1.A Collaborative Approachto Cloud Computing#E12_PS002 http://bit.ly/RgEROJTimothy Carroll Joe SargentAssistant VP, Information TechnologyExecutive Director / CIORoane State Community College Walters State Community CollegeThomas S. Danford Emily SicienskyChief Information Officer Associate VP for Information TechnologyTennessee Board of RegentsColumbia State Community CollegeNovember 7th, 2012 (1:30 2:30 PM)

2. Poster Session Topics What is a Collaborative Cloud Project? Overview Timeline, Including RFI Process Pros & Cons Costing Tangibles/Intangibles Lessons Learned 3. What is a Collaborative Cloud Project?When two or more schoolspool their resources toshare common hardwareand software in a hostedenvironment utilizingvirtualization and clusteringtechnologies. 4. Institutions in the Collaborative Cloud The Initial Six Organizations New Additions Cleveland State Community College Dyersburg State Community College Columbia State Community CollegeWalters State Community College Jackson State Community College Motlow State Community CollegeFuture Additions Roane State Community College 1 2 Universities TBR Central OfficeAdditional Community Colleges 5. Cloud Computing Roadmap Items Objective: Provide for an orderly migration to a cloud computing environment Opportunity & Concerns Current State Analysis Business Case & Roadmap Identification Activities Activities Activities IT management interviews and surveys Identify key opportunities and benefits Define key initiatives to achieve desired Stakeholder interviews and surveys Establish Executive Dashboard Vision and future state capabilities IT architecture analysispriorities Finalize statement of work and project plan IT budget analysis Develop initiative write-ups including: Identify interdependencies and required Project principles & desired outcomes implementation sequencing IT staffing analysis Roles and expectations Prepare project budget Review existing audit and risk analysis reportsand documentation Budgeting and resource allocations Negotiate service level expectations Cloud/hosting vendor capabilities research Document overall changes to process, Develop a talent management programtechnology and data Present consolidated roadmap, metrics design Deliverables Finalize framework for governance andand related definitions to executive leadership Current State assessment (gap analysis andrelated initiativesprocess capability)Deliverables Interview key findings and observationsDeliverables Statement of Work (SOW) Project Plan/Work Future State Capability Vision Breakdown Structured (WBS) Rough Order of Magnitude (ROM) Estimate Principles of Implementation Detailed Budget Governance Structure Service Level Agreement (SLA) & Dashboards Budgetary Proposal Job descriptions and staff development plans Contract with terms & conditions 6. Pre-Implementation Timeline 7. Implementation Timeline 8. Example Go-Live: RSCC Tuesday 7/10/12 AM 150 students processed in 4:30 PM New Student MondayOrientation Monday 7/9/12 -7/9/12 Resolved OIROpenedBanner leftBanner and Firewall (PAT*)open overRaiderNet issues Friday weekend for(Luminis) for* Port Address Translation 7/6/12 fromSuper User all users 8-12 am LabTesting Opened forThursday Walk-in Week of 7/9 ResolvedNoon communicatSingle Sign-on, Banner7/5/12 Channels Issues and Week ions testing of 7/16 resolvedSystemScholarship applicationsDown Planning 2009-2012 9. PROs Campus Perspective IT staff can be repurposed to more valueadd job functions Better computing infrastructure w/o largecapital expenditures Pooling resources results in lower overallcosts (15-30%) Standardization across application suite A more robust disaster recovery (DR)strategy 10. PROs (continued) Less complex IT audits Enhanced security within Banner Lower licensing costs forOS, DBMS, compilers, etc. On-sight support with proactivemonitoring 11. PROs Shared Environment Standardization of system equipment Scheduled maintenance & 24x7 staffsupport Standardized system processes Force multiplier doing more with less forthe campuses Enables staff to specialize 12. CONs Campus Perspective Perceived loss of control of system/data Perceived concerns for long-termemployment The unknown will hosting work with 3rdparty applications Campus may have to alter processes to fitinto hosted environment Scheduled downtimes for maintenance 13. CONs Shared Environment Additional security concerns Outages will effect more than one campus Internal changes with developmentpractices Complex infrastructure configurations 14. Objectives of the Cost Analysis Determine the current operational andadministrative costs (establish a baseline) Determine if moving from an on site modelto a hosted model would be cost effective(affordable) Decide if any tangible and intangiblebenefits would be worth any increase inincremental costs (value add) 15. Analysis Summary Baseline costs for the five pilot institutions Existing Hardware - $1.62M invested (upgradereplacement costs projected at $1.49M one time) Existing Administrative Costs - $2.68M no savingsanticipated in this area Cost Benefit Analysis four years Estimated hosting services - $2.072M Estimated operational costs - $167K Estimated net savings - $167K ROI - $167K 16. Predicted Results of Analysis Cost Effective initially break-even or just overcurrent costs drops as others join Gains (Tangible and Intangible) added value thatcould not be duplicated on campus Hardware configuration robust enough to addadditional institutions for added cost savings Sparked interest from other institutions who willjoin later Will explore more advanced technology as itcomes on line to further reduce costs in the future 17. Actual Results Has cost slightly more than initially thought dueto steep learning curve of OIR and TBR Increased performance due to virtualizedservers and RAC database Have added two additional institutions to theoriginal five, with two more in the queuewithout having to add hardware; memory only Expect costs to go down when all schools areoperational The following slides show the details ofthe baseline and cost benefit model. 18. Breakeven Analysis BreakevenCampus Costs (5 institutions) Hosting Costs 12 3 4 5 6 7 8 Number of Institutions 19. Baseline Costs - HardwareExisting Administrative HardwareParticipant Totals Sun Replacement Cost for all five Community Colleges1. Administrative Computing Platform(s) A. Production$339,930 B. Development$99,047 C. Test$177,533 D. Other (e.g. Training)$15,0002. ODS/EDW (Data Warehousing) Computing Platform(s)/Workflow$0 A. Production$100,305 B. Development $0 C. Test $40,021is$1.49 million D. Other (e.g. Training) $03. Luminis (Portal) Computing Platform(s) $0 A. Production $65,566 B. Development$20,767 C. Test$9,799 D. Other (e.g. Training) $04. Administrative Computing Disk Storage (SAN)$360,9995. Dedicated Communications & Security Equipment (Firewalls, Switches, Routers, etc.) $131,7116. Other sunk costs related to administrative purposes (UPS, etc.) $83,9917. Workflow Server $20,0008. Eprint server$2,5009. Backup system and software$55,000Tape Library Replacement$010. Disaster Recovery $100,000Total $1,622,169 20. Baseline Costs AdministrativeBudgeted Recurring Administrative CostsParticipant Totals1. Total IT Personnel Costs for Administrative ComputingA. Network and Network Security Support $44,709B. Solaris/Linux/Hardware Support $79,768C. Database Administration (DBA) $375,068D. Banner Application (programmers, analysts, etc.)$448,275E. ODS/EDW (Data Warehousing) $49,044F. LuminisWeb (Portal) $104,139G. Other Applications (TouchNet, Housing, etc.)$257,606H. Helpline and User Support $130,607F. Application(s) Training $9,700F. Administration and Planning $142,1782. Contractual and Consulting (Strata Info Group, SunGard HE, etc.) $90,0003. Hardware Maintenance and other Costs$140,5404. Software - Purchases/licenses, Maintenance (Compilers, TOAD, Linux, etc.) $799,3665. Professional Development and Training$17,350Total$2,688,350 21. Cost Benefit Model Option 2 (Hosting - Linux - Oracle RAC -0 FTE) Organizations Operational Costs per Option FYFY FY FY 2010-11 2011-122012-132013-14 TOTAL1. Staffing Costs (Operational Costs) $0 $0 $0 $0$0 i. Full-time IT Staff (Salaries & Benefits)$0 $0 $0 $0$0 ii. # of Full-time IT Staff Required 0.00 0.00 0.00 0.000.00 iii. Other Full-time Staff (Salaries - for FT staff from depts other than IT)$0 $0 $0 $0$0 iv. # of Other Full-time Staff Required0.00 0.00 0.00 0.000.00 v. Contract Staff (Costs - PT or contract staff) $0 $0 $0 $0$0 vi. # of Contractors Required0.00 0.00 0.00 0.000.002. Third-party Costs (Operational Costs)$517,460$517,460 $427,860 $427,860 $1,890,639 i. Vendor/External Consultant Services $0 $0 $0 $0 $0 ii. Maintenance & Support Services($160,540) ($160,540) ($160,540) ($160,540) ($642,161) iii. Hosting Services $518,000 $518,000 $518,000 $518,000 $2,072,000 iv. Telecommunications Services $0 $0 $0 $0 $0 v. Other Oracle RAC license $160,000 $160,000$70,400$70,400 $460,8003. Infrastructure Costs (Operational Costs)($1,723,011) $0 $0 $0 ($1,723,011) i. Data Center$0 $0 $0 $0 $0ii. Hardware(1,723,011) $0 $0 $0 ($1,723,011) iii. Software $0 $0 $0 $0 $0 iv. OtherSpecify$0 $0 $0 $0 $04. Miscellaneous Costs (Operational Costs) $0 $0 $0 $0 $0 i. Training $0 $0 $0 $0 $0ii. Travel $0 $0 $0 $0 $0 iii. Supplies $0 $0 $0 $0 $0 iv. OtherSpecify$0 $0 $0 $0 $0Subtotal of Operational Costs($1,205,552) $517,460 $427,860 $427,860 $167,628 22. Cost Benefit (continued) Cost/Benefit and Return on Investment Analysis Summary Report for Option 2 (Hosting - Linux - Oracle RAC - 0 FTE) 1 234FYFY FY FY2010-11 2011-122012-132013-14 TOTALCapital Cost 3.00% 3.00%3.00%3.00%Cost Benefit AnalysisNet savings for implementing this (a)$1,205,552($517,460) ($427,860) ($427,860)($167,628)option (b)Total Project Cost for this option $0 $0 $0$0$0 (c)Year to Year Staffing Change 31.3031.3031.30 31.30Return on Investment Analysis (d) Return on Investment (a) - (b) $1,205,552($517,460) ($427,860) ($427,860)($167,628) (f) Breakeven Fiscal Year NO PAYBACKThis is the year in which the projects investment costs are recovered NPV accounts for the time value of money. It is more appropriate for long (g) Net Present Value (NPV)($125,325) projects 23. Types of Value Value Add Bundling or packaging features andbenefits that leads to greater customer acceptance inorder to create a competitive advantage Market Value Estimated (highest) price that aproduct or service will sell for in a competitive market Perceived Value Customers opinion of aproducts value to him or her Latent Value Potential but not presently evident orrealized (i.e. obvious or explicit)Collaborative hosting narrows the margin in both the market value,and the value being perceived 24. Tangible & Intangible Benefits Categories of Tangible Benefits Physical Plant Infrastructure Service Levels (staff multipliers) Categories of Intangible Benefits Consternation Leadership & Internal Clients External Factors (audit, press, etc.) Opportunity LostThings which matter most must never be at the mercy of things whichmatter least Goethe 25. Tangibles/IntangiblesPhysical Plant Perceived Value Intruder Secruity (Guards, Locks, Cameras, etc.) (State Audit concern)10,000 HVAC & Environmental Controls (Closed system, Redundant, Excess capacity) 25,000 Power (N+1 Redundant, 2 circuits, Independent path, PDU, UPS/Battery) 20,000 Diesel Generator (Redundant, 5 days operation w/o refueling)25,000 F-4 Tornado Rated Facility, Not on a floodplain 10,000 Fire Detection & Suppression (State Audit concern)10,000 Bandwidth & Connectivity (Multiple providers, Independent path) 10,000Infrastructure Offsite Data Replication (Disaster recovery/Business Continuity)10,000 Network Management (Firewalls, Load balancing)10,000 Server Failover 10,000 Enterprise SAN with commodity disk space (fiber vs. SATA) 10,000 Enterprise Backups (Disk 2 Disk 2 Tape, 30 day onsite disk recovery, Deduplication)9,180 4 Year Hardware Refresh1,000 System and Security Monitoring Appliances & Software (HP OpenView, Security)10,000Service Levels (Represents Increases in Staff Capability Presently Unavailable) Deep bench of Technicians (Networking, Server Admin, DBA) 10,000 Network/Servers/Databases monitored 24 X 710,000 Patches and upgrades are managed (State Audit concern) 5,000 Strict Change Control Policy is enforced (State Audit concern) 5,000 Help Desk is available 24 X 7 45,000 Disaster Recovery Plan and Testing (State Audit concern)10,000 Full-time Security Officer & Staff of 3070,000TOTAL PERCEIVED VALUE:$325,180 26. Tennessee South Service CenterIn an ever changingworld, IT disasterrecovery has becomea vital part of every ITdirectors duties.Planning for naturaldisaster or theunthinkable man-made disaster hasbecome increasinglycritical for the smooth Photography by Brian Robbinsoperation of state andlocal government. 27. StructureIn the wake of manyrecent natural andmanmade disasterssuch as 9/11, safetyand security of datasystems has become atop priority. The Stateof Tennessees DataCenter South waspurpose built toinclude thesestructural features:Designed to withstandF3 tornadoes andPhotography by Brian Robbinsmoderate earthquakesand provide physicalbarriers such as aperimeter fence. 28. SecurityIn addition tostructuralconsiderations,the State ofTennessees DataCenter South waspurpose built toinclude thesesecurity features:Card access andiris scanners, 24 xPhotography by Brian Robbins7 x 365 monitoredvideo surveillanceand on-sitesecurity officers. 29. InfrastructureData Center Southprovides a separatecaged area withlockable 7-ft servercabinets. The cablingplant consists of a 3-tiered, overheadcable tray system,providing both fiberand copper cabling.Cabinets arepreconfigured with A-side and B-sidenetwork and power to Photography by Brian Robbinsprovide maximumflexibility andeliminate any singlepoints of failure. 30. Cooling and Equipment YardData Center Southprovides highavailability at Tier-IIIlevels and ismaintainable whileoperating, withoutrequiring maintenancewindows to repair,replace or maintain thecritical mechanical andelectrical systems. Thepower and coolingsystems are designedPhotography by Brian Robbinsto support high densitycomputing with 2N andN+1 redundancyfeatures. 31. Command CenterLeveraging theStates relationshipwith AT&T, thecenter provides fastand reliable accessto either theInternet or theStates NetTNnetwork. Fiberentering thebuilding fromdiverse locations Photography by Brian Robbinsensures highavailability andgreaterredundancy. 32. NetTN Tennessees Private Network Performance - Application Performance Management forcritical applications and real-time applications. End-to-endperformance management for network components, transportand applications. Agility - Transport and Access flexibility from Managed InternetService to Private Line DSL Copper, Ethernet or Fiber. Remote Accessoptions, e.g. broadband. Security - IP Security Services from Premise Firewall to WebSecurity, Network-Based Firewall and Intrusion Detection/Prevention. Control - Customized view into managed infrastructure, includingservice ticket management, reporting, billing, and more. 33. MobileWorker Internet3G/4G/LTE WiFi Tennessee South Core Network Strategy Service Center Redundant Core Routers Redundant 10Gbps links Redundant Firewall & IPSJohnson Geo failover of Security & IPAM & DNS City ServicesNashvilleAVPN servicesAVPN Redundant Internet EgressVideo ServicesKnoxville DSL Memphis Remote Dial viaLocationFuture ServicesANIRAChattanoogaMobileWorker Hosted Hosted Campus Campus Performance AgilitySecurityControl 34. Lessons Learned (Pre-Implementation) What Worked Well Project lead was not an IT person Project lead was from a campus not the system(TBR) office Executive committee consisted of campuspresidents Recommendations Definition of full project scope at the start Campus & hosting technical staff work togetherearly on in the project 35. Lessons Learned (Post Implementation) Cultural differences between highereducation and hosting (e.g. bureaucratic) Expectations differ between highereducation and hosting (e.g. access) Project success leads to scope creep Multi-campus environments can beimplemented easier and more consistently Importance of change management isamplified 36. Thank-you for Stopping By Timothy CarrollThomas S. DanfordAssistant VP, Information Technology Chief Information OfficerRoane State Community CollegeTennessee Board of Regentscarrolltd@roanestate.edu tdanford@tbr.eduJoe SargentEmily SicienskyExecutive Director / CIO Associate VP for Information TechnologyWalters State Community CollegeColumbia State Community Collegejoe.sargent@ws.edu esiciensky@columbiastate.edu