Steps to Operationalize Private Cloud Computing



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This Special Report focuses on the challenges of operationalizing private cloud computing: new data center architectures, new software and automation architectures, fundamental process changes, and the metrics necessary to be effective and efficient.


In 2011, hundreds of private cloud pilots and many early production services were deployed. However, there will be 10 times that number in 2012. Enterprises are finding the appropriate (and inappropriate) roles for the cloud computing style, both private and public. Hybrid models are becoming central in future plans, and are changing selection and deployment plans today. Operationalizing private cloud — from process modification to process automation to new metrics — is the primary subject of this Special Report.


In "Top Five Trends for Private Cloud Computing," we discuss how the private cloud computing market is maturing in 2012. Service design and selection are key inhibitors, and "Private Cloud Computing: Target Services That Need Agility" discusses the issue. "Design Your Private Cloud with Hybrid in Mind" explains how the majority of private clouds will evolve to become hybrid, which early designs should reflect.

Data Center

Cloud and private cloud computing will change hardware and data center architectures. "An Essential Fabric Maturity Model: Ignore at Your Own Risk" describes the evolutionary shift toward fabric architectures. Data center choices are becoming more challenging in a cloud computing world, discussed in "Key Pitfalls of Moving to a Hybrid Data Center and Cloud Architecture." Migrating storage to cloud providers is fraught with risk, and "Use Heterogeneous Storage Virtualization as a Bridge to the Cloud" discusses an effective approach to overcoming the risks. Private cloud is one of many challenges in 2012, described in "Data Center Executives Must Address Many Issues in 2012."


Cloud management platforms will be the automation technology for private clouds, discussed in "Cloud Management Platforms: A Step Toward 'ERP for IT'." Automation of IT processes are fundamental to service-orientation and speed, discussed in "IT Process Automation: Minding the Machines," "IT Process Automation: Moving From Basics to Best Practices" and "IT Process Automation: Run Book Automation Tools Mature to Broader Use." Cloud computing is fundamentally reshaping the competitive market, which we discuss in "Uses of IT Process Automation Tools: The Changing Vendor Landscape." Microsoft is one of the vendors reshaping its architecture and pricing models, analyzed in "Plan Now for Microsoft System Center 2012 Licensing Changes."


Traditional and new operational methods are colliding as private cloud services are being designed and deployed. Gartner believes that there are lessons to be learned from both. "Accelerate IT Transformation With Cloud Computing Best Practices" provides an overview approach. DevOps represents the "new" approach typically leveraged by cloud computing providers, and we discuss the importance of adding security processes in "DevOpsSec: Creating the Agile Triangle." ITIL may be traditional, but it is also evolving to enable cloud computing models, as analyzed in "Leverage ITIL 2011 to Build Process Capabilities for Effective Management of Cloud-Based IT Services."


Metrics need to be fundamentally re-examined and enhanced for cloud computing, public and private. Measuring ROI, including agility metrics, and evaluating maturity are all discussed in "Business-Aligned Metrics for IT Services in Cloud: Returns on Agility, Elasticity, Continuity and Consistency," "A Four-Step Approach to Leverage ITScore in Cloud Adoption," "Financial Ratios in Cloud Strategies" and "The Metrics and Measurability of IT Services and ITIL Processes in the Context of the Cloud."

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© 2012 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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