Movin' On Up: Planning for Moving Academic Libraries' Infrastructure to the Cloud (263579864)

8/9/2019 Movin' On Up: Planning for Moving Academic Libraries' Infrastructure to the Cloud (263579864)

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New Library/IT Service Models

“Movin ’ On Up – Planning for Moving an Academic Libraries’ Infrastructure to the Cloud”

Educause Live!Thursday, April 30,2015

Mark DehmlowProgram Director, Library Information TechnologyHesburgh LibrariesUniversity of Notre [email protected]



• Robert Minvielle, Manager EnterpriseSystems Unit, University of Notre DameHesburgh Libraries

• Mike Chapple, Sr. Director IT ServiceDelivery, University of Notre Dame Officeof Information Technology

Contributors



• How many in the audience are: – Executive Level Managers – Middle Managers – Operational Staff

Poll



Notre Dame Cloud First Strategy

Source: “Cloud First” marketing materials. Notre Dame OIT.http://oit.nd.edu/cloud-first/



Cloud First Hosting Models

Source: “Cloud Strategy for Higher Education: Building a Common Solution.”http://www.educause.edu/library/resources/cloud-strategy-higher-education-building-common-solution



AWS Decision

Source: “Cloud First” marketing materials. Notre Dame OIT.http://oit.nd.edu/cloud-first/



IT Evolution Through Abstraction

MachineLanguage

Assembly

Procedural

Object Oriented

IT InfrastructureProgramming



• Cost? – Financial – Human Resources

• Repurpose• Best Practices Adoption

• Scalability – Elasticity

• Availability

– On Demand• Redundancy – Global Infrastructure

Benefits



• Capital Expenditure vs. Pay as You Go

Local vs. Cloud Hosting

Purchase

Deploy

Maintain

Decommission

Network• Data Transfer Out

Storage

• Total Data Stored• Data Transfer Out

Computing

• CPU• Memory

5-7 Year Cycle Monthly/Yearly



Financial Models – Organizational Perspectives

The same data can lead to many different, but still valid, financialmodels. These models all show a true cost for a service.

Viewpoint /Financial University CIO Central IT Department Researcher

EquipmentReplacement

Capital Cost

Space Cost

Electricity

Operations

DisasterRecovery

OpportunityCost

?

Network Cost ?

…

Source: “Cloud First Financial Models/Value Proposition.” Jim Jokl, Associate VP and Chief Enterprise Architect, University of Virginia



• Comprehensive Service Inventory• Re-assess value of services

– Look at consolidation anddecommissioning

• Assess and Apply Service Levels – Importance and Impact – Platinum, Gold, Silver

Benefits of Service/Hosting Assessment



Evaluation of Service Catalog



• How to DetermineMove to AWS? – Is it a web service? – Does it need reliability,

scalability, and redundancy? – How is it architected?

• Smaller components interoperatingare less expensive and better fitthe Amazon model than monolithic

forklifted applications. – What is the projected cost?

Assessment: IaaS



Architecture Cntd.

AMI

AMI

AMI

RDS...

Applications designed for

load balancinglocking files, tablesetc.

Scalability wrapped around AMI

Thresholds to grow and shrink



• What should be hosted by a vendor? – Software that they write and maintain. – If your vendor meets expected hosting

requirements for performance (up time,throughput, etc.)

– Look at history of supportand up time.

Assessment: SaaS



• Resources – https://media.amazonwebservices.com/AWS_Pricing_Overview.pdf – http://calculator.s3.amazonaws.com/index.html

AWS Billing Model

https://media.amazonwebservices.com/AWS_Pricing_Overview.pdf

http://calculator.s3.amazonaws.com/index.html







Resource Usage Monitoring - Ganglia



AWS Calculator



• 3rd

Party Vendors – Monitoring – Billing

– Migrating• APIs

– JSON and Beanstalk

• Amazon Suite of Tools – To Manage Infrastructure

• Trusted Advisor

Other Resources



• To Meet the December 2017 Deadline

Planning

Evaluation

ExperimentationNew ServicesResource UsagePredictionBudget

Reallocation

BudgetingBudget RequestSaaS EstimatesPreliminaryMigration

Migration

Migration• To SaaS Providers• To AWS• To New Data Center

Oct 2014 – Jul 2015 Aug 2015 – Jul 2016

Aug 2016 – Dec 2017



• Vendor Lock-in – Optimization requires doingit the Amazon way

• May lose knowledge of howto administer systems

• Cost balance is realized through optimizedutilization of resources – What can be turned off – during non-business hours?

Challenges



• Shifting the Mental Model – Flexibility vs. Efficiency

• Introducing New Perspectives – Stasis in Patterns of What You Know Works

• Bringing Your Staff Along• Change is Scary andRequires Investment – Defining New Positions

– Retraining• Be careful of sunk costfallacy

Organization Culture



Building Position Futures

Systems Administrator

Systems Architect

DevOps

FinancialEngineer

Business Analytics



• Experiment – Not just plug and play

• Training• Expect Mistakes

– Budget for them - can be costly

• Rules can be counter-intuitive• Get developers involved• Don’t Underestimate the Important• of Change Management• Develop an Exit Strategy

– Build that into your implementation – Balance Optimization with Exit

Flexibility

Recommendations from the Front



Question & Discussion



A Partnership and New Model forUBC Library IT in the 21 Century

Allan Bell, AUL, Digital Programs and Services(Paul Joseph, Systems Librarian)

University of British ColumbiaApril 30, 2015



Overview



Overview

Introduction and Context

IT Assessment and Findings

Recommendations

Service Design and Process







UBC is undertaking a broad program of ITtransformation on campus:

● maximize investments● better utilize skills and talents of IT staff




Assessment to identify and document thecurrent situation, future requirements, andrecommendations for change:

● immediate operational challenges● management processes and practices

● technical assets, interactions and risks● people focus




Significant cognitive dissonance:

● assessment discovery and recommendations● new organization(s)● remediation work identified● significant projects inflight and completed



IT Assessment and Findings



IT Assessment

3 areas of investigation:

● Business analysis● Applications inventory● Infrastructure review





Business Analysis



Business Analysis

Informed by Enterprise Architecture principles:



Business Analysis



Business Analysis

Informed by Enterprise Architecture principles:

● create strategy, vision and road maps● define business capabilities● establish IT governance



Business Analysis

Ideally resulting in an alignment betweenLibrary strategy and IT services.



Business Analysis

Goals of the analysis:

● consult with staff● generate capability map● identify business functions



Business Analysis

Staff consultation:

● 15 cross-functional meetings● 8 branch and 2 campus consultations● Total of 39 interview sessions



Business Analysis

The capability map:

● describes an organization’s potential ● represents an organization’s functional

abilities● provides a framework for aligning strategies



Business Analysis

An effective capability map:

● captures the business interest● provides a stable view of the business● can be used to link resources and activities



Business Analysis

What does a capability map look like?



Business Analysis


Our capability map employs a nine-box matrix.



Business Analysis


Our capability map employs a nine-box matrix.

And conveniently slots into 3 categories:



Business Analysis

Collections



Business Analysis

Collections

Engagement



Business Analysis

Collections

Engagement

Management



Business Analysis

Develop CollectionsProvide Access to

CollectionsAssess and Maintain

Collections



Business Analysis



Collections

Engage with Teachingand Learning

Engage with Research Engage with Community



Business Analysis



Collections



Manage and EmpowerEmployees

Manage InternalKnowledge & Change

Manage Facilities, IT &Finances



Business Analysis

Diving deeper, business functions describehigh-level functions that enable the capabilities



Business Analysis



Collections



Business Analysis

Develop Collections

Select MaterialsObtain MaterialsReceive and Process MaterialsDescribe MaterialsDigitize Materials



Business Analysis

Provide Access to Collections

Situate materials in collectionsEnable discovery of materialsDevelop and manage access policiesEnable and control access to materialsRetrieve and deliver materials



Business Analysis

Assess and Maintain Collections

Review materials and collectionsAssess material qualityEvaluate material usage and accessDeselect materialsRenew, replace, preserve materialsMaintain material descriptions







Applications Inventory

Goals of the applications inventory:

● inventory● visualizations● process maps● analysis




Review parameters:

● end-user scope● complexity● lifecycle planning● user and admin access

● personally identifiable information● …and 60 additional metrics




Reviewed over 130 applications and mappedthem to the capabilities:








Collections



Manage and EmpowerEmployees

Manage InternalKnowledge & Change

Manage Facilities, IT &Finances

19 46 29

16 6 11

231 10




Application development:

Developer # of Applications

Freeware 12Open Source 29UBC Library 47Vendor 46

Total 134




Application deployment:

Environment % of Applications

Desktop 15Externally hosted 17Server 61Server group 7

Total 100




Server OS:


Linux 79Mac 19Windows 2Total 100




Databases:


Microsoft Access 4Microsoft SQL 2MySQL 84Oracle 4

PostgreSQL 6Total 100




Findings:

Complexity

65% of applications require multipleservers or integrations with other

applications




Findings:

End-user scope

53% accessible to the world




Findings:

Lifecycle planning

66% of the applications requireupdate or change decisions




Complex visualizations









Infrastructure Review




Goals of the review:

● hardware inventory● application infrastructure● security scan




Hardware inventory:

● 87 virtual servers● 19 physical servers

● 400 staff desktops

● 700 public desktops




Hardware inventory:

● staff storage and backup solutions● staff and public desktop support● classroom and labs support● software license management

● printers● network management




Application infrastructure:

● lack of application management and

deployment lifecycle● databases and server infrastructure requires

consolidation

● security patching required




Security issues:

● identity and access management● personally identifiable information● firewall upgrades● anti-virus for Mac

● need to upgrade several versions of PHP



Recommendations



Recommendations

There are over 220 recommendations and thetransition process will include further analysisand planning to implement them



Recommendations

4 areas of focus:

● guiding principles and assumptions● governance● staff transfer & organization structure● technical recommendations



Guiding Principles and Assumptions

● ongoing need to innovate, deploy, andintegrate applications

● some roles dedicated to Library exclusively to

increase responsiveness● standard enterprise services used wherever

possible to increase efficiency● strong development practices to be efficient,

innovative, and lower support costs



Governance

ff f



Staff Transfer & Organization Structure

● retention of existing Library services andsupport requirements, resources andprocesses (unless change is recommended)

● senior leadership for various IT disciplinesand services

● career framework and development throughconnectivity with respective service areas

● existing enterprise processes and resources

S ff f & O i i S




● Library IT Team connected to SeniorLeadership in UBC IT

● UBC Vancouver and UBC Okanagan

represented to leverage shared ideas andservices

S ff T f & O i i S




● Senior Manager UBC IT Library dotted-linerelationship to AUL recognizes:

● Priorities and funding come from the

Library



T h i l R d i



Technical Recommendations

● allow the Library’s resources to focus on itsstrategic Business Capabilities

● have an effective operations environment●

use the strong operations base to allow theLibrary to become more nimble and responsive● minimize time and maximize return on

investment for new initiatives




S i D i d P




Improving collaboration and transparency in thecreation of new services:

● sharing of ideas and expertise across the Library● transparency in the decision-making process● visibility of all initiatives underway● alignment of decision-making process to our strategic

objectives

● process for how ideas for new services are captured● optimization of budgets and resources

The Process



DISCOVER

Submit your idea fora new using the 1-page Idea Template

Submit to relevantStanding

Committee

DESIGN

Further developyour idea with moredetail in a 2-page

business case

StandingCommittee

submits to LOTand Lib Exec

DEVELOP

If required,complete a projectplan to develop the

solution

LOT and Lib Execreview

DEPLOY

The solution hasbeen developed &ready to be

operationalized

StandingCommittee, LOT

and Lib Execoperationalizelifecycle and

evaluate

The Process





Documents

Movin' On Up: Planning for Moving Academic Libraries' Infrastructure to the Cloud (263579864)