prezentacija - gartner: government cloud

8/7/2019 Prezentacija - Gartner: Government Cloud

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Government in the Clouds:Much More Than Computing

Channels

Infrastructure

Business Processes(Financials, HR, Budgeting, Procurement)

CustomApplications

PackagedApplications

ExternalServices

Constituent-CentricServices

PolicymakingProcesses

D

a

t

a

Commoditization

How many clouds?

How operated ?

By whom ?

Computing or

sourcing model?

What's new?

Socialization and Consumerization


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Key Issues

1. What are the opportunities and challenges ofcloud computing for government organizations?

2. What government cloud services are being

adopted, how are they being deployedand who are the providers?

3. What are the main criteria to select government

cloud services?


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Cloud Computing in the Hype Cyclefor Government Transformation, 2010

TechnologyTrigger

Peak of

InflatedExpectations

Trough ofDisillusionment Slope of Enlightenment

Plateau ofProductivity

time

expectations

Years to mainstream adoption:

less than 2 years 2 to 5 years 5 to 10 years more than 10 yearsobsoletebefore plateau

As of July 2010

Citizen Data Vaults

Enterprise InformationManagement Programs

Open-Source Public-SectorVertical Applications

Open Government Data

Government CloudPrivate Cloud Computing

Cross-Agency CaseManagement in

Government

Consumer Social Networks in GovernmentE-Discovery for Government

Public Cloud Computing

BPM for GovernmentGovernment Domain-Specific COTS

External Communities in Government

Shared Services

Government DataInteroperability

Internal Communitiesin Government

Whole-of-Government Enterprise Architecture

Business Intelligence for PerformanceManagement in Government

Advanced Analytics for Government

Enterprise Content Management for Government

Geographic Information Systems

SOA: Government

Federated Identity Management

Packaged ERP forGovernment

(From: "Hype Cycle for Government Transformation, 2010," 20 July 2010

Vendors like Google and Microsoft have developed agovernment cloud by making part of their existinginfrastructure compliant with U.S. federal governmentsecurity requirements (FISMA)


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The New Value Proposition (and Risk)for Everybody

Application Infrastructure Services

(PaaS)

Application Services (SaaS)

System Infrastructure Services(IaaS)

Users

Lower cost

Business Process ServicesIT Depts.

Vendors

Focus on value adding

Huge marketStandard offering

Loss of control

Irrelevance

Procurement consolidation


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How Is It Delivered? Critical Attributesof Cloud Services

Internet Technologies5

Metered by Use4

Shared3

Scalable and Elastic2

Service-Based1

5AttributesT

hatSupportOutcome

s

Always

RarelyAlmost never


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The Private-Public Cloud Continuum

"Community"Cloud

Services

ContractualConstraints

Many None

Anyone

Exclusive

Limitedmembership

PublicCloud

Services

PrivateCloud

Services

Domain-SpecificApplications

Citizen

Data Vault

Low-LatencyWorkloads

Corporate E-Mail

"Line-of-Business"

Apps. (FM, HR)

Agency Website

Open Government

Data

ServiceAccess

Focus on how to gain asmany cloud-computingbenefits, while maintainingthe required degree ofcontrol.


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Who Does Operate the Cloud?Government as User, Provider or Both

NISTPublic Cloud

NISTCommunity Cloud

NISTPrivate Cloud

Ownership

InternalSingle-Agency

Cloud

Services

Agency Third PartyGovernmentwide

CentralizedMultiagency

CloudServices

SharedMultiagency

CloudServices

GovernmentPublic Cloud

Services

Public CloudServices

Anyone

Exclusive

LimitedMembership

SharedSingle-Agency

Cloud

Services

ExternalMultiagency

CloudServices

ExternalSingle-Agency

Cloud

Services

ServiceAccess

Eight different categories - cloud-computing definition provided by the U.S. National Institute ofStandards and Technology (NIST), which is being widely used across the federal government.


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Key Issues





cloud services?


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How Many Community Clouds?Advantages Disadvantages

SharedGovernment

Provider

CentrallyProcured

Single ESP

Centrally

ProcuredMultiple ESPs

IndependentlyProcured

Multiple ESPs

Shared risks Best of (government) breedSecurity and sustainability

Service levels and skills Centralized vendor selection Scale

Better fit for purpose Centralized vendor selection Best fit for purpose Choice Lower cost

Governance Repartition of rolesCost

Lock-in Competition issues One size fits all

Interoperability Vendor management Interoperability Lock-in Procurement/vendor selection

CentralizedGovernment

Provider

Simple procurement Harmonized services Security and sustainability

Cost Lack of skills Unfair competition


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U.S. Federal Cloud Initiative:Apps.gov Business Apps


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U.K. G-Cloud:Great Vision, Tough Execution

No firm definition- Shared services/business services- Utility apps- Common public sector apps- Development platform for custom apps- Infrastructure and service management

Early supplier involvement App store focused on use and supply

Local government engagement Mandate (e.g., PSN use) Market distortion Toward radically new sourcing models

Issues

Government organizations in charge of cloud-computing policies should look carefully at

the U.K. model as an inspiration to integratethe procurement and operation of cloud-

based services with more-traditionalcomputing models.


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State and Local Government LandscapeDescription Issues

State ofUtah

(DTS)

City ofLos Angeles

City ofMiami

U.K. LocalAuthorities

Further consolidation Target local govt. and schoolsFull stack

Move all employees to Gmail andGoogle Docs

"Mother of all migrations" Web-based 311 application on Azure Developed by two people in eight

days

Leverage existing shared servicesacross cities, counties, healthauthorities

Breadth of offering Provider versus broker Tough enterprise testbed for

Google (security, functionality) Change management

High profile, but low risk What's next?

Build versus buy versusG-Cloud

Local supplier landscape

State ofMichigan

(DTMB)

Further consolidation Storage as a service Economic development

Sustainability and marketevolution

Scope, governance

Example


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The Definitional Paradox

By 2012, less than 25% of claimed government cloud

deployments will possess all cloud attributes.

Why less than 25%

Confusion between cloudservices and external serviceswill remain.

Government cloud initiatives willmostly coincide with data centerconsolidation.

Cloud service vendors will notbe able to meet securityrequirements, and desireto control.

Why more than 25%

Cloud service offerings ingovernment application storesare compelling.

Government-drivenstandardization and C&Ainitiatives develop very rapidly.

Vendors invest on regionalizedcommunity clouds.


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Key Issues





cloud services?


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Cloud-Computing Selection Criteria

Service and EngagementSocial Networking & Open Gov.Government CRMOnline Services

Core Applications

EducationPublic SafetyTax & RevenuesHR

Horizontal Applications

HRCorporate Performance

ManagementERP/Finance & AccountingBusiness IntelligenceEnterprise Content management

Infrastructure

Enterprise Application IntegrationSecurity ManagementNetworks, Telcos, VoIP

Storage

PerformancesCostBandwidthAvailability and reliability

Scalability/elasticityDevelopmentOperation

Product/Service MaturityMarketSkills

ComplianceData LocationSecurityE-discovery

Degree of Control

Portability

Geopolitics

Genericity of requirements

Infrastructure and platformApplications

Organization Maturity

Vendor managementGovernance

What Services? Cloud or Not Cloud? Private or Public?


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Pros and Cons of Different Roles

Storefront

User

Provider

Regulator &Supervisor

Broker

Description Pros Cons

Use services Flexibility, costsMission focus Rigid sourcing Vendor lock-in

Provide services Existing assetsSecurity Focus on commodityCompetition with market

Single point of contactMultisourcing Flexibility, costsResource balance ComplexityInteroperabilityManage service and

provider catalogsNegotiate framework

contracts

GuidanceDevolution Outdated informationPredicting demand

Drive and supervisevendor standardizationand complianceactivities

Confidence oncompliance

Pressure on marketMarket distortionPolicy conflicts

The role of a storefront to consolidate procurement andprovision of cloud services is emerging as a key one.

Apps.gov in the U.S. and G-AS in the U.K. aim at providing asingle point of contact for any government organization that

wishes to purchase cloud services from different cloudproviders.


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Recommendations

Monday Morning

Become conversant in the delivery and deployment models in this session,focusing on the continuum between private, community and public cloud.

Start deploying low-risk, well-confined applications where cloud computingcan deliver a compelling value proposition.

Next 6 months

Carefully assess which kinds of processes and applications require allattributes of cloud computing; for these, determine and apply plausibledeployment model options.

For government-shared or centralized service provider organizations:Assess what value you would add to users by undertaking the provisionof cloud-based services.

Next 12 to 18 months

Encourage policymaking and procurement organizations to workwith vendors to establish common approaches and standardsthat reduce adoption and lock-in risks.

Evolve IT and sourcing strategy to include cloud computing.


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Related Gartner Research

"Five Roles for Government in CloudComputing" (G00201496) "Criteria for Government to Evaluate Cloud

Computing" (G00175342)

"Helping Governments Cut Through the DefinitionalCloud" (G00175062)

"What You Need to Know About Cloud ComputingSecurity and Compliance" (G00168345)


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Thank You!

This presentation is built based on research and

insights developed by Gartner analysts!


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