Migration Results to a Private Cloud by using the M2CCF
Abílio Cardoso
1
and Fernando Moreira
1,2
1
Institute for Legal Research and Departamento de Economia, Gestão e Informática, Universidade Portucalense,
Rua Dr. António Bernardino de Almeida 541, 4200-072 Porto, Portugal
2
IEETA, Universidade Aveiro, Campus Universitário de Santiago, 3810-193 Aveiro, Portugal
Keywords: Cloud Computing, Cloud Computing Adoption, ITIL.
Abstract: The cloud computing paradigm is transforming the way IT services are provided and consumed by changing
IT products to services. The migration of in-house IT services to cloud computing must be performed
carefully so as not to cause high losses in the institution. In this paper, we present the use of the framework
developed by the same authors, to the migration of services, applications, data and infrastructures to cloud
computing, M2CCF, compatible with Information Technology Infrastructure Library (ITIL). The work also
discusses the results gathered from the real implementation of the framework in the migration of IT services
to a private cloud.
1 INTRODUCTION
A growing number of organizations is expected to
migrate their IT systems to cloud computing (CC)
(Tušanová, 2012). Conversely, the migration to CC
has a great growth potential with the current and
predicted total budget to be spent on its services
(Nkhoma and Dang, 2013). Indeed, there is few
literature available on the process and
methodological guidance on migrating existing
software systems to cloud computing (Chauhan and
Babar, 2011), namely because it is a new and
evolving field (Conway and Curry, 2013).
The difficulties organizations are faced with
when migrating their IT to CC, has started to gain
the attention of the research community with works
published on the topic such as (Ezzat, et al., 2011;
Khajeh-Hosseini, et al., 2011; Kumar and Garg,
2012). However, none of these works has presented
a systematic process, sufficiently detailed, in order
to be useful as a guide for IT managers throughout
the steps and decisions involved in a typical
migration to CC. Moreover, this work was also
triggered by the absolute need to improve research
in CC as well as in IT Service Management (ITSM)
identified by Robert Heininger (2012).
The migration to the CC paradigm by an
organization requires a deep understanding of the
institution IT as well as the dynamics of CC. By
other side, there is already an extensive set of
recommendations for IT management and IT
governance in general such as the Information
Technology Infrastructure Library (ITIL).
Accordingly, we developed the Migration to Cloud
Computing Framework (M2CCF) to support the
migration to CC which utilizes the information
gathered and the knowledge acquired with the ITIL
implementation.
This paper presents the results obtained after a
real migration, with the M2CCF, of University
Portucalense IT services to a private cloud.
The rest of the paper is organized as follows:
Section 2 presents the overview of the cloud
computing paradigm, its concerns and governance,
the ITIL framework and an overview of various
frameworks developed by other authors to support
the migration to cloud computing. In Section 3 is
presented the framework developed (M2CCF) and a
case study of a real implementation of the M2CC. In
Section 4 the results of the case study are discusses
and analysed. Finally, the paper concludes in Section
5.
2 BACKGROUND
In this section is presented an overview of the CC
paradigm as well as ITIL, since, as we argue, it is a
companion of the M2CCF in the migration to cloud
computing.
Cardoso, A. and Moreira, F.
Migration Results to a Private Cloud by using the M2CCF.
In Proceedings of the 18th International Conference on Enterprise Information Systems (ICEIS 2016) - Volume 1, pages 95-102
ISBN: 978-989-758-187-8
Copyright
c
2016 by SCITEPRESS Science and Technology Publications, Lda. All rights reserved
95
2.1 Cloud Computing
The term “cloud computing” (CC) was coined in the
fourth quarter of 2007, in the context of a joint
project between IBM and Google (S. Zhang, Zhang,
Chen, and Huo, 2010). One definition recognized by
several authors, such as, (Foster, et al., 2008; Zhang,
et al., 2010), considered as being holistic (Swamy,
2013) and adopting a broad scope is the one
presented by The National Institute of Standards and
Technology (NIST). According to that definition the
CC is classified in four deployment models: public,
private, hybrid and community. Each of the
aforementioned deployment models is divided into
three layers (also known as service models),
according to the services it provides to the users
(Mell and Grance, 2011; Vaquero, et al., 2009).
These layers are, on the first level, Infrastructure as a
Service (IaaS), where the user can afford, upon
request, processor resources, storage and
networking, among others. On a second level, the
Platform as a Service (PaaS) layer allows users to
implement their applications in the cloud, by using
the programming languages and tools provided by
the cloud service provider. The third layer
corresponds to Software as a Service (SaaS), where
the applications, provided by the cloud provider, are
made available to the costumers.
The CC paradigm offers various advantages, such
as the ability to dynamically adjust the resources
according to the needs, a great scalability in resource
utilization, a reduced initial investment, an easy
access, but also has number of challenges that must be
overcome. Note however, that some of these
challenges are old but in a new scenario (Jansen,
2011). Among the challenges are issues such as the
security (Armbrust et al., 2009), the service
availability, the lack of knowledge on where is the
information stored, the retrieval of the information
(for instance at the end of contract or provider
bankruptcy), the lack of legislation (it is mandatory to
obtain appropriate legal advice) and the costs (the
issues are somehow similar to rent or buy a car).
2.2 ITIL
Enterprise activities increasingly rely on the
fundamental support of IT to sustain the growth of
the business. Amongst the IT governance
frameworks, ITIL gains prominence on the
migration to CC because, as stated by (Sahibudin, et
al., 2008), implementers should use ITIL to define
strategies, plans and processes, which are the key
actions to migrate to CC. Furthermore, ITIL is
chosen by its acceptance. Indeed ITIL is the most
widely adopted approach for IT (Mourad and Johari,
2014), with an acceptance of 28% followed by
COBIT with 12,9% (ISACA, 2011).
The ITIL is a de facto standard and the reference
model for IT management processes. This model was
developed by the English government for use in IT
companies, and was quickly adopted across Europe as
the standard for best practice in service delivery IT.
Published by the Central Communications and
Telecommunications Agency (CCTA) and, more
recently, the Office of Government Commerce
(OGC), ITIL provides a practical, no-nonsense
framework for identifying, planning, delivering and
supporting IT services to the business. Consisting of
a set of good practices, described over five volumes
known as Service Strategy, Service Design, Service
Transition, Service Operation and Continual Service
Improvement, ITIL is currently in version 3 (known
as ITILv3 and ITIL 2011 edition). Its last update
was in 2011, ITILv3 it has been rapidly adopted
throughout Europe as the de facto standard for best
practices in IT service delivery.
2.3 Migration to Cloud Computing,
Frameworks
Several authors investigated the migration to CC.
Accordingly, in this section, we expose a summary
of these works. More details and a comparative
study of these works can be found in (Cardoso,
Moreira, and Simões, 2014).
Among the works developed for migration to CC
is the work of Vivek Kundra ( 2011) that proposes a
decision framework for CC migration. Adela
Tušanová (2012) suggest a six step framework. Ali
Khajeh-Hosseini et al., in (Khajeh-Hosseini, et al.,
2010b), describe the challenges that a decision
maker faces when assessing the feasibility of the CC
migration in their organizations, and presents the
Cloud Adoption Toolkit, which has been developed
to support this process.
Ezzat et al. in (2011) proposes a framework
focused to support decision makers, in their
migration to CC, depending on their own business
cases and predefined issues. They view the
migration to CC under three perspectives, the
business, the technical and the economic ones. In
(Chauhan and Babar, 2011) the authors summarize
their practical experience by reporting the
information gathered when they migrated the
Hackystat open-source software’s framework, to the
CC. Patricia V. Beserra et al., in (Beserra, et al.,
2012) present Cloudstep, a step-by-step decision
ICEIS 2016 - 18th International Conference on Enterprise Information Systems
96
process aimed at supporting legacy application
migration to the CC. The process was exemplified
with the migration of a medical commercial
application to the CC. The approach followed by
Frey et al. (2012), CloudMIG for migration to CC,
aims at supporting SaaS providers in the comparison
and planning phases to migrate enterprise software
systems to IaaS or PaaS based clouds. Banerjee in
(2012) addresses the migration to CC of enterprise
level workloads without redesigning or re-
engineering the existing applications. The
Innovation Value Institute (IVI) from the National
University of Ireland Maynooth (“Innovation Value
Institute (IVI),” n.d.) consortium to address the
issues involved in the CC migration developed and
tested a life cycle for systematically managing cloud
migration projects, the IVI Cloud Computing Life
Cycle (Conway and Curry, 2013).
According to the analysed documents, the
majority of the studied frameworks do not include
an initial step to define a strategy for the migration
of services to CC. Besides that, they do not address
risk management nor legal issues either, nor
analyses the impact of migrating services to CC.
Additionally, the contracts management, the vendor
lock-in, the testing of the achieved solution, the use
of good practices and the continual improvement of
the solution are other issues that are not covered by
the analysed solutions.
Notwithstanding each of the studied frameworks
offer a solution to migrate IT to CC, none of them
points a way to enforce that the actions developed to
complete each process (that make up the framework)
are managed, done appropriately and in an organized
way. To solve this, an IT governance framework,
such as ITIL or COBIT, could be used as a reference
to define each of the framework processes to achieve
the best solution for the organization.
3 MIGRATION TO CLOUD
COMPUTING
In this section we shortly present our M2CC
framework (Cardoso, et al. 2015), and discuss its
application on a real migration of IT services to CC
scenario.
3.1 Framework
In the outsourcing processes there is always an
interaction between IT’s service provider and the
customer. Accordingly, we have grouped the
activities of the M2CCF, into two major groups, the
on premise and the off premise, both aggregating the
activities that an organization has to perform when
migrating services towards the CC. These groups
match the key’s stakeholders of this process, that is,
the customers and the CSPs.
The on premise group embraces the activities
that the organization must solve on their own to
migrate services to the CC. Accordingly it consists
in four steps, “Define a strategy”, “Identify and
understand”, “Define, select analyse and map” and
“Migrate and govern”. On its side, the off premise
group encompasses processes to provide
“Information about cloud services” and the cloud
services. Before starting the process of migrating to
the CC, the organization must at first identify and
understand the business and technical issues, which
lead to a migration of services and applications to
the CC. Among these issues, there are cost savings,
agility and scalability offered by the CC. At the
“Define a strategy” process, the organization
comprehends the CC concept, identifies the reasons
why to migrate services to the CC and develop a
strategy plan. In the “Identify and understand”
process, the customer performs a full assessment of
the infrastructure, services, applications and data, to
perceive in full detail its IT, to identify what to
migrate and to later compare in-house versus CC
solutions. After comprehending his IT, the customer
is ready to define a migration’s plan in the “Select
analyse and map” process. Based on the information
of the earlier processes, on the migration plan and in
the information gathered from the CSPs, he chooses
the most appropriate suppliers for the migration.
A sub-process analyses and ponders the whole
information to produce the input to the “Map” sub-
process mapping out services to their cloud
counterparts or creating new ones. Lastly, in the
“Migrate and govern” process, the organization
migrates the selected services and applications to the
CSPs according to the defined migration’s plan. The
migration is performed with the joint participation of
the IT department, business, CSPs and with the
service integrator (where appropriated). This
migration may be phased, and there must be a
validation by the end of each phase, according to the
customer needs. Finally, the customer collects
information regarding the performance of the CSPs
and checks if they are in accordance as specified in
the contracts and the SLA.
3.2 Case Study
Taking into account, on the one side, the benefits
Migration Results to a Private Cloud by using the M2CCF
97
that the methodology of the case study expose in
investigating real life phenomena (Yin, 2003) and
for the other hand the prescription the same author
does of it, we consider the case study to be the
adequate choice of a methodological approach to
comprehend and validate the problem under the
research. In the subsequent paragraphs, a case study
of migrating services and applications to the CC
(developed at the University Portucalense Infante D.
Henrique - herein referred to as UPT, a typical
higher education institution) is presented. The aim of
this case study is to understand, explore and describe
the migration’s process to the CC under the
framework developed in (Cardoso et al., 2015) as
well as its relationship with ITIL.
The working methodology towards this case
study entailed a close monitoring of all stages
leading to the migration of services to the CC, the
participation in the decision-making process and the
intervention in the whole process of installing a
private cloud and on the migration of services to the
implemented environment.
All of the work in this case study took place in
accordance with the guidelines of the framework
developed. Thus, the UPT IT’s area starts the whole
process by defining the initial strategy with broad
outlines and guidelines for the whole process. This
phase is followed by the stage of identification and
understanding of all services, applications and data
in use by the UPT area of IT. This stage is vital to
establish a strong foundation of information for
pursuing the subsequent phases of the framework.
The next process, “Define, select, analyse and
map” begins by defining a migration’s plan, which
delineates all the details of the migration process
itself. Concomitantly, it runs the “Select providers”
sub-process where the proposals are analysed and
the suppliers that best fit the needs identified are
selected. Following these processes and according to
the information added so far, the team responsible
by the migration’s process analyses the aspects of
the solution and conducts, in collaboration with the
supplier, a test to the solution. The “Map” sub-
process follows near the end of this process. It is a
sub-process where the services’ applications and
data, defined to be migrated to the CC, and the
corresponding CC services are matched. The
migration’s process ends with the physical migration
of the selected services to the CC’s environment.
This process also includes a pilot test of the entire
solution as well as the training of actors and the
beginning of a continuous process of monitoring and
improvement of the solution as a whole.
3.3 Results Obtained
In technical terms the implemented solution
improved the operating conditions of the services
migrated to the private cloud. This improvement was
reflected at the level of management, which became
centralized and was carried out in a much more
automated way and the services provided require
now considerably less time in order to produce
results.
Based on the research developed and on the UPT
IT needs identified it was confirmed that the private
cloud is the best suitable solution. The tasks of the
M2CC framework were performed according to
ITIL. For every process of the M2CC’s framework,
we found out that ITIL has support, except in what
relates to the management of the IT’s staff.
4 DISCUSSION
To support the validation of the framework
developed, amongst other actions that are not within
the scope of this paper, a case study was
accomplished.
4.1 Migration Results
The findings of the case study indicate a close
relationship between the process identified in the
M2CC’s framework to migrate IT to the CC and
ITIL, although some aspects, like the management
of IT’s human resources and the project
management, are not covered by ITIL. All other are
sufficient to cover the demands of the M2CC’s
framework.
The first ITIL book, “Service Strategy”, provides
guidance on clarification and prioritization of
service provider investments in services. As such,
the major usage occurs is in the first two processes
of the M2CC’s framework – the first defining a
strategy and the second gathering information
concerning the current state of the in-house IT’s
infrastructure. The second book, “Service Design”,
aims to design appropriate and innovative services to
meet the business requirements. Hence, its major
usage is on the gathering information from the
current IT’s infrastructure and definition of the
services in the cloud. Hereinafter is the “Service
Transition” book, and as the name suggests, it takes
care of the transition of services, that is, builds and
deploys IT services. Its major usage, is in the
“Migrate and Govern” M2CC framework’s process,
which is the process that is responsible for the real
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migration of services, applications and data to the
CC. This last process of the M2CC’s framework, is
also responsible for the services in the cloud
environment functioning and its improvement. As
such, the last of the ITIL books, “Service Operation”
and “Continual Service improvement” provides
major support to this process.
Despite the M2CC framework widely benefits
from ITIL, it is not required that the organization
previously implements ITIL so that it is able to
perform the migration to the CC. The team
responsible for the migration to the cloud may only
implement the necessary ITIL processes to gather
the required information or to manage some
processes. However, it should be pointed out that if
the organization already follows the ITIL
framework, the usage of the M2CC framework is
simplified.
The case study allowed us to validate the
framework developed and solve minor issues. For
example, the task “Test the solution in a controlled
environment” was added because of a practical
necessity by the time of the cloud’s implementation.
According to our study, the use of good practices to
implement the migration of services to the CC
benefits the organizations, mainly because they can
reuse the majority of the work performed by them
when deploying the good practices’ framework and
their results in the migration to the CC. Additionally,
when both the customer and the CSP have
implemented the same good practices, they have a
common language facilitating therefore their
communication.
To further, validate the results achieved, three
interviews were conducted with the UPT staff that
has a direct contact with the services migrated to the
private cloud.
4.2 Interviews
The first interview, done to 16 employees, is
intended to validate the tests performed in a
controlled environment to validate the details of the
achieved solution. The interviews questions and the
results are depicted on Figure 1
According to the results, the tests provide the
expected outcomes - the migration to the CC of the
selected services and applications was successful
and the technical difficulties were overcome.
Interview II was accomplished to evaluate the
perception of the staff directly affected by the
migration to the CC (a total of 16 interviews).
Taking into account the answers to questions, one,
two and three, of the conducted survey, see Figure 2,
we can conclude that 100% of the users consider that
the functionalities of the applications remains
unchanged and not suffer any access breaks during
the migration’s period.
In terms of access, the users also recognize that
there had been no change in accessing the
applications they already had. The previous and
detailed analysis of the applications used and the
users’ habits led to selecting a period for the
migration of applications that would have less
impact to the users.
This analysis was performed in the process of
“Identify and Understand” and reinforced in the
“Define, select, analyse and Map” particularly in
“Define a Migration Plan" for example in the access
definition.
Questions four and five refer to the
troubleshooting, equated in the initial phase of
implementation of the framework, in the process
“Define a strategy” when defining “Why move to
cloud”. It is widely spread view that the speed of
access to services has been improved and the
availability problems were solved. Some of these,
still felt by some users, are due to intermediate
servers that have not yet migrated to the new
solution, such as proxy servers.
Question six aims to assess the initial study of
the information that each application uses.
According to the feedback from the users, all the
information used by applications has been preserved
Figure 1: Interview I.
1. Was the outcome of the tests performed the
expected?
2. Has the access speed to the applications has
been improved?
3. Were there breaks in the applications
availability?
4. Were the accesses to the applications kept
unchanged?
Migration Results to a Private Cloud by using the M2CCF
99
1. Were the applications were migrated with the same
functionalities?
2. Were there were breaks in the application accesses at
migration time?
3. Were the accesses to the applications kept unchanged?
4. Has the access speed to the applications has been
improved?
5. Have the applications’ availability problems have been
solved?
6. Was the information migrated to the new platform was
complete?
7. Did your processes, dependent on migrated applications,
suffer any changes?
8. Were the applications chosen to be migrated to the cloud
were appropriate?
9. Was it important to maintain the existing applications?
10. Was it important to maintain the applications on the
premises of UPT?
Figure 2: Interview II.
The implemented solution allowed:
1. To improve the backup process?
2. To dynamically change the resources allocated to
machines?
3. To increase the service’s availability?
4. To improve the access speed to the applications?
5. To help you create new machines?
6. Decreasing the amount of time needed to create a new
machine and providingnew services?
7. To reduce the number of physical machines?
8. To reduce the consumption of electrical energy?
9. To turn on and off machines according to the
needs?
10. To create machines for testing and delete them
when they are no longer needed?
11. To generated new machines from a template?
Figure 3: Interview III.
in the new environment. This information was
collected in connection with the “Identify and
Understand”.
According to the answers obtained to questions
seven, eight and nine, we found out that the
migration did not cause any disruptions during
normal day-to-day of the users. These issues resulted
from the validation of processes “Identify and
Understand”, “Analyse and test” and “Migrate and
govern”, for example in gathering information about
services in the process “Identify and Understand”, in
analysing the impact on the sub-process “Analyse
and test” and in selecting applications to migrate
from sub-process “Define a migration plan”, namely
“What to move”.
Question 10 relates to the cloud type chosen in
the sub-process “Defines the migration plan”.
However, it also comprehends the security required
by the institution validated in the sub-process
“Define a migration plan”, with the risks discussed
in the sub-process “Analyse and test” and the sub-
process “Select the providers”.
Interview III, see Figure 3, aims to validate the
fact that the solution achieved encompasses the CC’s
technical advantages. This interview has showed that
the solution achieved includes various CC
advantages such as, the capacity to dynamically
change the resources of the machines, facilitate the
0
1
2
3
4
5
(1) (2) (3) (4) (5) (6) (7) (8) (9) (10)
Migration results
(16 respondents)
ICEIS 2016 - 18th International Conference on Enterprise Information Systems
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task of creating new machines, activate and
deactivate machines according to the needs and the
possibility of having templates to create new
machines based on a common configuration.
Moreover, the solution also solves some problems
found, such as improving the backup processes,
increase the service’s availability and the speed to
access these services.
5 CONCLUSIONS
IT managers are increasingly concerned in
minimizing investments; capitalize on investments
already made and the way the services are
performed to achieve greater productivity with lesser
costs. The CC is a paradigm that allows customers to
start new services or expand already existent ones
without requiring large upfront investments,
enabling customers to acquire and release resources
dynamically according to their needs in a pay-as-
you-go form. One of the main challenges facing the
migration to this new paradigm is the need to review
and to adapt the services and IT processes to operate
in the new paradigm. Another issue arises from the
difficulty of bringing services back to the
environment they had before, after they have
migrated to the cloud. One other issue occurs from
the costs involved in the migration. Therefore, the
migration to CC must be carefully planned and
performed. So, it is important to investigate how the
organizations can efficiently and effectively migrate
IT from the conventional model to CC.
Taking into account, the need to better meet the
user requirements with lower costs, the advantages
of the CC, the advantages of ITIL in managing IT
services (with its major acceptance and adoption’s
index compared with other service management
frameworks) and the possibility to use the
information gathered by ITIL, the work developed
examined the adequacy of ITIL in the migration of
traditional IT environments to CC. By creating a
framework to migrate services to CC and mapping
the processes of the framework to the ITIL
processes, we validate the applicability of ITIL to
the migration to CC.
Bearing in mind that there are some
interdependencies among the ITIL processes and
that implementing the whole ITIL is not an easy
task, we purpose, as a future work, to develop a
“mini-ITIL” to support the Small and Medium
Enterprises (SMEs) that have not implemented ITIL,
in the migration to the CC.
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