eCIO PPT How do I make Infrastructure Adaptive

WHY SHOULD I MAKE MY ORGANIZATION MORE ADAPTIVE
AND HOW CAN I MAKE MY INFRASTRUCTURE ADAPTIVE?
(IT 2700-XX V 0.1 DRAFT: FOR DISCUSSION PURPOSES)
PRESENTATION
AS OF: FEBRUARY 1, 2004
Prepared for:
*Adapted from META Group How-To November 12, 2003
Prepared By:
David J. Niles, Director;
Enterprise Infrastructure (EID)
Page: 1Thursday, October 22, 2015ECIO EXECUTIVE WORKBENCH

VALUE PROPOSITION/PROBLEM STATEMENT/
TAKEAWAYS
• What Are the Prevalent Issues?
• Drivers in the Marketplace?
• What Is the Adaptive Organization?
• What Are the Key Principles of an Adaptive
Organization?
• What Are the Benefits of Adaptive Efforts?
• What Are the Top CIO Issues Around Adaptive
Efforts?
• What Are the Key Concepts to Understand?
• What Will an Adaptive IT Organization Look Like?
• How Can Adaptive Architectures Speed Program
and Project Delivery?
• What’s the Impact on IT Finances?
• How Can I Use Benchmarking to Determine
Adaptively?
• What’s the Impact on Human Capital — and My
Outsourcing Plans?
• What’s the Impact on Infrastructure? What’s the
Impact on My Application Portfolio?
• Where Should I Start So That I Get Tangible Results?
• How Do I Get Business People to Care about
Infrastructure?
• What Are My Infrastructure Change Drivers?
• How Do I Relate New Business and Application
Initiatives to Infrastructure?
• Are There Repeatable Patterns at Which My Team
Can Excel to Appear More “Adaptive”?
• How Do I Maximize Adaptability? How Does
Infrastructure Planning Relate to Application
Development?
• How Do I Balance Project Planning and Strategic
Planning?
• How Does Infrastructure Planning Relate to
Architecture Planning?
• How Do I Connect Infrastructure Patterns to
Operations Excellence?
• How Do I Organize My People to Succeed?
• Next Steps . .
Thursday, October 22, 2015ECIO EXECUTIVE WORKBENCH Page: 2

WHAT ARE THE PREVALENT ISSUES?
• Business change
– Respond to market conditions
– Mergers and Acquisitions (M&A) activity
– Decrease costs, deliver quality
• Driving value
– Justify projects based on value delivered
– Getting more out of less
– Maximizing consolidation efforts
• Complexity
– Exploit new technology while not increasing the plan, build, and run efforts
– Using automation to relieve overburdened staff
• Business accountability/alignment
– Abstracting complexity from the business: Delivering a service
– Informing the business of the success/failure of IT
– Enhancing IT’s impact on business activity … real time/near real time

DRIVERS IN THE MARKETPLACE?
• Alter how IT resources are:
– Built, architected, and organized
– Deployed and redeployed
– Utilized while deployed
– Identified as critical
– Financially engaged
• Numerous vendor efforts underway:
– Infrastructure vendors
– Services vendors
– Software vendors —management,
application
– All will play a role
THE RESULT IS AN EFFORT TO BUILD AN
ADAPTIVE ORGANIZATION

WHAT IS THE ADAPTIVE ORGANIZATION?
• An adaptive organization is one that:
– Focuses on dramatically improving the economics of business change to
enhance the organization’s performance (e.g., profitability, growth, liquidity)
– Harnesses IT to automate new forms of collaboration, innovation, resource
sharing, and sourcing
– Dynamically optimizes loosely coupled modular resources (e.g., people,
products, services, technologies, processes)
– Does all this in a timely fashion, to a constantly changing competitive market
IT WILL BE A KILLER BUSINESS CASE, NOT A KILLER APPLICATION, THAT DRIVES
ADAPTIVE ORGANIZATION EFFORTS

WHAT ARE THE KEY PRINCIPLES OF AN
ADAPTIVE ORGANIZATION?
• Loose coupling
– Business processes
– Technology
• Dynamic
– Cost, scale, source, changing speed
• Modular
• Timely
• Automation
– Change and analysis
• Optimization
– Utilization, effectiveness, productivity
– Understanding tradeoffs
• Market-driven adaptation
IT’S ALL ABOUT CHANGE

THE ADAPTIVE ORGANIZATION —
OPERATIONAL PERSPECTIVE

CAPACITY PRICING “OPTIONS”
• User purchases “x” fixed capacity
• User purchases variable “rights”
• User pays for usage of variable capacity
(premium)
• User must manage the “gap”
MODEL APPLIES TO OUTSOURCED OR INTERNALLY
SOURCED CAPACITY

WHAT ARE THE BENEFITS OF ADAPTIVE EFFORTS?
• Efficiency/utilization
– More efficient use of all IT resources
– Human capital, financial, and physical
– Reduced wasted cycles, especially computing cycles (e.g., CPU)
• Flexibility
– More capable to shift or link resources, unleashing new uses
• Responsiveness
– Able to respond to business needs or conditions without “forklift” and within
budget
• Value
– Enhancing value delivered to the organization

THE RESULTS

WHAT ARE THE TOP CIO ISSUES
AROUND ADAPTIVE EFFORTS?
• No understanding of what “utility” means
– No clear term or common understanding
• Excessive internal barriers
– Poor vendor management, asset management
– Political issues
• Management of the environment is a bigger issue than adding capacity
– Capacity planning non-existent off mainframe
• Need more data on financial models
– Do not want to pay upfront for variability
• Must involve application development

WHAT ARE THE KEY CONCEPTS TO UNDERSTAND?
• New technologies and architectures
– For example, automation, virtualization, workflow, Web services, and grid
• New processes
– Dynamic change
• New financial models
– Variable/utility
• Impact on parts of the IT organization and the business
• To BPR or not to BPR

WHAT WILL AN ADAPTIVE IT ORGANIZATION LOOK LIKE?
• Resource pools of virtualized infrastructure resources (network, storage, servers)
• Loosely coupled applications employing standards-based connectivity
• Automated operational tasks
• Selective tasks outsourced
• A focus on the business of IT
– IT analytics
– Broad use of service-level agreements
– Leverage variable cost components
THE ADAPTIVE ORGANIZATION WILL LEVERAGE THE NEW
CAPABILITIES TO ENABLE RAPID CHANGE TO MEET NEW
REQUIREMENTS AT A LOWER COST

HOW CAN ADAPTIVE ARCHITECTURES SPEED PROGRAM AND
PROJECT DELIVERY?
• Leverage across projects
• More flexibility in infrastructure and
application architecture
• Technology can more readily be
“reshaped” for new uses or purposes
• Business unconcerned about underlying
technology
• Reduced initial capital expenditure
MORE SPEED AT REDUCED COST

WHAT’S THE IMPACT ON IT FINANCES?
• Managing the economics of IT
becomes a core competency
– Grow beyond the cost center
• Demand-driven supply, not
project driven
• Leverage of new pricing models

HOW CAN I USE BENCHMARKING TO DETERMINE ADAPTIVELY?
• Benchmark to drive the understanding of what is in need of change
• Determine which technology elements are commoditizing and which are not (and
which may be outsourced or repriced)
• Leverage new metrics to determine success of adaptive efforts
– For example, reuse, redeploy, and speed
• Seek constant improvement
– Against internal and industry benchmarks
• Determine appropriate costs based on both market trends and new vendor pricing
models

WHAT’S THE IMPACT ON HUMAN CAPITAL —
AND MY OUTSOURCING PLANS?
• Will require companies to mix
internal and outsourcing
• Introduction of utility outsourcing
models for infrastructure services
• New targets for utility
outsourcing
– For example, application
services, operational
processes
• Leverage of offshore
• Considerations to business
process outsourcing

WHAT’S THE IMPACT ON INFRASTRUCTURE?
• Key technical trends
– Web services (SOA)
– Infrastructure virtualization
(SOI)
• Define a service oriented
infrastructure (SOI)
• Structure the infrastructure
portfolio
REALISTIC STRATEGIES MUST BE BUILT FROM CURRENT
ASSETS WITH MANY SEPARATE PROJECTS

WHAT’S THE IMPACT ON MY APPLICATION PORTFOLIO?
• Applying effort to application
consolidation
• Leveraging a service oriented architecture
• Increased focus on application and data
integration
• Link business process and business
performance management
• Knowledge management critical
APPLICATIONS WILL BE RESHAPED BY NEW INTEGRATION AND
FLEXIBILITY REQUIREMENTS

WHERE SHOULD I START SO THAT I GET
TANGIBLE RESULTS?
• Processes
– Understand existing business processes
– Invest in the process of IT financial management
– Build strong IT processes (plan, build, run)
• Technology
– Numerous tactical technologies available
• For example, automation, provisioning, problem analysis, virtualization,
and grid
• People
– Seek user productivity enhancements
• For example, knowledge worker infrastructure
• Invest in knowledge management

WHAT’S THE BOTTOM LINE?
• Tangible steps can be taken today to become adaptive
• Establish strong practices and processes to excel
• Savings follow planning
• To be adaptive is to be predictive
THIS IS A JOURNEY — NOT A SINGLE PROJECT

PART 2: HOW DO I MAKE MY INFRASTRUCTURE ADAPTIVE?

HOW DO I GET BUSINESS PEOPLE TO CARE ABOUT
INFRASTRUCTURE?
Identify your organization’s most important business issues that
will be impacted by infrastructure. What is the potential
positive impact of having an adaptive infrastructure that is
capable of effectively and rapidly supporting your business
initiatives? What is the business impact of having a brittle (not
easily expanded, scaled, changed) infrastructure? How do you
deal with the explosions that occur when business/application
initiatives don’t meet infrastructure in an effective manner?
Have you ever implemented projects that did NOT offer
adaptable infrastructure? Can you prove that now after the fact
(and use it as ammunition in future discussions)? Likewise, have
you ever implemented projects that DID offer adaptable
infrastructure? Can you prove that now after the fact (and use it
as ammunition in future discussions)?
• Faster cycle times/decreased time to market
• Increased revenues and decreased unit costs
• Mergers, acquisitions, divestitures
• Regulatory change
• New business initiatives
• Electronic business
• Customer relationship management
• Supply chain planning
BY 2003, IT INFRASTRUCTURE OPERATIONS
WILL BE MORE IMPORTANT TO E-BRANDS
THAN MARKETING OPERATIONS!

WHAT ARE MY INFRASTRUCTURE CHANGE DRIVERS?
• Business drivers
– Application projects
– Location changes
– User demographics
• Technological drivers
– Faster
– Cheaper
– New capabilities
WHAT ARE THE TOP THREE BUSINESS DRIVERS OF
INFRASTRUCTURE CHANGE WITHIN YOUR ORGANIZATION?

2000+ TECHNOLOGY SCENARIO
Faster application life cycles (sometimes 18
months or less from conception to retirement)
are causing infrastructures to outlive their
applications; we must have an adaptable
approach to dealing with this rate of change to
succeed
• Accelerating business initiatives are driving
tighter application “cycles”
• A degree of infrastructure market
standardization has advanced the adaptive
goal
• But application complexity will increase
with n-tier and e-commerce initiatives
SUCCESSFUL ALIGNMENT OF APPLICATIONS, INFRASTRUCTURE, AND
OPERATIONS WILL DENOTE “BEST PRACTICE” ORGANIZATIONS IN 2000+

WHAT IS INFRASTRUCTURE?
• Hardware
– Servers, storage, networks, desktops,
phones
• Software
– Operating systems, APIs, databases,
middleware
• People
– Designers, installers, operators,
troubleshooters
• Processes
– Architecture and design, production
acceptance, etc.
“ANYTHING THAT IS NOT FUN ANYMORE!”

HOW DO I REDUCE INFRASTRUCTURE COMPLEXITY?
• Structure shared infrastructure
resources into discrete,
manageable domains
ADOPTING A MODEL FOR INFRASTRUCTURE IS THE FIRST
STEP TOWARD ENABLING ADAPTABILITY AND REUSABILITY

HOW DO I DEFINE TECHNOLOGY AND
PRODUCT COMPONENTS?
• All patterns use API components
• Understanding the API model ensures we
don’t “see something we’ve never seen
before”
• Reusability should be inherent in the
patterns
• Reuse is usually driven from the bottom
up!
WHILE BUSINESS INITIATIVES DRIVE INFRASTRUCTURE
DECISIONS, A SOLID MODEL ENABLES QUICK ADAPTATIONS

HOW DO I RELATE NEW BUSINESS AND
APPLICATION INITIATIVES TO INFRASTRUCTURE?
• Infrastructure pattern
matching
– Business-level questions
should quickly determine
the infrastructure pattern
required to support an
application!
SPEED AND EFFICIENCY ARE MORE IMPORTANT THAN
TECHNICAL SOPHISTICATION!

ARE THERE REPEATABLE PATTERNS AT WHICH MY
TEAM CAN EXCEL TO APPEAR MORE “ADAPTIVE”?

HOW DO I MAXIMIZE ADAPTABILITY?
• Adopt adaptive pattern designs
• Standardize components first within a
pattern, then wherever possible across
patterns
• Reduce supported patterns to a very small
number, reused by multiple applications
or initiative activities
• Examine options for simplifying existing
pattern inventory or moving new
initiatives to infrastructure that is already
well supported
WHEN YOU CAN’T CONSOLIDATE, INTEGRATE!

ORGANIZE INFRASTRUCTURE THINKING
• Tie infrastructure platform components together with patterns
– All platform components are required to service common application
requirements
– Each pattern is different enough to require planning separately
• Infrastructure pattern matching identifies which pattern to select
BUSINESS IMPACT: ORGANIZATIONS EMBRACING PATTERN ADAPTABILITY IN THEIR
INFRASTRUCTURE WILL LOWER COSTS AS WELL AS INCREASE SPEED AND VALUE FOR
IMPLEMENTATIONS

HOW DOES INFRASTRUCTURE PLANNING RELATE TO APPLICATION
DEVELOPMENT?
• Core infrastructure patterns feed the
infrastructure life cycle
• Applications are tied to infrastructure by
using IIA
• Patterns are refined during the life cycle
• Start earlier!
INFRASTRUCTURE PLANNING MUST BE MARRIED TO
APPLICATION LIFE CYCLES WITH EXPLICIT PROCESSES

HOW DO I BALANCE PROJECT PLANNING AND STRATEGIC
PLANNING?
• Strategic planning
– Pattern level
• Pattern definition
• Pattern inventory
• Pattern refinement
• Pattern migration
– Infrastructure wide
• Cross-pattern refinement
• Project planning
– Application level
• Pattern definition
• Pattern selection
• Pattern refinement PROJECT PLANNING WITHOUT STRATEGIC PLANNING
(AND STANDARD PATTERNS) CREATES DIVERSITY!

HOW DOES INFRASTRUCTURE PLANNING
RELATE TO ARCHITECTURE PLANNING?

HOW DO I CONNECT INFRASTRUCTURE
PATTERNS TO OPERATIONS EXCELLENCE?

HOW DO I PACKAGE AND SELL INFRASTRUCTURE?

HOW DO I ORGANIZE MY PEOPLE TO SUCCEED?

TACKLING THE CENTER OF EXCELLENCE (COE) SEAMS . . .
* A lingua franca, also known as a bridge language, common language, trade language or vehicular language, is a language or
dialect systematically used to make communication possible between people who don't share a native language or dialect, in
particular when it is a third language, distinct from both native languages. (en.wikipedia.org)

INFRASTRUCTURE: PROCESS AND PEOPLE
• Infrastructure development must develop and inculcate a life-cycle approach, just
like application development for quality and speed
• IT must empower infrastructure developers with expertise outside of one
particular technology stovepipe to plan, build, and manage overall end-to-end
infrastructure patterns
• Use process to overcome organizational inhibitions (the seams) — patterns help
• Package infrastructure costs to match what the business values
BUSINESS IMPACT: ORGANIZATIONS EMBRACING PATTERN
ADAPTABILITY IN THEIR INFRASTRUCTURE WILL LOWER COSTS AS
WELL AS INCREASE SPEED AND VALUE FOR IMPLEMENTATIONS

MAKING INFRASTRUCTURE ADAPTIVE
• Map business drivers to infrastructure requirements by using seven core
infrastructure patterns
• Coordinate infrastructure investments to simplify designs while maximizing reuse
and adaptability
• Leverage infrastructure impact analysis processes to move planning earlier in
overall life cycle
• Use infrastructure patterns as repeatable solutions to common application
problems

NEXT STEPS . . .
• Start up
– Develop overall approach, process
– Educate IT staff
• Complete inventory
– Leverage templates and previously collected data
• Determine targets
– Define/refine current and future pattern and platform designs
• Develop an infrastructure strategic plan
– Perform gap analysis
– Recommend projects and priorities

FUTURE STATE
44Thursday, October 22, 2015ECIO EXECUTIVE WORKBENCH

PRESENTERS BACKGROUND
• David Niles (djn_bus@msn.com)
– Director, Systems Development
• USA Federal Government Health Care, Washington DC
– Director Enterprise Infrastructure
• Sanmina-SCI Contract Manufacturing, San Jose CA, Huntsville AL
• Largest Oracle ERP instance in the world… HSV Z series, Superdomes
– Director, Project Control And Service Management
• Sanmina-SCI, Chennai India Guadalajara MX
• Mergers and Acquisitions, DRP, SOX, GSC, PMO
– Sr. Director Support Services
• Burlington Coat Factory, Philadelphia PA
• Change Control, GSC, Asset Management, Field Services, Technical Services,
PMO
– Program Director, Day 2 Wipro
– Special advisor, CIO/COO Macmillan Publishing NYC
• Prepared with input by:

TOOLKITS USED IN THE ASSISTANCE FOR COLLECTION OF
INFORMATION
• Mindmap
• eCIO Executive Workbench
– Toolkit and examples for all facets of the
workplace for managers, executives and
the individual contributors
– Leave your card and I’ll get you a copy

END OF PRESENTATION

eCIO PPT How do I make Infrastructure Adaptive

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eCIO PPT How do I make Infrastructure Adaptive