© 2013 VMware Inc. All rights reserved
The Journey to the Software-Defined Data Center
September 2013
2
Executive Summary
Key Lesson Learned
Invest in Agility, and Service Quality and Cost will Improve
AppOps Team Deploy integrated, complex SDLC instances to support 600 developers.
Challenge Process is manual, siloed, slow, unreliable. Reduces developer efficiency. Increases risk.
Two Fundamentally Different Options
1. Fix the “human middleware” on traditional infrastructure
2. Replace and automate on private cloud SDDC
Results From Choice to Replace and Automate on SDDC
Process time – dropped from 4 weeks to 36 hours
Developer productivity – increased 20% or more
Project schedule risk - eliminated
Annual infrastructure and operating costs - reduced by $6M annually
3
Corporate IT Application Group
Manage portfolio of enterprise
applications used by global
business functions
AppOps team
27 engineers
Customer
600 developers
Role
Provision 16 different dev/test
instances that include 80+ app
components.
Infrastructure footprint
~4,000 non-production VMs
~500 production VMs
Enterprise Application Portfolio
SaaS 65
IT tools 50
Business 100
Total 215
4
AppOps Provisions Environments Across SDLC
Support 30 to 50 major development projects per year
Team of 27 engineers manually builds each SDLC instance
Each project needs SDLC instance multiple times per project
Enterprise App Development Project - 9 months
20 Major Steps
3 to 5 Weeks in Traditional Virtualized Environment
Request for
SDLC Instance
Infrastructure
Verification
Hardware
Setup
Build VMs –
new or clone
DNS
Entries
Install,
Setup,
Configure
Workload
Database
Refresh
Latest Code
Deployment
Load
Balancer
Entries
Web Server
Configuration
Firewall
Changes
External
Interface &
Integration
PPM
Tasks
Workload
Monitoring
Setup
Security – VM
access control
Functional
Testing
Environmental
Testing
Production Dev Test UAT Stage Load
Test
5
Human Middleware Problem – Customer View
Variable Quality
Variations in
calendar and
service quality
Schedule Risk
Late projects cause
domino effect
with constrained
resources
Unpredictable
AppOps may
say “No”
to some
requests
Disruptive
Developer must
work around
3+ weeks gaps up
to 5x per project
“I can’t develop”
“I can’t test”
“My project is late”
“I’m waiting for the
software I need to
run my business…”
6
Human Middleware Problem – AppOps Team View
Global Team
Management
Project manage
around PTO and
holidays.
Variable skills
Capacity
Constrained
Only 4-6 projects
in parallel
Slow and
Error Prone
Many manual steps.
Ticketing systems.
Human error.
Handoffs
Silos. Globally
distributed teams.
Multiple application
experts.
7
Two Project Goals
Transition
to Private Cloud – 4,000 VMs
Automate
the Process – 24 hours
Key Dependency
Need SDDC to automate the process
8
Phased Project Approach
Deploy automation and management
capabilities
Create 5+1 vDCs
Blueprints for 80+ applications
Service catalog with 16 instances
Transition 2,800 VMs - Dev, Test, UAT
Key Milestone – 4 months
• 1st automated instance @ 172 hours
Expand service profiles – using
expanded virtual network and
storage in IaaS
Financial transformation – chargeback
Advanced analytics, performance
management
Transition 1,200 VMs Stage, LoadTest
Phase 2 - H1 2014
Production Dev Test UAT Stage Load
Test
Phase 1 - Completed
9
Traditional Operations Functions – Provided by AppOps
People Process Governance
Extension
via
API and SDK
3rd Party
Components
Cloud Automation and Management
vCloud Suite
Private Cloud IaaS Software-Defined Data Center
10
Why Standardize and Automate Service Provisioning?
Service
Definition
Blueprint
Policy POC1 POC2 To Catalog
Provision QA Staging Release
40 work week effort – Per release…
20 work weeks effort – Once!
Run Book
36 hours
Service
Request
4 weeks
Virtual Data Center
Virtual Server
It takes less effort/time to convert the runbook into blueprints
than it takes to “run” the runbook...
11
Total Cycle Time - Improvements
1. Re-provision instead of repair
and cross-training teams
2. Improve blueprints to drive down
defects, automate functional and
environmental testing
3. Additional automation platform
capabilities
Plan to get to 24 hour goal
• More automation and management
changes
• Improve QA testing process
Improvements
Provision – 16 hours
QA – 8 hours
2013 Goal
0
20
40
60
80
100
120
140
160
180
200
Test13 Dev14 Test14 Dev15 Test15 Dev16 Test16
1.
2.
3.
Pro
vis
ion
ing
tim
e (
ho
urs
)
SDLC Instance - Oracle ERP with Portal (date)
05/07 05/22 05/27 06/19 06/25 07/22 08/05
12
Results
Phase 1 Phase 2
Cycle Time
Hours per SDLC instance
172
36
Today
Phase 1 Phase 2
Virtual Machines Transitioned
To Private Cloud
Phase 1 Phase 2
AppOps Team
# of Engineers
Goal – 4000
2,800
2,200
Goal - 5
27
22
Reduced provision time
95% (4 weeks to 36 hours)
Improved productivity
of 600 developers
20%
Reduced
IT operations costs
$1.5M /year
Able to say
“yes” to developer requests
Reduced the cost of
a VM/month
80% ($133 to $20)
Reduced
infrastructure costs
$4.5M/year
672 hours (4 weeks)
Goal – 24 hours
Today Today