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Building a Business Case for VDI

Building a Business Case for VDI. Graham Curran. Agenda. Why VDI? VDI Cost of Ownership Decisions which drive the Business Case Principles of a Successful VDI Business Case Risks and Issues Commercials Conclusions. Why VDI?.

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Building a Business Case for VDI

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  1. Building a Business Case for VDI Graham Curran

  2. Agenda • Why VDI? • VDI Cost of Ownership • Decisions which drive the Business Case • Principles of a Successful VDI Business Case • Risks and Issues • Commercials • Conclusions

  3. Why VDI? Gartner Group expects 25% of all desktops to be virtual by 2013 Technology Benefits Improved manageability Improved security mitigates threat of data loss (especially de-commissioning) Massively reduced upgrade costs and timescales (up to 50%) High security/lower cost remote access solution Integration flexibility Allows centralisation of file/print/messaging

  4. Why VDI? Business Benefits Property flexibility (reduce ratio of people to desks by up to 20%) Deployment of new sites/offices cheaper and quicker Desktop MADC effort significantly reduced Reduced power and heating costs Business Continuity costs reduced …business case often only makes sense at Board level…

  5. VDI Cost of Ownership Cost of ownership reduction is 5-25% Cost of deployment is comparable Key variables in the cost of ownership case - Current desk side visit costs Data centre costs Bandwidth Distributed infrastructure costs Current level of desktop management Age of estate Desktop upgrade cycle DR Provision Technology adoption costs are not insignificant – especially process re-design …VDI is an enabler for huge cost saving across the organisation

  6. Decisions and Issues It is essential to engage an implementation partner that understands both the benefits and the pitfalls • Key questions – • DR and Resilience levels • Laptop usage, remote and home working • Peripheral policy • Application virtualisation • Template, pool and build management • Desktop strategy – replace or re-purpose? • Co-existence strategy • Process re-engineering

  7. Principles Discovery is essential • Every organisation is unique and VDI rollouts are very sensitive to some key factors – • HR • Desktop SLA and charging model • Approach to budgeting • Current architecture • Organisation structure • Stakeholder engagement • VDI doesn’t bring benefits to the end user so ensuring their buy-in requires careful communication • Cultural changes will require support • VDI could bring considerable change to IT policy and so technology, business and regulatory stakeholders are crucial

  8. Principles Focus on the benefits • Ensure that detailed discovery is completed and business benefits are clearly quantified • Understand the business case, track it and make sure that all design and implementations refer back to it. Too often the initial costing assumptions are forgotten at implementation • Be clear on transition rate • Too fast and write-offs kill the benefits, too slow and benefits are realised in year 5 when technology refresh is required • VDI involves process and culture change and still represents risk so ensure that the implementation approach mitigates risk

  9. Risks and Issues Market maturity 500,000 virtual desktops worldwide Largest single deployment ~ 40000 Infrastructure impact Data centre Network bandwidth Storage Server Design Desktop will need to be re-designed to reduce IO Incident impact – desktop infrastructure now mission critical Desktop provision now needs to be managed like any enterprise service – capacity, performance, availability..

  10. Commercials Licensing… Microsoft license model requires careful planning.. Vista Enterprise Centralised Desktop (now Virtual Desktop Access) license can be a huge factor.. Subscription (!) License is per end client device.. For non-Windows clients $100 per annum (!) An organisation’s handling of asset write-off and capital charges can make a huge difference Where power is well managed and cheap or accounted for separately, the benefits can be significantly diluted.. And how would the savings be measured?

  11. Conclusions.. Solution provider should be an enterprise player Business case needs to be addressed at Board level Detailed business case is required as VDI doesn’t pay in all scenarios Risks need to be carefully articulated – VDI “fever” is easy to catch Beware process design – keep the same processes/tools for thick/thin desktops Market take-up is rapid, competitors already looking at, or deploying, VDI

  12. Questions.. Graham Curran Opin Systems Graham.curran@opin.co.uk www.opin.co.uk

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