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Next Generation Datacenters: From Legacy to the Cloud

Part 3 of 5 – The Strategy – Step 2 Alignments

This is part 3 of the continuing article "From Legacy to the Cloud: Next Generation Datacenters"

Restating the obvious - Business and IT have planned, designed and operated business systems in a silo-oriented manner with disconnected decisions and actions as to how the business needs to executes and systems are created, implemented and actually operate.

In the first two articles in this series I provided details as to the problems with legacy datacenter models & started laying out a proven method to attack the legacy problems by implementing a day in the life approach to get the truth of what is happening from the business to the datacenter and/or what decisions and actions have been taken to cause the day in the life to not execute as expected.

This article will focus on the ALIGNMENT Step of the four-step strategy for attacking legacy IT will be described.

Insight - ‘day in the life' understanding of both business and IT in terms of execution, historical decisions and actions and objective understanding of the actual situation as it exists today.

Alignment - creating a common language, taxonomy and system creation model to produce repeatable results.

Control - specific actions, tooling, process and approach to ensure the appropriate change occurs and re-occurs successfully.

Sustainment - mechanisms and processes instituted in a repeatable discipline to ensure consistent results and avoid falling back into the legacy traps.

 

Step 2 - Alignment

Recap from Step 1

In Step 1, we gathered day in the life information on an end-to-end basis.  We hit on the key linkages of a business value chain tied to an IT supply chain. By profiling, mapping, modeling and correlating in an objective data driven manner - we now have assembled the input data to our alignment-processing step.  In particular, we hit on four key actions of data collection that will not only serve in the transformation process but must become part of a sustainment process to ensure continual alignment between business and IT going forward.

The four key data principles are:

  • "Know how you make money"
  • "Know what fulfills your money making process"
  • "Know your IT supply chain components & usage"
  • "Know who & how you operate your IT supply chain"

Creating Alignment

Organizations who have been successful in migrating legacy datacenter infrastructures to next generation cloud like models have employed and adopted a critical strategy of "Systems Thinking".

Wikipedia Definition- Systems Thinking has been defined as an approach to problem solving, by viewing "problems" as parts of an overall system. In organizations, systems consist of people, structures and processes that work together to make an organization healthy or unhealthy. Systems thinking is not one thing but a set of habits or practices within a framework that is based on the belief that the component parts of a system can best understood in the context of relationships with each other and with other systems, rather than in isolation.

If we go back to the problem I covered in the first blog - most organizations (who are the ones with extreme legacy infrastructure problems) have not planned, design or created their specific applications and infrastructure systems with a strategic "System-Thinking" approach.  Systems Thinking is ‘the' key or missing component to creating a successful formula that ensures alignment between Business and IT on the journey to the next generation datacenter in the cloud. That formula is defined below.

Alignment Formula - Insight Data Points + Systems Thinking + 80/20 Rule + Capability Oriented Taxonomy.

Formula Explained

Insight Data Points - create the inputs and boundaries for decision-making. These data inputs are qualification & quantification of: Business Drivers X Business Behaviors x Key Performance Indicators by Business Function x Business Value Chain x Workload Qualities x Business Events x IT Supply Chain Qualities & Behaviors.

Systems Thinking - is the framework for the design decision-making process. Holistic end to end, top to bottom design thought process from business user to IT Rack on specific floor space with specific power distribution, cabling and cooling strategy translating to stated quality of execution required - i.e. Performance, cost, agility, availability, fungability, etc...

80/20 Rule - a critical method to get around scope creep and paralysis/analysis. With proper Insight data gathering that captures business behaviors profiled and trended correlated with IT supply chain behaviors (again think day in the life) there becomes a portfolio profile where 20% of the business functions consume close to 80% of the IT supply chain on a normalized basis.  Typically these are client functions, revenue functions, regulatory functions and business risk related functions.   Attack anything new in these functions with next generation strategy.  Quarantine any legacy that is not fitting this profile and modernize any existing systems that fit the profile.

Capabilities Oriented Taxonomy - build it, buy it, borrow it - but establish a common taxonomy that Business and IT must think and speak.  What are the business capabilities that generate revenue, the require IT supply chain capabilities to capture data, analyze or process the data, share information or content, update information or content and store the various information or content in a day in the life? This is critical to keep everyone aligned and create an environment of collaborative innovation.  (Hint - borrow from Six Sigma, LEAN, SOA, EA, ISO, etc... that takes you from user to datacenter facilities.  If you don't have a repository nearing 1000 discrete categories you probably have an incomplete taxonomy.)

Note - this is an iterative process where firms must crawl, walk, run in terms of defining and building out.  Key is to get classification, definition and behavior of speaking and thinking in this manner between Business and IT that is critical.

Tooling & Approach

This formula needs to be implemented in a structured and well-managed manner.  A transformation office should be established that incorporates Business and IT resources allocated/dedicated.

Getting started organizations need to create their library.  This library needs to incorporate the Day in the Life Modeling & Profiling, Inventory of Business Systems Deployment Attributes and Interdependencies Profiled.

Organizations need to establish a Portfolio Decision Matrix that maintains all decisions and actions agreed to business and IT when applying the Alignment Formula.

A Technology Product Catalogue needs to be created/refined in a manner that is capability oriented and gaps identified. This is the master artifact for which the IT Supply Chain will be transformed against/measured against/benchmarked against.

A roadmap needs to be created of current state to target state systems & supply chain evolution by capability.  When creating think of peeling an onion.  Each layer has a purpose.  In this case, each layer of the roadmap needs to communicate to each audience member.

Day in the Life Modeling needs to be translated into various Use Cases (Business functionality to technical enablement).  These use cases need to be mapped to patterns (business and data patterns to application and workload patterns). The patterns then need to map to capability deployment strategies (how logical patterns will manifest themselves into physical realities).  The key here is to use this modeling & translation effort as your CHANGE VEHICLE that ensures actions realize the alignment decisions made.

Next organizations must establish an engineering deployment model discipline.  Here the translated output defined in the day in the life modeling above needs to be incorporated into IT supply chain engineering deployment that is linked to automation assembly and discrete policies for enactment.

The final tooling and process component is a communication strategy that incorporates methods, frequencies and playbooks tuned to your specific organization learning culture. Here, you must figure out how to use concepts like town-halls, executive briefings, status/progress reports, decision arbitration board, and detailed playbooks (think yellow book guide for dummies) that outline the steps being taken, decisions made/to be made, achievements accomplished and why things are being done or not.

If you are still reading at this point - you are ready to transform!  The Next step that will be covered in the next article is to outline the processes and tooling is necessary to "control" and effect the change to your next generation datacenter.

More Stories By Tony Bishop

Blueprint4IT is authored by a longtime IT and Datacenter Technologist. Author of Next Generation Datacenters in Financial Services – Driving Extreme Efficiency and Effective Cost Savings. A former technology executive for both Morgan Stanley and Wachovia Securities.

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