Given that enterprises still have to plumb its depths, hybrid cloud management is still more of an art than a science. The complexity of hybrid cloud management will almost certainly rise over time, necessitating a shift in related business strategies.
The financial appeal of cloud computing is that instead of purchasing infrastructure, firms can rent it. The issue with this “financial solution” is that it diverts the cloud user’s attention away from the systems management responsibilities that remain after applications are moved outside of the company.
IT Operations is responsible for a variety of tasks in the data center, whether it is local, remote, virtual, or cloud-based. By focusing on important activities within infrastructure and operations, the IT Infrastructure Library (ITIL) establishes roles and responsibilities. Here are three essential processes that businesses should prioritize in order to properly manage their hybrid environment and get the most out of their cloud investment:
Management of performance and capacity planning
In computing, performance management has a long history. Because of the high cost of electricity, early machines were limited in every way: processor power, accessible memory, I/O speed, storage space, and cooling capacity.
Despite the fact that the cloud has considerably increased available resources, the organization’s services and applications still need to be monitored to maintain acceptable performance levels. Applications on the cloud can use far more resources than they require, but this elasticity comes at a cost. Performance management monitors real-time resource usage to warn the company of inefficient design or weak execution.
In the case of physical infrastructure, an overestimation error is minor when compared to the financial consequences of underestimating and having to start a new procurement cycle for brand new equipment. Cloud follows the same rule. Organizations should be skeptical of ‘too good to be true’ deals on the capacity that include multi-year acquisitions.
Organizations should be aware of what programs and services are in the works at any given time. IT firms that are well-managed have efficient processes in place for introducing new functionality and fixes into their production environment. The necessity for speed in the business, however, does not necessitate a loss of control.
Appropriate controls should grow in tandem with the software development life cycle in order to maintain the integrity of the production environment. It is not necessary to cause an undue delay if the path that code travels to get into production is adequately monitored.
Troubleshooting a problem will necessitate a picture of the environment. Correcting the flaw will require adequate audit controls and a dependable updating process. Effective change management policies ensure that only the most reliable code is deployed and that issues are rapidly and effectively rectified.
Cloud services are so simple and inexpensive to purchase that customers can do so without going through a tedious procurement process. This may expose the environment to new attack surfaces. Cloud acquisitions should be thoroughly scrutinized so that the procedure does not become worthless and the information security team should assist such vetting. A lack of resources will result in one of two outcomes: the review will be trivial and accepted, or trivial and disallowed.
In the first situation, the organization’s information security posture is weakened as a result of a lack of a full, competent examination of the services in question. The latter, on the other hand, frequently results in the employee proceeding without consent. As a result, it’s vital that contracts are managed in a way that balances business needs with security.
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