leading a successful move to cloud
DESCRIPTION
Presentation by Paula Vickers, Middlesex University on leading a successful move to cloud computingTRANSCRIPT
Moving to the CloudSuccessfully
Paula Vickers
Middlesex – a Global University
30,000 Students (excluding validated programmes)
10% Students study overseas
33% Overseas students study at MDX London
1,650 Staff
5,800 Desktops (UK)
£7.5m Annual revenue spend on IT (UK)
4.9% IT spend as % of total expenditure (UK)
52 IT staff – Desktop, infrastructure, MIS, Operations (UK)
With 3rd party IT assistance
Desktop Managed Services
Halls Network
Student email & filestore (Live@edu)
Off shore helpdesk
Telephony Managed Service
Server Managed Service
Server Managed Service
Off site 24x7 Data Centre
24x7 Remote & Local Managed Infrastructure
Services
Off site DR Centre and invocation assistance
ServiceManagement
Hardware procurement &
consultancy
Data Centre & Network
DC
Tier 1
5 Racks (space for 10)
DMZ, Local Services & T&R
DR
Tier 4
2 Racks
75 SQ FT
One 3 day invocation test / year
Dedicated Kit for priority recovery
Syndicated equipment for 2hr+ recovery
80 miles from campus
Janet
HE
AW
OS Campuses, partners, off-campus students & staff
Internet
RF
Tier 4
10 Racks (space for 20)
18 Kw/hr
79 TB
1.72 PUE
574 SQ FT
Tape Movement
8 miles from campus
40 physical servers
250-300 virtual servers
> 90% virtualised
(3 Oracle DB’s not virtualised)
24x7 Remote & Local Managed Infrastructure Services
Service & Contract Management
Terms & Conditions
Statement of Work Change Management Hardware Schedule Charges Exit Management Premises Contract Extension Confidentiality DPA
Operations Manual Information Security Controls
System Baseline DR Plan
Exit Strategy
Internet
Tier 4 DC with low PUE, servers and storage on demand, delivered using multi tenanted architecture and connected to JANET
SystemBaseline configuration
Why – Compelling business case
Estates Strategy
Not Core Business
Total Cost Ownership
Global 24 x 7 service
Value Add
Why - estates Strategy
Uncertain estate strategy - 11 UK campuses closed since 2000
Only basements and other unsuitable space offered – on campus space too important to dedicate to DC
No resilient power supply to campus
Data Centre’s not our core business
Why – Focus on Core
o Budget pressure - reducing number of staff
o University looking to IT to enrich curriculum and drive efficiency
o OS & firmware patching; DC management & operation; server installation & commissioning - Not Core Business
o Release staff to focus on tasks that deliver visible business benefit to students and staff
Why – TCO eg. Data Centre
VATContract
ElectricityNetwork Links VAT
SpaceTraining
Electricity24 x 7 security
Fit out & upgradesCleaning & maintenance
Resilient / concurrent power24 x 7 Operations staff inc overheads
Lost Opportunity - space, funds & staffPoor quality space costs more to fit outServer air con technology keeps changing
Focus on institution cost not just IT department
Shared
In-house
Why – Global 24 x 7 service
• MDX Global core hours 4am – 10pm 365 days
• ALL MDX students & staff use UK based IT systems
• Planning for 50% students based outside UK within 5-7 years
• UK students expect uninterrupted access outside Monday – Friday 9am – 5pm
• Want maintenance carried outside core 4am – 10pm
• Scaling up internal UK staffing for 24x7 not an option
Why - Value added
Hardware purchase / rental
Firmware patching
Maintenance
Data Centre provision
+Disaster Recovery Services
Migration Consultancy
Greater spread of spend with one supplier =
Greater opportunity supplier has to present affordable value added services from margin
How
January 2009 Tender issued via EU Journal
March Workshops with shortlisted supplier, 1 week each
June Governor Approval
September Contract & schedules signed
February 2010 Infrastructure in place ready for migration
July Migrations Complete
January 2011 Transition Complete
Consultants
Snr technical staff
First Line staff
Agency staff
Backfill to release staff to work on project
Benefits: cheaper, better design/implementation, helps staff to move on mentally
Lesson Learnt
Shape & know your service contract
Don’t rely on supplier to do due diligence
Know your baseline configuration and technology – it’s your exit strategy
Look for fully resourced Service team behind 3rd
party Service Manager
ITIL practice at the boundary of the service is key
Key roles to retain: Technical architect, Service Management, Contract Management, Project Management, Business Analysis
Help staff let go and understand the future could be more interesting
The cloud
• Maturing & unstoppable – plan for it
• If > 50% students / staff off campus why put high big bandwidth services on-campus eg video content
• Moves CapEx to OpEx & impacts on benchmarks and boom & bust investment cycle
• For users it’s the service, not the location or provider that’s important
• Taking small steps towards cloud is more manageable, finesse next contract with lessons learnt
• Internal focus moves to architecting solution, integration, and service management
• HR Impacts: TUPE, VR, Restructuring, Unions etc
Final thoughts
ITIL
∑
Institutioncosts