Could open-source hardware shake up the datacenter the way Linux disrupted software? From Facebook to Fidelity, a few big companies say this concept works.
While the open-source hardware movement started around motherboards and servers, vendors of other types of equipment are taking notice.
In networking, the first designs for switches came in May, submitted by Broadcom Networking and Cumulus Networks, soon followed by Intel and Mellanox. Initially, the Open Compute Networking Project seeks to produce designs for top-of-rack switches, but it plans to expand into spine switches that connect rows of similar racks in a datacenter, potentially giving open-source switches a larger role inside the datacenter.
In storage, the Open Compute Storage Project includes Open Vault, which packs a set of 30 disk drives into a 2U rack space. The set can work with almost any host server, according to the OCP storage web page. This openness is a hallmark of open-source hardware; it's seeking to give users interchangeable parts, built by separate manufacturers to the same specification.
What do conventional vendors think? Dell, for one, doesn't think OCP will appeal anytime soon to IT managers outside of financial services. Dell is an OCP member, and it offers OCP-inspired Decathlete motherboards in its DCS 1240 servers. But all OCP designs have limited appeal because they spring from "a close-knit group in the financial services industry" and thus skew too heavily toward those companies' interests, says Stephen Rousset, director of architecture in Dell's datacenter solutions unit.
Something similar was once said about Linux and the Apache Web Server: They would be used only by developers and Internet startups. That software, however, is now mainstream in datacenters in every industry. So it's worth looking at why one financial services company, Fidelity, is so interested in the Open Compute Project.
One early adopter's experience Fidelity is among the world's largest financial companies, with $1.88 trillion in assets under management. Brady, Fidelity's executive VP of IT, leads a team that's training employees "to bring different expectations " when they need computing power from the growing private-cloud datacenter environment. If developers in a business unit are creating a new application, they can provision servers themselves to meet the size and performance they need, knowing their unit will be billed accordingly. "When they're engaged in two-week app development sprints, they can get new capacity up and running very quickly," Brady says.
Instead of forcing the unwilling to use Fidelity's private cloud environment, Brady relies on volunteers. "There's been no top-down mandate to migrate," he says. Other groups have followed the lead of developers, and he describes "tremendous interest inside the company," with people creating and destroying thousands of virtual server instances themselves every month rather than waiting for IT to buy, set up, and deploy physical servers.
"We teach them to fish, then we get out of the way," Brady says. "We think the culture has changed." A big change is that IT can say yes a lot more frequently, since it has more flexible capacity on demand when someone has a new idea that requires a new application and computing power. "We've lowered the bar to innovation. When someone wants to do something, we tell them to go do it."
Fidelity isn't looking to OCP only for hardware specs. It also wants to learn about a new style of datacenter operations, at massive scale, from one of the best teachers -- Facebook -- whose experience with rapid infrastructure build-out few can match.
Goldman Sachs is looking to OCP to reduce complexity as the firm's technology footprint grows, says Duet, who's also a member of the Open Compute Foundation board. "Simplification at scale is incredibly important to us," he says.
Threats and opportunities OCP's participants reinforce the notion that the project is financial-industry-focused. When AMD announced its Roadrunner motherboard in May 2012, it explained that it was "specifically designed to meet the... compute and storage needs of the financial services industry." OCP's description of Intel's Decathlete board says it's a design for financial services.
Financial services firms have some needs similar to Facebook's around large server farms supporting a small number of operations conducted at very high volumes and speed -- make a trade, transfer funds, record a "like." OCP designs are optimized for such operations at a scale to which only a handful of companies will ever aspire.
One way to gauge the project's progress is to look at the list of OCP-certified product providers. It's short -- "under 10," says Facebook's Frankovsky. It includes Avnet, Quanta Computer, Penguin Computing, and Hyve Solutions, a unit of Synnex. Dell, IBM, HP, and Lenovo aren't on the list, which means they can't use the OCP trademark. HP and Dell are both members of OCP and produce what they say are servers that comply with OCP specs.
But the manufacturer validation process isn't firm enough yet for buyers to be sure what OCP-certified means, says John Gromala, senior director of product management for HP servers. "HP builds servers to the specifications set by our customers," Gromala says. "If they've ordered OCP-compliant servers, we've built them to the customer's satisfaction." In other words, HP isn't rebuilding its production lines to the interests of one narrow market segment.
Dell's Rousset predicts that upstart hardware vendors will have trouble meeting the needs of financial services companies, which tend to order hardware and expect delivery on short notice. For customers interested in OCP, Dell will supply them with servers based on a Decathlete-spec motherboard, though without the OCP trademark.
Charles Babcock is an editor-at-large for InformationWeek, having joined the publication in 2003. He is the former editor-in-chief of Digital News, former software editor of Computerworld and former technology editor of Interactive Week. He is a graduate of Syracuse ... View Full Bio
The Business of Going DigitalDigital business isn't about changing code; it's about changing what legacy sales, distribution, customer service, and product groups do in the new digital age. It's about bringing big data analytics, mobile, social, marketing automation, cloud computing, and the app economy together to launch new products and services. We're seeing new titles in this digital revolution, new responsibilities, new business models, and major shifts in technology spending.