Cher Diva Diva is the jump down and walk barefoot ...

Cher took off her shoes yesterday in New York during a grueling afternoon of TV interviews for the release of his new movie, "Burlesque"!.

Cher Fupark Fashion

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Converged Infrastructure, Part 3

Converged Infrastructure: What it Is, and What it Isn't

In my two earlier posts, I first took a stab at an overview of converged infrastructure and how it will change IT management, and in the second installment, I looked a bit closer at converged infrastructure's cost advantages. But one thing that I sense I neglected was to define what's meant by converged infrastructure (BTW, Cisco terms it Unified Computing). Even more important, I also feel the need to highlight what converged infrastructure is not. Plus, there are vendor instances where The Emperor Has No Clothing -- e.g. where some marketers have claimed that they suddenly have converged infrastructure where the fact remains that they are vending the same old products.

Why splitting hairs in defining terms? Because true converged infrastructure / unified computing has architectural, operational, and capital cost advantages over traditional IT approaches. (AKA Don't buy the used car just because the paint is nice)


Defining terms - in the public domain
Obviously, it can't hurt to see how the vendors self-describe the offerings... here goes:
 
Cisco's Definition (via webopedia)

"...simplifies traditional architectures and dramatically reduce the number of devices that must be purchased, cabled, configured, powered, cooled, and secured in the data center.  The Cisco Unified Computing System is a next-generation data center platform that unites compute, network, storage access, and virtualization into a cohesive system..."

Egenera's Definition

"A technology where CPU allocation, data I/O, storage I/O, network configurations, and storage connections are all logically defined and configured in software. This approach allows IT operators to rapidly re-purpose CPUs without having to physically reconfigure each of the I/O components and associated network by hand—and without needing a hypervisor."

HP's Definition

"HP Converged Infrastructure is built on a next-generation IT architecture – based on standards – that combines virtualized compute, storage and networks with facilities into a single shared-services environment optimized for any workload."

Defining terms - by using attributes
Empirically, converged infrastructure needs to have two main attributes (to live up to its name): It should reduce the quantity and complexity of physical IT infrastructure, and it should reduce the quantity and complexity of IT operations management tools. So let's be specific:

Ability to reduce quantity and complexity of physical infrastructure:

• virtualize I/O, reducing physical I/O components (e.g. eliminate NICs and HBAs)
• leverage converged networking, reducing physical cabling and eliminating re-cabling
• reduce overall quantity of servers, (e.g. ability to use free pools of servers to re-purpose for scaling, failure, disaster recovery, etc.)

Ability to reduce quantity and complexity of operations/management tools:

• be agnostic with respect to the software payload (e.g. O/S independent)
• fewer point-products, less paging between tool windows (BTW, this is possible because so much of the infrastructure become virtual and therefore more easily logically manipulated)
• reduce/eliminate the silos of visualizing & managing physical vs virtual servers, physical networks vs virtual networks
• simplified higher-level services, such as providing fail-over, scaling-out, replication, disaster recovery, etc.

To sum-up so far, if you're shopping for this stuff, you need to
a) Look for the ability to virtualize infrastructure as well as software
b) Look for fewer point products and less windowing
c) Look for more services (e.g. HA, DR) baked-into the product.

Beware.... when the Emperor Has No Clothes...
In closing, I'll also share my pet peeve: When vendors whitewash their products to fit the latest trend. I'll not name-names, but beware of the following stuff labeled "converged infrastructure":

• If the vendor says "Heterogeneous Automation" - that's different. For example, it could easily be scripted run-book automation.  This doesn't reduce physical complexity in the least.
• If the vendor says "Product Bundle, single SKU" - Same as above. "Shrink wrapped" does not equal "converged"
• If the vendor says "Pre-Integrated" - This may simplify installation, but does not guarantee physical simplicity nor operational simplicity

 Thanks for reading the series so far.  I'm pondering a fourth-and-final installment on where this whole virtualization and converged infrastructure thing is taking us - a look at possible future directions.
 

Tara Reid Hot Gallery

Postcards from the IT Financial Management Association

This week marks the third time I have been invited to speak at the ITFMA World of IT Financial Management conference.  This is a really amazing/unique conference, created nearly single-handedly by Terry Quinlan, their Executive Director. Quick overview:

The IT Financial Management Association (ITFMA) was established in 1988 and founded the IT Financial Management profession at that time. ITFMA is the only association dedicated to this profession and provides a comprehensive education program on the principles and practices used to financially manage Information Technology (IT) organizations. ITFMA is the national leader in the education of IT financial management professionals and the only recognized provider of certification in the various financial disciplines of IT financial management.

The attendees are largely non-technical, but are comprised of financial managers, controllers, project managers and purchasing managers all in the IT field mainly with F1000 companies.

And what sets this conference apart for me is the fact that 90% of the topics of conversation are non-technical. It's not about the speeds-and-feeds, but rather about the project management, cost accounting, charge-back, managerial and regulatory issues facing IT.  It gave me pause that, while technologists focus on keeping the electrons moving, there are also folk who keep the paper and the money moving.

On particularly illustrative conversation I had in mind -- with an IT financial manager from the State of Oregon, who oversees the state's shared/hosted IT infrastructure.  They were promised by a large national consulting company that through consolidation of equipment and data centers, the state would save tons of $$ and reduce the managerial headcount as well. As it was described to me, the technical consolidation was largely a success, but the consultant failed to accurately account for the business and managerial staffs associated with the IT. And over time, while the square feet of data center shrank, the overall IT staffing continued to grow. Lest we commit the sin of assuming that all of IT is technologists.

Overall, the ITFMA is a "must-attend" -- especially now that IT is going through such large changes as data center consolidation, virtualization, automation and cloud computing. All of these have non-linear impacts on IT finances, and all can cause disruptive effects on topics like capital forecasting, project management, expense vs  investment projections, etc. Not to mention the newer issues caused by cloud computing such as data ownership, security, operations control, etc.

The event is a relative bargain to attend, and Terry always finds classic, historic venues for the conferences.

Converged Infrastructure Part 2.

Part 2. Converged Infrastructure’s Cost Advantages

In my first installment about converged Infrastructure, I  gave an outline of what it is, and how it will change the way in which IT infrastructure is managed.

In this installment, I’ll go a bit deeper and explain the source of capital and operational improvements converged Infrastructure offers – and why it’s such a compelling opportunity to pursue.

But first, the most important distinction to make between converged infrastructure and “the old way of doing business” is that management – as well as the technology – is also converged.  Consider how many point-products you currently use for infrastructure management (i.e. other than managing your software stack). 

This diagram at right  has resonated with customers and analysts alike. It highlights, albeit in a stylized fashion, just how many point-products an average-sized IT department is using.  This results in clear impact in

• Operational complexity – coordinating tool use, procedures, interdependencies and fault-tracking
• Operational cost – the raw expense it costs to acquire and then annually maintain them
• Capital cost – if you count all of the separate hardware components they’re trying to manage

That last bullet, the thing about hardware components, is also something to drill down into.  Because every physical infrastructure component in the “old” way of doing things has a cost.  And I mean I/O components like NICs and HBAs, not to mention switches, load balancers and cables.

What might be possible if you could virtualize all of the physical infrastructure components, and then have a single tool to manipulate them logically?

Well, then you’d be able to throw-out roughly 80% of the physical components (and associated costs) and reduce the operational complexity roughly the same amount.

In the same way that the software domain has been virtualized by the hypervisor, the infrastructure world can be virtualized with I/O virtualization and converged networking. And, once the I/O and network are now virtualized, they can be composed/recomposed on demand.  This eliminates a large number of components needed for infrastructure provisioning, scaling, and even failover/clustering (more on this later).  And, if you can now logically re-define server and infrastructure profiles, you can also create simplified Disaster recovery tools too.

In all, we can go from roughly a dozen point-products down to just 2-3 (see diagram above).  Now: What’s the impact on costs?

On the capital cost side, since I/O is consolidated, it literally means fewer NICs and elimination of most HBAs since they can be virtualized too.  Consolidating I/O also implies converged transport, meaning fewer cables (typically only 1 per server, 2 if teamed/redundant). And a converged transport also allows for fewer switches needed on the network.  Also remember that with few moving (physical) parts, you also have to purchase few software tools and licenses. See diagram below.

On the operational cost side, there are the benefits of simpler management, less on-the-floor maintenance, and even less power consumption. With fewer physical components and a more virtual infrastructure, entire server configurations can be created more simply, often with only a single management tool. That means creating and assigning NICs, HBAs, ports, addresses and world-wide names. It means creating segregated VLAN networks, creating and assigning data and storage switches. And it means automatically creating and assigning boot LUNs. The server configuration is just what you’re used to – except it’s defined in software. And all from a single unified management console.   The result: Buying, integrating and maintaining less software.

Referencing the diagram at right, here's what this looks like on a physical level is fewer components: Costly NIC and HBA cards are virtualized, with their physical transport now consolidated over Ethernet ports, and switches/cables now replaced by a logically-configured switch.

Ever wonder why converged infrastructure is developing such a following? It’s because physical simplicity breeds operational efficiency. And that means much less sustained cost and effort. And an easier time at your job.

Next installment: What Converged Infrastructure is not.

Converged Infrastructure. Part 1

Since joining Egenera, I've been championing what's now being termed Converged Infrastructure (aka unified computing). It's an exciting and important part of IT management, demonstrated by the fact that all major vendors are offering some form of the technology. But it sometimes takes a while for folks (my analyst friends included) to get their heads around understanding it.  So I'm going to take a stab at a multi-part Primer on the topic.
 
Part 1: What is Converged Infrastructure, and how it will change data center management

Converged Infrastructure and Unified Computing are both terms referring to technology where the complete server profile, including I/O (NICs, HBAs, KVM), networking (VLANs, IP load balancing, etc.), and storage connectivity (LUN mapping, switch control) are all abstracted and defined/configured in software. The result is a pooling of physical servers, network resources and storage resources that can be assigned on-demand.

This approach lets IT operators rapidly repurpose servers – or entire environments – without having to physically reconfigure I/O components by hand—and without the requirement of hypervisors.  It massively reduces the quantity and expense of the physical I/O and networking components as well as the time required to configure them. A converged infrastructure approach offers an elegant, simple-to-manage approach to data center infrastructure administration. 

From an architectural perspective, this approach may also be referred to as a compute fabric or Processing Area Network. Because the physical CPU state (i.e. naming and configuration of I/O, networking and storage naming) is completely abstracted away, the CPUs become stateless and therefore can be reassigned extremely easily creating a “fabric” of components, analogous to how SANs assign logical storage LUNs.  And, through I/O virtualization, both data and storage transports can also be converged, further simplifying the physical network infrastructure down to a single wire.

 The result is a “wire-once” set of pooled bare-metal CPUs and network resources that can be assigned on demand, defining their logical configurations and network connections instantly.

BTW, there is another nice resource -- a white paper commissioned by HP (!) executed by Michelle Bailey at IDC. In it she defines what is a converged system:

"The term converged system refers to a new set of enterprise products that package server, storage, and networking architectures together as a single unit and utilize built-in service-oriented management tools for the purpose of driving efficiencies in time to deployment and simplifying ongoing operations. Within a converged system, each of the compute, storage, and network devices are aware of each other and are tuned for higher performance than if constructed in a purely modular architecture. While a converged system may be constructed of modular components that can be swapped in and out as scaling requires, ultimately the entire system is integrated at either the hardware layer or the software layer.

Converged Infrastructure and Software Virtualization

A Converged Infrastructure is different from—but analogous to—hypervisor-based server virtualization.  Think of hypervisors as operating “above” the CPU, abstracting software (applications and O/S) from the CPU; think of a Converged Infrastructure as operating “below” the CPU, abstracting network and storage connections. However, note that converged Infrastructure doesn't operate via a software layer the way that a hypervisor does. And converged Infrastructure is possible whether or not server virtualization is present.

Converged Infrastructure and server virtualization can complement each other producing significant cost and operational benefits. For example, consider a physical host failure where the entire machine, network and storage configuration needs to be replicated on a new physical server. Using Converged Infrastructure, IT Ops can quickly replace the physical server using a spare “bare metal” server.  A new host can be created on the fly, all the way down to the same NIC, HBA and networking configurations of the original server.

A Converged Infrastructure can re-create a physical server (or virtual host) as well as its networking and storage configuration on any “cold” bare-metal server.  And in addition, it can re-create an entire environment of servers using bare-metal infrastructure at a different location as well. Thus it is particularly well-suited to provide both high-availability (HA) as well as Disaster Recovery (DR) in mixed physical/virtual environments – eliminating the need for complex clustering solutions. And in doing so, a single Converged Infrastructure system can replace numerous point-products for physical/virtual server management, network management, I/O management, configuration management, HA and DR.

Converged Infrastructure - Simplifying Management for “The other half” of the Data Center

In the manner that server virtualization has grown to become the dominant data center management approach for software, converged infrastructure is poised to become the dominant management approach for “the other 50%” of the data center – its infrastructure.

However adoption will take place gradually, for a few reasons:

• IT can only absorb so much at once. Most often, converged infrastructure is consumed after IT has come up the maturity curve after having cut their teeth on OS virtualization. Once that initiative is under way, IT then begins looking for other sources of cost take-out.... and the data center infrastructure is the logical next step.
• Converged infrastructure is still relatively new. While the market considers OS virtualization to be relatively mature, converging infrastructure is less-well understood.

But there is one universal approach that can overcome these hesitations -- money.  So, in my next installment, I'll do a deeper dive into the really fantastic economics and cost take-out opportunities of converging infrastructure...

IT Industry Analysts - Falling Into the Bond Rating Agency Trap?

One of the leading causes of our recent economic melt-down was that "independent" credit rating agencies had a conflict-of-interest with the firms they were supposed to be watching.The very firms tasked with objectively gauging risk were also being paid by the firms they were evaluating...And in the end, the big losers weren't either of them... it was the public.

Well, beware that some of the same could be happening in the IT space.

I'll change the names to protect the innocent -- but let's say that I recently attended a day-long IT analyst event, one where all of the senior analysts trot-out their recent research. And to be honest, most of it was of very high quality.

But in one session which focused on an up-and-coming trend in IT, the analyst only cited the major IT vendors (think: HP, CSCO, IBM, Dell etc.) as the leading innovators and players in the space. It was complete Bunk. Of the four "leading" vendors mentioned, only one of them had any significant innovation in the space. Two others so coated their offerings with "marketecture" that real innovation was tough to discern.  And the final crime was that 2-3 smaller vendors I know who actually pioneered the space weren't mentioned at all. And they're the ones providing *real* products with real value today.

Yes, the analyst had a responsibility to his customers (IT end-users) to watch the big players in the industry. And to be sure, the big vendors dominate most market spaces. But the analyst also has a responsibility to truly master his market space and to report-back on the true leaders, innovators, and visionaries. Instead, I believe he unwittingly fell prey to the big vendors that pay much of his firm's bills in order to stay in the analyst's limelight. The failing here is industry-wide, and the IT consumers of the analyst's information are the real losers. Innovation isn't recognized, and therefore value isn't really transferred. And nearly all large industry analysts are guilty of this at some level.

In contrast, another friend of mine is a technology industry analyst with a major international financial institution. When he interviews me on my industry, company and product, he's clear that his reports are not commissioned by vendors, nor even by his bank's clients. There cannot be so much as a hint of conflict-of-interest in his work. Think about it.

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Major IT Industry analysts have been my friends for years. I've worked for IT vendors small and large, and IT analysts have been (and mostly still are) great sounding boards for new ideas, helped identify market opportunities, and have added lots of marketing value if/when they approve of your product. And IT analysts add value on the IT consumer side too -  by identifying trends, pointing-out leading vendors, and recommending best-practices.

But sometimes these folks fundamentally fail at what they're "paid" to do. My advice: Always get a second opinion.