Inside Dell’s IT Architecture StrategyAngela YochemArchitecture, Strategy, and Shared Services ExecutiveDell, Inc.

SESSION CODE: ARC204

2

Panama

Twin Falls

OKC

Austin/RR Puerto Rico

Mexico City

Columbia

WS1

NashvilleReno

Toronto

Argentina

São Paulo

Porto AlegreChile

Bangalore

Chandigarh

Sydney

Mohali

Beijing

Shenzhen

Guangzhou

Chengdu

Hang Zhou

Hyderabad

Delhi

Penang

Philippines 1 & 2Hong Kong

Taiwan

Dalian

Xiamen

Kawasaki

Singapore

Miyazaki

ShanghaiOtemachi

AthensItalyGeneva

Montpellier

Madrid

Morocco

South Africa

Limerick

DublinScotland

BracknellParis

BelgiumAmsterdam

Norway

Denmark

SwedenFrankfurt

Halle

Prague

Finland

Poland

EMFP

Bratislava

Cyberjaya

Everdream, CA

ZING

ASAP

Everdream, NC

Silverback

Dell Call Centers (44)

Regional DC (5)Manufacturing & Merge DC (14)

Sales Offices (22)

Total = 92

Chennai

Acquisitions (7)

Equalogic

DELL CONFIDENTIAL

Dell’s Global IT Footprint

Perot

Confidential3

19 PETABYTES SAN Storage

42 MILLIONCustomer Support Requests

17,000 Physical Servers

3 BILLIONSOA Platform Transactions

8 BILLION Dell.com Page Views

150 MILLIONSupport.dell.com Driver

Downloads

90 MILLIONInvoices

850,000Help Desk Trouble Tickets

1 BILLIONB2B Transactions

110,000 Client Machines

12 MILLIONReplacement Parts

Dispatched

30 MILLION System Shipments

Sydney

Melbourne

Singapore

Penang

Bangkok

TaipeiXiamen

Hong Kong

Guangzhou

Chengdu

Kawasaki

Beijing

Seoul

Bogota

SantiagoBuenos Aires

Puerto Alegre

Mexico City

Reno

Austin

TorontoTwin Falls

Nashville

Limerick

Cherrywood

Bracknell

Roma

Bilbao

Copenhagen

Stockholm

Helsinki

Oslo

Asse Zelik

Vienna

Geneva

Halle

Paris

Montpellier

Amsterdam

Prague

Riyadh

Warsaw

Johannesburg

Tel Aviv

Dubai

Panama City

Brazil SDC

Hyderabad

Shenzhen

BT's MPLS Network

Lisbon

Moscow

Bratislava

Athens

Casablanca

BarcelonaMadrid

MilanRoseburg

Waco

Washington, DC Gov. Rel.

Dalian

Wambishi

MCI's MPLS Network

2 DS3's

OKCDS3 SBC

DS3 TWTC

20 Mb ATM AT&T20 Mb ATM MCI

1 x DS3 (MCI)2 x T1 (MCI, Sprint)

DS3 SprintDS3 MCI

EdmontonDS3 SprintDS3 AT&T

Shanghai

512kb PVC

DS3

4 mb/s2 mb/s4 mb/s

2 mb/s

Hangzhou

16 mb/s

4 mb/s

2 mb/s

Nanjing

8 mb/s

3xT1's

2 mb/s

2 mb/s

2 mb/s

2 mb/s

512 kb/s

6 Mb/s

2 mb/s

1.5 mb/s

1.5 mb/s

2 mb/s

1 mb/s

Bangalore Bangalore DHS Sales

Kuala Lumpur

DS3 CT

DS3 JT

DS3 TM

256 kb/s

128kb PVC

DS3 AT&TDS3 MCI

1mb VPN

1Mb VPN

2xOC31 DS3

WestchesterOC3 AT&TOC3 TWTC

2 mb/sVoFR

4 Mb VPNFor EMC

San Salvador

DS3 MCIDS3 GC

Mohali

Singapore SDC

Jakarta

Ottawa

1Mb VPN

8Mb VPN

1Mb

1 mb/s

DS3 BT

Glasgow

Frankfurt

Winston-Salem

OC3 SBCOC3 TWTC

8,500+ Virtual Machines

Dell From The InsideVolumes and Scale

DELL CONFIDENTIAL 4

ApplicationsIT Governance

Portfolio Rationalization

2002

ApplicationsIT Governance

Portfolio RationalizationStandardization

InfrastructureData Center Consolidation

Dell-on-Dell x86 ArchitectureVirtualization

ApplicationsBusiness Architecture Led

Enterprise Architecture FoundationShadow IT Elimination and Rationalization

InfrastructureGlobal Processes (ITIL-based)

Further Consolidation and VirtualizationGreen Data Center

IT Simplification 2.0The Drive to Agility and Innovation

2010IT Simplification 1.0

The Drive to Reduced TCO

Dell IT TransformationGetting to 50% Innovation Investment

Dell IT TransformationTransformation is Architecture-Driven

Key Enablers of the IT TransformationIT Governance

Standards, policy, governance mechanismsPortfolio Management

Investment management and governanceBusiness Architecture

Capability rationalization and prioritizationSolution Architecture & Innovation

App rationalization and future state definitionShared Application and Integration Services

Global application components, integration environments

ArchitectureCapabilities

Transformation JourneyExample of Legacy State

Legacy platforms were burdened with complexityGlobal solutions often maintained legacy code base and capability

Transformation JourneyExample of Legacy State

Simple legacy processes were riddled with complexitiesBusiness processes were optimized for regional growth by defaultGlobalizing and simplifying processes were key to reducing IT complexity

Priority & Direction Setting

Business & IT Middle Mgt CIO, IT Council & ELT

Strategic/ Tactical Mix

MostlyTactical

70%Strategic

Execution Timeframes6-9 Month Projects Multi-Year Context, Near-Term Deliverables

Roadmap Granularity1,400Projects <200 w/6 Major Themes

Shadow IT7,500 CSSs Little or No CSSs

Planning Horizon

NextFiscal Year 3 Years

Organizational StrategySignificant Overhead Leader Led

Role of ITOrder Taker Strategic Partner & Enabler

Transformation JourneyIT Governance and Portfolio Management

Transformation JourneyBusiness Architecture

Drove evolution of future-state business modelsTracking future-state process enablers by programDrives prioritization decisions through dependency exposure

Transformation JourneySolution Architecture

Define and enable end-state architectureGreat emphasis on context and perspectiveOrganizationally aligned to business segments and functionsHigh visibility and participation in business and IT strategy at the segment level

Transformation JourneyInnovation and Acceleration

Elite team of senior architects and developersIdentify break-out opportunities for Dell Accelerate delivery activity through rapid prototyping and POCsDeep alliances with key technology providersEnd-state validation and adjustment

Advance the State-

of-the-art

Change perception & priorities

Solution Architecture

AccelerateAdoption

Align to strategy and direction

New technologies& products

Transformation JourneyShared Application and Integration Services

Significant reductions in complexity, cost, and riskScaleable virtualized global resources24/7 connectivity to thousands of global partnersMulti-enterprise business process automation

Transformation JourneyResults

50/50 Investment/Maintenance Split

Additional revenue opportunities for Dell

Increased credibility of CIO organization

Enhanced and improved IT processes and policies

Importance of architecture practice

Business Process and Capability Mapping

Deliver strategic programs

Build IT Competencies

Shared Capability

Master Data

Common Services

Integration

Architecture Focus: Future state definition, capability creation and delivery of strategic programs

DataDelivery

Architecture

Governance

Dell TransformationTakeaways for Architects

Dell Services | Enterprise Architecture

The Architect’s Obligation Know your business: opportunities, strengths, culture Drive the funding of future state Enhance delivery and operational capabilities Minimize risk and cost for the company Drive optimal decision-making about investment/mgmt

IT Architecture

Customer Service and Satisfaction

Cost Savings

Go-to-Market Opportunities

Risk Reduction

Revenue Recognition

Agility

FormalizedArchitecture

Practice

Technology

Lines of Business

Supply Chain

Corporate Strategy

Corporate Investment

Workforce Planning

Human Resources

Mergers & Acquisitions

Finance

• A cohesive business strategy and well-defined technical strategies

• The optimal set of applications and data to support your business

• Architecture that is sustainable within an acceptable cost model

Dell TransformationTakeaways for Architects

Dell TransformationTakeaways for Architects

Lessons LearnedThere is great appetite for good ideas and assumption of ownershipFoundational knowledge is key to preparedness Expand your scope to gain perspective and abilityBe a “Change Master”

Dell TransformationQuestions?

Resources

www.microsoft.com/teched

Sessions On-Demand & Community Microsoft Certification & Training Resources

Resources for IT Professionals Resources for Developers

www.microsoft.com/learning

http://microsoft.com/technet http://microsoft.com/msdn

Learning

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© 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to

be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

JUNE 7-10, 2010 | NEW ORLEANS, LA