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Cloud – A strategic opportunity

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Microsoft
Microsoft

Over the years the traditional setup with on premise geographically spread datacenters has made it increasingly challenging for MGIS to scale, maintain, support agility and meet business requirements. In this session MGIS will explain why they made the decision to embrace the cloud and start consolidating and transitioning datacenters to Azure World Wide. Pat Leahy, Head of Capability Management, Maersk Line

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Cloud – A strategic opportunity  Pat Leahy, Head of Capability Management, MGIS
 Enables Maersk to take control of automation and orchestration leading to partnerships but avoiding vendor lock in Uses automation layer and policies to drive best placement of workload Leverages rapid deployment (anywhere) via automated build and continuous integration. Real time feedback of staging and production errors – augmented by automated testing scenarios (self testing) Qualitative approach by cloning production based environment and source code - as well as build scripts being constantly open to scrutiny / improvement Approach consumes vendor services agnostically as required based on services / economic model Careful consideration needs to be given RE having too many vendors with same offering otherwise too much complexity with limited benefit: law of diminishing returns Systems Management & Integration Vendor / Location agnostic computing Service Management Business units digital transformation strategy – Supporting the development through standardization and agile provisioning Key for Maersk Control & Ownership IBM EDEN IAAS IBM SOFTLAYER (Cloud) Management Build Tools Policy Driven workload placement / Automation Workflow management MICROSOFT AZURE ORACLE Service Now Service Catalogue including Patterns / Portal Self Service Policy Driven – Decision Tree MonitoringMonitoring Monitoring Monitoring FUTURE Considerations Templates CMDB Hybrid Cloud Strategy
Azure Cloud – Right for Maersk Established and ongoing commercial engagement on a wider portfolio (Office 365, Skype for Business, etc) Capabilities Global Reach Mature capabilities across a large portfolio of products in IaaS, PaaS and SaaS providing a high level of integration With a globally dispersed conglomerate of businesses, and the diversity of requirements in the different locations, Azure’s reach overcomes some of todays Maersk challenges Relationship
First Step into the Azure Cloud
The Journey • Introduced standardised, state of the art platforms providing a simpler, faster and more stable offering to our customers • Reduced technical debt on obsolete hardware and eliminated WS2003 security risk from the legacy regional data centres • Provided a globally distributed platform enabling agile development and business continuity • 30% NPV savings over 5 years • Tests with Damco users on ILSE application post migration recorded average response time improvement of 60% • Feedback from Damco continuous improvement team report that BST application “responds faster than the old one” • The project team Successfully achieved minimal disruption to critical business functions during the migration and decommissioning of core infrastructure/applications from the data centres. Considering the complexities faced by the team and an aggressive timeline, disruption was kept to a minimum and resolved as a priority
Looking Ahead An increase appetite from our customers for ‘out of the box’ PaaS and SaaS services PaaS SaaS Implementing an operating model aligned to the Hybrid Cloud Strategy Drive down ‘time to deliver’ through automation and integration of tools Value for our customers– Flexible and fit for purpose solutions Grow the cloud model whilst continuing to protect our assets Provide standardised platforms for development services

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Cloud – A strategic opportunity

  • 1. Cloud – A strategic opportunity  Pat Leahy, Head of Capability Management, MGIS
  • 2.
  • 3.  Enables Maersk to take control of automation and orchestration leading to partnerships but avoiding vendor lock in Uses automation layer and policies to drive best placement of workload Leverages rapid deployment (anywhere) via automated build and continuous integration. Real time feedback of staging and production errors – augmented by automated testing scenarios (self testing) Qualitative approach by cloning production based environment and source code - as well as build scripts being constantly open to scrutiny / improvement Approach consumes vendor services agnostically as required based on services / economic model Careful consideration needs to be given RE having too many vendors with same offering otherwise too much complexity with limited benefit: law of diminishing returns Systems Management & Integration Vendor / Location agnostic computing Service Management Business units digital transformation strategy – Supporting the development through standardization and agile provisioning Key for Maersk Control & Ownership IBM EDEN IAAS IBM SOFTLAYER (Cloud) Management Build Tools Policy Driven workload placement / Automation Workflow management MICROSOFT AZURE ORACLE Service Now Service Catalogue including Patterns / Portal Self Service Policy Driven – Decision Tree MonitoringMonitoring Monitoring Monitoring FUTURE Considerations Templates CMDB Hybrid Cloud Strategy
  • 4. Azure Cloud – Right for Maersk Established and ongoing commercial engagement on a wider portfolio (Office 365, Skype for Business, etc) Capabilities Global Reach Mature capabilities across a large portfolio of products in IaaS, PaaS and SaaS providing a high level of integration With a globally dispersed conglomerate of businesses, and the diversity of requirements in the different locations, Azure’s reach overcomes some of todays Maersk challenges Relationship
  • 5. First Step into the Azure Cloud
  • 6. The Journey • Introduced standardised, state of the art platforms providing a simpler, faster and more stable offering to our customers • Reduced technical debt on obsolete hardware and eliminated WS2003 security risk from the legacy regional data centres • Provided a globally distributed platform enabling agile development and business continuity • 30% NPV savings over 5 years • Tests with Damco users on ILSE application post migration recorded average response time improvement of 60% • Feedback from Damco continuous improvement team report that BST application “responds faster than the old one” • The project team Successfully achieved minimal disruption to critical business functions during the migration and decommissioning of core infrastructure/applications from the data centres. Considering the complexities faced by the team and an aggressive timeline, disruption was kept to a minimum and resolved as a priority
  • 7. Looking Ahead An increase appetite from our customers for ‘out of the box’ PaaS and SaaS services PaaS SaaS Implementing an operating model aligned to the Hybrid Cloud Strategy Drive down ‘time to deliver’ through automation and integration of tools Value for our customers– Flexible and fit for purpose solutions Grow the cloud model whilst continuing to protect our assets Provide standardised platforms for development services
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