Harding Cloud Computing for Business -The Open Group Guide

1. Auflage 2020
ISBN: 978-90-8753-658-9
Verlag: Van Haren Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 249 Seiten, WEB PDF

The Open Groups long awaited guidance on Cloud is now published!
Cloud Computing is the major evolution today in computing. It describes how the internet has enabled organizations to access computing resources as a commodity and when needed in much the same way as households access household utilities.
For Enterprises with complex and expensive IT systems, the idea of paying on demand for someone else to provide IT services is attractive. This authoritative guide is specifically designed for business managers to understand the benefits that can be achieved; including

Improved timeliness and agility
Resource optimisation
Control and reduction of costs
More innovation
Increased security
Decreased exposure to risk
Demonstration of compliance
Improved quality of support
Improved business continuity resource

The authoritative title, published by the globally respected Open Group, gives Managers reliable and independent guidance that will help to support decisions and actions in this key operational area.

Autoren/Hrsg.

Harding, Chris

Inhaltsverzeichnis

1;Preface;14
2;About The Open Group;23
3;Trademarks;24
4;Acknowledgements;25
5;Referenced documents;29
6;Chapter 1 What is cloud?;34
6.1;1.1 NIST definition of cloud computing;35
6.2;1.2 Essential characteristics;37
6.2.1;1.2.1 On-demand self-service;37
6.2.2;1.2.2 Broad network access;38
6.2.3;1.2.3 Resource pooling;39
6.2.4;1.2.4 Rapid elasticity;42
6.2.5;1.2.5 Measured service;43
6.3;1.3 Service models;44
6.3.1;1.3.1 Cloud infrastructure as a service (IaaS);45
6.3.2;1.3.2 Cloud platform as a service (PaaS);46
6.3.3;1.3.3 Cloud software as a service (SaaS);47
6.4;1.4 Deployment models;48
6.4.1;1.4.1 Private cloud;48
6.4.2;1.4.2 Public cloud;49
6.4.3;1.4.3 Community cloud;49
6.4.4;1.4.4 Hybrid cloud;50
6.5;1.5 Extending the NIST model to business processes;51
6.6;1.6 Comparison with traditional environments;51
6.7;1.7 Providing and using cloud services;53
6.7.1;1.7.1 Providing cloud services;53
6.7.2;1.7.2 Providing added services;55
6.7.3;1.7.3 Developing added services;56
6.7.4;1.7.4 Using cloud services;58
6.8;1.8 The impact of cloud computing;60
6.8.1;1.8.1 New business paradigm;61
6.8.2;1.8.2 Cloud ecosystems;63
7;Chapter 2 Why cloud?;66
7.1;2.1 Agility;68
7.1.1;2.1.1 Changing business processes;68
7.1.2;2.1.2 Development and testing;69
7.1.3;2.1.3 Resource scaling;69
7.1.4;2.1.4 Reduced need for training;70
7.2;2.2 Productivity;71
7.2.1;2.2.1 Collaborative working;71
7.2.2;2.2.2 Shared logic;71
7.3;2.3 Quality;72
7.3.1;2.3.1 Better usage information;72
7.3.2;2.3.2 Better manageability;73
7.3.3;2.3.3 Better quality of IT provision;73
7.3.4;2.3.4 Better business continuity;74
7.3.5;2.3.5 Better carbon footprint;74
7.4;2.4 Cost;75
7.4.1;2.4.1 Server consolidation;75
7.4.2;2.4.2 Thin clients;77
7.4.3;2.4.3 Community cost sharing;77
7.4.4;2.4.4 Replacing CAPEX with OPEX;77
7.5;2.5 New business opportunities;78
7.5.1;2.5.1 Cloud service provision;78
7.5.2;2.5.2 Added service provision;79
8;Chapter 3 Establishing your cloud vision;80
8.1;3.1 Understanding the business context;81
8.1.1;3.1.1 Basic situation;81
8.1.2;3.1.2 Business goals;81
8.1.3;3.1.3 Risk-reward balance;81
8.1.4;3.1.4 Impact on products and services;83
8.1.5;3.1.5 Business processes;84
8.1.6;3.1.6 Scope and complexity;86
8.1.7;3.1.7 Collaboration versus information restriction;87
8.2;3.2 Three example cloud projects;88
8.2.1;3.2.1 Konsort-Prinz;88
8.2.2;3.2.2 Sam Pan Engineering;89
8.2.3;3.2.3 ViWi;90
8.3;3.3 Assessing cloud suitability – the cloud buyer’s decisiontree;90
8.3.1;3.3.1 Assessment considerations;91
8.3.2;3.3.2 Question 1: Is your business situation vertical?;92
8.3.3;3.3.3 Question 2: Are the processes differentiating?;93
8.3.4;3.3.4 Question 3: Are there impediments to outsourcing?;93
8.3.5;3.3.5 Question 4: Are there impediments to cloud adoption?;94
8.3.6;3.3.6 Question 5: Is the primary business driver cloud-compatible?;95
8.3.7;3.3.7 Question 6: Will the solution be a platform?;97
8.3.8;3.3.8 Question 7: Is the application insulated from changes to the businessprocess?;99
8.3.9;3.3.9 Question 8: Is the differentiation IT-based?;100
8.3.10;3.3.10 Question 9: Are the hardware, operating system, and application custommade?;101
8.3.11;3.3.11 Question 10: Are the hardware and operating system custom-made orspecialized?;101
8.4;3.4 The example project visions;102
8.4.1;3.4.1 Konsort-Prinz;103
8.4.2;3.4.2 Sam Pan Engineering;105
8.4.3;3.4.3 ViWi;106
9;Chapter 4 Buying cloud services;108
9.1;4.1 Determining fit;109
9.1.1;4.1.1 Workload and cost models;110
9.1.2;4.1.2 Workload factors;110
9.1.3;4.1.3 Workload allocations;111
9.1.4;4.1.4 Pay-as-you-go versus ownership;113
9.1.5;4.1.5 Modeling resources and costs;114
9.1.6;4.1.6 Example workload and cost models – Konsort-Prinz;115
9.1.7;4.1.7 Example workload and cost models – ViWi;116
9.1.8;4.1.8 Using the models;117
9.2;4.2 Establishing requirements;118
9.2.1;4.2.1 Service functionality;119
9.2.2;4.2.2 Back-up;120
9.2.3;4.2.3 Bulk data transfer;121
9.2.4;4.2.4 Supplier choice;121
9.2.5;4.2.5 Availability;122
9.2.6;4.2.6 Reliability;123
9.2.7;4.2.7 Recoverability;123
9.2.8;4.2.8 Responsiveness;124
9.2.9;4.2.9 Throughput;126
9.2.10;4.2.10 Configurability;126
9.2.11;4.2.11 Reporting;127
9.2.12;4.2.12 Fault management;127
9.2.13;4.2.13 End user access control;127
9.2.14;4.2.14 Provider access control;128
9.2.15;4.2.15 Resource partitioning;129
9.2.16;4.2.16 Logging;129
9.2.17;4.2.17 Threat management;129
9.2.18;4.2.18 Compliance with regulations;130
9.3;4.3 Selection;131
9.3.1;4.3.1 Exit strategy;131
9.3.2;4.3.2 Contract terms;133
9.3.3;4.3.3 Negotiation;134
9.3.4;4.3.4 Choosing the service;134
9.4;4.4 Monitoring;136
9.4.1;4.4.1 Workload and cost;136
9.4.2;4.4.2 Conformance to requirements;138
10;Chapter 5 Understanding cloud risk;142
10.1;5.1 Risk management;143
10.1.1;5.1.1 Risk assessment;143
10.1.2;5.1.2 Risk communication;144
10.2;5.2 Cloud mission risks;146
10.2.1;5.2.1 Financial;148
10.2.2;5.2.2 Organization and culture;148
10.2.3;5.2.3 Service integration;149
10.2.4;5.2.4 Compliance;151
10.2.5;5.2.5 Business continuity management;151
10.2.6;5.2.6 System quality;152
10.2.7;5.2.7 External service;153
10.3;5.3 System quality risk factors;155
10.3.1;5.3.1 Functionality;155
10.3.2;5.3.2 Performance;155
10.3.3;5.3.3 Manageability;157
10.3.4;5.3.4 Security;157
10.3.5;5.3.5 User satisfaction;158
10.4;5.4 Continuing risk assessment;158
10.4.1;5.4.1 Solution architecture development;159
10.4.2;5.4.2 Cloud service selection and procurement;161
10.4.3;5.4.3 Solution operation;162
11;Chapter 6 Building ROI from cloud computing;164
11.1;6.1 Productivity: more business with less IT;165
11.1.1;6.1.1 Resource utilization;166
11.1.2;6.1.2 Usage-based pricing;166
11.1.3;6.1.3 Specialization and scale;168
11.2;6.2 Speed: getting there more quickly;168
11.2.1;6.2.1 Time to deployment;168
11.2.2;6.2.2 Lifetime cost models;169
11.2.3;6.2.3 IT asset management;170
11.3;6.3 Size: breaking new ground;171
11.3.1;6.3.1 Entering new markets;171
11.3.2;6.3.2 High-value services;171
11.3.3;6.3.3 The long tail;172
11.3.4;6.3.4 Becoming a cloud provider;172
11.4;6.4 Quality: improved margin from better service;173
11.4.1;6.4.1 Competitive pressure;173
11.4.2;6.4.2 The importance of quality;174
11.5;6.5 Comparing ROI of cloud and traditional IT solutions;174
11.5.1;6.5.1 Basis of ROI calculations;175
11.5.2;6.5.2 Konsort-Prinz;176
11.5.3;6.5.3 Sam Pan Engineering;177
11.5.4;6.5.4 ViWi;178
11.6;6.6 Measuring and tracking ROI;180
11.6.1;6.6.1 Utilization;180
11.6.2;6.6.2 Time compression;181
11.6.3;6.6.3 Scale;181
11.6.4;6.6.4 Quality;181
11.6.5;6.6.5 Examples;182
11.6.6;6.6.6 Konsort-Prinz;182
11.6.7;6.6.7 Sam Pan Engineering;184
11.6.8;6.6.8 ViWi;186
12;Chapter 7 The challenge;188
13;Appendix A Cloud computing in use;192
13.1;A1 Cross-industry use-cases;193
13.2;A2 Financial services use-cases;197
13.3;A3 Government use-cases;200
13.4;A4 Telecommunications operator use-cases;204
13.5;A5 Media and entertainment use-cases;205
13.6;A6 Health services use-cases;206
13.7;A7 Pharmaceuticals use-cases;207
13.8;A8 Distribution use-cases;208
13.9;A9 Energy and utilities use-cases;209
13.10;A10 Higher education use-cases;210
13.11;A11 Use-case actors;211
13.12;A12 Use-case benefits;217
14;Appendix B Glossary;228
15;Index;244