Strategic Roadmap for Your Infrastructure The Gartner Infrastructure Maturity Model

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Strategic Roadmap for Your Infrastructure The
Gartner Infrastructure Maturity Model

• Peter Hidas

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The Ultimate Legacy System
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IT Infrastructure important and dangerous
Use/grow
Hardware software
Run
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IT Infrastructure Today Complexity Abounds
J2EE Distribution output DBMS E-mail/ messaging
Metadata
Event correlation and analysis Project/port
mgmt. Service desk Job scheduling Asset mgmt.
IT Operations Management Systems
Middleware Infrastructure Software/Services

Communications and Networking
Storage Systems
Computing/Servers
End-user Devices
Disk arrays SANs Storage services Storage restore
mgmt. Backup/recovery
Security
LAN/WAN Telephony Contact center Unified
comm. Wireless
Notebook PCs Desktop PCs PDAs Phone
handsets Cellphones
Applications Database High-performance
computing Infrastructure Web
Antivirus Firewalls Extranet Single
sign-on Security services
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Infrastructure and Operations Management
Challenges
Increasing Rate of Change and Pressure to Move
Faster
IncreasingComplexity
Increasing Compliance
Increasing Pressure to Demonstrate Business Value
Success Increasingly Based on Integrating
Processes Outside IT Operations
Innovate Design, Architect, Implement Technology
for Business Advantage
Increasing Requirement for 24/7 Availability
Increasing Pressureto Outsource
Increasing Security Requirements
Increasing Pressure on Business and Process
Alignment
Increasing Pressure on Costs
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IT Infrastructure and Operations Overview

• In most enterprises, IO typically is 70 of the
• CIO's top issues
• Total IT budget
• and 50 of the IT professionals

IT Infrastructure The system of hardware,
software and service components that supports
the delivery of business applications and
IT-enabled processes IT Operations The
management and business processes associated with
IT infrastructure
IO leaders' mission is to deliver IT services to
the business.
IT Infrastructure and Operations Leaders are
executives, managers and senior IT professionals
who plan, manage and run IO
Strategize
Strategize
Plan/Build
Optimize
Plan/Build
Optimize
Deliver IT Services
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IT Infrastructure Maturity Model - how far have
you got?

• Gartners Infrastructure Maturity Model
  identifies 6 development stages
• The model helps you to self-evaluate and build a
  strategic plan to reduce infrastructure costs,
  increase agility, improve service-level
  management and staffing development
• It is independent of specific vendors and
  products
• Modify it according your own goals!
• Three important concepts Consolidation,
  Virtualization and Real-Time Infrastructure

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IT Infrastructure Consolidation Overview
Consolidation Opportunities
Business Value
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Identify Business Needs forIT Infrastructure
Consolidation
Examples
Area
Cost
Integration
Integrity
Agility
Service Quality
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Virtualization
IT Virtualization The pooling of resources in
a way that masks the physical nature and
boundaries of those resources from the resource
users
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Server Virtualization Where Is It Taking Us?
Before Virtualization
After Virtualization
AsynchronousDeployment
Holistic Capacity Planning
High Availability
Live Migration

• Server Sprawl
• Low Utilization
• Synchronous Deployment
• Capacity Planning by Server
• Resource Management by Server
• Disaster Recovery by Duplication
• Management Downtime

Disaster Recovery Without Duplication
Centralized Resource Management and Automation
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From Assets to Services the Real-Time
Infrastructure
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Focus on Real-Time Infrastructure
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Attributes of a Real-Time Infrastructure The
Promise to the Business

• Reusable components
• Standard processes
• Maintainability/serviceability
• Rapid extendibility/integrability
• Degree of automation

Value from IT infrastructure to the business is
speed
Agility Infrastructure is dynamic

• Quality is built-in and automated
• Resilient architecture
• Scalable architecture
• Manageability

High Quality of Service Management based on
policies
IT provides service quality, not just component
quality

• Flexible sourcing/procurement
• Standard technologies and processes (economies of
  scale)
• Interchangeable components
• Process integration and automation
• Just-in-time capacity
• Resources pooled and virtualized

More than 70 percent of IT budgets is spent on
maintaining what you have
Low Cost Costs based on usage
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Operationally Aware Applications
To Run Effectively in an RTI,Applications and
Software Vendors Must Change

• Operationally Aware
• Administrative requirements and automatable best
  practices must be captured at design time
• Service Descriptions
• Environmental requirements, topography
• Performance Behavior
• Instrumentation and knowledge about how to tune
• Stateless or Captured State
• Failure-tolerant, horizontally scalable, movable

• Priced Based on Usage
• Ties to specific hardware and static amount of
  resources must be broken
• Driving the change multicore processors, virtual
  machines/partitions, reprovisioning tools

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RTI The Next Great IT Battlefield
LOLG Lots of Little Guys
Server/Storage Infrastructure EMC HP HDS IBM NetAp
p Sun
Network Infrastructure ATT BT Cisco
Intelligent Information Network
N1 Grid
Application-Aware Networking
Virtual Infrastructure
RTI
Software Infrastructure IBM Microsoft Oracle SAP
Management Software BMC CA EMC HP IBM Veritas
Services Accenture EDS HP IBM
Adaptive Enterprise
Utility Now
On Demand
Dynamic Systems
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The Infrastructure Maturity Model (simplified)
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Infrastructure Maturity Through People, Process
and Technology
Process
Technology
People
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The Infrastructure Maturity Model in more detail
Policy/Value-Based
Service-Based
Virtualized
Dynamic optimization to meet SLAs
Services managed holistically
Rationalized
Infrastructure resources pooled
Standardized
Consolidate to fewer
Basic
Standard resources, configurations
Uncoordinated infrastructure
Business agility
Service-level delivery
Flexibility, reduce costs
Economies of scale
Reduce complexity
React
Objective
Weeks to minutes
Months to weeks
Minutes to seconds
Weeks to days
Ability to Change
Weeks
Minutes
Variable business costs
Fixed shared costs
Variable usage costs
Pricing Scheme
Reduced, fixed costs
Fixed costs
None, ad hoc
Class-of-service SLAs
Class-of-service SLAs
End-to-end SLAs
Business SLAs
Business Interface
Flexible SLAs
No SLAs
Service-based pools
Policy-based sharing
Resource Utilization
Known
Shared pools
Unknown
Rationalized
Pooled ownership
Service-oriented
Business-oriented
Central control
Consolidated
None
Organization
Reactive Proactive Life cycle management
Proactive Matureproblem management
Proactive Prediction, dynamic capacity
Service End-to-end service management
Chaotic Reactive Ad hoc
Value Policy management
IT Management Processes
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Infrastructure Maturity Evaluation Where Users
Are (December, 2005)
0
20
40
60
10
30
50
Percentage
SURVEY (December, 2005) Where would you place
your organization on the infrastructure maturity
model? (n727)
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Infrastructure and Operations Maturity
Infrastructure
Service-Based
Policy/ Value-Based
RTI
IT operations andmanagement processes
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IT Management Process Maturity Model
Level 4
Value
Level 3

• IT as strategic business partner
• IT and business metric linkage
• IT/business collaboration improves business
  process
• Real-time infrastructure
• Business planning

Service
Level 2

• IT as a service provider
• Define services, classes, pricing
• Understand costs
• Guarantee SLAs
• Measure and report service availability
• Integrate processes
• Capacity mgmt.

Proactive
Level 1

• Analyze trends
• Set thresholds
• Predict problems
• Measure appli-cation availability
• Automate
• Mature problem, configuration, change, asset and
  performance mgmt. processes

Reactive
Level 0

• Fight fires
• Inventory
• Desktop SW distribution
• Initiate problem mgmt. process
• Alert and event mgmt.
• Measure component availability (up/down)

Chaotic

• Ad hoc
• Undocumented
• Unpredictable
• Multiple help desks
• Minimal IToperations
• User call notification

Manage IT as a Business
Service and Account Management
Service Delivery Process Engineering
Operational Process Engineering
Tool Leverage
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Improve IT Operational Processes
ITIL is a business process framework geared to IT
service management. ITIL defines best practices
for 10 processes and one function (service desk),
but is not an end-all
ITIL Limitations Not an improvement
methodology Specifies "what" but not
"how" Doesn't cover all processes Doesn't cover
organization issues Hype driving unrealistic
expectations
Service Support Processes Incident mgmt. Problem
mgmt. Change mgmt. Configuration mgmt. Release
mgmt.
Service Delivery Processes Service-level
mgmt. Financial mgmt. Capacity mgmt. IT service
continuity Availability mgmt.
ITIL Benefits Detailed taxonomy Emphasis on
process Process integration Standardization Focus
on customer
The Gartner IT Management Process Maturity Model
Value- Based
Service- Based
Chaotic
Reactive
Proactive
3
40
44
12
1
Percent of IT Organizations in Level
(Source Interactive poll at Gartner Data Center
Conference, December 2005)
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Major Infrastructure Competitors (1 of 2)
Dynamic Systems Initiative
Adaptive Enterprise
On Demand
Strengths

• Vision
• Breadth of portfolio
• Expertise in mainframe

• Intel Servers market share
• OpenView
• Unix and Intel services

• Focus on applications, ISV partners
• Client integration
• Software focus

Challenges

• Cross-IBM governance
• Driving industry standards
• Go-to-market beyond services

• Positioning vs. IBM
• Software business
• Limited business consulting

• Detailing strategy and road map
• Limited experience in IT service management
• Limited services

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Major Infrastructure Competitors (2 of 2)
ILM and Virtual Infrastructure
IIN and AON
Utility Now
Strengths

• Integratedproduct leverage
• Lead vendor for network hardware
• System, partners

• Storage management
• Software-based solution and business

• Storage base
• VMware

• Gaining traction outside storage management
• Hardware partners

• Expanding and integrating acquisitions
• Building a server mgmt. portfolio
• "Co-ompetition"

Challenges

• Except storage, little non-network presence
• Not best-of-breed products

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Recommendations

• Build an overall infrastructure vision
• RTI is our vision what's yours?
• What would have the greatest positive impact on
  your business? Near-term and long-term?
• Evaluate your infrastructure against the vision
• Use our constructs to drive the discussion and
  make changes as needed
• Build a periodic process to re-evaluate your
  infrastructure, to evaluate technologies and to
  adjust your strategic plan
• Measure your progress the closer to the
  business, the better (costs, quality/service
  levels, agility)
• Always consider alternative sourcing, but make
  strategic choices
• Determine short-term (12 to 18 month) goals and
  execute them
• Through IMM's "virtualization" stage, all efforts
  should be self-funding, with rapid ROI, all
  while increasing quality and agility
• Consider vendors with respect to how theyre
  helping you to strategically evolve your
  infrastructure

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Details
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Infrastructure Maturity Model 2. Becoming
Standardized
Prior Situation Assets are owned by business
units theres no consistency in IT processes or
technologies no idea of costs complexity too
much variety

• Ownership
• IT owns all infrastructure assets.
• Assets are inventoried and tracked.
• Asset usage by business unit is roughly
  understood.
• Asset monitoring is standard across
  infrastructure (tools, processes).
• Inhibitors Political control of assets
• Standards
• No asset is acquired without standards approval.
• All asset procurement is centralized.
• IT has created standard server configurations.
• Theres an asset change management process.
• There are no deployed, unused assets.
• IT offers class-of-service/tiered SLAs.
• IT management processes are shared throughout IT.
• Inhibitors Very specific application
  requirements, unique service-level requirements

Return on Investment Economic Reduction in
wasted assets, cost reductions through
consolidated negotiations, labor savings through
reduction in complexity (configurations,
organization, processes) Quality
Class-of-service SLAs with fixed costing, faster
problem resolution Agility Acquisitions and
deployments are faster
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Infrastructure Maturity Model 3. Becoming
Rationalized
Prior Situation No economies of scale many
assets are doing the same thing in many
locations theres little automation

• Location
• Physical sites have been reduced to an
  appropriate number.
• Inhibitors Costs of physically relocating
  (assets, skills), telecom, regional regulations
  and laws
• Workloads and Assets
• Storage has been consolidated.
• Servers have been consolidated.
• Operating system instances have been reduced to a
  required minimum.
• IT has a mature availability management process.
• IT has appropriate disaster recovery in place.
• Chargeback is optionally offered on a percentage
  of asset basis.
• Inhibitors Software support/licensing,
  technologies to enable consolidation, costs
  associated with replacing hardware, and political
  and organizational issues revolving around asset
  ownership and management

Return on Investment Economic Fewer physical
sites reduces fixed costs consolidated workloads
and assets reduce capital expenses and somewhat
reduce labor costs elimination of cost
redundancy. Quality Fewer locations means faster
reaction to problems fewer assets enables
more-mature availability management chargeback
can be based on percentage of assets used
disaster recovery expanded appropriately. Agility
Assets can be reallocated as needed without
physically moving them.
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Infrastructure Maturity Model 4. Becoming
Virtualized
Prior Situation Assets operate on physical
boundaries no flexibility capacity is managed
one asset at a time

• Internal
• Storage has been virtualized and server compute
  power can be allocated in granular percentages.
• Server compute requirements by application can be
  scaled dynamically.
• Applications can be moved between servers.
• Storage and server capacity is managed
  holistically, and excess is pooled.
• Capacity planning is mature and centralized.
• Inhibitors Need for software pricing to become
  more usage-based the need for software licensing
  to become less tied to specific hardware
  political and ownership issues of assets and the
  immaturity of technologies to enable
  virtualization
• External
• IT offers a dynamic resource utilization
  chargeback mechanism for server, storage and
  network use.
• SLAs are flexible and can be changed (cost and
  service provided) within a day or so.
• Inhibitors Business

Return on Investment Economic Hardware capacity
reduced to pragmatic minimum virtual deployment
time reduces labor cost. Quality Chargeback can
be based on actual usage workloads can be
reallocated easily to avoid downtime. Agility
SLAs can be flexible resource usage can be
changed quickly.
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Infrastructure Maturity Model 5. Becoming
Service-Based
Prior Situation Assets are efficient, but
theyre managed as assets, not as elements of an
end-to-end service

• Internal
• Services are managed holistically.
• Asset failures have minimal impact on services.
• Service life cycle (deployment, maintenance,
  retirement) is automated.
• Service-level pricing beats outsourcing
  alternative services that cant are outsourced.
• Flexibility of SLAs beats outsourcing
  alternative.
• Inhibitors Service-based active management
  tools are immature applications arent
  operationally aware and manageable staff needs
  to become service-centric.
• External
• SLAs are flexible and can be changed (cost and
  service provided) within minutes.
• Chargeback is variable based on customer-defined
  SLAs.
• The business and IT completely agree on the SLA
  and associated costs.
• Business and IT costs are aligned.
• Inhibitors Changes in the relationship/costing
  with the business

Return on Investment Economic Labor focuses more
on service management, less on resources
automation tools manage life cycles. Quality
Chargeback is based on specific holistic
services, not resources business and IT are
aligned on costing and can relate to business
value. Agility SLAs can be managed flexibly as
holistic services, increasing or decreasing
resources as services require.
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Infrastructure Maturity Model 6. Becoming
Policy/Value-Based
Prior Situation Services are managed
holistically, but manually
Return on Investment Economic Labor focuses more
on service management, less on resources
automation tools manage life cycles. Quality
Chargeback is based on specific holistic
services, not resources business and IT are
aligned on costing and can relate to business
value. Agility SLAs can be managed flexibly as
holistic services, increasing or decreasing
resources as services require.

• Internal
• Asset usage is balanced among services based on
  priorities, value and policies.
• External
• Chargeback is dynamic, based on customer-defined
  policies and SLAs.
• Business and IT strategies are aligned.
• IT influences business strategy.
• Inhibitors Becoming policy/value-based requires
  business buy-in, changes in business processes to
  dynamically leverage infrastructure agility, and
  linkages between business and IT.