data center transformation program planning and design
DESCRIPTION
Service Offering DescriptionTRANSCRIPT
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Data Center Transformation Program Planning and Design
Service Offering Description
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Agenda
• Why data center transformation / cloud computing projects fail
• The Sunnyside solution• Conclusion
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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The bottom line…Data-center transformation is about significantly reducing cost to an organization, helping them shift their spending away from management and maintenance and into business projects and priorities, and also helping them address the rising cost of energy, the rising consumption of energy and the mandate to be green or sustainable.These are, by no means, trivial projects. They often involve a tremendous amount of planning and affect IT, facilities, and energy planners, as well as the business leadership and line of business managers. The payoffs are potentially huge, as we'll see, from doing data center design properly, but the risks are also quite high, if things don't come out as planned.
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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A wise old soothsayer once said: “The reasons for program failure are more numerous than grains of sand in the desert.”
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Top Reasons for FailureTransformation Initiatives / Change
•Misstarts •Making change an
option •Not involving those
expected to implement the change•Delegated to
“outsiders” •No change in reward
system• Leadership doesn't
walk the talk•No follow-through(Mark Sanborn, CSP, CPAE)
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Top Reasons for FailureIT Programs
• Poor Communication•Underestimating or
ignoring impact of change.• Lack of Leadership• Lack of strong executive
sponsorship• Poor project management• Poor Planning• Trying to do it cheap• Lack of technical
knowledge• Lack of sound business
case• Poor vendor management
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Top Reasons for FailureCloud Deployments
• Failing to define “success.”• Failing to update computing
concepts• Failing to hold yourself
accountable• Failing to scrutinize vendors• Failing to understand the
service supply chain• Failure to manage and
monitor applications• Failing to understand
financial realities• Failing to understand the
legal complexities of the cloud• Failing to get off the
sidelines
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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The Gory Details
• Project Initiation & Planning Issues– Unclear or unconvincing business case– Insufficient or non-existent approval process– Poor definition of project scope and objectives– Insufficient time or money given to project– Lack of business ownership and accountability– Insufficient and/or over-optimistic planning– Poor estimating– Long or unrealistic timescales; forcing project end dates despite
best estimates– Lack of thoroughness and diligence in the project startup phases
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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More Gory Details
• Technical & Requirements Issues– Lack of user involvement (resulting in expectation issues)– Product owner unclear or consistently not available– Scope creep; lack of adequate change control– Poor or no requirements definition; incomplete or changing
requirements– Wrong or inappropriate technology choices– Unfamiliar or changing technologies; lack of required technical skills– Integration problems during implementation– Poor or insufficient testing before go-live– Lack of QA for key deliverables– Long and unpredictable bug fixing phase at end of project
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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More Gory Details • Stakeholder Management & Team Issues
– Insufficient attention to stakeholders and their needs; failure to manage expectations
– Lack of senior management/executive support; project sponsors not 100% committed to the objectives; lack understanding of the project and not actively involved
– Inadequate visibility of project status– Denial adopted in preference to hard truths– People not dedicated to project; trying to balance too many different
priorities– Project team members lack experience and do not have the required
skills– Team lacks authority or decision making ability– Poor collaboration, communication and teamwork
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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More Gory Details
• Project Management Issues– No project management best practices– Weak ongoing management; inadequately trained
or inexperienced project managers– Inadequate tracking and reporting; not reviewing
progress regularly or diligently enough– Ineffective time and cost management– Lack of leadership and/or communication skills
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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The bottom line…• Note that these points are all about management, rather than
technology.• Projects fail when expectations are not aligned with results; in a
sense, that’s the definition of failure. Given the complexity of IT projects, with many moving parts distributed among a diverse group of stakeholders, it’s not surprising that expectation mismatches occur all the time.• Differences in expectations, goals, and priorities are substantial
contributers to non-technical complexity, which is the underlying cause of most IT failures.
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Agenda
• Why data center transformation / cloud computing projects fail
• The Sunnyside solution• Conclusion
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Our approach foundation
• Program Design Principles– Tailored to Data Center and
ITSM transformation– Takes your organization’s
specific needs and requirements into account
– Establishes clear program vision, mission and scope
– Is milestone and metrics driven
• Best Practices– Develop a rock-solid
business case– Avoid knee jerk
response to tactical business requirements
– Ensure that we have the “bench strength” to succeed
– Invest in the right tools and technologies
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Our approach method
Conceive Initiate Execute Measure
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Opportunity
Identification
Performance Baselining /
Benchmarking
Due-diligence design
Identify Sponsor
ship and
GovernanceConceive
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Opportunity identification• Report answers these
questions in terms of strategic impact– Go further with consolidation?– Upgrade the network
architecture?– Upgrade the blade farm?– Go further with virtualization?– Go further with
standardization?– Go further with service
transformation?
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Performance baselining / benchmarking
• Report answers these questions:– What key metrics / KPIs
should we use to measure service and operations performance
– How do we measure up?• Against customer
expectations / SLAs• Against industry
benchmarks
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Due-diligence design• Report answers these
questions:– What is the high-level
program scope, target architecture and operating model?
– How would we phase delivery?
– What is the CAPEX and OPEX forecast for the life of the program?
– What do IRR / ROI and KPI factors look like at key delivery milestones?
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
Identify Sponsorship and Governance
• Report answers these questions:– Composition of the Program
Steering Committee?– Composition of the Program
Leadership Team?– Who is the Program Delivery
Manager?– Who are the Accountable
Owners?– Who is the Design Authority?– What are the main Pillars of
the Program (logical groupings of similar projects )
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Conclusion – Program Success Criteria
• Critical overarching principles must be adhered to for effective enterprise and program governance: Tiers of governance—enterprise, portfolio, and program—integrated with enterprise-wide processes for strategic planning, programming, budgeting, acquisition, and execution.
• Distinctly defined relationships between each governance tier with clear, non-redundant roles, responsibilities, and authorities.
• Integrated portfolio transition strategies overseen by executives responsible for that portfolio function who are in the best position to identify existing capability gaps, set priorities for investment, and adapt quickly to evolving strategic priorities and business challenges.
• A single, transparent reporting relationship for a program manager to an oversight (program-level) governance board with executives from key stakeholder organizations empowered to make decisions, binding their organizations, and creating a partnership between the business, IT, procurement, finance, etc., while establishing accountability.
• Timely decisions for a program in execution at the program governance level, especially as enterprises leverage modular and agile methodologies to drive smaller and more frequent incremental releases.
• Escalation rules and paths—from program to portfolio to enterprise—for programs experiencing issues or changes that could affect a portfolio or the enterprise.
04/12/2023 © Copyright 2010-2011 Sunnyside Associates, LLC. All Rights Reserved.
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Next Steps• Contact Sunnyside Associates
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