What email address or phone number would you like to use to sign in to Docs.com?
If you already have an account that you use with Office or other Microsoft services, enter it here.
Or sign in with:
Signing in allows you to download and like content, and it provides the authors analytical data about your interactions with their content.
Embed code for: Consolidated Cloud Collaboration
Select a size
© 2014 TREXIN CONSULTING, LLC 1 WWW.TREXIN.COM Trexin Insight Paper (TIP) TIP Publication Date December 17, 2014 Consolidated Cloud Collaboration A Modern Enterprise Model The Issue This is a composite of several experiences from Trexin client interactions we have encountered where companies have engaged in application consolidation into a Cloud/Hybrid model. Typically we encounter a global company with disparate systems and multiple versions distributed in various geographic locations with different teams and governance models. This should be a very familiar scenario to the vast majority of people in the IT field. Business Drivers The results of merger and acquisition having occurred over the years which has led to a glut of systems and applications Market peers are achieving competitive advantage by leveraging cloud and hybrid model efficiencies Employees have difficulty collaborating effectively which leads to them seeking alternative solutions which often lead to data breaches or vulnerabilities Having multiple financial systems leads to friction in getting a clear picture of the actual state of affairs Duplication of roles and responsibilities across the various systems and creates greater overhead costs Our Approach As a consultancy that prides itself on its strategically aligned, delivery-centric ability to apply technology solutions to business problems, Trexin does just that. Collect comprehensive information regarding application services offered across the Enterprise Develop a Global Application and Collaboration Platform architecture Define Discovery, Plan and Migration phase activities © 2014 TREXIN CONSULTING, LLC 2 WWW.TREXIN.COM Map current state service catalog to target platform Develop a change management and communications program, and make both ready for stakeholder review Finalize the catalog, publish and communicate it per approved direction from stakeholders Manage migration effort execution to timely conclusion Current State: Continentally Distributed Systems with Regional Variations As was stated previously, one of the common scenarios we encounter is a company with global presence that has grown, among other ways, through merger and acquisition. The resultant inventory of applications and systems causes regional and local silo-ing of information and duplication of resources. We commonly see companies still trying to get off of Lotus Notes and onto Exchange and SharePoint that also want to adopt technologies like Jabber and Lync. Below is a graphic of composites that demonstrates the “typical” situation. Any given company doesn’t necessarily have all four. Some companies may only have a North American presence with a toe stuck in Europe and back office operations in the form of offshore resources in India, Mexico or Eastern Europe. Even then, however, they will often have offices in Canada which still presents the same international trade and regulatory hurdles which leads to differing governance and compliance rules and requirements. North America APAC EMEALATAM Original State Regional Application & Collaboration Systems Exchange Active Directory SharePoint Salesforce Exchange Active Directory SharePoint Lotus NotesPeopleSoft Exchange Active Directory SharePoint QuickBooksSugarCRM Exchange Active Directory SharePoint x 4 Lotus NotesDynamics Figure 1. Original State With the advent of cloud technologies and the maturation of their service offerings, many companies are recognizing the cost savings and efficiencies of scale these companies provide. © 2014 TREXIN CONSULTING, LLC 3 WWW.TREXIN.COM As a result such cloud-based models are becoming the norm and those who do not adopt them are recognizing the competitive disadvantage of not adopting such a model. Target Operating Model: A Standardized Global Business Platform What would such a model look like? You might be asking yourself and the answer shouldn’t come as much of a surprise but that is not to say understanding the target state and getting there are the same thing. The graphic below is such a model and contains many of the players you might expect: Salesforce for CRM and some degree of ERP Taleo for full-on talent management Azure as your IaaS platform, development environment, and integration point Office 365 as your productivity and collaboration vehicle You could just as easily leverage AWS instead of, or alongside, Azure. Box.net and Google Docs in place of Office 365. However, this model makes certain assumptions. Target State Global Application and Collaboration Platform Continental Farms Central Portal Email & Calendar Instant Messagig Business Intelligence Team & Project sites CRM ERP Lead Generation Customer Service ADFS Server virtualization App Dev SQL Server Recruiting Onboarding Performance Management Learning Figure 2. Target State Assumptions You are a Microsoft dependent organization SharePoint has a large presence in your firm There is still a compliance requirement for on-premise SharePoint SQL server is the foundation of your data and analytics Visual Studio is your application development environment Salesforce is your sales and CRM platform of choice Taleo satisfies HRs requirements Reasons for these assumptions Office 365 and SharePoint are the leaders in their respective areas Azure, Visual Studio and SQL Server are sibling offerings as well market leaders Salesforce is a preeminent cloud platform adopted by companies large and small © 2014 TREXIN CONSULTING, LLC 4 WWW.TREXIN.COM Taleo is currently one of the most robust solutions of its kind and rounds out the architecture with an Oracle offering This represents a sound and likely composite based on our experiences Benefits of a Adopting Such a Model Strategic Service Orientation It’s a fact that has been reported upon, applauded and evangelized: the Cloud allows you to convert capital expenditures into to operating costs as well as makes many aspects of IT behave more like a utility. These are great points and have been well discussed and are quite important. For IT management the real benefit is allowing technology to move up the value chain and act more strategically and service oriented. Simplification of Operational Intelligence With the advent of tools like Splunk, BI is no longer the only area of the Enterprise to benefit from innovations and advances in the areas of Big Data and analytics. Operational intelligence, the gathering and analyzing of machine data, can provide a whole new level of insight allowing the tactical side of IT to be better aligned and responsive which naturally allow such organizations to act with… Greater Agility Agile is another area that is an oft discussed area of technology development. The benefits are obvious, development environments can be easily spun up in Amazon Web Services and Azure. Collaborative tools such as Gitbub and the rather quirky Plunker are means to create and share development ideas and POCs. It also allows operations and infrastructure teams to easily spin up testing environments and create baseline images for a variety of environments across SDLC and ADLC stacks. Those teams can architect more robust and fault tolerant hybrid environments as well. Open platforms such as Docker are allowing deployment of cloud developed applications with less friction across environments in a more iterative fashion. Program Management: The Phases and Activities – Mapping and Migration Below in Figure 3 is a pretty clearly delineated three phase models that illustrates the process and incumbent activities for mapping and migrating the application stack for the previously discussed disparate, continental original state towards the target model. First, it demonstrates the need for a thorough discovery phase that identifies the various systems, versions of said systems, dependencies and requirements. Next, it walks through the need for a well thought out planning process and as you can see punctuates the need for a well structure communications plan. Lastly, the migration activities are listed across the application and infrastructure stack. Buoying these three phases is a focus on daily operations and support. This is a key consideration for such an initiative. Ensuring that the day-day business experiences the © 2014 TREXIN CONSULTING, LLC 5 WWW.TREXIN.COM fewest impacts possible and being able to respond accordingly in a timely fashion to any such incidents is key to maintaining your business partner’s trust which will be key in the “new reality” phase of operations. Exchange Email Calendar Directory Active Directory Users Groups Access Authorization SharePoint Portals Project & Team Sites Collaboration Lotus Notes Email Calendar Directory Collaboration Portals Databases App Dev Financial Systems Accounting Asset Management Project planning Database Servers Databases Warehouses Data Marts Analytics CRM Systems Lead Generation Prospect Customer Service Sales Automation HR Systems Recruiting Onboarding Staff evals Learning Discover Audit current environments Identify storage needs Average user mailbox size Total mailstore size Number of distribution lists Map application dependencies Plan Master communications/ migration plans Governance Collaboration plans Mail and calendar plans Application plans Conversion plans Migrate Execute Communications Perform NA migrations Perform LATAM migrations Perform EMEA migrations Perform APAC migrations Discover Determine applications in use Map applications to platform Opportunities for consolidation Application dependencies Identify business requirements Plan Master CRM/ERP/HR communications/ migration plans Data mapping Governance Financial Systems plans CRM plans HR plans Migrate Provision platform tenant Define custom data Create users/prepare SSO Migrate Data Validate Data Discover # of domains & trusts Functional levels Login script details File server mappings Systems to be virtualized Network architecture Potential points of failure Plan Operations coordination and migration plans Baseline domain functional level Sync & replication architecture Consolidation plan Group policies Master Data Model Migrate Socialize plans with IT management Coordinate Server teams efforts Create Affinity Groups Create Virtual Networks Deploy ADFS Setup DirSync Define server images Migrate servers CRM ERP Lead Generation Customer Service Central Portal Email & Calendar Instant Messagig Business Intelligence Team & Project sites Directory Services User Profiles Virtual Infrastrcture ADFS Server virtualization App Dev SQL Server MDM Recruiting Onboarding Performance Management Learning Systems Management Monitoring Alerting Metrics Configuration MDM Daily Operations – Change Freezes | Service Desk – Run Books Daily Operations – Change Freezes | Service Desk – Run Books Daily Operations – Change Freezes | Service Desk – Run Books Figure 3. Mapping and Phases Figure 4 is a more detailed (though abbreviated) example of mapping applications along with vital information for the applications that will be getting migrated. Identifying regional ownership split between the business and technology is a key consideration in identifying the requirements for such a process. You will find this to be quite valuable in constructing your timeframes. It will allow you to determine such business events such as blackout periods when changes simply can’t happen. This will be important in identifying your stakeholder’s priorities. This process will also allow you to develop the necessary relationships with the business partners which will be of utter importance throughout the migration process and ensure you have allies once your applications are in the cloud. © 2014 TREXIN CONSULTING, LLC 6 WWW.TREXIN.COM Regions Branches System Name Business Owner Tech Owner Target Platform Corp Finance CBRS Jen Jones Jeff James SalesForce Corp ITO Exchange 2010 Andy Atkins Tom Jones Office 365 Corp ITO SharePoint 2010 Andy Atkins Tom Jones Office 365 NA-East Charlotte Sage HRMS Darnell Hughs Jeremy Breen Taleo NA-East Charlotte Research Insight Jesse Wahl Jeremy Breen Azure NA-Central St. Paul Documentum Erik Idasson Jim Smith Azure NA-Central St. Paul EZ Data Tina Talman Jim Smith SalesForce NA-West San Diego Exchange 2007 Jack Johnson Jack Johnson Office 365 NA-West San Diego Timeslips Jun Quan Jack Johnson SalesForce NA-West San Diego Quickbooks Juan Esposito Jack Johnson SalesForce NA-West Redmond Finn Tools Jack Johnson Jack Johnson Off-shore B/O NA-West Redmond Real Options Jack Johnson Jack Johnson Off-shore B/O EMEA London Lotus Notes 5 Ian Block Ian Block Office 365 EMEA London HRM Rory Stevens Ian Block Taleo APAC Tokyo Lotus Notes 6 Lin Chen Lin Chen Office 365 APAC Tokyo SharePoint 2013 Lin Chen Lin Chen Office 365 LATAM Sao Paulo SalesForce Gabriel Castro Victor Gomez SalesForce Figure 4. Example Mapping Exercise So What Do I Do Next? The first step towards reaching any solution is identifying the problem. You don’t want to be Chicken Little announcing the sky is falling just because your company’s technology assets have the geographic profile and inventory illustrated in Figure 1. The key is to listen to your business partners, meet with operations colleagues on a regular basis and if you begin to hear a consistent narrative that indicates that incompatible systems, frequent downtimes, business travelers having difficulty getting support on the road are causing problems then you will want to begin to construct your case for developing your own Consolidated Cloud Collaboration model. Appendix Architectural Insight: Azure – ADFS – Office 365 I’ve included the diagram in Figure 5 to provide some baseline architectural perspective on what such a model would contain. Here we have used Office 365, Azure and ADFS as key architectural elements and defined some of the replication and syncing activities that occur and how they relate to the user experience. © 2014 TREXIN CONSULTING, LLC 7 WWW.TREXIN.COM ADFS Proxy ADFS Host Office 365 User Account User Profile Service Mailboxes Two-Factor Auth MDM Server Baseline Architecture AD DC 1 AD DC 2 Gateway Gateway 2 Firewall 1 Firewall 2 DirSync 1 Replication Headquarters Remote Offices Data Centers Laptops & Mobile Devices Azure AD DirSync 2 Figure 5. Baseline Architecture This TIP was written by: Sean Lawrence. Sean is a forward-thinking, results driven, service-oriented professional with a proven record of accomplishment in leading infrastructure, ECM/collaboration and support efforts to achieve business outcomes through technology. Sean welcomes comments and discussion on this topic and can be reached at firstname.lastname@example.org earning Systems Management Monitoring Alerting Metrics Configuration MDM Daily Operations – Change Freezes | Service Desk – Run Books Daily Operations – Change Freezes | Service Desk – Run Books Daily Operations – Change Freezes | Service Desk – Run Books Figure 3. Mapping and Phases Figure 4 is a more detailed (though abbreviated) example of mapping applications along with vital information for the applications that will be getting migrated. Identifying regional ownership split between the business and technology is a key consideration in identifying the requirements for such a process. You will find this to be quite valuable in constructing your timeframes. It will allow you to determine such business events such as blackout periods when changes simply can’t happen. This will be important in identifying your stakeholder’s priorities. This process will also allow you to develop the necessary relationships with the business partners which will be of utter importance throughout the migration process and ensure you have allies once your applications are in the cloud. © 2014 TREXIN CONSULTING, LLC 6 WWW.TREXIN.COM Regions Branches System Name Business Owner Tech Owner Target Platform Corp Finance CBRS Jen Jones Jeff James SalesForce Corp ITO Exchange 2010 Andy Atkins Tom Jones Office 36