Understanding the Cloud Computing Landscape
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BEST PRACTICE GUIDE for CLOUD and AS-A-SERVICE PROCUREMENTS Executive Summary 1 Introduction
BEST PRACTICE GUIDE FOR CLOUD AND AS-A-SERVICE PROCUREMENTS Executive Summary 1 Introduction Specific Models and Understanding Cloud Procurement Service Models Data EXECUTIVE SUMMARY Breach Notification Personnel Security While private companies rapidly move systems and Vendors share blame, too. Lots of cloud providers are new to Encryption applications to the cloud, public agencies still struggle to adopt public sector business, having grown up selling to consumers Audits Operations hosted services that could save money and provide better value. and private firms. These companies don’t always understand Hybrid Cloud Environments legitimate demands that make government contracting Preparation for Migrating Yet states and localities have much to gain from the different from selling to other markets. Failure to accommodate Workloads to the Cloud technology industry’s “as-a-service” revolution. Many unique government requirements can be a deal-breaker for jurisdictions face huge legacy system replacement challenges. agencies charged with protecting the public’s interests. Conclusion They’re also under pressure to provide new classes of digital services. The cloud can offer a better path toward All too often, government and industry aren’t on the same page Workgroup Members modernization — there’s no hardware to buy, you’re always when it comes to cloud services. They may not even speak the and Contributors on the latest version of the software and system capacity same language. can be adjusted almost instantly based on your needs. Appendix 1 Bridging the Gap Model Terms and Conditions Templates So why is government lagging behind? The fact is that These pressures led us to release the first version of this guide Software-as-a-Service governments often struggle to buy cloud-based services because two years ago. -
IBM Cloud Unit 2016 IBM Cloud Unit Leadership Organization
IBM Cloud Technical Academy IBM Cloud Unit 2016 IBM Cloud Unit Leadership Organization SVP IBM Cloud Robert LeBlanc GM Cloud Platform GM Cloud GM Cloud Managed GM Cloud GM Cloud Object Integration Services Video Storage Offering Bill Karpovich Mike Valente Braxton Jarratt Line Execs Line Execs Marie Wieck John Morris GM Strategy, GM Client Technical VP Development VP Service Delivery Business Dev Engagement Don Rippert Steve Robinson Harish Grama Janice Fischer J. Comfort (GM & CTO) J. Considine (Innovation Lab) Function Function Leadership Leadership VP Marketing GM WW Sales & VP Finance VP Human Quincy Allen Channels Resources Steve Cowley Steve Lasher Sam Ladah S. Carter (GM EcoD) GM Design VP Enterprise Mobile GM Digital Phil Gilbert Phil Buckellew Kevin Eagan Missions Missions Enterprise IBM Confidential IBM Hybrid Cloud Guiding Principles Choice with! Hybrid ! DevOps! Cognitive Powerful, Consistency! Integration! Productivity! Solutions! Accessible Data and Analytics! The right Unlock existing Automation, tooling Applications and Connect and extract workload in the IT investments and composable systems that insight from all types right place and Intellectual services to increase have the ability to of data Property speed learn Three entry points 1. Create! 2. Connect! 3. Optimize! new cloud apps! existing apps and data! any app! 2016 IBM Cloud Offerings aligned to the Enterprise’s hybrid cloud needs IBM Cloud Platform IBM Cloud Integration IBM Cloud Managed Offerings Offerings Services Offerings Mission: Build true cloud platform -
Google Is a Strong Performer in Enterprise Public Cloud Platforms Excerpted from the Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R
FOR CIOS DECEMBER 29, 2014 Google Is A Strong Performer In Enterprise Public Cloud Platforms Excerpted From The Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R. Rymer and James Staten with Peter Burris, Christopher Mines, and Dominique Whittaker GOOGLE, NOW A FULL-SERVICE PLATFORM, IS RUNNING TO CATCH THE LEADERS Since our last analysis, Google has made significant improvements to its cloud platform — adding an IaaS service, innovated with new big data solutions (based on its homegrown dremel architecture), and added partners. Google is popular among web developers — we estimate that it has between 10,000 and 99,000 customers. But Google Cloud Platform lacks several key certifications, monitoring and security controls, and application services important to CIOs and provided by AWS and Microsoft.1 Google has also been slow to position its cloud platform as the home for applications that want to leverage the broad set of Google services such as Android, AdSense, Search, Maps, and so many other technologies. Look for that to be a key focus in 2015, and for a faster cadence of new features. Forrester Wave™: Enterprise Public Cloud Forrester Wave™: Enterprise Public Cloud Platforms For CIOs, Q4 ‘14 Platforms For Rapid Developers, Q4 ‘14 Risky Strong Risky Strong Bets Contenders Performers Leaders Bets Contenders Performers Leaders Strong Strong Amazon Web Services MIOsoft Microsoft Salesforce Cordys* Mendix MIOsoft Salesforce (Q2 2013) OutSystems OutSystems Google Mendix Acquia Current Rackspace* IBM Current offering (Q2 2013) offering Cordys* (Q2 2013) Engine Yard Acquia CenturyLink Google, with a Forrester score of 2.35, is a Strong Performer in this Dimension Data GoGrid Forrester Wave. -
8. IBM Z and Hybrid Cloud
The Centers for Medicare and Medicaid Services The role of the IBM Z® in Hybrid Cloud Architecture Paul Giangarra – IBM Distinguished Engineer December 2020 © IBM Corporation 2020 The Centers for Medicare and Medicaid Services The Role of IBM Z in Hybrid Cloud Architecture White Paper, December 2020 1. Foreword ............................................................................................................................................... 3 2. Executive Summary .............................................................................................................................. 4 3. Introduction ........................................................................................................................................... 7 4. IBM Z and NIST’s Five Essential Elements of Cloud Computing ..................................................... 10 5. IBM Z as a Cloud Computing Platform: Core Elements .................................................................... 12 5.1. The IBM Z for Cloud starts with Hardware .............................................................................. 13 5.2. Cross IBM Z Foundation Enables Enterprise Cloud Computing .............................................. 14 5.3. Capacity Provisioning and Capacity on Demand for Usage Metering and Chargeback (Infrastructure-as-a-Service) ................................................................................................................... 17 5.4. Multi-Tenancy and Security (Infrastructure-as-a-Service) ....................................................... -
Software As a Service
Software as a Service Haojie Hang Ogheneovo Dibie Executive Summary • In this presentation, we go through the Software as a Service Methodology, examine its benefits and drawbacks and talk about two state-of-art SaaS systems– Amazon Web Service and Google App Engine • We also look into Service Oriented Architecture powering SaaS applications and its impact on modern web 2.0 applications • Finally, we examine hybrids of traditional and SaaS applications Overview • What is Software as a Service (SaaS) • Background o Brief history o Concept o Big picture o Related terms • Computing Today o SasS is everywhere o The SaaS Market • Benefits of SaaS • Drawbacks of SaaS o Robustness o Privacy o Security o Reliability • Service Oriented Architectures (SOA) o Guiding principles of SOA • Case studies o Amazon Web Services (AWS) o Google App Engine • Influence of SOA on Web 2.0 development o Zend Framework • Hybrids of Traditional and SaaS applications o Dropbox o Microsoft Office • Summary • References What is SaaS? • Definition: Software as a Service (SaaS), a.k.a. on- demand software, is a software delivery model in which software and its associated data are hosted centrally and accessed using a thin-client, usually a web browser over the internet. – Wikipedia • Simply put, SaaS is a method for delivering software that provides remote access to software as a web- based service. The software service can be purchased with a monthly fee and pay as you go. What is SaaS? • Where does the term SaaS come from? o The SAAS acronym allegedly first appeared -
Deliverable No. 5.3 Techniques to Build the Cloud Infrastructure Available to the Community
Deliverable No. 5.3 Techniques to build the cloud infrastructure available to the community Grant Agreement No.: 600841 Deliverable No.: D5.3 Deliverable Name: Techniques to build the cloud infrastructure available to the community Contractual Submission Date: 31/03/2015 Actual Submission Date: 31/03/2015 Dissemination Level PU Public X PP Restricted to other programme participants (including the Commission Services) RE Restricted to a group specified by the consortium (including the Commission Services) CO Confidential, only for members of the consortium (including the Commission Services) Grant Agreement no. 600841 D5.3 – Techniques to build the cloud infrastructure available to the community COVER AND CONTROL PAGE OF DOCUMENT Project Acronym: CHIC Project Full Name: Computational Horizons In Cancer (CHIC): Developing Meta- and Hyper-Multiscale Models and Repositories for In Silico Oncology Deliverable No.: D5.3 Document name: Techniques to build the cloud infrastructure available to the community Nature (R, P, D, O)1 R Dissemination Level (PU, PP, PU RE, CO)2 Version: 1.0 Actual Submission Date: 31/03/2015 Editor: Manolis Tsiknakis Institution: FORTH E-Mail: [email protected] ABSTRACT: This deliverable reports on the technologies, techniques and configuration needed to install, configure, maintain and run a private cloud infrastructure for productive usage. KEYWORD LIST: Cloud infrastructure, OpenStack, Eucalyptus, CloudStack, VMware vSphere, virtualization, computation, storage, security, architecture. The research leading to these results has received funding from the European Community's Seventh Framework Programme (FP7/2007-2013) under grant agreement no 600841. The author is solely responsible for its content, it does not represent the opinion of the European Community and the Community is not responsible for any use that might be made of data appearing therein. -
D1.5 Final Business Models
ITEA 2 Project 10014 EASI-CLOUDS - Extended Architecture and Service Infrastructure for Cloud-Aware Software Deliverable D1.5 – Final Business Models for EASI-CLOUDS Task 1.3: Business model(s) for the EASI-CLOUDS eco-system Editor: Atos, Gearshift Security public Version 1.0 Melanie Jekal, Alexander Krebs, Markku Authors Nurmela, Juhana Peltonen, Florian Röhr, Jan-Frédéric Plogmeier, Jörn Altmann, (alphabetically) Maurice Gagnaire, Mario Lopez-Ramos Pages 95 Deliverable 1.5 – Final Business Models for EASI-CLOUDS v1.0 Abstract The purpose of the business working group within the EASI-CLOUDS project is to investigate the commercial potential of the EASI-CLOUDS platform, and the brokerage and federation- based business models that it would help to enable. Our described approach is both ‘top down’ and ‘bottom up’; we begin by summarizing existing studies on the cloud market, and review how the EASI-CLOUDS project partners are positioned on the cloud value chain. We review emerging trends, concepts, business models and value drivers in the cloud market, and present results from a survey targeted at top cloud bloggers and cloud professionals. We then review how the EASI-CLOUDS infrastructure components create value both directly and by facilitating brokerage and federation. We then examine how cloud market opportunities can be grasped through different business models. Specifically, we examine value creation and value capture in different generic business models that may benefit from the EASI-CLOUDS infrastructure. We conclude by providing recommendations on how the different EASI-CLOUDS demonstrators may be commercialized through different business models. © EASI-CLOUDS Consortium. 2 Deliverable 1.5 – Final Business Models for EASI-CLOUDS v1.0 Table of contents Table of contents ........................................................................................................................... -
Beyond Agility: How Cloud Is Driving Enterprise Innovation
Beyond agility How cloud is driving enterprise innovation IBM Institute for Business Value Executive Report Cloud How IBM can help IBM Cloud enables seamless integration into public and private cloud environments. The infrastructure is secure, scalable and flexible, providing tailored enterprise solutions that have made IBM Cloud the hybrid cloud market leader. For more information, please visit ibm.com/cloud-computing. 1 The cloud revolution Executive summary has advanced Five years ago, enterprises were implementing cloud What if your organization could sharpen its competitive edge by becoming more nimble? primarily to streamline IT infrastructure and cut costs. What if your enterprise could shift industry economics in its favor? What if your company Today, organizations are unleashing the power of could foresee a new customer need and dominate the market? cloud as business optimizers, innovators and The cloud revolution is here now, delivering true business value to organizations. In disruptors. Where companies choose to direct their enterprises around the world, cloud adoption has moved beyond the stage of acquiring cloud initiatives depends on a variety of factors. technological agility and is now powering business innovation. These factors include their goals and strategies, how much risk they are willing to assume, their current In our 2012 cloud study, only a third of the senior executives we spoke with when developing competitive context and their customer needs. In this our report, “The power of cloud,” said they were planning, -
Cloud Computing: a Taxonomy of Platform and Infrastructure-Level Offerings David Hilley College of Computing Georgia Institute of Technology
Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley College of Computing Georgia Institute of Technology April 2009 Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley 1 Introduction Cloud computing is a buzzword and umbrella term applied to several nascent trends in the turbulent landscape of information technology. Computing in the “cloud” alludes to ubiquitous and inexhaustible on-demand IT resources accessible through the Internet. Practically every new Internet-based service from Gmail [1] to Amazon Web Services [2] to Microsoft Online Services [3] to even Facebook [4] have been labeled “cloud” offerings, either officially or externally. Although cloud computing has garnered significant interest, factors such as unclear terminology, non-existent product “paper launches”, and opportunistic marketing have led to a significant lack of clarity surrounding discussions of cloud computing technology and products. The need for clarity is well-recognized within the industry [5] and by industry observers [6]. Perhaps more importantly, due to the relative infancy of the industry, currently-available product offerings are not standardized. Neither providers nor potential consumers really know what a “good” cloud computing product offering should look like and what classes of products are appropriate. Consequently, products are not easily comparable. The scope of various product offerings differ and overlap in complicated ways – for example, Ama- zon’s EC2 service [7] and Google’s App Engine [8] partially overlap in scope and applicability. EC2 is more flexible but also lower-level, while App Engine subsumes some functionality in Amazon Web Services suite of offerings [2] external to EC2. -
Model to Implement Virtual Computing Labs Via Cloud Computing Services
S S symmetry Article Model to Implement Virtual Computing Labs via Cloud Computing Services Washington Luna Encalada 1,2,* ID and José Luis Castillo Sequera 3 ID 1 Department of Informatics and Electronics, Polytechnic School of Chimborazo, Riobamba 060155, EC, Ecuador 2 Department of Doctorate in Systems Engineering and Computer Science, National University of San Marcos, Lima 15081, Peru; [email protected] 3 Department of Computer Sciences, Higher Polytechnic School, University of Alcala, 28871 Alcala de Henares, Spain; [email protected] * Correspondence: [email protected]; Tel.: +593-032-969-472 Academic Editor: Yunsick Sung Received: 1 May 2017; Accepted: 3 July 2017; Published: 13 July 2017 Abstract: In recent years, we have seen a significant number of new technological ideas appearing in literature discussing the future of education. For example, E-learning, cloud computing, social networking, virtual laboratories, virtual realities, virtual worlds, massive open online courses (MOOCs), and bring your own device (BYOD) are all new concepts of immersive and global education that have emerged in educational literature. One of the greatest challenges presented to e-learning solutions is the reproduction of the benefits of an educational institution’s physical laboratory. For a university without a computing lab, to obtain hands-on IT training with software, operating systems, networks, servers, storage, and cloud computing similar to that which could be received on a university campus computing lab, it is necessary to use a combination of technological tools. Such teaching tools must promote the transmission of knowledge, encourage interaction and collaboration, and ensure students obtain valuable hands-on experience. -
Openstack: the Path to Cloud
OpenStack: The Path to Cloud Considerations and recommendations for businesses adopting cloud technology openstack.org Table of Contents Executive Overview 1 Enterprise Cloud Strategy 2 Approaches to an OpenStack Private Cloud 5 Forming the OpenStack Team 9 Organization and Process Considerations 13 Choosing Workloads for Your Cloud 16 Implementation Phases 22 Post-deployment 30 Summary 32 References 33 Glossary 34 *Underlined gray bold words and concepts are defined in the Glossary at the end. CONTRIBUTORS Carol Barrett, Cloud Software Planner, Intel Corporation Tyler Britten, Technical Advocate, Blue Box, an IBM company Kathy Cacciatore, Consulting Marketing Manager, OpenStack Foundation Pete Chadwick, Senior Product Manager, SUSE Paula Phipps, Senior Manager, Infrastructure Software Marketing, Hitachi Data Systems Gerd Prüßmann, Director Cloud Solutions, Mirantis Megan Rossetti, Cloud Infrastructure Operations, Walmart Yih Leong Sun, PhD, Senior Software Cloud Architect, Intel Corporation Shamail Tahir, Offering Manager, IBM Heidi Joy Tretheway, Senior Marketing Manager, OpenStack Foundation Susan Wu, Director of Technical Marketing, Midokura Executive Overview This book is written to help enterprise architects implement an OpenStack® cloud. With architects with one foot in information technology and the other in business operations in mind, we want to offer insights and best practices to help you achieve multiple (and sometimes competing) goals. If you’re looking for vendor-neutral answers about planning your path to an OpenStack cloud, you’re in the right place. Members of the OpenStack community—technologists, business leaders and product managers—collaborated on this book to explain how to get started with an OpenStack cloud. We’ve included pros and cons to help you make better choices when setting up your cloud, along with anticipated investments of both time and money. -
Cutter IT Journal
Cutter The Journal of IT Journal Information Technology Management Vol. 26, No. 3 March 2013 “Cloud service providers, the IT industry, professional The Emerging Cloud Ecosystem: and industry associations, governments, and IT pro- Innovative New Services and fessionals all have a role to Business Models play in shaping, fostering, and harnessing the full potential of the emerging cloud ecosystem.” Opening Statement — San Murugesan, by San Murugesan . 3 Guest Editor Merging IaaS with PaaS to Deliver Robust Development Tools by Beth Cohen . 6 Intrusion Detection as a Service (IDaaS) in an Open Source Cloud Infrastructure by John Prakash Veigas and K Chandra Sekaran . 12 Cloud Ecology: Surviving in the Jungle by Claude R. Baudoin . 19 The Promise of a Diverse, Interoperable Cloud Ecosystem — And Recommendations for Realizing It by Kathy L. Grise . 26 NOT FOR DISTRIBUTION For authorized use, contact Cutter Consortium: +1 781 648 8700 [email protected] Cutter IT Journal About Cutter IT Journal Cutter IT Journal® Cutter Business Technology Council: Part of Cutter Consortium’s mission is to Cutter IT Journal subscribers consider the Rob Austin, Ron Blitstein, Tom DeMarco, Lynne Ellyn, Israel Gat, Vince Kellen, foster debate and dialogue on the business Journal a “consultancy in print” and liken Tim Lister, Lou Mazzucchelli, technology issues challenging enterprises each month’s issue to the impassioned Ken Orr, and Robert D. Scott today, helping organizations leverage IT for debates they participate in at the end of Editor Emeritus: Ed Yourdon competitive advantage and business success. a day at a conference. Publisher: Karen Fine Coburn Cutter’s philosophy is that most of the issues Group Publisher: Chris Generali that managers face are complex enough to Every facet of IT — application integration, Managing Editor: Karen Pasley merit examination that goes beyond simple security, portfolio management, and testing, Production Editor: Linda M.