You are on page 1of 14

Abstraction Layers – OSI-style View

User
App-V (fka SoftGrid)
Symantec Application Streaming Application
Citrix Application Virtualization
virtualization Applications / Utilities
Citrix XenApp
Citrix XenDesktop Display User

Operating
UI drivers

System
MS Remote Desktop Conn virtualization interface I/O drivers
Services
VMware vSphere/ESX digital Security
Citrix XenServer Hardware Interface (API) Core components
MS Hyper-V virtualization

Hardware
Human
Network – OSI Model
network
interface
storage kernel
bus
assembler
Data unit Laye r Function firmware
memory CPU hardware
7. Application Network process to application
Network
Host
Data 6. Presentation Data representation and encryption virtualization
layers
5. Session Interhost communication

Segment 4. Transport End-to-end connections and reliability

Grid Computing Storage


Packet 3. Network Path determination andlogical addressing
(bus virtualization) virtualization
Me dia
Frame 2. Data Link Physical addressing
layers InfiniBand Address space remapping
OpenFabrics Alliance Meta-data
Bit 1. Physical Media, signal and binary transmission
Myrinet I/O redirection

Page 1
Abstraction Layers – Simplified View
User

Applications

Operating System

Hardware

Bus

Network Storage

Each layer can be abstracted/virtualized

Benefits Risks
Rapid expansion/deflation Shared database infrastructure
Automated component lifecycle Untrustworthy software installation
Reduced physical footprint Unreliable patch management
Reduced physical maintenance Mixed platforms
Reduced software maintenance Distributed server locations
Improved performance Transition time
Greater resiliency/redundancy Learning curve
Instant software updates Client security concerns
Reduced cost One infrastructure for diverse applications
Flexibility
Security and privacy
Page 2
Gartner Forecast
Cloud Cloud computing services revenue should total $56.3 billion for 2009,

representing a 21.3% increase compared to 2008.

Computing The market is expected to explode to $150.1 billion in 2013.


Gartner expects SaaS revenue to total $7.5 billion in 2009, which represents a

17.7% increase over 2008 revenue of $6.4 billion.


SaaS demand is expected to continue to surge to a total of more than $14

billion by 2013.

Page 3
Cloud
Computing
Features
●Abstraction

(virtualization) –
programmatic
●Self-service

●Interfaces –

scalable
●On-demand – near-instant scalability

●Pay for what you use, use only what you need

●Abstracted components life-cycle-managed

●Abstracted components include security layer

Page 4
Cloud
Computing

Page 5
Corporate Mission – Guiding Principles
Corporate Mission Statement
Corporate Vision / Superordinate Goals

Marketing Plan Production/execution

Brand Reference Book Management By Objectives (MBOs)

Facts Book First leg: Goals

Marketing Objectives Second leg: Action Plan

Third leg: Results

Adaptive Agile/Scrum model

Page 6
Corporate Mission – Marketing Plan
1. Customer Groups
2. Customer Needs
3. Technologies
a. Services/offerings
b. Processes/structures
Brand Reference Book
Financial Data
Product Data
Sales and distribution data
Adv. Sales promo, merch data
Market data & misc.
Facts Book
Continuous Collection
1. Review of marketing environment
2. Review of detailed market activity
3. Review of marketing system
- portfolio planning
- 80:20 rule
- 7 P's [price, product, promo(adv), placement, people,
physical environment, process, packaging]
Marketing Objectives
(matching Corporate Mission Statement)

Page 7
Corporate Mission – Production/execution
Management By Objectives (MBOs)
1. Motivation (scoring)
2. Communication/coordination
3. Clarity of goals
(matching Corporate Mission Statement)
Mis-use of MBOs—MBO evolution

First leg: Goals


1. Specific outcomes, defined requirements
2. Scheduling and planning
3. Securing support/resources on all fronts

Second leg: Action Plan


- Goals only half of what's needed
- Simpler is better
- Follow-up = Follow-through
- Realistic and flexible

Third leg: Results


1. Document and respond
2. Recognize high performance

Adaptive Agile/Scrum model

Page 8
Project Management Methodology – Investment Lifecycle
A Short Course in Project Management http://office.microsoft.com/en-us/project/HA102354821033.aspx

Page 9
Project Management Methodology – Waterfall (BDUF)

●Pros
● Design is a worthwhile investment
● Bug fixes in early stages of
development
● Working out issues in advance
● Changing specs cheaper than
chaning systems

●Cons
● Adapts poorly to changing
requirements
● Assumes designers can foresee
problem areas without prototyping
● Can spill into analysis paralysis
● Many projects begin with limited or
false requirements

Page 10
Project Management Methodology – Agile (eg: Scrum)

●Agile home ground Scrum: Developed as a software development tool, adaptive


to maintenance teams, and project/program approach
● Low criticality Roles: Scrum master, Product owner
● Senior developers Team: Chickens and Pigs
● Requirements change often - Daily Scrum
● Small number of - Scrum of scrums
developers - Sprint Planning meeting
- Sprint Review meeting
● Culture that thrives on - Sprint Retrospective
chaos

●BDUF home ground


● High criticality
● Junior developers
● Requirements do not
change often
● Large number of
developers
● Culture that demands order

Page 11
Project Management Methodology – Systems Development Lifecycle
(SDLC)
●Strengths
● Control
● Monitor Large projects
● Detailed steps
● Evaluate costs and completion
targets
● Documentation
● Well defined user input
● Ease of maintenance
● Development and design
standards
● Tolerates changes in MIS staffing

●Weaknesses
● Increased development time
● Increased development cost
● Systems must be defined up front
● Rigidity
● Hard to estimate costs, project
overruns
● User input is sometimes limited
Page 12
Project Management Methodology – SDLC Phases

Page 13
Project Management Methodology – Dynamic Systems Development
Method (DSDM)
●Agile home ground
● Low criticality
● Senior developers
● Requirements change often
● Small number of
developers
● Culture that thrives on
chaos

●BDUF home ground


● High criticality
● Junior developers
● Requirements do not
change often
● Large number of
developers
● Culture that demands order

Page 14