Enterprise Virtualization

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Enterprise Virtualization

• Agenda
• USMC Business Case
• Challenges
• Solution
• Getting Started
• Wrap-up

Major Chip Brodhun Team Lead Standards
Technologies MCSC, PG10, PM-CCR
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Business Case
Enabling Complex Contingency Operations
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Introducing VirtualizationENABLING COMPLEX
CONTINGENCY OPERATIONS
2005 Pakistan Earthquake
Ongoing OPLAN Support
MFP
2005 SE Asia Tsunami
Ongoing JPAC/Vietnam Support
2006 Leyte Mudslide
2004 Luzon Typhoon
2006 Luzon Earthquake
2006 Indonesia Earthquake
Ongoing GWOT Support
2005 Bali Bombings
Ongoing MNF Support
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Virtualization MaturationENABLING COMPLEX
CONTINGENCY OPERATIONS
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Virtualization MaturationENABLING COMPLEX
CONTINGENCY OPERATIONS
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Virtualization MaturationENABLING COMPLEX
CONTINGENCY OPERATIONS
Retrograde
Migration
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Objectives and VehiclesBUSINESS CASE
LICENSING, SUPPORT, AND SERVICES MANAGEMENT

• Provide Reliable, Available, Sustainable
  Infrastructure Services
• Enhance Enterprise Collaboration, Battle Command,
  and Battle Management
• Support and Enable Operations

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Challenges
Global Technical Organizational
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Enterprise, Regional, LocalizedGLOBAL CHALLENGES
MNF-I
ISAF
MFE
III MEF MCI-WP
EITC1
NCR
MFC
EITC2
II MEF MCI-E
MFP MCI-MP
I MEF MCI-W
MFR
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Service versus InfrastructureTECHNICAL
CHALLENGES

• Enterprise Services
• Theory
• Concept
• Practice

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OrganizationalCHALLENGES

• Culture
• Human Factors
• Resource Availability
• Skill Sets
• Interfaces
• Technical Posture

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Solution
Core-Out Best Practices Approach
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Best Practice Approach
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PeopleBEST PRACTICES

• Staffing
• Govt Project Officer
• Qty (2) Vendor SMEs
• Architect
• Engagement Delivery Mgr
• Support Strategy through Implementation
  Supervision

• Training
• Lightly resourced up-front
• Scheduled training regionally
• Training is integral component of implementation
  delivery

• Deployment Support
• Lightly resourced up-front
• Enterprise resource implementations
• Global Service Desk Vendor

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ProcessesBEST PRACTICES

• Strategy
• Enterprise / Regional / Localized
• Vehicles / Objectives
• SWOT Analysis
• Concepts to Capabilities

Communications

• Planning / Execution
• Set Success Criteria
• Define Desired End State
• Craft Achievable Project Plan
• Document Policies, Processes, and Procedures

• Governance / Comms
• Enterprise-wide Standards-based where feasible
• Simple / Effective
• Internal, Partners, External

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Strengths, Weaknesses, Opportunities,
ThreatsSTRATEGY

• Strengths
• Accessibility
• Security
• Sustainability
• Weaknesses
• Architectural Complexity
• Change-Adverse Culture
• Technical Mastery
• Opportunities
• ASCMRC
• App Re-use
• Software Lifecycle Management
• Threats
• MalWare
• Employee Skills

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Concepts to CapabilitiesSTRATEGY
Optimized - CMMI 5
Clients
Measured - CMMI 4
MATURITY
Lifecycle Mgt
Defined - CMMI 3
Application Delivery
Managed - CMMI 2
Infrastructure
Initial - CMMI 1
CAPABILITY
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ProcessesBEST PRACTICES

• Strategy
• Enterprise / Localized / Both
• Vehicles / Objectives
• SWOT Analysis
• Capability Maturity Model

Communications

• Planning / Execution
• Set Success Criteria
• Define Desired End State
• Craft Achievable Project Plan
• Document Policies, Processes, and Procedures

• Governance / Comms
• Enterprise-wide Standards-based where feasible
• Simple / Effective
• Internal, Partners, External

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Achievable Implementation EXECUTION -- PLANNING


Complexity Dependencies Organizational
Impact Process Change Risk Mitigation

Block 2
POC
Block 1
Tipping Point
Steps to Maturity
Initial
Repeatable
Defined
Managed
Optimized

• STANDARDIZE
• Key IT Process Integration
• Multiple LOB
• Tier 1 Workloads

• INTRODUCE / ADOPT
• Minimal Process Changes
• Organizational Learning
• Tier 2 Workloads

EXPAND

• Process Optimization
• Global Deployment

Scope
2-3 Servers 15-20 VMs
8-20 Servers 50-200 VMs
20-500 Servers 200-1000 VMs

• Continuity
• Recoverability
• Mobility

• Availability
• Security

• Consolidation
• Compression

Usage
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Ensuring Operational ConsistencyEXECUTION --
DESIGN
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Mapping ITSMEXECUTION -- PLANNING
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Key Success FactorsEXECUTION

• Top-down Sponsorship
• Ensure success of virtualization implementation
• Virtualization as an architectural decision
• Ensure delivery of common approach across the
  organization
• Deliver deliberate, repeatable, reproducible
  structures, processes, and procedures
• Big-Picture Design
• Ensure standardization while incrementally
  deploying from core-out

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Key Success FactorsEXECUTION

• Stakeholder Buy-in
• Ensure consistent participation through all
  phases of deployment
• Core Team Formation
• Ensure continued process maturation via Center
  of Excellence
• High-Quality Design
• Ensure early identification of people, processes,
  and technical organizations critical to success

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ProcessesBEST PRACTICES

• Strategy
• Enterprise / Localized / Both
• Vehicles / Objectives
• SWOT Analysis

Communications

• Planning / Execution
• Set Success Criteria
• Define Desired End State
• Craft Achievable Project Plan
• Document Policies, Processes, and Procedures

• Governance / Comms
• Visualization Performance
• Enterprise-wide Standards-based where feasible
• Internal Partners External
• Simple and Effective

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People, Processes, TechnologyGOVERNANCE
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Visualization Performance MeasurementGOVERNANCE

• Durable Leadership Commitment
• Accountability to Stakeholders
• Ensure Cross-Goal Coordination
• Common Understanding of Roles and Responsibilities

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Relationships and ActivitiesCOMMUNICATIONS
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Vendor ManagementCOMMUNICATIONS
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Strategic PartnershipsCOMMUNICATIONS
Executive Sponsorship
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Getting Started
What Getting There How Will I Know
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Know Where You Want to GoIDENTIFY THE BIGGEST
BANG FOR THE BUCK
CURRENT
FUTURE
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Know How You Want to Get ThereEND STATE
DEFINED AND ACHIEVABLE
Number of VMs
Time Virtual Maturity
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Use Best Practices

• People Processes Technology

• Virtualization is an Enterprise Lifestyle
• Business Process Owners must Buy In
• Enterprise Virtualization is built Core - Out

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Know When Youve ArrivedSET IDENTIFIABLE /
MEASURABLE SUCCESS CRITERIA

• Align with Key Business Initiatives
• Socialize benefits with Business Process Owners
• Choose the Core Virtualization Team / educate
  Leadership
• Start with an infrastructure assessment and
  design (S-23)
• Create a phased deployment implementation plan

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Cultural as much as technical
Focus People Processes - then Technology
THINK BIG, start small, scale fast BGen R.M.
Shea, Dir. C4
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Wrap Up
How Has This Worked for Us
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The Good, Bad, UglyWAY AHEAD

• What went well
• Infrastructure Licensing
• Inclusion of
• (2) TAMs
• Deployment Services
• Training
• Needed Improvement
• Staffing
• Architect / Engineer
• Licensing
• Software Lifecycle Mgt
• Client Stack
• Training / Support

• Actions
• Resourcing
• Staffing
• Training / Deployments
• Infrastructure, SLM, Clients
• Enterprise Approach
• Standards / Conventions
• Architectures
• Support / Sustainment
• Needs
• OPFOR Participation
• MajCmd Availability
• TECOM Buy-in on Training
• Training coordination
• MOS Pipeline

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Enterprise Virtualization
Marine Corps Systems Command, USMC
Major Chip Brodhun Team Lead Standards
Technologies Email carl.brodhun_at_usmc.mil Cell
571.239.7709
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OrganizationWHO WE ARE

• MCNIS NMCI / NGEN
• MCEITS Enterprise IT Services
• TFITS Total Force IT Systems (GOTS Apps)
• CCR Common Computing Resources (COTS Gear /
  Apps)