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© Copyright 2012 by ITpreneurs Nederland B.V. All rights reserved.

CLOUD ESSENTIALS

STUDENT HANDBOOK r1.2.1

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www.ITpreneurs.com

Copyright © 2012 ITpreneurs. All rights reserved

Copyright Copyright and Trademark Information for Partners/Stakeholders. Cloud Essentials is Trademark of CompTIA. Cloud Essentials Course is a Trademark of ITpreneurs. CompTIA® is a registered trademark, and CompTIA Cloud Essentials™ is a trademark of CompTIA Properties, LLC.

Copyright © 2012 ITpreneurs. All rights reserved. Please note that the information contained in this material is subject to change without notice. Furthermore, this material contains proprietary information that is protected by copyright. No part of this material may be photocopied, reproduced, or translated to another language without the prior consent of ITpreneurs Nederland B.V. The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are from The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.

Cloud Essentials ® r 1.2.1 Classroom Course

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ContentsList of Icons iii

Module 1: Course Introduction 1

Introductions 1

Overview 2

Course Learning Objectives 3

Case Study 5

Introduction of PureNRG 6

Organizational Chart 8

PureNRG’s CIO 9

PureNRG’s CIO (Contd.) 10

History 12

PureNRG’s Business Units 14

Closing 16

Course Portfolio 17

Acknowledgements 18

Module 2: Introduction to Cloud Computing 19

2.1 Defi nitions and Concepts 19

2.2 Cloud computing and Virtualization in Context 31

2.3 Suitability to Organizations 34

2.4 Cloud Service Models 41

2.5 Cloud Deployment Models 48

End of Module Questions 50

Module 3: Business Perspectives 53

Introduction 53

3.1 Cloud Computing and Outsourcing 56

3.2 Business Value 60

3.3 Case Study 73

Case Study Assignment 74


Module 4: Technical Perspectives 81

Introduction 81

4.1 Deeper Dive Taxonomy 84

4.2 Techniques and Methods 108

4.3 Challenges & Risks 118

4.4 Implications for Applications 124

4.5 Case Study 127


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ContentsModule 5: Adopting Cloud Computing 133

Introduction 133

5.1 Roadmaps 137

5.2 Vendor Relations 146

5.3 Cloud Readiness 154

5.4 Migrating Applications 163

Case Study 165


Module 6: Operating Cloud Computing 173

Introduction 173

6.1 Impact on Service Management Processes 176

Quiz 182

6.2 Cloud Computing and Service Management 192


Module 7: Governing Cloud Computing 203

Governing the Cloud 203

7.1 Risk Management 207

7.2 Financial Management 225

7.3 Strategic Supplier Management 233


Exam Preparation Guide 241Mock Exam 247Appendix A: Case Study 261Appendix B: Answers 265Appendix C: NIST Defi nitions and Architecture 319Appendix D: Glossary 343Release Notes 357Student Feedback Form 359

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List of IconsSpeech Bubble Case Study

Note Brainstorm

Real World Connect Read More

Easy to Digest Match the Following

Please Read Role Play

Discussion Good to Know

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List of IconsProblem Solve Activity Time

Teach Back

Debate

Lecture

Compare andContrast

Defi nition

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Student | Course Introduction

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. 1

INTRODUCTIONS

Hello! Welcome to the Cloud Essentials course! This course aims to provide skills to adopt, operate, and govern cloud technology and its benefi ts effectively as it caters to the technological and business needs of an organization.

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Cloud Essentials

Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.2

OVERVIEW

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COURSE LEARNING OBJECTIVES

The learning objectives for this course reveal the positive skills you will acquire. At the end of this course, you will be able to:

Defi ne the common terminology used in cloud computing. Identify the characteristics of cloud computing and cloud services from a business

perspective. Identify the business value of cloud computing in the given case study. Explain the different deployment models in cloud computing. List the steps to successfully adopt cloud computing services. Identify the organizational capabilities that are relevant for realizing cloud benefi ts. List the impact and changes of cloud computing on IT service management. Identify the issues associated with integrating cloud computing into an organization’s existing

compliance risk and regulatory framework.

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COURSE AGENDA

The Cloud Essentials course contains seven graduated modules: Module 1 is the course introduction. Module 2 introduces the basic defi nitions and concepts of cloud computing. Module 3 discusses the business opportunities and challenges that cloud computing brings to

an organization. Module 4 explains how techniques apply to each of the cloud service models. Module 5 contains suggestions for adopting the cloud. Module 6 focuses on how to operate cloud computing effectively. Module 7 focuses on governing cloud computing effi ciently.

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CASE STUDY

Let us begin the course by introducing the PureNRG organization case study. During the course, you will fi nd some assignments and assessments based on this case study.

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INTRODUCTION OF PURENRG

PureNRG is an energy organization with its core business being sustainable green energy production and distribution.

PureNRG has a strong brand name, and the organization is known to be a dependable energy supplier.

PureNRG is a vertically integrated organization, which means it controls generating facilities, transmission facilities, distribution lines, customer-access equipment, and billing and accounting services.

Let’s know more about various departments and functions at PureNRG. Take a look at the graphic.

PureNRG Is headquartered in the United Kingdom. Was established in 1988, right after the electricity industry was privatized. Has research facilities in the United States and Japan. Has been through many mergers and acquisitions since the year 2000. Focuses on green energy production and distribution. Wants to be the #1 energy provider in the industry.Sam

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IT Organization Employs close to 800 IT staff Offers more business value to other functions Develops many in-house applications Possesses a low level of standardization Prioritizes IT security Conforms to high-compliance standards

Plant The objective of this business unit is to produce electricity and, in the process, maximize profi t

and reduce cost.Trading

The objective of this business unit is to buy and sell electricity. The business unit buys when PureNRG is short on electricity for its customers or when prices are low. It sells when it has excess electricity or when prices are high.

Sales and Distribution The objective of this business unit is to manage the sale of electricity, just as any other

organization manages its sales.R&D

The objective of this business unit is to develop new products and technologies for the organization and help the organization maintain its leading position.

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ORGANIZATIONAL CHART

Let’s have a look at organizational structure of PureNRG. The organization is considering to adopt cloud computing. The management wants to understand potential opportunities of adopting cloud computing to build employees’ capabilities and skills ahead of the change. Let’s understand the concerns of the CIODaniel Davies who wants to generate more business value from the IT department through cloud computing.

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PURENRG’S CIO

Daniel has shared some information about the roles and responsibilities of the IT department. Energy companies can win new customers through their competitive price point, services, and new technologies. This helps companies make their services distinct and different too. The IT department needs to support all such efforts. For example, the IT department is reducing the complexity of IT landscape, improving availability of the services, and providing a secure and fl exible environment.

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PURENRG’S CIO (CONTD.)

Monitor-On-DemandThis online portal allows our customers to control their appliances through an online portal as well as review their electricity usage per appliance.

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Bill-BackPureNRG has recently started a large initiative to allow customers to deliver energy back to the power grid, and they expect this program to grow rapidly over the next ten years. However, the billing system that PureNRG is currently using cannot support this initiative. They ran a pilot with a new system, but it could not handle the load. They are now looking at creating a virtualized development environment and hosting the application in a virtual environment.

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HISTORY

1988-1999When the British government privatized the electrical power industry in 1988, the London-based ElectriCo acquired a coal plant owned by Harrison Ltd., one of the major coal plants in the United Kingdom. After a few similar acquisitions, ElectriCo became a leading player in the energy industry.

2000-2010 In 2000, the company acquired the Swedish, formerly state-owned utility company, Sandin,

and the Finnish electricity company, GDN. ElectriCo began investing in solar-powered energy after 2004. After entering the Dutch and German markets in 2005, the company changed its name to

PureNRG. Recently, they have acquired the fourth largest utility company in France, Aloge, which had a

strong focus on R&D in the fi eld of green energy. In 2008, PureNRG acquired two R&D facilities, one in Japan for tidal energy research and

the other in the US for solar-energy research, to become a worldwide leader in green energy production.Sample

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2010-PresentPureNRG does not plan any further mergers or acquisitions and wants to start focusing on improving the company internally. They will start by addressing some of the major problems in their IT organization:

Diffi culty in maintaining many different applications and platforms Improving the availability of trading systems Balancing the load on the reporting software from Sales & Distribution Diffi culty in managing the R&D department remotely

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PURENRG’S BUSINESS UNITS

Business UnitsPureNRG has four business units. Let’s know more about them:

Plant The core business for each plant is to produce energy in a cost effi cient manner. The IT component consists of monitoring and measurement systems to control how much fuel

is burnt, the amount of energy produced, which switches to operate, and so on. The systems are very specialized, and some are built in-house.

Sales and Distribution Sales and Distribution manages the sale of electricity, just as any other organization manages

its sales. The core function requires attendant tasks, such as CRM, billing, and accounting. PureNRG has recently started a large initiative to allow customers to deliver energy back to

the power grid in a program known as Bill-Back. The new billing system for Bill-Back could not handle the load. PureNRG is now looking at

creating a new development environment to host a new billing system in a virtual environment that would allow clients to produce energy and sell it back to PureNRG.

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Trading Energy trading systems are very specifi c in nature, and PureNRG has many customized

applications. PureNRG’s traders use many regular spreadsheets because they require more detail and

customization. Trading systems should be online at all times.

R&D The working environment and networks must be responsive and secure. PureNRG’s facilities in Japan and the US are not yet connected to PureNRG’s network. Both facilities are situated in remote locations, with their own separate IT infrastructures.

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CLOSING

For detailed information on the PureNRG case study, you can refer to PureNRG Case Study.pdf.

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COURSE PORTFOLIO

Don’t forget to also check out the Virtualization Essentials course if you haven’t done so already. It will enable you to pass the Virtualization Essentials exam to achieve the Virtualization EssentialsTM Professional (VEP) certifi cation.

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ACKNOWLEDGEMENTS

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Student | Introduction to Cloud Computing


2.1 DEFINITIONS AND CONCEPTS

Have you heard about virtualization and cloud computing? Over the past few years, these technologies have made signifi cant changes to the way information technology or IT is organized. With the progress of these technologies, it has become less important to own a particular server and more important to share computing resources. Virtualization enables hardware to be shared among virtual servers.Cloud computing enables these servers to be shared with multiple users, so that their location does not matter anymore.

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Just Buzz or Serious Business?

Virtualization and cloud computing are all around us. Read any newspaper. It is not hard to fi nd virtualization or cloud computing being mentioned. From IKEA’s IT department to Sony’s PlayStation, everybody is adopting cloud computing. Why? Is it just some buzz that we all participate in, or does it add real business value?The graphic, Gartner’s Technology Hype Cycle, shows the typical progression of an emerging technology, from over enthusiasm through a period of disillusionment to an eventual understanding of the technology’s relevance and role in a market or domain. In 2011, Gartner placed cloud computing at the peak, meaning it was at that moment at the height of its hype.Let’s have a look at some examples that we are all familiar with. Does anyone have experience with cloud computing?Some examples: Salesforce.com, Flickr, Picasa, YouTube, Google Apps, and Offi ce 365.

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Module Learning Objectives

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Topics Covered in This Module

This module introduces you to the common defi nitions of cloud computing and the categories of cloud services. In addition, you will learn about the common situations in which cloud services are suitable.

Topic Learning Roadmap

2.1.1Cloud Computing

Defi ned

2.1.2Virtualization

Defi ned

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2.1.1 Cloud Computing Defi ned

It’s very likely you’re already a user of cloud computing. Do you use Gmail, Flickr, or Salesforce? Think about Gmail as a mail server. You send and store your email without thinking about servers, upgrades, or storage.All your emails are saved in the cloud, which is a data center located somewhere on the planet. While you don’t know where your mail is as they might be stored in multiple locations, you trust Gmail to keep your email safe. In this way, you can access your email from anywhere in the world, and you don’t have to worry about your computer crashing.

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Cloud Computing Defi ned (Contd.)

In cloud computing, the cloud service provider will provide access to the software, take care of hosting and storage, and also help developers rapidly create applications. Where the provider keeps the hardware is their business. It might be in a dedicated data center, in multiple data centers, or shifted between data centers. Because we don’t know the exact location, we call it cloud computing.Cloud computing makes use of existing technologies, like virtualization. Although some of the underlying technology is old, the emergence of cloud providers and the Internet has created new possibilities for IT and business units. That’s why cloud computing is more a business model than a technology.

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Cloud Computing Defi ned (Contd.)

According to the offi cial defi nition by the US National Institute of Standards and Technology (NIST), cloud computing is a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of confi gurable computing resources (example: networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.The cloud model identifi es fi ve essential characteristics: on-demand self-service, broad network access, resource pooling, rapid elasticity, and measured service. It has three service models: software, platform, and infrastructure. In addition, there are four deployment models: private, community, public, and hybrid.

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Brainstorm

Write your answer in the space provided

Answer:

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Characteristics of Cloud Computing

According to the US NIST (National Institute of Standards and Technology), fi ve essential characteristics of cloud computing services are:

On-demand self-service Broad network access Resource pooling Rapid elasticity Measured service

Quoting from the source (NIST):On-demand self-service: A consumer can unilaterally provision computing capabilities, such as server time and network storage, as needed automatically without requiring human interaction with each service provider.Broad network access: Capabilities are available over the network and accessed through standard mechanisms that promote use by heterogeneous thin or thick client platforms. For example, mobile phones, tablets, laptops, and workstations.Resource pooling: The provider’s computing resources are pooled to serve multiple consumers using a multi-tenant model, with different physical and virtual resources dynamically assigned and reassigned according to consumer demand. There is a sense of location independence in that the customer generally has no knowledge about or control over the exact location of the provided resources but may be able to specify location at a higher level of abstraction, such as country, state, or data center. Some examples of resources include storage, processing, memory, and network bandwidth.

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Rapid elasticity: Capabilities can be elastically provisioned and released, in some cases automatically, to scale rapidly outward and inward commensurate with demand. To the consumer, the capabilities available for provisioning often appear to be unlimited and can be appropriated in any quantity at any time.Measured service: Cloud systems automatically control and optimize resource use by leveraging a metering capability at some level of abstraction appropriate to the type of service, such as storage, processing, bandwidth, and active user accounts. Resource usage can be monitored, controlled, and reported, providing transparency for both the provider and consumer of the utilized service.

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2.1.2: Virtualization Defi ned

Non-virtualized computers have one set of hardware and one set of software. Virtualization is a set of techniques for hiding hardware resources behind software abstractions to simplify the way in which other software or end users interact with those resources.Let’s consider an example. Around 1995, a web server was a separate server and each website had to run on a different machine. A change in the HTTP protocol made it possible to have multiple websites run on a single machine. This introduced the concept of a virtual webserver.

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Virtualization Defi ned (Contd.)

The popular press typically identifi es virtualization as a category of vendor products. However, in an enterprise, virtualization should be understood as an integrated approach encompassing software, hardware, and a number of techniques and processes. This increases the ease with which IT assets can be delivered, managed, and shared.

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2.2 CLOUD COMPUTING AND VIRTUALIZATION IN CONTEXT


Cloud computing is a business model where ownership of physical resources rests with one party and the service consumers are billed for their real use. An organization can use virtualization for internal customers. Cloud computing presupposes external service users.

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Virtualization: Enabling Technology

Virtualization is an enabling technology for cloud computing and cloud computing services. For cloud computing to occur, it is necessary to separate resources from their physical location. Without virtualization, cloud computing becomes diffi cult to manage.

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Commonalities and Differences

Cloud computing and virtualization have a number of characteristics in common. Both shield their users from details of the physical hardware, such as make, type, number, and location. Both allow multiple independent users the use of those physical hardware resources. As a result, they allow for much more fl exible deployment of IT assets. Finally, both concepts are hyped extensively in the press and encompass a wide variety of relatively unrelated offerings.There are also two major differences between cloud computing and virtualization. Virtualization, especially server virtualization and storage virtualization, is a technology while cloud computing is a business model. In addition, virtualization is an enabling technology for many cloud services.

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2.3 SUITABILITY TO ORGANIZATIONS


Now that you have a better understanding of the concept of cloud computing, it is time to look at its suitability for different types of organizations.

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Virtualization and Cloud Computing Characteristics

There are several identifi able characteristics of organizations that indicate whether they might benefi t from virtualization and cloud computing. Some indicators of benefi t are:

The business is changing rapidly and grows or shrinks quickly, possibly on a seasonal basis. When capital is scarce or expensive, cloud computing allows business to shift capital expense

from servers owned to the operational expense of servers leased. The business is immature and subject to change. Senior management is not ready to make a long-term commitment.

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Solution to Problems

Virtualization and cloud computing overcome problems such as: Running out of capacity. Costly and excess capacity. Much capital tied up in server hardware.

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Virtualization and Cloud Computing: Non-suitability

Not all organizations benefi t from virtualization and public cloud computing. These types of organizations would probably not benefi t because:

Steadily large and fi xed workloads can typically make optimal use of their hardware and do not need the scaling.

Organizations that own large data centers often have enough scale to be as fl exible and effi cient as cloud computing providers are. They will however typically benefi t from virtualizing their infrastructure.

Legal and security reasons, also termed compliance reasons, can require an organization to know more details about the location of its data and servers than a cloud computing provider can provide.

Organizations with systems requiring a high degree of operational assurance, such as military systems and systems responsible for health, safety, and emergency response, may be a poor fi t for the relatively weak guarantees offered by typical public cloud service providers today.

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Question: Virtualization and Cloud Computing

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Legal Company

Now that you know more about cloud computing, recommend whether this fi rm should adopt cloud computing for its email and document management.

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Reasons Whether to Adopt

Reasons to adopt cloud computing for email and document management: When the number of staff and locations increases, an outsourced solution simplifi es capacity

upgrades. The investment in server and application setup will be much lower.

Reasons not to adopt cloud computing for email and document management: Document management is a core activity for a law fi rm, so the risks associated with provider

failure might be too high. Confi dentiality requirements for sensitive client data might force in-house storage of these

records.It is senior management’s responsibility to weigh the advantages against the risks.

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2.4 CLOUD SERVICE MODELS


In this topic, we will probe more deeply and explore different cloud service models.

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Models of Cloud Computing

Cloud computing is an umbrella concept for a number of service models. The given table outlines three different models of cloud computing: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS). In the following table, we compare a traditional IT technical architecture with these cloud models.

Traditional ‘stack’

Nothing as a Service

IaaS PaaS SaaS

Application Control Don’t control Don’t control Don’t control

OS/Middleware Control Control Don’t control Don’t control

Hardware Control Control Control Don’t control

Control=is responsible for correct operationSample

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Technology Layer

‘Traditional IT’ IaaS PaaS SaaS

Application Consumer Consumer Consumer Provider

OS/Middleware Consumer Provider Consumer Provider

Hardware Consumer Provider Provider Provider

Who is responsible for correct operation of a particular technology layer?

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vcc1220cl ce sh refmat 1 2 1 itp single demo

Documents

cloud essentials course

cloud readiness

governing cloud computing

operating cloud computing

comptia cloud essentials

end of module questions

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