Agile it v2
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This document discusses how adopting cloud computing can help organizations become more agile by industrializing their IT functions. It notes that cloud computing allows for the provisioning of resources on demand, virtualization, and a stateless and interchangeable infrastructure. The document advocates for techniques like centralization, networking, automation, cost modeling, design for failure, and security to change IT architectures and take advantage of applications in the cloud or for the cloud. The goal is to help organizations move quickly and easily like "agile monkeys" through cloud-powered mechanization and automation of their IT operations.
Agile it v2
- 1. Optus PowerON Cloud Solutions Across Asia Pacific Rodney Haywood Manager Cloud Architecture & Development 1 October 2012
- 2. Agile IT … will contend that Cloud is not a technology, but as the core attribute of how IT services must be delivered to become a more agile enterprise. agile |ˈadʒʌɪl| adjective able to move quickly and easily: Ruth was as agile as a monkey. 2 11/12/2012
- 3. Perception of IT agility In your view, which areas of your company are least agile? IT HR Legal, risk and compliance Finance R&D Operations and production Senior management/Board Procurement Sales Supply chain Marketing Customer service 0 5 10 15 20 25 30 35 3 11/12/2012 Source : Organisational agility: How business can survive and thrive in turbulent times The Economist Intelligence Unit, March 2009
- 4. Why agility is required Applications made available to customers : Mobile applications 48% 50% 45% 40% 35% 30% 25% 18% 20% 15% 6% 10% 5% 0% A year ago Currently In 3 to 5 years 4 11/12/2012 Source : Deloitte Access Economics, Optus Future of Business Report Research & Findings, 2012
- 5. Why agility is required Over the next decade, the number of Storage growth in Exabytes servers (virtual and physical) worldwide will grow by a factor of 10, the amount of information managed by enterprise datacenters will grow by a factor of 7910 50, and the number of files the datacenter 8000 will have to deal with will grow by a factor 7000 of 75, at least. Meanwhile, the number of IT professionals in the world will grow by 6000 less than a factor of 1.5. 5000 4000 by 2015 nearly 20% of the information 3000 will be "touched" by cloud computing 2000 1227 service providers — meaning that 1000 130 somewhere in a byte's journey from 0 originator to disposal it will be stored or processed in a cloud 2005 2010 2015 5 11/12/2012 Source : IDC iView – Extracting data from chaos, June 2011
- 6. How? Industralisation of IT RESPONSE Consumerisation of IT DEMAND 6 11/12/2012
- 7. Agile IT Yarloop Workshops The elements of the industrial revolution are those that IT will need to adopt to become more agile. These elements are best delivered thru adoption of Cloud Computing. 7 11/12/2012
- 8. Mechanisation Assistance with muscular work. Innovation Impact Cloud Speed of Provisioning Machine Tools setup time Interchangeable Decoupling Virtualisation Parts and re-use Stateless 8 11/12/2012
- 9. Enabler ELECTRICITY NETWORKS 9 11/12/2012
- 10. Automation Impact • Human sensory & mental input From 1957 to • Increased load capacity, speed and reliability 1964 factory • Process control theory output doubled. Cloud • -as-a-Service • Automation 10 11/12/2012
- 11. Adoption pre-work • Virtualisation • Centralisation • Networking • Automation • Cost Modeling 11 11/12/2012
- 12. Changing architecture Reconfigurable manufacturing systems Applications in the Cloud vs Applications for the Cloud • Design for failure • Decouple • Elastic / Automation • Think parallel • Security 12 11/12/2012
- 13. Industrialise your IT and become AGILE 13 11/12/2012
- 14. Thank you rodos@optus.com.au @rodos 14 11/12/2012
Editor's Notes
- #4: Source http://www.asb.unsw.edu.au/executive/Documents/organisational_agility.pdf, page 13In December 2008 and January 2009, the Economist Intelligence Unit conducted a survey of 349 executives around the world on the benefits, challenges and risks associated with creating a more agile organisation.
- #5: http://www.optus.com.au/business/Offers+and+insights/The+future+of+business/Optus+Future+of+Business+Report
- #8: http://www.yarloopworkshops.com.au
- #9: the first industrial revolution was centered on iron, steam technologies and textile productionAround 1798, it looked as if the U.S. and France were going to go to war. This was a problem because France was the United States' chief maker of muskets. So if there was war, where would the U.S. get it's muskets? Congress ordered that two national armories be started that would have to produce 50,000 muskets in order to fight the French. In four years, they only produced 1,000. This was bad news for the U.S. Congress decided to give the task to private contractors. Let me put this into perspective. Back then, firearms were made by highly skilled artisans who made the entire weapon, crafting each part from scratch and filing and fitting them by hand. Every part was one of a kind. One part made for one gun wouldn't work on another gun. Also, if your gun broke, it could only be repaired by a expert craftsmen. If your gun broke in the middle of a battle, then you might as well chuck it. To add to the problem, people who could make guns and fix them were rare and it took forever to train new ones.Whitney knew what he had to do. He devised that instead of using one expert craftsman to make an entire gun, he would divide the tasks among several workers of average skill. They'd be easier to train, and easier to replace if they quit. Each worker would learn how to make one part, using high-precision machine tools, designed by Whitney. The tools would be so precise that the parts would be virtually identical to each other. Each part would fit interchangeably into any of the muskets made in Whitney's factory. Once the piece for the musket had been made, assembling them into the finished weapon would be literally a snap. Ready-made interchangeable spare parts would make it possible for any soldier to fix his musket himself.Eli Whitney was an advocate for interchangeable parts, identical pieces used to manufacture mechanical devices on a massive scale. Interchangeable parts allowed for easy assembly of new gadgets and repair of existing products. One custom-designed part can replace another without re-fitting its grooves. Interchangeability aided in the explosion of the assembly line that would become the foundation of modern manufacturing.
- #10: Landes (2003) stresses the importance of new technologies, especially electricity, the internal combustion engine, new materials and substances, including alloys and chemicals, and communication technologies such as the telegraph and radio. While the first industrial revolution was centered on iron, steam technologies and textile production, the second industrial revolution revolved around steel, railroads, electricity, and chemicals.
- #11: The Strowger automatic exchange revolutionised telephone call operation a hundred years ago