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Cloud Software Program
Developing the Cloud Business Case for Cloud Deployer Organization
TIVIT Cloud Software Program
(ICT SHOK)
2011
Tivit, Yritysten tutkimus- ja kehittämisrahoitus,
Päätös xxx/xx, xx.xx.201?, Dnro xxxx/xx/2010
www.cloudsoftwareprogram.fi
www.tivit.fi
This work was supported by TEKES as part of the Cloud Software Program of TIVIT (Finnish
Strategic Centre for Science, Technology and Innovation in the field of ICT).
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Executive Summary
User organizations / enterprises as cloud market: Developing the cloud business case in
integrator projects
Target audience of this document are the ICT providers that are
- studying the feasibility and enabling cloud transformation in user organizations (business enterprises and public organizations deploying cloud services)
- cloud business companies in consultant, broker and/or cloud integrator role - persons responsible for technology strategies, portfolios and developments
concerning ICT assets: CTO, CIO, enterprise architects, EA boards or teams
This document presents an introduction of cloud services in the market of enterprise ICT
solutions. The enablers and the shaping of the new business environment both for providers
and consumers of ICT services are discussed (Introduction). An outline for a consulting
methodology that incorporates cloud services option is layed out (Section 2 - ). The
methodology assumes large, often distributed ICT user organization(s) with [partly] common
governance. This means corporation structures and/or networked [business] organizations
processing some common information.
The path for an analytical study for cloud options as business solutions is presented in two
stages: strategic consulting and scoped projects (2.1, 2.2), and general issues concerning
cloud services (cost/benefit structures, risks and other relevant topics) are discussed in the
remaining sections.
For information on the Tekes/Tivit Cloud Software Program project, please visit
www.cloudsoftwareprogram.org
Version control
Date What Who -
Initials
Note Status
10.05.2011 Doc outline Mirja
Pulkkine
n
First draft
25.05.2011 Intro, sec 2 MP
19.06.2011 Sec 2.1 / 2.2 MP
30.06.2011 Add 3.3
Revisions 2-3
MP Comment
release
19.08.2011 Revisions: Executive Summary, 1-5 MP Revised
release
30.08.2011 Revisions according to comments MP Comments
from
V. Häkkinen,
A. Hirvonen,
P. Tyrväinen
For broader
commenting
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Contents Executive Summary ....................................................................................................... 2 1. Introduction ........................................................................................................ 3
1.1 Cloud Ecosystem ............................................................................................... 4 1.2 ICT Provisioning Transformation .......................................................................... 6
2. The Cloud Services as an Option in Consulting ......................................................... 7 2.1 Cloud Options at the Level of Strategic Consulting ................................................. 8 2.2 Cloud Options at the Level of Scoped Projects ....................................................... 9
3. Assumptions and Methods ................................................................................... 10 3.1 Cloud Service Cost/Benefit Evaluation ................................................................ 11 3.2 Client EA ........................................................................................................ 11 3.3 Control, Ownership and Security ....................................................................... 12
3.3.1 Shift of control over ICT assets ................................................................... 12 3.3.2 Governance .............................................................................................. 13
4. Business Impacts ............................................................................................... 13 5. Sensitivity, Risks, Contingencies .......................................................................... 14 6. Conclusions ....................................................................................................... 14 7. Recommendations .............................................................................................. 14
1. Introduction
With the emerging market offering for cloud computing solutions and services, consultancies
will need to consider the cloud offering as an option for their clients in their needs for ICT
management and development. This report presents a frame of the elements in a cloud
business case for consulting projects at ICT deploying organizations i.e. clients of
consultancies.
Cloud services as an alternative for a business requirement, that demands some ICT based
solutions, may mean, for example, buying cloud services to cover the need for i) one
information system, or data repository (SaaS), or the ICT support for e.g. one business
function, or one or more business processes (van Ommeren & van den Berg, 2011). Further,
network application platforms (PaaS) are provided to accommodate selection of applications
together with some common services, e.g. commonly a single-sign-on solution for identity and
access management. Thridly, iii) the entire ICT infrastructure (IaaS), or some part of it,
defined by the layers of the cloud stack (Khasnabish et al., 2010) can be delivered as a service.
Besides this, rough categorization to three layers according to the top levels of the cloud
framework (see e.g. the IETF draft in the appendix), narrower “X-aaS” offerings for businesses
are defined for focused solution areas: Storage area, or database management system as a
service (DBaaS), or Business Process Outsourcing (BPO) solutions with BPaaS.
To begin with, considering any of the solutions available to be acquired as services today, the
client needs to consider both the current status (investments in IC technologies not yet
amortized; current organization of processes and services, as well as the resources given) and
the target state when weighing an opportunity of “cloud transformation”: to outsource some of
its information processing or management to cloud service providers in public or community
cloud offerings. An option is of course to set up an internal services pool for a large
organization, i.e. private cloud. A desirable option may also be to utilize capacity on demand
as needed besides own resource, i.e. a hybrid cloud solution. Many of the SaaS or PaaS
services on the market today are offered by providers utilizing capacity in the so-called public
cloud, i.e. capacity service centers located anywhere globally and accessed over Internet from
an underlying market for infrastructure, i.e. IaaS providers globally. Any large user
organization faces today the opportunity to benefit from the cloud offering, but for
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their own benefit, the client organization is advised to carefully consider their own
situation as regards to information management and enterprise architecture, prior to
making long-term decisions and commitments.
Stakeholders of concern at the client organizations are the information management function
(IM) of the enterprise or the organization, the operations management (middle management)
of the targeted domain in the organization structure (a business process or a group of
processes, a business function). In larger development cases with impact on whole enterprise
infrastructures, involving initial investments and/or big transition projects, the strategic
management, or the CEO and his team often induce the case. However, in any strongly future
oriented planning assignments and large projects this level should be engaged as stakeholder
in any case. The need for strategic management decisions and engagement can be judged e.g.
by the IM function (CIO) (van Ommeren & van den Berg, 2011:29), as an overview is needed
on the information processing and the currently existing infrastructure, proprietary systems
and information assets. Existing base of enterprise architecture descriptions and information
provides necessary input to the project and if there is a role of an enterprise architect or an
organ like EA board or team a cloud project is essentially their concern also.
To understand what is different from the point of view of the client, as they deal with ICT
providers and markets to acquire or enhance business support systems or infrastructures, we
first take a look on the cloud ecosystem as the business environment.
1.1 Cloud Ecosystem
According to NIST (NIST, 2011; see also the business ecosystem figure below) there are three
archetype roles relevant in the cloud business, often considered as the cloud ecosystem:
1) The Cloud Service Provider makes services available to Cloud Service Consumers at agreed service levels and costs. The services may be of any type or complexity. The Cloud Service Provider manages the technical infrastructure required for providing the services and provides billing and other reports to consumers.
2) The Cloud Service Consumer represents an organization or individual who contracts for services with Cloud Service Providers and then uses those services. The Cloud Service Consumer could be another Cloud Service Provider. The Cloud Service Consumer is responsible for selecting the appropriate services, arranging payment for the services, and performing the administration necessary to use those services, such as managing user identities.
3) The Cloud Service Developer designs and implements the components of a service. The Cloud Service Developer describes the service in a service template. The Cloud Service Developer interacts with the Cloud Service Provider to deploy the service components based on the description in the templates that the Cloud Service Provider may customize before making them available as service offerings.
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Figure 1 The NIST Cloud Business Ecosystem, (according to Canonico et al. 2011)
The foundation for building cloud ecosystem consists of technological and business affordances,
of which the following can be discerned:
- Virtualization, grid technology, SOA, and browser technologies as well as distributed computing and broadband networks.
- For the business side and business models, Free and Open Source Software as both enabler and a factor narrowing and unifying the markets.
- SLA practices have been introduced to regulate the service provisioning for charges. - Web 2.0 applications enhance information distribution, sharing and collaboration
often enhancing solutions with personified and social aspects (cf. Salesforce platform deploying facebook-style interface that identifies application users with photos, enabling interaction between users with comment function).
- Business logics and business models for the provisioning of diverse services at all levels of the cloud stack are a gate to successful ecosystems.
- As for the user side, as well the organization deploying systems and solutions for their use (B2B) as the individual user (B2C) are today looking for easier ICT management and use. Thus,
o Business process automation (leading to business process outsourcing services, as the broadly adopted invoicing services),
o Easy information sharing and distribution through Web 2.0 applications, emerging to the workplaces after a successful introduction to the private sphere
o Utility computing with “carefree” plug-and-play applications, processing and storage capacity solutions.
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Web 2.0 and facilitating technologies, starting with feasible broadband and mobile network
access, provide the features that have been ‘rehearsed’ in voluntary private use, and are
becoming drivers for the business use as now the Web 2.0 type solutions: instead of reports
delivered as email attachments, there might be blog posts to follow etc.
1.2 ICT Provisioning Transformation
The traditional setting of provisioning ICT to customers and the roles of ICT Provider (including
hardware and software production as well as integration services and consulting) – ICT
deployer / user will be changing when the cloud provisioning is taking ground and likely
becoming a preferred mode for user organizations with no incentive to invest into their own
equipment and software. The changing and emerging roles are discussed next.
The Business user (see Figure 2 below) deploys software, infrastructure or platform type of
business services. A new class of providers, Broker, is cataloguing, integrating, packaging and
marketing services in these categories to the business user. The broker business model
(separate document upcoming) often entails that the broker company maintains an application
platform as a service (PaaS), on which the services provisioned by other provider companies
are supplied.
Figure 2 Service levels and service provider roles (cf. (van Ommeren & van den Berg,
2011)
In large enterprises, the IT function of the enterprise may take a broker role, and
provision part of the enterprise business ICT services, and manage the services acquired from
outside cloud providers. Besides this, the department can also sell their own excess
infrastructure capacity (e.g. idle outside of peak times). With already existing cloud broker
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services, this is possible, or else a brokerage can be established within the information
management function / IT department of a client organization. This model seems especially
promising for public sector organizations whose aim is to improve efficiency of ICT investments
(cf. also the ‘community cloud’ concept).
The broker is drawing on services provisioned by the Providers. These services utilize any ICT
resources: hardware, software, and connectivity. The Cloud provider capability lies in the area
of virtualization, service management, hardware and enabling software as operating systems
and infrastructure service automation (see the IETF framework (Khasnabish et al., 2010) in
the Appendix; and the CCUseCase Framework in Appendix 2)
With the new roles, a new ICT sourcing setting (see Figure 3 below) will be induced. The status
of an enterprise information management function, the role of a CIO and his team are
changing to an entrepreneurial one. Both incumbent service providers (typically consultancies,
e.g. Accenture) and also internal ICT function are adopting, or considering the role of a
services broker. The enterprise IM is provisioning services, but might also be packaging and
brokering services of other providers. The role of a cloud services broker is emerging on the
market, often adopted by providers with the capability of PaaS, entertaining both own and
other providers’ services, orchestrating services and maintaining services catalogues for the
business user.
Figure 3 The New ICT Sourcing Settings
2. The Cloud Services as an Option in Consulting
There are two phases according to the levels (see e.g.(Hirvonen & Pulkkinen, 2004; Sharp &
McDermott, 2009): for strategic consulting and for development projects at the level of
business operations and specific processes and systems. The generic outline of a consulting
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process at the exploratory, feasibility study phase, and at the development planning phase are
considered for the two major types of consulting assignments in the sections “Cloud Options at
the Level of Strategic Consulting” and “Cloud Options at the Level of Scoped Projects”,
respectively.
Roughly, the strategic consulting assignments are triggered by the long term planning
processes, and target less to tangible plans or designs but rather to evaluation of future
scenarios and business environment evolution in the technology and provisioning side.
The scoped projects are triggered by a need spotted in the business operations, requiring
some developments in the existing ICT assets of the enterprise. The project targets to plans
with possible alternatives (with their evaluation) that are ready to be considered for an
implementation or transition to using cloud services.
With the help of at least provisionary enterprise architecture drafting, it is possible to
determine the dependencies. In case the dependencies reveal broader changes needed in the
ICT assets, considerations at the strategic level may be triggered.
2.1 Cloud Options at the Level of Strategic Consulting
Strategic consulting takes a managerial, strategic viewpoint to the enterprise as a whole, and
deals with long term planning. The aim is to create or adjust strategies for the enterprise. For
this, the consultant together with senior management reviews and revises the portfolio of
businesses (as business areas, markets or market segments, areas of services). As importantly,
together with the business considerations, the portfolio of information systems and
applications used to support the business operations. Thirdly, the portfolio of technologies
these systems and applications are running on, is considered, as well as the ICT infrastructures
needed for the systems and enterprise communications.
Major steps in the strategic consulting effort are presented in the following, together with the
descriptions that will enable the analysis. If those descriptions (classified as EA descriptions, on
business, information, systems or applications and technologies in use) do not exist, at least
provisionary descriptions should be set up for the case at hand.
STRATEGIC CONSULTING ASSIGNMENT
1. What is the client’s pain point? This means finding out, which current or foreseen problem(s) trigger the query for the consulting assignment and where the next development steps and investments will be.
a. Consider with the frame of Enterprise Architecture: is it a business issue, an information related issue, a system, application or solution, or a technology issue?
b. Does it concern the whole enterprise or a (group of) domain(s) within the enterprise?
2. What part(s) of the enterprise/organization are concerned? Following the EA approach, consider the ICT value measurement: if it is a technology or an information system (application) issue, to which business area does it contribute to? (E.g. as support for a business process, or provisioning services to business “inside customer” or to real customers / other stakeholders)
a. EA: division into domains
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b. Domain information processing and existing ICT support c. Common infrastructures
3. Which processes are concerned? (Business Architecture -> processes) a. Processes map, dependencies b. Process context
4. Which systems / applications are concerned? (Systems Architecture)
a. Systems portfolio , applications map b. Systems integration map
5. Information architecture
a. What information is processed in the area of concern? b. Is there a master data repository? Is all data harmonized if in different
repositories? Does a common data model exist?
6. What services could cover the need? (SaaS, PaaS, IaaS, Integration as a Service, Database as a Service…); what are the the requirements, constraints and costs
a. Requirements for the targeted service b. Cost judgment for the deployment of the cloud service, comparison of
alternatives c. Required qualities of the targeted service; SLA terms concerning security,
availability, response time, flexibility (up/downscale) d. Further security and risk issues e.g. need for a VPN -> additional cost; Critical
data protection/backup -> cost? e. Possibility to backward data ex/import (non-proprietary formats)?
7. Delicacy of the ICT assets for the business: the information itself and information processing capacity. Loss of control and compromised governance, see sections 3.3.1 and 3.3.2
8. Based on the evaluation results, compile a roadmap to cloud adoption in areas where found feasible and beneficial, e.g. in different segments, functional areas, business processes.
2.2 Cloud Options at the Level of Scoped Projects
With a scoped project we mean efforts that aim at analyzing and designing and/or evaluating
some concrete development steps for either 1) an enterprise (developing some ICT asset or
usage in an entire large, multi-department organization) or 2) a domain with a defined scope
within an enterprise, such as business unit, or a business process. In this type of project, the
consultant studies the business operations arrangements and the ICT systems and
infrastructures supporting them. Enterprise architecture is the development context, and if EA
descriptions (business, information/data, systems and applications, technologies) are available,
they greatly support the effort. If EA or the parts of it are not described for the organization in
case, at least provisionary descriptions should be constructed for the case.
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CLOUD CONSULTING IN A SCOPED PROJECT
1. Analysis of a) Possible providers / b) Private cloud service setup (Enterprise Technology Architecture)
2. Outsourcing analysis: What solution will be needed/targeted? Business requirements? - SaaS, PaaS or IaaS level of cloud services? - Single application or a functional system (covering e.g. a resource planning system for
a business function)? - Business Process prone to automation and/or outsourcing (BPO/BPaaS)?
EA analysis for the opportunity and the constraints for cloud services use.
3. Provider selection by given criteria (as in point 6, previous section 2.1).
4. Service Level Agreement (SLA) requirements derived from the outsourcing analysis results. Control and governance issues (see 3.3.1 and 3.3.2) to be negotiated.
5. Architecture design choices? -> Designing a SOA architecture when chosen - Architecture descriptions - Interfaces and Integration architecture (to other business systems) - Security (service security and control)
i. Identity and Access Management, IAM ii. Privacy levels in the cloud service? E.g. VPN for service delivery?
iii. Backup policies, recovery policies 6. Migration analysis
- Migration plan (Given that data from existing systems is continually used, now in a cloud service). Effort estimations for
i. determining data models ii. data transformation
7. Effects on other systems, processes, services -> feed back to EA descriptions 8. Time estimates; scheduling 9. Transition planning and cost: Transition phase information processing solution? 10. Cost-benefit analysis (see the separate business case analysis)
- Capex, opex, - Holistic value - Soft values
Best practices of EA consulting and an EA consulting process are assumed. Cloud services are
seen as an option in the selection of alternatives that are analyzed for a solution to the client
problem. See also section 3.2, Client EA.
3. Assumptions and Methods
This section elaborates the evaluation practices for cloud alternatives in ICT provisioning.
Besides general good consulting practices, especially on enterprise architecture consulting
methodologies, cloud consulting efforts benefit from ICT cost evaluation methodologies, such
as COBIT.
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3.1 Cloud Service Cost/Benefit Evaluation See separate document and excel workbook by J. Alamaa
3.2 Client EA
For a cloud business case, a good starting point is if information on the enterprise architecture
(EA) of the client can be used as a project baseline. If no EA information or knowledge base is
available at the client, the cloud consulting effort will need a preparatory phase where the
essential baseline is established in collaboration with the business and ICT management
(Rhoton, 2010), (van Ommeren & van den Berg, 2011:32).
Figure 4 Managed EA supports cost reduction objectives in cloud adoption (van
Ommeren & van den Berg, 2011)
Figure 5 Managed EA supports enterprise business agility with cloud adoption (van
Ommeren & van den Berg, 2011)
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As an example, replacing a licensed software system, or some infrastructure with service
provisioned may seem lucrative. Impressive examples of business benefits are used in cloud
marketing to make a business case for a cloud service. However, as pointed out by (van
Ommeren & van den Berg, 2011), see Figures 2&3 below, both judged by the cost and by the
business agility, the whole enterprise ICT should be considered for long term benefit.
ICT project failure in general can be traced back to lack of connection of the development
targets to the actual business drivers (Rhoton, 2010). Enterprise architecture creates the links
between business opportunity and ICT planning and development by supporting collaborative
development of both business and enterprise ICT (Pulkkinen, 2008).
3.3 Control, Ownership and Security
The main decision whether to deploy a cloud service, if it is found profitable both in economic
evaluations and other business considerations, is related to the data security and other risks
that come from shift of control on equipment and software. Migrating the information and the
processing of the information, and the services deployed with some information system to be
hosted outside of own organization includes risk coming from loss of control. The control is
going to be with or shared with a cloud provider, likely involving third parties provisioning
different capacities of the cloud stack.
3.3.1 Shift of control over ICT assets
The following figure illustrates where the control is shifted in various cloud services. The risks
induced by compromising control over assets (software&data, system management) must be
considered with the business interest and the level of the risk in mind. What can be read from
the figure below is, that all data communications over Wide Area Networks (WAN) involve
some sharing of control, meaning all distributed organizations must put some of their
information at risk when transferring it over the network.
Figure 6 Control shift in cloud services (Canonico et al. 2011}
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The use of virtual private networks (VPN) mitigates the risks involved. However, Wide Area
Network (WAN) use in companies and public organizations is more and more unavoidable as
communication is moving to Internet based solutions, and services are digitized. WAN alone
means possible risk to the stored and processed data and information.
3.3.2 Governance
The EA and IM/ICT governance is affected by possible transfer of parts of the ICT services to
be contracted to cloud providers. As with the EA, also with ICT Governance the case is, if in
the client organization there are no existing practices, the cloud transformation is the last
minute to introduce such practices. An IM department with defined processes following e.g. the
ITIL model, and a current practice with SLAs is better equipped to take on cloud services than
an IM department ignorant of these issues. The following chart illustrates the shift of control in
the case of different cloud provisioning settings.
Only a co-located organization running its own infrastructure and network has all control on its
ICT assets and information. The sharing of control with a provider starts with the use of Wide
Area Network, the next level is using hosting services (IaaS), and trusting further parts of
information management to diverse providers. In public cloud, the control is on the application
provider and the services ecosystem this provider is relying on, i.e. the service user has little
or no influence on how the service is run. The analysis of cloud opportunity for a client should
include a careful analysis for the sake of clients own business, if the loss of control in the
planned setting can be allowed.
Figure 7 Governance and control of different cloud provisioning settings (Canonico,
M. 2011 et al.)
4. Business Impacts
Defining the business impact for deploying a cloud service beyond mere ICT and IM cost
savings, means on the profit side to capture the processes affected, and the value these
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processes bring in their as-is state, and potentially, as improved by deploying a cloud service
to support the processes. A cloud service may mean an up-to-date application and user
interface, enhanced functionalities and staying at the cutting edge of software development
without extra cost, since the providers constantly improve their service and old clients become
the updates at no additional cost or implementation effort: only, the next time a business user
logs in, the SaaS application has been updated or even upgraded with extra functionality. The
service clientele may influence the service development to upgrades.
Besides the ‘hard’ evaluation through business process KPIs, also ‘soft’ values as the novelty of
a service, improved visibility and easier access by customers and other stakeholders should be
considered. Even if no direct online sales (e-business) implementation is in plans, there are
many ways to impress the customers with web presence enhanced by interactive tools e.g.
with typical Web 2.0 functionalities.
Competitive edge
- What is the industry “de facto standard” in 1) online presence, customer servicing online, online collaboration and information sharing
- Example: can the company be the first to deploy a certain customer online self service? - Do best practices for online services for stakeholders already exist? Are there design
patterns for these services?
5. Sensitivity, Risks, Contingencies
Transferring information processing and data onto one service provider’s premises (hosting)
means risk taking. Such risks are known and experiences from such cases have been collected.
New risks involved with cloud are such related to the ecosystem, since service provisioning
may mean a chain of providers supplying some capacity at different levels of the cloud stack.
Further risks such as so called “noisy neighbor” or “nosy neighbor” are identified and need to
be dealt with. Another client may use a resource (e.g. virtual private databases on shared
infrastructure) in a way which harms the service availability for other clients on the same
infrastructure (e.g. lengthening access time). The nosey neighbor problem means that in spite
of virtual private technologies (e.g. virtual private database VPDB) other users would have the
opportunity to get information in an unwanted way.
The risks should be an issue in negotiating the cloud service contracts, the provider should be
able to present credible solutions how such problems are avoided in their environment
6. Conclusions
Conclusions case-by-case according to analysis results
The conclusions are based on the results of the evaluation of alternatives, taking a perspective
of one to three years of runtime for investments into project, software and equipment as well
as HR for the deployment of a solution / system or infrastructure elements.
7. Recommendations
The recommendations are based e.g. on the
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- Analysis of the client current situation, the analysis of the business as-is and to-be situation, i.e. the outlook with the deployment of the solicited strategic choices
- Analysis of the cloud service offering on the market - Cost/benefit analysis outcome for the to-be deployed services, comparison to on-
premise solutions - Analysis of the client business environment, including technology/solution
deployment at the competition, business environment aspects of existing and future technologies and opportunities, possible competitive edge through adoption of new
- Analysis of the current enterprise architecture and the developments needed with the cloud service to reach a target state
REFERENCES
Canonico, M. and Radhakrishnan, A.R. Introduction to Cloud Computing by Cloud Computing
Use Case Discussion Group. https://groups.google.com/group/cloud-computing-use-cases
Hirvonen, A., & Pulkkinen, M. (2004). A practical approach to EA planning and development:
The EA management grid. Business Information Systems - BIS, Poznan, Poland.
Khasnabish, B., Chu, J., Ma, S., Meng, Y., So, N., & Unbehagen, P. (2010). Cloud reference
framework. draft-khasnabish-cloud-reference-framework-00 IETF. Retrieved from
http://datatracker.ietf.org/doc/draft-khasnabish-cloud-reference-framework/ (THE FRAMEWORK FIGURE
IN APPENDIX OF THIS DOCUMENT)
NIST. (2011). Cloud architecture reference models: Survey. CCRATWG 004 v2 (draft jan. 25.
2011). http://collaborate.nist.gov/twiki-cloud-
computing/pub/CloudComputing/Meeting4AReferenceArchtecture013111/NIST_CCRATWG
_004v2_ExistentReferenceModels_01182011.pdf
Pulkkinen, M. (2008). Enterprise architecture as a collaboration tool. discursive process for
enterprise architecture management, planning and development.
Rhoton, J. (2010). Cloud computing explained. US, UK: Recursive Press.
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Sharp, A., & McDermott, P. (2009). Workflow modeling. tools for process improvement and
application development (2nd ed.). Boston, London: Artech House.
van Ommeren, E., & van den Berg, M. (2011). Seize the cloud. A manager's guide to success
with cloud computing IBM and Sogeti.
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APPENDIX 1 Cloud Reference Framework
Khasnabish, B.: IETF standard internet draft 12/2010
http://tools.ietf.org/html/draft-khasnabish-cloud-reference-framework-00 +------------------------------+ +-----------------+
| Cloud Portal | | |
| (Public & Private) | | |
+------------------------------+ | |
| | |
| | |
+----------------------------------------------------------------------+ | |
| Application/Service Layer | | Cloud |
| +-----------+ +------+ +-------------------------------------------+ | | Management |
| | | | | | SaaS(Applications) | | | |
| | | | | | +----------------+ +--------------------+ | | | |
| | | | | | | BusinessApps | | ConsumerApps | | | | |
| | | | | | |(Mobile payment)| |(Mobile Data backup)| | | | |
| | +-------+ | | | | +----------------+ +--------------------+ | | | |
| | |Desktop| | | | | +------------+ +--------------------+ | | | |
| | +-------+ | | | | |NetworkApps | | CommunicationApps | | | | |
| | | | | | |(Hosted PBX)| |(VoIP,Video Service)| | | | +-------------+ |
| | | | | | +------------+ +--------------------+ | | | |Configuration| |
| | | | | +-------------------------------------------+ | | | Management | |
| | | | +---------------------------------------------+ | | +-------------+ |
| | +-------+ | | PaaS(Software Environment) | | | |
| | |Server | | | +-----------+ +-----------+ | |<-->| +-------------+ |
| | +-------+ | | |Development| |Test | | | | | Registry & | |
| | | | |Environment| |Environment| | | | | Repository | |
| | | | +-----------+ +-----------+ | | | +-------------+ |
| | | +----------------------------------------------------+ | | |
| | +------------------------------------------------------+ | | +-------------+ |
| | IaaS(Infrastructure) +----------+ +--------+ | | | | Audit & | |
| | | Database | |Security| | | | | Logging | |
| | +----------+ +--------+ | | | +-------------+ |
| | +----------+ +--------+ | | | |
| | |MiddleWare| | VLAN | | | | +-------------+ |
| | +----------+ +--------+ | | | | SLA | |
| +------------------------------------------------------------------+ | | +-------------+ |
+----------------------------------------------------------------------+ | |
| | | | +-------------+ |
| | | | | Security | |
+----------------------------------------------------------------------+ | +-------------+ |
| Resource Control Layer | | |
| +---------+ +--------------+ +--------+ +------------+ +-----------+ | | |
| |Resource | |Resource | |Resource| |Resource | |Inter-Cloud| | | |
| |Admission| |Authentication| |Schedule| |Availability| |Resource | |<-->| |
| |Control | |&Authorization| |Control | |Control | |Control | | | |
| | | |Control | | | | | | | | | |
| +---------+ +--------------+ +--------+ +------------+ +-----------+ | | |
+----------------------------------------------------------------------+ | |
| | | | |
| | | | |
+----------------------------------------------------------------------+ | |
| Resource Abstract&Virtualization Layer | | |
| +------------------------------------------------------------------+ | | |
| | Virtualized Resource | | | |
| | +---------+ +--------+ +------+ +-----------------+ +------+ | | | |
| | | V- | | V- | | V- | | V- | | VPN | | | | |
| | |Computing| |Storage | |Switch| |Network Interface| +------+ | | | |
| | +---------+ +--------+ +------+ +-----------------+ | | | |
| | +---------+ +--------+ +------+ +-----------------+ | | | |
| | | V- | | V- | | V- | | V- | +------+ | | | |
| | |Database | |FireWall| |Router| | Network Link | |Other | | | | |
| | +---------+ +--------+ +------+ +-----------------+ +------+ | | | |
| +------------------------------------------------------------------+ |<-->| |
|----------------------------------------------------------------------| | |
| +----+ +----+ +----+ +----+ +----+ | | |
| | VM | | VM | | VM | | VM | | VM | | | |
| +------------------------------------------------------------------+ | | |
| | Hypervisor | | | |
| +------------------------------------------------------------------+ | | |
+----------------------------------------------------------------------+ | |
CSW_Consulting_CommentVersion23112011.docx
| | | | |
| | | | |
+----------------------------------------------------------------------+ | |
| Physical Resource Layer | | |
| +----------+ +-------------+ +-------------------------------------+ | | |
| | SERVER | | STORAGE | | NETWORK | |<-->| |
| | +------+ | | +---------+ | | +------+ +--------+ +------+ | | | |
| | | CPU | | | |Hard Disk| | | |Router| |FireWall| |Switch| | | | |
| | +------+ | | +---------+ | | +------+ +--------+ +------+ | | | |
| | +------+ | | | | +-----------------+ +------------+ | | | |
| | |MEMORY| | | | | |Network Interface| |Network Link| | | | |
| | +------+ | | | | +-----------------+ +------------+ | | | |
| +----------+ +-------------+ +-------------------------------------+ | | |
+----------------------------------------------------------------------+ +-----------------+
APPENDIX 2: Cloud Computing Use Case Discussion Group: a taxonomy for cloud computing (GoogleGroups.com)