A company has an IT organization that is separated into teams that support different underlying technologies. Each team has its own budget and manages its own tools. They have a clear understanding of current performance, capacity, and events. Team response to assigned help desk tickets is satisfactory.
The company intends to deploy a private cloud and provide services to internal customers. What service operation management challenge may this company face?
The company has an IT organization with teams that manage their own tools, budgets, and have a clear understanding of performance, capacity, and events. However, with such a decentralized structure, each team may have difficulty in aligning their cost structures to provide accurate pricing models for the services they intend to offer through the private cloud. The challenge lies in integrating these individual budgets and ensuring that the pricing reflects the true cost of offering the cloud services, which can be complex and requires coordination.
An organization runs as Internet-based software service. To remain competitive with newcomers to the same market, the organization is transitioning from their traditional annual software release model on a monolithic stack to a quarterly minimum release model using cloud.
To achieve this goal, in what technologies should the organization invest?
To transition from a traditional annual software release model to a quarterly minimum release model using the cloud, the organization should invest in technologies that support rapid development, deployment, and scaling. DevOps practices will enable better collaboration and faster development cycles. Continuous delivery facilitates regular updates and releases of software. Cloud-native application design allows the organization to build and run scalable applications in the cloud environment efficiently.
In the evolution of converged infrastructure, what are Appliances?
Appliances in the context of converged infrastructure refer to single-personality infrastructure designed for customers who may not have the in-house expertise to deploy and manage converged systems. These appliances provide a simple-to-procure, deploy, and manage option, delivering components in a predictable manner with a unified system personality.
An organization wants to provide IaaS capabilities in a hybrid cloud. They have the following requirements:
✑ Each line of business must have access to its own services and templates
✑ Service templates should be as generic as possible
✑ Data encryption should be provided for only services that require it
✑ Each instance should use Microsoft Active Directory for authentication
✑ Each instance should have the latest OS patches applied
✑ Consumers should be given the ability to select which cloud to use for instance deployment
How can these requirements be addressed in a cloud design?
To address the requirements of providing IaaS capabilities in a hybrid cloud, the best approach is to configure multiple tenants and pools in the service catalog. This ensures that each line of business has access to its own services and templates, satisfying the requirement for separation. Adding a template for each tenant ensures that service templates are generic enough to be used by various lines of business. Orchestration workflows are necessary for instance creation, customization, and placement, addressing the requirement of consumers being able to select which cloud to use. Additionally, these workflows can enable data encryption and authentication through Microsoft Active Directory. A configuration manager policy is essential to ensure that the latest OS patches are applied to each instance. Therefore, option D is the most comprehensive solution for the given requirements.
A cloud architect is helping a company with a new service design process. The architect notices that the company has a siloed, domain-centric IT organizational structure and is concerned about customer satisfaction.
What impact would this type of structure have on customer satisfaction?
A siloed, domain-centric IT organizational structure results in delays in problem resolution. This is because no single group has end-to-end visibility into issues, causing coordination challenges and slower response times. Consequently, this delay negatively impacts customer satisfaction.