oracle systems _ kevin mcisaac _the it landscape has changed.pdf
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The Mega Trends
The three iron laws of IT that drive infrastructure
Cloud Computing as seen from above
Integrated Systems: why the infrastructure of the future looks a lot like the infrastructure of the past!
Moore‟s Law
Massive growth in computation, dramatic decline in unit cost
Problem is no longer CPU power or processing costs
Issues are power efficiency, utilisation and I/O performance
Number of cores doubles every 18 months
10 core x64 CPUs today
200+ cores/blade enclosure
Tri-gate transistors, better power and performance
Fortunately DBMS, App Server & Web Servers and Hypervisors already scale to 100‟s of cores!
Server Virtualisation
Exploits Moore's law
Drives server consolidation Improves utilization & power
efficiently
Leverage for HA, DR and CO Then move to policy and automation
Mainstream but 60% have not virtualised mission critical apps
Licencing
vSphere 5.0 changes
Application licencing
Oracle OVM
0
10
20
30
%
ANZ Production Apps
Database consolidation
Another way to exploit Moore‟s law
VMs vs. Instance vs. Schema
O/S & DB version
Patching and upgrading
Workload compatibility
Capacity management
Shugart‟s Law
Cost per bit halves every 18 months
About 37% pa or 10% per quarter
Delaying 1 quarter can save you 10%
Constrains storage capital costs
On a 4 year H/W lifecycle a flat budget supports 60%pa data growth
Has enabled massive storage growth but…
Management complexity
Performance issues
3TB SATA this year
How do you exploit large, slow, cheap drives
Performance becomes is an issue
Oracle ASM
Disruption of Storage
Evolution of storage arrays
Commodity hardware, i.e., x64 servers
SATA for capacity mixed with Flash Cache for perf
Deduplication & Snapshots for storage optimisation
Clustered architecture & virtual appliances
Examples
HP Left Hand & VMware vSA
Oracle zFS fileservers
Oracle Exadata Storage for DB
IBM XIV
Disrupts current vendors/market
Like M/F vs. UNIX/RISC vs. Wintel/Lintel
Look beyond traditional modular storage
Storage Virtualisation
Network based storage virtualisation has limited adoption
Additional cost is a major barrier (4K-6K/TB?)
Need to be very, very large to justify cost/benefit
Vendors: IBM (SVC), HP, EMC v-Plex
EMC new to this market the market with v-Plex
Use cases
Mostly used for data migration (SVC)
Cloud providers with unpredictable workloads.
Gilder's Law
Optical fiber bandwidth doubles every 12 months
Is driving IT centralisation
Branch offices are next
What impact will the NBN have on your WAN strategy?
What every you believe about networking now will be wrong in 7 years
Converged Networking
Core FCoE & CEE standards ratified
Major vendors have products
Dominant storage protocol in long-run
Demand driven by workload density
Moore‟s Law and Virtualisation
Benefits
Lower capital costs from lower port, switch and cabling requirements
Greater I/O flexibility from dynamic sharing of a higher bandwidth, common transport layer
Capacity can be optimised and used more effectively
Barriers
Existing large scale investment in Fibre Channel
Cuts across server, storage and networks silos, potentially changes the roles and relationships of these teams.
Use an incremental adoption strategy,
High density servers use a converged network at the server edge.
Integrate into the existing FC & Ethernet infrastructures
Displace FC switches over time
Cloud Computing
• Different ways of thinking about the cloud
• How do clients view “The cloud”?
• What does the business want
Cloud as Technology
• Virtual machines
• Clusters
• Multi-tenancy
• Internet
• Web Protocols
Its time to stop thinking about the Cloud as a technology
Cloud as Services
What is the cloud?
• IaaS
• PaaS
• SaaS
• Public/private
Think about the Cloud as an aspiration to create a “better IT environment”
Cloud as Capabilities Self-Service
Cost Transparency
Capacity on Demand
Utility Pricing
Location & Device
Independence
Commodity pricing
Think about Cloud as new capabilities that are aligned to the business‟ needs
The Cloud as a Journey
Levels of capability
• Where are you now?
• Where do you need to be?
• Strategy for getting there?
Think of the Cloud as a journey to these new capabilities. Where do I start and where do I stop?
What are clients thinking
• The cloud is not clearly defined in user‟s minds
• Each vendor defines it around their own product sets
• It means very different things to different people
• IaaS, SaaS, Public, Private etc
• Many business and IT people are uncomfortable with
• Security, governance, compliance & cost
• Often this is perception, rather than reality
Potential for significant misunderstandings between users, vendors and partners
What does the business want?
• They are interested in the benefits of the cloud not the technology, i.e.,
• A more agile, more efficient IT infrastructure
• Increased robustness, i.e., HA, DR, Continuous Operations
• Transforming IT from a CapEx intensive fixed asset to a OpEx based utility
• Self-service, transparent pricing
Talk about Service Capabilities and Benefits, not Technology Features and Functions
The empire, long divided, must unite; long united, must divide. Thus it has ever been.
-- Three Kingdoms
Layered Components
Started in „80s with Open Systems
Layers defined by standards
Pros: Vendor competition drives
Lower component cost
Innovation at each layer
Drawbacks: IT becomes an SI!
Defines specs,
Integrates components,
Maintains integration across disparate product lifecycles
System integration costs and times now outweigh the benefits of competition
Integrated Systems
Still use open standards and commodity components
A “Systems Architecture”, not just “Factory Integration”
Who can do this?
IBM, HP, Dell & Oracle
Who is at risk
Cisco, EMC, NetApp
All the niche component players
Get out of the SI business and buy end-to-end designs from a single trusted systems vendor
Survey Results
1 - 999 35%
1,000 - 2,999 16%
3,000 - 9,999 22%
10,000+ 27%
Size
Technical, 37.3%
IT Exec/Mgr, 56.8%
Business 5.9%
154 responses from a diverse range of organisations
Perception of Benefits
Lowest total cost
Lowest overall risk
Fastest time to solution
About half saw clear advantage in „time to solution‟ and „lower risk‟ but concerns about TCO remain
Fastest time to solution 16% 29% 55%
Lowest overall risk 15% 39% 46%
Lowest total cost 33% 30% 37%
Barriers to moving to an Integrated Systems model
Existing IT org structure and the investment in IT skills and infrastructure will be the major adoption barriers
Low Medium High
Application compatibility 12% 38% 50%
Existing infrastructure 10% 53% 36%
Re-engineering IT processes 17% 47% 36%
Existing technical skills 21% 49% 30%
Vendor Lock-in 21% 54% 26%
Hardware cost 38% 37% 25%
Changing IT roles 41% 42% 17%
Two approaches to adoption Mandate
Smaller organisations
CIO mandates the use of Integrated Systems
Triggered by refresh of main Infrastructure
Staff skills less of an issue
Seeding Larger organisations
CIO seeds a “hot house” to develop new capability
Leaves “Old IT” alone
Steer specific new project to the hot house
The key question becomes “when and how”. Because …
Database
14 21 4 11 9
41
68
6
20 12
81
65
22
16
13
83 32
24 7
7
Oracle EnterpriseEdition
Microsoft SQL Server IBM DB2 Oracle MySQL Sybase
Other Departmental Business Critical Mission Critical
Components
Cisco Dell EMC HP IBM MS Netapp Oracle Red Hat VMware
Middleware 5% 2% 2% 4% 20% 23% 0% 32% 5% 6%
Database 0% 0% 1% 2% 9% 35% 0% 52% 0% 1%
O/S 0% 0% 1% 4% 11% 42% 0% 16% 20% 7%
Hypervisor 0% 1% 2% 1% 6% 14% 0% 13% 2% 62%
Server 4% 17% 1% 29% 22% 7% 0% 16% 1% 3%
Storage 0% 5% 37% 14% 17% 2% 15% 8% 0% 2%
Network 80% 1% 1% 8% 4% 2% 1% 4% 0% 0%
• Strength in DB and Middleware • MS is leader in O/S , Oracle have caught up with Red Hat • VMware clearly leads Hypervisor category but oracle has 13%!
Questions
1. Transition from one model to the other is always the most difficult as it is a 'sunk cost' While Integrated system may be better overall, the huge existing investment means transition costs are a major barrier.
2. What is the current take up/trend of the major Australian FI's around Oracle's Integrated System model
3. With an integrated model won't we loss some of the functionality offered by the Best-of-Breed solutions?
4. How would you rate the ease of upgrading each of the different stacks as the technologies on each stack improve over time?
5. Integration with other vendor technologies and ability to use historical infrastructure
6. How involved do you get when choosing an integrated solution. How much control do you give away ? Main concern is poor Oracle support
Questions
1. What type of resources are needed to support the Integrated systems model
2. Should Customers be more concerned about vendor lock in when following an integrated systems model? If not, why not?
3. By removing the Design and Integration layers of the model, how can we ensure the technologies align with business requirements? Is there an expectation that the business will follow the technology?
4. What plans does Oracle have to eliminate complexity of licensing and provide financial incentive to leverage an integrated stack ? Why the Oracle licencing model is so complex? Why is Oracle so expensive?
5. Is going Oracle to support small business or target Corporate clients only?
