HP 云计算讲座.ppt

Slide purpose: Show the landscape, line of sight. (An ecosystem where things can be dynamically changed in real time without lost investment, extensive retooling or re-skilling) (what we all have in common) Let’s “zoom out” and look at this as a supply chain. IT has to manage business outcomes on the right, and sourcing decisions on the left. We look at it this way because we think the more your understand the supply chain implications, the better choices you make moving forward for your own service portfolio. And, it’s worth noting that a lot of other IT vendors tend to glom everything together and call it “cloud,” basically a lot of hype, it it’s not terribly useful when you’re an CIO trying to make sense of it all, and trying to develop a pragmatic technology roadmap for your organization. Working backwards from the right … here you have a business outcome, let’s say, a loan service. You want to close 100 loans an hour. Your business users do this by executing TE services. Like loan origination, customer application, credit check, and other services. The business people, your customers, don’t care where theses services come from, or what kinds of technology underpin them. They just care that they work, because their job is to meet the 100 loan /hour goal. These users get their services from service catalog, here. This is the business-facing manifestation of the service portfolio. The catalog tells the business user what they can order, and by implication, what they can’t order. So IT makes the decisions on the services, using internally based ent-class software running on dedicated and shared infrastructure, either in-house (here) or from a hosted or managed our outsourced service provider. By enterprise-class I mean things like Exchange, SAP, CRM, internally developed apps, things like that. In the upper left, cloud services are now another choice, and these are different in many respects, because they’re designed as global-class (a Gartner distinction), w