The message from the VC community is clear – “don’t waste our seed money on network and server equipment.” The message from the US Government CIO was clear – the US Government will consolidate data centers and start moving towards cloud computing. The message from the software and hardware vendors is clear – there is an enormous
investment in cloud computing technologies and services.
If nothing else, the economic woes of the past two years have taught us we need to be a lot smarter on how we allocate limited CAPEX and OPEX budgets. Whether we choose to implement our IT architecture in a public cloud, enterprise cloud, or not at all – we still must consider the alternatives. Those alternatives must include careful consideration of cloud computing.
Cloud 101 teaches us that virtualization efficiently uses compute and storage resources in the enterprise. Cloud 201 teaches us that content networks facing the Internet can make use of on-demand compute and storage capacity in close proximity to networks. Cloud 301 tells us that a distributed cloud gives great flexibility to both enterprise and Internet-facing content. The lesson plan for Cloud 401 is still being drafted.
Data Center 2010
Data center operators traditionally sell space based on cabinets, partial cabinets, cages, private suites, and in the case of carrier hotels, space in the main distribution frame. In the old days revenue was based on space and cross connects, today it is based on power consumed by equipment.
If the intent of data center consolidation is to relieve the enterprise or content provider of unnecessary CAPEX and OPEX burden, then the data center sales teams should be gearing up for a feeding frenzy of opportunity. Every public cloud service provider from Amazon down to the smallest cloud startup will be looking for quality data center space, preferably close to network interconnection points.
In fact, in the long run, if the vision of cloud computing and virtualization is true, then the existing model of data center should be seen as a three-dimensional set of objects within a resource grid, not entirely dissimilar to the idea set forth by Nicholas Carr in his book the “Big Switch.”
Facilities will return to their roots of concrete, power, and air-conditioning, adding cloud resources (or attracting cloud service providers to provide those resources), and the cabinets, cages, and private suites will start being dismantled to allow better use of electrical and cooling resources within the data center.
Rethinking the Data Center
Looking at 3tera‘s AppLogic utility it brings a strange vision to mind. If I can build a router, switch, server, and firewall into my profile via a drag and drop utility, then why would I want to consider buying my own hardware?
If storage becomes part of the layer 2 switch, then why would I consider installing my own SAN, NAS, or fiber channel infrastructure? Why not find a cloud service provider with adequate resources to run my business within their infrastructure, particularly if their network proximity and capacity is adequate to meet any traffic requirement my business demands?
In this case, if the technology behind AppLogic and other similar Platform as a Service (PaaS) is true to the marketing hype, then we can start throwing value back to the application. The network, connectivity, and the compute/storage resource becomes an assumed commodity – much like the freeway system, water, or the electrical grid.
Flowing the Profile to the User
Us old guys used to watch a SciFi sitcom called “Max Headroom.” Max Headroom was a fictional character who lived within the “Ether,” being able to move around though computers, electrical grids – and pop up wherever in the network he desired. Max could also absorb any of the information within computer systems or other electronic intelligence sources, and
deliver his findings to news reporters who played the role of investigative journalists.
We are entering an electronic generation not too different from the world of Max Headroom. If we use social networking, or public utility applications such as Hotmail, Gmail, or Yahoo Mail, our profile flows to the network point closest to our last request for application access. There may be a permanent image of our data stored in a mother ship, but the most active part of our profile is parsed to a correlation database near our access point.
Thus, if I am a Gmail user, and live in Los Angeles, my correlated profile is available at the Google data cache with correlated Gmail someplace with proximity to Los Angeles. If I travel to HongKong, then Gmail thinks “Hmmm…, he is in HK, and we should parse his Gmail image to our HK cache, and hope he gets the best possible performance out of the Gmail product from that point.”
I, as the user, do not care which data center my Gmail profile is cached at, I only care that my end user experience is good and I can get my work done without unnecessary pain.
The data center becomes virtual. The application flows to the location needed to do the job and make me happy. XYZ.Com, who does my mail day-to-day, must understand their product will become less relevant and ineffective if their performance on a global scale does not meet international standards. Those standards are being set by companies who are using cloud computing on a global, distributed model, to do the job.
2010 is the Year Data Centers Evolve to Support the Cloud
The day of a 100sqft data center cage is rapidly becoming as senseless as buying a used DMS250. The cost in hardware, software, peopleware, and the operational expense of running a small data center presence simply does not make sense. Nearly everything that can be done in a 100sqft cage can be done in a cloud, forcing the services provider to concentrate on delivering end user value, and leaving the compute, storage, and network access to utility providers.
And when the 100sqft cage is absorbed into a more efficient resource, the cost – both in electrical/mechanical and cost (including environmental costs) will drop by a factor of nearly 50%, given the potential for better data center management using strict hot/cold aisle separation, hot or cold aisle containment, containers – all those things data center operators are scrambling to understand and implement.
Argue the point, but by the end of 2010, the ugly data center caterpillar will come out of its cocoon as a better, stronger, and very cloudy utility for the information technology and interconnected world to exploit.
A cloud spot market allows commercial cloud service providers the ability to announce surplus or idle processing and storage capacity to a cloud exchange. The exchange allows
buyers to locate available cloud processing capacity, negotiate prices (within milliseconds), and deliver the commodity to customers on-demand.
Cloud processing and storage spot markets can be privately operated, controlled by industry organizations, or potentially government agencies. Spot markets frequently attract speculators, as cloud capacity prices are known to the public immediately as transactions occur.
The 2010 cloud spot market allows commercial cloud service providers to support both franchise (dedicated service level agreement) customers, as well as on-demand customers to participate in a spot market that allows customers to automatically move their applications and storage to providers offering the best pricing and service levels based on a pre-defined criteria.
I don’t really care who’s CPUs and disk I am using, I really only care that it is there when I want it, offers adequate performance, has proximity to my end users, and meets my pricing expectations.
Cloud Storage Using SSDs on the Layer 2 Switch
Content delivery networks/CDNs want to provide end users the best possible performance and quality – often delivering high volume video or data files. Traditionally CDNs build large storage arrays and processing systems within data centers, preferably adjacent to either a carrier hotel meet-me-room or Internet Exchange Point/IXP.
Sometimes supported by bundles of 10Gigabit ports connecting their storage to networks and the IXP.
Lots of recent discussion on topics such as Fiber Channel over Ethernet/FCoE and Fiber Channel over IP/FCoIP. Not good enough. I want the SSD manufacturers and the switch manufacturers to produce an SSD card with a form factor that fits into a slot on existing Layer 2 switches. I want a Petabyte of storage directly connected to the switch backplane allowing unlimited data transfer rates from the storage card to network ports.
Now a cloud storage provider does not have to buy 50 cabinets packed with SAN/NAS systems in the public data center, only slots in the switch.
IPv6
3tera got the ball rolling with IPv6 support in AppLogic. No more excuses. IPv6 support first, then add on IPv4 support as a failover to IPv6. The basic criteria to all other design issues. No IPv6 – then shred the design.
Cloud Standardization
Once again the world is being held hostage by equipment and software vendors posturing to make their product the industry standard. The user community is not happy. We want spot markets, the ability to migrate among cloud service providers when necessary, and a basis for future development of the technology and industry.
The IP protocols were developed through the efforts of a global community dedicated to making the Internet grow into a successful utility. Almost entirely supported through a global community of volunteers, the Internet Engineering Task Force and innovators banded together and built a set of standards (RFCs) for all to use when developing their hardware and applications.
Of course there were occasional problems, but their success is the Internet as it is today.
Standardization is critical in creating a productive development environment for cloud industry and market growth. There are several attempts to standardize cloud elements, and hopefully there will be consolidation of those efforts into a common framework.
Included in the efforts are the Distributed Management Task Force/DMTF Open Cloud Standards Incubator, Open Grid Forum’s Open Cloud Computing Interface working group, The Open Group Cloud Work Group, The Open Cloud Manifesto, the Storage Network Industry Association Cloud Storage Technical Work Group, and others.
Too many to be effective, too many groups serving their own purposes, and we still cannot easily write cloud applications that find the lower levels of cloud X as a Service/XaaS proprietary.
What is on your 2010 wish list?
Happy Cloud New Year!
I first met Ian Bromage while he was doing volunteer work teaching ISO9000 theory in Mongolia with the United Nations Volunteers. Having learned he was now working in Vietnam, I was very happy to have an opportunity to meet with him, and talk about his experiences and work since leaving Mongolia. We met in Hanoi at the Hilton Hanoi Opera on 2 December 2009.
Pacific-Tier: Today we have Ian Bromage, Organization Effectiveness Advisor with the Voluntary Services Overseas/VSO, part of the UK government. Hello Ian! How are you doing tonight?
Ian Bromage: I am fine, thank you, and very much enjoying the evening!
Pacific-Tier: Why don’t you give us a little about your background – how did you get to Hanoi?
Ian Bromage: Well, my background really is in telecoms, I worked for British Telecom for a very long period of time. But a few years back I decided I wanted to do something different, so I went and did some traveling, and then went to work in Mongolia as a small business advisor for the United Nations Volunteers/UNV.
Then I really got the development bug, I went back to the UK and did some further studying, and decided I wanted to go abroad again, and that’s how I ended up in Vietnam, Hanoi, with the Voluntary Service Overseas. And I’m thoroughly enjoying my time here so far.
Pacific-Tier: That’s very interesting. Going from a corporate environment to a volunteer environment, primarily outside of your home country. What is the incentive, and what is the interest to take you outside of your own country, work in developing areas like Mongolia, Vietnam, or emerging economies?
Ian Bromage: Really I guess I’ve always enjoyed traveling, and it’s been a fascination with different cultures – that’s one of the key motivators. And I think you get an entirely different experience working in a country abroad than you get as a tourist. You get to know the people more, you get to know the issues more, and I enjoy working as a volunteer. Both because I quite like the ethos of giving up my time to help others, but also because I do actually just enjoy it.
So being a volunteer isn’t about being a martyr or suffering, or anything like that – it’s nice to have a good experience as well.
Pacific-Tier: That’s great. Having many years with a company like British Telecom, it does give you a lot of organizational expertise, a lot of training, a lot of tacit knowledge and experience that is impossible to get through school. And you’re turning that into a product you can deliver today to your Vietnamese counterparts. How do the Vietnamese themselves respond to your mentoring and direction, are they what you expect?
Ian Bromage: yes, and I certainly enjoy working with them, and alongside them, and I think it is important to emphasize the fact it is working with them, not managing them. I here to help, I am not here to direct their organization.
I think you mentioned the word “tacit knowledge,” and I think that’s the key. I think we forget how ingrained things are in our culture, like meeting deadlines, like planning things in a certain way. Things are done differently here. Some of those things are very good, and some of those things need to change if the organization is going to be effective, if they are going to meet their objectives from both their donors who are giving them their money (if they’re talking of the NGO sector), and more importantly their beneficiaries that they’re trying to help.
Pacific-Tier: That’s very interesting. You mentioned the NGOs, so we’ll drill into that in just a moment. But even with the NGOs, or governmental organizations, you’re starting up a new organization, you are starting up a new way of doing things, that could roughly be parallel to commercial startups, or entrepreneurs… What is the entrepreneurial spirit of the people in Hanoi, are they excited about what you are doing with them?
Ian Bromage: yes, I believe so. I think in general in Hanoi, I think you can see there is a huge entrepreneurial spirit. I mean you look at the streets, and there isn’t a bit of space that hasn’t been turned over to some sort of private enterprise. So that entrepreneurial spirit is definitely there, and in the NGO sector, that (the entrepreneurial spirit) is there too.
There is a lot of competition for resources, a lot of NGOs are operating in the same space. That brings advantages of competition, they have to be effective, do what they do well to survive, which is an ongoing concern. It also brings problems in the fact it causes a lot of fragmentation. Sometimes I think the organizations cloud learn to collaborate with each other better, and to work better together to see the advantages to working towards common goals.
Pacific-Tier: You’ve been primarily in a mentor’s role. Have you learned anything, either Mongolia or Vietnam, have you learned anything (yourself) by being in the countries?
Ian Bromage: To be patient is certainly one of the skills you learn in a developing country. You realize sometimes that people’s values are different from your own. Sometimes you learn the importance of family relationships and familiar are often more important than the relationships at work. I think that is something we could probably learn.
For example, where I work at the moment, everyone sits down to lunch together. They make sure they all have their lunch, then eat together. There’s a lot of conversation, there’s a lot of jokes, that is very different from the environment I come from where so often these days people just grab a sandwich, eat at their desks, get to their work and don’t speak with other people.
Pacific-Tier: We do need to sit back sometimes and understand that we have to balance our lives a little bit as well. So how long do you expect to stay in Vietnam?
Ian Bromage: My assignment is for two years, so it is a very good, long period. I’ve been here for three months so far. I think that two years does allo0w you to develop those relationships and develop trust with people. And as some things take a lot longer you have that time and space that makes you able to put processes and procedures in place and watch those take shape, which you can’t do in a short consultancy where you are just coming in to fix a particular problem.
Pacific-Tier: have you found your calling now, or do you find yourself slipping back into the corporate world at any time in the future?
Ian Bromage: I would like to continue to work in the developing (nation) field. I think there are aspects of the corporate world that I miss, but I think I could find those in the development arena as well. So I don’t see myself going back into the private sector in Western Europe.
Pacific-Tier: It’s a very big world. Mongolia and Vietnam are only two countries. With your experience there’s probably a lot of other places you can go. Will you continue to work with organizations such as the Volunteer Services Overseas, or do you see doing this as a commercial enterprise? What do you see in the future, or are you just living day-to-day now?
Ian Bromage: I would like to do a mix of work, I think, in the future. I would certainly like to continue work with NGOs. I would certainly like to work at, what is termed the grass-roots level. But I would also like to get involved with policy work, and other aspect of work with governments and things. So I’d quite like to develop a range of skills, and have a mix of opportunities to be able to move up and down at different levels and move across in different regions or geographic areas.
But we’ll see. Who knows what the future holds!
Pacific-Tier: We normally talk about entrepreneurship in this series. Working with a lot of young people today in Vietnam, and formerly ion Mongolia, do you have any advice for any UK, or American, or Vietnamese, or any other developing countries where young people are jumping into the market. Do you have any advice for them as entrepreneurs?
Ian Bromage: Well I think the key thing is to always look at fresh approaches to come up with new ideas. And that’s not just in the technical field in terms of inventions and things. It’s to look at new approaches to social problems, look at new techniques, look beyond your world, look at the way other people do things. Try to travel and experience other cultures.
Don’t be afraid to make mistakes – I think that’s very key. Everybody makes mistakes. You need to learn from them, and move on. So I think that’s a very important skill for young people to have. Not to be disappointed when things don’t turn out the way they expect them to.
Pacific-Tier: I would agree. I think that taking the risk and moving ahead is probably the best training somebody can get. You can’t pay for the training you get when you make an error, or if you have a failure in our plan, it’s the best training you can get.
Any other final worlds for people who may be listening to you from Hanoi?
Ian Bromage: Well if they are listening from Hanoi, I am thoroughly enjoying my stay here. I think it’s a great place, it’s an exciting place, it’s a fast moving place, I’m really enjoying it and I am looking forward to spending the next couple years here.
If anybody wants to come and visit Hanoi, I would thoroughly recommend it.
Pacific-Tier: Well thank you very much, and I sincerely hope that someday you will be able to take the time and do a few guest blogs for us.
You can listen to the entire audio interview at Pacific Tier










