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Cloud Software Program

2011

CSW_Consulting_CommentVersion23112011.docx


Developing the Cloud Business Case for Cloud Deployer Organization

TIVIT Cloud Software Program

(ICT SHOK)

2011

Tivit, Yritysten tutkimus- ja kehittämisrahoitus,

Päätös xxx/xx, xx.xx.201?, Dnro xxxx/xx/2010

www.cloudsoftwareprogram.fi

www.tivit.fi

This work was supported by TEKES as part of the Cloud Software Program of TIVIT (Finnish

Strategic Centre for Science, Technology and Innovation in the field of ICT).

http://www.cloudsoftwareprogram.fi/

http://www.tivit.fi/

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Executive Summary

User organizations / enterprises as cloud market: Developing the cloud business case in

integrator projects

Target audience of this document are the ICT providers that are

- studying the feasibility and enabling cloud transformation in user organizations (business enterprises and public organizations deploying cloud services)

- cloud business companies in consultant, broker and/or cloud integrator role - persons responsible for technology strategies, portfolios and developments

concerning ICT assets: CTO, CIO, enterprise architects, EA boards or teams

This document presents an introduction of cloud services in the market of enterprise ICT

solutions. The enablers and the shaping of the new business environment both for providers

and consumers of ICT services are discussed (Introduction). An outline for a consulting

methodology that incorporates cloud services option is layed out (Section 2 - ). The

methodology assumes large, often distributed ICT user organization(s) with [partly] common

governance. This means corporation structures and/or networked [business] organizations

processing some common information.

The path for an analytical study for cloud options as business solutions is presented in two

stages: strategic consulting and scoped projects (2.1, 2.2), and general issues concerning

cloud services (cost/benefit structures, risks and other relevant topics) are discussed in the

remaining sections.

For information on the Tekes/Tivit Cloud Software Program project, please visit

www.cloudsoftwareprogram.org

Version control

Date What Who -

Initials

Note Status

10.05.2011 Doc outline Mirja

Pulkkine

n

First draft

25.05.2011 Intro, sec 2 MP

19.06.2011 Sec 2.1 / 2.2 MP

30.06.2011 Add 3.3

Revisions 2-3

MP Comment

release

19.08.2011 Revisions: Executive Summary, 1-5 MP Revised

release

30.08.2011 Revisions according to comments MP Comments

from

V. Häkkinen,

A. Hirvonen,

P. Tyrväinen

For broader

commenting

http://www.cloudsoftwareprogram.org/

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Contents Executive Summary ....................................................................................................... 2 1. Introduction ........................................................................................................ 3

1.1 Cloud Ecosystem ............................................................................................... 4 1.2 ICT Provisioning Transformation .......................................................................... 6

2. The Cloud Services as an Option in Consulting ......................................................... 7 2.1 Cloud Options at the Level of Strategic Consulting ................................................. 8 2.2 Cloud Options at the Level of Scoped Projects ....................................................... 9

3. Assumptions and Methods ................................................................................... 10 3.1 Cloud Service Cost/Benefit Evaluation ................................................................ 11 3.2 Client EA ........................................................................................................ 11 3.3 Control, Ownership and Security ....................................................................... 12

3.3.1 Shift of control over ICT assets ................................................................... 12 3.3.2 Governance .............................................................................................. 13

4. Business Impacts ............................................................................................... 13 5. Sensitivity, Risks, Contingencies .......................................................................... 14 6. Conclusions ....................................................................................................... 14 7. Recommendations .............................................................................................. 14

1. Introduction

With the emerging market offering for cloud computing solutions and services, consultancies

will need to consider the cloud offering as an option for their clients in their needs for ICT

management and development. This report presents a frame of the elements in a cloud

business case for consulting projects at ICT deploying organizations i.e. clients of

consultancies.

Cloud services as an alternative for a business requirement, that demands some ICT based

solutions, may mean, for example, buying cloud services to cover the need for i) one

information system, or data repository (SaaS), or the ICT support for e.g. one business

function, or one or more business processes (van Ommeren & van den Berg, 2011). Further,

network application platforms (PaaS) are provided to accommodate selection of applications

together with some common services, e.g. commonly a single-sign-on solution for identity and

access management. Thridly, iii) the entire ICT infrastructure (IaaS), or some part of it,

defined by the layers of the cloud stack (Khasnabish et al., 2010) can be delivered as a service.

Besides this, rough categorization to three layers according to the top levels of the cloud

framework (see e.g. the IETF draft in the appendix), narrower “X-aaS” offerings for businesses

are defined for focused solution areas: Storage area, or database management system as a

service (DBaaS), or Business Process Outsourcing (BPO) solutions with BPaaS.

To begin with, considering any of the solutions available to be acquired as services today, the

client needs to consider both the current status (investments in IC technologies not yet

amortized; current organization of processes and services, as well as the resources given) and

the target state when weighing an opportunity of “cloud transformation”: to outsource some of

its information processing or management to cloud service providers in public or community

cloud offerings. An option is of course to set up an internal services pool for a large

organization, i.e. private cloud. A desirable option may also be to utilize capacity on demand

as needed besides own resource, i.e. a hybrid cloud solution. Many of the SaaS or PaaS

services on the market today are offered by providers utilizing capacity in the so-called public

cloud, i.e. capacity service centers located anywhere globally and accessed over Internet from

an underlying market for infrastructure, i.e. IaaS providers globally. Any large user

organization faces today the opportunity to benefit from the cloud offering, but for

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their own benefit, the client organization is advised to carefully consider their own

situation as regards to information management and enterprise architecture, prior to

making long-term decisions and commitments.

Stakeholders of concern at the client organizations are the information management function

(IM) of the enterprise or the organization, the operations management (middle management)

of the targeted domain in the organization structure (a business process or a group of

processes, a business function). In larger development cases with impact on whole enterprise

infrastructures, involving initial investments and/or big transition projects, the strategic

management, or the CEO and his team often induce the case. However, in any strongly future

oriented planning assignments and large projects this level should be engaged as stakeholder

in any case. The need for strategic management decisions and engagement can be judged e.g.

by the IM function (CIO) (van Ommeren & van den Berg, 2011:29), as an overview is needed

on the information processing and the currently existing infrastructure, proprietary systems

and information assets. Existing base of enterprise architecture descriptions and information

provides necessary input to the project and if there is a role of an enterprise architect or an

organ like EA board or team a cloud project is essentially their concern also.

To understand what is different from the point of view of the client, as they deal with ICT

providers and markets to acquire or enhance business support systems or infrastructures, we

first take a look on the cloud ecosystem as the business environment.

1.1 Cloud Ecosystem

According to NIST (NIST, 2011; see also the business ecosystem figure below) there are three

archetype roles relevant in the cloud business, often considered as the cloud ecosystem:

1) The Cloud Service Provider makes services available to Cloud Service Consumers at agreed service levels and costs. The services may be of any type or complexity. The Cloud Service Provider manages the technical infrastructure required for providing the services and provides billing and other reports to consumers.

2) The Cloud Service Consumer represents an organization or individual who contracts for services with Cloud Service Providers and then uses those services. The Cloud Service Consumer could be another Cloud Service Provider. The Cloud Service Consumer is responsible for selecting the appropriate services, arranging payment for the services, and performing the administration necessary to use those services, such as managing user identities.

3) The Cloud Service Developer designs and implements the components of a service. The Cloud Service Developer describes the service in a service template. The Cloud Service Developer interacts with the Cloud Service Provider to deploy the service components based on the description in the templates that the Cloud Service Provider may customize before making them available as service offerings.

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Figure 1 The NIST Cloud Business Ecosystem, (according to Canonico et al. 2011)

The foundation for building cloud ecosystem consists of technological and business affordances,

of which the following can be discerned:

- Virtualization, grid technology, SOA, and browser technologies as well as distributed computing and broadband networks.

- For the business side and business models, Free and Open Source Software as both enabler and a factor narrowing and unifying the markets.

- SLA practices have been introduced to regulate the service provisioning for charges. - Web 2.0 applications enhance information distribution, sharing and collaboration

often enhancing solutions with personified and social aspects (cf. Salesforce platform deploying facebook-style interface that identifies application users with photos, enabling interaction between users with comment function).

- Business logics and business models for the provisioning of diverse services at all levels of the cloud stack are a gate to successful ecosystems.

- As for the user side, as well the organization deploying systems and solutions for their use (B2B) as the individual user (B2C) are today looking for easier ICT management and use. Thus,

o Business process automation (leading to business process outsourcing services, as the broadly adopted invoicing services),

o Easy information sharing and distribution through Web 2.0 applications, emerging to the workplaces after a successful introduction to the private sphere

o Utility computing with “carefree” plug-and-play applications, processing and storage capacity solutions.

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Web 2.0 and facilitating technologies, starting with feasible broadband and mobile network

access, provide the features that have been ‘rehearsed’ in voluntary private use, and are

becoming drivers for the business use as now the Web 2.0 type solutions: instead of reports

delivered as email attachments, there might be blog posts to follow etc.

1.2 ICT Provisioning Transformation

The traditional setting of provisioning ICT to customers and the roles of ICT Provider (including

hardware and software production as well as integration services and consulting) – ICT

deployer / user will be changing when the cloud provisioning is taking ground and likely

becoming a preferred mode for user organizations with no incentive to invest into their own

equipment and software. The changing and emerging roles are discussed next.

The Business user (see Figure 2 below) deploys software, infrastructure or platform type of

business services. A new class of providers, Broker, is cataloguing, integrating, packaging and

marketing services in these categories to the business user. The broker business model

(separate document upcoming) often entails that the broker company maintains an application

platform as a service (PaaS), on which the services provisioned by other provider companies

are supplied.

Figure 2 Service levels and service provider roles (cf. (van Ommeren & van den Berg,

2011)

In large enterprises, the IT function of the enterprise may take a broker role, and

provision part of the enterprise business ICT services, and manage the services acquired from

outside cloud providers. Besides this, the department can also sell their own excess

infrastructure capacity (e.g. idle outside of peak times). With already existing cloud broker

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services, this is possible, or else a brokerage can be established within the information

management function / IT department of a client organization. This model seems especially

promising for public sector organizations whose aim is to improve efficiency of ICT investments

(cf. also the ‘community cloud’ concept).

The broker is drawing on services provisioned by the Providers. These services utilize any ICT

resources: hardware, software, and connectivity. The Cloud provider capability lies in the area

of virtualization, service management, hardware and enabling software as operating systems

and infrastructure service automation (see the IETF framework (Khasnabish et al., 2010) in

the Appendix; and the CCUseCase Framework in Appendix 2)

With the new roles, a new ICT sourcing setting (see Figure 3 below) will be induced. The status

of an enterprise information management function, the role of a CIO and his team are

changing to an entrepreneurial one. Both incumbent service providers (typically consultancies,

e.g. Accenture) and also internal ICT function are adopting, or considering the role of a

services broker. The enterprise IM is provisioning services, but might also be packaging and

brokering services of other providers. The role of a cloud services broker is emerging on the

market, often adopted by providers with the capability of PaaS, entertaining both own and

other providers’ services, orchestrating services and maintaining services catalogues for the

business user.

Figure 3 The New ICT Sourcing Settings

2. The Cloud Services as an Option in Consulting

There are two phases according to the levels (see e.g.(Hirvonen & Pulkkinen, 2004; Sharp &

McDermott, 2009): for strategic consulting and for development projects at the level of

business operations and specific processes and systems. The generic outline of a consulting

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process at the exploratory, feasibility study phase, and at the development planning phase are

considered for the two major types of consulting assignments in the sections “Cloud Options at

the Level of Strategic Consulting” and “Cloud Options at the Level of Scoped Projects”,

respectively.

Roughly, the strategic consulting assignments are triggered by the long term planning

processes, and target less to tangible plans or designs but rather to evaluation of future

scenarios and business environment evolution in the technology and provisioning side.

The scoped projects are triggered by a need spotted in the business operations, requiring

some developments in the existing ICT assets of the enterprise. The project targets to plans

with possible alternatives (with their evaluation) that are ready to be considered for an

implementation or transition to using cloud services.

With the help of at least provisionary enterprise architecture drafting, it is possible to

determine the dependencies. In case the dependencies reveal broader changes needed in the

ICT assets, considerations at the strategic level may be triggered.

2.1 Cloud Options at the Level of Strategic Consulting

Strategic consulting takes a managerial, strategic viewpoint to the enterprise as a whole, and

deals with long term planning. The aim is to create or adjust strategies for the enterprise. For

this, the consultant together with senior management reviews and revises the portfolio of

businesses (as business areas, markets or market segments, areas of services). As importantly,

together with the business considerations, the portfolio of information systems and

applications used to support the business operations. Thirdly, the portfolio of technologies

these systems and applications are running on, is considered, as well as the ICT infrastructures

needed for the systems and enterprise communications.

Major steps in the strategic consulting effort are presented in the following, together with the

descriptions that will enable the analysis. If those descriptions (classified as EA descriptions, on

business, information, systems or applications and technologies in use) do not exist, at least

provisionary descriptions should be set up for the case at hand.

STRATEGIC CONSULTING ASSIGNMENT

1. What is the client’s pain point? This means finding out, which current or foreseen problem(s) trigger the query for the consulting assignment and where the next development steps and investments will be.

a. Consider with the frame of Enterprise Architecture: is it a business issue, an information related issue, a system, application or solution, or a technology issue?

b. Does it concern the whole enterprise or a (group of) domain(s) within the enterprise?

2. What part(s) of the enterprise/organization are concerned? Following the EA approach, consider the ICT value measurement: if it is a technology or an information system (application) issue, to which business area does it contribute to? (E.g. as support for a business process, or provisioning services to business “inside customer” or to real customers / other stakeholders)

a. EA: division into domains

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b. Domain information processing and existing ICT support c. Common infrastructures

3. Which processes are concerned? (Business Architecture -> processes) a. Processes map, dependencies b. Process context

4. Which systems / applications are concerned? (Systems Architecture)

a. Systems portfolio , applications map b. Systems integration map

5. Information architecture

a. What information is processed in the area of concern? b. Is there a master data repository? Is all data harmonized if in different

repositories? Does a common data model exist?

6. What services could cover the need? (SaaS, PaaS, IaaS, Integration as a Service, Database as a Service…); what are the the requirements, constraints and costs

a. Requirements for the targeted service b. Cost judgment for the deployment of the cloud service, comparison of

alternatives c. Required qualities of the targeted service; SLA terms concerning security,

availability, response time, flexibility (up/downscale) d. Further security and risk issues e.g. need for a VPN -> additional cost; Critical

data protection/backup -> cost? e. Possibility to backward data ex/import (non-proprietary formats)?

7. Delicacy of the ICT assets for the business: the information itself and information processing capacity. Loss of control and compromised governance, see sections 3.3.1 and 3.3.2

8. Based on the evaluation results, compile a roadmap to cloud adoption in areas where found feasible and beneficial, e.g. in different segments, functional areas, business processes.

2.2 Cloud Options at the Level of Scoped Projects

With a scoped project we mean efforts that aim at analyzing and designing and/or evaluating

some concrete development steps for either 1) an enterprise (developing some ICT asset or

usage in an entire large, multi-department organization) or 2) a domain with a defined scope

within an enterprise, such as business unit, or a business process. In this type of project, the

consultant studies the business operations arrangements and the ICT systems and

infrastructures supporting them. Enterprise architecture is the development context, and if EA

descriptions (business, information/data, systems and applications, technologies) are available,

they greatly support the effort. If EA or the parts of it are not described for the organization in

case, at least provisionary descriptions should be constructed for the case.

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CLOUD CONSULTING IN A SCOPED PROJECT

1. Analysis of a) Possible providers / b) Private cloud service setup (Enterprise Technology Architecture)

2. Outsourcing analysis: What solution will be needed/targeted? Business requirements? - SaaS, PaaS or IaaS level of cloud services? - Single application or a functional system (covering e.g. a resource planning system for

a business function)? - Business Process prone to automation and/or outsourcing (BPO/BPaaS)?

EA analysis for the opportunity and the constraints for cloud services use.

3. Provider selection by given criteria (as in point 6, previous section 2.1).

4. Service Level Agreement (SLA) requirements derived from the outsourcing analysis results. Control and governance issues (see 3.3.1 and 3.3.2) to be negotiated.

5. Architecture design choices? -> Designing a SOA architecture when chosen - Architecture descriptions - Interfaces and Integration architecture (to other business systems) - Security (service security and control)

i. Identity and Access Management, IAM ii. Privacy levels in the cloud service? E.g. VPN for service delivery?

iii. Backup policies, recovery policies 6. Migration analysis

- Migration plan (Given that data from existing systems is continually used, now in a cloud service). Effort estimations for

i. determining data models ii. data transformation

7. Effects on other systems, processes, services -> feed back to EA descriptions 8. Time estimates; scheduling 9. Transition planning and cost: Transition phase information processing solution? 10. Cost-benefit analysis (see the separate business case analysis)

- Capex, opex, - Holistic value - Soft values

Best practices of EA consulting and an EA consulting process are assumed. Cloud services are

seen as an option in the selection of alternatives that are analyzed for a solution to the client

problem. See also section 3.2, Client EA.

3. Assumptions and Methods

This section elaborates the evaluation practices for cloud alternatives in ICT provisioning.

Besides general good consulting practices, especially on enterprise architecture consulting

methodologies, cloud consulting efforts benefit from ICT cost evaluation methodologies, such

as COBIT.

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3.1 Cloud Service Cost/Benefit Evaluation See separate document and excel workbook by J. Alamaa

3.2 Client EA

For a cloud business case, a good starting point is if information on the enterprise architecture

(EA) of the client can be used as a project baseline. If no EA information or knowledge base is

available at the client, the cloud consulting effort will need a preparatory phase where the

essential baseline is established in collaboration with the business and ICT management

(Rhoton, 2010), (van Ommeren & van den Berg, 2011:32).

Figure 4 Managed EA supports cost reduction objectives in cloud adoption (van

Ommeren & van den Berg, 2011)

Figure 5 Managed EA supports enterprise business agility with cloud adoption (van

Ommeren & van den Berg, 2011)

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As an example, replacing a licensed software system, or some infrastructure with service

provisioned may seem lucrative. Impressive examples of business benefits are used in cloud

marketing to make a business case for a cloud service. However, as pointed out by (van

Ommeren & van den Berg, 2011), see Figures 2&3 below, both judged by the cost and by the

business agility, the whole enterprise ICT should be considered for long term benefit.

ICT project failure in general can be traced back to lack of connection of the development

targets to the actual business drivers (Rhoton, 2010). Enterprise architecture creates the links

between business opportunity and ICT planning and development by supporting collaborative

development of both business and enterprise ICT (Pulkkinen, 2008).

3.3 Control, Ownership and Security

The main decision whether to deploy a cloud service, if it is found profitable both in economic

evaluations and other business considerations, is related to the data security and other risks

that come from shift of control on equipment and software. Migrating the information and the

processing of the information, and the services deployed with some information system to be

hosted outside of own organization includes risk coming from loss of control. The control is

going to be with or shared with a cloud provider, likely involving third parties provisioning

different capacities of the cloud stack.

3.3.1 Shift of control over ICT assets

The following figure illustrates where the control is shifted in various cloud services. The risks

induced by compromising control over assets (software&data, system management) must be

considered with the business interest and the level of the risk in mind. What can be read from

the figure below is, that all data communications over Wide Area Networks (WAN) involve

some sharing of control, meaning all distributed organizations must put some of their

information at risk when transferring it over the network.

Figure 6 Control shift in cloud services (Canonico et al. 2011}

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The use of virtual private networks (VPN) mitigates the risks involved. However, Wide Area

Network (WAN) use in companies and public organizations is more and more unavoidable as

communication is moving to Internet based solutions, and services are digitized. WAN alone

means possible risk to the stored and processed data and information.

3.3.2 Governance

The EA and IM/ICT governance is affected by possible transfer of parts of the ICT services to

be contracted to cloud providers. As with the EA, also with ICT Governance the case is, if in

the client organization there are no existing practices, the cloud transformation is the last

minute to introduce such practices. An IM department with defined processes following e.g. the

ITIL model, and a current practice with SLAs is better equipped to take on cloud services than

an IM department ignorant of these issues. The following chart illustrates the shift of control in

the case of different cloud provisioning settings.

Only a co-located organization running its own infrastructure and network has all control on its

ICT assets and information. The sharing of control with a provider starts with the use of Wide

Area Network, the next level is using hosting services (IaaS), and trusting further parts of

information management to diverse providers. In public cloud, the control is on the application

provider and the services ecosystem this provider is relying on, i.e. the service user has little

or no influence on how the service is run. The analysis of cloud opportunity for a client should

include a careful analysis for the sake of clients own business, if the loss of control in the

planned setting can be allowed.

Figure 7 Governance and control of different cloud provisioning settings (Canonico,

M. 2011 et al.)

4. Business Impacts

Defining the business impact for deploying a cloud service beyond mere ICT and IM cost

savings, means on the profit side to capture the processes affected, and the value these

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processes bring in their as-is state, and potentially, as improved by deploying a cloud service

to support the processes. A cloud service may mean an up-to-date application and user

interface, enhanced functionalities and staying at the cutting edge of software development

without extra cost, since the providers constantly improve their service and old clients become

the updates at no additional cost or implementation effort: only, the next time a business user

logs in, the SaaS application has been updated or even upgraded with extra functionality. The

service clientele may influence the service development to upgrades.

Besides the ‘hard’ evaluation through business process KPIs, also ‘soft’ values as the novelty of

a service, improved visibility and easier access by customers and other stakeholders should be

considered. Even if no direct online sales (e-business) implementation is in plans, there are

many ways to impress the customers with web presence enhanced by interactive tools e.g.

with typical Web 2.0 functionalities.

Competitive edge

- What is the industry “de facto standard” in 1) online presence, customer servicing online, online collaboration and information sharing

- Example: can the company be the first to deploy a certain customer online self service? - Do best practices for online services for stakeholders already exist? Are there design

patterns for these services?

5. Sensitivity, Risks, Contingencies

Transferring information processing and data onto one service provider’s premises (hosting)

means risk taking. Such risks are known and experiences from such cases have been collected.

New risks involved with cloud are such related to the ecosystem, since service provisioning

may mean a chain of providers supplying some capacity at different levels of the cloud stack.

Further risks such as so called “noisy neighbor” or “nosy neighbor” are identified and need to

be dealt with. Another client may use a resource (e.g. virtual private databases on shared

infrastructure) in a way which harms the service availability for other clients on the same

infrastructure (e.g. lengthening access time). The nosey neighbor problem means that in spite

of virtual private technologies (e.g. virtual private database VPDB) other users would have the

opportunity to get information in an unwanted way.

The risks should be an issue in negotiating the cloud service contracts, the provider should be

able to present credible solutions how such problems are avoided in their environment

6. Conclusions

Conclusions case-by-case according to analysis results

The conclusions are based on the results of the evaluation of alternatives, taking a perspective

of one to three years of runtime for investments into project, software and equipment as well

as HR for the deployment of a solution / system or infrastructure elements.

7. Recommendations

The recommendations are based e.g. on the

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- Analysis of the client current situation, the analysis of the business as-is and to-be situation, i.e. the outlook with the deployment of the solicited strategic choices

- Analysis of the cloud service offering on the market - Cost/benefit analysis outcome for the to-be deployed services, comparison to on-

premise solutions - Analysis of the client business environment, including technology/solution

deployment at the competition, business environment aspects of existing and future technologies and opportunities, possible competitive edge through adoption of new

- Analysis of the current enterprise architecture and the developments needed with the cloud service to reach a target state

REFERENCES

Canonico, M. and Radhakrishnan, A.R. Introduction to Cloud Computing by Cloud Computing

Use Case Discussion Group. https://groups.google.com/group/cloud-computing-use-cases

Hirvonen, A., & Pulkkinen, M. (2004). A practical approach to EA planning and development:

The EA management grid. Business Information Systems - BIS, Poznan, Poland.

Khasnabish, B., Chu, J., Ma, S., Meng, Y., So, N., & Unbehagen, P. (2010). Cloud reference

framework. draft-khasnabish-cloud-reference-framework-00 IETF. Retrieved from

http://datatracker.ietf.org/doc/draft-khasnabish-cloud-reference-framework/ (THE FRAMEWORK FIGURE

IN APPENDIX OF THIS DOCUMENT)

NIST. (2011). Cloud architecture reference models: Survey. CCRATWG 004 v2 (draft jan. 25.

2011). http://collaborate.nist.gov/twiki-cloud-

computing/pub/CloudComputing/Meeting4AReferenceArchtecture013111/NIST_CCRATWG

_004v2_ExistentReferenceModels_01182011.pdf

Pulkkinen, M. (2008). Enterprise architecture as a collaboration tool. discursive process for

enterprise architecture management, planning and development.

Rhoton, J. (2010). Cloud computing explained. US, UK: Recursive Press.

https://groups.google.com/group/cloud-computing-use-cases

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Sharp, A., & McDermott, P. (2009). Workflow modeling. tools for process improvement and

application development (2nd ed.). Boston, London: Artech House.

van Ommeren, E., & van den Berg, M. (2011). Seize the cloud. A manager's guide to success

with cloud computing IBM and Sogeti.


APPENDIX 1 Cloud Reference Framework

Khasnabish, B.: IETF standard internet draft 12/2010

http://tools.ietf.org/html/draft-khasnabish-cloud-reference-framework-00 +------------------------------+ +-----------------+

| Cloud Portal | | |

| (Public & Private) | | |

+------------------------------+ | |

| | |

| | |

+----------------------------------------------------------------------+ | |

| Application/Service Layer | | Cloud |

| +-----------+ +------+ +-------------------------------------------+ | | Management |

| | | | | | SaaS(Applications) | | | |

| | | | | | +----------------+ +--------------------+ | | | |

| | | | | | | BusinessApps | | ConsumerApps | | | | |

| | | | | | |(Mobile payment)| |(Mobile Data backup)| | | | |

| | +-------+ | | | | +----------------+ +--------------------+ | | | |

| | |Desktop| | | | | +------------+ +--------------------+ | | | |

| | +-------+ | | | | |NetworkApps | | CommunicationApps | | | | |

| | | | | | |(Hosted PBX)| |(VoIP,Video Service)| | | | +-------------+ |

| | | | | | +------------+ +--------------------+ | | | |Configuration| |

| | | | | +-------------------------------------------+ | | | Management | |

| | | | +---------------------------------------------+ | | +-------------+ |

| | +-------+ | | PaaS(Software Environment) | | | |

| | |Server | | | +-----------+ +-----------+ | |<-->| +-------------+ |

| | +-------+ | | |Development| |Test | | | | | Registry & | |

| | | | |Environment| |Environment| | | | | Repository | |

| | | | +-----------+ +-----------+ | | | +-------------+ |

| | | +----------------------------------------------------+ | | |

| | +------------------------------------------------------+ | | +-------------+ |

| | IaaS(Infrastructure) +----------+ +--------+ | | | | Audit & | |

| | | Database | |Security| | | | | Logging | |

| | +----------+ +--------+ | | | +-------------+ |

| | +----------+ +--------+ | | | |

| | |MiddleWare| | VLAN | | | | +-------------+ |

| | +----------+ +--------+ | | | | SLA | |

| +------------------------------------------------------------------+ | | +-------------+ |

+----------------------------------------------------------------------+ | |

| | | | +-------------+ |

| | | | | Security | |

+----------------------------------------------------------------------+ | +-------------+ |

| Resource Control Layer | | |

| +---------+ +--------------+ +--------+ +------------+ +-----------+ | | |

| |Resource | |Resource | |Resource| |Resource | |Inter-Cloud| | | |

| |Admission| |Authentication| |Schedule| |Availability| |Resource | |<-->| |

| |Control | |&Authorization| |Control | |Control | |Control | | | |

| | | |Control | | | | | | | | | |

| +---------+ +--------------+ +--------+ +------------+ +-----------+ | | |

+----------------------------------------------------------------------+ | |

| | | | |

| | | | |

+----------------------------------------------------------------------+ | |

| Resource Abstract&Virtualization Layer | | |

| +------------------------------------------------------------------+ | | |

| | Virtualized Resource | | | |

| | +---------+ +--------+ +------+ +-----------------+ +------+ | | | |

| | | V- | | V- | | V- | | V- | | VPN | | | | |

| | |Computing| |Storage | |Switch| |Network Interface| +------+ | | | |

| | +---------+ +--------+ +------+ +-----------------+ | | | |

| | +---------+ +--------+ +------+ +-----------------+ | | | |

| | | V- | | V- | | V- | | V- | +------+ | | | |

| | |Database | |FireWall| |Router| | Network Link | |Other | | | | |

| | +---------+ +--------+ +------+ +-----------------+ +------+ | | | |

| +------------------------------------------------------------------+ |<-->| |

|----------------------------------------------------------------------| | |

| +----+ +----+ +----+ +----+ +----+ | | |

| | VM | | VM | | VM | | VM | | VM | | | |

| +------------------------------------------------------------------+ | | |

| | Hypervisor | | | |

| +------------------------------------------------------------------+ | | |

+----------------------------------------------------------------------+ | |

http://tools.ietf.org/html/draft-khasnabish-cloud-reference-framework-00


| | | | |

| | | | |

+----------------------------------------------------------------------+ | |

| Physical Resource Layer | | |

| +----------+ +-------------+ +-------------------------------------+ | | |

| | SERVER | | STORAGE | | NETWORK | |<-->| |

| | +------+ | | +---------+ | | +------+ +--------+ +------+ | | | |

| | | CPU | | | |Hard Disk| | | |Router| |FireWall| |Switch| | | | |

| | +------+ | | +---------+ | | +------+ +--------+ +------+ | | | |

| | +------+ | | | | +-----------------+ +------------+ | | | |

| | |MEMORY| | | | | |Network Interface| |Network Link| | | | |

| | +------+ | | | | +-----------------+ +------------+ | | | |

| +----------+ +-------------+ +-------------------------------------+ | | |

+----------------------------------------------------------------------+ +-----------------+

APPENDIX 2: Cloud Computing Use Case Discussion Group: a taxonomy for cloud computing (GoogleGroups.com)

Cloud Software Program Developing the Cloud Business Case ...users.jyu.fi/~mieijala/Tietohallinnon...

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Transcript of Cloud Software Program Developing the Cloud Business Case ...users.jyu.fi/~mieijala/Tietohallinnon...