IBM Cloud Service Management & Operations Field Guide

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IBM Cloud Service Management & OperationsField Guide

Download the current version of theIBM Cloud Service Management &Operations Field Guidehttps://ibm.biz/csmo-field-guide Copyright International Business Machines Corporation 2018, 2019. USGovernment Users Restricted Rights - Use, duplication or disclosure restrictedby GSA ADP Schedule Contract with IBM Corp.

Cloud service management &operationsMost people who say they are doing DevOps are doingmostly dev and very little ops. Cloud service managementand operations is about designing, implementing, andcontinuously improving the operations managementprocesses you use in your enterprise. Cloud servicemanagement and operations is organized into personaswho do the work, processes that define what work isneeded and how it is performed, and tools to enable andsupport these activities.KEEP THE OPS IN DEVOPSEnable agile for operations. Implement agile andcontinuous delivery practices for operations in the sameway you do for development.Refine for the cloud. Revisit the activities of plan, design,deliver, operate, and control then transform them tobetter fit the needs of cloud based operations.Realize the benefits. Support applications in the cloud toensure an “always on” experience for your customers.What’s inside?This field guide provides a high-level overview of cloudservice management and operations.LEARN ITA summary of theconcepts.GET STARTEDConsiderations for movingops into your developmentprocess.

LEARN ITIBM’s unique approachAfter an application is pushed to production, it must bemanaged. Cloud service and management operationsaddresses the operational aspect of your application andservices. Applications are monitored to ensure availabilityand performance according to service level agreements. Asmethods to develop, test, and release new functions becomemore agile, service management must also transform tosupport this paradigm shift.REINVENT YOUR CLOUD OPERATIONSOrganize your team. Create dedicated DevOps teams withfull lifecycle responsibility from design to development tooperations and global Site Reliability Engineering teams, toensure availability, stability, and growth.Streamline your processes. Adapt service managementprocesses to work in the context of DevOps automation andcontinuous delivery.Choose and use your tools. Adopt tools and methodologies,such as ChatOps, to enable collaboration and rapidrestoration of service.Build your culture. Change your existing culture to embraceblameless post-mortems and agile operations.Learn moreCheck out IBM Cloud Service Management architecture.https://ibm.biz/csmo-guide-ibm2

Redefine service managementWork with IBM to improve your operations practices.

LEARN ITSlow is the new downIt’s all about the customer’s experience. Customers demand fastservice along with the rapid delivery of new products and features.If your mobile app or website is slow and does not perform, yoursite might as well be down. Your customer will take their businesselsewhere.TARGET 24/7/365 AVAILABILITYShift left. Use automation to test and deploy your applications as earlyin your development cycle as possible.Test your apps. Run your automated tests as part of your DevOpspipeline - every time you deploy.Test APIs and health checks. Ensure that the APIs and health checksused by your app are accurate and available.The 4 golden signals. To ensure you detect an issue before it causes anoutage, prioritize monitoring of the four golden signals: latency, traffic,error rate, and saturation.Monitor what is important. Provide observability by instrumentingthe application and services. Extend the management and monitoringfunctionality of containers through sidecars and a service meshframework such as Istio. Most importantly, monitor the service as it isexperienced by the end-user.Learn moreCheck out the Manage practices of the Method.https://ibm.biz/csmo-guide-slow4

Performance is criticalCustomers expect your app to perform on demand.

GET STARTEDRelevance ofService ManagementOriginally developed in the 1980’s, the Information TechnologyInfrastructure Library (ITIL) is one of several competing standardsfor IT Service development and management. ITIL is comprehensiveand has proven its worth in defining key processes and theirrelationships.LEARN FROM THE PAST. ADAPT FOR THE FUTURE.Is ITIL relevant now? With modernization and an understanding ofwhere to deviate, the premise and concepts of ITIL are absolutelystill relevant.Proven practices. Jumpstart your own agile IT operationalprocessing using proven patterns, including process descriptions,feeds, and outputs defined in ITIL.Adapt to modern team structures. Break down the silos and adaptITIL to integrated, cross-function team structures inherent in agileDevOps teams.Adopt an agile approach. Especially in a hybrid environment,traditional approaches (like ITIL) need to meet and integrate withLearn moreCheck out Service management for IT and cloud services.https://ibm.biz/csmo-guide-itil6

Bring the old into the new.

GET STARTEDIncident managementIncident management restores your services as quickly as possibleby using a first-responder team that is equipped with automationand well-defined runbooks. To maintain the best possible levels ofservice quality and availability, your team performs sophisticatedmonitoring to detect issues early, before the service is affected.DETECT ISSUES EARLY. QUICKLY RESTORE APP SERVICES.Enable monitoring with notifications. Detect outages andperformance saturations and alert your subject matter experts(SMEs) when something is going wrong.Analyze the incident. Use event management to correlate events,remove noise, and show actionable alerts enriched with additionalcontext.Plan and collaborate. Use ChatOps to enable SMEs across multipledomains to collaborate, isolate the incident, and identify an effectiveresponse.Resolve the incident. Respond by fixing the problem and informingstakeholders of progress and resolution.Learn moreCheck out the Incident Management subdomain.https://ibm.biz/csmo-guide-incident8

Resolve incidents fast!Quickly find and fix your problems tominimize customer impact.

GET STARTEDChatOpsChatOps integrates development tools, operations tools, andprocesses into a collaboration platform so that teams can efficientlycommunicate and easily manage the flow of their work. The solutionmaintains a time line of team communication that provides a recordand keeps everyone up to date, avoiding information overload.EXTEND THE POWER AT YOUR FINGERTIPSSimplify your processes. Streamline collaboration and increasevisibility to other’s actions by pushing information to problemsolvers, instead of ping-ponging issues and working hard to findinformation.Integrate your tools. Integrate Service Management and DevOpstools into the chat platform so the team can concentrate on solvingproblems without disruptive context switches and lengthy hand-offs.Automate everything. Increase velocity with bots that answerquestions and remotely execute commands, resulting in fewermeetings, less repetition, less manual work and more teamwork andreuse.Learn moreSee how the effective teams uses Slack for team 0

Opt for ChatOps!Through collaboration tools, teams can get to know eachother a little better, work together more efficiently andeven have more fun at work!

GET STARTEDProblem managementPeople expect cloud services to always be available and to improvecontinuously. It’s the driver to eliminate repeated issues. You mustfix the right issue the first time, as repeated problems lead to a lossof faith in your application. Problem management means getting tothe root cause of a system degradation or unavailability. Apply the 5Whys technique to quickly discover the root cause of a problem.BLAMELESS POST INCIDENT REVIEWKnow when to dig deeper. Perform root cause analysis when issuesoccur more than once, when an outage could affect many users, orwhen the system is not working as designed.Apply the 5 Whys. State the issue and discuss why it happened.Agree on the answer and again ask why? Repeat until you get to theroot cause of the problem and take action to address the root cause.Remember, in complex landscapes there may be more than one rootcause.Set response standards. Deliver the initial root cause response in24 hours and the final findings within 5 days. Standards create asense of urgency and ensure the correct focus on the problem.Learn moreCheck out Root-cause analysis using the 5 Whys technique.https://ibm.biz/csmo-guide-problem12

Don’t assign blame.Use the 5 Whys iteratively until you find theroot cause of the problem.

GET STARTEDOperational readinessWhen apps fail and it takes excessive time to determine the rootcause and restore service, customers get frustrated. You wantto ensure your customers are delighted. An assessment of yourorganization’s operational readiness answers three questions: whatneeds to change? how significant is the change? and what are theexpected benefits? You can then use these answers to identify thegaps you need to close.REVIEW. ANALYZE. IMPROVE. REPEAT.Assess where you are. Engage in an operational readiness reviewto examine all key operational processes and determine the as-isversus the to-be state.Determine where you need to be. There are cost and risk tradeoffsinherent in all processes. Assess each process to determine whereyou need to be.Improve and assess continuously. Identify gaps, where processesdon’t meet minimum requirements and put plans in place to addressthem. As you mature and needs change over time, repeat the wholeprocess regularly.Learn moreCheck out the IBM Cloud Service Management offering.https://ibm.biz/csmo-guide-readiness14

Learn where your gaps areAssess where you are and determine where you need to be.

GET STARTEDBuild to ManageThe Build to Manage principles mandate that the developers use aset of standards and solutions to make the application manageableand ensure that the application will meet service level objectives.BUILD MANAGEABLE APPS FROM THE STARTStandards for manageability. Expose manageable features usingBuild to Manage principles so you can scale the management ofloosely coupled applications developed in different ways by differentteams.Shift left. More than ever before, application developers have alarger responsibility to develop application management capabilitiesinto their application. They are the ones who know how to createrunbooks, analyze logs and traces to identify and solve issues.Observability. Develop applications with APIs that can reporthealth, metrics and other application status to your managementplatform.Test like it runs. Every step in the application lifecycle must beaccompanied by an equivalent automated test.Learn moreCheck out Build to Manage principles.https://ibm.biz/csmo-guide-b2m16

Manage from the startBuild manageability into your app from the start.

GET STARTEDSite reliability engineering(SRE)SREs are engineers who specialize in reliability with the right mixof knowledge and skills in software and systems, responsibleto analyze business needs, problem determination, advise &design, build, test, deploy, changes and maintenance of a wellengineered information system. SREs often work hand-in-hand withdevelopment scrum team members.EMBRACE RISK IN A CONTROLLED FASHIONStrengthen the infrastructure. Engage in an operational readinessreview to examine all key operational processes and determine theas-is versus the to-be state.Automate everything. SREs use automation to provide reliabilityresiliency, and availability aspects to an application. SREs don’t stopat automation, they engineer the problem away.Manage risk using an error budget. The SRE team defines thequality of a service and manages the velocity and frequency ofchanges allowed based on this service level objective (SLO).Get to the root of the problem. SREs ensure outages do not recurby conducting blameless post mortems to get to the root cause ofproblems and identify a balanced action plan so that technical debtdoesn’t grow disproportionately.Learn moreCheck out the IBM Cloud Service Management architecture.https://ibm.biz/csmo-guide-sre18

How reliable is it?An engineering-oriented approach to operations, drivenby data.

GET STARTEDCulture changesHistorically, organizational models encouraged domain specificprocesses that limited visibility, shared responsibility, and placedboundaries around teams. Emerging models include new roles andresponsibilities that demand cultural changes. As with any significant change, the senior leadership must understand, support andhelp drive the organizational changes and find ways to make thechange successful.CULTURAL CHANGE STARTS AT THE TOPBlame free environment. Encourage understanding without blameso others can learn from mistakes without fear of consequences.Remove organizational silos. The team owns the deliverablesthrough the entire lifecycle.Iterate. Create minimally viable products (MVP) and experiment togather feedback and provide a delightful user experience.Rigid engineering. Fail forward and continue to work on the nextversion.Transparency. Share your data, share your knowledge, and givepeople a voice.Learn moreCheck out the Culture practices of the Method.https://ibm.biz/csmo-guide-culture20

Build an agile Ops teamManage risk by removing organizational silos and delivering valueat increased speed.

GET STARTEDNew roles for operations inthe cloudWhen you move to the cloud, the resulting culture change requiresmodifications to the structure and roles of your project teams. Someteam members can play multiple roles and groups might be mergedto create a cohesive, diverse squad. When forming the ops side ofyour DevOps team, consider the addition of several new roles.BUILD YOUR OPS TEAM TO FIX PROBLEMS FASTFirst responder. Evaluates problems and assigns priority andurgency. This team member is empowered and skilled to solveproblems, collaborating with others when needed.Incident commander. Manages the investigation, communication,and resolution of major incidents.Subject matter expert. Applies the deep technical skills required toresolve new and unique application issues.Site reliability engineer. Takes operational responsibility to supportapplications running on the cloud.Learn moreCheck out the Roles in a squad practice.https://ibm.biz/csmo-guide-roles22

Diversity is a strengthEnsure the solution does not incur technical debt.

GET STARTEDThe Ops in DevOpsDevOps is a set of practices that automate the processes betweendevelopment and IT operations teams. The concept is foundedon building a culture of collaboration between development andoperations teams that historically functioned in relative silos. Thepromised benefits include increased trust, faster software releases,ability to quickly solve critical issues, and better manage unplannedwork.DEV OPS TRUST, QUALITY, FASTER VELOCITYConfiguration management & infrastructure as code. Create codeto automate operational tasks, and operating system and hostconfigurations. Using code makes configuration changes repeatable.Monitoring & logging. Monitor metrics and logs to see how issuesimpact the user experience. Be proactive and fix things before usersare aware an issue exists.Communication & collaboration. Use tools and automation,including chat applications, issue or project tracking systems, andwikis to keep everyone informed.Learn moreCheck out Building a DevOps culture and team.https://ibm.biz/csmo-guide-devops24

Teamwork is critical forsuccess!Remove the silos. Work as a unified DevOps team.

GET STARTEDCloud management in theIBM Cloud GarageYour ideas plus IBM’s proven expertise equal great solutions on aglobal scale. IBM service management subject matter experts haveextensive experience with managing applications running on thecloud – private, hybrid and public. Cloud service management andoperations reduces the cost of delivering cloud services and helpssupport and justify your investments.WHEN YOU DON’T KNOW, ASK THE EXPERTS.Start with an MVP. Understand how to manage and operate on thecloud. Build your service management minimum viable product(MVP) and roadmap.Work with IBM SMEs. Leverage the expertise of IBM SMEs whohave extensive experience defining the processes and using thetools needed to operate and manage your applications and cloudenvironment.Implement and repeat. Implement your MVP to demonstratesuccess quickly. Choose the next MVP on your roadmap andcontinue your operations transformation journey.Learn moreCheck out the Garage Offering for Cloud Management.https://ibm.biz/csmo-guide-garage26

Design for manageabilityApply the Garage Method for Cloud to your cloudservice management & operations.

Notes:Reinvent your Cloud nage-offeringGet your Cloud servicemanagement andoperations badgehttps://ibm.biz/csmo-badge

Explore the IBM Cloud ServiceManagement tectures/serviceManagementArchitecture*Get the Book:“The Cloud AdoptionPlaybook”, available onamazon.comhttps://ibm.biz/cloud-adoptionplaybook

Read the IBM Appmodernization field ield-guide/appmodernization-field-guide/

Notices Copyright International Business Machines Corporation 2018, 2019.IBM may not offer the products, services, or features discussed in this document in other countries. Consult yourlocal IBM representative for information on the products and services currently available in your area. Any referenceto an IBM product, program, or service is not intended to state or imply that only that IBM product, program, orservice may be used. Any functionally equivalent product, program, or service that does not infringe any IBMintellectual property right may be used instead. However, it is the user’s responsibility to evaluate and verify theoperation of any non-IBM product, program, or service.IBM may have patents or pending patent applications covering subject matter described in this document. Thefurnishing of this document does not grant you any license to these patents. You can send license inquiries, inwriting, to:IBM Director of LicensingIBM CorporationNorth Castle Drive, MD-NC119Armonk, NY 10504-1785USThe following paragraph does not apply to the United Kingdom or any other country where such provisions areinconsistent with local law: INTERNATIONAL BUSINESS MACHINES CORPORATION PROVIDES THIS PUBLICATION“AS IS” WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING, BUT NOT LIMITEDTO, THE IMPLIED WARRANTIES OF NON-INFRINGEMENT, MERCHANTABILITY OR FITNESS FOR A PARTICULARPURPOSE. Some jurisdictions do not allow disclaimer of express or implied warranties in certain transactions;therefore, this statement may not apply to you.This information could include technical inaccuracies or typographical errors. Changes are periodically madeto the information herein; these changes will be incorporated in new editions of the publication. IBM may makeimprovements and/or changes in the product(s) and/or the program(s) described in this publication at any timewithout notice.Statements regarding IBM’s future direction or intent are subject to change or withdrawal without notice, andrepresent goals and objectives only.TrademarksIBM, the IBM logo, and ibm.com are trademarks or registered trademarks of International Business Machines Corp.,registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or othercompanies. A current list of IBM trademarks is available on the web at “Copyright and trademark information” atwww.ibm.com/legal/copytrade.shtml.

IBM CLOUD SERVICE MANAGEMENT& OPERATIONS 2018, 2019 IBM CORPORATION

service management and operations. Most people who say they are doing DevOps are doing mostly dev and very little ops. Cloud service management and operations is about designing, implementing, and continuously improving the operations management processes you use in your enterprise. Cloud service management and operations is organized into personas

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