Data center migration Archives

Datacenter Migration to the Cloud: Why Your Business Should Do it and How to Plan for it

Datacenter migration is ideal for businesses who are looking to exit or reduce on-premises datacenters, migrate workloads as is, modernize apps, or leave another cloud. Executing migrations, however, is no small task, and as a result, there are many enterprise workloads that still run in on-premises datacenters. Often technology leaders want to migrate more of their workloads and infrastructure to a private or public cloud, but they are turned off by the seemingly complex processes and strategies involved in cloud migration or lack the internal cloud skills necessary to make the transition.

Though datacenter migration can be a daunting business initiative, the benefits of moving to the cloud are well worth the effort, and the challenges of the migration process can be mitigated by creating a strategy, using the correct tools, and utilizing professional services. Datacenter migration provides a great opportunity to revise, rethink, and improve an organization’s IT architecture. It also ultimately impacts business-critical drivers such as reducing capital expenditure, decreasing ongoing cost, improving scalability and elasticity, improving time-to-market, enacting digital transformation, and attaining improvements in security and compliance.

What are Common Datacenter Migration Challenges?

To ensure a seamless and successful migration to the cloud, businesses should be aware of the potential complexities and risks associated with a datacenter migration. The complexities and risks are addressable, and if addressed properly, organizations can create not only an optimal environment for their migration project, but provide the launch point for business transformation.

Not Understanding Workloads

While cloud platforms are touted as flexible, it is a service-oriented resource and should be treated as such. To be successful in cloud deployment, organizations need to be aware of performance, compatibility, performance requirements (including hardware, software, and IOPS), required software, and adaptability to changes in their workloads. Teams need to run their cloud workloads on the cloud service that is best aligned with the needs of the application and the business.

Not Understanding Licensing

Cloud marketplaces allow businesses to easily “rent” software at an hourly rate. Though the ease of this purchase is enticing, it’s important to remember that it’s not the only option out there. Not all large vendors offer licensing mobility for all applications outside the operating system. In fact, companies should leverage existing relationships with licensing brokers. Just because a business is migrating to the cloud doesn’t mean that a business should abandon existing licensing channels. Organizations should familiarize themselves with their choices for licensing to better maximize ROI.

Not Looking for Opportunities to Incorporate PaaS

Platform as a service (PaaS) is a cloud computing model where a cloud service provider delivers hardware and software tools to users over the internet versus a build-it-yourself Infrastructure as a Service (IaaS) model. The PaaS provider abstracts everything—servers, networks, storage, operating system software, databases, development tools—enabling teams to focus on their application. This enables PaaS customers to build, test, deploy, run, update and scale applications more quickly and inexpensively than they could if they had to build out and manage an IaaS environment on top of their application. While businesses shouldn’t feel compelled to rewrite all their network configurations and operating environments, they should see where they can have quick PaaS wins to replace aging systems.

Not Proactively Preparing for Cloud Migration

Building a new datacenter is a major IT event and usually goes hand-in-hand with another significant business event, such as an acquisition, or outgrowing the existing datacenter. In the case of moving to a new on-premises datacenter, the business will slow down as the company takes on a physical move. Migrating to the cloud is usually not coupled with an eventful business change, and as a result, business does not stop when a company chooses to migrate to the cloud. Therefore, a critical part of cloud migration success is designing the whole process as something that can run along with other IT changes that occur on the same timeline. Application teams frequently adopt cloud deployment practices months before their systems actually migrate to the cloud. By doing so, the team is ready before their infrastructure is even prepared, which makes cloud migration a much smoother event. Combining cloud events with other changes in this manner will maximize a company’s ability to succeed.

Treating and Running the Cloud Environment Like Traditional Datacenters

It seems obvious that cloud environments should be treated differently from traditional datacenters, but this is actually a common pitfall for organizations to fall in. For example, preparing to migrate to the cloud should not include traditional datacenter services, like air conditioning, power supply, physical security, and other datacenter infrastructure, as a part of the planning. Again, this may seem very obvious, but if a business is used to certain practices, it can be surprisingly difficult to break entrenched mindsets and processes.

How to Plan for a Datacenter Migration

While there are potential challenges associated with datacenter migration, the benefits of moving from physical infrastructures, enterprise datacenters, and/or on-premises data storage systems to a cloud datacenter or a hybrid cloud system is well worth the effort.

Now that we’ve gone over the potential challenges of datacenter migration, how do businesses enable a successful datacenter migration while effectively managing risk?

Below, we’ve laid out a repeatable high-level migration strategy that is broken down into four phases: Discovery, Planning, Execution, and Optimization. By leveraging a repeatable framework as such, organizations create the opportunity to identify assets, minimize migration costs and risks using a multi-phased migration approach, enable deployment and configuration, and finally, optimize the end state.

Phase 1: Discovery

During the Discovery phase, companies should understand and document the entire datacenter footprint. This means understanding the existing hardware mapping, software applications, storage layers (databases, file shares), operating systems, networking configurations, security requirements, models of operation (release cadence, how to deploy, escalation management, system maintenance, patching, virtualization, etc.), licensing and compliance requirements, as well as other relevant assets.

The objective of this phase is to have a detailed view of all relevant assets and resources of the current datacenter footprint.

The key milestones in the Discovery phase are:

Creating a shared datacenter inventory footprint: Every team and individual who is a part of the datacenter migration to the cloud should be aware of the assets and resources that will go live.
Sketching out an initial cloud platform foundations design: This involves identifying centralized concepts of the cloud platform organization such as folder structure, Identity and Access Management (IAM) model, network administration model, and more.

As a best practice, companies should engage in cross-functional dialogue within their organizations, including teams from IT to Finance to Program Management, ensuring everyone is aligned on changes to support future cloud processes. Furthermore, once a business has migrated from a physical datacenter to the cloud, they should consider whether their datacenter team is trained to support the systems and infrastructure of the cloud provider.

Phase 2: Planning

When a company is entering the Planning phase, they are leveraging the assets and deliverables gathered in the Discovery phase to create migration waves to be sequentially deployed into non-production and production environments.

Typically, it is best to target non-production migration waves first, which helps identify the sequence of waves to migrate first. To start, consider the following:

Mapping the current server inventory to the cloud platform’s machine types: Each current workload will generally run on a virtual machine type with similar computing power, memory, and disk. Oftentimes though, the current workload is overprovisioned, so each workload should be evaluated to ensure that it is migrated onto the right VM for that given workload.
Timelines: Businesses should lay out their target dates for each migration project.
Workloads in each grouping: Figure out what migration waves are grouped by i.e. non-production vs. production applications.
The cadence of code releases: Factor in any upcoming code releases as this may impact the decision of whether to migrate sooner or later.
Time for infrastructure deployment and testing: Allocate adequate time for testing infrastructures before fully moving over to the cloud.
The number of application dependencies: Migration order should be influenced by the number of application dependencies. The applications with the fewest dependencies are generally good candidates for migration first. In contrast, wait to migrate an application that depends on multiple databases.
Migration complexity and risk: Migration order should also take complexity into consideration. Tackling simpler aspects of the migration first will generally yield a more successful migration.

As mentioned above, the best practice for migration waves is to start with more predictable and simple workloads. For instance, companies should start with migrating file shares first, then databases and domain controlled, and save the apps for last. However, sometimes the complexity and dependencies don’t allow for a straightforward migration. In these cases, utilizing an experienced service provider who has experience with these complex environments will be prudent.

Phase 3: Execution

Once companies have developed a plan, they can bring them to fruition in the Execution phase. Here, businesses will need to be deliberate about the steps they take and the configurations they develop.

In the Execution phase, companies will put into place infrastructure components and ensure they are configured appropriately, like IAM, networking, firewall rules, and Service Accounts. Here is also where teams should test the applications on the infrastructure configurations to ensure that they have access to their databases, file shares, web servers, load balancers, Active Directory servers, and more. Execution also includes using logging and monitoring to ensure applications continue to function with the necessary performance.

In order for the Execution phase to be successful, there needs to be agile application debugging and testing. Moreover, organizations should have both a short and long-term plan for resolving blockers that may come up during the migration. The Execution phase is iterative and the goal should be to ensure that applications are fully tested on the new infrastructure.

Phase 4: Optimization

The last phase of a datacenter migration project is Optimization. After a business has migrated its workloads to the cloud, it should conduct periodic reviews and planning to optimize the workloads. Optimization includes the following activities:

Resizing machine types and disks
Leveraging software like Terraform for more agile and predictable deployments
Improving automation to reduce operational overhead
Bolstering integration with logging, monitoring, and alerting tools
Adopting managed services to reduce operational overhead

Cloud services provide visibility into resource consumption and spending, and organizations can more easily identify the compute resources they are paying for. Additionally, businesses can identify virtual machines they need or don’t need. By migrating from a traditional datacenter environment to a cloud environment, teams will be able to optimize their workloads due to the powerful tools that cloud platforms provide.

How do I take the first step in datacenter migration?

While undertaking a full datacenter migration is a significant project, it is worthwhile. The migration framework we’ve provided can help any business break down the process into manageable stages and move fully to the cloud.

When you’re ready to take the first step, we’re here to help to make the process even easier. Contact a 2nd Watch advisor today to get started with your migration to the cloud.

Top Business Issues When Moving to the Cloud

Jeff Aden, EVP of Business Development and Marketing at 2nd Watch, recently contributed this article on top business issues when moving to the cloud to Data Center Knowledge. Enjoy!

When planning a move to the cloud, CIOs often worry about if and how legacy applications will migrate successfully, what level of security and archiving they need, whether they have the right internal skills and which cloud providers and toolsets are the best match for business goals.

There are also a number of business issues to consider, such as the changing nature of contracts and new considerations for budgeting and financial planning. For instance, transitioning from large upfront capital purchases, such as data center investments and software agreements to monthly service fees can help lower costs related to the management and maintenance of technology, much of which is underutilized. There’s also no need to deploy capital on unutilized resources — all positive changes. Yet pay-as-you-go pricing also brings a change in how IT is purchased: the CFO will need processes for monitoring usage and spending, to prevent so-called cloud sprawl. Here’s our take on the top considerations beyond technology planning for making a smooth move to the cloud.

Working with existing IT outsourcers

A recent survey by Gartner noted that approximately 70% of CIOs surveyed will be changing IT vendor and sourcing relationships over the next two years. The primary reason for this shift is that most traditional IT service providers aren’t delivering public cloud-related services or products that are suited for the transition to a digital business. Dissolving or changing relationships with longtime IT partners will take some thought around how to structure the right business terms. For instance, when renewing contracts with current vendors, companies may seek to add a clause allowing them to bifurcate between current services (hardware/colocation) and emerging services such as cloud. This will allow the right provider with the right skill sets to manage the cloud workloads. If your company is within an existing contract that’s not up for renewal soon, look for another legal out, such as “default” or “negligent” clauses in the contract, which would also allow you to hire a reputable cloud IaaS firm because your current provider does not have the skill set, process for expertise in a new technology. Reputable vendors shouldn’t lock their customers into purchasing services which aren’t competitive in the marketplace. Yet, the contract rules everything, so do whatever you can to ensure flexibility to work with cloud vendors when renewing IT contracts.

Limits of liability

This contractual requirement gives assurances to the customer that the vendor will protect your company, if something goes wrong. Limits of liability are typically calculated on the number of staff people assigned to an account and/or technology investments. For instance, when a company would purchase a data center or enter into a colocation agreement, it required a large CAPEX investment and a large ongoing OPEX cost. For these reasons, the limits of liability would be a factor above this investment and the ongoing maintenance costs. With the cloud, you only pay for what you use which is significantly less but grows overtime. Companies can manage this risk by ensuring escalating limits of liability which are pegged to the level of usage. As your cloud usage grows, so does your protection.

Financial oversight

As mentioned earlier, one advantage of on-premise infrastructure is that the costs are largely stable and predictable. The cloud, which gives companies far more agility to provision IT resources in minutes with a credit card, can run up the bill quickly without somebody keeping a close watch of all the self-service users in your organization. It’s more difficult to predict costs and usage in the cloud, given frequent changes in pricing along with shifts in business strategy that depend upon easy access to cloud infrastructure. Monitoring systems that track activity and usage in real time, across cloud and internal or hosted environments are critical in this regard. As well, finance tools that allow IT and finance to map cloud spending to business units and projects will help analyze spend, measure business return and assist with budget planning for the next quarter or year. Cloud expense management tools should integrate with other IT cost management and asset management tools to deliver a quick view of IT investments at any moment. Another way to control spend is to work with a reseller. An authorized reseller will be able to eliminate credit card usage, providing your company with invoicing and billing services, the ability to track spend and flexible payment terms. This approach can save companies time and money when moving to the cloud.

Service catalogue

A way to manage control while remaining agile is to implement a service catalogue, allowing a company’s security and network teams to sign off on a design that can be leveraged across the organization multiple times with the same consistency every time. Service catalogues control which users have access to which applications or services to enable compliance with business policies while giving employees an easy way to browse available resources. For instance, IT can create a SAP Reference Implementation for a environment. Once this is created, signed off by all groups, and stored in your service catalogue it can be leveraged the same way, every time and by all approved users. This provides financial control and governance over how the cloud is being deployed in your organization. It can also move your timelines up considerably, saving you weeks and months from ideation to deployment.

Staffing/organizational changes

With any shift in technology, there is a required shift in staffing and organizational changes. With the cloud, this involves both skills and perspective. Current technologists whom are subject matter experts, such as SAN engineers, will need to understand business drivers, adopt strategic thinking and have a focus on business-centered innovation. The cloud brings tools and services that change the paradigm on where and how time is being spent. Instead of spending 40% of your time planning the next rack of hardware to install, IT professional should focus their energies responding to business needs and providing valuable solutions that were previously cost prohibitive, such as spinning up a data warehouse for less than a $1,000 per year.

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