Openbox Creative Solutions

Smart Enterprise: Greater Expectations

Issue link: https://openbox.uberflip.com/i/571867

Contents of this Issue

Navigation

Page 9 of 55

■ IT with the tools to manage the entire supply-chain process The foundation of a strong supply chain is up-to-date, accurate information. But lack of information is one of IT's biggest problems when it comes to the cloud. With more services becoming available all the time, "How do you know what you don't know?" asks Vincent Re, Senior VP and Distinguished Engineer at CA Technolo- gies. "What you need is a systematic way of seeing what's out there." Through a combination of crowd- sourcing and standard metrics, CA Cloud Insight will provide a way to survey and assess both external cloud offerings and internal IT services. The tool will lever- age two recent industry initiatives. The first, Cloud Commons (cloudcommons. com), is an online community where cloud users, cloud providers and industry experts can share information, best practices and, most importantly, feedback on vari- ous services. The second initiative, from Carnegie Mellon University, is the Cloud Service Measurement Index Consortium. The members of the SMI Consortium (CA Technologies is a founding member) have come together to help IT executives develop a standard framework for rating IT services. (See sidebar, "Rating Cloud Services," p. 9.) Once established, that framework and subsequent ratings of cloud services will be available on the Cloud Commons website. CA Cloud Insight will not only draw on information about external offerings from Cloud Commons but will also provide vis- ibility into internal IT environments. This will enable IT departments not only to compare various cloud providers but also to compare external services to internal capabilities using the SMI framework. Having accurate information is one thing; being able to take advantage of it is another. CIOs need to become more agile and flexible enough to source technology opportunistically. In the current IT procure- ment process, which can take months, CIOs can become hamstrung. No sooner do they identify a useful and reliable cloud service than the technology changes or new, per- haps better, vendors enter the market. In the new supply-chain model, IT must be able to quickly change applications and services within the supply chain. This is where the second planned compo- nent of the Cloud-Connected Management Suite, CA Cloud Compose, becomes cru- cial. Cloud Compose will allow the user to abstract applications from their underlying physical architectures so that IT can rapidly deploy these applications to either internal or external clouds. Multiple Sources Cloud capabilities will come in different forms from multiple sources. As the market for cloud computing develops, CA Technologies envisions the emergence of "application stores" stocked with solutions designed for various markets. In fact, the U.S. govern- ment already has one. On Apps.gov, the U.S. General Services Administration offers a variety of cloud applications and services, all qualified for government use. Ultimately, applications and services will be decoupled from a particular provider's infrastructure. IT will be able to select not only which cloud applications to run, but where to run them — whether internally, in a private cloud or in a public cloud — and when to add or subtract computing resources or when to move those applica- tions. "You'll have the flexibility to deploy where it makes sense," Petri says. "And where it makes sense may change over time." In fact, Petri thinks these apps stores will serve as brokers, offering different choices of prequalified applications, platforms and infrastructure that can be mixed and matched as the customer wishes. "Today, we talk about software as a service, platform as a service and 0% 20 40 60 80 To reduce costs To reduce deployment time To increase efficiency To increase flexibility and choice 78% 56% 50% 45% DATA: "Security of Cloud Computing Users," Ponemon Institute survey of 642 U.S. and 283 European IT practitioners, May 2010 NOTE: Multiple replies were permitted. Top Reasons CIOs Move into the Cloud The Duties of the IT Supply Chain Organization The shi from a manufacturing model to a supply chain model will bring a change to the responsibilities of a corporate IT department. As IT builds and manages fewer internal resources and takes advantage of cloud-based services and products, the CIO and his or her staff will assume four primary duties, according to Gregor Petri, Cloud Computing Advisor at CA Technologies: Assessing vendors: Business users focus mainly on functionality and ease of use, and are not going to spend a lot of time evaluating and qualifying vendors. IT will likely collaborate with business units and present them with a selection of pre- screened options such as what's offered at apps.gov. Serving as a single point of contact for support: As cloud applications from multiple sources and providers are mixed and matched, there will be more potential for finger-pointing among vendors when something goes wrong. IT will be the only organization that understands the big picture well enough to help diagnose problems and hold the appropriate vendor responsible. Integrating applications when necessary: A company may use one cloud appli- cation for CRM and another for shipping. IT can facilitate integration so that, for example, CRM data such as names and addresses automatically populates shipping labels, saving salespeople the task of re-entering the information. Monitoring cost and other important metrics and making changes as needed: Prices and features of applications and services will change, as will the number that a company requires at any given time. IT will keep tabs on all variables, recommending adjustments to maintain the best, most appropriate services at the lowest cost. – T.H. 10 SMARTENTERPRISEMAG.COM

Articles in this issue

Links on this page

Archives of this issue

view archives of Openbox Creative Solutions - Smart Enterprise: Greater Expectations