IT Strategy Workshop
Training
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Agenda






2
IT Strategy Workshop Overview and Kit
IT Strategy Workshop Discussion Guide
IT Strategy Workshop Process Flow and Facilitator’s Guide
Pre-Workshop Call and Data Collection
Conducting the Workshop
Sample Deliverable
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop will help create a prioritized action plan for the client
Description
 Workshop Goals
-
-
-
-
-
Understand client’s Infrastructure needs
Understand the proper IT provider
relationship for this client
Understand the Dynamic Infrastructure vision
and its applicability to the client’s organization
Identify current state of the client towards
building a Dynamic Infrastructure
Develop a high-level vision to begin the
journey towards a Dynamic Infrastructure.
Build a prioritized action plan towards
implementing that vision
 Workshop Scope
-
-
3
A one day planning workshop
Joint high level review of the client’s business
plans, IT plans, IT infrastructure and services
Develop a prioritized list of short and longer
term activities for further analysis or
implementation that will drive evolution into a
Dynamic Infrastructure.
 Overview
-
-
Facilitated by 2 executive consultants
Pre-workshop discussion to review scope,
roles and responsibilities
May include Dynamic Infrastructure
education
 Client Deliverables
-
-
.pdf file containing analysis and includes
roadmaps for closing key gaps
.pdf file containing project descriptions
 Feedback should be available to the client
within 7-10 business days of the
workshop
© 2008 IBM Corporation
Dynamic Infrastructure
Workshop Kit







4
Facilitator’s Guide
Workshop Discussion Guide
Pre-workshop Call Presentation Template
Data Collection Template
Workshop Presentation Template
IT Provider Relationship Scoring Worksheet
Workshop Sample Deliverable
© 2008 IBM Corporation
IT Strategy Workshop
Discussion Guide
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned with
business strategies, initiatives and objectives.
6
© 2008 IBM Corporation
Dynamic Infrastructure
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide the
DNA needed to thrive in a smarter planet.
7
© 2008 IBM Corporation
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
Business Initiatives
Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security
Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
8
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop
1. How does the business view IT?
2. Do IT initiatives align with the business’ strategy?
3. Where are you in each area and where are you headed?
4. Sanity check. Is this where you need to be?
5. Adjust desired future states to align business and IT.
6. Identify and prioritize gaps.
7. Build roadmaps and plans.
9
© 2008 IBM Corporation
Dynamic Infrastructure
IBM’s own smart transformation has delivered results
IBM IT
Transformation
• IBM’s IT transformation continues: our own IT investments
over the past 5 years have delivered a cumulative benefit
yield of $4.1B
1997
Today
CIOs
128
1
Host data centers
155
7
Web hosting
centers
80
5
Network
31
1
15,000
4,700
Applications
Data Center
Efficiencies
Achieved
• Consolidation and virtualization - thousands of servers onto
approximately 30 IBM System z™ mainframes
• Additional virtualization leveraging System p, System x and
storage across enterprise
• Substantial savings being achieved in multiple dimensions:
energy, software and system management and support costs
Project
Big Green
• The virtualized environment will use 80% less energy and
85% less floor space
• 2X existing capacity, no increase in consumption or impact
by 2010
Cloud-enabled
on demand IT
delivery solution
• Self-service for 3,000 IBM researchers across 8 countries
• Real time integration of information and business services
10
© 2008 IBM Corporation
Dynamic Infrastructure
What is the IT Strategy Workshop?
Who attends?
How long?
What are objectives?
What are the outputs?
11
CIO and direct reports
IT architects and analysts
1 day workshop
plus some data gathering and final presentation
Define or refine IT strategy to ensure alignment with
business strategies and initiatives
Identify and prioritize IT infrastructure gaps
Create roadmaps to close high priority gaps
Analysis on strategic alignment between IT and the
business
Roadmaps towards closing high priority infrastructure
gaps
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop
Uses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
X86-based Servers
[A40102DP03,
C40402DP02,
A40103PE01]
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
S40202DP04:
Determine best fit
workload platform
using the server
selection process
1. Strategic Alignment
Analysis
[S40504DP04,
• Select Business
S40504DP01,
C40701DP02,
Initiatives
S40505DP02,
C40701DP06]
• Determine IT Provider
Relationship with the
Business
12
4. Roadmaps
• Create Roadmaps
• Identify initiatives
for each gap
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP07:
Conduct a x86based server
virtualization
Proof of
Concept (POC)
2. Current vs Target Gap
Analysis for 14 IT
[C40701DP06,
Characteristics
S40505DP02,
C40701DP02]
• Where are you now?
• Where do you need to
S40202DP06:
Consolidate standbe?
alone servers into
blade servers
• Conduct Gap Analysis
S40201DP09:
Review and
assess for grid
computing
readiness
3. PrioritizationS40202PE01:
Consolidate x86based application
• Prioritize gaps
instances across
• Select gaps
for building
the enterprise
roadmaps
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
[S40504PE01:
S40505PE02:
S40504PE03]
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE03: Pilot
workload
management with
dynamic
virtualization
application areas
S40202PE02:
Expand the use
of blade server
technologies
S40202DP10:
Pilot the use of grid
across the
enterprise
[C40702DP03
C40702DP02
C40702DP01]
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
© 2008 IBM Corporation
Dynamic Infrastructure
The First Step in IT Transformation
Understanding the Needs of the Business, and Aligning IT Actions to that Strategy
Provider Relationship Model
High
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Enabler
Partner
Utility
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Benefit
as IT
Value
Driver
Commodity
Provider of an adequate service at a cost lower than the
competition
Cost
as IT Value Driver
13
High
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Evaluates 14 IT Characteristics
Finance  Financial Management
Domains of Capability
Process
Environment  Site and Facilities
Network  IT Network Resources
Storage
Compute
14
 Service Support
 Solution Deployment
 Service Delivery
 Service Automation
 Security & Compliance Management
 IT Storage Resources
 Information Lifecycle Management (ILM)
 IT Host Resources
 Unix Servers
 X86-based Servers
 Midrange Servers
© 2008 IBM Corporation
Dynamic Infrastructure
Sample Agenda
For IT Strategy Workshop
Discuss Client’s Current IT Environment
and Future Directions
Dynamic Infrastructure Strategy Overview
Introduction to Dynamic Infrastructure Strategic
Planning Assessment
Evaluate Strategic Alignment
Evaluate Current and Desired Technical
Capabilities
Prioritize Gaps to Address
Plan Next Steps and Wrap-up
15
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Process Flow…
1
Client provides IBM
Business Partner team
with pre-workshop
background materials
IBM Business Partner
develops report
IBM, IBM Business Partner and
Explore
Client
participants
1 - 2 Weeks
elapsed time
2
Workshop prep
16
Assessment
3
Post
workshop
Assessment
Readout
(2 hours)
Workshop session
and assessment
review
IBM Business Partner
presents report with
discussion
1 – 2 weeks
4
Detailed roadmap
development
2 – 4 hours
5
Client roadmap
presentation
6
Next
Steps
© 2008 IBM Corporation
Dynamic Infrastructure
Excerpts from Deliverable
17
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the strategic alignment assessment results,
customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs.
High
desired future state assessment of IT capabilities.
Provider Relationship Model
Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
Benefit

Key observations and
recommendations for each domain
as IT Value Driver
4 Enabler

Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Provider works with others to
develop a service and provide
resources/skills necessary to
support the service
3 Partner
2 Utility
Priorities selected
Projects Selected
Respondents Desired stat
Provider of a quality service at
a cost equal to or lower than
the competition
1
Commodity
Provider of an adequate service
at a cost lower than the
competition
Cost
High
18
© 2008 IBM Corporation
Dynamic Infrastructure
Sample Deliverable: Current State of Dynamic Infrastructure
Information
Infrastructure
Virtualization and
Optimization
Provide failover
redundancy and support
data access
Recognized need for
virtualization and
optimization strategy.
Strategy in early stages of
development; not yet
documented.
Incomplete strategy to
optimally handle growth.
Service Management
and Asset Management
Tactical reactive approaches
substituted for strategy.
Undocumented, “best-effort” backup
and recovery capabilities.
___________________________
Security strategy to balance risk versus
expense. React to exposures as identified
by audit processes.
No overall documented
service management or asset
management strategy.
Some documented standards but often ignored.
Multiple vendors, multiple
SANs.
Early stages of defining data
classes and
retention/archival policies
towards implementing
limited ILM requirement.
Implementation
and Maintenance
Business Resilience and
Security
Strategy document suggests IT’s intent to align with xClient’s objectives.
Strategy
Architecture and
Design
Facilities and Data
Center
3 sites with 2-way failover by
application.
High information growth
rates and indefinite retention
demands contribute to
facilities issues.
Under consideration and
development pending
creation of strategy.
Tactical approach to
supplement xClient’s facilities
with rented DC space.
Early stages of some
consolidation using blades.
Incomplete research for factbased architecture and design
alternatives.
Some storage virtualization.
All other areas awaiting
completion of strategy,
architecture and design.
Power, space and cooling
issues severely compromise
DC stability and effectiveness.
Impede ability to deploy
and/or grow strategic
applications.
Multiple sites, self designed and
implemented failover for storage.
___________________________
Varied security architecture largely driven
by individual vendor products’ security
standards.
Some documented processes.
Critical server failover exposure.
______________________________
3 sites with 2-way storage failover by
application. Dependent servers lack
failover or off-site failover capabilities.
Non-integrated tools do not
cover many service
management areas.
Minimal process related security
incidences.
Some staff ITIL education.
Early stages defining services
catalog.
Opportunity to further exploit
installed tools.
Resource challenges for
failover & stress testing.
Usage statistics not collected.
Multiple manual Asset DBs.
Many infrastructure pillars are in early stages of formalizing strategy and architecture. Statistics-gathering processes and tools
that support fact-based decision-making need improvement. Space, power and cooling constraints severely limit ability to
grow or support new strategic applications.
Minimal to no progress
19
Moderate or in-progress
Significant progress to completion
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the strategic alignment assessment results,
customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment:

How does the business view IT? Do IT
initiatives align with what the business needs
from IT?
xClient’ Business/IT Goals & Initiatives
Summary Assessment : Current vs.

desired future state assessment of IT
capabilities.
Customized selected roadmaps:

Based on client priority, showing projects by
initiative and interdependencies.
Domains of Capability
Key observations and
recommendations for each domain

Finance
Process
Environment
Network
Storage
Compute
Discrete
List of candidate project
descriptions: For entries in the roadmap

that will incrementally advance IT capabilities
towards the desired future state.
20
Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state
Determine future state
Identify required
capabilities and initiatives
Develop roadmaps
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?
Observation
Recommendations
Compute
 Storage Resources
 Storage Resources
-Standardization

on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.


Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
Determine storage migration’s relative importance in light of other IT
projects and allocate additional resources as necessary.
Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
-
-
 ILM
-xClient
IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
 ILM
Leverage techniques and skills gained from individual accounts’
ILM implementations across all of xClient.
Continue data tiering analysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
-
-
 Networking
-Project
underway to migrate xClient network infrastructure to existing
xClient's Internal IT network
 Networking
-

List of candidate project descriptions:
Complete migration to xClient's Internal IT network
Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers’ network security
requirements can be met.
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
21
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs.
desired future state assessment of IT capabilities.

Key observations and
recommendations for each domain

Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
22
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs. desired
future state assessment of IT capabilities.

Key observations and
recommendations for each domain

Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
23
© 2008 IBM Corporation
IT Strategy Facilitator’s Guide
Excerpts
Louise Hemond-Wilson
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Steps in the Workshop Facilitator’s Guide
1. COORDINATION OF THE DELIVERY TEAM: The delivery resources need to
contact each other to determine who carries the lead/ownership for which portion
of preparing and conducting the workshop. This is a needed step to ensure
equitable division of labor. Major task areas needing ownership are:
-
-
25
Arranging the call with the IBM or IBM Business Partner sponsor.
Preparing the pre-workshop .ppt file, distributing to the client, ensuring the call gets
scheduled by the account team.
Leading the pre-workshop call discussion with the client.
Interacting with the client for logistical details and obtaining pre-workshop materials.
Preparing the workshop tool, the workshop .ppt file and the CUPE .xls spreadsheet.
Scheduling the immediate pre-workshop meeting for the delivery team and the account
team.
Leading different portions of the workshop.
Owning the creation of the .ppt Final deliverable, the creation of roadmaps and the
creation of the project document.
Scheduling the final presentation walkthrough with the account team.
Scheduling the final presentation with the client.
Sending materials to the account team and the client.
Posting the deliverable in the team room.
© 2008 IBM Corporation
Dynamic Infrastructure
Steps in the Workshop Facilitator’s Guide continued
2. CALL WITH THE IBM OR IBM BUSINESS PARTNER SPONSOR: Upon the
customer committing to an IT Strategy Workshop and being assigned as a
deliver resource team, schedule a quick 15-30 minute call with the IBM or IBM
Business Partner sponsor. This discussion does not have a set of .ppt slides.
During this call the delivery team will review with the IBM or IBM Business
Partner Sponsor:
-
-
26
General workshop process.
The sales team’s role to attend but primarily listen at the workshop. Explain the
importance of the workshop delivery team helping the sales team most by distancing
themselves from the direct selling efforts as that would undermine credibility of the
workshop delivery team and weaken the respect afforded to their recommendations.
Explain the sales team’s role in the follow-up process and the documents they should
expect to receive from you following the workshop (.PDF of the project and final reports).
Set expectations for any pre-workshop meeting with the account team and workshop
delivery team either the evening before the workshop or the morning of the workshop.
Probe the sponsor for additional background information regarding the client.
Answer any questions the sponsor may have about the workshop.
Ask the IBM or IBM Business Partner sponsor to arrange a 30-60 minute pre-workshop
conference call with the client sponsoring executive. The IBM or IBM Business Partner
sponsor should participate in the call as well.
© 2008 IBM Corporation
Dynamic Infrastructure
Steps in the Workshop Facilitator’s Guide continued
3.
PRE-WORKSHOP CALL WITH THE CLIENT: This call has a .ppt file. The template for this
call is contained in the workshop kit. After modifying the .ppt for the specific client, generate
a .pdf file and send to the client sponsoring executive and IBM or IBM Business Partner
sponsor prior to the call. During this call you will:
-
4.
PREPARE THE WORKSHOP MATERIALS:
-
5.
After receiving the pre-workshop information from the client customize the workshop .ppt and preload the
workshop tool with their information and initiative selections.
Setup the CUPE file.
PRE-WORKSHOP TEAM MEETING: Typically the workshop delivery team and the account
team meet either the night before the workshop or the morning before the workshop. This
meeting allows the following:
-
27
Review the workshop flow.
Discuss logistics.
Discuss key participants and their roles including informing the client of the account team’s role to
primarily listen.
Discuss the supplied parameters and pre-workshop data collection document that the client needs to
provide to the delivery team at least 1 week prior to the workshop.
Another review for the account team of the workshop day agenda and expected flow.
Reminder to the account team of their role to attend but primarily listen as well as to follow up.
The delivery team ensures that multiple people have copies of the workshop materials (workshop tool
with client information, workshop .ppt and CUPE .xls) and determines who will lead which part of the
workshop, who will complete the CUPE, who takes notes, etc…
© 2008 IBM Corporation
Dynamic Infrastructure
Steps in the Workshop Facilitator’s Guide continued
6. WORKSHOP: At the conclusion of the workshop query the client for potential
dates for the final presentation. Schedule that now if possible or as soon after
the workshop as possible.
7. IMMEDIATELY POST-WORKSHOP: Immediately following the workshop or the
next day, the workshop delivery team assembles in-person to complete key parts
of the analysis and observations. Typically this is the scorecard, the CUPE graph,
the Observations and Recommendations at a minimum. Someone should be
assigned as owning creating the following parts of the deliverable:
-
The Final presentation .ppt
The roadmaps (to be incorporated into the Final .ppt)
The project descriptions .ppt. This is typically delivered to the client as a separate
document since it is often quite large.
8. POST-WORKSHOP: Typically the delivery team uses Sametime Screen Sharing
or NetMeeting to work collaboratively on creating the Final .ppt. The team
member who owns creation of the Final presentation should schedule time for
the team to work together. This is best done as quickly as possible after a
workshop. However, due to calendar coordination for the client, presentation of
the final deliverable might not occur for weeks or even a month.
28
© 2008 IBM Corporation
Dynamic Infrastructure
Steps in the Workshop Facilitator’s Guide
9. PRE-FINAL REVIEW WITH THE ACCOUNT TEAM: Prior to conducting
the final review with the customer, schedule time with the account team
to review the deliverable. The purpose of this call is to:
-
-
Make the account team aware of what will be said.
Listen to their perspective on how the message will be received or learn of any
matters to take into consideration in the analysis.
Translate the generic next step and project descriptions into viable IBM or IBM
Business Partner services or products that the account team might use in their
discussions with the client.
10. FINAL PRESENTATION WITH THE CLIENT: Conduct the final
presentation with the client. Capture appropriate client and account
team feedback. Send the client .PDF versions of the FINAL and
PROJECT files prior to the conference call.
29
© 2008 IBM Corporation
IT Strategy
pre-Workshop Call
Louise Hemond-Wilson: hemond@us.ibm.com
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned with
business strategies, initiatives and objectives.
31
© 2008 IBM Corporation
Dynamic Infrastructure
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide the
DNA needed to thrive in a smarter planet.
32
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 IT Strategy Workshop Technique – overview
 Workshop Delivery Approach, Agenda, and Deliverables
 Confirm Workshop Objective, Parameters, Scope, and Participants
 Next Steps
33
© 2008 IBM Corporation
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
Business Initiatives
Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security
Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
34
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop
Uses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
X86-based Servers
[A40102DP03,
C40402DP02,
A40103PE01]
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
S40202DP04:
Determine best fit
workload platform
using the server
selection process
1. Strategic Alignment
Analysis
[S40504DP04,
• Select Business
S40504DP01,
C40701DP02,
Initiatives
S40505DP02,
C40701DP06]
• Determine IT Provider
Relationship with the
Business
35
4. Roadmaps
• Create Roadmaps
• Identify initiatives
for each gap
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP07:
Conduct a x86based server
virtualization
Proof of
Concept (POC)
2. Current vs Target Gap
Analysis for 14 IT
[C40701DP06,
Characteristics
S40505DP02,
C40701DP02]
• Where are you now?
• Where do you need to
S40202DP06:
Consolidate standbe?
alone servers into
blade servers
• Conduct Gap Analysis
S40201DP09:
Review and
assess for grid
computing
readiness
3. PrioritizationS40202PE01:
Consolidate x86based application
• Prioritize gaps
instances across
• Select gaps
for building
the enterprise
roadmaps
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
[S40504PE01:
S40505PE02:
S40504PE03]
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE03: Pilot
workload
management with
dynamic
virtualization
application areas
S40202PE02:
Expand the use
of blade server
technologies
S40202DP10:
Pilot the use of grid
across the
enterprise
[C40702DP03
C40702DP02
C40702DP01]
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
© 2008 IBM Corporation
Dynamic Infrastructure
The first step in IT transformation must be understanding the needs of
the business , and aligning IT actions to that strategy
Provider Relationship Model
High
Enabler
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Partner
Utility
Benefit
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Commodity
Provider of an adequate service at a cost lower than the
competition
as IT Value Driver
High
Cost
as IT Value Driver
36
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Evaluates 14 IT Characteristics
Finance  Financial Management
Domains of Capability
Process
Environment  Site and Facilities
Network  IT Network Resources
Storage
Compute
37
 Service Support
 Solution Deployment
 Service Delivery
 Service Automation
 Security & Compliance Management
 IT Storage Resources
 Information Lifecycle Management (ILM)
 IT Host Resources
 Unix Servers
 X86-based Servers
 Midrange Servers
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop Adoption Model
Domains of Capability
…..The Scope of Services
Finance
Process
Dedicated to:
LOB
or
Application
Environment
Network
Storage
Compute
Siloed
or
Geographic
Location
Oriented
Discrete
Connected
(linked)
but
not
Integrated
across the
Entire
Enterprise.
Partial
Integration
Horizontal
and
Vertical
Integration
Optimization
across the
Entire
Enterprise
Enterprise
Integration
Sharing
and
Integration
with
Value Net
Partners
Based on
Preestablished
Agreements
Sharing
and Integration
with
Value Net
Partners
Based on
Dynamically and
Automatically
Established
Agreements
Defined Value
Net
Open Value
Net
Scope of Services
38
© 2008 IBM Corporation
Dynamic Infrastructure
During the workshop the team assesses each of the characteristic
sets based on their knowledge of current and desired target state.
39
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop creates client-specific IT roadmaps
A IT Strategy Workshop is used to identify current states and desired target states of
xClient’s IT infrastructure capabilities, based on their enterprise business and IT goals
and initiatives.
Domains of Capability
xClient’s Business/IT Goals & Initiatives
Finance
Process
Environment
Network
Storage
Compute
Discrete
Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state
40
Determine future state
Identify required
capabilities and initiatives
Develop roadmaps
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 IT Strategy Workshop Technique – overview
 Workshop Delivery Approach, Agenda, and Deliverables
 Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
 Next Steps
41
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Process Flow…
1
Client provides IBM
Business Partner team
with pre-workshop
background materials
IBM Business Partner
develops report
IBM, IBM Business Partner and
Explore
Client
participants
1 - 2 Weeks
elapsed time
2
Workshop prep
42
Assessment
3
Post
workshop
Assessment
Readout
(2 hours)
Workshop session
and assessment
review
IBM Business Partner
presents report with
discussion
1 – 2 weeks
4
Detailed roadmap
development
2 – 4 hours
5
Client roadmap
presentation
6
Next
Steps
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
43
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the strategic alignment assessment results,
customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs.
High
desired future state assessment of IT capabilities.
Provider Relationship Model
Customized selected roadmaps: Based
on client priority, showing projects by initiative
and interdependencies.

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
Benefit

Key observations and
recommendations for each domain
as IT Value Driver
4 Enabler

Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Provider works with others to
develop a service and provide
resources/skills necessary to
support the service
3 Partner
2 Utility
Priorities selected
Projects Selected
Respondents Desired stat
Provider of a quality service at
a cost equal to or lower than
the competition
1
Commodity
Provider of an adequate service
at a cost lower than the
competition
Cost
High
44
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the strategic alignment assessment results,
customized roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:
Strategic Alignment Assessment:

How does the business view IT? Do IT
initiatives align with what the business needs
from IT?
xClient’ Business/IT Goals & Initiatives
Summary Assessment : Current vs.
desired future state assessment of IT
capabilities.
Key observations and
recommendations for each domain

Customized selected roadmaps:

Finance
Domains of Capability

Process
Environment
Network
Storage
Compute
Discrete
Based on client priority, showing projects by
initiative and interdependencies.
Partial
Integration
Enterprise
Integration
Defined
Value Net
Open Value
Net
Scope of services
Assess current state
Determine future state
Identify required
capabilities and initiatives
Develop roadmaps
List of candidate project
descriptions: For entries in the roadmap

that will incrementally advance IT capabilities
towards the desired future state.
45
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Observation
Recommendations
Compute
 Storage Resources
 Storage Resources
-Standardization
on xVendor storage is resulting in a large storage
migration project. This project is proceeding slowly due to resource
constraints.
-No storage virtualization in use
Summary Assessment : Current vs. desired
future state assessment of IT capabilities.


Key observations and
recommendations for each domain
Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.
Determine storage migration’s relative importance in light of other IT
projects and allocate additional resources as necessary.
- Investigate the use of storage virtualization as an optimizing enabler
for enterprise shared storage model
- Implement a tiered storage architecture across the enterprise using
appropriately defined technologies at each tier, i.e., SAN, NAS,
Virtual Tape, etc.
- Implement an Information Lifecycle Management architecture to
optimize existing storage usage and decrease storage costs.
-
 ILM
-xClient
IT provides and supports ILM only for selected customers and
otherwise has no overall ILM strategy .
-Rather than customers selecting data tiers from a standard set of
definitions with minimal customization, each ILM contract customer
defines data tiers unique for their organization.
-Current work underway to examine like groups of contract terms for
defining common cross-organization data tiers.
 ILM
Leverage techniques and skills gained from individual accounts’
ILM implementations across all of xClient.
- Continue data tiering analysis.
- Investigate appropriate tools and architectures to support ILM
standards, policies and processes across all of xClient.
- Establish governance processes to ensure adherence to ILM
standards policies and processes.
-
 Networking
-Project
underway to migrate xClient network infrastructure to existing
xClient's Internal IT network

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
46
 Networking
-
Complete migration to xClient's Internal IT network
Assess xClient's Internal IT network security architecture and
implementations to ensure xClient customers’ network security
requirements can be met.
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs. desired
future state assessment of IT capabilities.

Key observations and recommendations
for each domain

Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.

List of candidate project descriptions: For
entries in the roadmap that will incrementally advance
IT capabilities towards the desired future state.
47
© 2008 IBM Corporation
Dynamic Infrastructure
Core workshop deliverables include the assessment results, customized
roadmaps and project details.
IT Strategy Workshop customized presentation, based on input from IBM Business
Partner experts, includes:

Strategic Alignment Assessment: How
does the business view IT? Do IT initiatives align
with what the business needs from IT?

Summary Assessment : Current vs. desired
future state assessment of IT capabilities.

Key observations and
recommendations for each domain

Customized selected roadmaps: Based on
client priority, showing projects by initiative and
interdependencies.

List of candidate project descriptions:
For entries in the roadmap that will incrementally
advance IT capabilities towards the desired future
state.
48
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 IT Strategy Workshop Technique – overview
 Workshop Delivery Approach, Agenda, and Deliverables
 Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
 Next Steps
49
© 2008 IBM Corporation
Dynamic Infrastructure
Workshop objectives:
 xClient’s Objectives:
50
© 2008 IBM Corporation
Dynamic Infrastructure
Workshop Parameters: Timeframe, Scope, Partners, Priority and
Effort Definitions.
 Define the timeframe for the assessment

example: A 3, 4 or 5 year time span or adoption timeline
 Define the scope:

The workshop scope was focused on the following areas of the business/IT:
 Partners were defined as:
51
© 2008 IBM Corporation
Dynamic Infrastructure
The following enterprise business and IT initiatives were
established:
xClient’s Business and IT Initiatives




Simplify to reduce costs
Reduce IT Acquisition Cost
Improve efficiency to reduce IT costs
React to data center facility
constraints
 Improve IT Reliability
 Improve quality of service
 Increase Customer Loyalty
52
 Establish a pro-active energy
efficiency strategy
 Increase IT Flexibility
 Measure IT value to the business
 Ensure regulatory compliance
 Develop New Services
 Support Emerging Markets
 Improve Market Responsiveness
© 2008 IBM Corporation
Dynamic Infrastructure
Ensuring success is largely dependant on strong participation.
Recommended xClient Team
IBM Business Partner Team Members





Executive Sponsor
 Workshop Facilitator
IT Management Leaders and Architects
 Workshop Scribe(s)
Business Unit IT Leaders
 Key Account Team Members (Client
Exec, Client IT Architect, Software, etc)
Project Managers
 Subject Matter Experts (where needed)
IT Providers/Outsourcer (where
applicable)
Prior to the workshop, please complete the two-paged pre-workshop data collection
questionnaire in the appendix to help us gain a current viewpoint of your environment.
The document requests information on:
Prioritized business / IT goals and initiatives
- Count of servers, networks and Data Centers
- Key Applications
- Key DBs
- Key systems management tools
- SLAs
- Current IT Optimization techniques and products
- Major Data Center projects
Are there
any other materials that would benefit the workshop team for review prior to the workshop?
-
53
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 IT Strategy Workshop Technique – overview
 Workshop Delivery Approach, Agenda, and Deliverables
 Confirm IT Strategy Workshop Objective, Parameters, Scope, and
Participants
 Next Steps
54
© 2008 IBM Corporation
Dynamic Infrastructure
Review open items for today’s meeting
Item
Owner
Complete
d
Confirm that sponsor will be prepared to "kick off" the workshop with a 60 minute
discussion on their current environment, issues/pains, goals for transformation, and
why his/her team is engaged in this workshop.
Verify logistics (dates, locations, draft agenda, communication, catering, equipment,
room setup, etc…)
Set target date for completing data collection questionnaire
Verify participants
55
© 2008 IBM Corporation
Dynamic Infrastructure
To proceed, the following activities are suggested:
Next Steps
1
2
Verify Workshop Participant
Availability
Verify Workshop Location Logistics
-
3
4
-
Room Arrangement
Workshop Date
Projector
Perform the IT Strategy Workshop
Together!
Execute next steps with xClient
56
© 2008 IBM Corporation
Appendix:
Data Collection Questionnaire
To be completed and returned to your
IBM Business Partner
one week prior to the workshop.
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Pre-Workshop Data Gathering
Please complete the following:
Client Background
Client Name:
Client Sponsorship
CIO Name
Workshop Sponsor Name
Workshop Sponsor Title
Sponsor reporting chain to CIO
Sponsor reporting chain to CEO
Provide executive IT organization chart if available
Client IT
IT Total employees (all of IT)
IT Locations (total)
Central (Data center) Locations
Describe significant outsourcing or out-tasking relationships
Client Hardware
Infrastructure
Primary Intel Suppliers / count of servers
Primary Unix Suppliers / count of servers
Primary MF Suppliers / MIPS / count of servers
Storage Suppliers / Usable capacity in TB
Current Optimization Techniques, e.g., virtualization
IT Optimization products, e.g., VMWare
Client Network
Infrastructure
Number of discrete networks
What techniques do you use to manage networks?
What network optimization techniques do you use? e.g.,
compression, TCP termination, caching
Client Software
Infrastructure
Key DBs installed
Key System Management products
Client Applications
Key applications
Packaged, Custom, combination
Schedule
When do you want to conduct this workshop?
Projected Timeframe
Within how many years do you want to see changes?
58
© 2008 IBM Corporation
Dynamic Infrastructure
Pre-Workshop Data Gathering continued
Please complete the following:
Prioritized Business /
IT Goals and Initiatives
Please select 5 initiatives from the list below that most represent your top Business / IT Goals and Initiatives
_____ Simplify to reduce costs
_____ Reduce IT Acquisition Cost
_____ Improve efficiency to reduce IT costs
_____ React to data center facility constraints
_____ Improve IT Reliability
_____ Improve quality of service
_____ Increase Customer Loyalty
_____ Establish a pro-active energy efficiency strategy
_____ Increase IT Flexibility
_____ Measure IT value to the business
_____ Ensure regulatory compliance
_____ Develop New Services
_____ Support Emerging Markets
_____ Improve Market Responsiveness
SLAs and Service
Management
What types of SLAs are in place?
Are you meeting your SLAs in all areas?
Please describe any problem area SLAs?
Has the client implemented or considered a
shared services model?
Data Center Strategy
Are you planning any major data center
consolidation, construction or renovation
projects?
Do you have space, power, cooling or airflow
constraints?
Workshop Participants
and Titles
59
© 2008 IBM Corporation
IT Strategy
Workshop
Louise Hemond-Wilson: hemond@us.ibm.com
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
61
© 2008 IBM Corporation
Dynamic Infrastructure
Workshop Participants
62
xClient
IBM Business Partner
 Project Leader
 Project Leader
 Executive Sponsor
 Jane Doe,
 John Doe,
Exec. IT Consultant
Sr. Consultant
© 2008 IBM Corporation
Dynamic Infrastructure
Introductions




Name and title
Job responsibility and area
Organization or Line of Business
Length of experience and/or depth of
knowledge within the organization
 What you would like to get out of this
workshop
 1 minute maximum!
63
© 2008 IBM Corporation
Dynamic Infrastructure
Ground Rules for the Workshop
 Stay with the session and stay focused please
-
NO: e-mail, chat/IM, cell phones, blackberry’s, pagers
Set phones & pagers on vibrate and step out for emergency calls
Please – no laptop connectivity - between breaks only
 Participate and make your views heard
-
-
64
Ask questions. Make sure the material is clear to you
All points of view are valued
All questions are valid
Do not reject any idea until it is time for evaluation and selection
Philosophical discussions are for lunch and breaks
Parking lot for items of discussion that consume time
One conversation at a time
Try and have some fun
© 2008 IBM Corporation
Dynamic Infrastructure
From prior interviews, the following workshop objectives were
established for xClient:
65
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
66
© 2008 IBM Corporation
Dynamic Infrastructure
Discussion on xClient Current IT environment and future directions
 What are the key objectives for the IT department at xClient over the
next few years?
 What are the drivers behind those objectives?
 What major IT projects are planned?
 Discussion about the data provided before the workshop.
67
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
68
© 2008 IBM Corporation
Dynamic Infrastructure
Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned with
business strategies, initiatives and objectives.
69
© 2008 IBM Corporation
Dynamic Infrastructure
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide the
DNA needed to thrive in a smarter planet.
70
© 2008 IBM Corporation
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
Business Initiatives
Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security
Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
71
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop
Uses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
X86-based Servers
[A40102DP03,
C40402DP02,
A40103PE01]
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
S40202DP04:
Determine best fit
workload platform
using the server
selection process
1. Strategic Alignment
Analysis
[S40504DP04,
• Select Business
S40504DP01,
C40701DP02,
Initiatives
S40505DP02,
C40701DP06]
• Determine IT Provider
Relationship with the
Business
72
4. Roadmaps
• Create Roadmaps
• Identify initiatives
for each gap
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP07:
Conduct a x86based server
virtualization
Proof of
Concept (POC)
2. Current vs Target Gap
Analysis for 14 IT
[C40701DP06,
Characteristics
S40505DP02,
C40701DP02]
• Where are you now?
• Where do you need to
S40202DP06:
Consolidate standbe?
alone servers into
blade servers
• Conduct Gap Analysis
S40201DP09:
Review and
assess for grid
computing
readiness
3. PrioritizationS40202PE01:
Consolidate x86based application
• Prioritize gaps
instances across
• Select gaps
for building
the enterprise
roadmaps
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
[S40504PE01:
S40505PE02:
S40504PE03]
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE03: Pilot
workload
management with
dynamic
virtualization
application areas
S40202PE02:
Expand the use
of blade server
technologies
S40202DP10:
Pilot the use of grid
across the
enterprise
[C40702DP03
C40702DP02
C40702DP01]
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
© 2008 IBM Corporation
Dynamic Infrastructure
The first step in IT transformation must be understanding the needs of
the business , and aligning IT actions to that strategy
Provider Relationship Model
High
Enabler
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Partner
Utility
Benefit
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Commodity
Provider of an adequate service at a cost lower than the
competition
as IT Value Driver
High
Cost
as IT Value Driver
73
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Evaluates 14 IT Characteristics
Finance  Financial Management
Domains of Capability
Process
Environment  Site and Facilities
Network  IT Network Resources
Storage
Compute
74
 Service Support
 Solution Deployment
 Service Delivery
 Service Automation
 Security & Compliance Management
 IT Storage Resources
 Information Lifecycle Management (ILM)
 IT Host Resources
 Unix Servers
 X86-based Servers
 Midrange Servers
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop Adoption Model
Domains of Capability
…..The Scope of Services
Finance
Process
Dedicated to:
LOB
or
Application
Environment
Network
Storage
Compute
Siloed
or
Geographic
Location
Oriented
Discrete
Connected
(linked)
but
not
Integrated
across the
Entire
Enterprise.
Partial
Integration
Horizontal
and
Vertical
Integration
Optimization
across the
Entire
Enterprise
Enterprise
Integration
Sharing
and
Integration
with
Value Net
Partners
Based on
Preestablished
Agreements
Sharing
and Integration
with
Value Net
Partners
Based on
Dynamically and
Automatically
Established
Agreements
Defined Value
Net
Open Value
Net
Scope of Services
75
© 2008 IBM Corporation
Dynamic
Infrastructurethe team assesses each of the characteristic
During
the workshop
sets based on the customer’s input of current and desired target
state.
76
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
77
© 2008 IBM Corporation
Dynamic Infrastructure
Discussion about the business / IT relationship at xClient
 How would you describe the relationship between the business units and
IT?
 How does the business request services from IT?
 How important is the cost of a project vs the need to develop a solution
that provides leading capability in your industry?
78
© 2008 IBM Corporation
Dynamic Infrastructure
The first step in any IT transformation must be understanding the needs
of the business , and aligning IT actions to that strategy
Provider Relationship Model
High
Enabler
Provider researches,
recommends and implements
technology to enable quantum
leap in business capability
Partner
Utility
Benefit
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or
lower than the competition
Commodity
Provider of an adequate service at a cost lower than the
competition
as IT Value Driver
High
Cost
as IT Value Driver
79
© 2008 IBM Corporation
Dynamic Infrastructure
Conducting the CUPE Survey
 CUPE is assessed via 10 multiple-choice questions
 Each question will be answered individually by each of the workshop
participants. Each participant should write their answers on a blank sheet
of paper next to the question number – e.g.:
-
-
Q1 B
Q2 C
Q3 A
etc.
 Answer sheets will be collected at the end of the survey, and the answers
averaged for each question, to obtain a collective “score” for each
question
80
© 2008 IBM Corporation
Dynamic Infrastructure
Q1 – Customer satisfaction measurement is:
a) Less important than achieving cost targets
b) Focused on automating activities with increased productivity and/or
decrease in product cycle time
c) Measured by the customer satisfaction of the business products or
services
d) Measured by the ability of IT to provide a strategic competitive
advantage in the overall goals and initiatives of the business
81
© 2008 IBM Corporation
Dynamic Infrastructure
Q2 – The corporate view of IT is:
a) A provider of technical services
b) A facilitator for organizational efficiency
c) A strategic alignment with the business goals and objectives of the
enterprise
d) A critical enabler of the corporate vision
82
© 2008 IBM Corporation
Dynamic Infrastructure
Q3 – The enterprise approach toward the IT organization is:
a) As an expense center
b) As a service center
c) As a profit contributor
d) As a variable cost, on demand value center
83
© 2008 IBM Corporation
Dynamic Infrastructure
Q4 – IT services and solutions are provided to the business at the
lowest feasible cost:
a) With minimal consideration for value add
b) With equal consideration for quality of service
c) With significant value add services
d) With the ability to enable business strategies on demand at variable cost
84
© 2008 IBM Corporation
Dynamic Infrastructure
Q5 – The IT organization’s approach to new technologies is:
a) Extremely cautious, rarely implements leading edge technology
b) Very cautious, must conform to a confirmed industry best practice
c) Cautious, but willing to consider new technologies with a high probably
of success
d) Aggressive, willing to experiment with new technologies which can
potentially provide a competitive advantage
85
© 2008 IBM Corporation
Dynamic Infrastructure
Q6 – The projects within the IT plan are:
a) Focused primarily on business automation (cost reduction) initiatives,
with some projects addressing service quality
b) Balanced between automation and service quality improvements, with
some resources directed towards enhanced capability
c) Focused on service quality improvement, enhanced capabilities, with
some projects focused on automation
d) Focused primarily on enhanced capabilities and service quality
improvements, with significant resources directed towards a few ‘big
plays’ exploring advanced technologies
86
© 2008 IBM Corporation
Dynamic Infrastructure
Q7 – The IT organization’s attitude toward risk is:
a) Extremely risk averse
b) Risk averse
c) Willing to accept some risk if the potential return is large enough
d) Embraces risk as a means to gain competitive advantage
87
© 2008 IBM Corporation
Dynamic Infrastructure
Q8 – The IT Services are:
a) Primarily focused on applications to improve productivity of
administrative functions, and are reactive, with the business demanding
services from IT
b) Primarily focused on productivity enhancements, but IT has a moderate
understanding of customer requirements. There is an awareness of
customer satisfaction.
c) A balance of business driven projects that are enabled by IT and are
visible to customers of the enterprise, with internal productivity services
d) A mixture of externally-visible services, services for gaining significant
competitive advantage and internal productivity initiatives.
88
© 2008 IBM Corporation
Dynamic Infrastructure
Q9 – The IT Services that are provided to the business:
a) Are standard, basic IT services that will “keep the lights on”, with nothing
unique
b) Enable the IT services expected by most organizations within the same
industry
c) Will provide standardized IT processes and architectures that are
relevant to the industry, with a few initiatives which are there to provide
competitive advantage
d) Are directly aimed at enabling the organization to provide competitive
advantage based on the usage of IT
89
© 2008 IBM Corporation
Dynamic Infrastructure
Q10 – This enterprise is:
a) Not aware of how their competitors use technology
b) Is aware of their competitors use technology, but does not react based
on that knowledge
c) Watches closely their competitors uses technology, and responds when
necessary
d) Attempts to anticipate their competitors will use technology, and
develops alternative strategies
90
© 2008 IBM Corporation
Dynamic Infrastructure
Participant votes will be scored by this simple template to determine an
organization’s CUPE score
 The score indicates the nature of the business / IT relationship, and the
importance of cost vs business benefit in the IT purchasing process
 The score will be shared with xClient after it has been calculated.
91
© 2008 IBM Corporation
Dynamic Infrastructure
The Purpose of the IT / Customer Relationship Profile




Indicates overall attitude towards the IT function within an organization
Illustrates general characteristics of IT within a company
No profile is “Right” or “Wrong”
Profile provides a view against which to consider alignment of IT
activities. For example:
-
-
A Commodity profile IT provider is unlikely to consider solutions that are
considered leading edge, or require an enterprise wide investment and
standardization
A Partner or Enabler profile IT provider will be looking for solutions that provide
the business with flexible, innovative IT solutions, and is more likely to consider
leading edge technologies
 IT architectural recommendations should be made in the light of this view
92
© 2008 IBM Corporation
Dynamic Infrastructure
Commodity Profile
 Focused primarily on using IT to automate administrative functions at the
lowest possible cost
 Primary characteristics (These objectives are pursued even at the expense of customer
satisfaction, functionality, and performance)
-
Cost control
Achieving economies of scale wherever possible
 Leader normally does not report to the President or Chief Executive
Officer of the enterprise
 Technical innovation will be almost non-existent, because of the risk / cost
involved.
93
© 2008 IBM Corporation
Dynamic Infrastructure
Utility Profile
 Cost is still a major factor, but:
-
Recognition of, and concern for customer satisfaction
More of a customer focus, especially in key areas such as Help Desk
Consideration of customer requirements in the selection of IT projects
Cost remains a large issue
 Business is beginning to relate IT services to business value.
 If IT organization does not respond adequately, the business units could
develop IT services on their own causing unofficial IT islands
 Might have generalized customer satisfaction surveys
 Head of IT will probably report to a higher level within the business
structure
94
© 2008 IBM Corporation
Dynamic Infrastructure
Partner Profile
 Business retains some control through participation in setting corporate technical
standards and policies.
 Enterprise wide IT organization focused on effective and efficient use of technology
but with a clear vision / mission to support the business units in achieving business
objectives.
 Cost is still a consideration
-
Focus is not on the cost
Focus is on business benefit derived from an investment in IT.
 Assign advocates to each major business unit. Each business unit has a liaison to
IT.
 Business unit executives participate in key IT decisions and strategies
 IT participates in business strategy and planning
 Customer satisfaction is a critical IT measurements
 IT receives greater recognition within the enterprise. IT leader will be at a peer
level with other business unit leaders.
95
© 2008 IBM Corporation
Dynamic Infrastructure
Enabler Profile
 Cost, remains a consideration
 IT initiatives are included as part of an overall business initiative.
 IT costs are tracked, but for the purpose of evaluating the success of the
overall business initiative.
 IT initiatives are critical elements of the business strategy, and are looked
at as key differentiators supplying a competitive advantage.
 The CIO is a senior executive within the enterprise, wielding significant
influence and control. The President and/or CEO is quite often a
technologist, as well.
 Control is achieved through the use of standardized processes.
-
96
Understand the significance to the enterprise of adhering to IT processes
IT understand their role and authority to deviate from process as business
situations warrant.
© 2008 IBM Corporation
Dynamic Infrastructure
The following enterprise business and IT initiatives were
established:
xClient’s Business and IT Initiatives
97
© 2008 IBM Corporation
Dynamic Infrastructure
Mapping of template business initiatives to CUPE
Simplify to reduce costs
C
Reduce IT Acquisition Cost
C
Improve efficiency to reduce IT costs
C
React to data center facility constraints
U
Improve IT Reliability
U
Improve quality of service
U
Increase Customer Loyalty
P
Establish a pro-active energy efficiency strategy
P
Increase IT Flexibility
P
Measure IT value to the business
P
Ensure regulatory compliance
P
Develop New Services
E
Support Emerging Markets
E
Improve Market Responsiveness
98
E
Average = Calculate average
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
99
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda for IT Strategy Workshop
Workshop Topic
Welcome, Introductions, Objectives, Agenda
xClient presentation on current IT environment and future directions
Dynamic Infrastructure and IT Strategy Workshop overview
Break
Evaluate strategic alignment and define business initiatives
Lunch
Evaluate current and desired technical capabilities
Prioritize initiatives
Plan next steps and wrap-up
100
© 2008 IBM Corporation
Dynamic Infrastructure
Workshop Parameters: Timeframe, Scope, Partners, Priority and Effort
Definitions.
 Define the timeframe for the assessment
-
1 year??
 Define the scope:
-
101
The workshop scope was focused on the following areas of the business/IT: xClient ’ 2 main
data center locations
© 2008 IBM Corporation
Dynamic Infrastructure
Questions
Discussions
What happens next?
Thank-you!
102
© 2008 IBM Corporation
IT Strategy Workshop
xClient Report
Louise Hemond-Wilson: hemond@us.ibm.com
deeper
© Copyright IBM Corporation 2008
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
104
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
Building a dynamic infrastructure…
….requires an integrated, holistic approach aligned with
business strategies, initiatives and objectives.
105
© 2008 IBM Corporation
Dynamic Infrastructure
Building a Dynamic Infrastructure is a journey…
…these interrelated initiatives can provide the
DNA needed to thrive in a smarter planet.
106
© 2008 IBM Corporation
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
Business Initiatives
Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security
Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
107
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop
Uses a Defined Methodology to Identify Strategic Business Alignment,
Strategic Gaps, and Develop a Roadmap
X86-based Servers
[A40102DP03,
C40402DP02,
A40103PE01]
S40202DP01:
Develop Server
Platform Selection
Criteria and Patterns
S40202DP03:
Inventory server
assets and assess
for consolidation
opportunities
S40202DP04:
Determine best fit
workload platform
using the server
selection process
1. Strategic Alignment
Analysis
[S40504DP04,
• Select Business
S40504DP01,
C40701DP02,
Initiatives
S40505DP02,
C40701DP06]
• Determine IT Provider
Relationship with the
Business
108
4. Roadmaps
• Create Roadmaps
• Identify initiatives
for each gap
S40202DP02:
Update the Systems
Development Lifecycle to
incorporate the platform
selection process
S40202DP05:
Consolidate x86-based
application instances
across two or more
LOBs/ application areas
S40202DP07:
Conduct a x86based server
virtualization
Proof of
Concept (POC)
2. Current vs Target Gap
Analysis for 14 IT
[C40701DP06,
Characteristics
S40505DP02,
C40701DP02]
• Where are you now?
• Where do you need to
S40202DP06:
Consolidate standbe?
alone servers into
blade servers
• Conduct Gap Analysis
S40201DP09:
Review and
assess for grid
computing
readiness
3. PrioritizationS40202PE01:
Consolidate x86based application
• Prioritize gaps
instances across
• Select gaps
for building
the enterprise
roadmaps
S40202DP08:
Pilot x86-based
server virtualization
technologies across
two or more LOBs/
[S40504PE01:
S40505PE02:
S40504PE03]
S40202PE04:
Expand the use of
x86 virtualization
technology across
the enterprise
S40202PE03: Pilot
workload
management with
dynamic
virtualization
application areas
S40202PE02:
Expand the use
of blade server
technologies
S40202DP10:
Pilot the use of grid
across the
enterprise
[C40702DP03
C40702DP02
C40702DP01]
S40202PE05:
Expand the use
of grid
computing
across the
enterprise
technologies across
x86-based platforms
to reduce the time to
results for selected
applications
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Evaluates 14 IT Characteristics
Finance  Financial Management
Domains of Capability
Process
Environment  Site and Facilities
Network  IT Network Resources
Storage
Compute
109
 Service Support
 Solution Deployment
 Service Delivery
 Service Automation
 Security & Compliance Management
 IT Storage Resources
 Information Lifecycle Management (ILM)
 IT Host Resources
 Unix Servers
 X86-based Servers
 Midrange Servers
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop Adoption Model
Domains of Capability
…..The Scope of Services
Finance
Process
Dedicated to:
LOB
or
Application
Environment
Network
Storage
Compute
Siloed
or
Geographic
Location
Oriented
Discrete
Connected
(linked)
but
not
Integrated
across the
Entire
Enterprise.
Partial
Integration
Horizontal
and
Vertical
Integration
Optimization
across the
Entire
Enterprise
Enterprise
Integration
Sharing
and
Integration
with
Value Net
Partners
Based on
Preestablished
Agreements
Sharing
and Integration
with
Value Net
Partners
Based on
Dynamically and
Automatically
Established
Agreements
Defined Value
Net
Open Value
Net
Scope of Services
110
© 2008 IBM Corporation
Dynamic
Infrastructurethe team assesses each of the characteristic
During
the workshop
sets based on the customer’s input of current and desired target
state.
111
© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop




Clarify IT goals based upon business and IT strategy
Facilitates long-term planning for infrastructure transformation
Links IT transformation to Business Requirements
Allows you to capitalize on IBM’s expertise
The outcome: a roadmap
A roadmap helps you understand where
you are and where you need to go…
It provides an IT transformation
blueprint fully customized to your
business needs
112
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
113
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
The IT Strategy Workshop team consisted of xClient and IBM Business Partner
participants. The IT Strategy Workshop was conducted on MM-DD-YY in
<location>. The participants were as follows:
 xClient Participants:
 IT Strategy Workshop Facilitators:
 IBM Business Partner Client Team
Participants:
114
© 2008 IBM Corporation
Dynamic Infrastructure
IT Initiatives were selected by xClient as objectives for the next 2 years
xClient IT Initiatives
 Simplify to reduce costs
 Improve quality of service
 Increase IT Flexibility
 Measure IT value to the business
 Improve IT Reliability and
Availability
 The scope of the assessment was the enterprise-wide IT environment, but focused on
the Data Centers at xClient and DC2.
 The period of planning was 2 years
115
© 2008 IBM Corporation
Dynamic Infrastructure
xClient provided information about their current environment prior to
the workshop
DRAWING REMOVED
116
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
117
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
CUPE Survey Results
 The CUPE Survey indicates the client’s IT organization’s impression of the relationship the
business needs with IT
 This client’s score of 2.7 indicates the current state IT provider relationship approaching
“Partner”. Therefore there would be certain behaviors expected.
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
Total A
Total B
Total C
Total D
Total Ans.
Av. Score
118
Person 1
d
c
b
c
b
b
c
c
d
d
Person 2
b
d
c
b
d
c
c
b
c
c
Person 3
d
b
b
b
d
b
c
c
c
a
Person 4
b
b
b
b
c
b
c
b
b
c
0
3
4
3
10
3.0
0
3
5
2
10
2.9
1
4
3
2
10
2.6
0
7
3
0
10
2.3
Total Total Total Total Total Av.
A
B
C
D
Ans Score
0
2
0
2
4
3.0
0
2
1
1
4
2.8
0
3
1
0
4
2.3
0
3
1
0
4
2.3
0
1
1
2
4
3.3
0
3
1
0
4
2.3
0
0
4
0
4
3.0
0
2
2
0
4
2.5
0
1
2
1
4
3.0
1
0
2
1
4
2.8
CUPE Score
2.7
© 2008 IBM Corporation
Dynamic Infrastructure
The Business needs IT to be in a “Partner” relationship
Provider Relationship Model
High
4 Enabler
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
3 Partner
2 Utility
Participants’ impression
of current IT state: 2.7
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Benefit
as IT
Value
Driver
1 Commodity
Provider of an adequate service at a cost lower than the
competition
Cost
as IT Value Driver
119
High
© 2008 IBM Corporation
Dynamic Infrastructure
The CUPE responses for Person 1 & 2 were very consistent, but the responses
for Person 3 & 4 (the 2 most senior people in the workshop) showed significant
Total Responses
variation)
Total Responses
3%
18%
Person 3’s responses indicate a wide spread
across the 4 profiles, but Person 4’s responses
are primarily in the Utility profile.
42%
Total B Responses (Utility)
Total C Responses (Partner)
Person 1 Responses
Total D Responses (Enabler)
37%
Person 2 Responses
Person 1
0%
30%
30%
Person 2
Total A Responses
(Commodity)
Total A Responses
(Commodity)
0%
20%
30%
Total B Responses (Utility)
Total B Responses (Utility)
Total C Responses (Partner)
40%Person 3 Responses
Total A Responses (Commodity)
Total C Responses (Partner)
Total D Responses (Enabler)
Total D Responses (Enabler)
50%
Person 4 Responses
Person 3
20%
10%
Person 4
Total A Responses
(Commodity)
0%
30%
Total B Responses (Utility)
Total A Responses (Commodity)
40%
Total C Responses (Partner)
30%
Total B Responses (Utility)
70%
Total D Responses (Enabler)
Total C Responses (Partner)
Total D Responses (Enabler)
120
© 2008 IBM Corporation
Dynamic Infrastructure
CUPE Analysis of Selected IT Initiatives
 The CUPE analysis of
selected IT Initiatives
indicates this IT organization
is working towards a “Utility”
relationship
 This indicates misalignment
between the “Partner” IT
provider relationship the
business desires and the
direction the IT organization
is heading
IT Initiative CUPE Score:
2.0
121
Simplify to reduce costs
C
Reduce IT Acquisition Cost
C
Improve efficiency to reduce IT costs
C
React to data center facility constraints
U
Improve IT Reliability
U
Improve quality of service
U
Increase Customer Loyalty
P
Establish a pro-active energy efficiency strategy
P
Increase IT Flexibility
P
Measure IT value to the business
P
Ensure regulatory compliance
P
Develop New Services
E
Support Emerging Markets
E
Improve Market Responsiveness
E
© 2008 IBM Corporation
Dynamic Infrastructure
The Business’ Desired “Partner” Relationship with IT
Is Not Supported By IT’s Top Initiatives. IT is Focused on Delivering at a “Utility” Level
Provider Relationship Model
High
4 Enabler
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Participants’ impression
of current IT state: 2.7
Selected initiatives: 2.0
3 Partner
2 Utility
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Provider of a quality service at a cost equal to or lower
than the competition
Benefit
as IT
Value
Driver
1 Commodity
Provider of an adequate service at a cost lower than the
competition
Cost
as IT Value Driver
122
High
© 2008 IBM Corporation
Dynamic Infrastructure
Summary Infrastructure Gap Analysis
Finance
Process
Environment
Network
Storage
Compute
Discrete
Partial
Integration
Enterprise
Integration
Partner
Collaboration
Dynamic
Partner
Collaboration
Scope of services
Assess current state
123
Determine future state
Identify required
capabilities and initiatives
Develop roadmaps
© 2008 IBM Corporation
Dynamic Infrastructure
The chart of Current & Target states for each Characteristic shows that there is
a recognized need for improvement in most areas, except IT Finance and
Information Lifecycle Management
04. Financial Management
3
02. IT Distributed Resources
"03. Midrange Servers"
01. Service Support
2.5
2
02. IT Distributed Resources
"02. x86-based Servers"
02. Solution Deployment
1.5
1
0.5
06. Information Lifecycle Management (ILM)
03. Service Delivery
0
03. IT Storage Resources
05. Security & Compliance Management
04. IT Network Resources
07. Service Automation
05. Site and Facilities
Target
124
Current
© 2008 IBM Corporation
Dynamic Infrastructure
Closing IT Infrastructure Gaps
Impact Analysis on IT Initiatives
 During the workshop, the client relates closing each gap to selected IT initiatives
 Based upon CUPE analysis, we would expect to see “Partner” oriented initiatives well-covered by closing identified
gaps
 In this case, the client had weak coverage of initiatives supporting the desired behavior
Characteristics
1.Simplify to reduce 2. React to DC Facility
costs
Constraints
(Commodity)
(Utility)
Mainframe Servers
x86 Servers
Storage Resources
√
√
√
√
√
3. Improve IT
Reliability
(Utility)
4. Improve Quality of
Service
(Utility)
5. Increase IT
Flexibility
(Partner)
√
√
√
√
√
√
√
√
ILM
Network
√
Site and Facilities
Service Support
Solution Deploy.
Service Delivery
√
√
√
√
√
√
√
√
√
√
√
√
√
√
Finance
Security & Comp.
Service Auto.
125
√
√
© 2008 IBM Corporation
Dynamic Infrastructure
xClient - Impact on IT Initiatives for Selected Characteristics
 The selected gaps which the client desired Roadmaps towards closing
heavily supported Utility-oriented initiatives
 Two of the gaps support the one “Partner” initiative with a somewhat weak
connection
Characteristics
1.Simplify to reduce 2. React to DC Facility
costs
Constraints
(Commodity)
(Utility)
Mainframe Servers
x86 Servers
Storage Resources
Sites and Facilities
√
√
√
√
√
√
3. Improve IT
Reliability
(Utility)
4. Improve Quality of
Service
(Utility)
5. Increase IT
Flexibility
(Partner)
√
√
√
√
√
√
√
√
√
Selected Roadmap
CUPE Score: 2.0
126
© 2008 IBM Corporation
Dynamic Infrastructure
Selected Roadmaps for Closing Gaps and Selected Initiatives Strongly
Indicate “Utility” Behavior from IT
Provider Relationship Model
High
4 Enabler
Provider researches, recommends
and implements technology to
enable quantum leap in business
capability
Participants’ impression
of current IT state: 2.7
Selected initiatives: 2.0
3 Partner
2 Utility
Provider works with others to develop a
service and provide resources/skills
necessary to support the service
Selected Roadmaps: 2.0
Provider of a quality service at a cost equal to or lower
than the competition
Benefit
as IT
Value
Driver
1 Commodity
Provider of an adequate service at a cost lower than the
competition
Cost
as IT Value Driver
127
High
© 2008 IBM Corporation
Dynamic Infrastructure
Three Phases of Building a Dynamic Infrastructure
Business Initiatives
Service
Management
Asset
Management
Virtualization
and
Consolidation
Information
Infrastructure
Energy
Efficiency
Security
Business
Resilience
Strategy
Recognize
Interdependencies
Tie to Business
Strategy
Define or Refine an IT Strategy aligned with Business Strategies and
Initiatives by
Architecture
and Design
Standards and
Governance
Implementation
and
Maintenance
128
Examining Current & Desired Architectures, Standards and Governance
Implementing and Maintaining Processes
© 2008 IBM Corporation
Dynamic Infrastructure
Based on the Assessment from the Organization
It is likely that Service Management is out of balance and should receive additional attention.
Service Management ties very closely to Partner behavior.
Information
Infrastructure
Strategy
Strong Attention
Architecture and
Design
Implementation
and Maintenance
Facilities and Data
Center
Business Resilience and
Security
Service Management
and Asset
Management
Dynamic Infrastructure (Comprehensive Strategy tied to Business Initiatives)
React to pains and new market opportunities primarily driven by current market conditions
No strategy
Execution Phases
Virtualization and
Optimization
Strong Attention
Moderate Attention
Very Weak Attention
<key application> as Finance / Supply Chain Corporate Standard
Some network standardization
Weak security, mail, file serving, etc standards
SAN, direct
attached and
internal storage
Focus is on iSeries,
Intel and Storage.
However there are
inadequate
documented
standards and
architectures
2 main data centers.
Program in progress to
upgrade DC2
Known risk of proximity of
HA/DR site to Production site
Security standards are set but
are platform specific and not
consistent between platforms.
No plans for DR other than
iSeries.
No system
management or
system services
standards
Clarion and
internal
Focus is primarily on
iSeries. There is
limited knowledge of
Intel platform, and
plans are limited to
physical
consolidation
Single point of failure
exposures with current
environment
Platform specific and
inconsistent by platform.
No plans to implement
beyond <key
application> platform
support
Minimal to no progress
Moderate or in-progress
Significant progress to completion
xClient IT objectives are to be nimble and quick to respond; Heavy reliance on tribal knowledge is an exposure; due to size and
current business conditions the ramifications of weak strategy and architecture have not yet surfaced.
129
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
130
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
Overall observations and recommendations
(1 of 4)
Observation
Recommendations
Business/IT Alignment
 CUPE indicators of strategy do not align with prioritized projects
 <key application> as top initiative is primarily focused on automating
internal administrative functions which indicates a “Commodity” profile.
 Selected projects are very hardware focused.
 Selected focus characteristics did not include some of the projects
which had higher priority than effort.
 Towards becoming an Dynamic Infrastructure, some pillars of IT
infrastructure and Data Center services were ignored or weakly
addressed.
 Decide whether to adjust projects to align with strategy (ie include
projects focused on measuring IT value) or re-set IT initiatives to
align with projects.
 The roadmaps developed by the IT Strategy Workshop are
focused on the Infrastructure areas that are related to the IT
projects that are currently being planned. xClient should review
the planned projects to ensure that they are sufficiently holistic,
and embrace all areas of the IT environment.
Intel Servers
 While there are plans to do physical consolidation and virtualization for
the Intel servers and storage, it is not clear what plans exist to optimize
the platform through application or image consolidation, or data
management
 There are no DR plans for the Intel platform applications
 Undertake an IT Optimization study for Intel servers and storage
to identify opportunities of data and application consolidation
 Review the Intel platform applications to determine what DR
plans maybe required
Mid-range (iSeries) Servers
 xClient have identified areas where a plan is required for the iSeries
servers, including workload balancing between the proposed DCs, and
sizing for the DR requirements. However, these requirements have not
been translated into a plan, or sized, or documented.
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 Architectural plans are required for the workload balancing on
iSeries across the 2 DCs. Sizing and architecture for DR is also
required, as xClient stated that they wanted to run an
Active/Active configuration with restore for DR and a 100%
capability in the event of a disaster, and a recovery target of 1
day.
© 2008 IBM Corporation
Dynamic Infrastructure
Overall observations and recommendations
Observation
Storage
 There is a recognition of the benefits of storage virtualization, but there is
no plan or architecture of the scope (which servers/applications) and
sizing across the DCs. The implications of DR on storage have not yet
been explored.
 There is an open question as to whether the SAN could/should be used
for the iSeries servers.
Information Lifecycle Management
 There is a basic ILM plan related to <key application>, based on the need
to retain financial records, but this is not documented.
 There does not appear to be a consistent standard for ILM on the Intel
servers, other than a capped mail file size for the domino servers
IT Network Resources
 There are several initiatives in place to replace the V-Sat connections with
a VPN cloud, with 2 providers
 It is unclear whether there is redundancy in the last mile connection, and
how the Network management is handled (tools and processes)
 There is no redundancy in the VPN connection for DC2. This will become
important in the case that DC2 site is activated for DR.
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(2 of 4)
Recommendations
 Obtain education on the various storage technologies including
SAN and NAS, and iSeries storage.
 Develop a strategy and plan for storage virtualization, considering:
- Whether to use NAS or SAN for different applications, such
as file serving, <key application>, other business
applications, etc
- DR for both iSeries and Intel
 Obtain ILM education
 In support of the priority placed on the IT Storage project, we highly
recommend that xClient develop an ILM plan. It will be difficult to
move to “Enterprise” level storage management without an ILM
plan.
 Continue with the VPN implementation
 If there is no redundancy in the last mile connection, consider
developing a strategy
 In order to support high availability of the business applications
(including <key application>), develop a strategy for Network
Management tools and processes
 Implement a second line from the VPN cloud to DC2
© 2008 IBM Corporation
Dynamic Infrastructure
Overall observations and recommendations
(3 of 4)
Observation
Recommendations
Site & Facilities
 The DC facilities are being upgraded to meet the forecast space, cooling
and power requirements
 However, the DCs are approx 20 km apart, in a region that has had many
recent natural disasters, including flooding, earthquakes and a tsunami.
One of the DCs is at a sea-port.
 In support of the goal to become a Partner profile, xClient should
undertake an impact analysis to determine how a natural disaster
affecting both DCS would affect xClient business.
 A strategy should be created for the DCs based on the impact
analysis
Service Management
 There is little understanding of IT service management and its capabilities.
 Initiatives related to improving service management and the IT service
relationship (moving towards achieving a Partner provider level) were
prioritized low and then de-selected during the workshop.
 There are Service Desk, Change and Release Management, and Service
Level objectives for <key application>.
 However, there is no Service Desk, or other formalized Service
Management processes for non-<key application> IT services.
 There is no interface or relationship between event management and the
Service Desk or Incident management.
 Development of a Service Management framework is essential for
achieving a Partner provider relationship
Service Automation
 While there is a desire to move to virtualization and service automation in
servers and storage for both iSeries and Intel, there is insufficient
knowledge of the capabilities of the relevant technologies, and how these
technologies can be exploited.
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 Become educated on IT Service Management frameworks to
understand where they may be applicable in xClient environment.
 Establish a program to implement a Service Management
framework
 Obtain education on the virtualization technologies for iSeries and
Intel servers and storage, including VMWare, VMotion, PowerVM
and SAN technologies, and develop an appropriate strategy.
© 2008 IBM Corporation
Dynamic Infrastructure
Overall observations and recommendations
Observation
Security & Compliance Management
 xClient is a significant enterprise in <country>, and therefore may
become the target of security attacks, either from external parties,
or past or present employees.
 There are multiple security policies for different platforms.
 There are multiple signons, but there is a plan to use <key
application> portal for single signon.
 There is no centralized recording or management of security
incidents.
 It is unclear whether there are standard processes for adding an
employee to the required systems when they join, or removing an
employee when they leave. This is an essential factor in ensuring
productivity of new employees, and removing security exposures
when an employee leaves.
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(4 of 4)
Recommendations
 Responsibility for overall IT security should be centralized,
with responsibilities for enterprise IT security policies,
intrusion detection and reporting, and IT security incident
management.
 The IT security team should operate in collaboration with the
physical security team.
 Processes and tools for single signon should continue to be
implemented. However, standardized processes related to
employees joining or changing roles, and employees leaving
the enterprise must also be developed.
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
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CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
The following key strategic roadmaps have been provided for xClient to use to
enhance its current IT environment in support of its strategic transformation
activities.




Midrange Servers
Site and Facilities
x86-based Servers
IT Storage Resources
Roadmaps for other Characteristics can be provided if xClient believes that it is
worthwhile undertaking improvement programs in those areas.
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© 2008 IBM Corporation
Dynamic Infrastructure
Roadmap Example
Facility Cooling, Energy Management and Reporting, and Physical Security
Energy Management & Reporting
Facility Cooling
EV0101DP02
EV0104DP02:
Evaluate and pilot
the use of spot
cooling
technologies for
hot spots in a
selected facility
EV0104DP03:
Implement spot
cooling
technology for
hot spots in
selected facilities
EV0105DP01:
Develop an energy
inventory of a
selected facility's
power usage, related
CO2 emissions and
BTU generation
EV0105DP02:
Extend IT systems
management
infrastructure to
monitor the power
usage for servers in
a selected facility
Facility Physical Security
EV0101DP03
EV0101DP01
EV0106DP01: Define
facility physical security
policies that comply with
standards such as ISO
27002, NIST or OSHA
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EV0106DP02:
Conduct physical
security compliance
audits for selected
facilities
EV0106DP03:
Implement physical
security policy
compliant upgrades
to selected facilities
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
138
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
Project Details
© 2008 IBM Corporation
Dynamic Infrastructure
Conclusion
 xClient aspires to have a Partner IT provider relationship with the business. xClient
has done many things toward achieving this but the initiatives are primarily
hardware focused at this time
-
In order to move towards a Partner IT provider relationship, it is critical that initiatives are
undertaken to measure the quality of IT services to the business, and apply best practice IT
process frameworks. Therefore we strongly recommend that xClient undertake a program
to implement IT service Management and the ITIL framework.
 In the IT Strategy Workshop, a high-level, comprehensive assessment of the data
center environment was undertaken. It is recommended that a more detailed
strategy, plan and architecture must be developed in the following areas:
-
-
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IT Continuity, including a strategy to address known issues with the current 2 Data Center
locations, and the lack of Disaster Recovery for the non-<key application> applications.
Security: There is a need to develop a consistent, enterprise standard for security that is
managed by a centralized function, and is automated and enforced
Mid-Range Servers: The strategy and architecture for workload sharing and DR on the
iSeries must be formalized
Intel Servers: While there is a plan to do physical consolidation of servers & storage in the
2 DCs (50 servers), there are no plans to address the servers & storage in the non-DC
locations (due to limitations in the network) and no plans for Disaster Recovery.
Storage: There is no clear plan for storage virtualization covering both Intel and iSeries,
and inclusive of DR requirements
© 2008 IBM Corporation
Dynamic Infrastructure
Recommended Next Steps
Action
Owner
Date
Develop a comprehensive IT strategy that is inclusive of Virtualization,
Business Resilience and Security, DC Facilities and Service Management
Architect the <key application> environment to define workload sharing
across the locations and DR.
Undertake sizing for the required <key application> environments
Undertake a virtualization and optimization analysis for Intel, Storage and
iSeries with the goal of establishing the architecture for each of these
platforms. This study should be undertaken in an integrated manner as there
are inter-dependencies across these platforms
Undertake a study that identifies the risk and impact of either or both of the
data centers experiencing an extended period of non-availability
Undertake some education in IT Service Management and ITIL with the view
to establishing an IT Service Management framework
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© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
141
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
CUPE IT Provider Profiles
© 2008 IBM Corporation
Dynamic Infrastructure
Agenda
 Dynamic Infrastructure Overview
 Objective, Scope and Parameters
 Assessment Results
-




Observations & Recommendations
Selected Roadmaps
Conclusion and Next Steps
Appendices
-
142
CUPE
Assessment Roadmap Tool
Detailed Assessment Results
CUPE IT Provider Profiles
© 2008 IBM Corporation
Dynamic Infrastructure
The Purpose of the IT / Customer Relationship Profile
 The profile survey indicates the overall attitude towards the IT function within an
organization. It is meant to illustrate general characteristics of IT within a company.
 No profile is “Right” or “Wrong” – it is simply a view of how IT is perceived within
the organization. The profile provides a useful view of the decision framework for
IT architectural decisions within the organization. For example:
-
-
A Commodity profile IT provider is unlikely to consider solutions that are considered leading
edge, or require an enterprise wide investment and standardization
A Partner or Enabler profile IT provider will be looking for solutions that provide the
business with flexible, innovative IT solutions, and is more likely to consider leading edge
technologies
 Therefore, any IT architectural recommendations should be made in the light of
this organizational view of IT.
 However, a company will rarely display of the characteristics across all of the IT
services. When reviewing a larger enterprise, care must be taken to define the
scope of the review. For example, if the scope of the engagement is a single
department, its profile could well be that of a ‘Commodity'. However, the profile of
the entire enterprise could be Partner or even Enabler.
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© 2008 IBM Corporation
Dynamic Infrastructure
Commodity Profile
 An enterprise which views IT services as a Commodity is focused primarily on
using IT to automate administrative functions and wishes to accomplish these
functions at the lowest possible cost
 The prime characteristics of the organization within this profile are CONTROL of
cost and achieving ECONOMIES OF SCALE wherever possible. These objectives
are pursued even at the expense of customer satisfaction, functionality, and
performance.
 IT services within such an enterprise are prime candidates for outsourcing, as
typically an outsourcer can provide standard services at a lower cost based upon
economies of scale.
 The leader of the IT organization will normally not report to the President or Chief
Executive Officer of the enterprise. The IT organization will probably be found as a
sub-function within the enterprise's finance organization, again reflecting a focus
on controlling costs.
 Technical innovation will be almost non-existent, because of the risk / cost
involved.
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© 2008 IBM Corporation
Dynamic Infrastructure
Utility Profile
 Within an enterprise viewing IT as a utility, cost is still a major factor, but there is a
recognition of, and concern for customer satisfaction. There will be more of a
customer focus, especially in key areas such as Help Desk, and there will be
consideration of customer requirements in the selection of IT projects, but cost
remains a larger issue.
 In this enterprise the business units are beginning to see the value of IT services. If
the IT organization has not responded adequately, the business units could begin
to develop IT services on their own. This would is not desirable, but could naturally
evolve as a response to the tension between cost control and end user
satisfaction. Therefore, such an enterprise could have pockets of IT that may or
may not be recognized as 'official' IT service providers.
 Within the Utility there maybe generalized customer satisfaction surveys, which
may or may not be customized by end user groups.
 The head of IT will probably have an elevated position and importance within the
organization compared to a Commodity organization.
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© 2008 IBM Corporation
Dynamic Infrastructure
Partner Profile
 In the Partner Profile, IT receives greater recognition within the enterprise. The leader of IT will
be at a peer level with the business units, although he / she may not have the same political
stature.
 There will often be discrete IT organizations within the business units, each one focused on
development and support of IT solutions specific to the business unit. This is done to get them
closer to the customers, their requirements, and priorities. The price for this, however, is less
direct control and lower economies of scale.
 In order to be effective, the enterprise wide IT organization must retain some control, and does
so through technical standards provided within the IT architecture, as well as standards and
policies. The focus of the enterprise wide IT organization is the effective and efficient use of
technology throughout the enterprise, but with a clear vision / mission to support the business
units in achieving business objectives. Cost is still a consideration, but the focus is not on the
cost, but the business benefit derived from an investment in IT.
 There will not normally be tension between the enterprise wide IT organizations and the
business unit IT organization. Each understands its roles and responsibilities, and acts
accordingly. There maybe many 'IT Councils' comprised of enterprise wide IT and business
unit IT members making key decisions. Business unit executives also participate in key IT
decisions and strategies, each bringing the perspective of their organizations to the table.
 Customer satisfaction is a critical component of IT measurements, but IT surveys may be
incorporated into overall customer satisfaction surveys, rather than IT dedicated.
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© 2008 IBM Corporation
Dynamic Infrastructure
Enabler Profile
 IT has been elevated from a participant to a leader within the enterprise. IT initiatives are
critical elements of the business strategy, and are looked at as key differentiators supplying a
competitive advantage.
 IT has equal prominence with other units in contributing to achieving the business objectives.
The CIO is a senior executive within the enterprise, wielding significant influence and control.
The President and/or CEO is quite often a technologist, as well.
 Power is less about how many people one manages, but more about the influence one has on
the business strategy, and the contribution one makes to achieving that strategy. The actual
people involved in the delivery of IT services may be scattered throughout the enterprise - in
this organization, reporting structure is almost irrelevant.
 Because IT is central to the business strategy, the use of IT must be controlled in order to
reduce risk. However, control is achieved through the use of standardized processes. Those
who work on a process understand the significance to the enterprise of effectively adhering to
the processes, as well as understanding their role and authority in deviating from that process
should the business situation warrant.
 Cost, remains a consideration, but here IT initiatives are included as part of an overall business
initiative. The question is not whether to invest in IT, but rather to invest in a particular
business opportunity - the IT component is incorporated into that decision. IT costs are
tracked, but for the purpose of evaluating the success of the overall business initiative.
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© 2008 IBM Corporation
Dynamic Infrastructure
IT Strategy Workshop Training
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© 2008 IBM Corporation