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2011 07 Cloud Service Contracts Get Stormy Final
The document outlines various events scheduled for a Data Center World expo from September 11 to September 14, including receptions, luncheons, and a closing session featuring a panel discussion. It also presents insights on IT spending, efficiency gains, and changing roles in IT service management. Additionally, it stresses the importance of service accountability, vendor management, and risk mitigation strategies in adapting to evolving business needs.
2011 07 Cloud Service Contracts Get Stormy Final
- 1. Announcements: Sunday, September11 Don’t miss the Opening Reception this evening from 5:00–7:00pm in room Grand 8. The Data Center World Opening Party will provide you with ample opportunity to relax and network with your peers. Monday, September 12 The Peer Connection Luncheon will take place from 12:15–1:30pm in room Grand 7. The Data Center World Expo and Cocktail Reception will be located in Cypress Hall 1 and will take place from 4:15–6:45pm. Tuesday, September 13 The exhibit hall will open today at 11:30am and lunch will be provided in the expo hall. The Data Center World raffle ticket collection will begin today. Deposit your raffle tickets in sponsoring exhibitor’s booths during the expo hours of 11:30am–1:45pm. The raffle will take place from 2:15 to 2:30pm in the expo hall in Lounge A. You must be present to win! Only one prize per person will be collected. Wednesday, September 14 The closing session will take place today. Be sure to attend “ When Disaster Strikes–Will You Be Prepared?” presented by AFCOM’s Data Center Institute Panel from 10:30–11:30am in room Grand 1.
- 2. Michele Hudnall SolutionProduct Marketing
- 3. “ How theCloud Looks from the Top: Achieving Competitive Advantage in the Age of Cloud Computing” – A Harvard Business Review Analytic Service Report, June 2011
- 4. “ How theCloud Looks from the Top: Achieving Competitive Advantage in the Age of Cloud Computing” – A Harvard Business Review Analytic Service Report, June 2011
- 5. Conservative efficiencygain in an $1B organization
- 6. 1-12% of revenueis IT spend 5% is $50M in IT spend Conservative efficiency gain in an $1B organization
- 7. $ 35M isoperations 70% of IT spend is operations 1-12% of revenue is IT spend 5% is $50M in IT spend Conservative efficiency gain in an $1B organization
- 8. 5% is $50Min IT spend $ 35M is operations $ 17.5M spent on people 70% of IT spend is operations 50% is spent on human capital Conservative efficiency gain in an $1B organization 1-12% of revenue is IT spend
- 9. 5% is $50Min IT spend $ 35M is operations $ 14.875M keeping lights on! 1.5% of revenue $ 17.5M spent on people 70% of IT spend is operations 85% of time is reacting and maintaining 50% is spent on human capital Proactive 15% Reactive 50% Maintenance 35% $14.875M Conservative efficiency gain in an $1B organization 1-12% of revenue is IT spend
- 10. Conservative 15% improvementReduce reacting and maintaining from 85% to 70% – $14.875M to $12.250M A $2.625M shift to drive growth! Reactive 40% Proactive 30% Maintenance 30% Conservative efficiency gain in an $1B organization 5% is $50M in IT spend $ 35M is operations $ 14.875M keeping lights on! 1.5% of revenue $ 17.5M spent on people 70% of IT spend is operations 85% of time is reacting and maintaining 50% is spent on human capital 1-12% of revenue is IT spend
- 11. Services to theCloud Quality in the Cloud Success in the Cloud
- 12. Classifying Services StrategyNew Role of IT
- 13.
- 14. Commodity versus customWell defined, atomic Volatile demand versus capacity Infrastructure on demand Agile development Infrastructure and platforms on demand New/changing services Keep it simple! Workloads Workloads Workloads How are my services performing?
- 15. Orchestrator Build, deploy,run (Old) Buy, deploy, manage (New) Service managers Service analyzers Vendor managers
- 16. Service Providers ManagementService Levels and Penalties
- 17. Define the servicePerformance, availability Data, security Responsiveness How service is delivered Processes Tools Reporting Viability Time in business Customer base Customer references
- 18. Service accountability Whatdo they provide Perception versus reality Aggregation of data Service performance Tune the services Drive growth Balance Operating efficiency Growing effectiveness
- 19. Reasonableness Standards Balancerisk Service Performance Responsiveness Security Data Penalties Balance risk and value
- 20. Change, Change, ChangeService Accountability End of Contract
- 21. Operations roles arechanging Discussion is changing Service performance Cost versus value Deployment is changing Acquisition versus operating Service provider catalyst Reasons to right source Create change and standards Not for cost
- 22. IT owns theservice Selling to the business Know your services Cost, value, risk Service enable Measure services Back-up plans Vendor management 3-7% of the contract value Changing operational roles
- 23. Plan for theend Data Who owns it? How will it be turned over? Transition period Define the terms What is your back-up plan? Begin with the end in mind
- 24.
- 25. Amazon, Intuit .. . Innovators, change how business is transacted There are and will be outages Risk takers and naysayers Leaders and followers Mitigate risk Service enable Backup, redundancy?
- 26. Service strategy Change,change, change Service accountability Vendor evaluation Service levels and penalties Vendor management End of contract How are my services performing?
- 27. Michele Hudnall SolutionProduct Marketing +1.703.663.5512 mhudnall@novell.com Worldwide Headquarters 1233 West Loop South, Suite 810 Houston, Texas 77027 USA Worldwide: 713.548.1700 N. America Toll Free: 1.888.323.6768 Info@NetIQ.com NetIQ.com NetIQ, an Attachmate business. © 2011 NetIQ Corporation. All rights reserved.