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Conclusion: IT organisations wishing to maximise Public Cloud return on investment should adopt a Cloud Governance Maturity Model that ensures consistent delivery, builds trust and leverages new technology. This will enable IT organisations to effectively manage their sourcing portfolio by balancing cost and risks, creating value and realising the desired benefits.

One of the most common and contentious infrastructure discussions that I have with clients today is the Public Cloud. The views of most IT executives have shifted from “if” to “when, what and how”. Like other big IT shifts, whether it be Mainframe to Midrange, the PC or Unix/RISC to virtualised Intel, there is much wailing and gnashing of teeth by the old guard about what will, frankly, become the new normal within the next 5-7 years.

Conclusion: It has become common for IT staff to refer to their on-premises virtualised infrastructure as a Cloud. The unchallenged assumption is that their on-premises environment is as good as a Public Cloud (aka IaaS) and provides the same benefits.

IT Executives and Enterprise Architects need to un-collapse these two concepts and recognise that while a virtualised on-premises environment has many benefits it does not have all the benefits of a Public Cloud – i.e., pay-as-you-go, hyper-scale, massive scale-up and scale-down.

Conclusion: When faced with the need to upgrade the desktop, rather than viewing this as a refresh or modernisation project (which is an IT centric approach to technology issues) undertake a business centric Application Delivery roadmap that focuses on the end-user’s application experience and the business benefits.

An Application Delivery approach will reduce project risks by highlighting the linkages between the project and the business benefits, prioritising the delivery stages of the project to get value early in the project, and ensuring application delivery methods are aligned to the user’s needs, ensuring a high quality user experience.

Related Articles:

"The desktop is dead. Long live application delivery! - Part I" IBRS, 2013-10-29 00:00:00

Conclusion: Mobile devices have fundamentally different patching and upgrade cycles compared to the desktop models of which IT services staff are familiar. The key differences are: more frequent refresh cycles, cloud-based updates that generally are not manageable by the organisation, Internet-based rather than intranet-based delivery of upgrades. Managing mobile patches and upgrades will more about end-user communication, training, and change management than technology.

Conclusion: With IT infrastructure having gone through major changes in the last five years, due to virtualisation and cloud technologies, organisations should challenge their assumptions about storage, and evolve their strategy prior to the next major storage acquisition.

Rather than assume the current networked storage centric strategy is the right approach, and simply needs a minor update, organisations should look at how their IT infrastructure has changed in the five years, then evaluate alternative approaches such as Integrated Systems or networked storage free Unified Systems.

Conclusion: In a few years from now the Cloud services we use today will look as quaint as the highly static Web of 1997 in the rear view mirror. In the wake of the global financial crisis the hype around big data is still on the increase, and big data is perceived as the new oil of the economic engine. At the same time, many of the data management technologies underlying Cloud services are being consolidated, creating new kinds of risks that can only be addressed by the adoption of a different data architecture.

Data scientists are in hot demand. In December 2012 the Harvard Business Review featured an article titled “Data Scientist: The Sexiest Job of the 21st Century”. International online job boards and LinkedIn have many thousands of openings asking for big data skills, and a growing number of openings for data scientists. What is all the hype about?

Conclusion: Enterprise architecture tools and processes have traditionally missed the mark in providing timely and relevant support for executive decision making. A fresh approach is required that focusses on just enough information to support defensible, evidence-based planning. Enterprise architecture functions must provide value in short, focussed iterations.

Enterprise architecture provides an evidence-based approach that demonstrates clear traceability for investment planning decisions. Astute executives will understand how enterprise architecture can be used as a powerful approach for developing an ICT investment plan that is robust and defensible.

Conclusion: VMware’s new strategy of directly entering the IaaS market will create confusion and ultimately decimate VMware based IaaS vendors. IT organisations should manage the risks this creates with their current (or future) VMware based IaaS partners. In the long run the new strategy will benefit all customers by creating a global scale, VMware based, IaaS that reduces costs, increases service quality and drives greater innovation.

VMware does not lead the IaaS market and faces massive competition from non-VMware based hyperscale IaaS providers, such as Amazon, Rackspace and Microsoft. VMware centric organisations should not blithely assume that a VMware based IaaS is the best option and should evaluate the IaaS alternatives from hyperscale providers, especially Amazon.

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