Cloudification Sarah Christen 1/26/2016

Agenda Introductions Service Description Value Proposition Metrics Cost More information Q&A

Introductions Service owner: Sarah Christen Service manager: Shawn Bower Other service delivery team members: Marty Sullivan Ned Lacelle Nicole Rawleigh (1/2 time) Vacant

Cloudification Service Description Facilitate campus transition from on premise servers to cloud platforms and services Subject matter experts on new technologies and methodologies (DevOps, Continuous integration, reusable automation etc) Campus facing organization for CIT for Cloud technologies and IAAS implementations

Services provided Cloud onboarding VPC (virtual private cloud for AWS) or subscription (Microsoft) set up Configuration of SAAS tools (billing data, logging, monitoring, alerts, etc) Set up of Shibboleth (authentication and integration with AD) DUO Facilitate Security reviews Vendor training Internal tool training

Services provided cont. Develop Cloud Community on campus Billing management Liaison to other CIT groups for Cloud needs Consult on logging and monitoring solutions Document best practices for IAAS platforms Maintain and support tools (reusable automation, Docker registry, Jenkins, docker images) Consultation on cloud technologies, cloud providers, automation etc

Benefits of moving to the Cloud Scalability/flexibility – metered billing Cost savings Improved security and Disaster Recovery Automation and speed to delivery Robust tool set for Developers

Potential Value proposition Assumptions: Due to transition costs, savings at Amazon compared to Cornell are 25% in yr. 1, increasing to 50% by yr. 5 # of VM’s supporting database operating systems in CIT data center will grow 20% in yr. 1, declining to growth rate of 10% by yr. 4. Costs for VM , related hardware and administration will decline at rate of 10% year. If all databases were outsourced, 25% of DBA staff would still be retained for administration and vendor support. This assumes 50% savings from heating, cooling and space requirements if all databases were outsourced. However, potential savings would require much more detailed analysis of data center heating and cooling and space requirements. Sarah's team did a great analysis that estimates over 75% savings by moving KFS Prod to Amazon, and even more for non-Prod (see attached). But, for the presentation you're helping Ted with, I'd suggest a much more conservative estimate of "POTENTIAL" savings like "Year 1-3: 25%+ savings, and Year 4+: 50%+ savings". It could be considerably more advantageous than that, but it will take time and there will be startup costs, retraining of staff, cost to modify services, and of course a lot of resistance to change.     Why I recommend a more conservative estimate: Comparing Amazon costs to our VM farm is apples and orange. The Cornell VM service is like renting a house. You have to commit to a significant period of time, and your rent is based on the max capacity of the house (so, a single person who travels a lot still pays as much for a three bedroom home as a large family would). In contrast, Amazon has a traditional utility model, like the electricity or natural gas use at your home. You get a monthly bill for only what you used.​ This billing model difference most dramatically impacts the cost of services that have periodic resource spikes (whether from customer load, or use of DEV/TEST instances). So continuing the house analogy, on average a service like KFS requires only a small apartment, but a few times each year it requires a 5 bedroom home. In Amazon, we wouldn't be paying for all those unused bedrooms most of the year! Other factors I think we need to consider, things would take a great deal to time/effort to accurately calculate (if that's even possible), are: The decommissioning of existing resources (staff, servers, real estate) would happen in step functions. ie: You can't turn off a server until 100% of customers are off of it. The Systems & Infrastructure teams do great deal of work behind the scenes (security, response to audits, etc), and some of it would be needed still even if all services were entirely rehosted into Amazon.  If we eventually moved everything to Amazon, we could vacate most of the data center. That would be a significant shift of expensive resources from CIT to the research/education mission, but how do you measure the value of something like that?

Service Cost Cost to deliver the service is unknown as the team is still forming. Cloudification is free to campus – this is the move from on premise servers to cloud platforms AWS charges for infrastructure will be passed on to the customer through the central billing service Over time, CIT will develop on-going services for those who want support for their applications and services that have moved to the cloud. These services will be for fee.

Security Cloud vendors are able to provide much more robust physical security measures in their datacenters than we can do on premise. Customizable security services Shared responsibility model Disaster recovery and High availability

More information Service web page: http://blogs.cornell.edu/cloudification/

Questions?