A Focus on High-End Storage the CLIPPER GROUP

When Infrastructure Really Matters - A Focus on High-End Storage THE CLIPPER GROUP TM SM Navigator Navigating Information Technology Horizons Published Since 1993 Report #TCG2012021 October 2, 2012 When Infrastructure Really Matters — A Focus on High-End Storage Analysts: David Reine and Jim Baker Management Summary Except for those who rely solely on public transportation or walking, most of us have a vehicle or two (or more) for our (family’s) personal use. We all have our strategies about the vehicles that we drive, whether economy, capacity, style, performance, etc. For the authors, and probably for most vehicle own- ers, a primary requirement for our vehicle is that it be reliable. Having an unreliable vehicle has known and unknown consequences. First, there is the inconvenience of it failing in some way, especially when it needs immediate servicing. The known consequences are those that can be predicted in advance, like not being able to get to work or pick up the kids on time. Time disruptions are a direct consequence of something that is unreliable. Unfortunately, there are even more consequences, which tend to be more indirect yet possibly more consequential. If you were on your way to meet with a client about a critical deal and you are delayed or can’t get there, you and your business may lose that deal. Each vehicle owner has a strategy (or “Plan B”) for dealing with a suddenly ailing vehicle. Some may not drive a vehicle more than a couple of years old, because unreliability increases with age. Others may have another vehicle on which to rely in an emergency, like one belonging to a spouse or child, but relying on these also has downstream consequences. Some may drive a vehicle with the highest reputation for reliability or do business with a high-end dealer that offers a valet service, thus indicating that they often are quite willing to pay more for the improved quality of service and peace of mind. The old adage “You get what you pay for” hits this on dead center. The same is true for IT infrastructure. So, why would you be willing to pay more for IT infrastructure? Really, no one wants to pay more than is necessary, especially when IT budgets are tight, which is very common these days. So, how should you define what is necessary and what solutions are sufficient? How do you know when you are getting good value? First and foremost, you need infrastructure that can get the job done…under expected circumstances. You might express this in terms of probability, like, “I want to get through the day without a failure most of the time.” You also might express this in terms of the “duration of consequence,” how long the infrastructure might be down. This presents the minimum situation that needs to be arranged. Second, and related to the first, you need infrastructure that can handle the unexpected, say when transaction volume is three times what is expected. Handling the unexpected, up to and including a complete, externally caused data center outage, might add significantly to the minimum infrastructure required. IN THIS ISSUE Third, you need infrastructure that minimizes the inherent risks that you face as a business Focus is on Mission Critical .................. 2 and as a provider of IT services. Since there are The Need to Focus Broadly on IT many risks, this can be complicated to assess and Infrastructure .......................................... 4 complicated to mitigate. You need infrastructure Focus on IBM DS8000 Storage Series, that helps to reduce these complexities, because especially the new DS8870 .................... 6 that makes everything easier and more doable. Conclusion.............................................. 9 The Clipper Group, Inc. - Technology Acquisition Consultants Internet Publisher One Forest Green Road Rye, New Hampshire 03870 U.S.A. 781-235-0085 781-235-5454 FAX Visit Clipper at www.clipper.com Send comments to [email protected] October 2, 2012 The Clipper Group NavigatorTM Page 2 This list could be much longer but, for now, let’s Exhibit 1 — just say that you need to know your requirements, Sorting Out the Priorities the inherent risks, and your organization’s (and your) tolerance for pain. The bottom line to all of Level of Acceptable Need to this is that the infrastructure that you use for Business Level of Inter- Mitigate critical work really does matter. It is not all the Importance ruption Risk Risk same. Read on to learn more about risks and re- Mission Rarely High quirements and how and why your infrastructure Critical Acceptable really matters. Business Somewhat Medium Critical Acceptable Focus is on Mission Critical Less More Low At this point, we need to narrow the focus of Critical Acceptable this paper, which is to look at applications and in- Source: The Clipper Group frastructure that might be labeled as “mission critical”. Why the narrowing? There are many rea- With respect to IT infrastructure, you want the sons, but three are worth mentioning. First, there is best solution, one that is the best fit to your busi- more at stake in doing mission-critical work and, ness requirements (and usually not much more, almost always, much greater risk when things go unless the only way to get what you need is to “buy wrong. Second, operating at the extreme (whether up” to something that unnecessarily surpasses your seen by the business side or the IT side of the equa- minimum requirements). This match of solution to tion) presents greater challenges than more mun- requirements often is measured by its “goodness of dane needs and solutions. The third is a little more fit”. You seek goodness of fit to your requirements selfish, but mission-critical applications and service at the most reasonable cost, often measured as To- delivery is just more interesting (for us, as analysts) tal Cost of Ownership (TCO). and challenging (for those that have the business To determine the goodness of fit, you need to need or have to deliver the service) than more start with your organization’s unique list of re- mundane business requirements and their often quirements. Most trace back to your business “good enough” solutions. needs but some may be focused on technology or the status quo2. Requirements and Risks As you can see from Exhibit 2 on the follow- You already may be classifying your business ing page, for each business requirement (in the left needs into business requirements categories like column), there often is a corresponding IT infra- “mission critical”, “business critical”, “less criti- structure requirement (in the right column). This cal”, your risks into categories of acceptable levels table represents a way of looking at the confluence of interruption like “rarely acceptable”, “somewhat of business (user) requirements and IT infrastruc- acceptable”, and “more acceptable”, and impacts ture requirements, sort of the yin and yang of these into need-to-mitigate risk categories like “high”, often-separated perspectives. That’s important, “medium”, and “low”. The labels are less impor- because now we have a basis to look at the chal- tant than the concepts. By categorizing require- lenges and risks associated with each. ments, interruption tolerance, and needs to reduce We’ll do this in three parts. First, we’ll discuss the effects of risk, you are thinking about the busi- what these requirements mean, at a summary level. ness side of the equation. This is necessary and Second, we will try to put this into a practical per- good, for it is the business that drives all IT re- 1 spective, starting where seemingly most of the IT quirements. However, the higher the impor- focus has been put recently (in the name of mission tance to the business, the lower you want the -critical requirements), that is, on high-end servers frequency of risk and the greater is your need to with server virtualization. Third, we will turn the mitigate that risk from occurring. (See Exhibit focus on the need for mission-critical storage, 1, at the top of this page.) You need to focus on which often becomes the stepchild in the race to the row in red and that is what we will do herein. deliver mission-critical solutions. We will explain why this frequently appears to be so, discuss the 1 What this implies is that while focusing on the characteristics of shortcomings of this approach, and then go on to infrastructure components and linkages is good and necessary, often it is not done properly with correlation to business requirements, etc. Thus, it is inappropriate to seek out the “best” solu- 2 It is very infrequent that one starts with a clean slate. Usually, tion or components without framing the determination of what we start with “where we are” and try to figure out how to get to business circumstances make it best (i.e., give it the right fit for “where we want to go”. That path and ease of that journey may the requirements). be a significant determinant to what is decided. Copyright © 2012 by The Clipper Group, Inc. Reproduction prohibited without advance written permission. All rights reserved. October 2, 2012 The Clipper Group NavigatorTM Page 3 Exhibit 2 — The Two Sides of Mission-Critical Requirements Business (Application) Requirements IT Infrastructure (Data Center) Requirements Sufficiently high quality of service Sturdy and proven infrastructure Application and customer focus Application awareness, for performance and Predictable performance and speedy response time troubleshooting Conformance to industry standards Able to adjust/recover from stress and failures

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