OADP for IT OptimizationOADP for IT OptimizationStage II: Data Center and Systems
OptimizationOptimization
IT Optimization (ITO): Stage IIAssumes Stage I prerequisites are complete
Stage I: Portfolio RationalizationITOITO
A hit tA hit t Stage I: Portfolio RationalizationArchitectureArchitectureVisionVision
Stage II: Data Center & System Optimization
ness
&
men
t
Stage III: Shared Services/Cl d C ti
Stra
tegi
c B
usi
ITO
Alig
nm
Cloud Computing
Copyright ©2009 Oracle Corporation. All rights reserved. 2
Stage II: Prerequites and Inputs
• Prerequisites• ITO Architecture Vision Completed• ITO Architecture Vision Completed• Portfolio Rationalization completed
• At least for the Application or Technology capabilities within scope. • This means Standard applications and technologies and interfaces have been
selectedselected. • This also means an integration platform in place and MDM required for handling
information source/sinks needed for system migration/elimination• Inputs
• Catalog of Business Capabilities including (for each capability)• Catalog of Business Capabilities, including (for each capability)• Value to the Business Strategy/Goals (Hi or Low)• QoS requirements (Availability and performance)• Scalability requirements (xx growth within yy years)
M t i f B i C biliti / O i ti l it (O ti l M d l)• Matrix of Business Capabilities / Organizational units (Operational Model)• Matrix of Business Capabilities / Supporting Application software• Matrix of Applications / Supporting Technology capabilities/Assets• Catalog of Standardized Portfolio(Interfaces and Assets)
Copyright ©2009 Oracle Corporation. All rights reserved. 3
Architecture Vision
Copyright ©2009 Oracle Corporation. All rights reserved. 4
Data Center and Systems Optimization• Principles:
IT as a ServiceIT as a Service• Abstraction, Clustering, Consolidation, Automation
• Implications:• Flexibility Scalability
Service Group A Service Group B Service Group C
Integration Layer
Shared Services /Cl d
Optimized IT Optimized IT
• Flexibility, Scalability• Increased Utilization• Cost Reduction and Efficiency
Pt. to Pt. Integrations
Data Grid Data GridData Grid
Security Layer
Application Grid Application Grid Application Grid
Virtualized and Consolidated
/Cloud Computing
TransitionalTransitional
FBT PAY GNTS
TRDS
Client
Customs NTS A/c
1
Data…….
FBT PAY GNTS
TRDS
Client
Customs NTS A/c
1
Data…….
Security
SFAProduct LMSInv
MGMTB2Bproduct SCM product DBERP MES-Dev
SFASFA-Test
SFA-Stage
Product
ProductERP-StageERP-
ProdMES-Stage
MES-Prod
productDB-
Stage B2B-StageB2B-
Dev
Security Security Security
SFAProduct LMSInv MGMT
product SCM product DBERP MES-DevProduct ERP-
Stageproduct
DB-Stage
Rationalized
Consolidated Platform and
ServicesTraditionalTraditional
RRE IPS Integrated A/C Refunds
RBADef
PaymentsExcise
CR
PKI
ECI ADD AWA ELS
Client Staff RemoteStaff
TAXAGENTS
GCI
Call Centres
WOC
CCD
TASS
StaffPhone
ComplianceStaff
BOA
Refmaterial
Bus. Intel
B EP
CDCCCWMS
BANK
DDDR
Penalty
Business
IVR
1RRE IPS Integrated A/C Refunds
RBADef
PaymentsExcise
CR
PKI
ECI ADD AWA ELS
Client Staff RemoteStaff
TAXAGENTS
GCI
Call Centres
WOC
CCD
TASS
StaffPhone
ComplianceStaff
BOA
Refmaterial
Bus. Intel
B EP
CDCCCWMS
BANK
DDDR
Penalty
Business
IVR
1
Rationalized
IT Portfolio
Architectural
Copyright ©2009 Oracle Corporation. All rights reserved.
Complexity
Data Center and System OptimizationGuiding PrinciplesGuiding Principles
•Resource pools key to flexibility and Quality of Service(QoS)•Required across multiple layers•Drastically improved HW utilization Flexibility and productivity
Pooled R •Drastically improved HW utilization. Flexibility and productivity
•Desktop virtualization improves IT productivity and reduces riskResources
•Amortizes IT costs across larger part of the business• Both requires and subsidizes higher quality people process andConsolidation • Both requires and subsidizes higher quality people, process and technology
Consolidation
•Reduces complexity and riskImproves standardizes and simplifies regulatory compliance
Enterprise •Improves, standardizes and simplifies regulatory compliance•Requires higher quality people, process and technology
pSecurity
•Drives down costs, improves QoS and IT productivityEnterprise•Enforces consistency and accountablity• Tailored to business needs, avoid overkill
Enterprise Management
Copyright ©2009 Oracle Corporation. All rights reserved. 6
Clustering Across Tiers
• Business Demands AgilityUser DesktopsUser Desktops
Portals & Web ServersPortals & Web Servers g y– Deliver new resources quickly– Adjust as requirements change
Portals & Web ServersPortals & Web Servers
Application ServersApplication Servers
MiddlMiddl • Multiple Resources Must Be Aligned to Meet Service Levels
– Performance and Availability
MiddlewareMiddleware
Database / Info MgmtDatabase / Info Mgmt
• An Engineering Commitment– Optimal flexibility and value
Hardware / PlatformHardware / Platform
Disk / StorageDisk / Storage
SecuritySecurity
ManagementManagement
Copyright ©2009 Oracle Corporation. All rights reserved.
ManagementManagement
Consolidation At All Levels
Data Centers Software
Servers Storage
Copyright ©2009 Oracle Corporation. All rights reserved.
Servers Storage
Enterprise Security ComponentsInfrastructure SecurityInfrastructure Security
•Hardware Accelerated Encryption•Secure Key Management and Storage•Strong Workload Isolation•Secure Service Delivery Platforms
•Encryption and Masking•Privileged User Controls
Database Security
•Multi-Factor Authorization•Activity Monitoring and Audit•Secure Configuration
Identity Management
Databases
Infrastructure
•User and Role Management•Entitlements Management•Risk-Based Access Control•Virtual Directories
Information
Information RightsManagement
Applications
Content
•Centralized document access control•Digital shredding
Copyright ©2009 Oracle Corporation. All rights reserved.
•Document Activity Monitoring and Audit
Management of Clustered ResourcesIntegrated across stackIntegrated across stack
• Abstracts system management into one virtualized console
• Virtualize system images for rapid deployment
• Management of virtualized servers
• Deploy standard virtual machine images quickly and easily
• Expedited provisioning and patching
• Manage Quality of Service from end-user perspective
• Automated diagnostics and tuningg g
• Real-time and predictive monitoring
• Comprehensive testing and validation
Copyright ©2009 Oracle Corporation. All rights reserved.
Aligning Automation with Standardized Processes ITILProcesses – ITIL • Service Catalog Management
• Service Level Management• Supplier Management• Capacity Management
• Event Management• Incident Management
Req est F lfillment • Availability Management• IT Service Continuity
Management• Information Security
• Request Fulfillment• Problem Management• Access Management
Management
• Transition Planning and Support
• Service Strategy• Service Portfolio
• Change Management• Service Asset and
Configuration• Release and Deployment
Management• Financial Management• Demand Management
• Service Validation and Testing
• Evaluation• Knowledge Management
Copyright ©2009 Oracle Corporation. All rights reserved.
* Oracle Enterprise Manager Capabilities
IT Processes MaturityMove Up the Maturity ModelMove Up the Maturity Model
45% of
10% ofcompanies
2% ofcompanies
2% of
42% ofcompanies
45% ofcompanies
companies
Copyright ©2009 Oracle Corporation. All rights reserved.
DeliverablesArchitecture VisionArchitecture Vision
Future State B i IT Maturity Guiding Scope and entryBusiness
Architecture
• Drives the requirements
• Provides the
IT Maturity Assessment
• By layers and organization
• Identifies the
Guiding Principles
• Guides the future stages
Scope and entry points
• Scoping and sequence of next stages of IT Provides the
justification.. Or not
Identifies the major gaps
gOptimization
Copyright ©2009 Oracle Corporation. All rights reserved. 13
Current State
Copyright ©2009 Oracle Corporation. All rights reserved. 14
Common Problems with Data Centers…Basis of AssessmentBasis of Assessment
BusMonolithic ApplicationsVarying quality of service
CustomApplication
ERPApplication
SalesApplication
DataWarehouse
Varying quality of servicePeer-to-peer integrationHardwired business processesApplication specific data pp
Dedicated Infrastructure
Application specific dataMultiple software technologies
MainframeBig ServerEnterpriseServer
Server ClusterMultiple hardware technologiesConfigured for peak loadsLimited scalabilityA il bilit 99 %
FileDASDatabaseNAS/SANAvailability < 99.x% Many administration toolsHuge Energy Consumption
Copyright ©2009 Oracle Corporation. All rights reserved.
Capture BaselineCurrent CapabilitiesCurrent Capabilities
•Type, Scale, Utilization•Development, Test, Production
Application / T h l p , ,
•QoS (Performance +Availability)Technology
• Skill levels, CertificationsSi f i tiPeople • Size of organizationPeople
• Effectiveness (Measured QoS vs Required)Processes ( q )• Business AlignmentProcesses
• Yearly license Support CostsOperational Yearly license Support Costs• IT operations costs (FTE)
Operational Costs
Copyright ©2009 Oracle Corporation. All rights reserved. 16
Maturity ModelsUse as appropriate to assess Current StateUse as appropriate to assess Current State
• Clustering/Grid – see following slidesg g• Enterprise Security – see following slides• Enterprise Management – see following slides• SOA (optional)
Copyright ©2009 Oracle Corporation. All rights reserved. 17
Level 5L l 4
Stages of Grid Maturity
Level 1Level 2
T ti l
Level 3
Enterprise
Utility
Level 4
Strategic
Cost effective
Learning
Tactical
StrategicGoals
Cost effective scaling and HA for new
projects (TCO focus)
Repeatable Rollout of a
standard platform
Shared Infrastructure
Real time configuration of
IT services
Release products and
Automated Virtual
Infrastructure
C bi d f
Tactical Plans 1 Application per
RAC Cluster
Roll out RAC Clusters for
Applications that have specific
business pains
Maximize server utilization and
specify SLAs that can be managed
products and services
immediately
Value based charging
Combined use of RAC and
Enterprise Mgr to define policies
that are self managing
New ApplicationsExamplesNew & existing
applicationsRAC for Mixed
WorkloadsGrid for Utility
ComputingGrid for Dynamic
Workload Mgt
Copyright ©2009 Oracle Corporation. All rights reserved.
Security Maturity ModelProcess & Technology
Cost, Effort, Riskhigh
Process & Technology
g
Ad hoc data and user
management
Reactive
Tactical
Strategic E t iCentralized
1
23
4management Manual,
labor-intensive
audit Inefficiencies
User lifecycle management
Standardized data
Transparent
Enterprise
Secure information
sharing Real-time
Sustainable, transparent
Centralized view of identity; single
source of truth
4
5
low hi h
Inefficiencies, overhead, redundancy
protection framework
Agility
Real-time auditing,
alerting, and corrections
transparent security
practices Critical data
protections enforced
low high
Ad hoc Standardization Sustainable Attestation
Security as a Service
Services EnableTransformation
Copyright ©2009 Oracle Corporation. All rights reserved.
Business Drivers: Efficiency, Cost Savings, Architecture Rationalization
Enterprise Management Best PracticesMove Up the Maturity Model
45% of
10% ofcompanies
2% ofcompanies
2% of
42% ofcompanies
45% ofcompanies
companies
Copyright ©2009 Oracle Corporation. All rights reserved.
Future State
Copyright ©2009 Oracle Corporation. All rights reserved. 21
CLUSTERING(GRID)Guidance and Reference Models
Copyright ©2009 Oracle Corporation. All rights reserved. 22
Grid – Part of a Larger Trend
GridGrid
Service Oriented Service Oriented ArchitectureArchitecture
WorldwideWorldwide
InfrastructureInfrastructureERPERP CRMCRM
SCMSCMWorldwideWorldwideWebWeb CustomCustom
SCMSCM
Vi t li dVi t li d
VirtualizedVirtualizedApplicationsApplications
VirtualizedVirtualized
VirtualizedVirtualizedInfrastructureInfrastructure
Copyright ©2009 Oracle Corporation. All rights reserved.
InformationInformation
Enterprise Grid CapabilitiesService OrientedService Oriented Applications• Resource Pooling
• Resource Sharing• Workload Mgmt
Middleware Clusters
g• Provisioning• Central Monitoring• Automated Mgmt
Database Clusters
Virtualized Storage
Copyright ©2009 Oracle Corporation. All rights reserved.
Drivers for Grid
• Continuous business changeg• 24x7 global operations• Data explosion & Compliance
• Keep more data online for longer• Provide access for BI, collaboration, regulatory reporting
• Increased user populationsIncreased user populations• Intra-enterprise collaborative working• Collaboration with partners & suppliers
O li ( b b d) t / i• Online (web-based) customer/consumer servcies
• Unpredictable workloads
Copyright ©2009 Oracle Corporation. All rights reserved.
Customer Adoption of Grid
• 63% say moving to Real-time Infrastructure (Grid) an imperative
• Drivers• Increased agility (32%)• Increased agility (32%)• Increased QoS (30%)• Reduced costs (17%) Source: Gartner 2006
•Grid Computing delivers:•Easy sharing and re-use of resources across entire grid•Predictable and dependable QoS across entire stack for all applications and data•Increased utilization, reduced excess capacity, reduced administrative burden
Copyright ©2009 Oracle Corporation. All rights reserved.
administrative burden
What Grid Delivers
GridTraditionalDedicated ResourcesDedicated Resources Pooled ResourcesPooled Resources
Numerous SW ConfigsNumerous SW Configs
Sl P i iSl P i i
Various HW BrandsVarious HW Brands
Standard SW ConfigsStandard SW Configs
SS
Replicated StandardReplicated Standard
Slow to ProvisionSlow to Provision
Failover Added Selectively Failover Added Selectively
L t f U d C itL t f U d C it
Provision Shared PoolProvision Shared Pool
High Availability Built-inHigh Availability Built-in
C it b R i dC it b R i d
Lots of Unused CapacityLots of Unused Capacity Capacity can be Re-assignedCapacity can be Re-assigned
Many Points of MgmtMany Points of Mgmt Centrally ManagedCentrally Managed
Copyright ©2009 Oracle Corporation. All rights reserved.
Grid/Virtualization Benefits
• Increased efficient use of existing resources
• Workloads can be reallocated easily to avoid d ti
Tangible Intangible
ed • Delay new HW purchases• Lower server HW and support costs• Virtual deployment time
downtime • IT assets can be reallocated as needed without physically moving Q
uant
ifie
Virtual deployment time reduces labor cost. them.
• Fewer locations enables faster reaction to problems • Fewer physical assets
• Delay Data Center expansion
ified
Fewer physical assets enables more-mature availability management• Disaster recovery can be simplified
• Chargeback can be based on percentage of assets used
Non
Qua
nti
simplified.N
Copyright ©2009 Oracle Corporation. All rights reserved. 28
CONSOLIDATIONGuidance and Reference Models
Copyright ©2009 Oracle Corporation. All rights reserved. 29
Consolidation: Combining WorkloadsImprove System Utilizationp y
Copyright ©2009 Oracle Corporation. All rights reserved.
Server Refresh and ConsolidationChange Deployment Topology
• Keep different workloads separate• Mix like workloads
Data centricDatabase
App 1
Database
App 3
Database
App 2
Data-centric
Application-centric
Database
Applications
Database
Applications
Database
Applications
Web-centricEdge/Web Edge/WebEdge/Web
Copyright ©2009 Oracle Corporation. All rights reserved.
App 1 App 2 App 3
Server Requirements for Consolidation
• Scalable and high capacity servers• Provide compute capacity for many applications
• Scalable operating system• Scaling for capacity
• High RAS• High RAS• Downtime not an option
• “Virtualization” technologiesg• To “stack” many applications
• Legacy application supportU d bl• Upgradeable
Copyright ©2009 Oracle Corporation. All rights reserved.
Benefits of Server Consolidation
• Improved server utilization• Lower acquisition costs• Reduced service costs• Reduced power and cooling costseduced po e a d coo g costs
• Improved capacity and response time• Newer and faster processors, interconnects, and I/OSmaller foot print• Smaller foot print• Reduced data center infrastructure costs
• Increased flexibility• Faster time to deployment of new applications
Copyright ©2009 Oracle Corporation. All rights reserved.
Next Generation of Clustering and Consolidation Pre-integrated at the Factoryg yExample: Exadata Database Machine
Flexible Capacity• Grid architecture for scale-out of database and storage servers
• Smart Scan for offloading query processing to the storage layer
• Smart Flash Cache storage for real-time random I/O
• Data compression tuned for OLTP, Warehousing and Archival data
I fi ib d t ki t t i d t t f• Infiniband networking to support massive data transfers
Resource Sharing• ASM (Automatic Storage Management) shares Exadata storage across
all databases
• RAC (Real Application Clusters) shares large DBs across many nodes
• IORM (I/O Resource Management) allocates I/O bandwidth based on database or application priorities
• Instance Caging shares CPU for multiple databases within a node• Instance Caging shares CPU for multiple databases within a node
All the Power of the Oracle Database• Real Application Clusters, Backup/Recovery, Replication, Security,
Partitioning, Large Objects, Enterprise Manager…
Copyright ©2009 Oracle Corporation. All rights reserved.
Pre-integrated at the FactoryExample: Exalogic Elastic CloudExample: Exalogic Elastic Cloud
I t t dExtreme Java Mission Critical Cloud
Operational Cost
IntegratedSystem
Time to Deploy
Extreme Java Performance
Improved pReduced
1515--35%35%Reduced
95%95%up to
10X10XCopyright ©2009 Oracle Corporation. All rights reserved.
10X10X© 2010 Oracle Corporation - Confidential
Oracle’s Elastic Cloud FoundationApplication Grid, OS, Enterprise Manager and hardwarepp , , p g
JRockit and HotSpotJRockit and HotSpot
WebLogic ServerWebLogic Server CoherenceCoherence
Ent
Exalogic Elastic Cloud SoftwareExalogic Elastic Cloud Software
JRockit and HotSpot JRockit and HotSpot
terprise M
Oracle Enterprise Linux or SolarisOracle Enterprise Linux or Solaris
Manager
EL X2-2
Exalogic Elastic Cloud HardwareExalogic Elastic Cloud Hardware
Copyright ©2009 Oracle Corporation. All rights reserved. © 2010 Oracle Corporation - Confidential
How Does Your IT Impact Your Datacenter?
• Costs, Demand and Capacity are Colliding... • Innovation in technology & businesses demands for compute capacity• Power and cooling costs surging insufficient capacity
Watts per
Power and cooling costs surging, insufficient capacity• Limits to existing floor space and new real estate
DemandUsersServices
Power Costs Space
800Watts perSquare Foot
Access Heat
40120
2003 2005 NextGeneration
Data Center
Copyright ©2009 Oracle Corporation. All rights reserved.
Space, Power, Cooling and Connectivity At least one of these factors limits datacenters
Power Space
Cooli
p
Cooling
Connectivity CoolingConnectivity Cooling
Copyright ©2009 Oracle Corporation. All rights reserved.
Consolidation Benefits
• Increase resource utilization enables delay of new HW purchases
• Fewer physical locations enables reaction to problems • Fewer physical assets
Tangible Intangible
new HW purchases• Lower server HW and support costs• Eliminate licensing/support f f d d t
• Fewer physical assets enables more-mature availability management;• Disaster recovery can be i lifi dua
ntifi
ed
fees for redundant capabilities• Fewer physical sites reduces fixed costs
simplified Qu
• Chargeback can be based on percentage of assets used
antif
ied
Non
Qua
Copyright ©2009 Oracle Corporation. All rights reserved. 39
Customer Benefits from ConsolidationImproving Data Center Efficiency
• Major European Manufacturer• Achieves 50%-60% server utilization with SPARC mid-range• Achieves 50%-60% server utilization with SPARC mid-range
servers• Major European Telco
A hi 55% 60% tili ti ith SPARC id• Achieves 55%-60% server utilization with SPARC mid-range servers
• US Financial Company• Consolidate up to 100 Oracle instances on SPARC mid-range
servers• Benefits:
• Less floor space• Lower maintenance• Reduced power
Copyright ©2009 Oracle Corporation. All rights reserved.
p
<Insert Picture Here>
United States Air Force.
• 13:1 consolidation ratio • Server deployment time reduced by
• Reclaimed nearly 50% of datacenter floor space with eco-responsible serversp y y
90% with Oracle VM SPARC• Cut datacenter power consumption
by more than 25%
• Better service levels• Lower cost
Copyright ©2009 Oracle Corporation. All rights reserved.
ENTERPRISE SECURITYGuidance and Reference Models
Copyright ©2009 Oracle Corporation. All rights reserved. 42
Enterprise SecurityService Oriented Security
F d tiF d tiA th i tiA th i tiA th ti tiA th ti tiDirectoryDirectoryR l M tR l M tIdentityIdentity
Identity Management
Service-Oriented Security
FederationFederationAuthorizationAuthorizationAuthenticationAuthenticationDirectory Directory ServicesServicesRole ManagementRole ManagementIdentity Identity
AdministrationAdministration
Web Services Web Services Web Services
Oracle Apps 3rd P t /C t A Cl d S i P idOracle Apps 3rd Party/Custom Apps Cloud Service Providers
• Enable IDM functionality - FW• Discrete, easily consumable
services
• Rapid application security, improved IT agility
• Security woven applications
Copyright ©2009 Oracle Corporation. All rights reserved.
services • Security woven - applications
© 201
Database SecurityMulti-Tenant Data Management
Option 1 Option 2 Option 3
Shared (Virtualized) Hardware
Shared Database Shared Schema
P i il d d t b
Hardware
RISK
• Privileged database user• Lost backups containing sensitive data or
PIIPII• Application exploits and by-pass• Regulatory infractions
Copyright ©2009 Oracle Corporation. All rights reserved.
• Regulatory infractions
© 2010 Oracle Corporation – Proprietary and Confidential
Database Security Defense-In-Depth
• Network Encryption• Secure Backup
Encryption and Masking
Access Control
• Secure Backup• Data Masking
• Multi-Factor Access Control
• Label SecurityMonitoring
A C t l
Encryption and Masking
g• Audit • Configuration Management• Total Recall
Monitoring
Access Control
User/Role Management • Identity Management
User/Role Management
Copyright ©2009 Oracle Corporation. All rights reserved. © 2010 Oracle Corporation – Proprietary and Confidential
The Oracle-Sun Red StackIntegrated Security Policies and Controlsg y
Platform as a Service
Oracle ApplicationsThird Party Applications
ISVApplications
VIR
Platform as a ServiceCloud Management
Oracle Enterprise Manager
Shared Services
Integration: Security:Process Mgmt: User Interaction:
TUAL
Configuration Mgmt
Lifecycle Management
Database Grid: Oracle Database RAC ASM Partitioning
Application Grid: WebLogic Server, Coherence, Tuxedo, JRockit
gSOA Suite
yIdentity Mgmt
gBPM Suite WebCenterI
ZAT
Connect Policies to Controls
Infrastructure as a ServiceOperating Systems: Oracle Enterprise Linux
Application PerformanceManagement
Application QualityManagement
Database Grid: Oracle Database, RAC, ASM, Partitioning,IMDB Cache, Active Data Guard, Database Security
Oracle Enterprise LinuxOracle Solaris
ION
Oracle VM for x86
Operating Systems: Oracle Enterprise LinuxOracle Enterprise LinuxOracle SolarisOracle VM for SPARC (LDom)
Solaris Containers
Servers
Storage
Physical and VirtualSystems Management
Ops CenterConnect Policies to Controls
Copyright ©2009 Oracle Corporation. All rights reserved.
g
© 2010 Oracle Corporation – Proprietary and Confidential
ENTERPRISE MANAGEMENTGuidance and Reference Models
Copyright ©2009 Oracle Corporation. All rights reserved. 47
Impact of Ineffective IT ManagementBusiness IT DisconnectBusiness–IT Disconnect
Business Demand Traditional IT Response
The application was up 90% of
time.
How satisfied are my users?
We had 200 database
How many orders database
transactions.did we complete?
Our servers are up. We will look
into it.
My order is stuck,
what’s going on?
Copyright ©2009 Oracle Corporation. All rights reserved.
Business Driven SolutionBusiness Demand New IT ResponseBusiness-Driven
Application Management
99% of users were satisfied.
How satisfied are my users?
User Experience
Management
We completed How many orders Business Transaction 250 orders.
Th i i
did we complete? Transaction Management
There is an issue with a supplier’s app. It has been
escalated.
My order is stuck, what’s going on?
Business Service
Management
Copyright ©2009 Oracle Corporation. All rights reserved.
escalated.
Business-Driven IT Management
Business-Driven Application
Management
Integrated Application-to-Disk
Management
Integrated Systems
Management and Support
• Map business metrics to IT events
• Eliminate management silos
and Support
• Proactively identify and fix problems
• Manage IT from business perspective
• Create agile IT for dynamic business
• Maximize business productivity
Copyright ©2009 Oracle Corporation. All rights reserved.
Comprehensive ManagementApplication Performance Management Lifecycle Management
User Experience Dynamic Resource Managementp
Java, SOA, Transactions
y g
Patching
Diagnostics, Tuning Provisioning
Compliance Dashboards
Application Configuration Mgmt
Functional/Load Testing
Real Application Testing
Configuration Management Application Quality Management
Collection, Tracking, History Data Masking
Copyright ©2009 Oracle Corporation. All rights reserved.
Configuration Management Application Quality Management
ITIL Best Practices
1. Make the model work for you. ITIL is a framework of good practices. Use what helps, don’t use what doesn’t.
2 D fi i i d h i l h2. Defining services and processes has two main goals that shouldn’t be forgotten:
1. Understand how the business or government entity delivers value and generates revenue or income Prioritize the most critical services andgenerates revenue or income. Prioritize the most critical services and measure for continuous improvement.
2. Define, standardize and measure how IT serves the business and delivers value.
3. Think as much as possible in terms of the service consumed by the ultimate end customer. It focuses attention on reaching overall business goals.
4. Many IT organizations think of themselves as offering services. To avoid confusion, IT should communicate what they do in terms of ITIL processes.
Copyright ©2009 Oracle Corporation. All rights reserved.
ITIL Best Practices – cont.
5. Have an IT and business owner for each business service.6. It is tempting to consider assets, systems and applications that
i l i Th i h binternal users consume as services. These might be considered technical services if the use is truly internal only (such as HR). However, most employees exist to serve the end customer somehow and the ultimate service is the one theend customer somehow and the ultimate service is the one the customer consumes, even if its delivered by an employee.
7. When using RACI, use actual employee names with one or two backups if needed Titles organizations or groups won’ttwo backups if needed. Titles, organizations or groups won t drive the accountability and ownership needed.
8. Never list more than one name for “approve” when using RACIRACI.
Copyright ©2009 Oracle Corporation. All rights reserved.
Management and Process Automation Benefits
• Automation enables lower IT infrastructure labor support costs
• Improved consistency of administration performance• Disaster recovery can be
Tangible Intangible
ed support costs • Disaster recovery can be simplified
Qua
ntifi
e
• Improved service level performance• Simplified systemstif
ied
• Simplified systems management administration
Non
Qua
ntN
Copyright ©2009 Oracle Corporation. All rights reserved. 54
Summary of DeliverablesFuture State (Sample)Future State (Sample)
ReferenceModels
Principles Future State Architecture
Gaps
Clustering (Grid)
Oracle TRMDB Grid ArchitectureApp Grid ArchitectureMax High Avail ArchSun Virtualization
Pooled ResourcesVirtualizationBusiness driven QoS
Application /Technology MatrixDB Grid DiagramsApp Grid Diagrams
Gap Diagrams and Matrix
Consolidation Exadata Arch and best practices
Group by usage typeEnhanced Resiliancy
Exadata DiagramsWorkload mappings
Gap Diagrams and Matrix
Enterprise Enterprise Security A hit t
Defense in DepthS ti f D ti
IDM DiagramsDB S it Di
Gap Diagrams and M t iSecurity Architecture Separation of Duties DB Security Diagrams Matrix
EnterpriseManagement
OEM ArchitectureITIL
Measured KPI’sAutomationStandard Processes
OEM diagramsITIL process flows
Gap Diagrams and Matrix
Copyright ©2009 Oracle Corporation. All rights reserved. 55
Strategic Roadmap
Copyright ©2009 Oracle Corporation. All rights reserved. 56
Strategic Roadmap Flow Inputs from various Sources & Phases
Inputs from FSA Phase
CapabilityGaps
• Stakeholder Input• Arch Vision• Business Case• Arch Principles
StrategicAnalyze & Prioritize
p• EA Governance Models• EA Repository
Strategic Roadmap Phase Transition
StateTransition
State
Roadmap Implementation Plan
PROJECTS & WBS
Phase I(2010)
Phase II(2011)
PROJECT A
PROJECT B
…Solutions & Initiatives(Work Packages of Capabilities & Architecture Building Blocks)
Copyright ©2009 Oracle Corporation. All rights reserved. 57
PROJECT C
Primary TargetsSecondary
Gaps Priority Matrix (Template)( O ll I iti ti )
( Phase 1 )1. ( Recommendation )2. ( Recommendation )3 ( Recommendation )gh
est 4 6
7
Primary Targets Targets
1 12
( Overall Initiative )
3. ( Recommendation )4. ( Recommendation )
( Phase 2 )5. ( Recommendation )6. ( Recommendation )
Hig
5
71
2 911
12
7. ( Recommendation )8. ( Recommendation )
( Phase 3 )9. ( Recommendation )10. ( Recommendation )
Savi
ngs
3
Hig
h 810
10. ( Recommendation )11. ( Recommendation )12. ( Recommendation )
Med
1 Yr
Avg. Time to Value
3+ Yrs2 Yrs
Copyright ©2009 Oracle Corporation. All rights reserved. 5858
Create an Architecture Roadmap
• Build Architecture Roadmap based onRi k t l f t• Risk tolerance of customer
• Ability to invest• Maturity level/skill level of staff• Don’t skip maturity levelsDon t skip maturity levels
• Parallel and Interdependent Threads • Platform Clustering/Virtualization• Consolidation (Middleware, Databases, Servers, Storage, Data Centers)• Enterprise Security • Enterprise Management
• TechnologyP• Processes
• Facilities
Copyright ©2009 Oracle Corporation. All rights reserved. 59
ITO Architecture Roadmap (Sample)Current Current Optimized Dev/TestOptimized Dev/Test Initial Production Initial Production Mission CriticalMission Critical
State State (CS)(CS)
Business Value
Reduced HW and Support costs for Dev/Test
Faster provisioning for Dev/Test
• Reduced HW and SW costs for non-critical production systems
• Improved IT productivity
• Reduced costs , improved QoSand improved IT productivity for all workloads on new architectureImproved risk and compliance• Improved risk and compliance
Clustering Cluster Dev/Test Servers/Storage
Simple DB and App Grids
• Failover enabled DB and App Grids• Asynch Backup site
• Highly Available and Scalable App and DB grids support Mission critical systems
• Hot pluggable scalability• Active/Active on Backup sites• Active/Active on Backup sites
Virtualization Virtualized Dev/Test Servers /Storage
• Production systems virtualized• HA enabled server virtualization
• Mature virtualization management, monitoring and exception handling
Consolidation • Consolidate Dev/Test workload on virtualized HW
Consolidate small hetero workloads onto HW pools
All workloads consolidated on pools of servers
New applications on App+DB Grids
Enterprise Security
• Centralized /virtual repository • Centralized Authentication/
Roles
• Security Reporting• Initial Auditing• Additional levels of Data Security
• Mature auditing • Mature SOD• Highly sensitive data protected both
• Provisioning for Dev/Test• Initial Data Security• Initial reporting
y g y pby defense in depth and SOD
• Mature compliance reporting
Enterprise Management
• Initial management capabilities
• Mature exception handling • Mature change management
• Proactive capacity planning• Very mature end user based
Copyright ©2009 Oracle Corporation. All rights reserved. 60
g• Initial ITIL processes • Initial capacity planning
• Moderate Change management• Relevant ITIL processes begun
availability and perf measures• Mature ITIL processes
Getting to Grid – A Process, not a ProjectDriven by Business Needy
• Applications
Resources
• Software• OS platform• HW/Storage • Infrastructure • Infrastructure
• Monitoring• Operations• Policies
Virtualize Consolidate AutomateStandardize
• Mgmt Tools • Data • Workloads • SLA management
Benefits
Virtualize Consolidate AutomateStandardize
F d • Increased flexibility L t f O • Real-time response• Fewer vendors• Reduced complexity
• Increased flexibility• Easier Mgmt• Faster Provisioning
• Lower cost of Ops• Reduced TCO
• Real-time response• Reduced errors• Higher QoS
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Level 5L l 4
Grid Roadmap
Level 1Level 2
T ti l
Level 3
Enterprise
Utility
Level 4
Strategic
Cost effective
Learning
Tactical
StrategicGoals
Cost effective scaling and HA for new
projects (TCO focus)
Repeatable Rollout of a
standard platform
Shared Infrastructure
Real time configuration of
IT services
Release products and
Automated Virtual
Infrastructure
C bi d f
Tactical Plans 1 Application per
RAC Cluster
Roll out RAC Clusters for
Applications that have specific
business pains
Maximize server utilization and
specify SLAs that can be managed
products and services
immediately
Value based charging
Combined use of RAC and
Enterprise Mgr to define policies
that are self managing
New ApplicationsExamplesNew & existing
applicationsRAC for Mixed
WorkloadsGrid for Utility
ComputingGrid for Dynamic
Workload Mgt
Copyright ©2009 Oracle Corporation. All rights reserved.
Security Roadmap(Sample)Cost, Effort, Risk
high Transition
Manual audit Hard-coded,
li ti
As Is
Phase I Transition
Standardize provisioning / workflow process Link to
application-specific
authorizations
Multiple sources of
Single source of
truth / identities
Phase II
Application Portfolio
Management Implement standardized data centric
Support ongoing
single source of
truth (PeopleSoft) Abstract
identities
low hi h
sources of “truth” / identities
Slow, manual access control
Defined roles Automated
attestation Centralized entitlements Agility
data-centric protections
ongoing transformation / business process re-engineering
identities into
centralized, virtual identity
repository
efficient access control
low high
sustainable attestationt d di d d l t ti
Reactive Tactical Strategic
Enterprise
Transparent
Standardize roles and
entitlements
Copyright ©2009 Oracle Corporation. All rights reserved.
standardized development practices
Enterprise Management Stages of the Roadmap
45% of
10% ofcompanies
2% ofcompanies
2% of
42% ofcompanies
45% ofcompanies
companies
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EA Governance
Copyright ©2009 Oracle Corporation. All rights reserved. 65
EA GovernanceIT Optimization AspectsIT Optimization Aspects
• EA Committee already Established• LOB leaders+ IT leaders bought in
• Processes aligned with PMO processes• Buy in (or resistance) based on prior stage
A if i f i t d if dj t t
Foundation laid by
Rationalization • Assess if issues from prior stage, and if any adjustments
in process neededStage
• Operations has more central role, they own the key processes
• Dev/Test is largely of customer of IT services• LOB approval of migration to new architecture
Focus on different
• LOB approval of migration to new architecture• Establish key checkpoints/metrics to align expectaions of
various IT and LOB units• Regular reviews with EA Steering
processes and emphasis
Copyright ©2009 Oracle Corporation. All rights reserved. 66
Governance Environment
Copyright ©2009 Oracle Corporation. All rights reserved. 67
Source: TOGAF
Industry Frameworks for IT GovernanceInternal Control - Integrated Framework• Control Environment• Risk Assessment• Information and Communications• Control Activities
Monitoring
Corporate Governance
• Monitoring
IT FunctionIT FunctionBusinessFunction
BusinessFunction
BusinessFunctionEA Governance
COBITCOBITIT Governance
Function Function Function
ISO 17799(Security)
ITILITILBest Practice Frameworks /
StandardsPMI/Prince2 ISO 9001:2000
(QA)
IT Governance is a key part of Corporate Governance, and the way to ensure IT activities are aligned, managed and measured to ensure business success
Copyright ©2009 Oracle Corporation. All rights reserved.
ITIL: IT Infrastructure LibraryThe “de facto industry best practice” for IT Service Management
• Non-proprietary and based upon proven practitioner experiences
The de-facto industry best practice for IT Service Management
proven practitioner experiences
• Supports ISO 20000 – Formal, international standard for IT Service Management certification, based upon ITIL best practices
• Gives a detailed description of important IT practices, with comprehensive checklists taskscomprehensive checklists, tasks, procedures and responsibilities.
• Operational & Tactical, not Strategicg
O // / / / /
Copyright ©2009 Oracle Corporation. All rights reserved.
ITIL Knowledge Overview: http://www.itil.org/en/vomkennen/itil/index.php
ITIL: IT Infrastructure LibraryITIL is a comprehensive and consistent set of industry “best practices” for IT Service Management organized in an integrated, process-based framework in order to add VALUE to customers
• ITIL is the “de-facto industry best practice” for IT Service Management
• Non-proprietary and based upon proven practitioner experiences
• ITIL contains 7 Core volumes:• The Business Perspective
• Planning to Implement Serviceproven practitioner experiences
• Supports ISO 20000 – Formal, international standard for IT Service Management certification, based upon ITIL best practices
• Planning to Implement Service Management
• Information & Communications Technology (ICT) Infrastructure Managementupon ITIL best practices
• Gives a detailed description of important IT practices, with comprehensive checklists, tasks, procedures and responsibilities.
Management
• Applications Management
• Security Management
• Service Supportp ocedu es a d espo s b t es
• Operational & Tactical, not Strategic• Service Support
• Service Delivery
ITIL Knowledge Overview: http://www.itil.org/en/vomkennen/itil/index.php
Copyright ©2009 Oracle Corporation. All rights reserved.
g g
Responsible, Accountable, Consulted, Informed Matrix
PurposePurpose The RACI matrix is used define roles and responsibilities. In general, you match up roles and responsibilities with processes.
How to Use How to Use th A tif tth A tif t
• The RACI matrix is a useful tool when rolling out a new change t j t i th th tthe Artifactthe Artifact management program, or just uncovering the processes that
make your organization function and identifying the participation in those processes
• The RACI matrix uses the following notation: • Responsible (R): owns the project/problem• Accountable (A): to whom “R” is accountable who must sign
off (approve) on the work before it is effective. • Consulted (C): has information and/or capability necessaryConsulted (C): has information and/or capability necessary
to complete the work. • Informed (I): must be notified of the results but need not be
consulted.AudienceAudience • Executive StakeholdersAudienceAudience • Executive Stakeholders
• Line of Business Executives• IT Executives• IT Leads
Copyright ©2009 Oracle Corporation. All rights reserved.
EA Governance RACI MatrixExample
Architecture Implementation GovernanceSteering
CommitteePMO EA Board Project
TeamsProvide Communication & Awareness and of standards & assets I C A & R C
Conduct Coherence & Compliance Reviews I C A & R I
Provide cross-project Communication and Guidance I A R I
Escalation Resolution A & R C C I
Allowance for Deviation and Dispensation I A R I
Define Degree of EA team engagement I R A CengagementIdentify Resource Capability & Capacity I A & R C C
Update Architecture Repository & C t h t I C A R
Copyright ©2009 Oracle Corporation. All rights reserved. 72
Capture change requests CR ResponsibleA AccountableC ConsultedI Informed
Business Case
Copyright ©2009 Oracle Corporation. All rights reserved. 73
The Need for Cost Reduction> Discover Current State Constraints
IT Management CIO / CTO
•Have to cut costs from budget, but where?
•Providing value for IT budget $$
75% f IT t t tiwhere?
•Want to consolidate servers to save money
•Must automate processes
•75% of IT costs are not supporting new business
•Must reduce costs but improve efficiencies at the same timep•Can’t expand my data center
•Legacy Apps don’t support changing business processes
•Compliance exposure and focus on core revenue applications
•Best value from IT investment
•Enabling new business processes
Copyright ©2009 Oracle Corporation. All rights reserved. 74
Line of Business/CXO
The Need for Operational Efficiency> Discover Current State Constraints
IT Management CIO / CTO
•More data for longer = higher storage costs
•Providing value for IT budget $$
B i th > IT B d t thcosts
•Implementing virtualization = higher utilization, lower costs
•Raising productivity of IT staff
•Business growth > IT Budget growth
•Globalization driving 24x7 computing model
•Running out of power in the datag p y •Running out of power in the data center
•Legacy Apps don’t support changing business processes
•Creating information-based competitive advantageg g
•Compliance exposure
•Enabling new business processes
Copyright ©2009 Oracle Corporation. All rights reserved. 75
Line of Business/CXO
Business Value Discovery Matrix Developed during Roadmap OADP Phase
Simplification6
Primary Targets Secondary
Targets
Financial Impact for Data Center and Systems Optimization
p g p
1. Vendors2. Redundant Functionality3. Standardization (e.g. OS)4. Info. Lifecycle Mgmt
Consolidation
Hig
hest 4 6
71
2 911
12
1315
5. Databases6. Applications7. Data8. Servers9. Test / Dev Environment10. Backupav
ings
3
Hig
h
5810
111417
1610. Backup
Virtualization11. Middle Tier12. Data Tier13. Application Appliances14 Serversed
Sa 3
14. Servers15. Databases
Automation16. Management17. Backup Processes1 Yr
M
3+ Yrs2 Yrs
Copyright ©2009 Oracle Corporation. All rights reserved. 76
Avg. Time to Value
Grid/Virtualization Benefits
• Increased efficient use of existing resources
• Workloads can be reallocated easily to avoid
Tangible Intangible
• Delay new HW purchases• Lower server HW and support costs
downtime • IT assets can be reallocated as needed without physically moving
Quantified
• Virtual deployment time reduces labor cost.
without physically moving them.• Fewer locations enables faster reaction to problems• Delay Data Center
i faster reaction to problems • Fewer physical assets enables more-mature availability management
expansion• Chargeback can be based on percentage of assets used
Non Quantified
• Disaster recovery can be simplified.
used
Copyright ©2009 Oracle Corporation. All rights reserved.
Consolidation Benefits
• Increase resource utilization enables delay of new HW
• Fewer physical locations enables reaction to problems
Tangible Intangible
purchases• Lower server HW and support costs
Eli i t li i / t
• Fewer physical assets enables more-mature availability management;
Di t b
Quantified
• Eliminate licensing/support fees for redundant capabilities• Fewer physical sites reduces fixed costs
• Disaster recovery can be simplified
fixed costs• Chargeback can be based on percentage of assets used
Non Quantified
Copyright ©2009 Oracle Corporation. All rights reserved.
Management and Process Automation Benefits
• Automation enables lower IT infrastructure labor
• Improved consistency of administration performance
Tangible Intangible
support costs • Disaster recovery can be simplifiedQuantified
• Improved service level performanceperformance• Simplified systems management administration
Non Quantified
Copyright ©2009 Oracle Corporation. All rights reserved.
Enterprise Security Benefits
• Lower FTE to manage security systems
• Reduced Complexity reduces security and non-
Tangible Intangible
• Reduced time to provision new users, systems
compliance risks Quantified
• Reduced risk of external or internal sec rit breachor internal security breach• Reduced risk of non-compliance
Non Quantified
Copyright ©2009 Oracle Corporation. All rights reserved.
Risk Analysis / Risk Mitigation OverviewRisk Analysis: is the planning process
where you identify the types, probability and severity of the risks that might happen on a projecthappen on a project
Risk Mitigation: is the plan for what to do about the risks identified by Risk Analysis. This can include a combination of plans forcombination of plans for:
• Risk avoidance: minimize the potential for those risks to materialize
• Mitigation: of the consequences: g qminimize the severity of risks if they do occur
• Risk acceptance: be ready to deal with risks when they occurrisks when they occur
• Risk transfer: let someone else bear the risk for you, someone who can handle it better
Copyright ©2009 Oracle Corporation. All rights reserved.
Risk Mitigation TemplateAssess and Recommend Risk Management
Risk Category Risk Description
Probability of Occurrence
Potential Business Impact
Recommended Risk Mitigation Actions
Operational Service Disruption Low High Ensure proper planning for application
g
Operational Service Disruption Low High Ensure proper planning for application migration – schedule off hours
Slow Performance of new applications
Low High Ensure that target application goes through full load/performance testing prior to implementation
Financial Loss of revenue due to new application complexity
Med High Ensure Proper training on new application to all end-users
Increased SW maintenance costs High Low Ensure that retired application support contracts are not renewed
Compliance / Legal
Security for new application Low Med Ensure that security performs a full audit of new system prior to implementation
PII data being migrated to new t
High Low Ensure that new system meets PII li i tsystem compliance requirements
Strategic Loss of business functionally Med Med Ensure that end to end process testing is completed prior to implementation
Copyright ©2009 Oracle Corporation. All rights reserved.
Key Points to Remember“Best Practices” for Business Case Development
The Business Case• Should be collaboratively developed during each stage of the
hit t d fi iti
p
architecture definition:This will enable a progressive “soft close” Ensures that the architecture definition hits the mark and on track
• Is more than number crunching using an ROI model: It is driven by the Value Proposition It is a combination of financial as well as non-financial benefits It is a combination of financial as well as non financial benefits
• Must relate to the customer decision culture: The appropriate amount of rigor and formality will vary depending
on the customers “Just Enough, Just In Time”
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Stage II: Outputs
1. Assessment of Current Operational Costs and Business Effectiveness
2. Updated Principles3. Selected Reference Models4. Future State Architecture diagrams/models5. Catalog of Gaps6 Gap Priority Analysis6. Gap Priority Analysis 7. Strategic Roadmap Diagram8. Implementation Plan9 G9. EA Governance Plan10. Business Case
Copyright ©2009 Oracle Corporation. All rights reserved. 84
Next Steps
Copyright ©2009 Oracle Corporation. All rights reserved. 85
IT Optimization (ITO): Stage III
Stage I: Portfolio RationalizationITOITO
A hit tA hit t Stage I: Portfolio RationalizationArchitectureArchitectureVisionVision
Stage II: Data Center & System Optimization
ness
&
men
t
Stage III: Shared Services/Cl d C ti
Stra
tegi
c B
usi
ITO
Alig
nm
Cloud Computing
Copyright ©2009 Oracle Corporation. All rights reserved. 86
Copyright ©2009 Oracle Corporation. All rights reserved. 8787