virtualization essentials student handbook

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

VIRTUALIZATION ESSENTIALS

STUDENT HANDBOOKr1.1.0

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The information contained in this classroom material is subject to change without notice.

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.

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

The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.

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The language used in this course is US English. Our sources of reference for grammar, syntax,

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The language used in this course is US English. Our sources of reference for grammar, syntax, and mechanics are The Chicago Manual of Style, The American Heritage Dictionary, and the

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and mechanics are The Chicago Manual of Style, The American Heritage Dictionary, and the Microsoft Manual of Style for Technical Publications.

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Microsoft Manual of Style for Technical Publications.

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l The information contained in this classroom material is subject to change without notice.

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l The information contained in this classroom material is subject to change without notice.

This material contains proprietary information that is protected by copyright.

Materia

l This material contains proprietary information that is protected by copyright.

No part of this material may be photocopied, reproduced, or translated to another language

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l No part of this material may be photocopied, reproduced, or translated to another language


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ContentList of Icons 3

Module 1: Course Introduction 5

Introductions 5

Overview 6

Course Learning Objectives 7

Course Agenda 8

Case Study 10

Introduction of PureNRG 11

Organizational Chart 13

PureNRG’s CIO 14

History 16

PureNRG’s Business Units 18

Closing 20

Course Portfolio 21

Acknowledgements 22

Module 2: Introduction to Virtualization 23

2.0 Introduction 23

2.1 Defi nitions and Concepts 26

2.2 Virtualization in Context 30

2.3 Virtualization Readiness 47

2.4 Virtualization Landscape 55

End of Module Questions 61

Module 3: Business Perspective 65

3.0 Introduction 65

3.1 Business Value 68

Quiz 85

3.2 Inhibitors and Challenges 88

Case Study Assignment 94


Module 4: Server Virtualization for the Data Center 101

4.0 Introduction 101

4.1 Server Virtualization Overview 104

4.2 Types of Server Virtualization 109

4.3 Leading Platforms 124

4.4 Unique Features 129


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3.1 Business Value

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3.1 Business Value

Quiz

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Quiz

3.2 Inhibitors and Challenges

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3.2 Inhibitors and Challenges

Case Study Assignment

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Case Study Assignment

End of Module Questions

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2.4 Virtualization Landscape

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Module 3: Business Perspective

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Module 3: Business Perspective

3.0 Introduction Materia

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3.1 Business Value Materia

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3.1 Business Value

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Not PureNRG’s Business Units 18

Acknowledgements 22Not Acknowledgements 22

Module 2: Introduction to Virtualization 23Not Module 2: Introduction to Virtualization 23

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Organizational Chart 13Reprin

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Organizational Chart 13

ContentModule 5: The Virtual Data Center: Storage, Networks and Applications 145


5.1 Virtualization and Storage 150

5.2 Virtualization and the Network 163

5.3 Systems Management 173

5.4 Opportunities for Application Developers 177

5.5 Case Study Assignment 183


Module 6: Workplace Virtualization Technologies 189


6.1 Workplace virtualization Overview 192

6.2 Challenges and Solutions 211


Module 7: Adopting Virtualization 227


7.1 Roadmaps 230

7.2 Service Introduction 245

7.3 Migration Technologies 253

Case Study Assignment 268


Module 8: Operating Virtualization 279


8.1 Impact on Service Management Processes 285

8.2 Virtualization and Service Management 299


Module 9: Governing Virtualization 313


9.1 Risk Management 316

9.2 Financial Management 329

9.3 Sharing Policy and IT Management 334


Mock Exam 341Appendix A: Case Study 353Appendix B: Answers 357Release Notes 423Student Feedback Form 425

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8.2 Virtualization and Service Management

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Module 9: Governing Virtualization

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Module 9: Governing Virtualization

9.0 Introduction

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9.0 Introduction

9.1 Risk Management

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9.1 Risk Management

9.2 Financial Management

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9.2 Financial Management

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8.0 Introduction

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8.1 Impact on Service Management Processes Materia

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8.1 Impact on Service Management Processes

8.2 Virtualization and Service Management Materia

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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

Teack Back

Debate

Lecture

Compare and con-trast

Defi nition

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved. 5

Student | Course Introduction

INTRODUCTIONS

Hello, and welcome to the Virtualization Essentials course! This course provides a balanced approach to learning the business perspectives, technical organization, and principles for operating and governing virtualization.

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l Hello, and welcome to the Virtualization Essentials course! This course provides a balanced approach to learning the business perspectives, technical organization, and principles for operating and governing

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Copyright © 2012, ITpreneurs Nederland B.V. All rights reserved.6

Virtualization Essentials

OVERVIEW

The Virtualization Essentials course introduces good practices for the virtual domain, and it will enable you to pass the associated Foundation exam to achieve the Virtualization Essentials ProfessionalTM (VEP) certifi cation.

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l The Virtualization Essentials course introduces good practices for the virtual domain, and it will enable

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l The Virtualization Essentials course introduces good practices for the virtual domain, and it will enable you to pass the associated Foundation exam to achieve the Virtualization Essentials ProfessionalTM

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l you to pass the associated Foundation exam to achieve the Virtualization Essentials ProfessionalTM

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COURSE LEARNING OBJECTIVES

This module will aid you in understanding the listed learning objectives.

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COURSE AGENDA

Day1 Virtualization Essentials

Module Subject Start End Total Time(in hours)

1 Course Introduction 08:00 08:30 00:30

2 Introduction to Virtualization 08:30 09:30 01:00

3 Business Perspective 09:30 11:00 01:30

4 Virtualization for the Data Center: Server Virtualization 11:00 12:00 01:00

LUNCH 12:00 01:00 01:00

4 Virtualization for the Data Center: Server Virtualization 01:00 02:30 01:30

5 Virtualization for the Data Center: Storage, Networks, and Applications

02:30 05:00 02:30

Homework (review of day’s material) 05:00 06:00 01:00

Total 10:00

Total (Less Lunch and Homework) 08:00

Day2 Virtualization Essentials

Module Subject Start End Total Time(in hours)

6 Workplace Virtualization Technologies 08:30 10:00 01:30

7 Adopting Virtualization 10:00 12:00 02:00

LUNCH 12:00 01:00 01:00

8 Virtualization and Service Management 01:00 03:00 02:00

9 Governing Virtualization 03:00 05:00 02:00

Exam 05:00 06:00 01:00

Total 09:30

Total (Less Lunch and Exam) 07:30

Total Contact Hours 15:30Sample

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8 Virtualization and Service Management

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9 Governing Virtualization

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The Virtualization Essentials course contains nine graduated modules: Module 1 introduces the basic defi nitions and concepts of virtualization. Module 2 discusses the opportunities and challenges that virtualization brings for data center

managers, application developers, and business units. Module 3 examines traditional data-center servers, storage, and network devices. Modules 4 and 5 explain how virtualization techniques apply to each of these types of

devices. Module 6 shows how the workplace can be virtualized. Module 7 contains two types of tools to guide you in applying virtualization in your

organization — road maps and maturity models. The fi nal two modules cover operating and maintaining virtualization.

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Module 7 contains two types of tools to guide you in applying virtualization in your

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Module 2 discusses the opportunities and challenges that virtualization brings for data center

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tModule 2 discusses the opportunities and challenges that virtualization brings for data center

Module 3 examines traditional data-center servers, storage, and network devices.

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tModule 3 examines traditional data-center servers, storage, and network devices.Modules 4 and 5 explain how virtualization techniques apply to each of these types of

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Module 7 contains two types of tools to guide you in applying virtualization in your Reprin

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Module 7 contains two types of tools to guide you in applying virtualization in your



CASE STUDY

In some modules, you will fi nd assignments based on a case study. Mary will guide you through these case studies. Mary please take it from here.Mary : Hi, I am Mary. I’m glad to have the opportunity to introduce the PureNRG(should be pronounced as ‘energy’) organization to you. During the next few minutes, I will provide you with an overview of the organization. You will need the information in this overview to provide the answers to assignments throughout the course.

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throughout the course.

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throughout the course.Materia

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l nd assignments based on a case study. Mary will guide you through these

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l nd assignments based on a case study. Mary will guide you through these fi nd assignments based on a case study. Mary will guide you through these fi

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l fi nd assignments based on a case study. Mary will guide you through these fi

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l case studies. Mary please take it from here.

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l case studies. Mary please take it from here.Mary : Hi, I am Mary. I’m glad to have the opportunity to introduce the PureNRG(should be pronounced

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l Mary : Hi, I am Mary. I’m glad to have the opportunity to introduce the PureNRG(should be pronounced as ‘energy’) organization to you. During the next few minutes, I will provide you with an overview of

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as ‘energy’) organization to you. During the next few minutes, I will provide you with an overview of the organization. You will need the information in this overview to provide the answers to assignments Mate

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the organization. You will need the information in this overview to provide the answers to assignments throughout the course.Mate

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throughout the course.

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INTRODUCTION OF PURENRG

As you might expect, PureNRG is an energy company that is focusing its core business on sustainable energy production and distribution.PureNRG is vertically integrated, which means it controls generating facilities, transmission facilities, distribution lines, customer-access equipment, and billing and accounting services.PureNRG has a strong brand name, and the company is known to be a dependable energy supplier.

PureNRGThe PureNRG Organization

Is headquartered in the United Kingdom. Was established in 1988, right after the electricity industry was privatized. Has research facilities in the US 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.

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PureNRG

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PureNRGThe PureNRG Organization

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The PureNRG Organization

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Is headquartered in the United Kingdom.

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Is headquartered in the United Kingdom.

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Was established in 1988, right after the electricity industry was privatized.

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Was established in 1988, right after the electricity industry was privatized.

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l As you might expect, PureNRG is an energy company that is focusing its core business on sustainable

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l As you might expect, PureNRG is an energy company that is focusing its core business on sustainable energy production and distribution.

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l energy production and distribution.PureNRG is vertically integrated, which means it controls generating facilities, transmission facilities,

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

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distribution lines, customer-access equipment, and billing and accounting services.PureNRG has a strong brand name, and the company is known to be a dependable energy supplier.Mate

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

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The IT Organization o Employs close to 800 IT staff.

o Focuses on providing more functionality.

o Develops many in-house applications.

o Possesses a low level of standardization.

o Places priority on IT security.

o Must conform to increasing compliance requirements.

The Plant o The objective of this business unit is to produce electricity and, while doing so, maximize

profi t and reduce cost.

Trading o The trading unit buys and sells energy. It 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 & Distribution o This business unit manages the sale of electricity, just as any other organization manages

its sales.

R&D o Research and development develops new products and technologies for PureNRG to

keep its leading position.

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Research and development develops new products and technologies for PureNRG to - Research and development develops new products and technologies for PureNRG to Not This business unit manages the sale of electricity, just as any other organization manages

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Research and development develops new products and technologies for PureNRG to Not Research and development develops new products and technologies for PureNRG to

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The trading unit buys and sells energy. It buys when PureNRG is short on electricity for for

The trading unit buys and sells energy. It 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 for

its customers or when prices are low. It sells when it has excess electricity or when prices

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The objective of this business unit is to produce electricity and, while doing so, maximize



ORGANIZATIONAL CHART

Mary: Let’s have a look at the other team members of PureNRG.

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PURENRG’S CIO

Mary: Let me introduce you to Daniel, PureNRG’s CIO. Daniel, can you tell us a little bit about your IT organization?Daniel: Hi Mary, thank you for the introduction. Sure, I can tell you about PureNRG. Energy companies can win new customers through price point, services, and new technologies to differentiate themselves. Our IT organization needs to support all these efforts appropriately and we’re doing everything we can to modernize our IT organization. For example, we’ve been reducing the complexity of our IT landscape, improving the availability of our services, and providing a secure and fl exible environment. I look forward to your input!

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can to modernize our IT organization. For example, we’ve been reducing the complexity of our IT

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can to modernize our IT organization. For example, we’ve been reducing the complexity of our IT landscape, improving the availability of our services, and providing a secure and

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landscape, improving the availability of our services, and providing a secure and

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I look forward to your input!

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I look forward to your input!Mate

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l Mary: Let me introduce you to Daniel, PureNRG’s CIO. Daniel, can you tell us a little bit about your IT

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l Mary: Let me introduce you to Daniel, PureNRG’s CIO. Daniel, can you tell us a little bit about your IT

Daniel: Hi Mary, thank you for the introduction. Sure, I can tell you about PureNRG. Energy companies

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l Daniel: Hi Mary, thank you for the introduction. Sure, I can tell you about PureNRG. Energy companies can win new customers through price point, services, and new technologies to differentiate themselves.

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can win new customers through price point, services, and new technologies to differentiate themselves. Our IT organization needs to support all these efforts appropriately and we’re doing everything we Mate

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Our IT organization needs to support all these efforts appropriately and we’re doing everything we Materia

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can to modernize our IT organization. For example, we’ve been reducing the complexity of our IT Materia

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can to modernize our IT organization. For example, we’ve been reducing the complexity of our IT landscape, improving the availability of our services, and providing a secure and Mate

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landscape, improving the availability of our services, and providing a secure and

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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.

Bill-BackPureNRG has recently started a large initiative to allow customers to deliver energy back to the power grid, and it expects this program to grow rapidly over the next 10 years. However, the billing system that PureNRG is currently using cannot support this initiative. PureNRG ran a pilot with a new system, but it could not handle the load. PureNRG is now looking at creating a virtualized development environment and hosting the application in a virtual environment.

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PureNRG is currently using cannot support this initiative. PureNRG ran a pilot with a new system, but it

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PureNRG is currently using cannot support this initiative. PureNRG ran a pilot with a new system, but it could not handle the load. PureNRG is now looking at creating a virtualized development environment

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could not handle the load. PureNRG is now looking at creating a virtualized development environment

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and hosting the application in a virtual environment.

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and hosting the application in a virtual environment.Mate

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This online portal allows our customers to control their appliances through an online portal as well as

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l This 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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l review their electricity usage per appliance.

PureNRG has recently started a large initiative to allow customers to deliver energy back to the power

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PureNRG has recently started a large initiative to allow customers to deliver energy back to the power grid, and it expects this program to grow rapidly over the next 10 years. However, the billing system that Mate

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grid, and it expects this program to grow rapidly over the next 10 years. However, the billing system that Materia

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PureNRG is currently using cannot support this initiative. PureNRG ran a pilot with a new system, but it Materia

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PureNRG is currently using cannot support this initiative. PureNRG ran a pilot with a new system, but it could not handle the load. PureNRG is now looking at creating a virtualized development environment Mate

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could not handle the load. PureNRG is now looking at creating a virtualized development environment

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HISTORY

Mary: Let’s take a look at PureNRG’s history to better understand what it is trying to achieve today.

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 UK. After a few similar acquisitions, ElectriCo became a leading player in the UK 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

2000-2010

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

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In 2000, the company acquired the Swedish, formerly state-owned utility company, Sandin, and the Finnish electricity company, GDN.

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and the Finnish electricity company, GDN.

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ElectriCo began investing in solar-powered energy after 2004.

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ElectriCo began investing in solar-powered energy after 2004.

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After entering the Dutch and German markets in 2005, the company changed its name to

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After entering the Dutch and German markets in 2005, the company changed its name to PureNRG.

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PureNRG.

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

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

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l Mary: Let’s take a look at PureNRG’s history to better understand what it is trying to achieve today.

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l Mary: Let’s take a look at PureNRG’s history to better understand what it is trying to achieve today.

When the British government privatized the electrical power industry in 1988, the London-based

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l When 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 UK. After a Mate

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ElectriCo acquired a coal plant owned by Harrison Ltd., one of the major coal plants in the UK. After a few similar acquisitions, ElectriCo became a leading player in the UK energy industry. Mate

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few similar acquisitions, ElectriCo became a leading player in the UK energy industry.

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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

Plant The core business for each plant is to produce energy cost effi ciently. The IT component consists of monitoring and measurement systems to control how much coal

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. This core function requires attendant tasks, such as CRM, billing, and accounting.

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Sales and Distribution

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

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Sales and Distribution manages the sale of electricity, just as any other organization manages its sales. This core function requires attendant tasks, such as CRM, billing, and accounting.

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its sales. This core function requires attendant tasks, such as CRM, billing, and accounting.

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l The core business for each plant is to produce energy cost ef

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l The core business for each plant is to produce energy cost efThe IT component consists of monitoring and measurement systems to control how much coal

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l The IT component consists of monitoring and measurement systems to control how much coal is burnt, the amount of energy produced, which switches to operate, and so on.Mate

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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.Mate

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The systems are very specialized, and some are built in-house.

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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 virtualized 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.

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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Not Both facilities are situated in remote locations, with their own separate IT infrastructures.

Not Both facilities are situated in remote locations, with their own separate IT infrastructures.for

The working environment and networks must be responsive and secure.

for 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.for

PureNRG’s facilities in Japan and the US are not yet connected to PureNRG’s network.for

Both facilities are situated in remote locations, with their own separate IT infrastructures.for

Both facilities are situated in remote locations, with their own separate IT infrastructures.

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tat creating a virtualized development environment to host a new billing system in a virtual

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tat creating a virtualized 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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tenvironment that would allow clients to produce energy and sell it back to PureNRG.

c in nature, and PureNRG has many customized

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t c in nature, and PureNRG has many customized

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

Reprin

tPureNRG’s traders use many regular spreadsheets because they require more detail and

The working environment and networks must be responsive and secure.Reprin

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The working environment and networks must be responsive and secure.



CLOSING

Mary: You must download the PDF on PureNRG and read it. The PDF document not only contains all the information that we’ve just considered, but you will also fi nd additional, detailed information.If you want to revisit the case study, simply browse to Module 1.

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l Mary: You must download the PDF on PureNRG and read it. The PDF document not only contains all the information that we’ve just considered, but you will also

Materia

l the information that we’ve just considered, but you will also

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l If you want to revisit the case study, simply browse to Module 1.

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l If you want to revisit the case study, simply browse to Module 1.

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COURSE PORTFOLIO

Don’t forget to check out the Cloud Essentials course if you haven’t done so already. It will enable you to pass the Cloud Essentials exam to achieve the Cloud Essentials ProfessionalTM (CEP) certifi cation.

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ACKNOWLEDGEMENTS

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Student | Introduction to Virtualization

2.0 INTRODUCTION

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 (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 users in a much more effi cient way than previously possible. Cloud computing builds on this capability, allowing secure sharing across organizational lines.

Topic Learning Roadmap

2.0.1Module Learning

Objectives

2.0.2Topics Covered in This Module

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sharing across organizational lines.

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Module Learning

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Module Learning

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l Have you heard about virtualization and cloud computing? Over the past few years, these technologies

Materia

l Have you heard about virtualization and cloud computing? Over the past few years, these technologies have made signi

Materia

l have made signifi

Materia

l fi cant changes to the way information technology (IT) is organized. With the progress

Materia

l cant changes to the way information technology (IT) is organized. With the progress fi cant changes to the way information technology (IT) is organized. With the progress fi

Materia

l fi cant changes to the way information technology (IT) is organized. With the progress fi

of these technologies, it has become less important to own a particular server and more important

Materia

l 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 users in a much

Materia

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to share computing resources. Virtualization enables hardware to be shared among users in a much fi Mate

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fi cient way than previously possible. Cloud computing builds on this capability, allowing secure Materia

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cient way than previously possible. Cloud computing builds on this capability, allowing secure fi cient way than previously possible. Cloud computing builds on this capability, allowing secure fi Materia

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fi cient way than previously possible. Cloud computing builds on this capability, allowing secure fisharing across organizational lines.Mate

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2.0.1 Module Learning Objectives

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2.0.2 Topics Covered in This Module

This module provides an introduction to the topic of virtualization.

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2.1 DEFINITIONS AND CONCEPTS

Virtualization

Nonvirtualized 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 other software or end users interact with those resources. Consequently, a single server computer, when virtualized, can run multiple operating systems.

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l Nonvirtualized computers have one set of hardware and one set of software. Virtualization is a set

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l Nonvirtualized 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 other

Materia

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of techniques for hiding hardware resources behind software abstractions to simplify the way other software or end users interact with those resources. Consequently, a single server computer, when Mate

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software or end users interact with those resources. Consequently, a single server computer, when virtualized, can run multiple operating systems.Mate

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virtualized, can run multiple operating systems.

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Virtualization (Contd.)

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

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virtualization should be understood as an integrated approach encompassing software, hardware,

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l virtualization should be understood as an integrated approach encompassing software, hardware,

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l and a number of techniques and processes that when taken together, increase the ease with which IT

Materia

l and a number of techniques and processes that when taken together, increase the ease with which IT assets can be delivered, managed, and shared.

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Virtualization Defi ned

There is no single defi nition of virtualization. Users, vendors, and technology providers all have their own specifi c views.

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Topics Covered in This Module

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2.2 VIRTUALIZATION IN CONTEXT

Now that we know a bit about virtualization, we should consider where it fi ts. Among today’s IT strategies, virtualization is best seen as a step on the way to modern infrastructure — valuable in its own right, but setting the stage for better things to come.


2.2.1A Brief History of

Virtualization

2.2.2Virtualization and Cloud Computing

in Context

2.2.3IT Delivery

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2.2.1

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2.2.1A Brief History of

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A Brief History of A Brief History of

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A Brief History of

Virtualization

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Virtualization

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Virtualization and

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Virtualization and

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l Now that we know a bit about virtualization, we should consider where it

Materia

l Now that we know a bit about virtualization, we should consider where it virtualization is best seen as a step on the way to modern infrastructure — valuable in its own right, but

Materia

l virtualization is best seen as a step on the way to modern infrastructure — valuable in its own right, but setting the stage for better things to come.

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l setting the stage for better things to come.

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Technical and Operational Points of View

Virtualization can be understood from a technical point of view or from an IT operations point of view. Regardless of how you look at it, virtualization is part of a journey.Where did this journey begin?

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l Virtualization can be understood from a technical point of view or from an IT operations point of view.

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l Virtualization can be understood from a technical point of view or from an IT operations point of view. Regardless of how you look at it, virtualization is part of a journey.

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l Regardless of how you look at it, virtualization is part of a journey.

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2.2.1 A Brief History of Virtualization

History

1960-19691964: IBM begins development of CP-40.1966: IBM ships the S/360-67 computer in June 1966.1968: CP/CMS is installed at eight initial customer sites.

1970-19791972: VM/370 is announced and running on announcement date. VM/370 includes the ability to run a virtual machine (VM) under a VM, previously implemented both at IBM and at user sites under CP/CMS, but not made part of standard releases.1973: First shipment of announced virtual memory S/370 models.

1980-19991985: October 9, 1985: Announcement of the Intel 80286-based AT&T 6300+ with Simultask.1988: SoftPC 1.0 DOS emulator for Sun and Apple Macintosh introduced by Insignia Solutions.1997: First version of Virtual PC for Macintosh platform released in June 1997 by Connectix.1999: February 8, 1999, VMware introduces the VMware Virtual Platform for the Intel IA-32 architecture.

2000-20052000: IBM announces z/VM, a new version of VM for IBM’s 64-bit z/Architecture.2001: Connectix launches its fi rst version of Virtual PC for Windows.

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CP/CMS is installed at eight initial customer sites.

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1970-1979

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1970-1979 VM/370 is announced and running on announcement date. VM/370 includes the ability to run

Sample

VM/370 is announced and running on announcement date. VM/370 includes the ability to run a virtual machine (VM) under a VM, previously implemented both at IBM and at user sites under CP/

Sample

a virtual machine (VM) under a VM, previously implemented both at IBM and at user sites under CP/CMS, but not made part of standard releases.

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CMS, but not made part of standard releases.1973:

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1973: First shipment of announced virtual memory S/370 models.

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First shipment of announced virtual memory S/370 models.

1980-1999

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1980-19991985:

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1985: October 9, 1985: Announcement of the Intel 80286-based AT&T 6300+ with Simultask.

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October 9, 1985: Announcement of the Intel 80286-based AT&T 6300+ with Simultask.

1988: Sample

1988:

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VMware creates the fi rst x86 server-virtualization product.IBM launches AIX5L and Power4, allowing the partitioning of servers.2003: First release of fi rst open-source x86 hypervisor, Xen.February 18, 2003, Microsoft acquires virtualization technologies (Virtual PC and an unreleased product called Virtual Server) from Connectix Corporation.Late 2003, EMC acquires VMware for $635 million.2005: Sun releases Solaris (Operating System) 10, including Solaris Zones, for both x86/x64 and SPARC systems.

2006-Present2006: July 12, 2006, VMware releases VMware Server and Virtual Infrastructure 3.Microsoft Virtual PC 2006 is released as a free program, also in July.Sun announces LDOM hardware logical partitioning.July 17, 2006 Microsoft buys Softricity.2007: Sun releases Solaris 8 Containers to enable migration of a Solaris 8 computer into a Solaris Container on a Solaris 10 system — for SPARC only.Citrix buys XenSource.2008: Citrix releases the XenServer, XenDesktop, and XenApp product lines.In April, VMware releases VMware Workstation 6.5.Microsoft introduces Windows Server 2008 with Hyper-V.2009: Red Hat announces Red Hat Enterprise Virtualization.VMware announces vsphere 4.2010: VMware announces View 4.5 and vCloud virtualization platforms.

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l VMware announces View 4.5 and vCloud virtualization platforms.- VMware announces View 4.5 and vCloud virtualization platforms.- VMware announces View 4.5 and vCloud virtualization platforms.

Not Citrix releases the XenServer, XenDesktop, and XenApp product lines.

Not Citrix releases the XenServer, XenDesktop, and XenApp product lines.In April, VMware releases VMware Workstation 6.5.

Not In April, VMware releases VMware Workstation 6.5.Microsoft introduces Windows Server 2008 with Hyper-V.Not Microsoft introduces Windows Server 2008 with Hyper-V.

Red Hat announces Red Hat Enterprise Virtualization.Not Red Hat announces Red Hat Enterprise Virtualization.

for

Sun releases Solaris 8 Containers to enable migration of a Solaris 8 computer into a Solaris for

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tFebruary 18, 2003, Microsoft acquires virtualization technologies (Virtual PC and an unreleased

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tFebruary 18, 2003, Microsoft acquires virtualization technologies (Virtual PC and an unreleased

Sun releases Solaris (Operating System) 10, including Solaris Zones, for both x86/x64 and

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t Sun releases Solaris (Operating System) 10, including Solaris Zones, for both x86/x64 and

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t July 12, 2006, VMware releases VMware Server and Virtual Infrastructure 3.



Today

Much of the current interest in virtualization is concerned with re-creating the robust capabilities of the more-mature, proprietary platforms on the less-expensive, commodity distributed platforms.Achieving these capabilities on cheap, plentiful machines does not just replicate the old capability for less money — it radically changes the value proposition for virtualization. It now becomes possible to imagine a world where any IT workload can run anywhere. This is analogous to the way laptops and mobile phones have transformed the concept of where a workplace can be located.

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l Much of the current interest in virtualization is concerned with re-creating the robust capabilities of the

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l Much of the current interest in virtualization is concerned with re-creating the robust capabilities of the more-mature, proprietary platforms on the less-expensive, commodity distributed platforms.

Materia

l more-mature, proprietary platforms on the less-expensive, commodity distributed platforms.Achieving these capabilities on cheap, plentiful machines does not just replicate the old capability for

Materia

l Achieving these capabilities on cheap, plentiful machines does not just replicate the old capability for less money — it radically changes the value proposition for virtualization. It now becomes possible to

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less money — it radically changes the value proposition for virtualization. It now becomes possible to

Materia

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imagine a world where any IT workload can run anywhere. This is analogous to the way laptops and Materia

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imagine a world where any IT workload can run anywhere. This is analogous to the way laptops and mobile phones have transformed the concept of where a workplace can be located.Mate

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mobile phones have transformed the concept of where a workplace can be located.

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Patents

Although elements of virtualization have been around for a long time, innovation in this fi eld continues to accelerate.The diagram shows a strong increase in patents from 2007 onwards. That much patent activity indicates a massive investment in this fi eld. What is driving this investment?

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l Although elements of virtualization have been around for a long time, innovation in this

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l Although elements of virtualization have been around for a long time, innovation in this

The diagram shows a strong increase in patents from 2007 onwards. That much patent activity indicates

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a massive investment in this

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CPU Transistor Counts

The diagram shows the number of transistors packed into each successive generation of commodity CPUs. The scale of the chart is logarithmic; the power of CPUs doubles every 18-24 months.The point of this graph is that a single server can typically handle a lot of applications, and each next generation of the server can handle even more applications.

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l The diagram shows the number of transistors packed into each successive generation of commodity

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l The diagram shows the number of transistors packed into each successive generation of commodity CPUs. The scale of the chart is logarithmic; the power of CPUs doubles every 18-24 months.

Materia

l CPUs. The scale of the chart is logarithmic; the power of CPUs doubles every 18-24 months.The point of this graph is that a single server can typically handle a lot of applications, and each next

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l The point of this graph is that a single server can typically handle a lot of applications, and each next generation of the server can handle even more applications.

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generation of the server can handle even more applications.

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Programming

Programmers are no longer able to take advantage of this much power with conventional programming techniques. This was earthshaking news back in 2005 when it seemed that programmers would all have to be retrained or the new hardware would remain underutilized.Applications increasingly need to be concurrent in order to fully exploit the continuing exponential CPU throughput gains. Concurrent programming is complicated, subtle, and requires both training and experience.Virtualization allows us to keep these incredibly fast machines busy with programs written by normal programmers without these specialized skills. In large part, this factor is what is behind the recent acceleration of virtualization.

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Virtualization allows us to keep these incredibly fast machines busy with programs written by normal

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Virtualization allows us to keep these incredibly fast machines busy with programs written by normal programmers without these specialized skills. In large part, this factor is what is behind the recent

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programmers without these specialized skills. In large part, this factor is what is behind the recent acceleration of virtualization.

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acceleration of virtualization.Mate

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l Programmers are no longer able to take advantage of this much power with conventional programming

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l Programmers are no longer able to take advantage of this much power with conventional programming techniques. This was earthshaking news back in 2005 when it seemed that programmers would all

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l techniques. This was earthshaking news back in 2005 when it seemed that programmers would all have to be retrained or the new hardware would remain underutilized.

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l have to be retrained or the new hardware would remain underutilized.Applications increasingly need to be concurrent in order to fully exploit the continuing exponential

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l Applications increasingly need to be concurrent in order to fully exploit the continuing exponential

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experience.Virtualization allows us to keep these incredibly fast machines busy with programs written by normal Mate

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Virtualization allows us to keep these incredibly fast machines busy with programs written by normal programmers without these specialized skills. In large part, this factor is what is behind the recent Mate

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programmers without these specialized skills. In large part, this factor is what is behind the recent

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2.2.2 Virtualization and Cloud Computing in Context

Cloud Computing

In cloud computing, the cloud service provider will provide access to the software, takes care of hosting and storage, and can 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, such as virtualization. Although some of the underlying technology is old, the emergence of cloud providers 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 makes use of existing technologies, such as virtualization. Although some of the

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Cloud computing makes use of existing technologies, such as virtualization. Although some of the underlying technology is old, the emergence of cloud providers has created new possibilities for IT and

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underlying technology is old, the emergence of cloud providers has created new possibilities for IT and

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business units. That’s why cloud computing is more a business model than a technology.

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business units. That’s why cloud computing is more a business model than a technology.

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l In cloud computing, the cloud service provider will provide access to the software, takes care of hosting

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l In cloud computing, the cloud service provider will provide access to the software, takes care of hosting and storage, and can also help developers rapidly create applications. Where the provider keeps the

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l and storage, and can 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 Mate

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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.Mate

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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, the cloud becomes very diffi cult to manage.In addition, cloud computing is a business model where ownership of physical resources rests with one party, and the service users are billed for their real use. An organization can use virtualization for internal customers. Cloud computing presupposes external service users.These steps must be understood as part of an organization’s journey — not only a change in technology, but a transformation in how IT is delivered.

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These steps must be understood as part of an organization’s journey — not only a change in technology,

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These steps must be understood as part of an organization’s journey — not only a change in technology, but a transformation in how IT is delivered.

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but a transformation in how IT is delivered.Mate

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l Virtualization is an enabling technology for cloud computing and cloud computing services. For

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l 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

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l cloud computing to occur, it is necessary to separate resources from their physical location. Without virtualization, the cloud becomes very dif

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l virtualization, the cloud becomes very difIn addition, cloud computing is a business model where ownership of physical resources rests with

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one party, and the service users are billed for their real use. An organization can use virtualization for Materia

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one party, and the service users are billed for their real use. An organization can use virtualization for internal customers. Cloud computing presupposes external service users.Mate

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internal customers. Cloud computing presupposes external service users.These steps must be understood as part of an organization’s journey — not only a change in technology, Mate

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2.2.3 IT Delivery

Virtualization and cloud computing are steps on a journey toward a more fl exible and cost-effi cient way of delivering IT. To move physical hardware and software to the cloud, a transition must be made, as shown in the diagram, Transition in IT Delivery. The move will require new expertise, processes, and technologies.

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l Virtualization and cloud computing are steps on a journey toward a more of delivering IT. To move physical hardware and software to the cloud, a transition must be made, as

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l of delivering IT. To move physical hardware and software to the cloud, a transition must be made, as

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l shown in the diagram, Transition in IT Delivery. The move will require new expertise, processes, and

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IT Delivery (Contd.)

When a company moves from physical space to virtual space, changes in people and technology are required. You need virtualization specialists, shared hardware, and hypervisors.

Virtualization SpecialistsAs an organization introduces virtualization, staff must acquire specialized skills in the management of new technology, such as hypervisors, remote desktops, and virtualized storage. These new platforms not only require a different approach, they must also be integrated with the rest of the organization.

Shared HardwareVirtualization makes in-house infrastructure vastly more effi cient by allowing teams to share hardware that is underutilized or utilized only at specifi c peak periods. The resulting savings from buying, housing, and supporting fewer devices, termed Asset Effi ciency, is one of the great benefi ts of virtualization.

HypervisorsVirtualization introduces a new layer between the server hardware and the operating system of the traditional IT stack. This new layer requires technical expertise to manage. It also means that organizational decisions regarding the server hardware and operating systems must be re-examined.

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not only require a different approach, they must also be integrated with the rest of the organization.

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Shared Hardware

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Shared HardwareVirtualization makes in-house infrastructure vastly more ef

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Virtualization makes in-house infrastructure vastly more efthat is underutilized or utilized only at speci

Sample

that is underutilized or utilized only at speciand supporting fewer devices, termed Asset Ef

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and supporting fewer devices, termed Asset Ef

Hypervisors

Sample

HypervisorsVirtualization introduces a new layer between the server hardware and the operating system of

Sample

Virtualization introduces a new layer between the server hardware and the operating system of

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l When a company moves from physical space to virtual space, changes in people and technology are

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l When a company moves from physical space to virtual space, changes in people and technology are required. You need virtualization specialists, shared hardware, and hypervisors.

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Virtualization Specialists

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l Virtualization SpecialistsAs an organization introduces virtualization, staff must acquire specialized skills in the management of

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new technology, such as hypervisors, remote desktops, and virtualized storage. These new platforms not only require a different approach, they must also be integrated with the rest of the organization.Mate

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When a company moves from physical space to virtual space or from virtualization to the cloud, changes are required in people, processes, and technology. You need sourcing expertise and a common IT business strategy, as well as the Federation and Security processes. Cloud management platforms must be adopted, and people should think about service and not hardware.

Sourcing ExpertiseVirtualization introduces the possibility, and Cloud Computing further requires that externally sourced IT services play a greater role in the overall IT mix. Organizations need staff with vendor management and partner relationships skills; that is, sourcing expertise.

Common IT and Business StrategyIT strategy is always formulated in support of the business, but as an organization matures and engages in both sourcing in and delivering out capabilities in a cloud environment, IT decisions become decisions about who and where the company does business. IT and business strategy become inseparable. For staff to engage in successful strategy, they need to understand both the business they work in and IT.

FederationWhen applications are supplied by a number of independent providers, the need to ensure a consistent view of critical underlying data across these providers arises. One common challenge is identity federation, where multiple services trust each other’s user information, such as access rights and preferences. Another challenge is master data federation, where common corporate data, such as product inventories or customer data, is shared across a number of applications.

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Virtualization introduces the possibility, and Cloud Computing further requires that externally sourced

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Virtualization introduces the possibility, and Cloud Computing further requires that externally sourced IT services play a greater role in the overall IT mix. Organizations need staff with vendor management

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IT services play a greater role in the overall IT mix. Organizations need staff with vendor management and partner relationships skills; that is, sourcing expertise.

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and partner relationships skills; that is, sourcing expertise.

Common IT and Business Strategy

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Common IT and Business StrategyIT strategy is always formulated in support of the business, but as an organization matures and engages

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IT strategy is always formulated in support of the business, but as an organization matures and engages in both sourcing in and delivering out capabilities in a cloud environment, IT decisions become decisions

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in both sourcing in and delivering out capabilities in a cloud environment, IT decisions become decisions about who and where the company does business. IT and business strategy become inseparable. For

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about who and where the company does business. IT and business strategy become inseparable. For staff to engage in successful strategy, they need to understand both the business they work in and IT.

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staff to engage in successful strategy, they need to understand both the business they work in and IT.

Federation

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FederationWhen applications are supplied by a number of independent providers, the need to ensure a consistent Sam

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When applications are supplied by a number of independent providers, the need to ensure a consistent

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l business strategy, as well as the Federation and Security processes. Cloud management platforms must be adopted, and people should think about service and not hardware.

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l must be adopted, and people should think about service and not hardware.

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IT services play a greater role in the overall IT mix. Organizations need staff with vendor management

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Security and RiskBecause cloud computing involves moving from an environment completely under in-house control to one in which a number of external vendors are relied upon, it poses unique challenges to the confi dentiality, integrity, and availability of data and processes with signifi cant bearing on the risk profi le of the organization.

Cloud Management PlatformsA company that adopts cloud computing must bring together diverse services from a variety of vendors, as well as in-house capabilities, in a consistent and consistently managed way. The emerging category of cloud management provides the capability to realize the potential of anytime, anywhere cloud computing.

Service, Not HardwareAs an organization becomes comfortable with virtualization, it stops talking about its servers and instead talks about the capacity it needs and where the capacity must be located. A company that adopts cloud computing can own a few servers while being able to deliver any number of virtual servers for just as long as their developers need them.


Virtualization and cloud computing share the need for cross-silo expertise, dynamic environments, usage metering, self-service, automation, and management tools.

Cross-Silo ExpertiseAs an organization gains experience with virtualization, roles within IT delivery are redefi ned. Planning, provisioning, and troubleshooting require a combination of skills such as networking and UNIX system administration, which are often found in separate IT silos in a conventional enterprise.

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Dynamic EnvironmentIn a typical company, processes such as server installation and inventory management are oriented around confi guration changes that, once provisioned, will last for years. Virtualized and cloud environments scale up and down dynamically and require supporting processes to handle changes that might last for only minutes or hours. For example, a developer might bring up a network of fi fty VMs to test a batch job after lunch and be done with them at 5 o’clock.

Self-ServiceConventional procedures to buy equipment or make confi guration changes can take months to complete in a complex organization and are manually intensive; requests can become “lost in the mail.” A balanced approach to self-service, which maintains control over fi nancial, operational, and technical constraints and delivers quickly when a standard request is made, is typical of the benefi ts virtualization and cloud computing bring to business and IT users alike.

Usage MeteringBefore virtualization, hardware and software assets were typically allocated to an individual business area within a company. The owning group bore the cost of purchase, housing, and support. However, as sharing increases with virtualization and cloud computing, it becomes necessary to collect usage statistics to allocate costs fairly. The design of this metering is critical for the discipline of demand management, which keeps costs under control.

AutomationThe move from physical to virtual allows the automation of a much greater proportion of the IT workload than in a conventional environment. Separating the process of resource allocation in hardware purchase allows a much-more streamlined and effi cient process for delivering customer requests for capacity and change.

Management ToolsMost enterprises have invested in a set of management tools to handle IT confi gurations, help-desk processes, monitoring, and other familiar IT challenges. Virtualization, together with the virtual and cloud-operating models, means that the systems that underpin in-house systems management must evolve to support both the new technologies and the new, more-dynamic operating model.

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l cloud-operating models, means that the systems that underpin in-house systems management must

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cient process for delivering customer requests for capacity and Not cient process for delivering customer requests for capacity and

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Summary

We have learned quite a bit about virtualization. Though it is a technology, it also involves a change in the mind-sets and skill-sets of the people in an organization, the processes and procedures they follow to deliver IT solutions, and the way the end clients use that IT. We have also learned how some of the changes taking place during the adoption of virtualization can lay the foundation for a move to cloud computing.You have just got a taste of what is involved in virtualization. Next, we will learn to identify when to adopt virtualization and when not to.

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adopt virtualization and when not to.

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adopt virtualization and when not to.Materia

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l We have learned quite a bit about virtualization. Though it is a technology, it also involves a change in

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l We have learned quite a bit about virtualization. Though it is a technology, it also involves a change in the mind-sets and skill-sets of the people in an organization, the processes and procedures they follow

Materia

l the mind-sets and skill-sets of the people in an organization, the processes and procedures they follow to deliver IT solutions, and the way the end clients use that IT. We have also learned how some of the

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l to deliver IT solutions, and the way the end clients use that IT. We have also learned how some of the changes taking place during the adoption of virtualization can lay the foundation for a move to cloud

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l changes taking place during the adoption of virtualization can lay the foundation for a move to cloud

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computing.

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computing.You have just got a taste of what is involved in virtualization. Next, we will learn to identify when to Mate

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adopt virtualization and when not to.Materia

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adopt virtualization and when not to.

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Topics Covered in This Module

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2.3 VIRTUALIZATION READINESS

Overcoming Problems

Virtualization overcomes such problems as: Running out of capacity. Having costly, excess capacity. Having too much capital tied up in server hardware.

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Running out of capacity.

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Organizational Readiness

Virtualization is growing rapidly because it delivers value for a wide range of applications. Nevertheless, it is not appropriate in all cases. There are a number of considerations when evaluating a candidate for virtualization and for determining whether the time is right for making the leap.Organizational considerations for assessing virtualization readiness include the need for a skilled IT workforce, the extent to which capital is expensive or unavailable, and whether there exists a high rate of IT change and critical use or a relatively static one.

Skilled IT WorkforceA skilled workforce is able and willing to take on the technical and operational challenges posed by virtualization. Furthermore, skilled workers want to work in an innovative and leading organization. This is a strong, positive indicator of virtualization readiness.

Capital Expensive or UnavailableOne of the easiest fi nancial benefi ts to achieve with virtualization is a reduction in or avoidance of capital expense by deferring the purchase of new servers and the related items — data centers, networks, and so on — that they require. This is a strong positive indicator of virtualization readiness.

High Rate of IT Change and Critical UseVirtualization, done right, can greatly reduce the time it takes to deliver an IT service. It can also greatly streamline major projects, such as premises moves and merger integration. This is a strong positive indicator of virtualization readiness.

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Skilled IT Workforce

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Skilled IT WorkforceA skilled workforce is able and willing to take on the technical and operational challenges posed by

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A skilled workforce is able and willing to take on the technical and operational challenges posed by virtualization. Furthermore, skilled workers want to work in an innovative and leading organization. This

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virtualization. Furthermore, skilled workers want to work in an innovative and leading organization. This is a strong, positive indicator of virtualization readiness.

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is a strong, positive indicator of virtualization readiness.

Capital Expensive or Unavailable

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Capital Expensive or UnavailableOne of the easiest

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One of the easiest expense by deferring the purchase of new servers and the related items — data centers, networks, and

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expense by deferring the purchase of new servers and the related items — data centers, networks, and so on — that they require. This is a strong positive indicator of virtualization readiness.

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so on — that they require. This is a strong positive indicator of virtualization readiness.

High Rate of IT Change and Critical UseSample

High Rate of IT Change and Critical Use

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l Virtualization is growing rapidly because it delivers value for a wide range of applications. Nevertheless,

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l Virtualization is growing rapidly because it delivers value for a wide range of applications. Nevertheless, it is not appropriate in all cases. There are a number of considerations when evaluating a candidate for

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l it is not appropriate in all cases. There are a number of considerations when evaluating a candidate for virtualization and for determining whether the time is right for making the leap.

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l virtualization and for determining whether the time is right for making the leap.Organizational considerations for assessing virtualization readiness include the need for a skilled IT

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workforce, the extent to which capital is expensive or unavailable, and whether there exists a high rate of IT change and critical use or a relatively static one.Mate

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of IT change and critical use or a relatively static one.

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Lack of In-House Skill SetVirtualization requires specifi c technical skills on new platforms. It also changes the way existing processes — data backup, virus protection, software distribution, and so on — should operate. The management must seek to improve the staff’s skill set through training, retraining, or outsourcing. This is a weak negative indicator of virtualization readiness.

Relatively Static ITFor many organizations, IT is a key enabler, but the needs of some organizations are minimal and without variation. If a business provides only the most basic services, now might not be the time to virtualize. Nevertheless, over time, it is likely that all services will be provided in a virtual environment. This is a negative indicator of virtualization readiness.

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Process Readiness

Process considerations for assessing virtualization readiness include a service management culture, diffi culty sharing among business units, and weak processes and controls.

Service Management CultureVirtualization requires a more proactive approach to service management and IT assurance than conventional systems do. Alternatively, trouble may arise from a lack of effective controls for ensuring that performance and functionality meet expectations. Having a strong service-management mentality is a key success factor and a strong positive indicator for virtualization readiness.

Diffi culty Sharing Among Business UnitsComplex organizations often have great diffi culty sharing IT assets among separately managed business units. This can be because of organizational contention for scarce resources or because of externally imposed pressures affecting change windows and the ability to be fl exible. Virtual infrastructure is shared infrastructure, but with an important difference — users can be isolated from each other with well-proven technology.If the root cause of the inability to share arises from poor coordination and change management problems, virtualization can help. If the problem lies in a shortage of resources, the solution will need to be found in stronger governance and not a technical fi x.Sam

ple that performance and functionality meet expectations. Having a strong service-management mentality

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that performance and functionality meet expectations. Having a strong service-management mentality is a key success factor and a strong positive indicator for virtualization readiness.

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is a key success factor and a strong positive indicator for virtualization readiness.

culty Sharing Among Business Units

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culty Sharing Among Business UnitsComplex organizations often have great dif

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Complex organizations often have great difunits. This can be because of organizational contention for scarce resources or because of externally

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units. This can be because of organizational contention for scarce resources or because of externally imposed pressures affecting change windows and the ability to be

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imposed pressures affecting change windows and the ability to be shared infrastructure, but with an important difference — users can be isolated from each other with

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shared infrastructure, but with an important difference — users can be isolated from each other with well-proven technology.

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well-proven technology.If the root cause of the inability to share arises from poor coordination and change management

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If the root cause of the inability to share arises from poor coordination and change management problems, virtualization can help. If the problem lies in a shortage of resources, the solution will need to Sam

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problems, virtualization can help. If the problem lies in a shortage of resources, the solution will need to be found in stronger governance and not a technical Sam

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be found in stronger governance and not a technical

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culty sharing among business units, and weak processes and controls.

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Service Management Culture

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l Service Management CultureVirtualization requires a more proactive approach to service management and IT assurance than

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Virtualization requires a more proactive approach to service management and IT assurance than conventional systems do. Alternatively, trouble may arise from a lack of effective controls for ensuring Mate

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conventional systems do. Alternatively, trouble may arise from a lack of effective controls for ensuring that performance and functionality meet expectations. Having a strong service-management mentality Mate

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that performance and functionality meet expectations. Having a strong service-management mentality is a key success factor and a strong positive indicator for virtualization readiness.Mate

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is a key success factor and a strong positive indicator for virtualization readiness.

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Weak Processes and ControlsAn organization with a weak service-management culture, or one that lacks well-defi ned processes and control, should tread carefully into virtualization. While modern virtualization technology is remarkably reliable and provides substantial instrumentation to support management processes, these management processes must be in place and adhered to or problems will arise. This is a strong negative indicator of virtualization readiness.The most critical processes to review include:

o Capacity Management: It is important not to provision too many virtual machines in the virtual environment for the available hardware resources or everyone’s performance will suffer and with it will suffer, the reputation and viability of virtual IT services.

o Service-Level Management: It is important to set expectations with users and provide follow-up to ensure their expectations are met, especially when rolling out a new technology.

o Incident and Problem Management: Virtualization isolates services from their underlying hardware and enables a great degree of consolidation and effi ciency; this can also mean that there are a lot of eggs in one basket. Nevertheless, most well-designed virtual environments exhibit much lower rates of downtime, particularly planned downtime. It is important that proactive problem management be undertaken to minimize unplanned downtime for the business.

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virtualization essentials student handbook

Documents

classroom material

sample copyright

challenges sample

course introduction

business value sample

chicago manual of style

virtualization landscape

virtualization readiness