November 18th, 2009

HP offers slew of products and services to bring cost savings and better performance to virtual desktops

Posted by Dana Gardner @ 2:44 am

Categories: Akamai, Cloud computing, HP, Hardware Infrastructure, IT Management, Microsoft, Open Source, SaaS, Software Development, Software Infrastructure, VMware, Virtualization, Windows, convergence, datacenters, management

Tags: Desktop, Hewlett-Packard Co., Performance, Thin Client, Cost Savings, Virtual Desktop, HP MultiSeat Solution, HP MultiSeat, Business Benefit Workshop, Thin Clients

Hewlett-Packard (HP) this week unleashed a barrage of products aimed at delivering affordable and simple computing experiences to the desktop.

These include thin-client and desktop virtualization solutions, as well as a multi-seat offering that can double computing seats. At the same time, the company targeted the need for data security with a backup and recovery system for road warriors. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

The thin-client offerings from the Palo Alto, Calif. company include the HP t5740 and HP t5745 Flexible Series, which feature Intel Atom N280 processors and an Intel GL40 chipset. They also provide eight USB 2.0 ports and an optional PCI expansion module for easy upgrades.

The Flexible Series thin clients support rich multimedia for visual display solutions, including the new HP LD4700 47-inch Widescreen LCD Digital Signage Display, which can run in both bright and dim lighting while maintaining longevity, and can be set in either a horizontal or vertical position. With the new HP Digital Signage Display (DSD) Wall Mount, users can hang the display on a wall to showcase videos, graphics or text in a variety of commercial settings where an extra-large screen is desired.

The HP t5325 Essential Series Thin Client is a power-efficient thin client with a new interface that simplifies setup and deployment. All new HP thin clients include intuitive setup tools to streamline configuration and management. These include the ThinPro Setup Wizard for Linux and HP Easy Config for Microsoft Windows.

In addition, HP thin clients also include on-board utilities that automate deployment of new connections, properties, low-bandwidth add-ons, and image updates from one centralized repository to thousands of thin clients.

Client virtualization

Three new client virtualization architectures combine Citrix XenDesktop 4, Citrix XenApp or VMware View with HP ProLiant servers, storage and thin clients to provide midsize to large businesses with a range of scalable offerings.

HP ProLiant WS460c G6 Workstation Blade brings centralized, mission-critical security to workstation computing and allows individuals or teams to work and collaborate remotely and securely. This solution meets the performance and scalability needs for high-end visualization and handling of large model sizes demanded by enterprise segments such as engineering and oil and gas.

HP Client Automation 7.8, part of the HP Business Service Automation software portfolio allows customers to deploy and migrate to a virtual desktop infrastructure environment and manage it through the entire life cycle with a common methodology that reduces management costs and complexity. Customers also capture inventory and usage information to help size their initial virtual client deployment and reoptimize as end-user needs change over time.

The HP MultiSeat Solution stretches the computing budgets of small businesses and other resource-constrained organizations by delivering up to twice the computing seats as traditional PCs for the same IT spend.

HP MultiSeat uses the excess computing capacity of a single PC to give up to 10 simultaneous users an individualized computing experience. This is designed to help organizations affordably increase computing seats and provide a simple setup, as well as reduce energy consumption by as much as 80 percent per user over traditional PCs.

Data protection and backup

To address the problem of mobile workers — now estimated at 25 percent of the workforce — potentially losing company data, HP is offering HP Data Protector Notebook extension, which can back up and recover data outside the corporate network, even while the worker is working remotely and offline.

With the Data Protector, data is instantly captured and backed up automatically each time a user changes, creates or receives a files. The data is then stored temporarily in a local repository pending transfer to the network data vault for full backup and restore capabilities. With single-click recovery, users can recover their own files without initiating help desks calls.

De-duplication, data encryption, and compression techniques help to maximize bandwidth efficiency and ensure security. The user’s storage footprint is reduced by deduplication of multiple copies of data. All of the user’s data is then stored encrypted and compressed and the expired versions are cleaned up.

HP introduced HP Backup and Recovery Fast Track Services, a suite of scalable service engagements that help ensure a successful implementation of HP Data Protector and HP Data Protector Notebook Extension.

Workshops and services

To help companies chart their way to client virtualization, HP is also offering a series of workshops and services:

• The Transformation Experience Workshop is a one-day intensive session to help customers build their strategy for virtualized solutions, identify a high-level roadmap, and get executive consensus.
• The Business Benefit Workshop allows customers to identify, quantify and analyze the business benefits of client virtualization, as well as set return-on-investment targets prior to entering the planning stage.
• An Enhanced HP Solution Architecture and Pilot Service ensures the successful integration of the client virtualization solution into the customer’s infrastructure through a clear roadmap, architectural blueprint, and phased implementation strategy.

Products that are currently available include the t5740 Flexible Series Thin Client, $429; the t5745 Flexible Series Thin Client, $399; and is currently available, the LD4700 47-inch Widescreen LCD Digital Signage, starting at $1,799; and the ProLiant WS460c G6 Blade Workstation, starting at $3,044.

The t5325 Essential Series Thin Client starts at $199 and is expected to be available Dec. 1.

November 4th, 2009

HP takes converged infrastructure a notch higher with new data warehouse appliance

Posted by Dana Gardner @ 10:45 am

Categories: Agile Development, BI, Cisco, Cloud computing, Government, HP, Hardware Infrastructure, IBM, IT Management, IT Service Management, Microsoft, Oracle, SOA, SOA Governance, SOA architect, Silicon Valley, Software Development, Software Infrastructure, System Z, VMware, Virtualization, business intelligence, convergence, database, datacenters, governance, mainframe

Tags: Data Warehouse, Hewlett-Packard Co., Data Centers, Storage, Roi/Tco, Databases, Hardware, Data Management, Finance, Managerial Accounting

Hewlett-Packard (HP) on Wednesday announced new products, solutions and services that leaves the technology packaging to them, so users don’t have to.

HP Neoview Advantage, HP Converged Infrastructure Architecture, and HP Converged Infrastructure Consulting Services are designed to help organizations drive business and technology innovations at lower total cost via lower total hassle. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

HP’s measured focus

HP isn’t just betting on a market whim. Recent market research it supported reveals that more than 90 percent of senior business decision makers believe business cycles will continue to be unpredictable for the next few years — and 80 percent recognize they need to be far more flexible in how they leverage technology for business.

The same old IT song and dance doesn’t seem to be what these businesses are seeking. Nearly 85 percent of those surveyed cited innovation as critical to success, and 71 percent said they would sanction more technology investments — if they could see how those investments met their organization’s time-to-market and business opportunity needs.

Cost nowadays is about a lot more than the rack and license. The fuller picture of labor, customization, integration, shared services suppport, data-use-tweaking and inevitable unforeseen gotchas need to be better managed in unison — if that desired agility can also be afforded (and sanctioned by the bean-counters).

HP said its new offerings deliver three key advantages:

• Improved competitiveness and risk mitigation through business data management, information governance, and business analytics
• Faster time to revenue for new goods and services
• The ability to return to peak form, after being compressed or stretched.

The Neoview advantage

First up, HP Neoview Advantage, the new release of the HP Neoview enterprise data warehouse platform, which aims to help organizations respond to business events more quickly by supporting real-time insight and decision-making.

HP calls the performance, capacity, footprint and manageability improvements dramatic and says the software also reduces the total cost of ownership (TCO) associated with industry-standard components and pre-built, pre-tested configurations optimized for warehousing.

HP Neoview Advantage and last year’s Exadata product (produced in partnership with Oracle) seem to be aimed at different segments. Currently, HP Neoview Advantage is a “very high end database,” whereas Exadata is designed for “medium to large enterprises,” and does not scale to the Neoview level, said Deb Nelson, senior vice president, Marketing, HP Enterprise Business.

A converged infrastructure

Next up, HP Converged Infrastructure architecture. As HP describes it, the architecture adjusts to meet changing business needs, specifically what HP calls “IT sprawl,” which it points to as the key culprit in raising technology costs for maintenance that could otherwise be used for innovation.

HP touts key benefits of this new architecture. First, the ability to deploy application environments on the fly through shared service management, followed closely by lower network costs and less complexity. The new architecture is optimized through virtual resource pools and also improves energy integration and effectiveness across the data center by tapping into data center smart grid technology.

Finally, HP is offering Converged Infrastructure Consulting Services that aim to help customers transition from isolated product-centric technologies to a more flexible converged infrastructure. The new services leverage HP’s experience in shared services, cloud computing, and data center transformation projects to let customers design, test and implement scalable infrastructures.

Overall, typical savings of 30 percent in total costs can be achieved by implementing Data Center Smart Grid technologies and solutions, said HP.

With these moves to converged infrastructure, HP is filling out where others are newly treading. Cisco and EMC this week announced packaging partnerships that seek to deliver simiar convergence benefits to the market.

“It’s about experience, not an experiment,” said Nelson.

BriefingsDirect contributor Jennifer LeClaire provided editorial assistance and research on this post.

November 3rd, 2009

Survey: Virtualization and physical infrastructures need to be managed in tandem

Posted by Dana Gardner @ 12:56 pm

Categories: Agile Development, Amazon, Cloud computing, Enterprise Java, Google, HP, IBM, IT Management, IT Service Management, Microsoft, Oracle, SOA, SOA Governance, SOA architect, Software Development, Software Infrastructure, Testing Tools, VMware, Virtualization, Web Services, governance, management

Tags: Survey, Infrastructure, Noteworthy, Cloud Computing, Marketing Research, Storage Management, Virtualization, Utility Computing, Marketing, Storage

If your company uses test and development infrastructures as a proving ground for shared services, virtualization and private cloud environments, you’re not alone. More companies are moving in that direction, according to a Taneja Group survey.

Yet underlying the use of the newer infrastructure approaches lies a budding challenge. The recent Taneja Group survey of senior IT managers working on test/dev infrastructures at North American firms found that 72 percent of respondents said virtualization on its own doesn’t address their most important test/dev infrastructure challenges. Some 55 percent rate managing both virtual and physical resources as having a high or medium impact on their success. The market is clearly looking for ways to bridge this gap.

Sharing physical and virtual infrastructures

Despite the confusion in the market about the economics of the various flavors of cloud computing, Dave Bartoletti, a senior analyst and consultant at Taneja Group, says one thing is clear: Enterprises are comfortable with, and actively sharing, both physical and virtual infrastructures internally.

“This survey reaffirms that shared infrastructure is common in test/dev environments and also reveals it’s increasingly being deployed for production workloads,” Bartoletti says. “Virtualization is seen as a key enabling technology. But on its own it does not address the most important operational and management challenges in a shared infrastructure.”

Half the survey respondents are funding projects starts in 2009. Another 66 percent of respondents will have funded a project started by the end of 2010.

Noteworthy is the fact that 92 percent of test/dev operations are using shared infrastructures, and companies are making significant investments in infrastructure-sharing initiatives to address the operational and budgetary challenges. Half the survey respondents are funding projects in 2009. Another 66 percent of respondents will have funded a project started by the end of 2010.

The survey reveals most firms are turning to private cloud infrastructures to support test/dev projects, and that shared infrastructures are beginning to bridge the gap between pre-production and production silos. A full 30 percent are sharing resource pools between both test/dev and production applications. This indicates a rising comfort level with sharing infrastructure within IT departments.

Virtualization’s cost and control issues

Although 89 percent of respondents use virtualization for test/dev, more than half have virtualized less than 25 percent of their servers. That’s because virtualization adds several layers of control and cost issues that need to be addressed by sharing, process, workflow and other management capabilities in order to fully maximize and integrate both virtual and physical infrastructures.

“Test/Dev environments are one of the most logical places for organizations to begin implementing private clouds and prove the benefits of a more elastic, self service, pay-per-use service delivery model,” says Martin Harris, director Product Management at Platform Computing. “We’ve certainly seen this trend among our own customers and have found that additional management tools enabling private clouds are required to effectively improve business service levels and address cost cutting initiatives.” [Disclosure: Platform Computing is a sponsor of BriefingsDirect podcasts.]

Despite the heavy internal investments, however, 82 percent of respondents are not using hosted environments outside their own firewalls. The top barriers to adoption: Lack of control and immature technology.

BriefingsDirect contributor Jennifer LeClaire provided editorial assistance and research on this post.

October 30th, 2009

Internet performance management makes data center consolidation possible

Posted by Dana Gardner @ 1:56 pm

Categories: .NET, Akamai, Amazon, Cisco, Cloud computing, Home, Internet, Podcasts, SaaS, Software Development, Software Infrastructure, VMware, Virtualization, Web Services, datacenters, governance, management

Tags: Data Center, Performance, Performance Management, Data Center Consolidation, Akamai Technologies Inc., Data Centers, Storage, Internet, Hardware, Data Management

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Akamai Technologies.

Data-center consolidation and modernization of IT systems helps enterprises reduce cost, cut labor, slash energy use, and become more agile.

Infrastructure advancements, standardization, performance density, and network services efficiencies are all allowing for bigger and fewer data centers and strategically architected and located facilities that can efficiently carry more of the total IT requirements load.

But to gain the benefits of these large and strategic infrastructure undertakings, the impact on the network beyond the firewall has to be considered. User expectations for performance and IT requirements for reliability need to be maintained, and even improved.

Fewer data centers means longer distances between servers and users. Network services and Internet performance management therefore need to be brought considered to produce the desired effect of topnotch applications and data delivery to enterprises, consumers, partners, and employees at far lower cost.

Here to help us better understand how to get the best of all worlds — that is, high performance and lower total cost from data center consolidation — we’re joined by James Staten, Principal Analyst at Forrester Research; Andy Rubinson, Senior Product Marketing Manager at Akamai Technologies, and Tom Winston, Vice President of Global Technical Operations at Phase Forward, a provider of integrated data management solutions for clinical trials and drug safety. The panel is moderated by me, BriefingsDirect’s Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Staten: Oftentimes, the biggest reason to do [consolidation] is because you have sprawl in the data center. You’re running out of power, you’re running out of the ability to cool any more equipment, and you are running out of the ability to add new servers, as your business demands them.

If there are new applications the business wants to roll out, and you can’t bring them to market, that’s a significant problem. This is something the organizations have been facing for quite some time.

As a result, if they can start consolidating, they can start moving some of these workloads onto fewer systems. This allows them to reduce the amount of equipment they have to manage and the number of software licenses they have to maintain and lower their support costs. In the data center overall, they can lower their energy costs, while reducing some of the cooling required.

… Most applications actually end up consuming on average only 15-20 percent of the server. If that’s the case, you’ve got an awful lot of headroom to put other applications on there.

We were isolating applications on their own physical systems, so that they would be protected from any faults or problems with other applications that might be on the same system and take them down. Virtualization is the primary isolating technology that allows us to do that.

… More and more applications are being broken down into modules, and, much like the web services and web applications that we see today, they’re broken into tiers. Individual logic runs on its own engine, and all of that can be spread across some more monetized, consistent infrastructure. We are learning these lessons from the dot-coms of the world and now the cloud-computing providers of the world, and applying them to the enterprise.

… On average, across all the enterprises we have spoken to, you can realistically expect to see about a 20 percent cost reduction from doing this. But, as you said, if you’ve got 5,000 servers, and they’re all running at 5 percent utilization, there are big gains to be had.

Rubinson: I focus mainly on delivery over the Internet. There are definitely some challenges, if you’re talking about using the Internet with your data center infrastructure — things like performance latency, availability challenges from cable cuts, and things of that nature, as well as security threats on the Internet.

It’s thinking about how can you do this, how can you deliver to a global user base with your data center, without having to necessarily build out data centers internationally, and to be able to do that from a consolidated standpoint.

… From the cost perspective, we’re able to eliminate unnecessary hardware. We’re able to take some of that load off of the servers, and do the work in the cloud, which also helps reduce them.

… In terms of responsiveness, by using the Internet, you can deploy a lot more quickly. It allows us to give that same type of performance, availability, and security that you would get from having a private WAN, but doing it over the much less expensive Internet.

This is really important, as we have seen more and more users that are going outside of the corporate [networks]. People are connecting to suppliers, to partners, to customers, and to all sorts of things now.

… By optimizing the cloud, we’re able to speed the delivery of information from the origin as well. That’s where it’s benefiting folks like Tom, where he is able to not only cache information, but the information that is dynamic, that needs to get back from the data center, goes more quickly.

Winston: When I joined [Phase Forward], it had two different data centers — one on the East Coast and one on the West Coast. We were facing the challenge of potentially having to expand into a European data center, and even potentially a Pacific Rim data center.

By continuing to expand our virtualization efforts, as well as to leverage some of the technologies that Andy just mentioned … Internet acceleration via some of the Akamai technologies, we were able to forgo that data center expansion. In fact, we were able to consolidate our data center to one East Coast data center, which is now our primary hosting center for all of our applications.

So it had a very significant impact for us by being able to leverage both that WAN acceleration, as well as virtualization, within our own four walls of the data center.

We run electronic data capture (EDC) software, and pharmacovigilance software for the largest pharmaceutical and clinical device makers in the world. They are truly global organizations in nature. So, we have users throughout the world, with more and more heavy population coming out of the Asia Pacific area.

… We have a very large, diverse user base that is accessing our applications 24×7x365, and, as a result, we have performance needs all the time for all of our users.

… Our primary application, our flagship application, is a product called InForm, which is the main EDC product that our customers use across the Internet. It’s accelerated using Akamai technology, and almost 100 percent of our content is dynamic. It has worked extremely well.

Staten: … Users are all over the place. Whether they are an internal employee, a customer, or a business partner, they need to get access to those applications, and they have a performance expectation that’s been set by the Internet. They expect whatever applications they are interacting with will have that sort of local feel.

That’s what you have to be careful about in your planning of consolidation. You can consolidate branch offices. You can consolidate down to fewer data centers. In doing so, you gain a lot of operational efficiencies, but you can potentially sacrifice performance.

You have to take the lessons that have been learned by the people who set the performance bar, the providers of Internet-based services, and ask, “How can I optimize the WAN? How can I push out content? How can I leverage solutions and networks that have this kind of intelligence to allow me to deliver that same performance level?” That’s really the key thing that you have to keep in mind. Consolidation is great, but it can’t be at the sacrifice of the user experience.

… The right location [for data centers] has to be optimized for a variety of factors. It has to be optimized for where the appropriate skill sets are. It has to be optimized for the geographic constraints that you may be under.

We’re able to take some of that load off of the servers, and do the work in the cloud, which also helps reduce them.

You may be doing business in a country in which all of the citizen information of the people who live in that country must reside in that country. If that’s the case, you don’t necessarily have to own a data center there, but you absolutely have to have a presence there.

Winston: … We had users in China who, due to the amount of traffic that had to traverse the globe, were not happy with the performance of the application. Specifically, we brought in Akamai to start with a very targeted group of users and to be able to accelerate for them the application in that region.

It literally cut the problem right out. It solved it almost immediately. At that point, we then began to spread the rest of that application acceleration product across the rest of our domains, and to continue to use that throughout the product set.

Rubinson: … We recently commissioned a study with Forrester, looking at what is that tolerance threshold [for a page to load]. In the past it had been that people had tolerance for about four seconds. As of this latest study, it’s down to two seconds. That’s for business to consumer (B2C) users. What we have seen is that the business-to-business (B2B) users are even more intolerant of waiting for things.

It really has gotten to a point where you need that immediate delivery in order to drive the usage of the tools that are out there.

… Just putting yourself in the cloud doesn’t mean that you’re not going to have the same type of latency issues, delivering over the Internet. It’s the same thing with availability in trying to reach folks who are far away from that hosted data center. So, the cloud isn’t necessarily the answer. It’s not a pill that you can take to fix that issue.

… For Akamai, it’s really about how we’re able to accelerate. How we are able to optimize the routing and the other protocols on the Internet to make that get from wherever it’s hosted to a global set of end users.

We don’t care about where they are. They don’t have to be on the corporate, private WANs. It’s really about that global reach and giving the levels of performance to actually provide an SLA. Tell me who else out there provides an SLA for delivery over the Internet? Akamai does.

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Akamai Technologies.

October 29th, 2009

Separating core from context brings high returns in legacy application transformation

Posted by Dana Gardner @ 12:46 pm

Categories: Agile Development, Application Lifecycle Management, Cloud computing, Developer Tools, Government, HP, Hardware Infrastructure, IBM, IT Management, IT Service Management, ITIL, SOA, SOA Governance, SOA architect, Software Development, Software Infrastructure, VMware, Virtualization, datacenters, governance, mainframe, management

Tags: Asset, Legacy Application, Hewlett-Packard Co., Legacy, Tool, Productivity, Podcasts, Operational Planning, Asset Management, Enterprise Software

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download the transcript. Learn more. Sponsor: Hewlett-Packard.

This podcast is the second in a series of three to examine Application Transformation: Getting to the Bottom Line. Through panel discussions we examine the rationale and likely returns of assessing the true role and character of legacy applications, and then further determine the paybacks from modernization.

To gain the most return on modernization projects, many enterprises are separating core from context when it comes to legacy enterprise applications and their modernization processes. As enterprises seek to cut their total IT costs, they need to identify what legacy assets are working for them and carrying their own weight, and which ones are merely hitching a high cost — but largely unnecessary — ride.

A widening cost and productivity division exists between older, hand-coded software assets and replacement technologies on newer, more efficient standards-based systems. Somewhere in the mix, there are also core legacy assets distinct from so-called contextal assets. There are peripheral legacy processes and tools that are costly vestiges of bygone architectures. There is legacy wheat and legacy chaff.

With us to delve deeper into the high rewards of transforming legacy enterprise applications is Steve Woods, distinguished software engineer at HP, and Paul Evans, worldwide marketing lead on Applications Transformation at HP. The discussion is moderated be me, Dana Gardner, principal analyst at Interarbor Solutions.

The podcasts coincidentally run in support of HP virtual conferences on the same subjects:

• Register here to attend the Asia Pacific event on Nov. 3.
• Register here to attend the EMEA event on Nov. 4.
• Register here to attend the Americas event on Nov. 5.

Here are some excerpts:

Evans: This podcast is about two types of IT assets: core and context. That whole approach to classifying business processes and their associated applications was invented by Geoffrey Moore, who wrote Crossing the Chasm, Inside the Tornado, etc.

He came up in Dealing with Darwin: How Great Companies Innovate at Every Phase of their Evolution with this notion of core and context applications. Core being those that provide the true innovation and differentiation for an organization. Those are the ones that keep your customers. Those are the ones that improve the service levels. Those are the ones that generate your money. They are really important, which is why they’re called “core.”

When these applications were invented to provide the core capabilities, it was 5, 10, 15, or 20 years ago. What we have to understand is that what was core 10 years ago may not be core anymore. There are ways of effectively doing it at a much different price point.

As Moore points out, organizations should be looking to build “core,” because that is the unique intellectual property of the organization, and to then buy “context.” They need to understand, how do I get the lowest-cost provision of something that doesn’t make a huge difference to my product or service, but I need it anyway.

The “context” applications are not less important, but … you should be looking to understand how that could be done in terms of lower-cost provisioning [of them].

Woods: [A lot of the interest in separating core and context in legacy IT applications] has to do with the pain users are going through. We have had customers who had assessments with us before, as much as a year ago, and now they’re coming back and saying they want to get started and actually do something. So, a good deal of the interest is caused by the need to drive down costs.

Also, there’s the realization that a lot of these tools — extract, transform, and load (ETL) tools, enterprise application integration (EAI) tools, reporting, and business process management (BPM) — are proving themselves now. We can’t say that there is a risk in going to these tools. They realize that the strength of these tools is that they bring a lot of agility, solve skill sets issues, and make you much more responsive to the business needs of the organization.

… What I created at HP is a tool, an algorithm, that can go into any language legacy code and find the duplicate code, and not only find it, but visualize it in very compelling ways. That helps us drill down to identify what I call the unintended design. When we find these unintended designs, they lead us to ask very critical questions that are paramount to understanding how to design the transformation strategy.

… When you identify the IT elements that are not core and that could be moved out of handwritten code, you’re transferring power from the developers — say, of COBOL — to the users of the more modern tools, like the BPM tools.

So there is always a political issue. What we try to do, when we present our findings, is to be very objective. You can’t argue that we found that 65 percent of the application is not doing core. You can then focus the conversation on something more productive. What do we do with this? The worst thing you could possibly do is take a million lines of COBOL that’s generating reports and rewrite that in Java or C# hard-written code.

We take the concept of core versus context not just to a possible off-the-shelf application, but at architectural component level. In many cases, we find that this is helpful for them to identify legacy code that could be moved very incrementally to these new architectures.

… A typical COBOL application — this is true of all legacy code, but particularly mainframe legacy code — can be as much as 5, 10, or 15 million lines of code. I think the sheer idea of the size of the application is an impediment. There is some sort of inertia there. An object at rest tends to stay at rest, and it’s been at rest for years, sometimes 30 years.

So, the biggest impediment is the belief that it’s just too big and complex to move and it’s even too big and complex to understand. Our approach is a very lightweight process, where we go in and answer to a lot of questions, remove a lot of uncertainty, and give them some very powerful visualizations and understanding of the source code and what their options are.

… When you go to the legacy side of the house, you start finding that 65 percent of this application is just doing ETL. It’s just parsing files and putting them into databases. Why don’t you replace that with a tool? The big resistance there is that, if we replace it with a tool, then the people who are maintaining the application right now are either going to have to learn that tool or they’re not going to have a job.

If we get the facts on the table, particularly visually, then we find that we get a lot of consensus. It may be partial consensus, but it’s consensus nonetheless, and we open up the possibilities and different options, rather than just continuing to move through with hand-written code.

If you look at this whole core-context thing, at the moment, organizations are still in survival mode.

Evans: If you look at this whole core-context thing, at the moment, organizations are still in survival mode. Money is still tight in terms of consumer spending. Money is still tight in terms of company spending. Therefore, you’re in this position where keeping your customers or trying to get new customers is absolutely fundamental for staying alive. And, you do that by improving service levels, improving your services, and improving your product.

… The line-of-business people are now pushing on technology and saying, “You can’t back off. You can’t not give us what we want. We have to have this ability to innovate and differentiate, because that way we will keep our customers and we will keep this organization alive.”

That applies equally to the public and private sectors. The public sector organizations have this mandate of improving service, whether it’s in healthcare, insurance, tax, or whatever. So all of these commitments are being made and people have to deliver on them, albeit that the money, the IT budget behind it, is shrinking or has shrunk.

The leaders must understand what drives their company. Understand the values, the differentiation, and the innovations that you want and put your money on those and then find a way of dramatically reducing the amount of money you spend on the contextual stuff, which is pure productivity.

Woods: … Decentralizing the architecture improves your efficiency and your redundancy. There is much more opportunity for building a solid, maintainable architecture than there would be if you kept a sort of monolithic approach that’s typical on the mainframe.

… The problem is sometimes not nearly as big as it seems. If you look at the analogy of the clone codes that we find, and all the different areas that we can look at the code and say that it may not be as relevant to a transformation process as you think it is.

The subject matter experts and the stakeholders very slowly start to understand that this is actually possible. It’s not as big as we thought.

I do this presentation called “Honey I Shrunk the Mainframe.” If you start looking at these different aspects between the clone code and what I call the asymmetrical transformation from handwritten code to model driven architecture, you start looking at these different things. You start really seeing it.

We see this, when we go in to do the workshops. The subject matter experts and the stakeholders very slowly start to understand that this is actually possible. It’s not as big as we thought. There are ways to transform it that we didn’t realize, and we can do this incrementally. We don’t have to do it all at once.

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download the transcript. Learn more. Sponsor: Hewlett-Packard.

October 25th, 2009

Application transformation case study targets enterprise bottom line with eye-popping ROI

Posted by Dana Gardner @ 10:44 am

Categories: Application Lifecycle Management, Cloud computing, Developer Tools, Enterprise Java, Government, HP, Hardware Infrastructure, Home, IBM, IT Management, IT Service Management, ITIL, Java, Linux, Open Source, Oracle, Podcasts, SOA, SOA Governance, SOA architect, SaaS, Software Development, Software Infrastructure, System Z, VMware, Virtualization, database, datacenters, governance, mainframe, management

Tags: Legacy Application, Transformation, ROI, End-user Productivity, Podcasts, Roi/Tco, Strategy, Internet, Finance, Managerial Accounting

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Hewlett-Packard.

This podcast is the first in the series of three to examine Application Transformation: Getting to the Bottom Line. Through a case study, we’ll discuss the rationale and likely returns of assessing the true role and character of legacy applications, and then assess the true paybacks from modernization.

The ongoing impact of the reset economy is putting more emphasis on lean IT — of identifying and eliminating waste across the data-center landscape. The top candidates, on several levels, are the silo-architected legacy applications and the aging IT systems that support them.

Using our case study, we’ll also uncover a number of proven strategies on how to innovatively architect legacy applications for transformation and for improved technical, economic, and productivity outcomes. The podcasts coincidentally run in support of HP virtual conferences on the same subjects:

Register here to attend the Asia Pacific event on Nov. 3. Register here to attend the EMEA event on Nov. 4. Register here to attend the Americas event on Nov. 5.

Here to start us off on our series on the how and why of transforming legacy enterprise applications are Paul Evans, worldwide marketing lead on Applications Transformation at HP, and Luc Vogeleer, CTO for Application Modernization Practice in HP Enterprise Services. The discussion is moderated be me, Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Evans: When the economic situation hit really hard, we definitely saw customers retreat, and basically say, “We don’t know what to do now. Some of us have never been in this position before in a recessionary environment, seeing IT budgets reduce considerably.”

That wasn’t surprising. … It was obvious that people would retrench and then scratch their heads and say, “Now what do we do?”

Now we’re seeing a different dynamic, … something like a two-fold increase in what you might call “customer interest” [in applications transformation]. The number of opportunities we’re seeing as a company has doubled over the last six or nine months.

If you ask any CIO or IT head, “Is application transformation something you want to do,” the answer is, “No, not really.” It’s like tidying your garage at home. You know you should do it, but you don’t really want to do it. You know that you benefit, but you still don’t want to do it.

This has moved from being something that maybe I should do to something that I have to do, because there are two real forces here. One is the force that says, “If I don’t continue to innovate and differentiate, I go out of business, because my competitors are doing that.” If I believe the economy doesn’t allow me to stand still, then I’ve got it wrong. So, I have to continue to move forward.

Secondly, I have to reduce the amount of money I spend on my innovation, but at the same time I need a bigger payback. I’ve got to reduce the cost of IT. Now, with 80 percent of my budget being dedicated to maintenance, that doesn’t move my business forward. So, the strategic goal is, I want to flip the ratio.

… Today, we’ll hear about a case study — with the Italian Ministry of Instruction, University and Research (MIUR). This customer received an ROI in 18 months. In 18 months, the savings they had made — and this runs into millions of dollars — had been paid for. Their new system, in under 18 months, paid for itself. After that, it was pure money to the bottom-line.

… Our job is to minimize that risk by exposing them to customers who have done it before. They can view those best-case scenarios and understand what to do and what not to do.

Vogeleer: We take a very holistic approach and look at the entire portfolio of applications from a customer. Then, from that application portfolio — depending on the usage of the application, the business criticality of the application, as well as the frequency of changes that this application requires — we deploy different strategies for each application.

We not only focus on one approach of completely re-writing or re-platforming the application or replacing the application with a package, but we go for a combination of all those elements. By doing a complete portfolio assessment, as a first step into the customer legacy application landscape, we’re able to bring out a complete road map to conduct this transformation.

We first execute applications that bring a quick ROI. We first execute quick wins and the ROI and the benefits from those quick wins are immediately reinvested for continuing the transformation. So, transformation is not just one project. It’s not just one shot. It’s a continuous program over time, where all the legacy applications are progressively migrated into a more agile and cost-effective platform.

The Italian Ministry of Instruction, University and Research (MIUR), is the customer we’re going to cover with this case, is a large governmental organization and their overall budget is €55 billion.

This Italian public education sector serves 8 million students from 40,000 schools, and the schools are located across the country in more than 10,000 locations, with each of those locations connected to the information system provided by the ministry.

Very large employer

The ministry is, in fact, one of the largest employers in the world, with over one million employees. Its system manages both permanent and temporary employees, like teachers and substitutes, and the administrative employees. It also supports the ministry users, about 7,000 or 8,000 school employees. It’s a very large employer with a large number of users connected across the country.

Why do they need to modernize their environment? In fact, their system was written in the early 1980s on IBM mainframe architecture. In early 2000, there was a substantial change in Italian legislation, which was called so-called a Devolution Law. The Devolution Law was about more decentralization of their process to school level and also to move the administration processes from the central ministry level into the regions, and there are 20 different regions in Italy.

This change implied a completely different process workflow within their information systems. To fulfill the changes, the legacy approach was very time-consuming and inappropriate. A number of strong application have been developed incrementally to fulfill those new organizational requirements, but very quickly this became completely unmanageable and inflexible. The aging legacy systems were expected to be changed quickly.

In addition to the element of agility to change application to meet the new legislation requirement, the cost in that context went completely out of control. So, the simple, most important objective of the modernization was to design and implement a new architecture that could reduce cost and provide a more flexible and agile infrastructure.

The first step we took was to develop a modernization road map that took into account the organizational change requirements, using our service offering, which is the application portfolio assessment.

From the standard engagement that we can offer to a customer, we did an analysis of the complete set of applications and associated data assets from multiple perspectives. We looked at it from a financial perspective, a business perspective, functionality and the technical perspective.

From those different dimensions, we could make the right decision on each application. The application portfolio assessment ensured that the client’s business context and strategic drivers were understood, before commencing a modernization strategy for a given application in the portfolio.

A business case was developed for modernizing each application, an approach that was personalized for each group of applications and was appropriate to the current situation.

… This assessment phase took about three months with the seven people. From there, we did a first transformation pilot, with a small staff of people in three months.

After the pilot, we went into the complete transform and user-acceptance test, and after an additional year, 90 percent of the transformation was completed. In the transformation, we had about 3,500 batch processes. We had the transformation. We had re-architecting of 7,500 programs. And, all the screens were also transformed. But, that was a larger effort with a team of about 50 people over one year.

… We tried to use automated conversion, especially for non-critical programs, where they’re not frequently changed. That represented 60 percent of the code. This code could be then immediately transferred by removing only the barriers in the code that prevented it from compiling.

All barriers removed

We had also frequently updated programs, where all barriers were removed and code was completely cleaned in the conversion. Then, in critical programs, especially, the conversion effort was bigger than the rewrite effort. Thirty percent of the programs were completely rewritten.

The applications are now accessed through a more efficient web-based user interface, which replaces the green screen and provides improved navigation and better overall system performance, including improved user productivity.

End-user productivity is doubled in terms of the daily operation of some business processes. Also, the overall application portfolio has been greatly simplified by this approach. The number of function points that we’re managing has decreased by 33 percent.

From a financial perspective, there are also very significant results. Hardware and software license and maintenance cost savings were about €400,000 in the first year, €2 million in the second year, and are projected to be €3.4 million this year. This represents a savings of 36 percent of the overall project.

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Hewlett-Packard.

October 21st, 2009

Global study: Hybrid model rules as cloud heats up, SaaS adoption blazing

Posted by Dana Gardner @ 7:46 am

Categories: Akamai, Amazon, Cloud computing, Google, HP, IT Management, IT Service Management, ITIL, Microsoft, Oracle, SAP, SOA, SOA Governance, SOA architect, SaaS, Software Development, Software Infrastructure, VMware, Virtualization, business intelligence, convergence, database, datacenters, governance, mainframe, management

Tags: Software, Software-as-a-service, Avenade, Software As A Service (SaaS), Managed Hosting, Cloud Computing, Tools & Techniques, Emerging Technologies, Management, Dana Gardner

“Cloud” is the game and “hybrid” is the name. A recent global study has encouraging news for cloud-computing enthusiasts, revealing a sharp uptick in the adoption, as well as consideration, of cloud computing. The same study also indicates that those who are adopting cloud aren’t going whole hog, but are taking a hybrid approach — mixing external and internal clouds.

The study, commissioned by global IT consultancy Avanade, showed a surprising increase in the interest in cloud computing, even from a similar study conducted in January of this year. In January, 54 percent of respondents said they had no plans to adopt cloud computing. By September, that percentage had shrunk to 37 percent.

At the same time, the percentage of companies planning or testing cloud computing increased three-fold, going from 3 percent of respondents to 10 percent.

What’s significant in the report is that less than 5 percent of companies are using an all-cloud model. The rest are relying on a hybrid approach, and report security concerns as the chief factor for being cautious.

Nine months ago, 61 percent of respondents indicated that they were using only internal IT systems and today, that number has dropped to 41 percent. At the same time, those using a combined approach on a global level have increased to 54 percent from 33 percent nine months earlier.

The report says it not clear whether the hybrid model will lead to a pure-play adoption at some point.

SaaS is taking off

One aspect of cloud computing that’s finding wide adoption is software as a service (SaaS), with more than half of the respondents worldwide — and 68 percent in the US — reporting that they have adopted SaaS at some level. Despite extremely high satisfaction — more than 90 percent — reliability is still an issue. About 30 percent of respondents said they had lost more than a day of business due to a service outage.

Still, the reliability concerns haven’t dampened users’ enthusiasm for SaaS, and 62 percent of respondents reported that they had plans to move into more SaaS within the next year. However, similar to their experience with cloud, users tend to deliver SaaS applications internally, rather than from the third-party provider.

On a global basis, those who deliver SaaS application internally outnumber those who used a third party by a ratio of 2 to 1. In the US, that increases to 4 to 1. Also, those who do use SaaS often rely on multiple providers, with one third using three or more providers. This leads the report to conclude that there is opportunity in the SaaS market.

Other conclusion from the report:

• Cloud will continue to make significant inroads for the next year, although there won’t be a migration to a full cloud environment.
• The gap is closing between companies with plans to adopt and those without. Avenade sees those curves intersecting in 2011 or 2012.
• Despite the widespread adoption of cloud, there will be some applications that should remain on-premises.
• SaaS adoption will continue to spread and is spreading faster than other technologies have in the past.

The study was conducted by Kelton Research and surveyed 500 C-level and IT executives worldwide.

BriefingsDirect contributor Carlton Vogt provided editorial assistance and research on this post.

October 16th, 2009

What's on your watch list? Forrester identifies 15 key technologies for enterprise architects

Posted by Dana Gardner @ 8:29 am

Categories: Agile Development, Amazon, Apple, Application Lifecycle Management, BI, Cisco, Cloud computing, Enterprise 2.0, Enterprise Java, Google, HP, IT Management, IT Service Management, ITIL, Microsoft, Open Source, Oracle, SOA, SOA Governance, SOA architect, SaaS, Security, Software Development, Software Infrastructure, VMware, Virtualization, Web Services, Web Technology, business intelligence, convergence, datacenters, governance, iPhone, management

Tags: Forrester Research Inc., Operational Planning, Pricing, Business Intelligence, Tools & Techniques, Strategy, Business Operations, Marketing, Enterprise Software, Software

Riding the right — or wrong — technology wave can help — or really, really hurt — your business. Moving at the right time can be the critical factor between the two outcomes.

Yet new technologies come down the pike at alarming speed. Deciding which will fizzle and which will sizzle — and when — can be a daunting and ongoing task. What’s an enterprise architect to do?

Forrester Research has tried to sort things out with a new report, “The Top 15 Technology Trends EA Should Watch.” And, if even limiting the selection to 15 sounds like a lot to keep your eye on, Forrester has grouped them into five major “themes,” and has ranked the technologies by their impact, newness and complexity.

Calling “impact” the most important criterion, the report says this considers whether the technology will deliver new business capabilities or allow IT to improve business performance.

“Newness” comes in second because it’s likely that enterprises will have to gear up to learn new processes and the processes themselves are prone to rapid evolution. “Complexity” places other demands on the business, requiring more time to learn operations that are more complex than others.

The five themes identified by Forrester, along with their associated technologies, are:

• Social computing in and around the enterprise
  • Collaboration platforms become people-centric
  • Customer community platforms integrate with business apps
  • Telepresence gains widespread use
• Process-centric data and intelligence
  • Business intelligence goes real time
  • Master data management matures
  • Data quality services become real-time
• Restructured IT services platforms
  • SaaS will be ubiquitous for packaged apps
  • Cloud-based platforms that become standard infrastructure and platform as a service
  • Client virtualization is ubiquitous
• Agile and fit-to-purpose applications
  • Business rules processing moves to the mainstream
  • BPM will be Web 2.0-enabled
  • Policy-based SOA becomes predominant
  • Security will be data- and content-based
• Mobile as the new desktop
  • Apps and business processes go mobile
  • Mobile networks and devices gain more power

The technologies range from real-time business intelligence (BI) with a very high impact, high newness and high complexity to data- and content-based security, which scored a medium in all three categories. I guess that keep my friend Jim Koblielus busy for some time.

Forrester limited the report to a three-year horizon for two reasons. First, it represents the planning horizon for most firms and, second, any technology that won’t have an effect in less than three years may be interesting, but it’s not actionable.

The report also says that we’re entering a new phase of technology innovation. This analysis is based on Forrester’s finding that technology change goes through two waves. The first involves innovation and growth. This features a rapid evolution of the technology and rapid uptake by businesses. The second phase is refinement and redesign, in which technologies are only incrementally improved.

I hear a lot these day about “inflection points” in the IT market. I hear folks point to the hockey stick growth effect coming for netbooks/thin clients/desktop virtualization/Windows 7. I like to add the smartphones and Android-o-hones to that category too.

And even if the cloud is a slow burn, rather than hockey stick, the importance of business processes supported by services supported by all the old and new suspects is huge. I call the ability to refine and adapt business processes as the big productivity maker of the next decade — supported by IT as services.

Perhaps the new Moore’s Law is less about systems, and more about what people do with the services those systems enable. What do you think?

Incidentally, the full report is available for download from Forrester.

BriefingsDirect contributor Carlton Vogt provided editorial assistance and research on this post.

October 15th, 2009

Making the leap from virtualization to cloud computing: A roadmap and guide

Posted by Dana Gardner @ 10:48 am

Categories: Amazon, Cloud computing, Google, HP, Hardware Infrastructure, IBM, IT Management, IT Service Management, ITIL, Open Source, Podcasts, SOA, SOA Governance, SOA architect, SaaS, Silicon Valley, Software Development, Software Infrastructure, VMware, Virtualization, Web Services, business intelligence, datacenters, governance, management

Tags: Hewlett-Packard Co., Information Technology, Server, Cloud Computing, Virtualization, Storage Management, Utility Computing, Hardware, Storage, Dana Gardner

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Hewlett-Packard.

Get a free copy of Cloud for Dummies courtesy of Hewlett-Packard at www.hp.com/go/cloudpodcastoffer.

This latest BriefingsDirect podcast discussion focuses on enterprise IT architects making a leap from virtualization to cloud computing.

How should IT leaders scale virtualized environments so that they can be managed for elasticity payoffs? What should be taking place in virtualized environments now to get them ready for cloud efficiencies and capabilities later?

And how do service-oriented architecture (SOA), governance, and adaptive infrastructure approaches relate to this progression, or road map, from tactical virtualization to powerful and strategic cloud computing outcomes?

Here to help hammer out a typical road map for how to move from virtualization-enabled server, storage, and network utilization benefits to the larger class of cloud computing agility and efficiency values, we are joined by two thought leaders from HP: Rebecca Lawson, director of Worldwide Cloud Marketing, and Bob Meyer, the worldwide virtualization lead in HP’s Technology Solutions Group.

The discussion is moderated by me, BriefingsDirect’s Dana Gardner, principal analyst at Interarbor Solutions.

Here are some excerpts:

Lawson: We’re seeing an acceleration of our customers to start to get their infrastructure in order — to get it virtualized, standardized, and automated — because they want to make the leap from being a technology provider to a service provider.

Many of our customers who are running an IT shop, whether it’s enterprise or small and mid-size, are starting to realize — thanks to the cloud — that they have to be service-centric in their orientation. That means they ultimately have to get to a place, where not only is their infrastructure available as a service, but all of their applications and their offerings are going in that direction as well.

Meyer: A couple of years ago, people were talking about virtualization. The focus was all on the server and hypervisor. The real positive trend now is to focus on the service.

How do I take this infrastructure, my servers, my storage, and my network and make sure that the plumbing is right and the connectivity is right between them to be agile enough to support the business? How do I manage this in a holistic manner, so that I don’t have multiple management tools or disconnected pools of data.

What’s really positive is that the top-down service perspective that says virtualization is great, but the end point is the service. On top of that virtualization, what do I need to do to take it to the next level? And, for many people now, that next level they are looking at is the cloud, because that is the services perspective.

Lawson: A lot of people are trying to make a link between virtualization and cloud computing. We think there is a link, but it’s not just a straight-line progression. In cloud computing, everything is delivered as a service.

What’s really useful about cloud services like those is that they’re not necessarily used inside the enterprise, but what they are doing is they are causing IT to focus on the end-game. Very specifically, what are those business services that we need to have and that business owners need to use in order to move our company forward?

… We’re learning lesson from the big cloud service providers on how to standardize, where to standardize, how to automate, how to virtualize, and we’re using the lessons that we are seeing from the big-cloud service providers and apply them back into the enterprise IT shop.

Meyer: The cloud discussion is important, because it looks at the way that you consume and deliver services. It really does have broader implications to say that now as a service provider to the business, you have options.

Your option is not just that you buy all the infrastructure components. You plumb them together, monitor them, manage them, make sure they’re compliant, and deliver them. It really opens up the conversation to ask, “What’s the most efficient way to deliver the mix of services I have?”

The end result really is that there will be some that you build, manage, and manage the compliance on your own in the traditional way. Some of them might be outsourced to manage service providers. For some, you might source the infrastructure or the applications from the third-party provider.

… Then you start to understand the implications of shifting workloads, not losing specialty tools, and really getting to a point when you standardize. You could start to get to the point of managing a single infrastructure, understanding the costs better, and really be more effective at servicing and provisioning that. Standardizing has to happen in order to get there.

I’m not just talking about the server and hypervisor itself. You have to really look across your infrastructure, at the network, server, and storage, and get to that level of convergence. How do I get those things to work together when I have to provision a new service or provide a service?

… You’re looking to source something for a service or you’re looking to pull assets together. Everybody will have some combination of physical and virtual infrastructure. So how do I take action when I need a compute resource, be it physical or virtual?

Automation makes the transition possible

How do I know what’s available? How do I know how to provision it? How do I know to de-provision it? How do I see it if that’s in compliance?” All those things really only come through automation. From a bottom-up perspective, we look at the converged infrastructure, the automation capabilities, and the ability to standardize across that.

… When it’s gone beyond a server and hypervisor approach, and they’ve looked at the bigger picture, where the costs are actually being saved and pushed — then the light goes on, and they say, “Okay, there is more to it than just virtualization and the server.” You really do have to look, from an infrastructure perspective, at how you manage it, using holistic management, and how you connect them together.

Hopefully, at HP we can help make that progression faster, because we’ve worked with so many companies through this progression. But really it takes moving beyond the hypervisor approach, understanding what it needs to do in the context of the service, and then looking at the bigger picture.

Lawson: … Most IT organizations want to be aware and help govern what actually gets consumed. That’s hard to do, because it’s easy to have rogue activity going on. It’s easy to have app developers, testers, or even business people go out and just start using cloud services.

… [But] if IT is willing and able to step back and provide a catalog of all services that the business can access, that might include some cloud services. We try to encourage our customers to use the tools, techniques, and the approach that says, “Let’s embrace all these different kinds of services, understand what they are, and help our lines of business and our constituents make the right choice, so that they’re using services that are secure, governed, that perform to their expectations, and that don’t get them into trouble.”

We encourage our customers to start immediately working on a service catalog. Because when you have a service catalog, you’re forced into the right cultural and political behaviors that allow IT and lines of business to kind of sync up, because you sync up around what’s in the catalog.

There’s no excuse not to do that these days, because the tools and technologies exist to allow you to do that. At HP, we’ve been doing that for many years. It’s not really brand new stuff. It’s new to a lot of organization that haven’t used it.

You can start to control, manage, and measure across that hybrid ecosystem with standard IT management tools. … The organizing principle is the technology-enabled service. Then you can be consistent. You can say, “This external email service that we’re using is really performing well. Maybe we should look at some other productivity services from that same vendor.” You can start to make good decisions based on quantitative information about performance availability and security.

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. View a full transcript or download a copy. Learn more. Sponsor: Hewlett-Packard.

Get a free copy of Cloud for Dummies courtesy of Hewlett-Packard at www.hp.com/go/cloudpodcastoffer.

October 15th, 2009

Oracle's Fusion Apps finally come out from behind the OpenWorld curtain

Posted by Dana Gardner @ 9:13 am

Categories: Developer Tools, Enterprise Java, HP, Hardware Infrastructure, IBM, Linux, Open Source, Oracle, SOA, SOA Governance, SOA architect, Silicon Valley, Software Development, Software Infrastructure, Sybase, VMware, Virtualization, business intelligence, database, governance, management

Tags: Oracle Corp., Tony, Fusion Apps, Ellison, Service-Oriented Architecture (SOA), Social Networking, Web Services, Middleware, Enterprise Software, Software

This guest post comes courtesy of Tony Baer’s OnStrategies blog. Tony is a senior analyst at Ovum.

By Tony Baer

Like almost every attendee at just-concluded Oracle OpenWorld, the suspense on when Oracle would finally lift the wraps on Fusion Apps was palpable. Staying cool with minimizing our carbon footprint, we weren’t physically at Moscone, but instead watching the webcasts and monitoring the Twitter stream from our home office.

The level of anticipation over Fusion apps was palpable. But it was hardly suspense as it seemed that a good cross-section of Twitterati were either analysts, reference customers, consultants or other business partners who have had their NDA sneak peaks (we had ours back in June), but had to keep our lips sealed until last night.

There was also plenty of impatience for Oracle to finally get on with a message that was being drowned out by its sudden obsession with hardware. Ellison spent most of his keynote time pumping up its Exadata cache memory database storage appliance and issuing a $10 million challenge to IBM that it can’t match Oracle’s database benchmarks on Sun.

Yup, if the Sun acquisition goes trough, Oracle’s no longer strictly a software company, and although the Twiterati counted its share of big iron groupies, the predominant mood was that hardware was a distraction.

“This conference has been hardware heavy from the start. Odd for a software conference,” tweeted Forrester analyst Paul Hamerman. “90 minutes into the keynote, nothing yet on Fusion apps.”

“Larry clearly stalling with all this compression mumbo jumbo,” “Larry please hurry up and tell the world about Fusion Apps, fed up of saying YES it does exist to your skeptics,” and so on read the Twitter stream.

There was fear that Oracle would simply tease us in a manner akin to Jon Stewart’s we’ll have to leave it there dig at CNN: “I am afraid that Larry soon will tell that as time has run out he will tell about Fusion applications in next OOW.” A 20-minute rousing speech from Calif. Gov. Arnold Schwarzenegger served as a welcome relief from Ellison’s newly found affection for big iron toys.

Ellison came back after the Governator pleaded with the audience to stick around awhile and drop some change around California as the state is broke. The break gave him the chance to drift over to Oracle Enterprise Manager, which at least got the conversation off hardware.

Ellison described some evolutionary enhancements where Oracle can track your configurations trough Enterprise Manager and automatically manage patching. As we’ve noted previously, Oracle has compelling solutions for all-Oracle environments, among them being a declarative framework for developing apps and specifying what to monitor and auto-patch.

The main topic

But the spiel on Enterprise Manager provided a useful back door to the main topic, as Ellison showed how it could automate management of the next generation of Oracle apps. Ellison got the audience’s attention with the words, “We are code complete for all of this.”

Well almost everything. Oracle has completed work on all modules except manufacturing.

Ellison then gave a demo that was quite similar to one that we saw under NDA back in the summer. While ERP emerged with and was designed for client/server architectures, Fusion has emerged with a full Java EE and SOA architecture; it is built around Oracle Fusion middleware 11g and uses Oracle BPEL Process Manager to run processes as orchestrations of processes exposed from the Fusion Apps or other legacy applications. That makes the architecture of Fusion Apps clean and flexible.

But at this point, Oracle is not being any more specific about rollout other than to say it would happen sometime next year.

It uses SOA to loosely couple, rather than tightly integrate with other Fusion processes or processes exposed by existing back end applications, which should make Fusion apps more pliant and less prone to outage.

That allows workflows in Fusion to be dynamic and flexible. If an order in the supply chain is held up, the process can be dynamically changed without bringing down order fulfillment processes for orders that are working correctly. It also allows Oracle to embed business intelligence throughout the suite, so that you don’t have to leave the application to perform analytics.

For instance, in an HR process used for locating the right person for a job, you can dig up an employee’s salary history, and instead switching to a separate dashboard, you can instead retrieve and display relevant pieces of information necessary to see comparisons and make a decision.

Fusion’s SOA architecture also allows Oracle to abstract security and access control by relying on its separate, Fusion middleware-based Identity Manager product. The same goes with communications, where instant messaging systems can be pulled in (we didn’t see any integration with Wikis or other Web 2.0 social computing mechanisms, but we assume that they can be integrated as services.). It also applies to user interfaces, where you can use different rich internet clients by taking advantage of Oracle’s ADF framework in JDeveloper.

Oracle concedes the obvious: Outside of the mid-market, there is no greenfield market for ERP, and therefore, Fusion Apps are intended to supplement what you already have, not necessarily replace it.

That includes Oracle’s existing applications, for which it currently promises at least a decade of more support. But at this point, Oracle is not being any more specific about rollouts other than to say it would happen “sometime next year.”

This guest post comes courtesy of Tony Baer’s OnStrategies blog. Tony is a senior analyst at Ovum.