,asset management, etc.to enable the workflow

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Execution of the workflow while maintaining insight into the process, audit records, and otherdetails for administration and compliance

A good orchestration engine will speed the delivery of IT services while helping to remove manualerrorsby defining, automating and orchestrating processes across organizational silos that use

disparate systems, it helps improve productivity while also enforcing standards.

Showback configuration

Showback is essential to inform users about the cost of their system reservation and report on their

usage. It is different from chargeback, which integrates with financial systems to provide a

comprehensive bill to the business units requesting resources. Showback provides users with a

comprehensive view of their costs depending upon the reservation options, duration/time of

reservation, etc. It also allows administrators to generate detailed usage reports by Lines of

Business (LOB), geographical location, asset type, etc.

During the showback configuration task, reservation options should be evaluated and costs

assigned to the different options and services offered in the lab management system. The system

should either be orchestrated to get these details from other financial/asset management software

or approximate values should be derived from previous metrics available within the IT organization.

Monitoring, production testing, and final deliverables

The monitoring and production testing details for this project will be similar to the ones discussed

in the previous sections. In addition, this final deliverable should document the system design,

deployment, testing and orchestration details for knowledge transfer. It should include

An architecture and design guide that will document client business requirements combinedwith best practices guidelines

An assembly, configuration and testing guide that will enable building the system inaccordance to the abovementioned architecture and design guide

Formal user focused training customized to above architecture will facilitate knowledge transfer of

final design and usage policies/procedures as well as level set knowledge base amongst the entire

user group.

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Dynamic data centerA dynamic data center is an IT environment that not only supports the business, but at times, is

part of the product delivered by the business. It is an agile IT environment, built on top of an

optimized and automated virtual infrastructure (discussed in the previous two sections), that is:

Service oriented delivering on-demand, standardized services to the business (internalcustomers, partners, etc.)

Scalable with the ability to span heterogeneous physical, virtual and cloud environments Secure providing security as a service to internal/external customersAgility made possible

The dynamic data center is neither a one-size-fits-all solution, nor an endless pit where CIOs

should invest money and resources to obtain capabilities not needed for their business. However,

IT organizations trying to build a dynamic data center face some fundamental challenges such as:

Delivering a standard set of tiered-services (with well-defined SLAs) that are consumable bybusiness users

Service oriented automation and orchestration that spans heterogeneous physical, virtual andcloud environments

Ensuring security, compliance and QoS for the entire service Providing a comprehensive service interface that serves as a visual communication tool

between IT and the business

The following section discusses the basic tasks and capabilities required to build and maintain a

dynamic data center that allows IT departments to serve as an agile service provider and drive

competitive differentiation for the business.

Project plan

A high-level project plan for a sample scenario that would be part of achieving dynamic data center

is presented here. The timelines and tasks mentioned in Table 4 present a broad outline for a mid-

tier IT project that is focused on supporting expanding business initiatives with agility. Forward Inc

has identified a lucrative opportunity in offering one of its internal services (e.g. billing, shipping,order management, Electronic Medical Records, etc.) to a host of new local and international

partners. This would not only allow Forward Inc to profit from its IT investments, but also provide

valuable services to its partnersthus helping improve partner retention/expansion.

The project assumes the availability of an optimized infrastructure with comprehensive

automation and orchestration capabilities (as discussed in the previous two sections of this paper).

The 4-6 person implementation team suggested for the project is expected to proficient in project

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management, virtualization design and deployment, security management, and systems

management.

A successful dynamic data center project necessitates a structured approach which should consist

of the following high-level tasks. For each of these tasks we will discuss the key objectives and

possible challenges, articulate a successful outcome, and more.

+ +Table4.Dynamicdatacenterprojectplan

+ +

Service design

Service design is the first and most important step in building an agile IT environment, and should

be conducted in close collaboration with the business. Some key service design considerations

include:

Modularity with the ability to source the service internally or from external vendors Heterogeneity allowing flexibility and avoiding vendor lock-in Compliance taking into account internal and partner compliance, information protection, and

audit requirements

This task should involve the creation of service tiers (gold, silver, etc.); for example, a tier 2/tier 3

service offering would not have the same level of storage and BCDR capabilities associated with it

as a tier 1 service. These and other related decisions should be taken after close collaboration with

product management, security, compliance, network, storage, and other component owners of

the service.

# Tasks Months 1 2 3 4 5 6

a Service design

b Enable automated service provisioning

c Provide security and BCDR for the service

d Ensure service assurance

e Implement service contract management and chargeback

f Integrate with / implement a service catalog

g Monitoring, production testing, and final deliverables

Resources Months 1 2 3 4 5 6


b Virtualization analyst(s)

c Application and Systems consultant(s)

d Security Specialists

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Enable automated service provisioning

Automated service provisioning is the ability to provision, on demand, an instance of the service in

a private, public or hybrid cloud. Some of the tasks involved in this process include:

Performing workload migrations, if necessary, of service components (servers, applications,databases, etc.)

Automating provisioning of the entire service infrastructure using template-based provisioningcapabilities offered by next-generation automation tools

Orchestrating integrations between the service components, including approval workflows,integration with change and configuration management systems, helpdesk software, etc.

With the ability to provision across multiple platforms, IT organizations will retain the flexibility to

in-source/outsource the entire service/components of it, to public or private data centers.

Provide security and BCDR for the service

The security in context here builds on the already optimized and automated infrastructure

discussed in the previous sections (which includes IDS, IPS, Firewall, VLAN and PUPM capabilities).

The capabilities discussed below are necessary considering the dynamic nature of service in

context, and include

Installing security policies on the VMs associated with the service, and providing for theappropriate policy to be in place irrespective of the VM location (i.e. within an internal

production/staging cloud, or external cloud)

Implementing Web Access Management software to permit only authenticated and authorizedusers to have access to critical resources within the service

Using identity federation technologies to maintain a clear distinction between the identityprovider (partner) and the service provider (business)

Providing for backup and high-availability of the serviceSecurity is one of the top concerns in the minds of the business as any major breach can not only

cause financial damage but also affect customer loyalty and brand image. In addition to securing

the service, the abovementioned capabilities also allow IT to leverage security services for business

enablement.

Ensure service assurance

The modular and scalable nature of the service, coupled with the dynamic nature of the virtual

environment, necessitates service-centric assurancethe ability to monitor the availability and

performance of the service (application plus the underlying infrastructure) as a whole. This task

involves:

Building and maintaining an end-to-end model of the infrastructure supporting the service

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Real-time monitoring of events and notifications from the service components Providing a dashboard for customers to view service availability/quality status Serving data to SLA management tools regarding service availability, performance, etc.Monitoring of service components in silos is not only cumbersome, but can fail to detect critical

inter-dependent errors. Service-centric assurance significantly reduces management costs by

providing a single portal for administration, improving service quality and reducing risk.

Implement service contract management and chargeback

In todays competitive business environment, accountability and transparency are essential to

maintain customer satisfaction. To do so, IT organizations need to define, manage, monitor and

report on their SLAs in a timely manner. To enable this, IT analysts should:

Define easy-to-understand SLAs; this definition should include metrics such as systemavailability, helpdesk response times, Mean Time To Repair (MTTR) for reported problems, etc.

Aggregate service-level information from disparate operational systems (network monitoringsolutions, application monitoring solutions, helpdesk systems, etc.), and compare it to

performance objectives for each customer

Report on these SLAs in a scheduled manner, and tie them back to the chargeback systemPerforming these tasks manually or on a project basis will not be sustainable over the long run

automated service contract management and chargeback capabilities are essential to allow the

end customer track, on demand, the responsiveness of IT services. In addition, chargeback

capabilities should be linked to contract management, thus ensuring customer satisfaction withservice delivery, and easing the burden of financial accounting.

Integrate with/implement a service catalog

A service catalog serves as a front end for IT to interface with business users. It is a perfect portal

for publishing role-based services to internal/external usersallowing them to subscribe to

services delivered by IT. Organizations that have already implemented a service catalog should

look to publish this service within the existing catalog implementation. Since the end consumer for

the service is most probably a business user, it is essential to ensure that the service is easily

described in business terms instead of technical jargon.

Service desk integration is also essential as there is generally a learning curve involved with new

servicesa good service desk and related knowledge base implementation prevents IT from being

inundated with individual requests.

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Monitoring, production testing, and final deliverables

The monitoring and production testing requirements for this project will be similar to the ones

discussed in the previous sections. In addition, the large scope of the project might necessitate astructured beta program with a controlled group before the service is rolled out to a large audience

of partners.

Implementation methodologyVirtualization is a relatively new technology, and not all IT organizations have strong in-house

expertise or experience with virtualization implementations. The Virtual Infrastructure Lifecycle

Methodology (described in Figure 2) from CA Technologies is an excellent example of leveragingenterprise experiences and industry best practices to carefully navigate each stage of virtualization

adoption. It helps ensure that the key aspects of virtualization are accounted for and addressed,

thus enabling a smooth deployment without the remediation delays that are common to many

virtualization initiatives. The Virtual Infrastructure Lifecycle Methodology is based upon actual

practical experience gained from the delivery of virtual infrastructure to many Fortune 500

enterprise environments, and is widely adopted by CA Services teams and partner organizations.

+ +Figure2.Virtual

Infrastructure

LifecycleMethodologyfromCATechnologies2

+ +

Analyze Define the business objectives for adopting virtualization along with TCO/ROI

analysis. Execute a broad assessment of the environment including existing people,

process, and technologies to identify potential gaps that will impact adoption. Create a

go-forward strategy supported by actionable steps to ensure success.

Design Consider implementation and support requirements by developing staffing and

training plans. Identify and document functional and non-functional requirements that

will shape the design. Create a detailed architectural design and plan for the

implementation.

Implement Institute a program portal or other medium for communicating key content

like policy, project status, etc. Start adapting existing operational processes to support the

virtualization and cloud infrastructure. Install and configure the solution as specified by

the plan and blueprints.

Optimize Identify and develop areas to drive more efficiency in the virtual infrastructure

based on experiences to this point. Implement means to monitor the usage of resources

and harvest capacity through reclamation. Perform financial tracking of usage to

rationalize growth while adding continuity and leveraging external clouds.

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How CA Technologies can helpPeople, process and technology are three key ingredients to achieve the reduction in CapEx/OpEx,

and improved data center agility with virtualization. Figure 3 summarizes the key capabilities

required by IT organizations at each phase of the virtualization maturity lifecycle to overcome

tipping points in the virtualization journey and gain the same level of visibility, control, and

security in the virtual environments, that theyve been accustomed to in the physical ones.

CA Technologies recently introduced CA Virtual, a comprehensive portfolio of products to provision,

control, manage, secure and assure heterogeneous virtual environments. Products in the CA Virtual

portfolio are not only quick to deploy and easy to use, but also provide an on-ramp to manage

heterogeneous physical, virtual, and cloud environments. For further information, please visit

ca.com/virtual or ca.com/virtualization.

+ +Figure3.Overcomingvirtualization'tippingpoints'

+ +

References1. CA Technologies virtualization maturity lifecycle: ca.com/virtual or ca.com/virtualization2. CA Technologies (ex 4Base) Virtual Infrastructure Lifecycle Methodology: ca.com/4base

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http://www.ca.com/virtualhttp://ca.com/virtualizationhttp://www.ca.com/virtualhttp://www.ca.com/virtualizationhttp://www.ca.com/virtualizationhttp://www.ca.com/us/4basehttp://www.ca.com/us/4basehttp://www.ca.com/us/4basehttp://www.ca.com/virtualizationhttp://www.ca.com/virtualhttp://ca.com/virtualizationhttp://www.ca.com/virtual


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About the AuthorBirendra Gosai has a Masters degree in Computer Science and over ten years of experience in the

enterprise software industry. He has worked extensively on data warehousing, network and

systems management, and security management technologies. At present, he works in the

virtualization management business at CA Technologies.

+ +

CA Technologies is an IT management software and solutions company

with expertise across all IT environmentsfrom mainframe and

distributed, to virtual and cloud. CA Technologies manages and secures

IT environments and enables customers to deliver more flexible IT

services. CA Technologies innovative products and services provide the

insight and control essential for IT organizations to power business

agility. The majority of the Global Fortune 500 rely on CA Technologies

to manage their evolving IT ecosystems. For additional information, visit

CA Technologies at ca.com.

+ +

Copyright 2011 CA. All rights reserved. Exchange and SharePoint are registered trademarks of Microsoft Corporation in the U.S. and/or other

countries. Linux is the registered trademark of Linus Torvalds in the U.S. and other countries. All trademarks, trade names, service marks and logos

referenced herein belong to their respective companies. This document is for your informational purposes only. CA assumes no responsibility for

the accuracy or completeness of the information. To the extent permitted by applicable law, CA provides this document as is without warranty
http://www.ca.com/http://www.ca.com/http://www.linkedin.com/in/birendragosai

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