Dave Shepherd – InFocus Blog | Dell EMC Services https://infocus.dellemc.com DELL EMC Global Services Blog Wed, 21 Feb 2018 14:18:07 +0000 en-US hourly 1 https://wordpress.org/?v=4.9.2 Dell EMC Services Podcasts Dave Shepherd – InFocus Blog | Dell EMC Services clean episodic Dave Shepherd – InFocus Blog | Dell EMC Services casey.may@emc.com casey.may@emc.com (Dave Shepherd – InFocus Blog | Dell EMC Services) Dell EMC Services Podcasts Dave Shepherd – InFocus Blog | Dell EMC Services /wp-content/plugins/powerpress/rss_default.jpg https://infocus.dellemc.com Perfectly Placed for a Federation Transformation – Analyze & Deliver https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-analyze-deliver/ https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-analyze-deliver/#respond Mon, 04 Apr 2016 10:00:26 +0000 http://dev-infocus.ovrdrv.com/?p=26356 My previous posts in this series have introduced the concept and driving forces behind a large scale IT Transformation. I discussed introducing a centralized ‘fact based’ repository that captures business demand and aligns to IT supply. This post will discuss how we can do that with a proven, programmatic framework and underlying methodology to help you […]

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My previous posts in this series have introduced the concept and driving forces behind a large scale IT Transformation. I discussed introducing a centralized ‘fact based’ repository that captures business demand and aligns to IT supply.

This post will discuss how we can do that with a proven, programmatic framework and underlying methodology to help you start to deliver cost savings, increase value and improve overall agility for your business.

Our approach emphasizes the need to align business demand with IT supply creating a business-aligned infrastructure.

To achieve this we have developed a robust framework and complimentary methodology that in our view meets this core tenant of IT transformation and delivers a high Quality of Experience to the business users.

By understanding the key business drivers their related Key Performance Indicators, Workload Quality Profiles and ultimately their supporting Application and Infrastructure Characteristics we are able to bring fact based recommendations for transformation to your business.

Our advanced pattern classification model allows us to deliver a repeatable, reliable and ultimately extremely efficient approach to application and infrastructure transformation.

When you couple this hard analysis with a detailed operating model review that can enable Continuous Integration, Continuous Deployment and (if you’re brave enough) Continuous Delivery across the entirety of your as-a-Service offerings you can clearly define your future mode of operation (FMO).

Proven across all scales of customers and across multiple verticals we have successfully enabled and delivered large-scale transformation programs that deliver reduced costs, increased productivity and improved reliability.

The CIO conundrum can be solved – you just need to think differently, embrace change and trust the industry experts in technology transformation.

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Perfectly Placed for a Federation Transformation – Abstract & Understand https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-abstract-understand/ https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-abstract-understand/#respond Mon, 21 Mar 2016 10:00:13 +0000 http://dev-infocus.ovrdrv.com/?p=26354 My last 2 posts in this subject have centered on how the CIO has a plethora of competing forces and factors influencing their decisions and how we can help to stem some of this by looking to break the enterprise down into smaller sub-sets determined by unique business units. Even still attempting to comprehend potentially […]

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My last 2 posts in this subject have centered on how the CIO has a plethora of competing forces and factors influencing their decisions and how we can help to stem some of this by looking to break the enterprise down into smaller sub-sets determined by unique business units.

Even still attempting to comprehend potentially hundreds or even thousands of applications, there functional purpose, inter-linked processes and the impact of change on the people defining, developing and supporting them is no easy task.

To enact real change and deliver a vision or strategy for that change requires the ability to understand or know enough whilst not being bogged down by the detail.

You need to understand how much of your IT estate is viable for the future mode of operation without remediation, how much should be demised either through not being core or strategic to the business or through aged IT that is no longer fit for purpose. Finally you need to know which applications are strategic and would benefit from re-investment providing cloud native capabilities delivering high-value outcomes to your business.

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Knowing this at a high-level allows you to build a vision of the future for your enterprise. You and others can begin to visualize change – a key contributor to success. You can begin to build financial models that release costs after successful transformation of demised, re-platformed or modernized applications. You will have a grasp of the size/shape and effort required to deliver the transformed services, allowing for operating models to be built and populated as you transform.

This abstracted view allows you to understand the complexity of transformation without being hindered by detail. Yes, there will always be surprises – applications that are more complex than first thought, cross-functional dependencies, license restrictions and geographical nuances. But wouldn’t they have been there anyway? And if you are transforming 1000’s of applications and services these surprises will always be the exception to the rule.

You will however now have a clear strategic view of your enterprise application portfolio that will allow you to execute on a future state vision underpinned by fact. Not a bad place to be.

In my next post I will discuss how we can analyze and finally deliver a transformed enterprise that will help you finally deliver your primary objectives of reducing cost, increasing value and improving agility.

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Perfectly Placed for a Federation Transformation – Divide & Conquer https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-divide-conquer/ https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-federation-transformation-divide-conquer/#respond Wed, 16 Mar 2016 12:00:58 +0000 http://dev-infocus.ovrdrv.com/?p=26352 In my last post I discussed how the CIO has multiple influencing factors / forces to compete with in their daily lives and how remaining focused on the core objectives of reducing cost, increasing value and improving agility is key to delivering success. In this post I will discuss the concept of transforming a large […]

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In my last post I discussed how the CIO has multiple influencing factors / forces to compete with in their daily lives and how remaining focused on the core objectives of reducing cost, increasing value and improving agility is key to delivering success.

In this post I will discuss the concept of transforming a large legacy IT estate that supports multiple business units across potentially a global geographic.

Most large organizations will already have completed (or at least started) a high level business value chain (BVC) that at a high-level describes the key business functions and corresponding business activities that support those functions.

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If you haven’t don’t worry, as most industries have a standard approach to business that can be modified to meet specific requirements in a very short period of time. For instance we have templates for Banking, Retail, Manufacturing, Government Services, Education, Telco, Law Enforcement and many more, that allow us to expedite the entire process.

These BVC’s are important because they allow us to identify areas of the enterprise that can be transformed in isolation or with minimal impact to other areas.

We can identify, align and make recommendations on a sub-set of your business applications by understanding the BVC and how your applications and ultimately infrastructure supports them. This means we can quickly begin to release costs, improve agility and deliver improved value to individual lines of business.

We can divide and conquer. Delivering transformation in easily digestible bite sized chunks that your business, IT teams and partner/vendor ecosystem can sustain.

In my next post I will be discussing how we abstract and understand before finally talking about analyzing and delivering.

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Perfectly Placed for a Federation Transformation – CIO Predicament https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-for-a-federation-transformation-cio-predicament/ https://infocus.dellemc.com/dave_shepherd1/perfectly-placed-for-a-federation-transformation-cio-predicament/#respond Wed, 02 Mar 2016 01:02:24 +0000 http://dev-infocus.ovrdrv.com/?p=26343 Application Rationalization and Digitalization, Infrastructure Modernization and Migration, Continuous Software Delivery, Operating Model Design and Implementation. Couple these with business case development on-going business model and functional model improvements and the struggles of your average CIO are clear to see. We have been riding the crest of a wave within enterprise IT over the last decade. Having […]

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Application Rationalization and Digitalization, Infrastructure Modernization and Migration, Continuous Software Delivery, Operating Model Design and Implementation.

Couple these with business case development on-going business model and functional model improvements and the struggles of your average CIO are clear to see.

We have been riding the crest of a wave within enterprise IT over the last decade. Having stabilized IT and moved to an Industrialized IT model internal IT departments could rest easy in the belief that they were delivering good value and service to their businesses.

Unfortunately whilst they were in ‘feed and water’ mode, youthful, agile and hungry competitors have started to disrupt not only their masters business models but they have also began to question the whole purpose of an internal IT department that has become bloated, slow and to some extent out-dated.

Your average CIO has more to do today than understand business requirements and deliver solutions to meet that demand. They now have to defend their purpose, including but not limited to budgets, personnel, applications, infrastructure and overall lack of agility.

All this whilst the business is looking at a potential merger and acquisition or divestment opportunity that will require a disruptive change to the steady state or directly impact carefully planned upgrades, enhancements or operating model improvements.

Phew! Life as a CIO is tough. Did I also mention the technology factors he has to deal with? Cloud, Digital, Mobility, Big Data and Security to name just a few.

They will also have daily meetings with advisory and consulting stalwarts who want to impress on them their understanding of the current landscape and how their frameworks, methodologies and solutions can help the CIO solve these problems.

A lot of plates to keep spinning and a lot of spin to digest in the day of your average CIO when all they really want is to meet their primary objectives of reducing cost, increasing value and improving agility.

In my next post I’ll talk about how we can divide and conquer, abstract and understand before finally talking about how we analyze and deliver.

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How Do You Help Customers On-board to Your Cloud? – Part 2 https://infocus.dellemc.com/dave_shepherd1/how-do-you-help-customers-on-board-to-your-cloud-part-2/ https://infocus.dellemc.com/dave_shepherd1/how-do-you-help-customers-on-board-to-your-cloud-part-2/#respond Wed, 23 Dec 2015 21:00:33 +0000 https://infocus.dellemc.com/?p=25635 So in my last post, I talked about how you’ve probably got a plethora of cloud platforms scattered across the globe and being unable to correctly position and sell them is having a negative impact on your business. Wow! That sounds a bit gloomy – lets see if we can cheer things up a bit. […]

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So in my last post, I talked about how you’ve probably got a plethora of cloud platforms scattered across the globe and being unable to correctly position and sell them is having a negative impact on your business.

Wow! That sounds a bit gloomy – lets see if we can cheer things up a bit.

Not all hope is lost. What would greatly help is if you were able to determine key decision driving characteristics of your cloud platform and compare them against one another and also against industry leading competitors for their suitability to host a customer’s application.

Did that cheer things up a bit?

What I’ve heard from various conversations with customers is that they want a way to be able to compare ‘apples with apples,’ meaning they want a way to have each of their cloud platforms characterised across a number of key workload quality indicators. And then, what takes it even one step further is analysing their applications for their ‘cloud fit’ and suitability for their cloud platforms. Over and over again I hear that this is what customers have been trying to do with their cloud platforms and applications.

Now, being able to do this in an on-demand Software-as-a-Service model would be like getting your proverbial cake and eating it too, right?

It is critical for organizations providing cloud platforms to unlock the potential of their platforms while simultaneously gaining clarity among internal sales and pre-sales teams regarding their offerings’ capabilities. With this greater understanding, these teams will be optimally enabled to position and sell their specific cloud offerings. And thus, they can even further drive value and growth for their organization.  Many tech companies now are developing services and products to try to help organizations do just this, to analyse and evaluate their workloads for cloud models. This includes us here at EMC.

We are already successfully helping large multi-national organisations make target platform decisions for upwards of 20,000 applications. We perform bulk data uploads and clearly define supply and demand characteristics across business functions, applications, and technical implementation patterns. We can then make quick and informed recommendations on whether those applications should be placed on public, private or managed cloud platforms. Even further than that, we can determine if it should be the secure, multi-tenant, single-tenant, public, enterprise-public, managed, private-managed or even hybrid version.

We are constantly talking with customers and their cloud platform owners (business, technical and service) to codify their unique selling points and the value proposition of their cloud platform. It is an essential step to determining if the right applications are placed in the right cloud. Through this determination, customers, sales teams, service delivery managers, executives, and shareholders, are made happier and productivity, efficiency, and simplicity is increased across the board.

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Buy My Cloud: On-Boarding Customers to Cloud Offerings, Part 1 https://infocus.dellemc.com/dave_shepherd1/buy-my-cloud-on-boarding-customers-to-cloud-offerings-part-1/ https://infocus.dellemc.com/dave_shepherd1/buy-my-cloud-on-boarding-customers-to-cloud-offerings-part-1/#comments Wed, 11 Nov 2015 14:13:55 +0000 https://infocus.dellemc.com/?p=25213 So you’ve got your nice new cloud offering, in fact you’ve probably got more cloud  offerings than you ever thought possible. What, with secure versions,  multi-tenant, single-tenant, public, enterprise-public, managed, private-managed and even hybrid. Having multiple cloud offerings is more of a common occurrence than you might think. In fact, most cloud service providers I visit and talk […]

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So you’ve got your nice new cloud offering, in fact you’ve probably got more cloud  offerings than you ever thought possible. What, with secure versions,  multi-tenant, single-tenant, public, enterprise-public, managed, private-managed and even hybrid. Having multiple cloud offerings is more of a common occurrence than you might think. In fact, most cloud service providers I visit and talk to have multiple cloud platforms, all with differing capabilities, service-levels, and geographic reach.

However, having all of these various cloud go-to-market offerings can be complicated to keep up with and continually manage. It’s a mystery how the global sales force that are meeting potential and existing customers daily to position these cloud credentials and unique differentiating selling points can keep up with these ever changing offerings.

Let’s now take a look at what can happen if these cloud offerings are not positioned or sold properly or optimally.

What is the impact of incorrectly positioning and potentially providing a cloud platform that isn’t fit for purpose?

In all likelihood, the customer (new or existing), is only just ‘dipping their toe’ into the cloud, so a bad start at this point could lead to missed opportunity for follow-on engagements that would have had a direct positive impact to your bottom line.

This can be quickly added to the CIO/CTO rumour mill, and has potential to damage both your brand, and your cloud go-to-market plan, as it can be seen now in the market as being not fit for purpose.

No one wants this outcome. In addition, the cost of failed launches and re-launches is not insignificant. You could also find yourself with orphaned cloud platforms that have only one or two paying customers utilising the compute, storage and service team, which was built to manage and support multiple times this amount of customers.

So, what does this lead to? You have a sunk investment that isn’t delivering on the returns promised by the business case, a growing reputation (not the one you wanted), and on-going operating costs that are stifling growth, customer confidence and credibility.

This is not a good place to be – for anyone.

The funny thing is, strip it back and you may actually have had some really good platforms that, positioned in the right way and sold to meet the customers business, application, and technical requirements, would have been tremendously successful.

The proper positioning of your cloud offerings is critical to their selling success, and it is imperative that you take the time to position your cloud offerings as fit for purpose and based specifically on your customer’s requirements.

 It’s just too late – or is it?

In my next post, I will talk more about how you can turn things around if you have gotten to this point with positioning your cloud platforms, and also how to correctly position your cloud platform from the start so that this situation is avoided altogether.

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Bi Modal IT: Escaping the Timid Middle https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-escaping-the-timid-middle/ https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-escaping-the-timid-middle/#respond Thu, 03 Sep 2015 12:00:30 +0000 https://infocus.dellemc.com/?p=24277 In my last post I talked about the need for careful, fact-based planning in assessing and delivering a digital transformation strategy and roadmap. I’d like to talk more about the approach we use to help our clients in this post. Moving between Mode 1 (Traditional / Industrialised IT) and Mode 2 (Digital Era) is difficult – […]

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timid middleIn my last post I talked about the need for careful, fact-based planning in assessing and delivering a digital transformation strategy and roadmap. I’d like to talk more about the approach we use to help our clients in this post.

Moving between Mode 1 (Traditional / Industrialised IT) and Mode 2 (Digital Era) is difficult – I can’t be more open than that.

It requires an investment in both time and money from your organisation, helping understand the business demands, working to establish the baseline of existing IT supply needs and mapping the value of each application in this framework. This will help inform decisions made regarding its transformation.

This challenge is coupled with the need to identify next generation infrastructure platform architectures, and overarching future operating models it’s clear that going through this process shouldn’t be a quick one.

However, as the old proverb goes; “How do you eat an elephant? One bite at a time.”

We start the process off with a half day IT Transformation Workshop, which delivers insight and strategic recommendations within a couple of weeks. Moving on from this quick analysis, we can provide application disposition assessments, and cloud suitability analysis with our unique Adaptivity toolset which contrasts business demand with IT supply, putting out some unique analytical insights that help you shape transformation roadmaps and application rationalisation efforts.

Understanding what’s going on is key to unlocking your path to next generation IT. From the market context we’re all facing, there’s no option but to do this; and the only way to achieve it without risking cost-overrun is to take small steps.

It’d be great to get your thoughts on this, and my previous two posts on bi-modal IT, in the comments. Do check out the previous posts if you missed them!

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Bi-Modal IT: The Business Case for ‘Mode 2’ IT https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-the-business-case-for-mode-2-it/ https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-the-business-case-for-mode-2-it/#respond Tue, 25 Aug 2015 12:00:30 +0000 https://infocus.dellemc.com/?p=24270 In my last blog, I talked about some of the challenges and failings of ‘Mode 1’, Industrial IT in a market context that calls for greater agility and sophistication from our applications. So how does your business succeed or even compete with these challengers given your reliance on ‘Industrialised IT’? And how do you maintain […]

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In my last blog, I talked about some of the challenges and failings of ‘Mode 1’, Industrial IT in a market context that calls for greater agility and sophistication from our applications. So how does your business succeed or even compete with these challengers given your reliance on ‘Industrialised IT’? And how do you maintain and protect your as-is business models whilst winning in new markets and competing with digital competitors?’

The answer is what Gartner calls ‘Mode 2’ or exploratory IT.

I am seeing a plethora of transformation programmes, virtualisation initiatives, consolidation efforts and next generation digital strategies either being put in place, or that are happening in flight, in an effort to address these burning questions. Unfortunately I also see deadlines being missed, promises being broken and budgets being increased.

Business leaders are having their doubts and concerns around the ‘Industrialised or Traditional IT’ model reinforced while at the same time watching their once robust revenue streams be squeezed and re-imagined by new digital focused businesses. Why is this? Well, In-House IT departments have evolved to protect their business and, more importantly, the data that enables them to make decisions. Global regulation, compliance and security demands have shackled core IT applications and platforms. This has stifled innovation and stifled innovative business solutions before they ever really got started.

Many organisations now survive in ‘The Timid Middle’, stuck in-between the 2nd Platform (Traditional / Industrialised IT) and the 3rd Platform (Digital). As David Norton of Gartner says, “…this provides neither agility nor stability.”

So, the question is how we can bridge this gap given the continued requirement to deliver a stable, high performance and secure service to our businesses whilst our budgets are coming under continual pressure to be reduced and deliver increased value.

It is clear that investment decisions need to be scrutinised to ensure that they are steering a course that meets the business demand for the ‘Digital Era’ whilst ensuring continued service level agreements are met and compliance/regulatory frameworks are adhered to. So we need to identify the functions of the ‘Traditional/Industrialised IT’ that are in most need of investment, and understand the demands of the business, ensuring funds are not spent on non-strategic or outdated applications. This will let us develop a fact-based roadmap for transformation to the ‘Digital Era.’

This, of course, is easier said than done. I’ll talk about how to escape the timid middle in my final post in this series.

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Bi-Modal IT: A Brief History https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-a-brief-history/ https://infocus.dellemc.com/dave_shepherd1/bi-modal-it-a-brief-history/#respond Tue, 18 Aug 2015 12:00:56 +0000 https://infocus.dellemc.com/?p=24265 A long long time ago in a Data Centre not too far away…. Mainframes and Personal Computers changed the way we do business… These investments were significant, both financially and culturally, driven by business leaders taking ownership of new solutions and embracing the technological shift from manual to automated business processes. They led to quick […]

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A long long time ago in a Data Centre not too far away…. Mainframes and Personal Computers changed the way we do business…

These investments were significant, both financially and culturally, driven by business leaders taking ownership of new solutions and embracing the technological shift from manual to automated business processes. They led to quick adoption and belief in IT based solutions to business problems.

The Craftsmanship Era

We lived in a world where IT, on the face of it, appeared to respond to and support business demand – also known as the ‘Craftsmanship Era’. Once the business had succeeded and could see the benefits, it wanted more and more and we quickly moved from mainframes to Open Systems, Out Of the Box or Commercial Off The Shelf software solutions. Our ability to solve business problems with IT became more and more the norm: this in turn led to business leaders being able to make decisions more quickly and accurately, eventually leading to the prevalence of IT we see in business today.

IT Industrialisation: Introducing ‘Mode 1’ of Enterprise IT

We then moved on from Craftsmanship to the era of ‘IT Industrialisation’ – we could build applications and repeat them easily, quickly and to some extent economically. This initial gold rush, and the often deeply integrated solutions built into pre-existing business models that resulted, then became constrained by capital investments, cumbersome organisational structures and the strategic direction set by large independent software vendors. This is impeding further innovation and change. Where we were once able to walk a request for information between the Sales Ledger and Purchase Ledger departments, we now rely on an interface, which is described as ‘closely coupled’ and will hinder any attempt to improve, modernise or improve agility within the business.

Gartner calls this ‘Mode 1’ or traditional IT.

Business frustration with Mode 1 IT

Due to these constraints imposed on the business today by rigid, legacy IT with a high level of technical debt, the once reliable, consistent and business aligned IT departments of today are struggling to keep pace.

Business leaders are looking elsewhere for solutions to their problems, and small boutique SaaS providers and relatively low cost cloud service providers are dangling what would appear to be a ‘silver bullet’ to solve these problems. In short, business leaders have become dissatisfied with their IT departments and have a growing desire to control their own destiny. They also have a growing confidence in technology, and growing comfort in consuming IT from non-conventional sources.

This divide is widening: almost every industry I see now uses IT from external providers as well as their conventional IT departments. It is without doubt those smaller more agile and ‘digitally born’ competitors who are using this new Digital Era technology to their advantage, and are therefore disrupting your industry.

In my next post I’ll talk more about ‘Mode 2’ IT and how businesses need to plan their digital transformation efforts based on real facts around application usage investment, usage and demand.

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Just What Can (or Should) I Move to the Cloud? https://infocus.dellemc.com/dave_shepherd1/just-what-can-or-should-i-move-to-the-cloud/ https://infocus.dellemc.com/dave_shepherd1/just-what-can-or-should-i-move-to-the-cloud/#respond Mon, 14 Oct 2013 13:53:57 +0000 https://infocus.dellemc.com/?p=15626 Everybody, well at least some people, will have migrated their web and presentation tier services over the past 5-10 years, whether to internal virtual/private cloud solutions or public cloud platforms. IT departments and business owners are becoming well versed in the benefits that virtualization and cloud-operating models can bring and their appetite for consuming more and more of […]

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Everybody, well at least some people, will have migrated their web and presentation tier services over the past 5-10 years, whether to internal virtual/private cloud solutions or public cloud platforms. IT departments and business5737792445_a2081ae697_o owners are becoming well versed in the benefits that virtualization and cloud-operating models can bring and their appetite for consuming more and more of these services is growing.

Bold statement, but it is now becoming common practice for small, medium, and large enterprise businesses to have ‘Virtualize First’ and in some cases ‘Public Cloud First’ policies that are driving both technological and cultural change within these companies.

I regularly see internal battles where previously silo’d services are being challenged to adopt this new approach but are resisting through the use of fear, uncertainty, and doubt (FUD).

Service owners (technical, application and business) are defending their applications and services with statements such as this is business critical’ and ‘the business cannot operate without this service’ or ‘we are way too complex for the Cloud’.

Where are these statements coming from? Have the actually been ratified with the business and do they align to corporate strategy? Are they based on historical or current understanding of the business objectives?

Too often IT transformation, and in particular virtualization and migration to the Cloud is either slowed down or in some cases stalled through the spread of this FUD and agreement as to whether or not the application is really a suitable candidate for change is rarely reached.

So how can we overcome these obstacles?

OK, here’s the sales pitch bit, please bear with it…..

Rapid Application Classification (RAC) is one way, by helping you begin to understand your applications alignment to your business objectives. RAC provides a standardized, repeatable, and tailored view of either your entire application landscape or a more tactical sub-set.

Through identifying clear business objectives or (criteria) against which each application should be marked, a more balanced view of the application can be achieved. A screen shot from the tool below shows that it would cover multiple aspects of the business, rather than an IT-centric view that doesn’t always align to the more strategic objectives of IT or the business.

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Business Objectives / Criteria Screenshot

Key stakeholders, with an alignment to the business who can take an objective viewpoint, identify these business criteria. Once these criteria are identified and agreed to, ‘weightings’ can be applied if required to more accurately reflect your business.

A series of interviews or workshops are then run with primary stakeholders from the business units and IT to mark each application against the criteria. This takes the simple form of a yes/no answer, and as such can generate a lot of valuable debate regarding each application helping to resolve some of the FUD.  Below you can see an example of this application scoring sheet:

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Application Scoring Screenshot

Finally, a set of reports is produced that classify the identified applications into one of the 5 categories enabling you to develop a migration strategy that truly aligns to you business strategy:

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Classification Report Example Output

…sales pitch complete

All sounds very ‘corporate,’ but I think important to understand. We are reaching a point where the ‘low hanging fruit’ is beginning to dry up.

The next waves of applications to be virtualized or migrated to the Cloud are going to involve far more stakeholders across both IT and the business, and we need a process or tool that can help us.

A tool that helps us visualize our status and task ahead, especially to senior stakeholders and decision makers within the organisation.

I’m not a product salesman, or even a salesman for that matter, but I recognize the need to be able to classify applications in line with a set of agreed business criteria.

Rapid Application Classification helps to provide a framework for exactly that and coupled with experience can provide a valuable set of outcomes that will help you understand just what you can (or should) move to the Cloud.

The post Just What Can (or Should) I Move to the Cloud? appeared first on InFocus Blog | Dell EMC Services.

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