Lessons Learned: Business agility through open standards & cloud

© 2011 IBM Corporation

Lessons Learned: Business agility through open standards & cloud

Dr. Angel Luis Diaz ([email protected])

Vice President of Software Standards and Cloud for IBM Software Group

Presenter

Presentation Notes

Dr. Angel Luis Diaz, Vice President of Software Standards and Cloud for IBM Software Group Dr. Angel Luis Diaz is Vice President of Software Standards and Cloud for IBM Software Group. In this role, he has global responsibility for driving strategy and management of IBM's industry-leading standards initiative. He manages a global standards community working across international organizations and consortia to foster development of the next generation of interoperability standards, policies and practices critical to IBM Middleware and foster a new model of standards development supporting IBM growth initiatives including IBM SmarterCloud, Social Business and Business Analytics. Dr. Diaz has served in a number of leadership positions at IBM Application & Integration Middleware Division (WebSphere) for IBM Software Group, responsible for driving the strategy and marketing for some of IBM's leading middleware technologies. As Vice President of WebSphere Business Process Management & Connectivity, he led the expansion of IBM’s middleware footprint in the BPM & C business segment. As Director for the WebSphere Business Process Management development, architecture and technology strategy, he was responsible for WebSphere Business Modeler, WebSphere Publishing Server, WebSphere Business Monitor, WebSphere Business Space Framework Component and WebSphere Integration Developer product development teams. Prior to joining IBM Software in 2003, Dr. Diaz was a member of IBM's Research staff and Senior Manager, where he led advanced technology projects related to XML & Web Services and initiated the world’s first two standards that make use of web services, the Organization for the Advancement of Structured Information Standards (OASIS) Web Services For Remote Portals (WSRP) and OASIS Web Services For Interactive Applications (WSIA). He received his Ph.D. in computer science (distributed computing, programming languages & computer algebra) from Rensselaer Polytechnic Institute. Lessons Learned: The impact on the future of Cloud and Standards� Today, we see innovative use of cloud computing across business. And with Cloud there is also a lot of hype. When we look at the innovative approaches to Cloud implemented by businesses today - the implementations which work well (and the ones that don't), we see patterns emerging. � Join the discussion about patterns of success. Hear tangible examples and use cases of projects that have achieved their goals. Learn how standards play a role in the successful patterns and use cases. How open standards cloud technology will enable organizations to rapidly build the skills and evolve their organizational structure so they may establish repeatable models for success with Cloud. To this end, Dr Diaz will provide an update on standards across the various layers of the cloud architecture (IaaS, PaaS, SaaS) as well as highlight how recent deliverables from the Cloud Standards Customer Council, the first customer led consortium designed to shape the face of open standards based cloud computing may be leveraged for successful Cloud implementations.

© 2011 IBM Corporation2

React with agility to

competitive landscape

Execute with reduced risk

& cost

Achieve desired

business outcomes

* Source:

IBM CEO Study

of CEOs anticipate turbulent change & bold moves

80%

Manage business transformation

Differentiate their products and services

React to rapid

market shifts

Enable business flexibility

Proactively address changing regulatory mandates

of CIOs are expected to work with business executives to drive

innovation & manage change

64%

IT budgets were spent on ongoing operations and maintenance costs, limiting investments in innovation

54%

Businesses globally are facing an unparalleled rate of change…


Cloud computing is changing the economics of IT and speeding the delivery of innovative products & services

3

Deliver IT without

boundaries

Improve the speed, agility and dexterity

of business

Deliver new

business value in real time

Improve security and compliance control

postures.

Standardization, normalization, and reduction of unnecessary complexity


CIO: Significant growth in hybrid cloud is driving the need for interoperability and openness

of CIOs plan to use cloud, up from 33%

two years ago

…the majority being hybrid environments

60%

* Source:

IBM CEO Study* Source:

2010 STG Private Cloud Study (Q3-Q5b)

37%

34%

32%

32%

31%

29%

29%

28%

27%

Ability to predict hardw are failures and migrate w orkloads beforefailure occurs

Availability of a single tool to manage a heterogeneous Cloudenvironment

Fault tolerance and high availability

Dynamic scaling that automatically allocates additional resources toexisting virtual machines as w ork

An extensible architecture that is easy to integrate w ith existingsystems

Cloud management solution that provides high automation andavailability across data center environments

Ability to manage a geographically distributed Private Cloudenvironment through a centralized management system

Security for multi-tenancy environment

Netw orking resource allocation and management

Technology Features Most Often Rated As Differentiators Worth Paying Extra For% Selecting


of CIOs plan to use cloud, up from 33%

two years ago

…the majority being hybrid environments

60%

* Source:

IBM CEO StudyOct 2010

Non-IT Executives: Significant growth in hybrid cloud is driving the need for interoperability and openness


Organizations begin Cloud projects with high hopes, but

•

Wrong approach / wrong project

•

Lack of communication / collaboration / coordination / standardization

can lead to project failure

IBM can help you leverage best practices harvested from years experience and 2,000+ client engagements to ensure

success with your projects

… but not all cloud projects are successful …

surprised?


Discussion agenda

1.

A new approach to standards as an ingredient to ensure cloud project success.

2.

Lessons learned: 9 Steps to Successful Adoption of Cloud Computing.

3.

IBM Smart Cloud can help you get started.


Why open cloud computing? Standards allow enterprises to manage change across market evolution cycles

HTTP, HTML, WSFL, XLANG, REST…

SOA Governance Framework, SOA Reference Architecture, …

Java, Java EE, XML, XML Schema, SOAP, WSDL, UML, Web2.0, ...

Web Services, SCA, BPEL, SAML, XACML …

BPMN, SBVR,RIF, …

Open Virtualization Format,Cloud Management, Cloud Audit, Reference Architecture, Cloud Standards Customer Council…

Open Social, HTML 5, CMIS, OpenAjax, OAuth, …

Dawn of Worldwide

Web

Rise of the Application

Server

Business Agility

Advent ofCloud

ServiceOrientation

SOAArchitecture

Social Business

Cloud builds on and leverages the standards which preceded this market cycle


Or is it somewhere in between…?

reinventing standards using existing standards

vendor-driven standards customer-driven standards

proprietary clouds open, interoperable clouds

OR

OR

OR

Open standards: Invention? or Reinvention?


A smarter approach to standards development

InnovativeOpen standards for cloud:

Invention? Reinvention?Cloud computing is

changing the economics of IT and requires a

rethinking of how we all engage in standards

development

PracticalBusiness success is not theoretical. Practical cloud computing is grass roots plain and simple: it involves leveraging real world implementations of standards & open source

User-drivenThe members of the

Cloud Standards Customer Council create a cross-industry view into

market-leading Cloud use cases and best

practices

ArchitecturalStandards allow enterprises to manage change across market evolution cycles extending the value of customers’

services based architectures and investments


IBM is a founding member of the CloudStandards Customer Council which:

•

Provides guidance to the multiple cloud standards-defining bodies

•

Establishes the criteria for open-standards-based cloud computing

•

Delivers content in the form of best practices, case studies, use cases, requirements, gap analysis

and recommendations for cloud standards

•

2011 Deliverables: Practical Guide to Cloud Computing, Cloud Computing Use Cases, Cloud Computing Business Patterns.

Engaging the customer via the Cloud Standards Customer Council

companies are

participating

230+

operate outside

the IT realm

50%


World wide launch & public release webcast hosted by Melvin Greer (Lockheed Martin –

CSCC Steering Group Chair) on Oct 5, 2011

…a prescriptive nine step plan for success being leveraged by

clients today.

[1] http://www.cloudstandardscustomercouncil.org/CSCC_PG2CC-10-04-11.pdf [2] http://www.cloudstandardscustomercouncil.org/use-cases/CloudComputingUseCases.pdf

On October, 2011 the CSCC produces its first deliverables!

•

IaaS Use Cases

•

Application On-Boarding

•

Virtual Environment Management

•

Hybrid Cloud Management

•

Storage Capacity

•

PaaS Use Cases

•

Policy-driven Application Management

•

Development & Test –

Problem Determination

•

Development & Test –

Application Promotion

•

Database as a Service

Practical Guide to Cloud Computing Eight Cloud Computing Use Cases


CSCC

use

cases

&

adoption

guide

provide

context

to

standardsArchitecture

The Open Group (TOG) Cloud Architecture

The Open Group SOCCITMForum

Cloud Architecture WG

Business ServicesSocial Business Standards: Apache Shindig, OpenSocial, HTML5, Activity Streams, CMIS, OAuth, OpenID

Industry solutionsRetail Cloud Standards in ARTSEducation Sector: The IBM Cloud Academy, EDUCAUSE, NACUBO

ManagementTopology Orchestration Services for Cloud Applications (TOSCA)

DMTF Open Virtualization Format (OVF)

OpenStack

DMTF Cloud Software License

DMTF/TMF cloud SLAs

and network

Workload servicesPaaS APIs

DBaaS

APIs

Operations Support DMTF Cloud Infrastructure Management Interface (CIMI)

SNIA CDMI

Open source API Adapters

SecurityDMTF Cloud Audit WorkingOASIS Cloud Identity Management Technical CommitteeCloud Security Alliance

IntegrationLinked Data & OSLC


Discussion agenda

1.


2.


3.



Goal: Collaborative effort that brings together diverse customer focused experiences and perspectives into a single guide for IT and business leaders who are considering cloud adoption.

Table of Contents: IntroductionA Rationale for Cloud ComputingCloud Computing VisionRoadmap for Cloud ComputingSummary of Keys to Success

TimelineApril 7 –

CSCC LaunchedJune 7 –

Practical Guide LaunchedOct 10 –

Practical Guide Published

A practical guide to cloud computing


9

Steps to successful adoption of cloud computing

1.

Assemble your (cloud consumer) decision team

2.

Develop business case and an enterprise cloud strategy

3.

Select cloud deployment model(s)

4.

Select cloud service model(s)

5.

Determine who will develop, test and deploy the cloud services

6.

Develop a proof-of-concept before moving to production

7.

Integrate cloud solution(s) with existing enterprise services

8.

Develop and manage Service Level Agreements (SLA)

9.

Manage the cloud environment


Grounding the advice on a real success story!

"We reached a critical point –

at a time when we were confronting serious challenges to the campus’

student computing model, the NC Supercomputing Center closed due to state funding cuts. Unfortunately, only 50%

of the amount needed to solve both problems was available, leaving us with the

option of doing both services poorly or inventing a novel solution without any reassuring evidence that one existed. We chose latter course of action, daunting being preferable to failure, and the rest is history.”

Mladen

A. Vouk, Head of Computer Science, and Associate Vice-Provost for Information Technology Samuel F. Averitt, Vice Provost

Information Technology

North Carolina State University, circa 2004


1.

Assemble your (cloud consumer) decision team

Business leaders will leverage cloud to increase sales/revenues

Senior management leadership is critical

–

Make final decisions–

Accountable for success

Technical leaders drive detailed business and technical analysis

Legal / Admin integral to team support

Education is important at all levels and varies by recipient

Strategic

(CEO/Senior

Management)

Tactical

(CIO/CTO)

Operational

(IT, Finance

etc.)

•

Vision•

Terms of reference•

Guidelines

•

Business Analysis•

Technical Analysis

•

Procurement•

Implementation•

Operation

Bringing IT and line of business together to leverage the cloud


Cloud business model -

“change or change not, there is no try”

-

it’s a paradigm shift or not

Focus on business outcomes -

customers vote with their “feet”

How did NC State break down the

silos and disrupt the status quo?

•

Technical

–

IT orthogonal to campus needs•

make relevant –

sandboxes & fortresses•

Operational -

server hugging, emotionally satisfying but an economic train wreak

•

circa 2004 inspection -

”campus is littered with dead and dysfunctional clusters”

•

Political

-

the “not invented here”

phobia•

take wins -

the willing and the desperate•

get out of middle –

customer choice•

don’t be part of problem—gatekeeper versus enabler

•

let a winning solution speaks for itself


2.

Develop business case and an enterprise cloud strategyStrategic plan

reduces potential impacts and facilitates future decisions

Key Elements of Strategic PlanningEducate the team All team members (IT, business, operations, legal) must be educated

on what cloud computing is and what it is not

Consider the existing IT environment Develop a complementary cloud adoption strategy focusing on integrating and leveraging existing technologies and standards

Understand required services and functionality

Determine business justification and potential ROI and/or potential new revenue opportunities

Establish a long term plan Reduce risk of vendor lock in and disconnected cloud services –

avoid increased integration and maintenance costs

Identify clear success goals and metrics to measure progress

Define benchmarks for the existing service. Ensure objective of implementing new cloud service has been achieved. Metrics need to be agreed to by executives

Understand Legal/Regulatory Requirements

Consumers must understand responsibilities associated with national and supra-national obligations. Examples include:• Physical location of the data• Data Breach• Personal Data Privacy• Intellectual Property, Information Ownership• Law Enforcement Access

Track results for an extended time Identify trends that may need to be addressed to improve existing service


TCO -

it’s your business, what’s your use case

Make the case for how people can better work together in their value chain to exceed market demands.

min

imize

Operate, Maintain, Sustain

Time, Impact, Duplication

People

cost

Value, Use

optimize

productivity

Available, Usable, Relevant

Infrastructure

professionals

Business

professionals

People –

must move up the value chain


3.

Select cloud deployment model(s)Establish criteria for selecting the right deployment model

Private (on-site) Private (outsourced) PublicCriticality of cloud services

Mission critical, security sensitive services

Mission critical, security sensitive services

Non mission critical services

Migration costs Managing cloud software may incur significant costs

Lower costs since cloud hardware and software provisioned and managed by provider

Similar to private (outsourced) with additional security precautions to be taken into account

Elasticity Limited resources are available. Computing and storage capacity fixed.

Extensive resources are available

Generally unrestricted in their size

Security threats Implement same level of security as non-cloud resources

Techniques need to be applied to subscriber's and provider's perimeter

Limited visibility and control over data regarding security

Multi-tenancy Clients would typically be members of the subscriber organization

Similar to those for Private (on-site) cloud

Single machine may be shared by the workloads of any combination of subscribers


4.

Select cloud service model(s)

Large Organizations Small / Medium Business

IaaS

-

Primary consideration is capital expense reduction and access to IT capacity that would otherwise not be available

Private (on-site) provides a good initial transition to IaaS with relatively low risk

Private (outsourced) and Public can potentially deliver added business value

May not be feasible given insufficient ROI associated with consolidating a relatively small number of existing IT assets

A direct move to SaaS may be advisable for many SMBs

SaaS

-

Benefit

from the “pay-as-

you go”

concept, with highly scalable offering flexibility to companies to provision and de-

provision based on business needs

Consider SaaS initially for non-

critical business functions to deliver improved ROI

Adopt new disruptive SaaS solutions to maintain or extend competitiveness

Evaluate and identify business processes that can be enhanced by cloud-based applications to improve competitiveness with larger organizations

PaaS

-

Integrated development and runtime platform optimized for creating, deploying and managing cloud applications

Analyze PaaS offerings in terms of TCO / ROI and risks such as vendor lock-in, interoperability, existing IT infrastructure

Assess in-house development resource to justify the expense of a PaaS environment

A direct move to SaaS may be the best alternative for many SMBs

Many organizations face the challenge of staging a gradual adoption of cloud capabilities, incrementally advancing their IT environment


Decision points for the NC State Virtual Computing Lab

Service Architecture Ownership

The NC State cloud service model decision involves three key questions: what’s the service type, the architecture, and the ownership model.

Private Open Standards

Proprietary

DMTF Open Virtualization Format (OVF) -

http://www.dmtf.org/standards/ovf

The Open Group (TOG) Cloud Architecture -

http://www.opengroup.org/cloudcomputing

PublicPaaS

AaaS

IaaS

HaaS


5.

Determine who will develop, test & deploy cloud servicesMaximize resources to accelerate Cloud adoption

Options–

In-house development and deployment–

Cloud provider development and deployment–

Independent cloud service development provider–

Off the shelf cloud service offerings

Critical factors–

Cost–

Responsiveness –

Flexibility

Considerations–

Available skills–

Start up considerations–

Updates to existing services–

Testing / deployment


6.

Develop a proof-of-concept before moving to production

Steps for successful POC–

Assemble the team

–

Develop the service

–

Verify the cloud service delivers the requisite functionality

–

Verify that all processes work (simulate transactions)

–

Verify data recovery activities

–

Ensure Help Desk can address questions / problems

–

Develop a back out plan to manage migration to production problems

–

Identify the migration team to manage transition to production

POC is critical to validating that proposed cloud services deliver required functionality and meet expected ROI


7.

Integrate with existing enterprise servicesSeamlessly integrating cloud services as an extension of the Enterprise

Cloud is not a complete replacement of the enterprise–

Cloud services will need to interface with existing and future enterprise services

Integration strategy must accommodate future cloud services–

Plan must address ease of integration / interoperability of services

Risks of failing to develop an integration plan–

Increased development costs and time to market

–

Increased maintenance costs

–

Reduced flexibility to integrate new services

–

Increase costs and time to migrate service to a new cloud provider

–

Higher costs to establish a disaster recovery plan


8.

Develop and manage Service Level Agreements (SLA)

Key Elements of SLA ManagementAssign core SLA team • Must consist of members from IT, business, operations and legal

• Must also understand the expectations of the cloud service

Develop SLA for contracted service

• Identifies elements which are critical to protecting the ongoing operations of the enterprise• SLA sets expectations for when issues must be resolved, and spells out any penalties and an exit strategy should the cloud provider

not be able to meet the terms of the SLA

Define critical processes with the cloud provider

• Process to ensure issues which cause service to perform outside

of the agreed to performance levels are resolved consistent with the SLA• Escalation process to elevate the visibility of issues, depending on impact, to the appropriate parties in both the cloud consumer and cloud provider organizations

Schedule regular review meetings with key stakeholders within the enterprise

• Objective is to review SLA status on an on-going basis• Increasing important as more cloud services are being implemented and/or the number of cloud providers increases

Schedule regular checkpoint meetings with cloud provider

• Establishes ongoing dialogue to ensure problems are addressed before they become major issues• Establish a trail on the status of the elements of the SLA

Maintain a continuous level of responsibility

• SLA does not absolve the cloud consumer of all responsibilities• Ongoing vigilance required to ensure that enterprise users continue to receive expected level of service


Standardized customization -

a business differentiator

DEFCON 9 Biosurveillance:

potential but

improbable cataclysm

Addressing EquityCrossing the digital divide

Normalization of Extremes

TinkerPlot to supernova simulations

DMTF Cloud Management Working Group

The Case for Radically Dynamic Customization


9.

Manage the cloud environmentEnsuring that the right people understand that the cloud services are meeting expectations.

Both technical and customer support must be considered

Shared responsibility–

Enterprise (CIO and customer support)–

Cloud provider

SLA will establish process for:–

Identifying problems–

Establishing who is responsible –

Defines resources responsible to resolve the problem (from both consumer and provider)

Metrics are important–

“People do what you inspect, not what you expect!”–

Understand trends with existing servicesIdentify changes to improve ROI, customer satisfaction

–

Establish baseline for future services


Keys to success

Keys to Success

Establish executive support

Address organization

change mgmt.

Adopt open standards

Develop Service Level

AgreementAddress federated

governance

Rationalize security and

privacy

Address legal &

regulatory requirement

Define metrics and process for measuring

impact


The value of the cloud is in what it can do for NC State

LOW HIGH

Efficient

Effective

Replicate

React Anticipate

thinkCreatively

Differentiate

actPredictively

Incremental Change –

evolution vs. revolution

Logistically

Strategically

LOW

HIGH


Pop quiz: What are your lessons learned?


Discussion agenda

1.


2.


3.



IBM Cloud Solutions

Services SolutionsFoundation

Commitment to open standards and a broad ecosystem

Enables private/hybrid clouds and the virtualization,

automation and management of cloud services.

Secure and scalable cloud platform for deploying applications in minutes

versus weeks

Accelerate businesses impact and grow revenues by

leveraging Cloud business applications

Private & Hybrid CloudsCloud Enablement Technologies

Managed Cloud ServicesInfrastructure and Platform as a Service

Cloud Business SolutionsSoftware & Business Process as a Service


An integrated set of technologies for enabling private/hybrid clouds and the virtualization, automation and management of service delivery.

Virtualized

Standardized

Automated

•

Resilient

to the velocity of changing business needs

•

Choice

and flexibility in hybrid environments

•

Enterprise-class, workload aware infrastructures

•

Built-in analytics

for improved insight, planning and decision making and

IBM SmartCloud

Foundation


IBM SmartCloud

ServicesA managed service platform enabling the flexible, secure and immediate leverage of core platform and infrastructures capabilities.

An IaaS with enterprise-class governance, administration and management control

Enterprise PaaS with unprecedented choice in app development, deployment and management

The most complete set of automated and integrated services to support enterprise applications

Real business-centric SLAs that align IBM accountability to your business

Multiple delivery models allow clients to optimize against economics, integration, security and control

Services


IBM SmartCloud

Solutions

Smarter Commerce on Cloud to help companies accelerate their ability to transform the entire customer experience

Smarter Cities on Cloud to help cities of all sizes leverage information, anticipate problems and coordinate resources to deliver exceptional service to their citizens

Business Analytics on Cloud to help companies accelerate their ability to turn information into insights

Social Business on Cloud to integrate the collective knowledge of people-

centric networks to accelerate decision-

making and increase innovation

Solutions

Provides immediate access to software as a service enabling organizations cost-effectively reinvent business by transforming business processes


Creating customized private cloud solutions for client and provider infrastructures

Cloud Builders

Cloud Infrastructure ProvidersLeveraging the IBM Cloud to provide IaaS/PaaS capabilities

Cloud Services Providers

Create customized client solutions running on the IBM SmartCloud

Cloud Technology Providers Extending the function

and value of IBM SmartCloud

Cloud Application Providers

Delivering standardized SaaS solutions on IBM SmartCloud

IBM

is

building

an

ecosystem

designed

to

enhance

our enterprise

class

capabilities

as

well

as

to

scale

into

new

markets


Cloud in action: Citigroup

Dramatically reduce time to market

Make the company’s 20,000 developers more productive

Boost utilization rates and improving operational efficiencies. “Slashed server provisioning times from

45 days to less than 20 minutes”

-Jonathan Moore Senior Vice President, Citigroup Built a private cloud using IBM lifecycle services

management software solutions.

Enable self-service request, automated provisioning, and internal chargeback capabilities

The solution:

The need:Increased server

capacity 12x

Benefits:Accelerating development and delivery using the cloud


"Being able to connect our culinary chefs in the cloud is invaluable when talking about customer service. Someone who was once isolated now has access to information they might otherwise not have so they can make better decisions, faster and

can get client questions answered more quickly."

-

Bob Brindza, SOA Business Analyst, Newly Weds Foods

Speeds communication response rate from

days to hours

Saves 4-5 days per month in travel time and

10% on travel cost

Eliminates time zone barriers to productivity

Unique no-cost "guest account" model lets their clients easily collaborate

on recipe ideas

Benefits:

•

A tool to connect geographically dispersed teams without the capital expense and staff needed to run an in-house solution

•

Security to protect proprietary information and safeguard client recipes

•

IBM LotusLive

Social Business cloud services to enable culinary team to share information and ideas quickly and easily --

regardless of the time or location

•

Enables Chefs to find and connect with other chefs around the world, to store and share recipes and demos, and to host web meetings with clients

The solution:The need:

Cloud in action: Newly Weds FoodsGlobal food company connects in cloud to improve customer service


IBM is providing a market leading combination of technology, expertise and reach help our clients succeed with Cloud deployments & business outcomes

of Fortune 100

companies are using

IBM cloud capabilities.

IBM Cloud LabsIBM SmartCloud

Centers

“IBM has one of the most comprehensive cloud portfolios.”–

Jeff Vance, Datamation


Take action on your cloud journey

www.ibm.com/smartcloud

Contact your local IBM sales rep

Visit the IBM Cloud virtual briefing center for more information on our capabilitieshttps://events.unisfair.com/rt/ibm~cloudlaunch

Use the Cloud Adoption Advisor to identifycloud adoption opportunities http://www.ibm.com/cloud/advisor

View demos of IBM Workload Deployerhttp://tinyurl.com/iwdDemoshttp://www.youtube.com/watch?v=c4YEvw6BqnM

Join the Cloud Standards Customer Council for practical advice on architecting your open cloudhttp://www.cloud-council.org/m-application-abb.htm

http://www.ibm.com/smartcloud

https://events.unisfair.com/rt/ibm~cloudlaunch

https://events.unisfair.com/rt/ibm~cloudlaunch

http://www.ibm.com/cloud/advisor

http://www.ibm.com/cloud/advisor

http://tinyurl.com/iwdDemos

http://tinyurl.com/iwdDemos

http://www.youtube.com/watch?v=c4YEvw6BqnM

http://www.cloud-council.org/m-application-abb.htm



Legal Disclaimer

•

©

IBM Corporation 2011. All Rights Reserved.•

The information contained in this publication is provided for informational purposes only. While efforts were made to verify the

completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the

effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use

of IBM software.•

References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries

in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

•

If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:

Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.

•

If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:

All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.

•

Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus®

Sametime®

Unyte™). Subsequent references can drop “IBM”

but should include the proper branding (e.g., Lotus Sametime

Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml

for guidance on which trademarks require the ®

or ™ symbol. Do not use abbreviations for IBM product names in your

presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in

your presentation as follows; delete any not included in your presentation. IBM, the IBM logo, Lotus, Lotus Notes, Notes,

Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld

and Lotusphere

are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte

is a trademark of WebDialogs, Inc., in the United States, other countries, or both.•

If you reference Adobe®

in the text, please mark the first use and include the following; otherwise delete:

Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.•

If you reference Java™


Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the

United States, other countries, or both.•

If you reference Microsoft®

and/or Windows®

in the text, please mark the first use and include the following, as applicable; otherwise delete:

Microsoft and Windows are trademarks of Microsoft Corporation in

the United States, other countries, or both.•

If you reference Intel®

and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete:

Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and

other countries.•

If you reference UNIX®


UNIX is a registered trademark of The Open Group in the United States and other countries.•

If you reference Linux®

in your presentation, please mark the first use and include the

following; otherwise delete:

Linux is a registered trademark of Linus

Torvalds

in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others.

•

If the text/graphics include screenshots, no actual IBM employee

names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.

http://www.ibm.com/legal/copytrade.shtml

Lessons Learned: Business agility through open standards & cloud

Technology

angel luis

cloud deployments

market leading

ibm smart

security sensitive

ibm software

real success

innovative