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MODULE 8 :Understanding Internetworking Infrastructure

Matakuliah : J0422 / Manajemen E-Corporation

Tahun : 2005

Versi : 1 / 2

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Learning Outcomes

In this chapter, we will study:

What are the basic components of Internetworking Infrastructures?

What Business Implications do they bring?

The Future – given rapid rates of change and new business models

Decision making when the issues are both business critical and technology critical

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Outline Topic

The Drives of Change.

The Basics Component of Internetworking Infrastructures.

The Rise of Internetworking: Business Implications.

The Future of Internetworking Infrastructure.

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Content

Information Technology Infrastructure lies at the heart of the most companies operating capabilities. For that reason, changes in information technologies lead to fundamental changes in how businesses operate.

The rise of Internetworking technologies, which provide a low-cost way to connect virtually everyone on the same network, offers new possibilities for addressing business computing needs.

IT infrastructure greatly determines a company’s differentiating capabilities; effective infrastructure enhances those capabilities, while ineffective infrastructure destroy them.

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The Drivers of Change : Better Chips, Bigger Pipes

In 1965, Gordon Moore, who would later cofound Intel, noted that the performance of memory chips doubled every 18 to 24 months, whereas their size and cost remained roughly constant.

Nearly four decades later, most people are familiar with changes wrought by the continuing downward slope in the cost of processing power predicted by Moore’s law.

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The Drivers of Change : Better Chips, Bigger Pipes

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A dap ted b y au th or from M icroprocessor R eport 9(6), M ay 1995 and “C hipL ist 9 .9 .5 ,” b y A ad O fferm an , Ju ly 1998 .

S ource: A pp legate, L ynda M ., R obert D . A ustin , and F . W arren M cF arlan , C orpora te In form ation S tra tegy and M anagem ent . B urr R idge, IL : M cG raw -H ill/Irw in , 2002 .

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The Drivers of Change : Better Chips, Bigger Pipes

The Evolution of Corporate IT Infrastructure

Chapter 5 Figure 5-2

Source: Applegate, Lynda M., Robert D. Austin, and F. Warren McFarlan, Corporate Information Strategy and Management. Burr Ridge, IL: McGraw-Hill/Irwin, 2002.

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The Drivers of Change : Better Chips, Bigger Pipes

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Networks Processing systems Facilities

The Basic Components of Internetworking Infrastructure

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The Technological Elements Local Area networks Hubs, switches and Network Adapters Wide Area Networks Routers Firewalls and other security systems and devices Caching, content acceleration and other specialized

devices

The Basic Components of Internetworking Infrastructure

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The Basic Components of Internetworking Infrastructure

The Technological Elements of Processing Systems Client Devices and Systems Server Devices and Systems Mainframe Devices and Systems Middleware Infrastructure Management Systems Business Applications

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The Basic Components of Internetworking Infrastructure

The Technological Elements of Facilities Building and Physical spaces Network Conduits and connections Power Environmental controls Security

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The Basic Components of Internetworking Infrastructure

C hapter 5 T able 5-1

F undam ental C om ponents of Internetw orking Infrastructure

Core Technologies Key Management Issues Network Fiber optics, cable systems, DSL,

satellite, w ireless, Internetworking hardware (routers, sw itches, firewalls), content delivery softw are, identity and policy management, net monitoring

How to select technologies and standards

How to select partners How to manage partner relationships How to assure reliability How to maintain security

Processing Systems

Transaction software (enterprise systems offered by companies such as SA P or Oracle; or more targeted solutions offered by companies such as Trilogy and i2), servers, server appliances, client devices (PCs, handhelds)

W hat to keep internal and what to outsource

How to deploy, grow, and modify Enterprise system or best-of-breed

hybrid? Relationships w ith legacies How to manage incidents How to recover after a “disaster”

Facilities Corporate data centers, collocation

data centers, managed serv ices data centers, data closets

Internal or external management? Choosing a facilities model suited to

your company How to assure reliability How to maintain security

Source: A pplegate, L ynda M ., R obert D . A ustin , and F . W arren M cF arlan , C orporate In form ation S tra tegy and M anagem ent . B urr R idge, IL : M cG raw -H ill/Irw in , 2002.

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The Basic Components of Internetworking Infrastructure

The Operational Characteristics of Internetworks:

Open Standards (TCP/IP) Asynchronous Operation Inherent Latency Decentralization Scalability

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The Rise of Internetworking: Business Implications

The emergence of Real Time Infrastructures Broader Exposure to Operational Threats New Models Of Service Delivery Managing Legacies

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The Rise of Internetworking: Business Implications

The emergence of Real Time Infrastructures Better Data, Better Decisions

• In most large organizations, people in different locations need access to the same data. Until recently, organizations had to keep copies of the same data in many places. But keeping the data synchronized was difficult and frequently did not happen.

Improved Process Visibility• Older IT systems based on proprietary technologies often

communicated poorly with each other. Consequently, viewing the progress of orders or other transactions across system boundaries was difficult.

Improved Process Efficiency• Many efficiency improvements result directly from enhanced

process visibility. From make-and-sell to sense-and-respond

• Real time infrastructures are a prerequisite for achieving highly responsive operations, those based on “sense-and-respond” principles rather than make-to-sell principles.

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The Rise of Internetworking: Business Implications

Broader Exposure to Operational Threats IT Infrastructures of the 21st century therefore must be less

prone to malfunctions and error that might trigger a chain reaction and more tolerant of them when they occur. Real time operations demand 24X7 availability.

Technologies of the past were designed to deny access to systems unless someone intervened specifically to authorize access.

The average computer is connected to the internet for only a few minutes before it is “port scanned”, or probed for vulnerability to intrusion or attack.

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The Rise of Internetworking: Business Implications

New Models of Service Delivery In the early days of electric power generation, companies owned

and managed their own power plants. Later, as standardization and technological advances made it possible to deliver reliably via a more centralized model, companies began to purchase electric power from external providers.

As IT service models proliferate, service delivery depends on a growing number of service providers and other partners. One implication is that the reliability of vital services is only as good as the weakest link in the service provider chain.

Managing Legacies Few companies are so new that they have no artifacts left over

from earlier eras that must be managed even as the companies move forward with new technologies.

Legacies systems present one set of challenges. They are often based on outdated, obsolete, and proprietary technologies.

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The Rise of Internetworking: Business Implications

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The Future of Internetworking Infrastructure

Client-Server model became popular• LANs, WANs, VANs

• Less dependence on Mainframe computers & MIS Electronic communication/workgroup computing tools

support group work

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Chapter Summary

Internetworking infrastructures include the totality of existing client-server systems, new externally provided services, and older legacy systems.

The overall effect on a company’s business is that there is more inherent uncertainty in the operational environment. This is at least partially offset by more incremental options for managing that uncertainty.

Executives can use the following questions to assess the implications of the emergence of new technologies and infrastructures for their companies’ operational capabilities :

• What does the public infrastructure of the internet mean to our business operations? Are we leveraging this infrastructure to maximum advantage? How dependent are we still on proprietary technologies?

• How close do our company operations come to running in real time? What value creation opportunities can still be obtained by moving more in the direction of real-time value capture?

• Are we exploring new service delivery models aggressively enough?