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Download IBM Trends Directions for Business Resiliency Trends Directions for Business Resiliency Measurements Richard Cocchiara, IBM Distinguished Engineer Chief Technology Officer for IBM

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  • IBM Business Continuity & Resiliency Services

    2009 IBM Corporation

    IBM Trends & Directions for Business Resiliency Measurements

    Richard Cocchiara, IBM Distinguished EngineerChief Technology Officer for IBM BCRSRMCOCCH@us.ibm.com or (845) 759-2043

    mailto:RMCOCCH@us.ibm.com

  • 2 IBM Business Continuity & Resiliency Services 2009 IBM Corporation

    There are several factors driving company resilience service architectures & solutions over the next few years

    Shift in focus from IT Continuity to Service ContinuityGlobal economic crisis forces re-examination of facilities plansIncreased virtualization of technologyMovement towards a Cloud Computing ModelIncreased Regulatory Compliance needsNeed for longer term storageRealization of human capital componentsGreen - power and water considerationsImproved integration of business continuity tools

  • 3 IBM Business Continuity & Resiliency Services 2009 IBM Corporation

    Focus is shifting from IT DR to IT service continuity

    Past

    Companies are more focused on disaster recovery.Reactive response to catastrophic eventsInvestments in IT recovery and workforce recovery were seen as expensive insurance policies.Downtime is measured in hours to days.Lack of focus on day-to-day events that cause the majority of downtimePoor planning, reporting, and metrics

    Today

    Companies are more focused on IT service continuity.Limit downtime (unplanned and planned) as much as possible.Achieving continuous availability is seen as competitive advantage.Downtime is measured in minutes to hours.Focus on all causes of downtime, not just catastrophic events.Emphasis on planning, preparedness, and adoption of standards

    * Forrester, 2009

  • 4 IBM Business Continuity & Resiliency Services 2009 IBM Corporation

    IT spending is deteriorating, with CIOs stating increasing risks of budget cuts. A Goldman Sachs survey indicates macro concerns weighing on spending expectations

    Source: IBM GTS Market Insights Analysis based on Goldman Sachs, IT Spending Survey: Downward bias continues, September 8, 2008; UBS, CIO survey results for IT spending are in, June 20, 2008; UBS, CIO Pulse: Snapshot of IT Trends I T Spend Suffers With the Economy, October 1, 2008

    In June, majority of CIOs surveyed by UBS said that macro economic concerns are not negatively impacting overall IT spending

    Goldman Sachs IT Spending Survey Indices

    The tech capital spending index (representing spending only on new equipment and software) dropped to 53.5, versus 58.0 in our prior survey and well below the year- ago reading of 66.0

    Total IT spending index (which includes salaries, services, depreciation, occupancy, etc.) came in at 51.0, down from 53.5 in the prior survey in June, but down significantly from the year-ago mark of 72.5.

    However, in UBS recent survey (Sept/Oct), 40% of CIOs indicated they had already cut budgets or expect to do so in 2H08, and another 43% stated they

    are closely monitoring the situation

  • 5 IBM Business Continuity & Resiliency Services 2009 IBM Corporation5

    VirtualizationVirtualization willwill bebe thethe single single biggestbiggest disruptordisruptor in in thethe data data centercenter overover thethe nextnext fewfew yearsyears

    Source: Goldman Sachs Investment Research October 2007

    Goldman Sachs estimates that:

    60% of servers can be virtualizedbut that only 10% are already.

    The Virtualization market is enormous: 50% of servers

    Goldman Sachs estimates that:

    60% of servers can be virtualizedbut that only 10% are already.

    The Virtualization market is enormous: 50% of serversProduction Servers % of Total

    ServersPotential for Consolidation

    1. High-end compute servers 10-15% Not likely

    2. Large Application servers(DB, ERP, SAP, Oracle, SAS, DB2, SQL, )

    25-30% Could be slowly virtualized

    3. Non-critical servers (including Mail, Web, Java, File and Print servers)

    50-65% Quickest candidate workload

    Development & Test Servers 100% Virtualized

  • 6 IBM Business Continuity & Resiliency Services 2009 IBM Corporation6

    Rise of social networking and social computing

    Globalization and Globally Available Resources

    Real-time data streams and

    information sharing

    Billions of mobile devices accessing

    the World Wide Web

    Cloud Computing

    Evolving technologies will help businesses continue to innovate and change how we service clients

  • 7 IBM Business Continuity & Resiliency Services 2009 IBM Corporation7

    Cloud Computing Management Services

    Cloud Computing will deliver services to clients faster and at lower costs then before

    WorkloadManagement Provisioning

    Monitoring

    Virtualized PhysicalServers

    (Ensembles) System z, System x, System p, BladeCenter

    Software Development

    Deploys development

    tools for immediate use

    Resilience

    Provides dynamic storage and

    servers

    Innovation Enablement

    Expands sources of innovation,

    increases competitiveness

    Large Scale Information Processing

    Optimizes emerging

    Internet scale workloads

    Self-serviceAdmin Portal

    Workload PatternTemplates

    SLA andCapacity Planning

    AdministrationWorkflows

    Workload Solution Patterns

  • 8 IBM Business Continuity & Resiliency Services 2009 IBM Corporation

    Any cloud implementation must have some key resilience characteristics

    Device and location independence enables users to access systems regardless of their location or what device they are using, e.g., PC, mobile. Multi-tenancy enables sharing of resources, and costs, among a large pool of users, allowing for:

    Centralization of infrastructure in areas with lower costs, e.g., real estate, electricity, etc. Peak-load capacity increases (users need not engineer for highest possible load levels) Utilization and efficiency improvements for systems that are often only 10-20% utilized.

    On-demand allocation and de-allocation of CPU, storage and network bandwidth Performance is monitored and consistent, but can be affected by insufficient bandwidth or high network load. Reliability is enhanced by way of multiple redundant sites, which makes it suitable for business continuity and disaster recovery, however IT and business managers are able to do little when an outage hits them.Scalability meets changing user demands, e.g., Flash crowds, quickly without users having to engineer for peak loads. Massive scalability and large user bases are common, but not an absolute requirement. Security typically improves due to centralization of data, increased security-focused resources, etc., but raises concerns about loss of control over certain sensitive data. Accesses are typically logged but accessing the audit logs themselves can be difficult or impossible. Sustainability is achieved through improved resource utilization, more efficient systems, and carbon neutrality. Nonetheless, computers and associated infrastructure are majorconsumers of energy.

    http://en.wikipedia.org/wiki/Device_independencehttp://en.wikipedia.org/wiki/Multitenancyhttp://en.wikipedia.org/wiki/Utility_computinghttp://en.wikipedia.org/wiki/Computer_performancehttp://en.wikipedia.org/wiki/Reliabilityhttp://en.wikipedia.org/wiki/Business_continuityhttp://en.wikipedia.org/wiki/Disaster_recoveryhttp://en.wikipedia.org/wiki/Scalabilityhttp://en.wikipedia.org/w/index.php?title=Flash_crowds&action=edit&redlink=1http://en.wikipedia.org/wiki/Computer_securityhttp://en.wikipedia.org/wiki/Audit_loghttp://en.wikipedia.org/wiki/Sustainabilityhttp://en.wikipedia.org/wiki/Carbon_neutrality

  • 9 IBM Business Continuity & Resiliency Services 2009 IBM CorporationGRC 9 6/10/2009

    Complex US Legislation and Agency Rules

    There will be increasing US regulations

    Anti-Money Laundering Laws and Regulations Anti-Tying Community Reinvestment Act (CRA) Federal Reserve Regulation

    Sections 23A and 23B Covered Borrowers, Regulation U, T Section 214 Relations with Foreign Banks

    Federal Deposit Insurance Corporation Improvement Act (FDIC) Gramm-Leach-Bliley Act (GLBA)

    Financial Holding Company (FHC) Banking activities plus expanded activities that include

    securities underwriting and dealing insurance agency and underwriting activities; and merchant banking activities

    Bank Holding Company Act Public Company Accounting Oversight Board (PCAOB) Department of Treasury, Office of the Controller of the Currency (OCC) Securities and Exchange Commission, Consolidated Supervised Entities (CSE) National Association of Securities Dealers (NASD) Sanctions, Congressional or executive order Sarbanes-Oxley Act (SOX), Sections 302, 401, 403, 404, 406, 408, 409,. US Anti-Boycott Regulations US Export Controls US Foreign Corrupt Practices Act (FCPA) USA Patriot Act (aka - Know Your Customer) Confidentiality, Conflicts of Interest, Personal Investments, Chinese Walls Customer Suitability / Appropriateness HIPPA

  • 10 IBM Business Continuity & Resiliency Services 2009 IBM CorporationGRC 10 6/10/2009

    Complex International Legislation and AccordsBasel I

    Basel IA

    Basel II

    Solvency II

    European Privacy Acts

    Statute of the European System of Central Banks

    Commission of European Communities OECD Principles

    Markets in Financial Instruments Directive (MiFID)

    UCIITS (EU)

    Council of European Banking Supervisors (C-EBS)

    UKs Financial Services Authority Combined Code, includes Turnbull Guidance and COSO

    Australias Stock Exchange (ASX) Principles

    Japans J-SOX

    Indias Clause 49, Right of Info

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