Cloud computing and self-service; Are they the way ahead

1. Cloud computing and self-service; Are they the way ahead? With Malcolm Fry

2. Technology is changing everyday life

3. Life is now about��. Making your own decisions Deregulation Making your own choices Small world big options No waiting Portable technology Straight to the product

4. The world in our pocket Buy and sell Exchange information Limitless knowledge Instant news Virtual everything No international barriers New communities Business has changed

5. Child�s eye view Icons that no longer exist � Diskette Plasma/LED televisions Camera telephones capture everything Electronic home work submission Techno tool taught at school e.g. PowerPoint Maps? When you have Google earth? Just an extension of the Kindergarten

6. Not just children Direct to the Customer (DttC) services make life easy IT engages in a huge amount of work and deploys significant resources to make things seem so easy It is not just children - according to IMRG in December 2010 of �6.8 billion, equivalent to an average spend of �111 (approximately US$170) for every person in the UK.

7. SaaS needs Common rule sets The cloud and SaaS services ITIL evolution De facto ITSM standard ITSM already supports SaaS ETOM has ITIL compatibility Hybrid�s The cloud and Saas services need common rules ITIL has been evolving since mid 80s It is now regarded as de facto ITSM standard ITSM have been supporting SaaS services for years � using ITIL If SaaS is not the single source then other platforms also need supporting The cloud and Saas services need common rules ITIL has been evolving since mid 80s It is now regarded as de facto ITSM standard ITSM have been supporting SaaS services for years � using ITIL If SaaS is not the single source then other platforms also need supporting

8. Speaking a Common Language http://csrc.nist.gov/publications/drafts/800-145/Draft-SP-800-145_cloud-definition.pdf 8 The most widely used definitions for cloud computing are supplied by the National Institute of Standards and Technology (NIST). The NIST is the federal technology agency that works with industry to develop and apply technology, measurements, and standards. National Institute of Standards and Technology (NIST) Agency of US Department of Commerce Cloud Standards for: essential characteristics deployment models service models http://csrc.nist.gov/publications/drafts/800-145/Draft-SP-800-145_cloud-definition.pdThe most widely used definitions for cloud computing are supplied by the National Institute of Standards and Technology (NIST). The NIST is the federal technology agency that works with industry to develop and apply technology, measurements, and standards. National Institute of Standards and Technology (NIST) Agency of US Department of Commerce Cloud Standards for: essential characteristics deployment models service models http://csrc.nist.gov/publications/drafts/800-145/Draft-SP-800-145_cloud-definition.pd

9. NIST Cloud definition �Cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction. This cloud model promotes availability and is composed of; five essential characteristics, three service models, and four deployment models.� Essential Characteristics: On-demand self-service. A consumer can unilaterally provision computing capabilities, such as server time and network storage, as needed automatically without requiring human interaction with each service�s supplier. Broad network access. Capabilities are available over the network and accessed through standard mechanisms that promote use by heterogeneous thin or thick client platforms (e.g., mobile phones, laptops, and PDAs). Resource pooling. The supplier�s computing resources are pooled to serve multiple consumers using a multi-tenant model, with different physical and virtual resources dynamically assigned and reassigned according to consumer demand. There is a sense of location independence in that the customer generally has no control or knowledge over the exact location of the provided resources but may be able to specify location at a higher level of abstraction (e.g., country, state, or datacenter). Examples of resources include storage, processing, memory, network bandwidth, and virtual machines. Rapid elasticity. Capabilities can be rapidly and elastically provisioned, in some cases automatically, to quickly scale out and rapidly released to quickly scale in. To the consumer, the capabilities available for provisioning often appear to be unlimited and can be purchased in any quantity at any time. Measured Service. Cloud systems automatically control and optimize resource use by leveraging a metering capability at some level of abstraction appropriate to the type of service (e.g., storage, processing, bandwidth, and active user accounts). Resource usage can be monitored, controlled, and reported providing transparency for both the supplier and consumer of the utilized service. Essential Characteristics: On-demand self-service. A consumer can unilaterally provision computing capabilities, such as server time and network storage, as needed automatically without requiring human interaction with each service�s supplier. Broad network access. Capabilities are available over the network and accessed through standard mechanisms that promote use by heterogeneous thin or thick client platforms (e.g., mobile phones, laptops, and PDAs). Resource pooling. The supplier�s computing resources are pooled to serve multiple consumers using a multi-tenant model, with different physical and virtual resources dynamically assigned and reassigned according to consumer demand. There is a sense of location independence in that the customer generally has no control or knowledge over the exact location of the provided resources but may be able to specify location at a higher level of abstraction (e.g., country, state, or datacenter). Examples of resources include storage, processing, memory, network bandwidth, and virtual machines. Rapid elasticity. Capabilities can be rapidly and elastically provisioned, in some cases automatically, to quickly scale out and rapidly released to quickly scale in. To the consumer, the capabilities available for provisioning often appear to be unlimited and can be purchased in any quantity at any time. Measured Service. Cloud systems automatically control and optimize resource use by leveraging a metering capability at some level of abstraction appropriate to the type of service (e.g., storage, processing, bandwidth, and active user accounts). Resource usage can be monitored, controlled, and reported providing transparency for both the supplier and consumer of the utilized service.

10. Deploymentmodels?private cloudcommunity cloudpublic cloudhybrid cloud 10 Private cloud. The cloud infrastructure is operated solely for an organization. It may be managed by the organization or a third party and may exist on premise or off premise. Community cloud. The cloud infrastructure is shared by several organizations and supports a specific community that has shared concerns (e.g., mission, security requirements, policy, and compliance considerations). It may be managed by the organizations or a third party and may exist on premise or off premise. Public cloud. The cloud infrastructure is made available to the general public or a large industry group and is owned by an organization selling cloud services. Hybrid cloud. The cloud infrastructure is a composition of two or more clouds (private, community, or public) that remain unique entities but are bound together by standardized or proprietary technology that enables data and application portability (e.g., cloud bursting for load-balancing between clouds). Cloud Software as a Service (SaaS). The capability provided to the consumer is to use the supplier�s applications running on a cloud infrastructure. The applications are accessible from various client devices through a thin client interface such as a web browser (e.g., web-based email). The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, storage, or even individual application capabilities, with the possible exception of limited user-specific application configuration settings. Cloud Platform as a Service (PaaS). The capability provided to the consumer is to deploy onto the cloud infrastructure consumer-created or acquired applications created using programming languages and tools supported by the supplier. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly application hosting environment configurations. Cloud Infrastructure as a Service (IaaS). The capability provided to the consumer is to provision processing, storage, networks, and other fundamental computing resources where the consumer is able to deploy and run arbitrary software, which can include operating systems and applications. The consumer does not manage or control the underlying cloud infrastructure but has control over operating systems, storage, deployed applications, and possibly limited control of select networking components (e.g., host firewalls). Private cloud. The cloud infrastructure is operated solely for an organization. It may be managed by the organization or a third party and may exist on premise or off premise. Community cloud. The cloud infrastructure is shared by several organizations and supports a specific community that has shared concerns (e.g., mission, security requirements, policy, and compliance considerations). It may be managed by the organizations or a third party and may exist on premise or off premise. Public cloud. The cloud infrastructure is made available to the general public or a large industry group and is owned by an organization selling cloud services. Hybrid cloud. The cloud infrastructure is a composition of two or more clouds (private, community, or public) that remain unique entities but are bound together by standardized or proprietary technology that enables data and application portability (e.g., cloud bursting for load-balancing between clouds). Cloud Software as a Service (SaaS). The capability provided to the consumer is to use the supplier�s applications running on a cloud infrastructure. The applications are accessible from various client devices through a thin client interface such as a web browser (e.g., web-based email). The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, storage, or even individual application capabilities, with the possible exception of limited user-specific application configuration settings. Cloud Platform as a Service (PaaS). The capability provided to the consumer is to deploy onto the cloud infrastructure consumer-created or acquired applications created using programming languages and tools supported by the supplier. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly application hosting environment configurations. Cloud Infrastructure as a Service (IaaS). The capability provided to the consumer is to provision processing, storage, networks, and other fundamental computing resources where the consumer is able to deploy and run arbitrary software, which can include operating systems and applications. The consumer does not manage or control the underlying cloud infrastructure but has control over operating systems, storage, deployed applications, and possibly limited control of select networking components (e.g., host firewalls).

11. Controls 11

12. Supporting and Servicing SaaS is a double edged sword SaaS is a double edged sword Business applications & ITSM tool set If ITSM uses ITIL then so should SaaS services providers ITIL could be the differentiator between providers The ITIL tool set still needs to be used e.g. change and incident SaaS is a double edged sword Business applications & ITSM tool set If ITSM uses ITIL then so should SaaS services providers ITIL could be the differentiator between providers The ITIL tool set still needs to be used e.g. change and incident

13. ITIL v3 a logical approach ITIL v2 concentrated on Service Support and Service Deliver � good for the 90s ITIL v3 has a life cycle approach which is ideal for SaaS There is an emphasis shift from retro fitting to get it right first time Selecting a SaaS tool is a science ITIL v2 concentrated on Service Support and Service Deliver � good for the 90s ITIL v3 has a life cycle approach which is ideal for SaaS There is an emphasis shift from retro fitting to get it right first time Selecting a SaaS tool is a science

14. Role changing Two party approach to IT Service Management and cloud? Mind set and platform changes The invisible and inaccessible? It is very difficult to leave SaaS? Two party approach to IT Service Management does not work for cloud computing Mind set has change along with the platform change It is dealing with the invisible and inaccessible as opposed to the here and now It is very difficult to leave SaaS once you have adopted SaaSTwo party approach to IT Service Management does not work for cloud computing Mind set has change along with the platform change It is dealing with the invisible and inaccessible as opposed to the here and now It is very difficult to leave SaaS once you have adopted SaaS

15. The five key ITIL phases Each of the key ITIL phases has a role to play: Strategy Design Transition Operation Continual Service Operation For both SaaS suppliers and Saas users Processes remain but the roles change Each of the key ITIL phases has a role to play: Strategy Design Transition Operation Continual Service Operation For both SaaS suppliers and Saas users Processes remain but the roles change

16. ITILService - strategy Just choosing SaaS is a strategic decision Deciding which strategy to choose is a vital decision � in this case SaaS Choosing the correct product is the key to success A glance at the components of ITIL Strategy shows why Just choosing SaaS is a strategic decision Deciding which strategy to choose is a vital decision � in this case SaaS Choosing the correct product is the key to success A glance at the components of ITIL Strategy shows why

17. ITILService - design This is where the environment, infrastructure and security are all formed Design turns the Strategy into reality A glance at the components of ITIL Design shows why This is where the environment, infrastructure and security are all formed Design turns the Strategy into reality A glance at the components of ITIL Design shows why

18. ITILService - transition This is the point of convergence between platforms Where traditional meets new Key factor is service validation A glance at the components of ITIL Transition shows why This is the point of convergence between platforms Where traditional meets new Key factor is service validation A glance at the components of ITIL Transition shows why

19. ITILService - operation This is where the SaaS product will be supported for the rest of its life cycle Incidents and problems will arise due to technology friction It is easier if ITSM is on the same platform as SaaS A glance at the components of ITIL Operation shows why This is where the SaaS product will be supported for the rest of its life cycle Incidents and problems will arise due to technology friction It is easier if ITSM is on the same platform as SaaS A glance at the components of ITIL Operation shows why

20. ITILService - CSI This is where key communications are undertaken Important to provide data to SaaS suppliers A glance at the components of ITIL CSI shows why This is where key communications are undertaken Important to provide data to SaaS suppliers A glance at the components of ITIL CSI shows why

21. Should ITSM use SaaS products? Yes because these are the NIST essential characteristics work better if ITIL is employed: on-demand self-service broad network access resource pooling rapid elasticity measured service It also easier to support a service that you understand Ideal if both SaaS supplier and ITSM are ITIL compliant

22. SaaS and ITIL SaaS maybe a current trend but old processes never die Or will SaaS eliminate Changes Incidents Availability Capacity etc?

23. Cloud and Deregulation Cloud computing is the beginning of the deregulation of IT � maybe this should be at the beginning or even the theme

24. 8 Key Questions

25. 1.�Why should organizations that are moving to SaaS care about ITIL? Unless they are exclusively SaaS then they will need to integrate old and new ITIL compliance is now de facto standard so it is a perfect yardstick All of the components of ITIL still exist but the roles will change Common ground and common terminology with SaaS suppliers Why would you not make your SaaS offering ITIL compliant? Unless they are exclusively SaaS then they will need to integrate old and new ITIL compliance is now de facto standard so it is a perfect yardstick All of the components of ITIL still exist but the roles will change Common ground and common terminology with SaaS suppliers Why would you not make your SaaS offering ITIL compliant?

26. 2.�Is it important for the SaaS supplier to be ITIL certified? Or is it more important that the IT organization be ITIL certified? Both The SaaS supplier should be Pinkverified or at least aiming for it Same rule set means we all play the same game � American football and rugby IT org will benefit from ITIL/SaaS better if they are compliant Both The SaaS supplier should be Pinkverified or at least aiming for it Same rule set means we all play the same game � American football and rugby IT org will benefit from ITIL/SaaS better if they are compliant

27. 3.�How do you respond to comments that �ITIL just gets in the way of the agility of a SaaS platform�? Agility without discipline is a dangerous game to play � ask a Circus Trapeze artist Agility must be channelled often an excuse to avoid process such as change management Agility without discipline is a dangerous game to play � ask a Circus Trapeze artist Agility must be channelled often an excuse to avoid process such as change management

28. 4.�How do you address comments that �ITIL is old school. SaaS is modern. How can the two converge? � ITIL is being refreshed as we speak Which of the ITIL disciplines are no longer relevant? SaaS is simply a means to an end By looking at each ITIL process and asking who performs which role? By ensuing that the customer is involved by the SaaS supplier ITIL is being refreshed as we speak Which of the ITIL disciplines are no longer relevant? SaaS is a means to an end and not modern By looking at each ITIL process and asking who performs which role? By ensuing that the customer is involved by the SaaS supplier ITIL is being refreshed as we speak Which of the ITIL disciplines are no longer relevant? SaaS is a means to an end and not modern By looking at each ITIL process and asking who performs which role? By ensuing that the customer is involved by the SaaS supplier

29. 5.�What should IT organizations look for in regards to ITIL with a SaaS supplier? That they have clearly defined operational and transitional processes in particular Incident Service desk Problem Change Asset Availability/capacity SLAs That they have clearly defined operational and transitional processes in particular Incident Service desk Problem Change Asset Availability/capacity SLAs

30. 6.�What are the biggest challenges IT organizations face with ITIL and� SaaS? Getting the SaaS supplier on board Agreeing clear lines of responsibility Synchronising SaaS supplier and internal ITIL implementations Getting local management buy-in especially if the business customer is also the contact point for the SaaS suppler Getting the SaaS supplier on board Agreeing clear lines of responsibility Synchronising SaaS supplier and internal ITIL implementations Getting local management buy-in especially if the business customer is also the contact point for the SaaS suppler

31. 7.�How can IT organizations best address these challenges? Appoint an ITIL/SaaS co-ordinator This is a team effort so get a contact point for ITIL from the SaaS supplier Together identify the key common ITIL components Produce/alter processes as appropriate Establish regular communications with SaaS/ITIL counterparts Understand that ITSM can be both the customer and service manager for SaaS functions Appoint an ITIL/SaaS co-ordinator This is a team effort so get a contact point for ITIL from the SaaS supplier Together identify the key common ITIL components Produce/alter processes as appropriate Establish regular communications with SaaS/ITIL counterparts Understand that ITSM can be both the customer and service manager for SaaS functions

32. 8.�What are some key observations? SaaS ITIL compliance shows commitment to Service Management Service Catalogs and Service portfolios are essential because they remove obstacles ITIL/SaaS needs a clear sponsor Do not let ITIL become an obsession even if SaaS supplier is not ITIL focused you should still be so SaaS service for business are best served with SaaS based ITSM tools ITIL and SaaS are compatible SaaS ITIL compliance shows commitment to Service Management Service Catalogs and Service portfolios are essential because they remove obstacles ITIL/SaaS needs a clear sponsor Do not let ITIL become an obsession even if SaaS supplier is not ITIL focused you should still be so SaaS service for business are best served with SaaS based ITSM tools ITIL and SaaS are compatible

33. A new dichotomy Some companies are now competing internally for the same customers For example, it was reported that sales from the on-line Next Directory retail catalogue and Internet arm rose 15.3% While like-for-like store sales fell by 7.5% Here, we have two sales-driven divisions vying for the same customers Where would you invest?

34. The progression of IT Services

35. Quantum Change No longer just a cost centre now contributing to the bottom line In some cases FEFO is the bottom line

36. The new ROI function Now, it is not just Return On Investment but also Return On Insurance The aim is investing to avoid any potential service interruption to the customer, rather than saving revenue by reducing Service Management costs The question is not what does ITSM cost but what happens if we don�t investment in ITSM It is not until a major DttC application failure occurs that the full extent of the damage can be assessed The key is to identify DttC applications and make them as resistant and resilient as possible as possible to avoid unplanned downtime IT needs to both closely monitor key DttC services and protect against potential unplanned outages.

38. Changing the IT mindset It is obvious that traditional approaches to supporting IT services have to change IT can no longer work to targets that tolerate failure or complacency IT must adopting a 100% target for high FEFO ratings Whenever 100% is not hit IT should launch an investigation to find out why and stop this defect from occurring again or at least minimizing the risk.

39. Best Practices

40. Blurring of Responsibilities There were clear lines of demarcation But what happens when FEFO kicks in and DttC services start to proliferate? Who does the external customer contact IT or a corporate customer service point? Who owns local support? The key point here is to identify those areas where FEFO services are providing DttC support, identify the blur points, work with the business units to establish where responsibilities lies and then adopt those responsibilities.

41. Risk Management Is this the Achilles heel of ITSM? How much time is spent on Risk Analysis and the implications of failure? What happens if the Front End fails? What are the potential costs of failure? Return on Insurance!!!

42. Morphing Morphing from � to: From to Action to Strategy and Design IT Back Office to IT Front Office Performance reporting to Strategic reporting From Fixers to Avoidance Managers From never consulted to always consulted From watching new services to becoming key players in new services

43. Adopt an SSSM stance What can you transfer to your corporate customers? Is SSSM part of your ongoing plans? Are you investing in the correct technology Perhaps you should look at Cloud technologies Adopt and Adapt is the key to success

44. Summary - 1 There is little doubt that the future will be driven by DttC Too often, IT has been good but not good enough IT must step up to the big challenge that lies ahead It is now an exciting time for IT Service Management (ITSM) to emerge from the The business differentiators gained from implementing FEFO can only be successfully realized if ITSM steps up to the challenge. This is just one strategy to enable organizations to master the new wave of mobile support.

45. Summary - 2 The vast majority of the DttC services discussed here will be provided through mobile support devices But to gauge the impact of poor ITSM what would happen if the technology failed? Close the facility? Who knows but one thing is certain ignoring the importance of FEFO will dramatically increase the possibility of that failure.

46. The End malcolm@malcolmfry.com www.TheITILLiteBook.com www.TheITILLiteWorkshop.com