SlideShare una empresa de Scribd logo
1 de 12
Descargar para leer sin conexión
IBM Office of the CIO                              March 2012
Thought Leadership White Paper




Success in the cloud:
Why workload matters
Observations from IBM’s own cloud transformation
2    Success in the cloud: Why workload matters




Contents                                                              With the implementation of cloud computing internally, across
                                                                      six fundamental IT workloads—development and test, analytics,
    2 Executive summary                                               storage, collaboration, desktop and production application
    3 Introduction                                                    workloads—we have witnessed striking improvements in
                                                                      efficiency while capturing some impressive savings in capital
    3 IBM’s impetus for adopting cloud                                and operations. Consider that:

    3 The importance of workload selection
                                                                      ●●   IBM development teams have seen server provisioning and
    5 Cloud’s biggest impact at IBM                                        configuration drop from five days or longer to as little as one
                                                                           hour. IBM’s development and test cloud has virtually elimi-
    9 IBM’s other successful workload migrations
                                                                           nated IBM’s testing backlog, speeding new development and
11 Cloud’s role in reinventing IBM’s business                              enabling applications to reach the market sooner.
                                                                      ●●   IBM’s analytics cloud put an end to siloed business intelligence
11 Conclusion                                                              (BI) and the six-figure funding required for new BI projects.
12 For more information                                                    Organizations across IBM are tapping into a centralized
                                                                           analytics cloud for tools and intelligence aggregated from
                                                                           hundreds of information warehouses. The associated savings
Executive summary                                                          are expected to reach tens of millions over five years.
Like other performance-driven companies, IBM is continuously          ●●   IBM’s block storage cloud cut the cost-per-byte of data stored
challenged by stakeholders to drive new revenue opportunities              by nearly 50 percent at one of the first IBM facilities in which
and efficiencies while lowering costs. As such, cloud computing            it was implemented. This has allowed the facility to accommo-
with its widely-touted benefits made a convincing case for adop-           date the explosive growth in storage demand—upwards of
tion. And the technology model has lived up to expectations. By            25 percent annually—without increasing its total storage
providing a platform to standardize and automate key business              budget, and it is expected to do so for four straight years.
applications, cloud has enabled dramatic reductions in IBM’s IT
support costs and major improvements in workplace efficiency          Through these and other internal cloud implementations,
and resource use. More than that, cloud computing has accelerat-      IBM is seeing firsthand the impact that cloud can have on the
ed IBM’s ability to innovate and do so in ways that improve how       business. There is little question about cloud computing’s poten-
we deliver services and support. In short, it has become a catalyst   tial to drive efficiency and lower costs. But the workloads a com-
for business transformation at IBM.                                   pany selects for migration to the cloud and their affinity for the
                                                                      attributes inherent in the cloud model have a lot to do with
                                                                      cloud’s success as a transformative tool for the business.
IBM Office of the CIO   3




Introduction                                                         IBM’s impetus for adopting cloud
IBM’s IT leaders viewed cloud computing as an opportunity to         IBM’s intent in adopting cloud was not unlike any other
radically simplify aspects of an IT operation that had grown         business. With its sizeable prospects for controlling IT costs,
complex and less productive. Based on our own cloud research         accelerating new capabilities and delivering as a service every-
and years experimenting with similar technology models, we           thing from infrastructure resources to business processes, cloud
understood the potential. Cloud could help IBM’s development         had the potential to radically change the economics of IT. It
and testing teams provision their own server and storage capac-      could drive up the value that IT provides to the business while
ity without week-long delays or involvement from system              lowering capital and operational costs. Cloud also offered the
administrators. Cloud could help us move employees from a            means to deliver on the increasing demands of IBM employees,
resource-straining traditional desktop environment to a virtual      business partners and customers who have come to expect a new
desktop environment, facilitating new deployments, upgrades          standard of service.
and end-user support. Cloud could facilitate online collaboration
among IBM’s global workforce, making it easier for employees         More importantly, these cloud-enabled cost and operational
to interact, share ideas and innovate with clients, business         efficiencies had the potential to transform IBM’s business, not
partners and each other.                                             just in how IT resources and services were delivered, but in how
                                                                     IBM conducted business with clients and partners around the
Cloud has succeeded in doing all of these things, but much has       globe. Cloud provided the innovative and collaborative platform
been learned along the way. As with any new technology, cloud        and the computing flexibility to reinvent business at IBM.
is best deployed in the right circumstances and with the right
workloads. One of the most significant determinants of success       The importance of workload selection
in moving to the cloud is the careful selection of those work-       Cloud computing has captured the attention of technology and
loads. Some workloads are simply a better match for cloud            business leaders alike, but the actual value it delivers to the
computing, with more to gain from cloud’s intrinsic features.        organization varies with the application. When applied to the
                                                                     right workloads, cloud can deliver game-changing value. When
This paper shares IBM’s observations and recommendations             applied to the wrong workloads, cloud’s value over traditional
with respect to workload affinity for cloud computing. It            delivery models can be diminished or lost altogether.
describes the quantitative and qualitative value that IBM has
achieved with six common IT workloads. And while each of             In selecting workloads for cloud, it is important to consider the
these workloads has benefitted from the cloud, they have             soft, intangible benefits as well as the more visible and easily
benefitted in different ways and to different degrees. Three         quantifiable benefits. After all, intangibles like customer satisfac-
workloads, development and test, analytics, and storage have         tion and quality of service are often significant elements of cloud
produced the most stunning results to date. They have trans-         value. For some workloads, they may represent the lion’s share
formed the way whole groups of IBM users do their jobs,              of the value delivered.
enabling them to speed new development and uncover new
sources of revenue, among other things. The results achieved         Clearly, some workloads have more to gain from a move to the
with the other workloads, though not as pronounced, have been        cloud. This is often because they have a greater affinity for the
very promising so far. As of this writing, they are still evolving   attributes inherent in the cloud model. They align with the stan-
and will continue to do so as their respective implementations       dardization, virtualization, automation and level of management
mature.
4   Success in the cloud: Why workload matters




and hardware support that a cloud service provides. These
workloads can operate easily in a virtualized, automated cloud
environment, where the infrastructure makes it possible to




                                                                      High
                                                                                                                         Collaboration
dynamically request services from a virtualized pool of hardware
and then automatically provision the required software stack and                                                                                 Development/
                                                                                                                                                     test
resource capacity.                                                                                         Analytics
                                                                                                                                               Self-serve
                                                                                                                                               application
Workloads with the greatest affinity for cloud may be those                                                                                   development
                                                                                                                                 Storage
that are an excellent fit in terms of their potential gain and ease                                                                           environment

of deployment. These workloads require little to no customiza-
tion because they can work with and benefit from the cloud’s             Gain   Complex/critical   Simple/non-critical
                                                                                  production          production                      WebMail
standard catalog services. Figure 1 illustrates how several                                                                           (hosted)

common IT workloads fare on these two measures, based on
IBM’s research and experience with our own cloud implementa-
tions. In general, the workloads that appear in the upper right                                         Complex
                                                                                                          ERP
                                                                                                                            Complex/critical
quadrant have proven to be the best fit for cloud computing.                                                             production (virtualized)
                                                                      Low




Workloads must be carefully analyzed to weigh potential gains
against how easily they can be deployed in the cloud, whether
public, private or hybrid. The fact is not every workload is the                                         Deployment ease
same in terms of its importance and cost to the organization, and                  Low                                                              High

this can affect its outcome in the cloud. Some of the most critical
workloads are so costly to the organization financially and opera-    Figure 1. Workload affinity for cloud computing. Potential for gain and
tionally that a move to the cloud has the potential to provide        deployment ease are two key factors in the determination of a workload’s
                                                                      affinity for and prospective success in the cloud.
considerable benefit. Other workloads may be so highly opti-
mized already that there is little to be gained from such a move.
                                                                      Similarly, legacy and heterogeneous applications, and workloads
Workloads that are unusually complex may offer big potential          that involve a high amount of data transfer, may be difficult to
for improvement, but they may require a high degree of custom-        deploy in the cloud, relative to their anticipated gain.
ization or application redesign to conform to the cloud’s archi-
tecture. These kinds of workloads can prove too difficult,            By contrast, self-contained applications may be easy to deploy
risky or costly to move to the cloud. Certainly, the risk/reward      but only offer moderate gains. Other workloads may be viewed
profile of any workload should be clearly understood before it        as a good fit for cloud deployment simply because they pose lit-
is deployed in the cloud. Consider complex ERP (enterprise            tle risk to the organization from a security or other standpoint.
resource planning) applications. The mission-critical nature of       This is the case with collaboration workloads, for which there is
these production workloads raises the risk associated with cloud      little to lose and much to be gained from a move to the cloud.
deployment, in some cases, far outweighing the potential gains.
IBM Office of the CIO   5




In IBM’s own cloud experience, we have seen each of these risk/      Implementing the development and test cloud enabled
reward scenarios play out. But with cloud computing technolo-        the IT organization to overcome these issues. It provided
gies and practices continuing to advance, the risk/reward profiles   infrastructure-as-a-service (virtualized server, storage, operating
associated with most cloud workloads are likely to improve.          system and middleware) capability in support of the teams that
                                                                     develop most of IBM’s internal applications. It enabled IT to
The remainder of this paper looks at the six internal IT             expand these resources on demand, making new server images
workloads that IBM migrated to private IBM clouds, starting          available as provisioning requests were made.
with the three that have had the greatest business impact to
date — development and test, analytics and storage — followed        With the cloud, development and test teams saw their server
by collaboration, desktop and production application workloads.      provisioning and setup time drop from five days to as little as
For all six, the paper explains why IBM elected to move to the       one hour. Instead of tapping systems administrators to manually
cloud and the benefits of doing so.                                  provision needed resources, they could provision resources
                                                                     automatically and independently using a cloud service catalog
Cloud’s biggest impact at IBM                                        containing standard operating system and middleware images.
IBM’s greatest cloud computing gains to date have come from          The catalog is regularly updated with new images to meet user
migrating workloads that impacted the efficiency of key groups       demand, and it simplifies chargeback with automated usage
of employees and ultimately IBM’s ability to innovate. These         metering and billing.
workloads really stood to benefit from the change operationally,
but also economically. On the one hand, they provided the most       The images provide the standard build for the test environment.
opportunity for transformative improvement. On the other, they       Since developers are no longer responsible for the builds, the
were tailor-made for the elastic resource allocation, provisioning   risk of defects resulting from incorrectly configured test environ-
speed, extreme transaction processing and self-service automa-       ments (which stood at 30 percent prior to cloud) has lessened
tion that are synonymous with cloud.                                 significantly. The cloud not only lifted the configuration burden
                                                                     from developers, it helped ensure the quality of their test
Development and test workloads                                       environments.
IBM’s IT organization knew that cloud offered a better way
for internal development teams to build and manage their test        IBM’s hosting support team also benefitted from the develop-
environments. After all, 30 to 50 percent of all IBM servers were    ment and test cloud. They were able to realize substantial cost
typically dedicated to test, and most were running at less than      savings resulting from the cloud’s self-service and automation
10 percent utilization. When developers requested access to the      features, which lowered users’ need for assistance. The cloud
servers, they could expect to wait up to a week. So it was not       gave them considerably more time to focus on activities that
surprising that these teams would hold on to these resources         would lead to growth, new clients and innovations in technology
when they were finally able to secure them, rather than releasing    and services.
them for the gaps of time they weren’t in use. The testing
backlog created by this and other provisioning challenges had        Following cloud deployment, the initial projection was for a
become the single biggest factor in the delay of IBM’s new           50/50 split between cloud-based self-provisioning and traditional
application deployments.                                             manual provisioning requests. However, from the day the cloud-
                                                                     based option was introduced, it has been embraced by the
                                                                     IBM development community, with the large majority choosing
6     Success in the cloud: Why workload matters




to go with the cloud. Today more than 95 percent of server                 company, each with over 100 users, and running across more
provisioning and de-provisioning requests are made via the                 than 300 data sources. In addition, an estimated 50 to 75 percent
cloud, where it is available. This is a testament to the speed,            of new BI projects were not being co-located.
ease of use and streamlined process made possible by the cloud.
                                                                           The lack of global data standards, systems and practices for
Furthermore, de-provisioning requests are much higher with the             IBM’s BI projects resulted in massive duplication of effort and
cloud than they were with the manual provisioning process.                 costly maintenance and support. And with the majority of BI
Clearly this is a function of the cloud’s ability to respond to            tools deployed on individual desktops, it became difficult to
provisioning requests in a matter of hours. Developers are now             share BI content effectively. Conflicting content also raised
confident that capacity and resources can be acquired as needed,           questions about the integrity of metrics and data sources.
so they are more inclined to release these resources when they             IBM estimated that each independent BI team and infrastructure
are not in use. Moreover, because resources become available               required a minimum six-figure investment. This reduced the
sooner, the cloud can support more users with fewer physical               overall number of BI initiatives that could be funded.
resources than would be needed in a traditional hosted
environment—a direct cost savings.                                         As many as 50 new and sizeable BI installations were on the
                                                                           drawing board when IBM’s internal business analytics cloud,
                                                                           Blue Insight, was deployed. Blue Insight offered a way to:
    IBM Development and Test Cloud benefits summary
    •	 Resource provisioning reduced to as little as 1 hour from           ●●   Standardize IBM’s BI tools, consolidating and centralizing
       5 days or longer
                                                                                current analytics capabilities to achieve greater economies
    •	 More efficient resource utilization through higher virtualization        of scale
                                                                           ●●   Deliver analytics as a utility-like service at a cost that would
    •	 Increased availability of system resources as developers are more
       likely to de-provision images sooner                                     make the capability universally accessible, while eliminating
                                                                                capital and maintenance costs for participating business units
    •	 Reduced labor spent building and supporting development and test    ●●   Democratize data and insights for the purpose of making the
       environments and deploying associated middleware
                                                                                intelligence available across the enterprise, while preserving
    •	 Standard builds, reducing defects and the costs of custom                individual business units’ content ownership
       configurations                                                      ●●   Provide the infrastructure elasticity to expand IBM’s BI
                                                                                applications and users as rapidly as the business dictates.

Analytics workloads                                                        Blue Insight’s power comes from its ability to draw insights
Knowing the extent to which critical business insight improves             from hundreds of information warehouses and data stores across
decision-making and provides significant competitive advantage,            IBM and generate analytics on more than a petabyte (one mil-
IBM was heavily invested in business intelligence (BI) projects            lion gigabytes) of data. By turning raw data into intelligence for
enterprisewide. However, these BI applications were being                  our sales, marketing and development communities, IBM is able
built separately and autonomously by individual business units,            to deliver more value, more quickly and cost-effectively in the
creating silos of business intelligence. More than 100 different           solutions and services we offer to clients.
instances with multiproduct BI tools were being used across the
IBM Office of the CIO   7




                                                                                        IBM Blue Insight benefits summary
                                                                                        •	 Standardized business intelligence and analytics capabilities,
      Senior                                          Fulfillment                           delivered as a service
      Executives                   HR                              Finance

                                             Product                                    •	 Expected savings in the tens of millions over five years
                   Sales and                 Development
                   Marketing
                                                                                        •	 Elimination of duplicate applications and infrastructures for different
                                                                                           analytics requirements

                                                                                        •	 Data and report ownership retained by participating business units

                                                                                        •	 Powerful, highly elastic infrastructure, enabling more rapid deploy-
                                                                                           ment of BI capabilities
                                     Blue Insight
                               Boarded analytics applications
                                                                                        •	 Ubiquitous user access to enterprise insights and intelligence
    Inquiries                                                           Intelligence

                                                                                        •	 Usage-based subscription model, stretching BI budgets farther and
                                                                                           covering more users

                                         Raw data                                       •	 Greater flexibility of the BI skilled workforce

                                                                                        •	 Simpler enforcement of corporate and regulatory standards



                           Hundreds of information warehouses
                                                                                       Today 200,000 IBM employees access the analytics-based
                                                                                       software-as-a-service capability for more than 500 boarded
Figure 2: Centralized business intelligence delivered as a service. Blue               applications. The subscription-based pricing model enables par-
Insight makes high-quality business intelligence easily consumable, splicing           ticipating IBM departments to stretch their BI budgets farther
together and analyzing critical data from hundreds of sources while enabling
IBM user groups to retain ownership of their BI applications.                          and cover more users. Managers can focus on using analytics to
                                                                                       solve the day’s business problems and do critical forecasting
                                                                                       without worrying about affordability.
IBM sales teams are using Blue Insight to gain a deeper
understanding of each client’s needs, not just for their own
                                                                                       For IBM as a whole, the financial benefit continues to be
IBM product group or region, but for all IBM products and
                                                                                       dramatic. Over five years, Blue Insight is expected to save tens
services worldwide. IBM’s product development teams are using
                                                                                       of millions of dollars through its multitenant infrastructure
Blue Insight to analyze sales information, industry trends and
                                                                                       (including middleware and IBM Cognos® software); common
customer perceptions more efficiently and to adjust their
                                                                                       operational support and management, service definitions and
product planning and development specifications accordingly.
                                                                                       boarding process; standard security; automated provisioning and
Figure 2 illustrates how Blue Insight is used by these and other
                                                                                       administration; reduction in custom BI applications and dis-
IBM groups.
                                                                                       placement of third-party analytics software licenses. While the
                                                                                       immediate, tangible savings are important, the real value to
                                                                                       IBM will continue to come from expense avoidance for new
                                                                                       BI projects and from the business insights gained.
8   Success in the cloud: Why workload matters




                                                                     to the cloud, we have been able to virtualize storage resources to
Blue Insight transforms IBM Treasury Operations                      slow the demand for new storage and drive higher utilization
                                                                     rates. We have also lowered labor costs through the automation
IBM Treasury Operations conducts business from multiple              of storage management functions.
locations around the world. Prior to Blue Insight, bank-related
data was gathered and analyzed independently at each                 Today 75 percent of IBM’s internal file storage (about 1 pet-
location. There was no way for Treasury employees to access          abyte) is provided through a global storage architecture cloud,
common global data, and their ability to perform ad hoc              which acts as a general parallel file system, enabling employees
inquiries and reporting was limited.                                 to share data, make backups and manage their storage needs
                                                                     with self-service capabilities. The global file storage cloud was
Blue Insight enabled the deployment of Treasury Workstation,
                                                                     really IBM’s first cloud, exuding the characteristics of cloud
a single gateway for all banking communications via a
                                                                     before the technology came to be defined. It provides elastic
common data warehouse. With centralized global treasury
operations and a uniform source for data, IBM’s financial            capacity, advanced virtualization and data replication for cost-
teams can create the standard and ad hoc reports needed              effective business continuity and disaster recovery. It is currently
for global data analysis. They have the global visibility to         accessed by more than 130,000 users and many of IBM’s internal
understand counterparty limits and exposures and to perform          applications.
cash forecasting and treasury position analysis—tasks that
were too complex and time-consuming to perform before.               IBM’s block storage cloud builds on the success of our global file
                                                                     storage cloud, leveraging similar storage automation functions to
                                                                     address demand while containing costs. With block storage rep-
                                                                     resenting 9 petabytes of IBM’s internal storage inventory, it is
Storage workloads                                                    our predominate class of operational storage. Understandably,
Even with IBM’s 10 petabytes of operational storage, skyrocket-      cost-effective scalability is critical.
ing data volumes are necessitating increased storage capacity,
better utilization of storage resources and automated tools to       In 2010, we began work to transform IBM’s Managed Storage
manage it all. Like many of our clients, IBM is experiencing a       Services, our on demand storage offering, into a block storage
25 percent annual growth rate in internal storage. While it is not   cloud with automated provisioning and storage tiering. The
possible to stop the escalating demand for storage (due in large     smarter information lifecycle management (SmarterILM)
part to the rising use of mobile devices, social media and rich      capabilities inherent in the block storage cloud automate the
media like voice and video), storage clouds make it possible to      placement of data on drives in appropriate tiers—in many cases,
lower the cost per unit, or byte, of storage appreciably. These      lower cost tiers. Using an advanced block storage subsystem,
clouds can significantly offset the increased cost associated with   SmarterILM dynamically assigns each type of data to its optimal
soaring data volume.                                                 storage tier based on established cost/benefit profiles. It enables
                                                                     IBM to achieve the best balance of storage cost and performance
For IBM, it became increasingly apparent that traditional stor-      at any point in time and, in so doing, enables us to realize a
age solutions lacked the crucial scalability needed to serve our     much lower cost-per-byte of storage.
large end-user communities. By moving internal storage capacity
IBM Office of the CIO   9




That lower rate is already a key factor in IBM’s ability to handle       IBM’s other successful workload
the exploding growth in storage demand, as well as the total cost        migrations
associated with that demand. Current projections indicate that           IBM’s IT organization is in various stages of migrating three
even with 25 percent growth in storage volume each year,                 other common workloads to the cloud. Like the storage,
IBM’s cost for block storage should remain flat through 2015,            analytics, and development and test workloads, these workloads
wherever SmarterILM-managed storage is used. Put another                 have a strong affinity for the cloud’s attributes. As a result, they
way, in 2015 IBM expects to pay the same amount that we paid             are proving to be a good fit for cloud, with very positive results
for our storage inventory in 2011, but for approximately                 so far.
2.5 times more storage volume than we had in 2011.
                                                                         Collaboration workloads
So far, where IBM’s block storage cloud has been implemented,            While IBM employees have used desktop-installed web confer-
results have been striking in terms of savings, performance and          encing capabilities for years, moving this function to the cloud
deployment speed. By the end of 2011, 90 percent of the inter-           simplified access, allowing our global workforce to collaborate
nal virtualized storage at one of IBM’s major U.S. data centers          securely regardless of device or location. Usage escalated
was already leveraging the block storage cloud, exceeding expec-         drastically. In one year, the number of meeting minutes nearly
tations for deployment. What’s more, the cost-per-byte of stor-          doubled (from 145 million in 2009 to 275 million in 2010).
age dropped nearly 50 percent, enabling IBM to mitigate the              Currently 85 percent of IBM’s web conferencing minutes—over
increasing costs of volume growth at that location.                      300 million in 2011—are provided through IBM SmartCloud
                                                                         for Social Business, which has reduced costs and increased user
                                                                         productivity by providing cloud-based access to robust confer-
 IBM Storage Cloud benefits summary
                                                                         encing capabilities.
 •	 Overall savings of 30 to 40 percent for internal block storage

 •	 Nearly 50 percent reduction in the cost-per-byte of block storage,   IBM has also moved online meeting and event support to the
    offsetting the rising cost of volume growth                          cloud. IBM SmartCloud Engage provides cloud-based access to
 •	 Inherent scalability to accommodate skyrocketing capacity            a variety of business tools and services that facilitate online
    demands while controlling costs                                      events, including meeting invitations, notifications, real-time
                                                                         meeting management and feedback surveys. The sharing feature
 •	 Automated storage tiering, dynamically moving data to alternate
                                                                         allows tens of thousands of registered users to share select docu-
    tiers to optimize cost and performance
                                                                         ments, applications and activities—or their entire desktop—with
 •	 Better storage performance via elastic capacity, advanced            fellow employees or clients.
    virtualization and data replication for cost-effective business
    continuity and recovery                                              Desktop workloads
                                                                         Desktop clouds centralize the administration and management
                                                                         of end user desktops, facilitating the virtualization of desktop
Overall, IBM’s block storage cloud is projected to save                  applications and data using thin clients. IBM is in the early
30 to 40 percent in storage infrastructure and management costs.         stages of desktop cloud deployment, with thousands of
10 Success in the cloud: Why workload matters




production users accessing a private desktop cloud in                 access and other vulnerabilities are of strong concern.
IBM’s China Development Lab and a considerable number of              Conversely, a desktop cloud may not be a good choice for user
call center users accessing a desktop cloud in the U.S. and India.    segments that require lots of custom software and device drivers
                                                                      and whose thin clients are not highly standardized.
While IBM’s desktop clouds have simplified desktop administra-
tion and management and improved desktop security across the          By understanding end users’ roles, usage patterns and business
enterprise, IBM has learned that the key to deriving value from       requirements, it is possible to segment users and to deploy
desktop cloud is choosing the right user population and pairing       desktop cloud where it will achieve the most success.
it with the right reference architecture. There is much to be
gained, for example, from a desktop cloud that supports call          Production application workloads
center personnel who provide very basic help desk services            IBM’s production application cloud was implemented to reduce
because it allows a simple desktop cloud implementation and           the cost of managing our internal application portfolio. Its initial
avoids having to support and pay for desktop image persistence.       implementation was designed to provide low-cost infrastructure-
A desktop cloud also allows for increased security at a lower cost,   as-a-service capacity for IBM’s non-critical applications, which
so it is a good choice for user segments where unauthorized           have lesser service level requirements for availability and
                                                                      support, and as such, are deemed low-risk.

                                                                      Potential applications were identified for the initial production
Broadening cloud use across the IBM ecosystem                         cloud implementation, and the first of those have been migrated.
                                                                      Not unexpectedly, however, many of IBM’s legacy applications
IBM’s Self Service Application Environment (SSAe) project is
                                                                      have been found to be unsuitable for cloud. In some cases, these
helping cloud computing take a giant leap forward among the
                                                                      production workloads have already been sufficiently optimized
IBM user community. Cloud-based SSAe leverages
IBM’s extensive collection of application assets, standardizes        for their current environments, reducing the need for optimiza-
them and makes them available to employees across the                 tion in the cloud. Others are encumbered by manually adminis-
enterprise at a predictable, affordable rate. In so doing, it         tered controls and compliance checks that limit what the cloud
encourages IBM’s lines of business to tap into the cloud to           can do to improve current production speeds and outcomes.
easily create, alter and retire applications.
                                                                      Unlike new applications which are being designed to run in the
Instead of expending the time and resources to develop new            cloud, older applications are often not flexible enough to derive
applications, users can download desired applications from            meaningful benefits from the cloud. They can take advantage of
the cloud’s self-service catalog and get them up and running          cloud’s rapid provisioning, for example, but cannot bypass cur-
without IT involvement. Support is available if it is needed, but
                                                                      rent manually administered controls that slow production con-
no application development skills are required. SSAe provides
                                                                      siderably. For that reason, many of IBM’s legacy applications are
the tools to simplify the building and dissemination of a variety
of applications. And because these applications are comple-
                                                                      being examined in the context of the cloud environment to
mentary to IBM’s cloud-based information access frameworks            determine what it will take to bring the two together cost-
like Blue Insight, users can benefit from the analytics, innova-      effectively. Similarly, IBM is looking at ways to automate the
tive solutions and problem solving their fellow employees are         manual processes that are inhibiting applications’ successful
working on globally.                                                  move to the cloud.
IBM Office of the CIO 11




In the near-term, IBM’s goal is to migrate as many non-critical    This transformative experience has been seminal to the develop-
applications as possible from their traditional hosting environ-   ment of the IBM SmartCloud portfolio of next-generation cloud
ments to the production cloud, refining the platform as our        technologies, services and solutions. The IBM SmartCloud
maturity increases in this area. More critical production          portfolio leverages the same foundational technologies used in
application workloads are expected to be migrated in the future,   IBM’s own cloud implementations as well as client implementa-
informed by our early experiences and the processes and tools      tions, and it leverages what we’ve learned in those implementa-
developed as part of those experiences.                            tions, namely the importance of workload affinity and service
                                                                   choice in the deployment of cloud computing. It combines the
The value of IBM’s production application cloud will be realized   cost savings of a shared cloud environment with the service
primarily through virtualized hosting and lower support costs      options more typical of a private environment: security,
enabled by increased automation and workload standardization.      applications, service levels, management, support services and
                                                                   the like. For the first time, companies are able to tailor their
Cloud’s role in reinventing IBM’s business                         cloud environments to match the requirements of their
Over the last century, IBM has pursued a series of technological   workloads.
opportunities that have transformed our business and, in many
cases, business at large. Cloud computing is proving to be         Finally, it’s important to point out that IBM’s ongoing success
another of those opportunities.                                    with cloud computing has a lot to do with our culture.
                                                                   Organizations need to be willing to modify or even jettison their
Cloud computing is creating a sea change, not just in how IT       existing processes if they are to take advantage of new technolo-
resources and services are delivered, but in how the business      gies like cloud. IBM has always thrived on technological change.
does business. And cloud has proven its potential to marry         Our IT organization is often the first testing ground — and
substantial cost savings and efficiency to business reinvention:   proving ground — for new technologies, and cloud is no
                                                                   different. Today cloud is continuing to make its way across the
●●   Helping IBM integrate information across the operation to     IBM ecosystem. It has already had a profound impact on the
     improve problem response and make smarter business            IBM enterprise, but in our view, the transformation has only just
     decisions                                                     begun.
●●   Enabling work teams to tap into enterprise know-how,
     resources and applications that were formerly unavailable     Conclusion
     to them economically, technically or geographically           Cloud computing has significantly altered the IT landscape at
●●   Putting powerful customer analytics in the hands of sellers   IBM, winning over early adopters with improved productivity
     and marketers to maximize results from new promotions and     and performance, and far exceeding initial expectations for
     changing market dynamics                                      usage. Its magnetic appeal speaks to the speed, flexibility and
●●   Helping researchers accomplish in hours what used to take     self-service capabilities of the cloud, especially for IBM users
     weeks: complex data calculations and comparisons, modeling    engaged in development and testing, storage and analytics
     and simulations                                               activities. These user groups can really appreciate cloud’s
●●   Helping the business bring new and innovative solutions to    attributes in the context of their workloads’ unique demands.
     market faster by facilitating experimentation and
     collaboration.
Clearly, the value that cloud brings to these workloads — and to
the organization as a whole — will increase with the maturity of
the model but also with the experience of those business units
that take advantage of it. IBM recognizes cloud as a major
enabler of IT’s evolution and the future of IT service delivery.
Towards that end, we are actively expanding the depth and            	 © Copyright IBM Corporation 2012
capabilities of our cloud portfolio to help clients uncover new
                                                                     	 IBM Global Services
sources of revenue and capitalize on the potential for business        Route 100
transformation, but more fundamentally, to provide them with           Somers, NY 10589
                                                                       U.S.A.
the necessary strategic guidance and tools to make the right
cloud choices.                                                       	 Produced in the United States of America
                                                                       March 2012

Understanding each workload’s affinity for the cloud is essential,   	 IBM, the IBM logo, ibm.com, and Cognos are trademarks of International
and it should be central to any cloud migration discussion.            Business Machines Corporation in the United States, other countries or
                                                                       both. If these and other IBM trademarked terms are marked on their first
IBM’s structured methodology for workload analysis is fueled           occurrence in this information with a trademark symbol (® or ™), these
by this belief and derived from our cloud experiences internally       symbols indicate U.S. registered or common law trademarks owned by
and with clients. Today that methodology is helping companies          IBM at the time this information was published. Such trademarks may also
                                                                       be registered or common law trademarks in other countries. Other product,
analyze and prioritize application workloads for cloud, factoring      company or service names may be trademarks or service marks of others.
in potential cost and migration impacts. After all, choosing the       A current list of IBM trademarks is available on the web at “Copyright and
right workloads can deliver extraordinary economic and                 trademark information” at ibm.com/legal/copytrade.shtml

operational value.                                                   	 This document is current as of the initial date of publication and may be
                                                                       changed by IBM at any time.

For more information                                                 	 Not all offerings are available in every country in which IBM operates.
To learn how IBM is helping organizations migrate the right          	 The performance data discussed herein is presented as derived under specific
workloads to the cloud, please contact your IBM representative         operating conditions. Actual results may vary. It is the user’s responsibility to
or IBM Business Partner, or visit the following website:               evaluate and verify the operation of any other products or programs with
                                                                       IBM products and programs.
ibm.com/smartcloud
                                                                     	 THE INFORMATION IN THIS DOCUMENT IS PROVIDED
                                                                       “AS IS” WITHOUT ANY WARRANTY, EXPRESS OR
You can also follow us on Twitter at: www.twitter.com/ibmcloud         IMPLIED, INCLUDING WITHOUT ANY WARRANTIES
and on our cloud computing blog at: www.thoughtsoncloud.com            OF MERCHANTABILITY, FITNESS FOR A PARTICULAR
                                                                       PURPOSE AND ANY WARRANTY OR CONDITION OF
                                                                       NON-INFRINGEMENT. IBM products are warranted according to the
About the authors                                                      terms and conditions of the agreements under which they are provided.
Michael Sylvia
                                                                     	 Statements regarding IBM’s future direction and intent are subject to change
Director, IT Architecture, IBM Office of the CIO                       or withdrawal without notice, and represent goals and objectives only. Actual
Distinguished Engineer, IBM Academy of Technology                      available storage capacity may be reported for both uncompressed and
                                                                       compressed data and will vary and may be less than stated.

Brian Peterson
Senior Technical Staff Member, Application and Infrastructure                     Please Recycle
Optimization, IBM Office of the CIO




                                                                                                                                CIW03082-USEN-02

Más contenido relacionado

La actualidad más candente

Future of Power: IBM Trends & Directions - Erik Rex
Future of Power: IBM Trends & Directions - Erik RexFuture of Power: IBM Trends & Directions - Erik Rex
Future of Power: IBM Trends & Directions - Erik RexIBM Danmark
 
Private cloudoverview
Private cloudoverviewPrivate cloudoverview
Private cloudoverviewCynthia Sech
 
Leverage Cloud Computing to Accelerate Development and Test
Leverage Cloud Computing to Accelerate Development and TestLeverage Cloud Computing to Accelerate Development and Test
Leverage Cloud Computing to Accelerate Development and TestRightScale
 
The Business Case behind Cloud Computing - The risks and rewards
The Business Case behind Cloud Computing - The risks and rewardsThe Business Case behind Cloud Computing - The risks and rewards
The Business Case behind Cloud Computing - The risks and rewardsOptimation
 
Develop Composite Business Services To Enable Reuse In A Service Orien...
Develop  Composite  Business  Services To  Enable  Reuse In A  Service  Orien...Develop  Composite  Business  Services To  Enable  Reuse In A  Service  Orien...
Develop Composite Business Services To Enable Reuse In A Service Orien...Kirill Osipov
 
IDC: Adding Business Value with Linux Running on IBM Servers
IDC: Adding Business Value with Linux Running on IBM ServersIDC: Adding Business Value with Linux Running on IBM Servers
IDC: Adding Business Value with Linux Running on IBM ServersIBM India Smarter Computing
 
G2iX CIO Forum - Updated CIO Innovation Toolkit
G2iX CIO Forum - Updated CIO Innovation ToolkitG2iX CIO Forum - Updated CIO Innovation Toolkit
G2iX CIO Forum - Updated CIO Innovation Toolkitg2ix
 
Cloud Innovation Day - Commonwealth of PA v11.3
Cloud Innovation Day - Commonwealth of PA v11.3Cloud Innovation Day - Commonwealth of PA v11.3
Cloud Innovation Day - Commonwealth of PA v11.3Eric Rice
 
IBM Cloud Solutions Customer Deck
IBM Cloud Solutions Customer Deck IBM Cloud Solutions Customer Deck
IBM Cloud Solutions Customer Deck David Barry
 
Private Cloud Overview
Private Cloud OverviewPrivate Cloud Overview
Private Cloud OverviewEdKerstein
 
2011.10.19 - Cloud Partner Day - Reseller Breakout
2011.10.19 - Cloud Partner Day - Reseller Breakout2011.10.19 - Cloud Partner Day - Reseller Breakout
2011.10.19 - Cloud Partner Day - Reseller BreakoutClub Alliances
 
Robert LeBlanc - Why Big Data? Why Now?
Robert LeBlanc - Why Big Data? Why Now?Robert LeBlanc - Why Big Data? Why Now?
Robert LeBlanc - Why Big Data? Why Now?Mauricio Godoy
 
Enterprise Modernization: Improving the economics of mainframe and multi-plat...
Enterprise Modernization: Improving the economics of mainframe and multi-plat...Enterprise Modernization: Improving the economics of mainframe and multi-plat...
Enterprise Modernization: Improving the economics of mainframe and multi-plat...dkang
 
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...Amazon Web Services
 
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®tayhoe
 
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...Daniel Berg
 

La actualidad más candente (18)

Future of Power: IBM Trends & Directions - Erik Rex
Future of Power: IBM Trends & Directions - Erik RexFuture of Power: IBM Trends & Directions - Erik Rex
Future of Power: IBM Trends & Directions - Erik Rex
 
Private cloudoverview
Private cloudoverviewPrivate cloudoverview
Private cloudoverview
 
Leverage Cloud Computing to Accelerate Development and Test
Leverage Cloud Computing to Accelerate Development and TestLeverage Cloud Computing to Accelerate Development and Test
Leverage Cloud Computing to Accelerate Development and Test
 
The Business Case behind Cloud Computing - The risks and rewards
The Business Case behind Cloud Computing - The risks and rewardsThe Business Case behind Cloud Computing - The risks and rewards
The Business Case behind Cloud Computing - The risks and rewards
 
Develop Composite Business Services To Enable Reuse In A Service Orien...
Develop  Composite  Business  Services To  Enable  Reuse In A  Service  Orien...Develop  Composite  Business  Services To  Enable  Reuse In A  Service  Orien...
Develop Composite Business Services To Enable Reuse In A Service Orien...
 
IDC: Adding Business Value with Linux Running on IBM Servers
IDC: Adding Business Value with Linux Running on IBM ServersIDC: Adding Business Value with Linux Running on IBM Servers
IDC: Adding Business Value with Linux Running on IBM Servers
 
G2iX CIO Forum - Updated CIO Innovation Toolkit
G2iX CIO Forum - Updated CIO Innovation ToolkitG2iX CIO Forum - Updated CIO Innovation Toolkit
G2iX CIO Forum - Updated CIO Innovation Toolkit
 
Ec24817824
Ec24817824Ec24817824
Ec24817824
 
Cloud Innovation Day - Commonwealth of PA v11.3
Cloud Innovation Day - Commonwealth of PA v11.3Cloud Innovation Day - Commonwealth of PA v11.3
Cloud Innovation Day - Commonwealth of PA v11.3
 
IBM Cloud Solutions Customer Deck
IBM Cloud Solutions Customer Deck IBM Cloud Solutions Customer Deck
IBM Cloud Solutions Customer Deck
 
Getting cloud computing right
Getting cloud computing rightGetting cloud computing right
Getting cloud computing right
 
Private Cloud Overview
Private Cloud OverviewPrivate Cloud Overview
Private Cloud Overview
 
2011.10.19 - Cloud Partner Day - Reseller Breakout
2011.10.19 - Cloud Partner Day - Reseller Breakout2011.10.19 - Cloud Partner Day - Reseller Breakout
2011.10.19 - Cloud Partner Day - Reseller Breakout
 
Robert LeBlanc - Why Big Data? Why Now?
Robert LeBlanc - Why Big Data? Why Now?Robert LeBlanc - Why Big Data? Why Now?
Robert LeBlanc - Why Big Data? Why Now?
 
Enterprise Modernization: Improving the economics of mainframe and multi-plat...
Enterprise Modernization: Improving the economics of mainframe and multi-plat...Enterprise Modernization: Improving the economics of mainframe and multi-plat...
Enterprise Modernization: Improving the economics of mainframe and multi-plat...
 
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...
ENT202 69% and Falling: Lowering the TCO of Enterprise Apps - AWS re: Invent ...
 
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®
Id113 what’s new in ibm notes®, smart cloud notes web® and inotes®
 
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...
InterConnect 2015: 3045 Hybrid Cloud - How to get a return from an investment...
 

Destacado

NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...
NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...
NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...North Texas Chapter of the ISSA
 
Control the Creep: Streamline Security and Compliance by Sharing the Workload
Control the Creep: Streamline Security and Compliance by Sharing the WorkloadControl the Creep: Streamline Security and Compliance by Sharing the Workload
Control the Creep: Streamline Security and Compliance by Sharing the Workloadaregnerus
 
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...EMC
 
Quick & Dirty Tips for : Better PowerPoint Presentations Faster
Quick & Dirty Tips for : Better PowerPoint Presentations FasterQuick & Dirty Tips for : Better PowerPoint Presentations Faster
Quick & Dirty Tips for : Better PowerPoint Presentations FasterEugene Cheng
 
Email Marketing 101: The Welcome Email
Email Marketing 101: The Welcome EmailEmail Marketing 101: The Welcome Email
Email Marketing 101: The Welcome EmailSendGrid
 
The Science of Email Marketing
The Science of Email MarketingThe Science of Email Marketing
The Science of Email MarketingHubSpot
 
Social Proof Tips to Boost Landing Page Conversions
Social Proof Tips to Boost Landing Page ConversionsSocial Proof Tips to Boost Landing Page Conversions
Social Proof Tips to Boost Landing Page ConversionsAngie Schottmuller
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersJeroen van Geel
 
26 Top Crowdfunding Sites (Infographic)
26 Top Crowdfunding Sites (Infographic)26 Top Crowdfunding Sites (Infographic)
26 Top Crowdfunding Sites (Infographic)Wrike
 
How To Assemble a High Converting eBook
How To Assemble a High Converting eBookHow To Assemble a High Converting eBook
How To Assemble a High Converting eBookUberflip
 
Create icons in PowerPoint
Create icons in PowerPointCreate icons in PowerPoint
Create icons in PowerPointPresentitude
 
People Don't Care About Your Brand
People Don't Care About Your BrandPeople Don't Care About Your Brand
People Don't Care About Your BrandSlides That Rock
 
10 Disruptive Quotes for Entrepreneurs
10 Disruptive Quotes for Entrepreneurs10 Disruptive Quotes for Entrepreneurs
10 Disruptive Quotes for EntrepreneursGuy Kawasaki
 
2017 Security Report Presentation
2017 Security Report Presentation2017 Security Report Presentation
2017 Security Report Presentationixiademandgen
 
The Sharing Economy
The Sharing EconomyThe Sharing Economy
The Sharing EconomyLoic Le Meur
 
Go Viral on the Social Web: The Definitive How-To guide!
Go Viral on the Social Web: The Definitive How-To guide!Go Viral on the Social Web: The Definitive How-To guide!
Go Viral on the Social Web: The Definitive How-To guide!XPLAIN
 
17 Copywriting Do's and Don'ts: How To Write Persuasive Content
17 Copywriting Do's and Don'ts: How To Write Persuasive Content17 Copywriting Do's and Don'ts: How To Write Persuasive Content
17 Copywriting Do's and Don'ts: How To Write Persuasive ContentHenneke Duistermaat
 

Destacado (20)

Examen
ExamenExamen
Examen
 
NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...
NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...
NTXISSACSC3 - Critical Criteria for (Cloud) Workload Security by Steve Armend...
 
Control the Creep: Streamline Security and Compliance by Sharing the Workload
Control the Creep: Streamline Security and Compliance by Sharing the WorkloadControl the Creep: Streamline Security and Compliance by Sharing the Workload
Control the Creep: Streamline Security and Compliance by Sharing the Workload
 
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...
White Paper: What's on Your Cloud? Workload Deployment Strategies for Private...
 
The Ultimate Freebies Guide for Presentations by @damonify
The Ultimate Freebies Guide for Presentations by @damonifyThe Ultimate Freebies Guide for Presentations by @damonify
The Ultimate Freebies Guide for Presentations by @damonify
 
Quick & Dirty Tips for : Better PowerPoint Presentations Faster
Quick & Dirty Tips for : Better PowerPoint Presentations FasterQuick & Dirty Tips for : Better PowerPoint Presentations Faster
Quick & Dirty Tips for : Better PowerPoint Presentations Faster
 
Email Marketing 101: The Welcome Email
Email Marketing 101: The Welcome EmailEmail Marketing 101: The Welcome Email
Email Marketing 101: The Welcome Email
 
Brand New World
Brand New WorldBrand New World
Brand New World
 
The Science of Email Marketing
The Science of Email MarketingThe Science of Email Marketing
The Science of Email Marketing
 
Social Proof Tips to Boost Landing Page Conversions
Social Proof Tips to Boost Landing Page ConversionsSocial Proof Tips to Boost Landing Page Conversions
Social Proof Tips to Boost Landing Page Conversions
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to others
 
26 Top Crowdfunding Sites (Infographic)
26 Top Crowdfunding Sites (Infographic)26 Top Crowdfunding Sites (Infographic)
26 Top Crowdfunding Sites (Infographic)
 
How To Assemble a High Converting eBook
How To Assemble a High Converting eBookHow To Assemble a High Converting eBook
How To Assemble a High Converting eBook
 
Create icons in PowerPoint
Create icons in PowerPointCreate icons in PowerPoint
Create icons in PowerPoint
 
People Don't Care About Your Brand
People Don't Care About Your BrandPeople Don't Care About Your Brand
People Don't Care About Your Brand
 
10 Disruptive Quotes for Entrepreneurs
10 Disruptive Quotes for Entrepreneurs10 Disruptive Quotes for Entrepreneurs
10 Disruptive Quotes for Entrepreneurs
 
2017 Security Report Presentation
2017 Security Report Presentation2017 Security Report Presentation
2017 Security Report Presentation
 
The Sharing Economy
The Sharing EconomyThe Sharing Economy
The Sharing Economy
 
Go Viral on the Social Web: The Definitive How-To guide!
Go Viral on the Social Web: The Definitive How-To guide!Go Viral on the Social Web: The Definitive How-To guide!
Go Viral on the Social Web: The Definitive How-To guide!
 
17 Copywriting Do's and Don'ts: How To Write Persuasive Content
17 Copywriting Do's and Don'ts: How To Write Persuasive Content17 Copywriting Do's and Don'ts: How To Write Persuasive Content
17 Copywriting Do's and Don'ts: How To Write Persuasive Content
 

Similar a Success in the cloud, why workload matters

Why buy a plane when you can just reserve a seat on a flight?
Why buy a plane when you can just reserve a seat on a flight?Why buy a plane when you can just reserve a seat on a flight?
Why buy a plane when you can just reserve a seat on a flight?rstacey51
 
Ibm Cloud Provocative Statements Whitepaper
Ibm Cloud Provocative Statements WhitepaperIbm Cloud Provocative Statements Whitepaper
Ibm Cloud Provocative Statements WhitepaperBradley Gilmour
 
Cloud Computing for Banking - Accenture
Cloud Computing for Banking - AccentureCloud Computing for Banking - Accenture
Cloud Computing for Banking - AccentureKim Jensen
 
IBM Connect August 2016 - Innovate with the cloud built for cognitive business
IBM Connect August 2016 - Innovate with the cloud built for cognitive businessIBM Connect August 2016 - Innovate with the cloud built for cognitive business
IBM Connect August 2016 - Innovate with the cloud built for cognitive businessDenny Muktar
 
Bluemix DevOps Meetup
Bluemix DevOps MeetupBluemix DevOps Meetup
Bluemix DevOps MeetupKyle Brown
 
C bu06 planning_your_cloud_education
C bu06 planning_your_cloud_educationC bu06 planning_your_cloud_education
C bu06 planning_your_cloud_educationMegan Irvine
 
Cloud Explained
Cloud ExplainedCloud Explained
Cloud ExplainedNone
 
Basics of cloud computing & salesforce.com
Basics of cloud computing & salesforce.comBasics of cloud computing & salesforce.com
Basics of cloud computing & salesforce.comDeepu S Nath
 
Success stories and recommendations from IBM clients
Success stories and recommendations from IBM clientsSuccess stories and recommendations from IBM clients
Success stories and recommendations from IBM clientsIBM India Smarter Computing
 
Mainframe cloud computing presentation
Mainframe cloud computing presentationMainframe cloud computing presentation
Mainframe cloud computing presentationxKinAnx
 
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...Creating Microservices Application with IBM Cloud Private (ICP) - introductio...
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...PT Datacomm Diangraha
 
Cloud Computing – The Best Form of IT Delivery
Cloud Computing – The Best Form of IT DeliveryCloud Computing – The Best Form of IT Delivery
Cloud Computing – The Best Form of IT DeliverySoftweb Solutions
 
All Clouds are Not Created Equal: A Logical Approach to Cloud Adoption in Y...
All Clouds are Not Created Equal:  A Logical Approach to Cloud Adoption in  Y...All Clouds are Not Created Equal:  A Logical Approach to Cloud Adoption in  Y...
All Clouds are Not Created Equal: A Logical Approach to Cloud Adoption in Y...IBM India Smarter Computing
 

Similar a Success in the cloud, why workload matters (20)

Success in the cloud: Why workload matters
Success in the cloud: Why workload mattersSuccess in the cloud: Why workload matters
Success in the cloud: Why workload matters
 
Why buy a plane when you can just reserve a seat on a flight?
Why buy a plane when you can just reserve a seat on a flight?Why buy a plane when you can just reserve a seat on a flight?
Why buy a plane when you can just reserve a seat on a flight?
 
Ibm Cloud Provocative Statements Whitepaper
Ibm Cloud Provocative Statements WhitepaperIbm Cloud Provocative Statements Whitepaper
Ibm Cloud Provocative Statements Whitepaper
 
Cloud Computing for Banking - Accenture
Cloud Computing for Banking - AccentureCloud Computing for Banking - Accenture
Cloud Computing for Banking - Accenture
 
IBM Connect August 2016 - Innovate with the cloud built for cognitive business
IBM Connect August 2016 - Innovate with the cloud built for cognitive businessIBM Connect August 2016 - Innovate with the cloud built for cognitive business
IBM Connect August 2016 - Innovate with the cloud built for cognitive business
 
Bluemix DevOps Meetup
Bluemix DevOps MeetupBluemix DevOps Meetup
Bluemix DevOps Meetup
 
C bu06 planning_your_cloud_education
C bu06 planning_your_cloud_educationC bu06 planning_your_cloud_education
C bu06 planning_your_cloud_education
 
Cloud Explained
Cloud ExplainedCloud Explained
Cloud Explained
 
Cloud Slam Co D Presentation
Cloud Slam Co D PresentationCloud Slam Co D Presentation
Cloud Slam Co D Presentation
 
IBM Private Cloud
IBM Private CloudIBM Private Cloud
IBM Private Cloud
 
Basics of cloud computing & salesforce.com
Basics of cloud computing & salesforce.comBasics of cloud computing & salesforce.com
Basics of cloud computing & salesforce.com
 
Success stories and recommendations from IBM clients
Success stories and recommendations from IBM clientsSuccess stories and recommendations from IBM clients
Success stories and recommendations from IBM clients
 
App Modernization
App ModernizationApp Modernization
App Modernization
 
Cloud BI
Cloud BICloud BI
Cloud BI
 
Mainframe cloud computing presentation
Mainframe cloud computing presentationMainframe cloud computing presentation
Mainframe cloud computing presentation
 
Staying aloft in tough times
Staying aloft in tough timesStaying aloft in tough times
Staying aloft in tough times
 
Cloud - Citigroup Case Study
Cloud - Citigroup Case StudyCloud - Citigroup Case Study
Cloud - Citigroup Case Study
 
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...Creating Microservices Application with IBM Cloud Private (ICP) - introductio...
Creating Microservices Application with IBM Cloud Private (ICP) - introductio...
 
Cloud Computing – The Best Form of IT Delivery
Cloud Computing – The Best Form of IT DeliveryCloud Computing – The Best Form of IT Delivery
Cloud Computing – The Best Form of IT Delivery
 
All Clouds are Not Created Equal: A Logical Approach to Cloud Adoption in Y...
All Clouds are Not Created Equal:  A Logical Approach to Cloud Adoption in  Y...All Clouds are Not Created Equal:  A Logical Approach to Cloud Adoption in  Y...
All Clouds are Not Created Equal: A Logical Approach to Cloud Adoption in Y...
 

Más de IBM

The New Economy
The New EconomyThe New Economy
The New EconomyIBM
 
Brand enthusiasm
Brand enthusiasmBrand enthusiasm
Brand enthusiasmIBM
 
Future of enterprise IT function IBM white paper
Future of enterprise IT function IBM white paperFuture of enterprise IT function IBM white paper
Future of enterprise IT function IBM white paperIBM
 
Responding to and recovering from sophisticated security attacks
Responding to and recovering from sophisticated security attacksResponding to and recovering from sophisticated security attacks
Responding to and recovering from sophisticated security attacksIBM
 
Exploring the-frontiers-of-cloud-computing
Exploring the-frontiers-of-cloud-computingExploring the-frontiers-of-cloud-computing
Exploring the-frontiers-of-cloud-computingIBM
 
Free Cloud e-guide
Free Cloud e-guideFree Cloud e-guide
Free Cloud e-guideIBM
 
IBM & CIF - Cloud Channel Research 2013
IBM & CIF - Cloud Channel Research 2013IBM & CIF - Cloud Channel Research 2013
IBM & CIF - Cloud Channel Research 2013IBM
 
Big data cloud cloud circle keynote_final laura colvine 8th november 2012
Big data cloud cloud circle keynote_final laura colvine 8th november 2012Big data cloud cloud circle keynote_final laura colvine 8th november 2012
Big data cloud cloud circle keynote_final laura colvine 8th november 2012IBM
 
Future of the it department 17 may 2012 mt
Future of the it department 17 may 2012 mtFuture of the it department 17 may 2012 mt
Future of the it department 17 may 2012 mtIBM
 
How Does IBM Deliver Cloud Security Paper
How Does IBM Deliver Cloud Security PaperHow Does IBM Deliver Cloud Security Paper
How Does IBM Deliver Cloud Security PaperIBM
 
Cloud The Future Of The IT Department
Cloud   The Future Of The IT DepartmentCloud   The Future Of The IT Department
Cloud The Future Of The IT DepartmentIBM
 
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...
IBM Partnering For A Smarter Planet   Exploring The Role Of Ecosystems In Evo...IBM Partnering For A Smarter Planet   Exploring The Role Of Ecosystems In Evo...
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...IBM
 

Más de IBM (12)

The New Economy
The New EconomyThe New Economy
The New Economy
 
Brand enthusiasm
Brand enthusiasmBrand enthusiasm
Brand enthusiasm
 
Future of enterprise IT function IBM white paper
Future of enterprise IT function IBM white paperFuture of enterprise IT function IBM white paper
Future of enterprise IT function IBM white paper
 
Responding to and recovering from sophisticated security attacks
Responding to and recovering from sophisticated security attacksResponding to and recovering from sophisticated security attacks
Responding to and recovering from sophisticated security attacks
 
Exploring the-frontiers-of-cloud-computing
Exploring the-frontiers-of-cloud-computingExploring the-frontiers-of-cloud-computing
Exploring the-frontiers-of-cloud-computing
 
Free Cloud e-guide
Free Cloud e-guideFree Cloud e-guide
Free Cloud e-guide
 
IBM & CIF - Cloud Channel Research 2013
IBM & CIF - Cloud Channel Research 2013IBM & CIF - Cloud Channel Research 2013
IBM & CIF - Cloud Channel Research 2013
 
Big data cloud cloud circle keynote_final laura colvine 8th november 2012
Big data cloud cloud circle keynote_final laura colvine 8th november 2012Big data cloud cloud circle keynote_final laura colvine 8th november 2012
Big data cloud cloud circle keynote_final laura colvine 8th november 2012
 
Future of the it department 17 may 2012 mt
Future of the it department 17 may 2012 mtFuture of the it department 17 may 2012 mt
Future of the it department 17 may 2012 mt
 
How Does IBM Deliver Cloud Security Paper
How Does IBM Deliver Cloud Security PaperHow Does IBM Deliver Cloud Security Paper
How Does IBM Deliver Cloud Security Paper
 
Cloud The Future Of The IT Department
Cloud   The Future Of The IT DepartmentCloud   The Future Of The IT Department
Cloud The Future Of The IT Department
 
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...
IBM Partnering For A Smarter Planet   Exploring The Role Of Ecosystems In Evo...IBM Partnering For A Smarter Planet   Exploring The Role Of Ecosystems In Evo...
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...
 

Último

OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureEric D. Schabell
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarPrecisely
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Will Schroeder
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8DianaGray10
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IES VE
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDELiveplex
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemAsko Soukka
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaborationbruanjhuli
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXTarek Kalaji
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?IES VE
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxMatsuo Lab
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAshyamraj55
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfJamie (Taka) Wang
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfAijun Zhang
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...DianaGray10
 

Último (20)

OpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability AdventureOpenShift Commons Paris - Choose Your Own Observability Adventure
OpenShift Commons Paris - Choose Your Own Observability Adventure
 
AI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity WebinarAI You Can Trust - Ensuring Success with Data Integrity Webinar
AI You Can Trust - Ensuring Success with Data Integrity Webinar
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystem
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
 
VoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBXVoIP Service and Marketing using Odoo and Asterisk PBX
VoIP Service and Marketing using Odoo and Asterisk PBX
 
How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?How Accurate are Carbon Emissions Projections?
How Accurate are Carbon Emissions Projections?
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptx
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdf
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
 

Success in the cloud, why workload matters

  • 1. IBM Office of the CIO March 2012 Thought Leadership White Paper Success in the cloud: Why workload matters Observations from IBM’s own cloud transformation
  • 2. 2 Success in the cloud: Why workload matters Contents With the implementation of cloud computing internally, across six fundamental IT workloads—development and test, analytics, 2 Executive summary storage, collaboration, desktop and production application 3 Introduction workloads—we have witnessed striking improvements in efficiency while capturing some impressive savings in capital 3 IBM’s impetus for adopting cloud and operations. Consider that: 3 The importance of workload selection ●● IBM development teams have seen server provisioning and 5 Cloud’s biggest impact at IBM configuration drop from five days or longer to as little as one hour. IBM’s development and test cloud has virtually elimi- 9 IBM’s other successful workload migrations nated IBM’s testing backlog, speeding new development and 11 Cloud’s role in reinventing IBM’s business enabling applications to reach the market sooner. ●● IBM’s analytics cloud put an end to siloed business intelligence 11 Conclusion (BI) and the six-figure funding required for new BI projects. 12 For more information Organizations across IBM are tapping into a centralized analytics cloud for tools and intelligence aggregated from hundreds of information warehouses. The associated savings Executive summary are expected to reach tens of millions over five years. Like other performance-driven companies, IBM is continuously ●● IBM’s block storage cloud cut the cost-per-byte of data stored challenged by stakeholders to drive new revenue opportunities by nearly 50 percent at one of the first IBM facilities in which and efficiencies while lowering costs. As such, cloud computing it was implemented. This has allowed the facility to accommo- with its widely-touted benefits made a convincing case for adop- date the explosive growth in storage demand—upwards of tion. And the technology model has lived up to expectations. By 25 percent annually—without increasing its total storage providing a platform to standardize and automate key business budget, and it is expected to do so for four straight years. applications, cloud has enabled dramatic reductions in IBM’s IT support costs and major improvements in workplace efficiency Through these and other internal cloud implementations, and resource use. More than that, cloud computing has accelerat- IBM is seeing firsthand the impact that cloud can have on the ed IBM’s ability to innovate and do so in ways that improve how business. There is little question about cloud computing’s poten- we deliver services and support. In short, it has become a catalyst tial to drive efficiency and lower costs. But the workloads a com- for business transformation at IBM. pany selects for migration to the cloud and their affinity for the attributes inherent in the cloud model have a lot to do with cloud’s success as a transformative tool for the business.
  • 3. IBM Office of the CIO 3 Introduction IBM’s impetus for adopting cloud IBM’s IT leaders viewed cloud computing as an opportunity to IBM’s intent in adopting cloud was not unlike any other radically simplify aspects of an IT operation that had grown business. With its sizeable prospects for controlling IT costs, complex and less productive. Based on our own cloud research accelerating new capabilities and delivering as a service every- and years experimenting with similar technology models, we thing from infrastructure resources to business processes, cloud understood the potential. Cloud could help IBM’s development had the potential to radically change the economics of IT. It and testing teams provision their own server and storage capac- could drive up the value that IT provides to the business while ity without week-long delays or involvement from system lowering capital and operational costs. Cloud also offered the administrators. Cloud could help us move employees from a means to deliver on the increasing demands of IBM employees, resource-straining traditional desktop environment to a virtual business partners and customers who have come to expect a new desktop environment, facilitating new deployments, upgrades standard of service. and end-user support. Cloud could facilitate online collaboration among IBM’s global workforce, making it easier for employees More importantly, these cloud-enabled cost and operational to interact, share ideas and innovate with clients, business efficiencies had the potential to transform IBM’s business, not partners and each other. just in how IT resources and services were delivered, but in how IBM conducted business with clients and partners around the Cloud has succeeded in doing all of these things, but much has globe. Cloud provided the innovative and collaborative platform been learned along the way. As with any new technology, cloud and the computing flexibility to reinvent business at IBM. is best deployed in the right circumstances and with the right workloads. One of the most significant determinants of success The importance of workload selection in moving to the cloud is the careful selection of those work- Cloud computing has captured the attention of technology and loads. Some workloads are simply a better match for cloud business leaders alike, but the actual value it delivers to the computing, with more to gain from cloud’s intrinsic features. organization varies with the application. When applied to the right workloads, cloud can deliver game-changing value. When This paper shares IBM’s observations and recommendations applied to the wrong workloads, cloud’s value over traditional with respect to workload affinity for cloud computing. It delivery models can be diminished or lost altogether. describes the quantitative and qualitative value that IBM has achieved with six common IT workloads. And while each of In selecting workloads for cloud, it is important to consider the these workloads has benefitted from the cloud, they have soft, intangible benefits as well as the more visible and easily benefitted in different ways and to different degrees. Three quantifiable benefits. After all, intangibles like customer satisfac- workloads, development and test, analytics, and storage have tion and quality of service are often significant elements of cloud produced the most stunning results to date. They have trans- value. For some workloads, they may represent the lion’s share formed the way whole groups of IBM users do their jobs, of the value delivered. enabling them to speed new development and uncover new sources of revenue, among other things. The results achieved Clearly, some workloads have more to gain from a move to the with the other workloads, though not as pronounced, have been cloud. This is often because they have a greater affinity for the very promising so far. As of this writing, they are still evolving attributes inherent in the cloud model. They align with the stan- and will continue to do so as their respective implementations dardization, virtualization, automation and level of management mature.
  • 4. 4 Success in the cloud: Why workload matters and hardware support that a cloud service provides. These workloads can operate easily in a virtualized, automated cloud environment, where the infrastructure makes it possible to High Collaboration dynamically request services from a virtualized pool of hardware and then automatically provision the required software stack and Development/ test resource capacity. Analytics Self-serve application Workloads with the greatest affinity for cloud may be those development Storage that are an excellent fit in terms of their potential gain and ease environment of deployment. These workloads require little to no customiza- tion because they can work with and benefit from the cloud’s Gain Complex/critical Simple/non-critical production production WebMail standard catalog services. Figure 1 illustrates how several (hosted) common IT workloads fare on these two measures, based on IBM’s research and experience with our own cloud implementa- tions. In general, the workloads that appear in the upper right Complex ERP Complex/critical quadrant have proven to be the best fit for cloud computing. production (virtualized) Low Workloads must be carefully analyzed to weigh potential gains against how easily they can be deployed in the cloud, whether public, private or hybrid. The fact is not every workload is the Deployment ease same in terms of its importance and cost to the organization, and Low High this can affect its outcome in the cloud. Some of the most critical workloads are so costly to the organization financially and opera- Figure 1. Workload affinity for cloud computing. Potential for gain and tionally that a move to the cloud has the potential to provide deployment ease are two key factors in the determination of a workload’s affinity for and prospective success in the cloud. considerable benefit. Other workloads may be so highly opti- mized already that there is little to be gained from such a move. Similarly, legacy and heterogeneous applications, and workloads Workloads that are unusually complex may offer big potential that involve a high amount of data transfer, may be difficult to for improvement, but they may require a high degree of custom- deploy in the cloud, relative to their anticipated gain. ization or application redesign to conform to the cloud’s archi- tecture. These kinds of workloads can prove too difficult, By contrast, self-contained applications may be easy to deploy risky or costly to move to the cloud. Certainly, the risk/reward but only offer moderate gains. Other workloads may be viewed profile of any workload should be clearly understood before it as a good fit for cloud deployment simply because they pose lit- is deployed in the cloud. Consider complex ERP (enterprise tle risk to the organization from a security or other standpoint. resource planning) applications. The mission-critical nature of This is the case with collaboration workloads, for which there is these production workloads raises the risk associated with cloud little to lose and much to be gained from a move to the cloud. deployment, in some cases, far outweighing the potential gains.
  • 5. IBM Office of the CIO 5 In IBM’s own cloud experience, we have seen each of these risk/ Implementing the development and test cloud enabled reward scenarios play out. But with cloud computing technolo- the IT organization to overcome these issues. It provided gies and practices continuing to advance, the risk/reward profiles infrastructure-as-a-service (virtualized server, storage, operating associated with most cloud workloads are likely to improve. system and middleware) capability in support of the teams that develop most of IBM’s internal applications. It enabled IT to The remainder of this paper looks at the six internal IT expand these resources on demand, making new server images workloads that IBM migrated to private IBM clouds, starting available as provisioning requests were made. with the three that have had the greatest business impact to date — development and test, analytics and storage — followed With the cloud, development and test teams saw their server by collaboration, desktop and production application workloads. provisioning and setup time drop from five days to as little as For all six, the paper explains why IBM elected to move to the one hour. Instead of tapping systems administrators to manually cloud and the benefits of doing so. provision needed resources, they could provision resources automatically and independently using a cloud service catalog Cloud’s biggest impact at IBM containing standard operating system and middleware images. IBM’s greatest cloud computing gains to date have come from The catalog is regularly updated with new images to meet user migrating workloads that impacted the efficiency of key groups demand, and it simplifies chargeback with automated usage of employees and ultimately IBM’s ability to innovate. These metering and billing. workloads really stood to benefit from the change operationally, but also economically. On the one hand, they provided the most The images provide the standard build for the test environment. opportunity for transformative improvement. On the other, they Since developers are no longer responsible for the builds, the were tailor-made for the elastic resource allocation, provisioning risk of defects resulting from incorrectly configured test environ- speed, extreme transaction processing and self-service automa- ments (which stood at 30 percent prior to cloud) has lessened tion that are synonymous with cloud. significantly. The cloud not only lifted the configuration burden from developers, it helped ensure the quality of their test Development and test workloads environments. IBM’s IT organization knew that cloud offered a better way for internal development teams to build and manage their test IBM’s hosting support team also benefitted from the develop- environments. After all, 30 to 50 percent of all IBM servers were ment and test cloud. They were able to realize substantial cost typically dedicated to test, and most were running at less than savings resulting from the cloud’s self-service and automation 10 percent utilization. When developers requested access to the features, which lowered users’ need for assistance. The cloud servers, they could expect to wait up to a week. So it was not gave them considerably more time to focus on activities that surprising that these teams would hold on to these resources would lead to growth, new clients and innovations in technology when they were finally able to secure them, rather than releasing and services. them for the gaps of time they weren’t in use. The testing backlog created by this and other provisioning challenges had Following cloud deployment, the initial projection was for a become the single biggest factor in the delay of IBM’s new 50/50 split between cloud-based self-provisioning and traditional application deployments. manual provisioning requests. However, from the day the cloud- based option was introduced, it has been embraced by the IBM development community, with the large majority choosing
  • 6. 6 Success in the cloud: Why workload matters to go with the cloud. Today more than 95 percent of server company, each with over 100 users, and running across more provisioning and de-provisioning requests are made via the than 300 data sources. In addition, an estimated 50 to 75 percent cloud, where it is available. This is a testament to the speed, of new BI projects were not being co-located. ease of use and streamlined process made possible by the cloud. The lack of global data standards, systems and practices for Furthermore, de-provisioning requests are much higher with the IBM’s BI projects resulted in massive duplication of effort and cloud than they were with the manual provisioning process. costly maintenance and support. And with the majority of BI Clearly this is a function of the cloud’s ability to respond to tools deployed on individual desktops, it became difficult to provisioning requests in a matter of hours. Developers are now share BI content effectively. Conflicting content also raised confident that capacity and resources can be acquired as needed, questions about the integrity of metrics and data sources. so they are more inclined to release these resources when they IBM estimated that each independent BI team and infrastructure are not in use. Moreover, because resources become available required a minimum six-figure investment. This reduced the sooner, the cloud can support more users with fewer physical overall number of BI initiatives that could be funded. resources than would be needed in a traditional hosted environment—a direct cost savings. As many as 50 new and sizeable BI installations were on the drawing board when IBM’s internal business analytics cloud, Blue Insight, was deployed. Blue Insight offered a way to: IBM Development and Test Cloud benefits summary • Resource provisioning reduced to as little as 1 hour from ●● Standardize IBM’s BI tools, consolidating and centralizing 5 days or longer current analytics capabilities to achieve greater economies • More efficient resource utilization through higher virtualization of scale ●● Deliver analytics as a utility-like service at a cost that would • Increased availability of system resources as developers are more likely to de-provision images sooner make the capability universally accessible, while eliminating capital and maintenance costs for participating business units • Reduced labor spent building and supporting development and test ●● Democratize data and insights for the purpose of making the environments and deploying associated middleware intelligence available across the enterprise, while preserving • Standard builds, reducing defects and the costs of custom individual business units’ content ownership configurations ●● Provide the infrastructure elasticity to expand IBM’s BI applications and users as rapidly as the business dictates. Analytics workloads Blue Insight’s power comes from its ability to draw insights Knowing the extent to which critical business insight improves from hundreds of information warehouses and data stores across decision-making and provides significant competitive advantage, IBM and generate analytics on more than a petabyte (one mil- IBM was heavily invested in business intelligence (BI) projects lion gigabytes) of data. By turning raw data into intelligence for enterprisewide. However, these BI applications were being our sales, marketing and development communities, IBM is able built separately and autonomously by individual business units, to deliver more value, more quickly and cost-effectively in the creating silos of business intelligence. More than 100 different solutions and services we offer to clients. instances with multiproduct BI tools were being used across the
  • 7. IBM Office of the CIO 7 IBM Blue Insight benefits summary • Standardized business intelligence and analytics capabilities, Senior Fulfillment delivered as a service Executives HR Finance Product • Expected savings in the tens of millions over five years Sales and Development Marketing • Elimination of duplicate applications and infrastructures for different analytics requirements • Data and report ownership retained by participating business units • Powerful, highly elastic infrastructure, enabling more rapid deploy- ment of BI capabilities Blue Insight Boarded analytics applications • Ubiquitous user access to enterprise insights and intelligence Inquiries Intelligence • Usage-based subscription model, stretching BI budgets farther and covering more users Raw data • Greater flexibility of the BI skilled workforce • Simpler enforcement of corporate and regulatory standards Hundreds of information warehouses Today 200,000 IBM employees access the analytics-based software-as-a-service capability for more than 500 boarded Figure 2: Centralized business intelligence delivered as a service. Blue applications. The subscription-based pricing model enables par- Insight makes high-quality business intelligence easily consumable, splicing ticipating IBM departments to stretch their BI budgets farther together and analyzing critical data from hundreds of sources while enabling IBM user groups to retain ownership of their BI applications. and cover more users. Managers can focus on using analytics to solve the day’s business problems and do critical forecasting without worrying about affordability. IBM sales teams are using Blue Insight to gain a deeper understanding of each client’s needs, not just for their own For IBM as a whole, the financial benefit continues to be IBM product group or region, but for all IBM products and dramatic. Over five years, Blue Insight is expected to save tens services worldwide. IBM’s product development teams are using of millions of dollars through its multitenant infrastructure Blue Insight to analyze sales information, industry trends and (including middleware and IBM Cognos® software); common customer perceptions more efficiently and to adjust their operational support and management, service definitions and product planning and development specifications accordingly. boarding process; standard security; automated provisioning and Figure 2 illustrates how Blue Insight is used by these and other administration; reduction in custom BI applications and dis- IBM groups. placement of third-party analytics software licenses. While the immediate, tangible savings are important, the real value to IBM will continue to come from expense avoidance for new BI projects and from the business insights gained.
  • 8. 8 Success in the cloud: Why workload matters to the cloud, we have been able to virtualize storage resources to Blue Insight transforms IBM Treasury Operations slow the demand for new storage and drive higher utilization rates. We have also lowered labor costs through the automation IBM Treasury Operations conducts business from multiple of storage management functions. locations around the world. Prior to Blue Insight, bank-related data was gathered and analyzed independently at each Today 75 percent of IBM’s internal file storage (about 1 pet- location. There was no way for Treasury employees to access abyte) is provided through a global storage architecture cloud, common global data, and their ability to perform ad hoc which acts as a general parallel file system, enabling employees inquiries and reporting was limited. to share data, make backups and manage their storage needs with self-service capabilities. The global file storage cloud was Blue Insight enabled the deployment of Treasury Workstation, really IBM’s first cloud, exuding the characteristics of cloud a single gateway for all banking communications via a before the technology came to be defined. It provides elastic common data warehouse. With centralized global treasury operations and a uniform source for data, IBM’s financial capacity, advanced virtualization and data replication for cost- teams can create the standard and ad hoc reports needed effective business continuity and disaster recovery. It is currently for global data analysis. They have the global visibility to accessed by more than 130,000 users and many of IBM’s internal understand counterparty limits and exposures and to perform applications. cash forecasting and treasury position analysis—tasks that were too complex and time-consuming to perform before. IBM’s block storage cloud builds on the success of our global file storage cloud, leveraging similar storage automation functions to address demand while containing costs. With block storage rep- resenting 9 petabytes of IBM’s internal storage inventory, it is Storage workloads our predominate class of operational storage. Understandably, Even with IBM’s 10 petabytes of operational storage, skyrocket- cost-effective scalability is critical. ing data volumes are necessitating increased storage capacity, better utilization of storage resources and automated tools to In 2010, we began work to transform IBM’s Managed Storage manage it all. Like many of our clients, IBM is experiencing a Services, our on demand storage offering, into a block storage 25 percent annual growth rate in internal storage. While it is not cloud with automated provisioning and storage tiering. The possible to stop the escalating demand for storage (due in large smarter information lifecycle management (SmarterILM) part to the rising use of mobile devices, social media and rich capabilities inherent in the block storage cloud automate the media like voice and video), storage clouds make it possible to placement of data on drives in appropriate tiers—in many cases, lower the cost per unit, or byte, of storage appreciably. These lower cost tiers. Using an advanced block storage subsystem, clouds can significantly offset the increased cost associated with SmarterILM dynamically assigns each type of data to its optimal soaring data volume. storage tier based on established cost/benefit profiles. It enables IBM to achieve the best balance of storage cost and performance For IBM, it became increasingly apparent that traditional stor- at any point in time and, in so doing, enables us to realize a age solutions lacked the crucial scalability needed to serve our much lower cost-per-byte of storage. large end-user communities. By moving internal storage capacity
  • 9. IBM Office of the CIO 9 That lower rate is already a key factor in IBM’s ability to handle IBM’s other successful workload the exploding growth in storage demand, as well as the total cost migrations associated with that demand. Current projections indicate that IBM’s IT organization is in various stages of migrating three even with 25 percent growth in storage volume each year, other common workloads to the cloud. Like the storage, IBM’s cost for block storage should remain flat through 2015, analytics, and development and test workloads, these workloads wherever SmarterILM-managed storage is used. Put another have a strong affinity for the cloud’s attributes. As a result, they way, in 2015 IBM expects to pay the same amount that we paid are proving to be a good fit for cloud, with very positive results for our storage inventory in 2011, but for approximately so far. 2.5 times more storage volume than we had in 2011. Collaboration workloads So far, where IBM’s block storage cloud has been implemented, While IBM employees have used desktop-installed web confer- results have been striking in terms of savings, performance and encing capabilities for years, moving this function to the cloud deployment speed. By the end of 2011, 90 percent of the inter- simplified access, allowing our global workforce to collaborate nal virtualized storage at one of IBM’s major U.S. data centers securely regardless of device or location. Usage escalated was already leveraging the block storage cloud, exceeding expec- drastically. In one year, the number of meeting minutes nearly tations for deployment. What’s more, the cost-per-byte of stor- doubled (from 145 million in 2009 to 275 million in 2010). age dropped nearly 50 percent, enabling IBM to mitigate the Currently 85 percent of IBM’s web conferencing minutes—over increasing costs of volume growth at that location. 300 million in 2011—are provided through IBM SmartCloud for Social Business, which has reduced costs and increased user productivity by providing cloud-based access to robust confer- IBM Storage Cloud benefits summary encing capabilities. • Overall savings of 30 to 40 percent for internal block storage • Nearly 50 percent reduction in the cost-per-byte of block storage, IBM has also moved online meeting and event support to the offsetting the rising cost of volume growth cloud. IBM SmartCloud Engage provides cloud-based access to • Inherent scalability to accommodate skyrocketing capacity a variety of business tools and services that facilitate online demands while controlling costs events, including meeting invitations, notifications, real-time meeting management and feedback surveys. The sharing feature • Automated storage tiering, dynamically moving data to alternate allows tens of thousands of registered users to share select docu- tiers to optimize cost and performance ments, applications and activities—or their entire desktop—with • Better storage performance via elastic capacity, advanced fellow employees or clients. virtualization and data replication for cost-effective business continuity and recovery Desktop workloads Desktop clouds centralize the administration and management of end user desktops, facilitating the virtualization of desktop Overall, IBM’s block storage cloud is projected to save applications and data using thin clients. IBM is in the early 30 to 40 percent in storage infrastructure and management costs. stages of desktop cloud deployment, with thousands of
  • 10. 10 Success in the cloud: Why workload matters production users accessing a private desktop cloud in access and other vulnerabilities are of strong concern. IBM’s China Development Lab and a considerable number of Conversely, a desktop cloud may not be a good choice for user call center users accessing a desktop cloud in the U.S. and India. segments that require lots of custom software and device drivers and whose thin clients are not highly standardized. While IBM’s desktop clouds have simplified desktop administra- tion and management and improved desktop security across the By understanding end users’ roles, usage patterns and business enterprise, IBM has learned that the key to deriving value from requirements, it is possible to segment users and to deploy desktop cloud is choosing the right user population and pairing desktop cloud where it will achieve the most success. it with the right reference architecture. There is much to be gained, for example, from a desktop cloud that supports call Production application workloads center personnel who provide very basic help desk services IBM’s production application cloud was implemented to reduce because it allows a simple desktop cloud implementation and the cost of managing our internal application portfolio. Its initial avoids having to support and pay for desktop image persistence. implementation was designed to provide low-cost infrastructure- A desktop cloud also allows for increased security at a lower cost, as-a-service capacity for IBM’s non-critical applications, which so it is a good choice for user segments where unauthorized have lesser service level requirements for availability and support, and as such, are deemed low-risk. Potential applications were identified for the initial production Broadening cloud use across the IBM ecosystem cloud implementation, and the first of those have been migrated. Not unexpectedly, however, many of IBM’s legacy applications IBM’s Self Service Application Environment (SSAe) project is have been found to be unsuitable for cloud. In some cases, these helping cloud computing take a giant leap forward among the production workloads have already been sufficiently optimized IBM user community. Cloud-based SSAe leverages IBM’s extensive collection of application assets, standardizes for their current environments, reducing the need for optimiza- them and makes them available to employees across the tion in the cloud. Others are encumbered by manually adminis- enterprise at a predictable, affordable rate. In so doing, it tered controls and compliance checks that limit what the cloud encourages IBM’s lines of business to tap into the cloud to can do to improve current production speeds and outcomes. easily create, alter and retire applications. Unlike new applications which are being designed to run in the Instead of expending the time and resources to develop new cloud, older applications are often not flexible enough to derive applications, users can download desired applications from meaningful benefits from the cloud. They can take advantage of the cloud’s self-service catalog and get them up and running cloud’s rapid provisioning, for example, but cannot bypass cur- without IT involvement. Support is available if it is needed, but rent manually administered controls that slow production con- no application development skills are required. SSAe provides siderably. For that reason, many of IBM’s legacy applications are the tools to simplify the building and dissemination of a variety of applications. And because these applications are comple- being examined in the context of the cloud environment to mentary to IBM’s cloud-based information access frameworks determine what it will take to bring the two together cost- like Blue Insight, users can benefit from the analytics, innova- effectively. Similarly, IBM is looking at ways to automate the tive solutions and problem solving their fellow employees are manual processes that are inhibiting applications’ successful working on globally. move to the cloud.
  • 11. IBM Office of the CIO 11 In the near-term, IBM’s goal is to migrate as many non-critical This transformative experience has been seminal to the develop- applications as possible from their traditional hosting environ- ment of the IBM SmartCloud portfolio of next-generation cloud ments to the production cloud, refining the platform as our technologies, services and solutions. The IBM SmartCloud maturity increases in this area. More critical production portfolio leverages the same foundational technologies used in application workloads are expected to be migrated in the future, IBM’s own cloud implementations as well as client implementa- informed by our early experiences and the processes and tools tions, and it leverages what we’ve learned in those implementa- developed as part of those experiences. tions, namely the importance of workload affinity and service choice in the deployment of cloud computing. It combines the The value of IBM’s production application cloud will be realized cost savings of a shared cloud environment with the service primarily through virtualized hosting and lower support costs options more typical of a private environment: security, enabled by increased automation and workload standardization. applications, service levels, management, support services and the like. For the first time, companies are able to tailor their Cloud’s role in reinventing IBM’s business cloud environments to match the requirements of their Over the last century, IBM has pursued a series of technological workloads. opportunities that have transformed our business and, in many cases, business at large. Cloud computing is proving to be Finally, it’s important to point out that IBM’s ongoing success another of those opportunities. with cloud computing has a lot to do with our culture. Organizations need to be willing to modify or even jettison their Cloud computing is creating a sea change, not just in how IT existing processes if they are to take advantage of new technolo- resources and services are delivered, but in how the business gies like cloud. IBM has always thrived on technological change. does business. And cloud has proven its potential to marry Our IT organization is often the first testing ground — and substantial cost savings and efficiency to business reinvention: proving ground — for new technologies, and cloud is no different. Today cloud is continuing to make its way across the ●● Helping IBM integrate information across the operation to IBM ecosystem. It has already had a profound impact on the improve problem response and make smarter business IBM enterprise, but in our view, the transformation has only just decisions begun. ●● Enabling work teams to tap into enterprise know-how, resources and applications that were formerly unavailable Conclusion to them economically, technically or geographically Cloud computing has significantly altered the IT landscape at ●● Putting powerful customer analytics in the hands of sellers IBM, winning over early adopters with improved productivity and marketers to maximize results from new promotions and and performance, and far exceeding initial expectations for changing market dynamics usage. Its magnetic appeal speaks to the speed, flexibility and ●● Helping researchers accomplish in hours what used to take self-service capabilities of the cloud, especially for IBM users weeks: complex data calculations and comparisons, modeling engaged in development and testing, storage and analytics and simulations activities. These user groups can really appreciate cloud’s ●● Helping the business bring new and innovative solutions to attributes in the context of their workloads’ unique demands. market faster by facilitating experimentation and collaboration.
  • 12. Clearly, the value that cloud brings to these workloads — and to the organization as a whole — will increase with the maturity of the model but also with the experience of those business units that take advantage of it. IBM recognizes cloud as a major enabler of IT’s evolution and the future of IT service delivery. Towards that end, we are actively expanding the depth and © Copyright IBM Corporation 2012 capabilities of our cloud portfolio to help clients uncover new IBM Global Services sources of revenue and capitalize on the potential for business Route 100 transformation, but more fundamentally, to provide them with Somers, NY 10589 U.S.A. the necessary strategic guidance and tools to make the right cloud choices. Produced in the United States of America March 2012 Understanding each workload’s affinity for the cloud is essential, IBM, the IBM logo, ibm.com, and Cognos are trademarks of International and it should be central to any cloud migration discussion. Business Machines Corporation in the United States, other countries or both. If these and other IBM trademarked terms are marked on their first IBM’s structured methodology for workload analysis is fueled occurrence in this information with a trademark symbol (® or ™), these by this belief and derived from our cloud experiences internally symbols indicate U.S. registered or common law trademarks owned by and with clients. Today that methodology is helping companies IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. Other product, analyze and prioritize application workloads for cloud, factoring company or service names may be trademarks or service marks of others. in potential cost and migration impacts. After all, choosing the A current list of IBM trademarks is available on the web at “Copyright and right workloads can deliver extraordinary economic and trademark information” at ibm.com/legal/copytrade.shtml operational value. This document is current as of the initial date of publication and may be changed by IBM at any time. For more information Not all offerings are available in every country in which IBM operates. To learn how IBM is helping organizations migrate the right The performance data discussed herein is presented as derived under specific workloads to the cloud, please contact your IBM representative operating conditions. Actual results may vary. It is the user’s responsibility to or IBM Business Partner, or visit the following website: evaluate and verify the operation of any other products or programs with IBM products and programs. ibm.com/smartcloud THE INFORMATION IN THIS DOCUMENT IS PROVIDED “AS IS” WITHOUT ANY WARRANTY, EXPRESS OR You can also follow us on Twitter at: www.twitter.com/ibmcloud IMPLIED, INCLUDING WITHOUT ANY WARRANTIES and on our cloud computing blog at: www.thoughtsoncloud.com OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND ANY WARRANTY OR CONDITION OF NON-INFRINGEMENT. IBM products are warranted according to the About the authors terms and conditions of the agreements under which they are provided. Michael Sylvia Statements regarding IBM’s future direction and intent are subject to change Director, IT Architecture, IBM Office of the CIO or withdrawal without notice, and represent goals and objectives only. Actual Distinguished Engineer, IBM Academy of Technology available storage capacity may be reported for both uncompressed and compressed data and will vary and may be less than stated. Brian Peterson Senior Technical Staff Member, Application and Infrastructure Please Recycle Optimization, IBM Office of the CIO CIW03082-USEN-02