Transforming IT Infrastructure to Become the "Provider of Choice" for Your Campus (254606164)
Transcript of Transforming IT Infrastructure to Become the "Provider of Choice" for Your Campus (254606164)
8/9/2019 Transforming IT Infrastructure to Become the "Provider of Choice" for Your Campus (254606164)
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Adam FinlaysonJanuary 2015
Title
IT Transformation
Strategy
Stan Waddell, PhDJanuary 2015
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Session Overview• In this session, we will discuss aspects of IT
transformation that enable a robust, nimble, and
customer-centric IT infrastructure. Topics will include
enabling the business, reducing IT-related costs, andincreasing IT operational efficiencies by growing the
adoption of centralized services and increased
campus partnerships. These goals boil down to
becoming the "service broker of choice" for both on-and off-premises infrastructure services and reaping
the benefits of enhanced centralization.
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Session Outcomes
• Discuss strategies to achieve the goal of
becoming the broker of choice
• Define ways to renovate the IT core and
standardize processes
• Describe possibilities to consolidate
operational areas
• Discuss ways to reinvest in additional
technologies
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Chapel Hill Central ITS Goals
• Exceed expectations for service delivery
• Become the service provider of choice
– Offer our services in a way that customers havecome to expect
– Service ordering, fulfillment, and billing wrapped
up in neat (easy-to-understand) packages
– Competitive value with acceptable charge rates
for departmental use
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Excellence, Product Leadership or Customer
Intimacy?• Setting a strategic priority in order to
complete – Walmart and Marriott are examples of companies that focus on
operational excellence – Companies like Apple, Sony, and Microsoft focus on product
leadership
– Marriott and AAA are companies that focuses on customer intimacy
• My IT organization chooses to compete based on
operational excellence
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Northwestern University
Weinberg College IT Goals
• Primary broker/provider of IT services and
support to College
• Serve as consultant, facilitator, and advocate
for service delivery
• Enable outcomes that offer high impact to
teaching and research
• Core values: agility, accountability, curiosity,
discernment, transparency
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STANDARDIZERENOVATE
REINVEST
IT TRANSFORMATION
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Strategies for achieving Transformation
Entice adoption of centralized services based on
operational excellence1 all while enhancing customer
intimacy and service delivery expectations1. Renovation of the IT core,
2. standardizing processes and consolidating
operational areas,
3. and reinvesting in additional technologies that will
also increase the efficiency of IT operations.
1. Discipline of Market Leaders by Michael Treacy and Fred Wiersema
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Renovating the Core
• Completing Network Lifecycle
• Establishing Campus Wide Wireless Coverage
• Creating I&O Capital Lifecycles w/budget
• Creating Standardization
• Building in security processes
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Standardization
• Adopting a single platform for server delivery
using technologies like VMWare and CISCO
Unified Computing Systems
• Having Greater adoption of service
management best practices
• Realigning like operations for gains in
efficiency and process standardization
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Reinvesting
• New technologies and implementations
• Integrated Compute and Storage (UCS)
•
Server Catalogues• Service Portals
• Remote Access Points
• Cloud Technologies• Identity Management
• Mobile Technologies
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Deploying Cloud vs on-prem services
• Services in the Cloud
• Completing Voice over IP
•
Starting Office 365• Expanding the use of virtualization
– Virtual Desktop Infrastructure
–Server Virtualization
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Potential BenefitsThe University could benefit from:
Increased security
Better technical staff efficiency
Reductions in departmental computer room squarefootage
Deeper collective purchasing discounts
Decreased complexity
Reduced power and cooling costs
Hardware, software, and labor cost savings
Utilization of professionally managed data centers
Departmental focus on local service yielding better campus
technology experiences
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Considerations for Consuming Central Services
• Does this service solve my complete problem?
– Does it support my hardware, operating systems?
• Is the solution the right size?
– Will I be paying for more than I need?
• Do I have have adequate control?
– Or can I rely on quick turnaround from central?
• Distributed units need to be educated about
hidden costs and opportunity costs 15
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Discussion Question and workgroup
exercise• What would entice you to migrate your
servers to a central offering
• What would keep you from migrating to a
central offering
• Audience Count are you currently centrally
hosting – Between 80% and 100% of your servers
– Less than 80% but more than 50%
– Less than 50 %
–
0% 16
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Opportunity Detail
OPPORTUNITY A
20% migration of non-
ITS departmental
PHYSICALservers
to ITS as virtual servers.
407 servers
OPPORTUNITY B
20% migration of non-
ITS departmental
VIRTUALservers
to ITS as
virtual servers.
407 servers
OPPORTUNITY(A+B)
Enhanced
20% migration of non-
ITS departmental
ALL servers to ITS asvirtual servers, with
increased efficiency
in ITS server/host
environment from 25:1
to 40:1.
815 servers
OPPORTUNITY C
ITS-managed VIRTUAL
servers
increasing efficiency
of server/host
environment
ratio from
25:1 to 40:1.
696 servers
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Total Cost of OwnershipCost (presuming 4 year life cycle)
• Annual cost of low-end physical server $791 HW, $2752 Total
• Annual cost of virtual server @ 25:1 server/host ratio $530 HW, $1511 Total
• Annual cost of virtual server @ 40:1 server/host ratio $375 HW, $1356 Total
• Annual ITS virtual physical server hosting 25 $13,261 HW, $15992 Total
epartmenta
Physical
@ 25 server/host @ 40 server/host
Annual Hardware cost (4 yr life) 228$ 110$ 69$
Power / Cooling 513$ 62$ 38$
Software VMWare -$ 59$ 37$
Cost of Storage / Backup 50$ 300$ 188$
Other -$ -$ -$
Total Hardware Cost 791$ 530$ 332$
add GB @ $7K per 256 GB to support 40:1 environment 44$
Total Hardware Cost with add'l memory 791$ 530$ 375$
Estimated System Administration Charges 1,667$ 833$ 833$
Estimated Space Charges 295$ 147$ 147$
Total Hardware Cost including System Admin and Space 2,752$ 1,511$ 1,356$
Physical: HP ProLiant ML310e, 1 proc, 1 year 24x7 sup, 1 hard drive, 8 GB ram
ITS Virtual: HP DL380P High end server, 2 proc, 3 yr 24x7 sup, 2 hard drives, 256 GB ram
ITS Virtual Server
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Savings Summary
OPPORTUNITY A
20% migration of non-ITS
departmental PHYSICALservers to ITS as
virtual servers.
$445k annual savings
($106k hardware), 407
servers.
$60k Space savings for 3,000ft2.
$505k total annual
savings.
OPPORTUNITY B
20% migration of non-ITS
departmental VIRTUALservers to ITS as virtual
servers.
$339k annual savings
($0K hardware), 407 servers.
$60k Space savings for 3,000
ft2.
$399k total annual
savings.
OPPORTUNITY(A+B)’
20% migration of non-ITS
departmental ALL servers toITS as virtual servers, with
increased efficiency of
server/host ratio.
$911k annual savings
($232k hardware), 815
servers.
$120k Space savings for6,000 ft2.
$1,031k total annual
savings.
OPPORTUNITY C
ITS-operated VIRTUAL
Servers increasing efficiencyof server/host ratio.
$108k annual savings k
($108k hardware), 692
servers.
$0k Space savings for 0 ft2.
$108k total annual
savings.
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Discussion Question and workgroup
exercise• What other costs have we not considered
• Pick 3 and rank them 1 through 3
•Are your costs? – Higher
– Roughly the same
–
Lower
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Distributed Datacenters
• Might save money for the distributed unit
•
Increases risk to the unit and university – Physical security
– Compliance
– Flood; fire; disruption to electric, cooling
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Some Actions taken thus far•
Consolidated IT infrastructure Operations withFinance and Administration
• Developed Enhanced infrastructure support
model with Nursing• Consolidated ITS Virtual Server operations
Consolidation some commodity services with
Research Computing• Consolidated OS management within I&O
• MS Office 365 Cloud migration planning
• Deployment of Platform as a Service hosting
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Further steps to take
• Complete Inventory
• Standardize where possible
•
Consolidate Like Operations• ACTUALLY replace superseded/deprecated
services
•
Expand Automation/Orchestration Capabilities• Expand upon the service desk concept
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Executive Support Items
• Directive, suggestion , or enticements to
support the initiative
• Communication of strategy to support shared
services
• Additional funding to reduce barriers to entry
and ramp up costs
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Shared Services
• Are the new rage in higher education
• Some possible offerings might include
– Backup management
– Disaster recovering
– Desktop management, remote administration
– Virtual desktops
– Helpdesk and tier one support
– File sharing and collaboration
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What is the value proposition of distributed IT?
• Closer to the client
• Understands their unique needs
• NOT replicating central services
What are distributed IT units doing that can be
done centrally?• New services
• Improvement of services to fit existing needs34
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Discussion Question and workgroup
exercise• What are some possible IT shared services
options that would be beneficial
•
Pick 3 and rank them 1 through 3
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Questions
• Thank you for your time!
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