Why it pays to be early -- especially with this much cloud choice

It pays to be early.

Take my flight today, for example. I’ve done this flying-to-New York thing a few times. I’ve learned the hard way that it’s a good idea to reserve your seat early. I know when to head toward the line at the gate to minimize time spent standing around and maximize the chance that there’s still overhead bin space onboard. And, if it looks like this particular flight is headed for delay or cancellation, I already have a pretty good view of what my options are likely to be. I might even already be dialing/browsing customer service.

I think the same applies for cloud computing. To really have a good view of what you need to know, the folks who have been through this a couple times certainly have a head start. Being early to the party lets you assess what’s happening from a position of experience – peppered with a humbling but healthy dose of reality along the way.

I think today’s big cloud announcements from CA Technologies help drive home this point. (As you might have guessed, they are part of what I’ve been working on recently: 10 new/enhanced offerings for enterprises, 4 for service providers, plus a market accelerator program.) The announcements represent quite a bit of early market experience wrapped up for the benefit of very specific customer sets.

What we (and our customers) learned in the past 18 months

Last year, IT was asking some very basic questions about cloud computing, the core of which boiled down to “So, what is cloud computing, anyway?” CA Technologies kicked off 2010 with an aggressive cloud acquisition spree that surprised more than a few folks. We brought aboard a series of key technologies, some very smart folks, and a lot of on-the-ground services experience. Customers and industry-watchers showed interest (and skepticism, as you’d expect) as we brought the pieces together.

If you look back at our CA World announcements last year, you’ll see that we described the way cloud was changing IT and the solutions that we thought were needed. We talked about the IT role morphing into more of a supply chain orchestration job, focused on delivering IT service. We saw a need to understand those services, figure out ways to compare them, manage them, and control them.

But the market hasn’t been standing still. In fact, I think most would agree with me that the changes in IT as a result of cloud have accelerated. Our view that the IT function is shifting seems to be supported by some proof points (especially if you read some of the survey data I’ve seen in the past year). But that doesn’t mean we got everything perfect, right out of the gate. By being in the game early, we’re in a prime seat to watch the evolution. And react.

Evolving and targeting to match how enterprises and service providers adopt cloud

It’s now a little more than a year later, and we’re evolving our cloud portfolio. Today’s announcements are a set of next steps, and they reflect some pragmatic reactions to what we’ve seen. We’re enhancing the offerings we already have. We’ve built some new ones. And all of these are driven by what customers are saying and doing.

Here are some of the highlights, as I see them:

More than ever before, cloud means choice. Looking at cloud forces lots of internal and external decisions. As I’ve noted previously, these are decisions about technology, about organizational structure, about IT ownership and policy. With all of these options, there is no “one size fits all” for cloud. Instead, you have to make your own, very specific choices. And you want to have a portfolio of options that can help you regardless of which choices you need to make for your business. We, as a partner in that business, need to enable you to have your cloud, your way.

A broad portfolio to work from is a plus. The work to enable customers to use and provide cloud computing means a bunch of topic areas need to be covered. Management and security really end up jumping to the top of the list. (The CA portfolio is well-tuned to cover that emphasis, I might add.)

We see a lifecycle of decisions, and a set of capabilities at steps along with way. We think customers need to plan, design, deliver, secure, and assure their cloud efforts. And then constantly optimize these decisions for what’s best for their business.

Enterprises and service providers have very different needs and will make different choices. Enterprise and service providers are doing an interesting dance. Each sees benefit – and profit – in cloud computing, and is adopting it pragmatically. Enterprises are trying to evolve what they have invested in already, while maintaining the control they require and processes they’ve built up. That lets them continue with the heterogeneous components they have. That doesn’t lock them into a proprietary (and probably quite costly) “cloud stack.” Unless they want to be. In some cases, that’s a useful trade-off. But it still needs to be managed and secured.

Service providers are, in many cases, leading the charge to cloud, looking for ways to quickly deliver cloud services but to do so in a way that is going to mean differentiation and revenues, while building margin. Those that don’t won’t be around long. They are feeling pressure from big guys like Amazon and Rackspace. They’re trying to find the right niche. They’re trying to balance the right infrastructure with the financial structure to result in a winning (and sustainable) formula.

As a result of these differences, you’ll see sets of solutions from CA Technologies that address these very specific needs, but help make the connection between the two – the world of hybrid clouds – possible and appealing.

Finally, if you add new perspectives, experience with customers, and resources to some pretty innovative technology, you can move the needle. Several of today’s announcements show the combined effort of the vision of entrepreneurs that joined CA Technologies through the cloud acquisitions and the organic development efforts since then. A lot of these folks have been working on cloud since long before the term “cloud” existed.

Several of those are near and dear to my heart, and I’ll highlight those here:

CA Business Service Insight 8.0. We’re calling it 8.0, because the previous 7 versions were called Oblicore Guarantee and were focused on service level management. However, the work done on CA Business Service Insight since last year opens up new territory. The latest release gives enterprises information about their existing services and the ability to compare and contrast what they are doing internally with services they could choose externally. All this, while also managing the service levels from what they acquire from outside. In addition, CA Business Service Insight’s connection to the Service Measurement Index and Cloud Commons will become more and more intriguing as it matures.

CA AppLogic 3.0. The ability to work at an application level rather than dwelling on low-level hypervisor questions takes a huge step up with the addition of VMware support in this release. Now, you can think in terms of virtual business services instead of ESX or Xen. That’s an important extension to the vision that the 3Tera team brought to CA Technologies, especially if you’re an enterprise.

Service providers are probably still interested in the financial equation of using Xen, but now have new options in working with enterprises who’ve made big VMware investments. And, frankly, that’s everyone at this point. The new languages, VLAN tagging, and role-based access features are probably even more interesting to service providers and how they make money from a cloud business using CA AppLogic as their cloud platform. The service provider ecosystem that’s building around CA AppLogic is should get a mention here, too, but that’s worthy of its own post.

I’m personally pleased to see Cassatt capabilities woven in here, too (check out the Global Fabric Controller to see my previous company’s influence).

Learning pragmatically

There are a lot of moving parts here, mostly driven by the huge number of options that the cloud now presents. In my opinion, CA Technologies made a pretty prescient decision to jump into this market with both feet (and wallet), and to do so early. Much of what you’re seeing come to market here has benefited from early moves by both the innovators CA acquired -- and by CA itself.

The resulting time and experience have infused our offerings (and those of us working on them) with what I’d call a healthy amount of pragmatism. This pragmatism is something that I think will serve CA Technologies, its ecosystem partners, and our collective customers well as cloud computing continues to evolve.

And, of course, it’s good to see all those hours I’ve spent waiting for flights are paying off in interesting ways.

Right place, right time, right cloud partners

A lot of pundits have picked 2011 as the year that cloud computing goes from “hey, that sounds like a good idea” to “yikes, we need to get this project off the ground” for many enterprise IT shops.

Sure, many of those same IT shops are having strong words right now with their business counterparts arguing over what they’ve been doing in the cloud behind their backs, but at some point it will be time to let bygones be bygones. And time to really get to work. Together.

Recently, CRN provided a couple lists of important cloud providers and platforms for 2011. And, even the government is being helpful. In a sign that things are progressing nicely, the government entity that’s been tracking cloud computing since the early days is maturing its models.

Time to Go Beyond the 3-Layer IaaS, PaaS, SaaS Cake

Several cloud-savvy folks, including Chris Hoff and Christian Reilly, pointed folks to the National Institute of Standards and Technology (NIST) website, where the organization has posted work-in-progress drafts of some new items, namely a cloud computing reference architecture. NIST had done a nice job on giving cloud discussions a strong definitional reference point a few years back (we use that definition as our main reference point here at CA Technologies, for example), and it’s time to move to the next stage.

My colleague Andi Mann did a nice analysis of what NIST is up to and what it means. He does have some points to quibble over, but he posted that “despite some clear flaws, I think this is a great document. More than just a series of definitions,” said Andi, “far less than a ‘true’ technical reference architecture, it is advisory and high-level, but practical and usable.”

The Right Time for Management to Take Center Stage

One of the things that has been frustrating about the cloud market to date is the ad hoc, shoot-from-the-hip approach. It’s great for testing the waters and there is, indeed, an important role for “good enough” computing, but as enterprises get more serious about cloud, they need to make sure they are thinking about something near and dear to my heart: management.

Andi points out that this is one of the really good things about this new NIST cloud reference architecture. “I am particularly excited that such a powerful voice in cloud computing is finally highlighting the primary importance of management in their cloud documentation. Almost half this document is focused in cloud management,” writes Andi. “NIST clearly believes a cloud computing environment needs mature management discipline.” Or, as he calls it, “grown-up management.”

Andi’s post goes on to discuss other aspects of the NIST architecture proposal, too, like service management, security, and the role of an independent “cloud auditor.” Worth a read.

Time to Find a Strong Ecosystem to Turn to

At around the same time, CRN chose to publish a couple lists of organizations that enterprises can turn to in their efforts to get some of the aforementioned cloud projects off the ground. And, yes, CA was mentioned on both lists. However, more interesting is who else is on the list with us.

Among the Top 20 Cloud Computing Infrastructure Vendors were folks like AWS, GoGrid, Eucalyptus, Joyent, Randy Bias' Cloudscaling, and Reuven Cohen's Enomaly were two of our partners: ENKI and Layered Tech. Both organizations provide cloud services based on CA 3Tera AppLogic.

· ENKI was noted for its managed cloud computing play that offers scalable virtual private data centers with performance and reliability at their core.

· CRN highlighted how Layered Tech offers managed dedicated hosting, on-demand grid/virtualization computing and Web services, helping business get into the cloud with secure IT infrastructure hosted in top-tier data centers.

The list also included Rackspace and Bluelock, two Nimsoft customers. The aforementioned ENKI is also a Nimsoft customer.

· CRN said that "with Rackspace's Cloud Servers infrastructure play, the top cloud dog of Texas is rivaling the major players with its select-a-size, customizable IaaS" backed by "fanatical support."

· Bluelock, said the write-up, offers VMware capabilities and its data cetners are secure and SAS-70 Type II certified.

As for CA, we were mentioned on the infrastructure vendor list and also as part of the Top 20 Cloud Computing Platforms for 2011, which described CA 3Tera AppLogic as “a turnkey application-centric cloud platform.”

We’re trying hard to make sure that a big part of what enterprises will find when they consider cloud-related solutions from CA Technologies are partners with technology and expertise to help them along the way, both on-premise and as a service. It’s good to see that those ecosystem partners are getting noticed.

And just in time, too. After all, 2011 is a quarter over already. Only 9 more months until we get to check back in with all those pundits to see if we all delivered on their cloud predictions.

And all those cloud projects.

This blog is cross-posted at CA Cloud Storm Chasers.

Beyond Jimmy Buffett, sumos, and virtualization? Cloud computing hits #1 at Gartner Data Center Conference

I spent last week along with thousands of other data center enthusiasts at Gartner’s 2010 Data Center Conference and was genuinely surprised by the level of interest in cloud computing on both sides of the podium. As keynoter and newly minted cloud computing expert Dave Barry would say, I’m not making this up.

This was my sixth time at the show (really), and I’ve come to use the show as a benchmark for the types of conversations that are going on at very large enterprises around their infrastructure and operations issues. And as slow-to-move as you might think that part of the market might be, there are some interesting insights to be gained comparing changes over the years – everything from the advice and positions of the Gartner analysts, to the hallway conversations among the end users, to really important things, like the themes of the hospitality suites.

So, first and foremost, the answer is yes, APC did invite the Jimmy Buffett cover band back again, in case you were wondering. And someone decided sumo wrestling in big, overstuffed suits was a good idea.

Now, if you were actually looking for something a little more related to IT operations, read on:

Cooling was hot this year…and cloud hits #1

It wasn’t any big surprise what was at the top of peoples’ lists this year. The in-room polling at the opening keynotes placed data center space, power, and cooling at the top of list of biggest data center challenges (23%). The interesting news was that developing a private/public cloud strategy came in second (16%).

This interest in cloud computing was repeated in the Gartner survey of CIOs’ top technology priorities. Cloud computing was #1. It made the biggest jump of all topics since their ’09 survey, by-passing virtualization, on its way to head up the list. But don’t think virtualization wasn’t important: it followed right behind at #2. Gartner’s Dave Cappuccio made sure the audience was thinking big on the virtualization topic, saying that it wasn’t just about virtualizing servers or storage now. It’s about “the virtualization of everything. Virtualization is a continuing process, not a one-time project.”

Bernard Golden, CEO of Hyperstratus and CIO.com blogger (check out his 2011 predictions here), wondered on Twitter if cloud leapfrogging virtualization didn’t actually put the cart before the horse. I’m not sure if CIOs know whether that’s true or not. But they do know that they need to deal with both of these topics, and they need to deal with them now.

Putting the concerns of 2008 & 2009 in the rear-view mirror

This immediacy for cloud computing is a shift from the previous years, I think. A lot of 2008 was about the recession’s impact, and even 2009 featured sessions on how the recession was driving short-term thinking in IT. If you want to do a little comparison yourself, take a look at a few of my entries about this same show from years past (spanning the entire history of my Data Center Dialog blog to date, in fact). Some highlights: Tom Bittman’s 2008 keynote (he said the future looks a lot like a private cloud), 2008’s 10 disruptive data center technologies, 2008’s guide to building a real-time infrastructure, and the impact of metrics on making choices in the cloud from last year.

The Stack Wars are here

Back to today (or at least, last week), though. Gartner’s Joe Baylock told the crowd in Vegas that this was the year that the Stack Wars ignited. With announcements from Oracle, VCE, IBM, and others, it’s hard to argue.

The key issue in his mind was whether these stack wars will help or inhibit innovation over the next 5 years. Maybe it moves the innovation to another layer. On the other hand, it’s hard for me to see how customers will allow stacks to rule the day. At CA Technologies, we continue to hear that customers expect to have diverse environments (that, of course, need managing and securing, cloud-related and otherwise). Baylock’s advice: “Avoid inadvertently backing into any vendor’s integrated stack.” Go in with your eyes open.

Learning about – and from – cloud management

Cloud management was front and center. Enterprises need to know, said Cameron Haight, that management is the biggest challenge for private cloud efforts. Haight called out the Big Four IT management software vendors (BMC, CA Technologies, HP software, and IBM Tivoli) as being slow to respond to virtualization, but he said they are embracing the needs around cloud management much faster. 2010 has been filled with evidence of that from my employer – and the others on this list, too.

There’s an additional twist to that story, however. In-room polling at several sessions pointed to interest from enterprises in turning to public cloud vendors themselves as their primary cloud management provider. Part of this is likely to be an interest in finding “one throat to choke.” Haight and Donna Scott also noted several times that there’s a lot to be learned from the big cloud service providers and their IT operations expertise (something worthy of a separate blog, I think). Keep in mind, however, that most enterprise operations look very different (and much more diverse) than the big cloud providers’ operations.

In a similar result, most session attendees also said they’d choose their virtualization vendors to manage their private cloud. Tom Bittman, in reviewing the poll in his keynote, noted that “the traditional management and automation vendors that we have relied on for decades are not close to the top of the list.” But, Bittman said, “they have a lot to offer. I think VMware’s capabilities [in private cloud management] are overrated, especially where heterogeneity is involved.”

To be fair: Bittman made these remarks because VMware topped the audience polling on this question. So, it’s a matter of what’s important in a customer’s eyes, I think. In a couple of sessions, this homogeneous v. heterogeneous environment discussion became an important way for customers to evaluate what they need for management. Will they feel comfortable with only what each stack vendor will provide?

9 private cloud vendors to watch

Bittman also highlighted 9 vendors that he thought were worthy of note for customers looking to build out private clouds. The list included BMC, Citrix, IBM, CA Technologies, Eucalyptus, Microsoft, Cisco, HP, and VMware.

He predicted very healthy competition in the public cloud space (and even public cloud failures, as Rich Miller noted at Data Center Knowledge) and similarly aggressive competition for the delivery of private clouds. He believed there would even be fierce competition in organizations where VMware owns the hypervisor layer.

As for tidbits about CA Technologies, you won’t be surprised to learn that I scribbled down a comment or two: “They’ve made a pretty significant and new effort to acquire companies to provide strategic solutions such as 3Tera and Cassatt,” said Bittman. “Not a vendor to be ignored.” Based on the in-room polling, though, we still have some convincing to do with customers.

Maybe we should figure out what it’ll take to get the Jimmy Buffett guy to play in our hospitality suite next year? I suppose that and another year of helping customers with their cloud computing efforts would certainly help.

In the meantime, it’s worth noting that TechTarget’s SearchDataCenter folks also did a good job with their run-down on the conference, if you’re interested in additional color. A few of them might even be able to tell you a bit about the sumo wrestling, if you ask nicely.

And I’m not making that up either.

Cloud conjures up new IT roles; apps & business issues are front & center

So you’ve managed to avoid going the way of the dodo, and dodged the IT job “endangered species list” I talked about in my last post (and at Cloud Expo). Great. Now the question is, what are some of the roles within IT that cloud computing is putting front & center?

I listed a few of my ideas during my Cloud Expo presentation a few weeks back. My thoughts are based on what I’ve heard and discussed with IT folks, analysts, and other vendors recently. Many of those thoughts even resonated well with what I’ve heard this week here at the Gartner Data Center Conference in Las Vegas.

IT organizations will shift how they are, well, organized

James Urquhart from Cisco put forth an interesting hypothesis a while back on his “Wisdom of Clouds” blog at CNET that identified 3 areas he thought will be (and should be) key for dividing up the jobs when IT operations enters “a cloudy world,” as he put it.

First, there’s a group that James called InfraOps. That’s the team focused on the server, network, and storage hardware (and often virtual versions of those). Those selling equipment (like Cisco) posit that this area will become more homogenous, but I’m not sold on that. James followed that with ServiceOps, the folks managing a service catalog and a service portal, and finally AppOps. AppOps is the group manages the applications themselves. It executes and operates them, makes sure they are deployed correctly, watches the SLAs, and the like.

I thought these were pretty useful starting points. I agree whole-heartedly with the application-centric view he highlights. In fact, in describing the world in which IT is the manager of an IT service supply chain, that application-first approach seems paramount. The role of the person we talk to about CA 3Tera AppLogic, for example, is best described as “applications operations.”

Equally important as an application-centric approach are the skills to translate business needs into technical delivery, even if you don’t handle the details yourself. More on that below.

Some interesting new business cards

I can already see some interesting new titles on IT peoples’ business cards in the very near future thanks to the cloud. Here are some of those that I listed in my presentation, several of which were inspired by the research that Cameron Haight and Milind Govekar have been publishing at Gartner. (If you’re a Gartner client, their write-up on “I&O Roles for Private Cloud-Computing Environments” is a good one to start with.):

· “The Weaver” (aka Cloud Service Architect) – piecing together the plan for delivering business services
· “The Conductor” (aka Cloud Orchestration Specialist) – directing how things actually end up happening inside and outside your IT environment
· “The Decider” (aka Cloud Service Manager) – more of a vendor evaluator and the person who sets up and eliminates relationships for pieces of your business service
· “The Operator…with New Tools” (aka Cloud Infrastructure Administrator) – this may sound like a glorified version of an old network or system administrator, but there’s no way this guy’s going to use the same tools to figure all this out that he has in the past.

In Donna Scott’s presentation at the Gartner Data Center Conference called “Bringing Cloud to Earth for Infrastructure & Operations: Practical Advice and Implementations,” she hit upon these same themes. Some of the new roles needed that she listed included solution architects, the automation specialist, the service owner, cloud capacity manager, and IT financial/costing analyst. Note the focus on business-level issues – both the service and the cost.

Blending

Or maybe the truth is that these roles blend together a bit more. I could see the IT organization evolving to perform three core functions in support of application delivery:

— Source & Operate Resource Pools This person would be someone who would maintain efficient data center resources, including the management of automation and hypervisors. The first is the ability to more effectively manage resources—to determine how much memory and CPU is available at any given time, to scale up and down capacity in response to demand (and have the ability to pay only for what you use). These resources might eventually be sourced either internally or externally, and will most often be a combination of the two. This function will be responsible for making sure the right resources are available at the right time and that the cost of those resources is optimized.

— The second function is Application Delivery, focused on building application infrastructure proactively, so that when the next idea comes down the pike, you can be ready. You can proactively build an appropriately flexible application infrastructure. You can provide the business with a series of different, ready-made configurations from which to choose, and you would have the ability (when they are needed) to quickly get these pre-configured solutions up and running quickly.

— The last, higher-level function is the process of engaging with the business closely. Your job is to Assemble Service. You’ll be able to say to the business ‘bring me your best ideas’ and you’ll be able to turn those concepts into real, working systems quickly, without having to dive into lower-level technical bits & bytes that some of the previously mentioned folks would.

In all cases, I’m talking about ways to deliver your application or business service, and the technical underpinnings are fading into the background a bit. “Instead of being builders of systems,” said Mike Vizard in a recent IT Business Edge article, “most IT organizations will soon find themselves orchestrating IT services.”

James Urquhart talks about this as an important tenant of the DevOps approach: The drive to make the application the unit of administration, not the infrastructure. James had another post more recently that underscored his disappointment that shows like Cloud Expo are focusing more on the infrastructure guys still, not the ones thinking about the applications. I’m all in favor. I heard Gartner’s Cameron Haight suggest why this might be true in most IT shops: while development has spent a lot of time working toward things like agile development, IT ops has not. There’s a mismatch, and work is starting on the infrastructure side of things to address it.

Still, how do you get there from here?

So the premise here is that cloud will change the role of IT as a whole, as well as particular IT jobs. So what should you do? How do you know how to ease people into these roles, how to build these roles, or even how to try to make these role transitions yourself?

I’ll repeat the advice I’ve been giving pretty consistently: try it.

— Figure out what risks you and your organization want to take. Understand if a given project or application is more suited to a greenfield, “clean break” kind of approach or to a more gradual (though drawn-out) shift.
— Set up a “clean room” for experimentation. Create the “desired state” (Forrester’s James Staten advocated that on a recent webcast we did with him). Then use this new approach to learn from.
— Arm yourself with the tools and the people to do it right. Experience counts.
— Work on the connection between IT & business aggressively
— Measure & compare (with yourself and others trying similar things)
— Fail fast, then try again. It’s all about using your experience to get to a better and better approach.

There was one thing that I heard this week at the Gartner show from Tom Bittman that sums up the situation nicely. IT, Tom said, has the opportunity to “become the trusted arbiter and broker [of cloud computing] in your organization.” Now that definitely puts IT in a good place, even a place of strength. However, there’s no denying that many, many folks in IT are going to have to get comfortable with roles that are very different from the roles they have today.

(If you would like a copy of the presentation that I gave at Cloud Expo, email me at jay.fry@ca.com.)

As cloud computing changes IT roles, which IT jobs are on the ‘endangered species list’?

A funny thing happened during my Cloud Expo presentation in Santa Clara recently that I wasn’t expecting. I was trying to come up with a few points in the session where I could get a read on whether the audience was following me or not. And since my topic was “How Cloud Computing is Changing the Role of IT…and What You Can Do About it,” I figured at least someone would have an opinion. So I asked a few questions of the audience.

And (you guessed it), there was no shortage of opinions. In fact, I found myself in the middle of a full-fledged discussion. Especially when we started talking about which IT job titles were or were not going to exist any longer as a result of cloud computing. Interesting stuff. Here’s a summary of the presentation I gave, plus a few comments from the audience thrown in for color:

Cloud computing is causing two big IT-related role shifts. Cloud computing has given business users choices it didn’t have before; it’s breaking the monopoly that IT has had on the sourcing of IT service. It means business can go around IT, can “go rogue” and find the services they think best suit themselves. The doom & gloom scenario for IT is that it’s time to pack up and go do something else.

Will IT go away because of cloud computing? Half of my session attendees (which was two-thirds end users) thought that cloud computing will at least cause IT to lose jobs. However, I’m not nearly that negative; I tend to agree with our own Bert Armijo who likes to say that IT jobs don’t go away when faced with the Next Big Thing. They just reshuffle. So the real question, then, is what does the deck look like after all the shuffling is done? More on that in a moment.

First: IT is becoming an orchestrator of a new IT service supply chain

What I told folks at Cloud Expo is that from what I see, cloud computing and its focus on business services, rather than the underlying technology, are altering the broad responsibilities and the approach of IT. Cloud is changing IT’s role inside an organization. It opens up the possibility of getting IT service from many different sources and the corresponding need to orchestrate those many sources. Mike Vizard talked about this in a recent IT Business Edge article: “Senior IT leaders,” he said, “will soon find themselves managing a supply chain of IT services.”

This role as orchestrator of things you don’t own is a new one in some ways, though many folks have been managing outsourcing (similar in some ways) for a while now. Shifting all of IT to have this mindset is very significant; it means adjusting to a role as a service provider, selecting the best of both internal and external services as appropriate.

And that’s where things get interesting for the actual jobs inside the IT department. Some of those are going to have to change.

Second: how IT jobs themselves are changing

One of my points was that this IT supply chain concept creates a whole new set of questions, opportunities, and requirements to make things work. (Here’s an earlier post of mine describing some of those new requirements.) IT will certainly be more business-oriented and less focused on the underlying infrastructure components as layers of abstraction help make it smarter -- and possible -- to think beyond the nitty gritty.

So how is cloud changing the individual roles and jobs within the IT department? I identified 3 important influencers:

· Automation – fewer manual tasks means less demand for the people who do them today
· Abstraction – technical minutiae are less important to focus on, while the business service itself takes on a much more primary role
· Sourcing – vendor management and comparison (and some way to make choices) move to the forefront

Products (like several of ours) can help take these new approaches in what are often very fast, effective steps. But the IT folks themselves need to realize that they really need a new way of looking at their jobs, and, in fact, some of their jobs may end up very different from where they are today. That’s not a quick problem to solve. I remember this issue being a weighty problem back in my Cassatt days, too.

So what IT jobs are on the endangered species list?

At Cloud Expo, I listed off a bunch of titles to see what the audience thought were the soon-to-be-extinct IT jobs. I let people categorize the jobs as either Cockroaches (as in, “will always have a job,” you can’t get rid of them), Chimps (“need to adapt to survive”), or Dodos (“buh-bye”). OK, so the categories weren’t necessarily flattering, but it added a touch of levity to what can be a somber topic for IT.

My in-room responses had some dissenting opinions, obviously, but they were, in fact, surprisingly uniform. Here's where people more or less categorized a few different IT jobs:

Cockroaches: service provider vendor manager, SLA manager
Chimps: software/apps deployment person, network administrator, server monitoring/ “Mr. Fix-it”
Dodos: capacity planning, CIO

Yes, you just read that my audience thought CIOs were going to go extinct.

I sensed a bit of dramatic license was being taken for impact in the room, but the discussion was definitely interesting. There is certainly a case to be made that the tools, approaches, and processes that the CIO relies on today, for example, need to get a major revamp, or things will look pretty bleak for the folks in those jobs.

There was agreement that the business-level capabilities of the IT people who look at service levels and manage service providers matches up well with the shift that seems to be going on toward business-level conversations.

And, the realization that even the most core of administrator roles (network, server) and the break-fix mentality currently in place in a huge majority of IT shops just doesn’t seem as relevant in a world seriously involved with cloud computing. Or, at least, it makes sense that there will need to be an important set of adaptations. In the world of cloud computing, you don’t fix the malfunctioning commodity server. Instead, you ensure that your systems route around it (through internal or external sources) and continue to deliver the service.

It’s time for quite a lot of staff evolution, from the sounds of it. At least, that’s what my Cloud Expo audience thought. My next post will cover exactly that: I’ll build on these comments and look at the approaches, roles, and solutions that I highlighted to help IT leverage the cloud computing trend.

And for the squeamish, I'll try not to mention cockroaches again.

(If you'd like a copy of my Cloud Expo presentation, e-mail me at jay.fry@ca.com.)

One year later: a peek at what the Cassatt folks have been up to

It’s hard for me to believe that it has been a year since CA acquired people and assets of Cassatt Corp. A nice “congrats” anniversary e-mail I received from HR on the day of the event caused me to do a little reflecting. Read on for a few quick thoughts, plus something that came out of our CA World efforts: a peek into what’s been going on behind the curtain here at CA with the help of the Cassatt alums.

Experienced fish in a much bigger pond

For those of us who were working for Cassatt, the change to become a CA (now CA Technologies) employee has obviously been much more significant than just changing business cards and moving offices. We were 50 people; CA is over 13,000. That in and of itself can make my head spin. And often has.

But beyond the superficial numbers, the past year has been pretty significant for everyone involved.

It turned out that the Cassatt acquisition was the first in a flurry of cloud-related M&A activities at CA. The company wasted no time in applying new blood from our acquisition (and, frankly, from the ones that followed) to existing challenges – and big, new ones.

It’s those new ones that I’ve had my sights on. I personally think our Cassatt experiences have been able to make timely contributions to CA’s thinking -- and to help plan the company's moves in and around cloud computing.

Last summer at this time, CA was in the middle of developing the strategy to move from a value-based company to one focused on growth. The product and technology components of that effort are at the center of the acquisitions and announcements you’ve seen recently.

Optimization sounds important – and familiar – for IT and for cloud computing

An important piece of the CA strategy that Chris O’Malley (EVP of the CA Cloud Business Line) described at CA World had to do with looking at IT as a supply chain, and constantly evaluating the choices you are making in running your IT environment. The goal is to find the best fit of IT resources to meet business objectives, based on what’s available at any given time.

If you think some of that sounds a lot like what was in the Cassatt DNA, you’re right.

In fact, many of the people who came over from Cassatt were involved in one of the concept demos we showed at CA World. The guys were showing off a technology preview of our cloud optimization efforts using 3 brand new iPads and a cool 3D interface in the Cloud booth at the event. And, being the hams they are, they of course filmed one of the demo walk-throughs and posted it on YouTube.

About the sneak peek: so what is it?

In the clip, Craig Vosburgh (a sometime blogger, who has posted here at Data Center Dialog about what you need to know before moving to private clouds) shows software that makes smart, policy-based choices to support an example application. He (somewhat cruelly, if I do say so myself) creates “capacity shortages” on the application, causing the software to harvest new resources to help. Policy dictates whether that harvesting is done from an internal “spare” pool of physical or virtual servers, from servers currently handling internal low-priority applications, or from external cloud Microsoft Azure resources.

The whole video is only runs 6:29. Extra points if you at least make it through my cameo at 3:09.

Helping to move the needle

Of course, the YouTube demo is just a preview. But actually seeing these concepts in action gives you a feel for what kind of impact constant, automated optimization could make in a cloud computing environment – and for IT in general.

Keep an eye out for the Cassatt DNA as CA’s plans (and deliverables) progress. It should play an interesting role in what we’re working on. Something that was intriguing in the hands of a 50-person start-up is now part of something that could potentially have much more impact. 13,000 people is a lot.

One other interesting question: have we (the Cassatt folks, plus the other recent acquisitions, plus everyone in CA working on our cloud efforts) already made an impression?

Just last week Datamation posted a write-up about 10 cloud computing leaders. Forbes did something similar. CA Technologies was noted in both. “If I had written this lineup a few months ago before CA went on a cloud shopping binge,” said Jeff Vance of Datamation, “the company wouldn’t have even been considered for the top 10.”

Sounds to me like some good progress. But, hopefully, only the beginning. It will be interesting to see what another year will bring. I’ll keep you posted.

Thinking about IT as a supply chain creates new management challenges

CA World has wrapped up, finally giving me time to post a few comments about the major product news of the week from the CA Cloud Products & Solutions Business Line: the announcement of the CA Cloud-Connected Management Suite. (You can catch up on the other supporting announcements, the launch of Cloud Commons and the formation of a consortium to create and drive the Service Measurement Index, in my previous post.)

I heard a lot of very positive feedback about CA Technologies’ plans, many from customers, partners, and industry watchers & experts that we’ve been talking to quite a lot for advice and feedback.

However, I think it’s always a good idea to start from the beginning, especially for those who didn’t make it to Vegas to hear the CA execs (or comedian Jake Johannsen, Maroon 5, or James Cameron, for that matter) in person. I think the premise behind this forthcoming product suite warrants a bit of color and background, especially since the implications for IT are pretty significant, if all goes as described.

Cloud computing means IT loses its monopoly

The premise is this: cloud computing enables you to run IT differently than before. IT has had a type of monopoly. It has, for the most part, been a monolithic provider of IT service to support an organization.

Enter cloud computing. As cloud computing matures, it breaks IT’s monopoly. Business users now have a choice: they can certainly go to their IT teams for support with new initiatives as they have been doing. But, they can also investigate SaaS or many different types of cloud services directly.

As in, without IT’s involvement.

I’ve talked about business users “going rogue” in a couple previous posts. Business users are investigating cloud services on their own more and more frequently given the increasing ubiquity of cloud capabilities, their pay-as-you-go models, and the speed you can get something up and running.

As Chris O’Malley, CA’s EVP for Cloud Products & Solutions, said in his CA World cloud track opening session last week (video replay here), “IT faces a rather stark choice: either add value to the acquisition of cloud services by business users, or risk becoming increasingly less relevant.”

Ouch.

Instead, IT can be the manager of a supply chain of services

So what things would IT need to be able to do in order to help business users make the best IT sourcing choices, regardless of what the final answer is? They’d need to do less of what they’ve typically done – manually making sure the low-level components are working the way that are supposed to – and become more of a trusted adviser to the business.

The big shift here is how the business is getting its services: those services are now potentially coming from many disparate sources. And the source of a particular IT service can (and should) change over time.

The result? IT needs to manage – and constantly improve – a changing IT service supply chain. Gartner analysts Ben Pring and Allie Young published a paper last May about these "service value chains," saying they "will be at the heart of cloud services." Their research updated Gartner's model for "understanding the ways in which multiple components sourced from multiple suppliers will come together in the new service delivery models loosely defined as 'cloud computing.'"

"Cloud computing isn't your future," said Forrester analyst James Staten in his more recent post, "it's a new part of your overall IT portfolio." IT will use internal capabilities, external ones, or a smart mix of both. And that is something it can’t manage with existing tools.

To be clear, things like security, service assurance, virtualization management, automation, and other similar capabilities that are extended to take into account cloud-connected environments are still critical (CA Technologies provides a portfolio of solutions for this, as do other big & small vendors). However, they don’t help you understand, control, and constantly improve this new IT supply chain.

Delivering on the new IT supply chain requirements

We decided to do something about this. We started by figuring out what pieces would be needed to make this possible. In other words, what are the new requirements if IT is to take on this role?

O’Malley rattled them off in his CA World presentation. We think the list includes these things:

· Gain insight to compare. First, you need insight into your IT services – both internal and external. You need to discover who is using what, and you need a standard way to describe and evaluate those services, based on important business-related metrics – something that could be used for apples-to-apples comparisons.

· Connect to expert knowledge. Second, you need access to relevant data about cloud services, feedback about those services, and best practices from a community of both peers and experts. This helps you decide if, when, and how you should use cloud computing for a particular application or capability. Customers told us that they need and want a place to share experiences with likeminded people on many, many cloud topics to overcome the huge information gap -- a gap that comes from the rapid changes driven by innovation itself.

· Cloud-enable applications. Third, you need an environment where you can make changes and act on this information. You need to enable both existing and new applications and IT infrastructure to be more flexible by abstracting them from current physical dependencies. This will make it easy to move workloads to an internal or external cloud environment and back again, if you decide that is the right thing to do.

· Challenge your choices. You also need to optimize the choices you’ve made while selecting and implementing available options. You need to constantly challenge and reassess those choices to take into account both new information and changing business goals.

· Deploy, manage, & secure those decisions. Finally, you need to be able to deploy, manage and secure services that leverage the choices you’ve made to meet enterprise-grade, industrial-strength requirements.

Once you have these core capabilities, you need to use them over and over again, making sure you are constantly improving over time. Because in this scenario, the right answer is going to change as time goes on.

As you might guess, we took this list as a good starting point for the capabilities of our new CA Cloud-Connected Management Suite. The suite will have 4 components: CA Cloud Insight, CA Cloud Compose, CA Cloud Optimize, and CA Cloud Orchestrate. For a summary of what each of these will be, you can look at this short paper or the press release. But you’ll notice they follow this list pretty closely.

How do you turn ideas for cloud management into reality?

CA Technologies is now in the midst of making the concept I just described real. We’ve been focused on organic development efforts, and have also found a number of innovative companies in the market with some core technologies to help deliver on this.

For those of you who have been following the string of acquisitions that CA has made in the cloud computing space in the past 11 months, you can probably see how this suite weaves together technology from the acquired companies. You’ll recognize core capabilities of Oblicore Guarantee as part of CA Cloud Insight, 3Tera AppLogic at the heart of CA Cloud Compose, and Cassatt in CA Cloud Optimize.

But, these technologies alone don’t fully flesh out the requirements I listed. Nothing in the industry does yet. That’s why, even after the acquisitions, there’s a bunch of development that’s on-going to deliver what customers need.

Understanding the IT supply chain: using Cloud Commons and the Service Measurement Index

To help get a handle on the components and management of this IT supply chain idea, we believe that IT needs not only a new set of product capabilities, but also a place to do research on the many cloud services and capabilities – and a way to measure them. Thinking it through, in order for customers to get what they need out of those functions, it seemed much smarter to have them exist separate from CA.

So, we set up Cloud Commons as an independent community and website. And we collaborated with Carnegie Mellon University to get the Service Measurement Index (SMI) started, and then placed SMI in the stewardship of their consortium, so it wouldn’t be tied to CA alone. These moves hopefully get the ball rolling, helping make both useful to the industry as a whole, regardless of whether someone is a CA Technologies customer or not.

But, put all these pieces together – a community of expert information, a standard way to evaluate cloud services, and this new suite of products – and you have the beginnings of a new set of tools and capabilities to help IT manage this new supply chain. And, in fact, a new, expanded role for IT.

Where are we now? Both potential and pitfalls

CA World was our first stake in the ground. The industry has been wondering how we were piecing all of our acquisitions and other work together. We intended the announcements and various sessions at CA World to at least provide the strategic framework for what we’re doing.

Now comes the hard part: delivery. We’re back in our offices, hard at work on that, only a little sad not to still be in Vegas (a week there is quite enough, though, I have to tell you).

Meanwhile, customers can get started with things like the Oblicore and 3Tera products now, giving them a taste of what’s to come, with a convenient upgrade path to the new suite later.

The first deliverables (CA Cloud Insight & CA Cloud Compose) are due by the final quarter of the calendar year. You can be sure we (and I) will keep you posted on our progress.

Until then, we want, expect, and welcome lots of feedback on every piece of this. It’s probably not what people were expecting from CA, but that’s just fine with me. Please feel free to chime in.