It’s no surprise that digital disruption is everywhere. Empowered customers are disrupting every industry, and infrastructure and operations (I&O) leaders must adapt to this new reality. We believe that technology management is in the middle of a new evolutionary cycle that will transform I&O from its traditional role as infrastructure provider to a new role as a broker and manager of technology services.
It’s should also be no surprise, then, that cloud and mobile disruption is putting a strain on traditional infrastructure team organizational structures. Consolidated and hybrid cloud infrastructure needs a new organization, and you need to prepare your team for the new business technology era. To do so, you need to encourage your team to develop service management, automation, collaboration, and marketing skills, to name a few. We’re seeing a spike in inquiries about new organization models to speed the path to cloud.
Two years ago, I published one of my most popular reports, Understand The True Cost Of Cloud Services. In it I laid out a model to help compare current infrastructure costs against the costs of running equivalent workloads at a traditional hosting provider and in the AWS public cloud. This type of comparison is often the first step in a company’s journey to cloud. Before you start moving workloads to any cloud provider, are you sure the cost savings are really there? The answer isn’t always obvious, and depends on measuring a set of critical metrics, including:
· Your application load patterns
· Your current operations team staff costs
· Your virtualization consolidation ratio
· Your storage and network hardware, license and administrative costs
· Your facilities (space, power, cooling) costs
The problem with cloud cost modeling is that it can be hard to get accurate estimates for current costs – find the right people, ask them for cost details, work through the numbers, verify accuracy, project future costs, etc. – and things that take too long just don’t get done. In our model, we used our Relative Cost of Operations methodology to simplify analysis and focus on what changes when you shift to cloud infrastructure. I also faulted some of the public cloud providers for low-balling cloud costs or hiding assumptions in their own on-line cost comparison tools.
I doubt most savvy cloud buyers (or VMware admins, for that matter) will think this new plug-in for vCenter is a cloud management tool. It’s not. Like other vCenter plug-ins, it makes it easier for an admin using vCenter to get something done without leaving the wildly popular virtualization management portal (like the P2V or V2V tools of yore). In this case, that something includes VMware-to-EC2 conversions and some basic housekeeping tasks: create an AWS virtual private cloud, launch an instance, etc. Image creation, migration, and basic configuration does not a complete cloud management solution make – there’s a lot more to do to create and manage a hybrid cloud implementation and enable workload portability. But this will make it easier to run conversions to AWS and that irks VMware a bit, since it offers its own public cloud option in vCloud Hybrid Service (vCHS).
Rather than draw attention to how limited the AWS Management Portal is, VMware should use its existence to drive home three important points about the company’s overall cloud positioning:
1) allowing competitors to add plug-ins to manage competing public cloud instances shows that VMware’s not scared to compete for your cloud VMs;
2) vCenter is obviously very sticky and widely used, and AWS wants to get in front of those eyeballs – VMware still has critical admin mindshare; and