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STKI Summit 2010
Architecture and Infrastructure
Pini Cohen
Architecture and Infrastructure
EVP & Senior Analyst
pinicohenstki.blogspot.com
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Agenda
Major Trends and Issues
What and why
The solutions
How were 2009-2010?
MiscellaneousDevelopment and SOA
ESM BSM CMDB
DBMS and DATA
Platforms Servers
Clients
StorageSource: http://astonguild.org.uk/files/NEW_MENU_FRONT_RGB%5B1%5D.jpg
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Where are we? The never ending story:
Risk andTransformation
Speed Quality
Cost
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Pressure on Infrastructure Howlow can you get?!
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A Few Examples:
Someone changed configuration of secondary load balancer and forgot totest it
New patch of Windows server is now stopping port X productionapplication is down
Intermittent error in HBA ERP is down once in a while. It took 2 weeks tofind the cause!
In UPS test the servers are shut down automatically but 15 minutes afterthe power is up and servers are running the UPS halts and all servers arecrashed
Installing new version of VPN product :
No 64 support No internal DNS support can not connect to Exchange
Every several hours the appliance is stuck. Patch in 3 months..
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04:05 PM
Wednesday
Performance overhead
Turn off DEBUG logging
06:15 AM
2 weeks later
The Harsh Reality of Todays IT Operations
Oracle proprietary and confidential
SysAdminrestartsserver
Sunday
01:55 AM
Server down interrupts businessNo data available to find & fix
Application team analyzes log filesNot enough failure detailTurn on DEBUG logging
08:25 AM
Monday
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Th lt 2009 ith
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The result2009 was a year withrecord downtime
https://reader010.{domain}/reader010/html5/0601/5b10cefc1c32d/5b10cf08081f8.jpg
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Last year we predicted IT failures
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The current status IT Complexity
What is ultimately driving cloud computing is a crisis ofcomplexity, driven by the distributed computing model,says Erich Clementi, general manager of Enterprise Initiativesat IBM.
The result is a huge focus on break/fix expediencies and muchhigher costs.
Source: PWC technology forecast downloaded from http://www.pwc.com/us/en/technology-forecast/summer2009/cloud-computing-evergreen-bechtel.jhtml
Source: http://www.alexanderprado.com/images/complexity%2026.JPG
http://www.alexanderprado.com/images/complexity%2026.JPGhttp://www.alexanderprado.com/images/complexity%2026.JPGhttp://www.alexanderprado.com/images/complexity%2026.JPGhttp://www.alexanderprado.com/images/complexity%2026.JPGhttp://www.alexanderprado.com/images/complexity%2026.JPG -
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Loosely coupled teams are actively evolving the IT assetswithin their domain
The infrastructure however, remains interdependent, and theimpact of changes across domains is often poorly understood
Source: Elastra
The current status IT Complexity
Source: http://www.thewe.cc/thewe_/_/_/kdr/hand.gif
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The solution is (mini agenda):
A mans got to do what a mans got to doIndustry in a Box
Automation
Cloud
What else?
Source:
http://he.wikipedia.org/wiki/%D7%A7%D7%95%D7%91%D7%A5:Comic_History_of_Rome_p_186_Archimedes_taking_a_Warm_Bath
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Eureka!
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Limit time of investigation andimplementation of conclusions
Everyone should follow the changemanagement processes
Capacity planning for critical resourcesAll important system must have end user
monitoring
All related network resources should be100% reliable
All metrics should be changed once in awhile
A mans got to do what a mans got to do
Id tif i I f t t U ifi ti O ti
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Identifying Infrastructure Unification Options
Co-location: Reduction in place Reduction in things focused on underlying data center
components (raised floors, etc.)
Reduction in some asset maintenance contracts
Rationalization: Reduction in kind Reduce the variety or different types of things
May reduce the quantity of things, but might not
Consolidation: Reduction in number Reduce the quantity of things (installations, instances)
Could be the same or different things
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CMDB with Automatic discovery + dependenciesITIL / other methodology for better IT processes
Server Virtualization helps in day to day operations andwith availability\DRP but adds to monitoring complexity
What more can help?
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B k Of I l l i
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Bank Of Israel regulation
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The solution is:
A mans got to do what a mans go to doIndustry in a Box
Automation
Cloud
What else?
Source:
http://he.wikipedia.org/wiki/%D7%A7%D7%95%D7%91%D7%A5:Comic_History_of_Rome_p_186_Archimedes_taking_a_Warm_Bath
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FC over Ethernet (FCoE)
Mapping of FC Frames overEthernet
Enables FC to Runon a Lossless
Ethernet Network
Fewer Cables
Both block I/O & Ethernettraffic co-exist on samecable
Fewer adapters needed Overall less power
Interoperates with existingSANs
No Gateway - Stateless
FCoE Benefits
FibreChannel
Traffic
Ethernet
Source : GlassHouse
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The Converged Datacenter
Cisco UCS
ERP CRM DataWarehouse
Database
Mail and Messaging
File, Print,Infrastructure
ResourcePool
HP BladeSystem Matrix
IBM CloudBurst
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Loot at the small print
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The Change Is Coming Fast
Private clouds will transform how we think about IT
As a service
The impact to businesses will be considerable
Exploit new economics with confidence
Clear and logical pathway
Preserve existing investment in applications
and information Each step delivers immediate value, and
builds for the next
Mission:
turn IT infrastructure into alow-cost, high-performance and flexible
service
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The solution is:
A mans got to do what a mans got to do
Industry in a Box
Automation
Cloud
What else?
Source:
http://he.wikipedia.org/wiki/%D7%A7%D7%95%D7%91%D7%A5:Comic_History_of_Rome_p_186_Archimedes_taking_a_Warm_Bath
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Th bi hi A i
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The next big thing- Automation
Business-ready infrastructure in action
Service Portal
Supply Portal
ServiceRequester
ServiceSupplier
ServiceCompliance
Inventory
Service Templates
Service Catalog
Source; HP
Server virtualization is here The next
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Server virtualization is here. The nextbig thing is Automation
What is automation good for?
Assemble virtual resources (storage, firewall, loadbalancer, network, DBMS, etc.) into working application!
Reuse templates for components, applications
Reuse procedures for DRP, Backup, SW updates
Build in (basic) monitoring
Build in configuration and asset management
Build in CMDB and operational workflow
Build in Capacity planning Part of the resources will be internal part external!
Are we in heaven?!
A L i E l A Vi l D C
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AppLogic Example: A Virtual Data Centre
AppLogic is a grid operating system which enables utility computing for running and scaling webapplications.
AppLogic captures and operates on the logical structure of the application. This makes it very easy to assemble, deploy, monitor, control applications visually in a browser.
35 http://www.3tera.com/AppLogic/
A \ i li h ?
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Automate \ virtualize what?
Server virtualizationStorage virtualization
Network virtualization
Desktop virtualization
Application virtualization
I/O and memory virtualizationEmerging types ofvirtualization include I/O and memory virtualization,
both of which break down physically separate sets ofcomputing resources into more flexible logical groupings
Source: PWC technology forecast downloaded from http://www.pwc.com/us/en/technology-forecast/summer2009/cloud-computing-evergreen-bechtel.jhtml
Wh t ill t f t ti ?
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What will we get from automation?
General Application (Data warehouses, business intelligence,decision support, etc.) , and other workloads will have non-interrupted access to nearly unlimited compute, storage, andnetwork resources.
Application workloads declare their infrastructure requirements
programmatically and receive support. At the infrastructure level, IT manages compute, storage, and
networking capacity as a procurement flow defined by genericcapacity requirements.
Reusable and interchangeable components supplement newer, moreadvanced components on refresh cycles defined by genuinetechnological improvements and budgetary considerations.
Source: PWC technology forecast downloaded from http://www.pwc.com/us/en/technology-forecast/summer2009/cloud-computing-evergreen-bechtel.jhtml
What will we get from automation? (cont )
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What will we get from automation? (cont.)
New applications are provisioned from a pool of sharedresources whether the scope is for one business unit or theentire enterprise. This shift moves IT away from provisioningapplications as standalone solutions, avoiding the creation oflegacy technology.
The goal is to be legacy free, which means theonly reasonto swap out a component is because it is broken or lesscost efficient than an alternative.
The only reason to keep a component is because it
efficiently delivers commodity compute, storage, or networkcapacity.
Source: PWC technology forecast downloaded from http://www.pwc.com/us/en/technology-forecast/summer2009/cloud-computing-evergreen-bechtel.jhtml
Automation is complicated - Elastras ECML
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Automation is complicated Elastra s ECML
ECML provides an extensible multi-viewpointlanguage for modeling an application plane.
Source:http://www.elastra.com/technology/languages/edml
Automation is complicated - Elastras EDML
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Automation is complicated Elastra s EDML
EDML The Elastic Deployment Modeling Language, acollection of elements for describing the capabilities ofIT software and hardware infrastructure
Source:http://www.elastra.com/technology/languages/edml
Automation is complicated Elastras EMLL
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Automation is complicated - Elastra s EMLL
EMML The Elastic
Management ModelingLanguage, a model ofconfiguration items andannotations. EMMLdescribes the context,
state, and dependenciesamong items, such aswhether an ECML-described design iscurrently deployed, the
state of thatdeployments EDML-described resource, or theversion history of either.
Source:http://www.elastra.com/tec
hnology/languages/edml
Th l ti i
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The solution is:
A mans got to do what a mans got to doIndustry in a Box
Automation
Cloud Computing
What else?
Source:http://he.wikipedia.org/wiki/%D7%A7%D7%95%D7%91%D7%A5:Comic_History_of_Rome_p_186_Archimedes_taking_a_Warm_Bath.jpg
Automation is key requirement for
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Automation is key requirement forCloud solution
Multitenant. A cloud service must support multiple, organizationally distant
customers.
Elasticity. Tenants should be able to negotiate and receive resources/QoS on-demand.
Resource Sharing. Ideally, spare cloud resources should be transparently appliedwhen a tenants negotiated QoS is insufficient, e.g., due to spikes.
Horizontal scaling. It should be possible to add cloud capacity in small increments;this should be transparent to the tenants of the service.
Metering. A cloud service must support accounting that reasonably ascribesoperational and capital expenditures to each of the tenants of the service.
Security. A cloud service should be secure in that tenants are not made vulnerable
because of loopholes in the cloud. Availability. A cloud service should be highly available.
Operability. A cloud service should be easy to operate, with few operators.Operating costs should scale linearly or better with the capacity of the service.
http://209.85.129.132/search?q=cache:IRrnbGDGMLsJ:www.cse.iitb.ac.in/comad/2008/uploads/K_Raghu_CloudComputing.ppt+Multiten
ancy+Elasticity+filetype:ppt&hl=iw&ct=clnk&cd=2&gl=il&client=firefox-a
http://www.cse.iitb.ac.in/comad/2008/uploads/K_Raghu_CloudComputing.ppt
Enterprise Benefits from Cloud
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Enterprise Benefits from CloudComputing
Server/StorageUtilization
10-20%
Self service None
Test
Provisioning Weeks
ChangeManagement
Months
ReleaseManagement
Weeks
Metering/Billing
Fixed cost
model
Standardization Complex
Payback periodfor new services
Years
70-90%
Unlimited
Minutes
Days/Hours
Minutes
Granular
Self-Service
Months
Legacy environments Cloud enabled enterprise
Cloud acceleratesbusiness valueacross a widevariety ofdomains.
Capability From To
Source: IBM
Today there are three primary delivery models that companies
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Enterprise
Today there are three primary delivery models that companiesare implementing for cloud
Public Cloud
IT activities/functions are providedas a service, over the Internet
Key features:
Scalability
Automatic/rapid provisioning
Standardized offerings
Consumption-based pricing.
Multi-tenancy
TraditionalEnterprise
IT
Private Cloud
IT activities/functions are provided as
a service, over an intranet, within the
enterprise and behind the firewall
Key features include:
Scalability
Automatic/rapid provisioning
Chargeback ability
Widespread virtualization
Hybrid Cloud
Internal and externalservice delivery
methods are integrated,
with activities/functionsallocated to based onsecurity requirements,criticality, architectureand other established
policies.
Private CloudPublic Clouds
Hybrid Cloud
Source: IBM Market Insights, Cloud Computing Research, July 2009.
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Cloud adoption
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Cloud adoption
Source: http://blogs.idc.com/ie/wp-content/uploads/2010/01/Likely_Cloud_Adoption.jpg
Cloud
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Cloud
Startup that enables the Cloud Storage
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Startup that enables the Cloud Storageconcept
Source: http://www.baraka.ca/Image-NASsa/Nassa_scheme.jpg STKI modifications
Source: http://www.baraka.ca/Image-NASsa/Nassa_scheme.jpg STKI modifications
A Look Inside Azure
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A Look Inside Azure
ServiceBus
AccessControl
Workflow
Database
Reporting
Analytics
Compute Storage Manage
Identity
Devices
Contacts
Your Applications
The solution is:
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The solution is:
A mans got to do what a mans got to doIndustry in a Box
Automation
Cloud
What else?
Source:
http://he.wikipedia.org/wiki/%D7%A7%D7%95%D7%91%D7%A5:Comic_History_of_Rome_p_186_Archimedes_taking_a_Warm_Bath
.jpg
SOI Service\Pattern Oriented Infrastructure
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SOI Service\Pattern Oriented Infrastructure example Storage Services
Archival, BUBU, Archival,
WORM
Fixed Content,WORM, Archival
Business CriticalMission Critical,OLTP
Key Environments
days
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SOI Service Oriented Infrastructure:Example of Service Definition
Name: Identity infrastructure service
Owner: Bob Smith, architect
Description
Providing user identity information(attributes), including authenticationcredentials and related SSO services; alsooffers Web URL permissions
Use case
Direct use by application (LDAP)
Indirect use via Web server (with attributepassing in headers)
Direct use by application (security APIs)
Service-level matches
+ Scalability (over 500 users, etc.)
+ Scale incrementally using replicas
Direct application support
Pricing
Included in e-business costs
Examples
MSFT Active Directory (NOS file and print) MSFT Passport online service
Principles
Simple authentication is usually enough
Replication to scale (mostly read-only)
Component and service manifest
API: LDAP, Web server exits, proprietary Presentation: NA
Application server: NA (see Web SSO)
Integration: Metadirectory utilities
Database: iPlanet Directory Server
Server HW/OS: Sun Solaris on SPARC
Storage: EMC SAN Network: NA
Security: Netegrity SiteMinder Web SSO
Management: Delegated admin,
Maturity
Installed since 2001 with all customer names
Used by X, Y, Z apps now
What Are the Benefits of Infrastructure
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What Are the Benefits of InfrastructureServices ?
Technology reuse
Pattern blueprints: Architecture, technology, product, configuration Technical services:
Actual implementations
IT Process reuse
Pattern matching
Service support Predictive costing
Experience gained: Good and bad practices
People reuse
Fewer technology skills specific to the pattern
More common roles focused in fewer service areas
PeopleTechnology
Process
P3
P1
P8
P7
J1
J2J4
J6
T1
T2
T3
T7
T4
T8
T5T6
T2
T3
T1
J1
J2J8
J3
J7
J5
J4
J6
P3
P2P8
P5P6
P4
P1P7
Standardization is the key for automation.
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Standardization is the key for automation.PWC case study at Bechtel
Source: PWC technology forecast downloaded from http://www.pwc.com/us/en/technology-forecast/summer2009/cloud-computing-evergreen-bechtel.jhtml
Mergers and Acquisitions
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Mergers and Acquisitions
Virtualization vendors vs. Automation vendors?
Automation specific vs. general ESM\operations ? Except more M&As:
IBM is shopping for middleware (think Tibco, Red Hat), datacenter automation(BMC), virtualization (Citrix) and project lifecycle management (Parametric).
Cisco is shopping for datacenter automation and virtualization.
HP wants to buy middleware, security, storage management and virtualizationcompanies.
Oracle is shopping for applications, middleware and data center automationcompanies.
EMC and Symantec are also eyeing data center automation companies.
What does this mean to you?
Source: GS http://blogs.zdnet.com/BTL/?p=28476
What else: Back to the Future
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What else: Back to the Future
Industry in a Box:
Public Cloud: Service Bureau (
(
Concurrent licensing (MicrosoftDynamnicsAX(
Source; http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3#adjdqd5tnb8bv4yr
What else: Infrastructure Department:
http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3http://www.vintageadbrowser.com/computers-and-software-ads-1970s/3 -
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What else: Infrastructure Department:Before
Infra.Manager
Networking PC System DBA Storage
Infrastructure Department: After
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Infrastructure Department: After
Infra. Manager
PC System/Storage/Networking DBA
You may not believe it but:
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You may not believe it but:
Major Israel integrator sends his network presalepersonnel to VMWARE course!
Source: http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/
Conclusion:
http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/http://www.eglobe1.com/index.php/2006/09/02/unbelievable-pictures/ -
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Conclusion:
Virtualization
Standardization \ Rationalization
Infrastructure Services
Automation
Consolidation Process improvements
Private\Public cloud
Are all synonyms in the infrastructure world!
Source: http://languagearts.pppst.com/synonyms.html
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Agenda
Major Trends and Issues
What and why The solutions
How were 2009-2010?
Miscellaneous
Development and SOA
ESM BSM CMDB
DBMS and DATA
Platforms ServersClients
Storage
Source: http://astonguild.org.uk/files/NEW_MENU_FRONT_RGB%5B1%5D.jpg
Was this a different year ?!
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Was this a different year ?!
The high Shekel rate during the beginning
mid of 2009 caused the infrastructuredepartments to have "less" money thanexpected
Budget was very late (government) part of theunits did not pass budget. Procurement only at
the end of year In many organizations, about 30% to 50% there
was no cut off!
Most of the cut off was from January toSeptember. Afterwards there was a catch up.
Although organizations reported cut offspurchasing some storage and some servers wascommon
This year in Israel cut off
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This year in Israel cut off
Salary reduction for "temps", outsourcing and for thegeneral IT employees
From single to dual vendor in every area
Moved equipment from insurance\maintenance of 7*24
to 5*5 to "per-call"Changed suppliers example from CISO to 3COM in
smaller switches, from DMX\HDS-USP\DS8000 to XIV
Printing consolidation projects
No color printing
"Green IT" projects shutting down the PC at night
This year in Israel cut off
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This year in Israel cut off
Moving to bigger servers \ more cores per server for discount in SW (some
SW is still per Server or per Socket) Projects are late 3 months or more in delivery
Delaying projects like ESB, Security projects (that are not mandatory byregulation)
Delaying HW refresh cycles
Dedup and VTL technology are sometime considered as a mean for cuttingcosts
Tools that save money: example Appsense for improving server rations inCitrix environment. Server virtualization was considered as a mean forsaving money as well !
Moving from Unix to Linux is also considered as "saving money" activity
This year in Israel - Technology
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This year in Israel Technology
Server virtualization is the king! Clients reached very quickly
70% and 80% and more from total Windows production systemsin virtualized environment.
Users report mainly: Easier operations
Faster time to market Better availability
However, running to standard-virtualized platforms might notbe suitable for all kinds of applications (DBMS, ESB). The
virtualization technology is not 100% mature and storage ishuge issue in virtualization (performance, backup, etc.)
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This year in Israel technology
Sometimes applications had to be specially tuned" so
they can work safely in Virtualized environment.
Clients are using VTL and DEDUP more and more.
First Cloud projects\bids better service for the
customers via the cloudSome clients went massively to virtualization for
"environmental mandatory circumstances" "NOELECTRICITY AT ALL" !
"Crazy" storage growth !More SBC (terminal servers, VDI , thin clients) for security
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Agenda
Major Trends and Issues
What and why
The solutions
How were 2009-2010?
MiscellaneousDevelopment and SOA
ESM BSM CMDB
DBMS and DATA
Platforms Servers
Clients
StorageSource: http://astonguild.org.uk/files/NEW_MENU_FRONT_RGB%5B1%5D.jpg
IT as a hero not as a showstopper
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IT as a hero not as a showstopper
Explore new technologies (IT usually does it!)
Enable Personal devices (iPhone, Win Mobile, Nokia) that werenot enabled before.
(Try to) Enable Apple Mac! Enable larger variety of laptops.
Self service for developers
Help the business in outsourcing deals
Enable IT resources for clients (example test environment forclients).
Give clients what IT has developed for users (shut down PCs at
night)
Consider to enable the developer to use his own
development\ALM toolsInformation Technologies or Business Technologies ?
New Technology
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gythe good the bad and the evil
Do things better (faster,more efficient, morereliable, cheaper)
Why go to old technology
(that will eventually not besupported)?
Business advantage
Human Capital management
people love new stuff !
Not working \ many bugs Not mature 3rd party not
supported, etc.
Not enough knowledge inIsrael or abroad
Too much effortbleeding edge
Dead End technology
Good Bad
Why are you moving to new technology?
Good Infrastructure manager:
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Good Infrastructure manager:
Goes the safe (expensive) way or the bold way ?
At STKI Round Table: I am paid for not sleeping well at night
Source: http://www.indofamily.net/men/images/stories/articleimages/man%20sleep.jpg Source: http://i.telegraph.co.uk/telegraph/multimedia/archive/01356/man_awake_1356713c.jpg
What clients hate:
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What clients hate:
Project is delayed because immaturity
Lock-In and have to pay more
Something that causes rewrite
Source: http://bkmacdaddy.com/blog/wp-content/uploads/2009/12/angry.jpg
New Generation of Knowledge
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gWorkers
Live in virtual worlds
Expect immediate results
Many open threads
Deliver quickly, in small increments
Expect personalizationIntolerant of disruption
In short: very agile!
http://www.solutionsiq.com/resources/SIQ-
AgileDevelopmentPlatform-Rudd-Young-
Agile2008.ppt
IT infrastructure turn around
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ast uctu e tu a ou d
Intel\AMD servers 3-5 years
PC 3-4 yearsScreen 3-6 years
Laptops 2-3 years
Thin clients 5-10 years
Storage 3-5 years
Network Backbone Switches 7-9 years
Network Edge Switches 3-5 years
We will present data on products andd
General
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vendors:
1. Israeli vendors rating state of the current market focused on theenterprise market (not SMB)
X Market penetration (sales + installed base+ clientsperspective)
Y is X plus localization, support, development center, numberand kind of integrators, etc.
Worldwide leaders marked, based on global positioning
Vendors to watch: Are only just entering Israeli market ormaking a big change so cant be positioned but should bewatched
Represents the current Israeli market and not necessarily what we
recommend to our clients2. Products and selected resellers / implementers
The location within the list is random
Ge e a
We will present data on products and
General
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vendors (cont.)
This subjective chart is the result of ourobjective research
3. Selected installations of products projects in different stages ,production,implementation, after decision
4. Service providers that are used by users . I asked users which SIdo you use in this category and counted the result.
5. Analysis by international and Israeli analysts
This complete information (1 to 5) should be used together,
combined with the specific circumstances of each case whenmaking a decision
General
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77
Ratio Analysis:
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MetricSorted Metric
5736
3643
11750
43850
6057
17560
15060
1437125% percentile68.6
120100
50100
250109
125117
280117
60120
20012050% percentile = Median120.0
117125
100125
164143
125150
600164
192175
7118875% percentile178.1
120192
50200
188250
43280
109438
100600
Ratio Analysis:
25% percentile
50% percentile = median
75% percentile
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Agenda
Major Trends and Issues
What and why The solutions
How were 2009-2010?
Miscellaneous
Development and SOA
ESM BSM CMDB
DBMS and DATA
Platforms ServersClients
Storage Source: http://astonguild.org.uk/files/NEW_MENU_FRONT_RGB%5B1%5D.jpg
ec no og es atur ty o e2010 Middleware and Development
DEV
Trends
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2010 Middleware and Development
Investmentto make money
Cut costs, Increase
productivity
Investmentfor regulations
Commodity IT
Services
Using Implementing Looking
Business Value
Pure
BusinessProject
IT Project
EAI PaaSSOA
Governance
tools
BPMFull SOA
Organization
change
Open Source
ALM tools
ETL
TDDGUI
integration
SemanticAGILE
Trends
WPFESB
Best Practices in APP Dev
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s a s
Front end applications are changing fast, better GUI, easier to
develop.Backend applications put emphasis on RAS (reliability
availability scalability) , integration, security. Less frequentchanges.
No more one MF with one Cobol\CICS environment:Organizations will have to deal with many programminglanguages, tools, run time environments, etc.
Orchestrations and integration is the name of the game
Agile Project Management - Overview
DEV
Trends
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An
alysis
C
ode
Test
Imp
lement
An
alysis
C
ode
Test
3 6 9 12
3
6
9
12
82Source: Cutter
Trends
Agile Software Development
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g p
Agile Software Development is catching up in Israeli ISVorganizations (mainly with AgileSparks).
Clients see the benefits of Agile in small-medium projects
Large Agile projects (50 people) are more challengeable
mainly when there is high interdependencies betweenthe SW modules
Agile is demanding more from the developers
Israeli ISVs report that sometimes their clients demand
Agile!Many Israeli Integrators\Developers organizations run
from Agile like hell!
The SW developer \ manager goals are:
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Keep all this in the right balance:
SOW Scope of Work
Budget
Time
Quality
Source: http://www.bisconsulting.ca/img/seminars/large/goal_setting.jpg
SW development insights
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p g
Bugs are the most easy metric to measure and track
Sometimes too much effort is spent on bugs (example:minor memory leak) while important functionality isdelayed
Do not give unrealistic metrics developers will notreport the real situation
How much effort should developer put in non-devmissions (like detailed progress report)?
Should maintenance be part of the general developmentteam or should maintenance have a special team?
SW and Development metrics
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p
Bugs
How many bugs (including severity)
When the bug was open, when it was closed
Number of bugs correspondingly to closing date of the version
When was the bug found(dev, functional test, regression, prod = escaping bugs)
Test coverage (what part of SW was tested)
Percentage of automatic tests (from the complete project = automatic +manual)
Progress of project compared to plan
How many (and percentage of) passed builds
Personal metrics (loyalty to the firm)
Development of new functionality vs. effort to correct bugs from (prod andfrom tests)
STKI recommends: change your metrics once in a while
TIOBE Programming CommunityI d f F b 2010
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Index for Feb 2010
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Google GO
Googles new programminglanguage
Launched: November 11, 2009
Googles Go programming language
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The syntax of Go is close to that of C except for the typedeclarations
Also missing parentheses around for and ifexpressions
It is designed for exceptionally fast compilation times,
even on modest hardware.Go was not considered to be ready for adoption in
production environments (at time of launching)Source: http://en.wikipedia.org/wiki/Go_%28programming_language%29
Source: https://reader010.{domain}/reader010/html5/0601/5b10cefc1c32d/5b10cf68e020f.png
Objective-C vs C#
http://en.wikipedia.org/wiki/Go_(programming_language)http://www.raakesh.com/images/go.pnghttp://www.raakesh.com/images/go.pnghttp://www.raakesh.com/images/go.pnghttp://en.wikipedia.org/wiki/Go_(programming_language)http://en.wikipedia.org/wiki/Go_(programming_language)http://en.wikipedia.org/wiki/Go_(programming_language)http://en.wikipedia.org/wiki/Go_(programming_language) -
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j
Obj-C C#
[[object method] method]; obj.method().method();
Memory Pools Garbage Collection+/- static/instance
nil null
(void)methodWithArg:(int)value {} void method(int value) {}
YES NO true false
@protocol interface
Source :http://www.fekke.com/iPhoneDevelopment.ppt
Meanwhile in the Holly Land
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Source: STKI
JAVA vs. .NET revisited
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Converting .Net (mainly C#)
programmers to Java is nottrivial
Java has more options than.Net. This means that Javaorganizations have to investmore in standards, guidance,architecture, and softwareinfrastructure.
A well-known pain point of
.Net, and Microsoft solutions ingeneral, is backwardcompatibility.
JRockit VE: Removing the OS andCreating a More Efficient Software
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JRockit VEOS
Creating a More Efficient SoftwareStack Customized to run single Java process
No shell access allowed
Headless
2009 Oracle Corporation
93
VM with Standard Guest OS VM with JRockit VE
~1GB -> ~2 MB
Improved performanceSimplified configuration
Increased security
JRockit JVM
Application
Application
FileNet
The
Microsoft
Platform
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AZURE
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S E R V I C E S S O F T W A R E
Developer Tools
Programming Model
Application Services
Relational Database
Operating System
Applications BPOS
TheMicrosoft Platform AZURE
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Microsoft Azure : Project Sydney
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Technology that enables customers to connect securely totheir on-premises and cloud servers.
Some of the underlying technologies that are enabling itinclude
IPSec IPV6
Microsofts Geneva federated-identity capability
It could be used for a variety of applications
Fail over cloud apps to on-premises servers or to Run an app that is structured to run on both on-premises
and cloud serversSource: http://blogs.zdnet.com/microsoft/?p=4582&tag=col1;post-4582 stki modificstion
Microsoft Azure - Dallas
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Remove friction for building applications leveraging 3rd party
data: Service allowing developers and information workers to easily discover,
purchase, and manage premium data subscriptions in the WindowsAzure platform
Dallas is an information marketplace that brings data, imagery, andreal-time web services from leading commercial data providers andauthoritative public data sources together into a single location, undera unified provisioning and billing framework.
Dallas APIs allow developers and information workers to consume thispremium content with virtually any platform, application or businessworkflow.
Planning a Night Out
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Show times
Predicative parking
Restaurant reviews
Real-time weather
Magic as integral part of Microsoft Visual Studio
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Unified Desktop
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Integrating systems on the glass at the GUI level
Best results for
Read only
Business workflow that updates several systems independently
Not applicable for business scenario that updates several systems inrelated manner (deeper level of integration is needed ESB with
application change) Enable faster business agility - changing the business workflow without
changing the underlying applications!
However :
Who is responsible for the workflow? The application team (example CRM) or
the middleware team?! If the business application\context is changed does it reflect in the GUI
integration layer?
BPM Client testimony:
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Are we mature enough for BPM?
Setup effort for BPM is hugeIdeal situation for BPM
diversity:
Manual and automate process
flow Long term and short term
process flow
Lots of systems to integrate
Lots of changes in process flow When agility is needed in
business processesSource: http://blog.oregonlive.com/clackamascounty_impact/2009/07/large_Worthington-Testifies.JPG
BPM Client Testimony
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Tried before to implement BPM in small system but failed. The
setup cost was too high.Very helpful in integrating processes in diverse system,
technologies, types of access
Data entry is done in the BPM
Business logic is not in the BPM only the flow itself (althoughvery tempting):
Instead of if amount is about 1000 activate X they will haveask the application what to do if amount is Y
In notifications system they will put together SMS , email,fax, etc. but not put the rules when to access each channel
SOA Adoption
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What are the 3 most important factors for SOA success:
Organization, Organization and Organization !
SOA\Integration might become (very easily) the bottleneck of SW development !
SOA is easier to implement in smaller IT shops especiallywhen all development is done in centralized place
Should SOA take care of business logic?
SOA is now working fine! But we had to rewrite 3 time
SOA Maturity Level
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DeveloperDesigner
might use BPM\SOA
tools independently
Business User
0. No Integration Layer
1. Integration team no tools
3. ESB team that suggests interface services
2. ESB with team that do what you are told
4. ESB team with SOAG tools
6. ESB team \ Architect suggests business services
7. ESB team \ Architect mandates business services
5. ESB team mandates interface services
8. ESB team \ Architect enables/executing business services
The middle man
Intel Software is represented by SRL
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Oracle acquires Amberpoint
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Business Rule Management System (BRMS)
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Create rules in a business language
Execute rules (rules engine) Edit and change rules
Anatomy of a BRMS
ProceduralApproach
Application Code
Business RuleApproach
Application Code
Business Rules
DecisionEngine
RulesEditor
RulesAnalyzer
RulesVersioning
RulesRepository
Re
Eeuo
Re
Etn
Re
Mame
Business Rules Management System (BRMS)
Source:: http://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppt
BRMS Client Testimony
http://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppthttp://www.wowgao.com/2006ef/2005ef/PDFfiles/Joe_Boissy_efinancial_ILOG.ppt -
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Tried before to implement BPM in small system but failed. The
setup cost was too high.Very helpful in integrating processes in diverse system,
technologies, types of access
Data entry is done in the BPM
Business logic is not in the BPM only the flow itself (althoughvery tempting): Instead of if amount is about 1000 activate X they will have ask the
application what do to if amount is Y
In notifications system they will put together SMS , email, fax, etc.
but not put the rules when to access each channel
What is lean?
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Japanese automotive Industry developed Lean manufacturing
with a lead from Toyota and utilising the Toyota ProductionSystem (TPS) factory.
Lean philosophy is to maximize customer value by eliminatingwaste and optimizing the existing processes in all aspects of afirms production activities: human relations, vendorrelations, technology, and the management of materials andinventory.
Lean means doing more with less effort. Lean Organizationunderstands customer value and focuses their key processes inmeeting customer needs with all muscles without any fat /waste.
Source: http://www.hydspin.org/files/conf09/g_appa_rao.ppt STKI modifications
What is Lean?
http://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppt -
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R & D
Design
Manufacturing
DISTR.
Acceptance
and release
R&D
Design
Manufacturing
DISTR.
Acceptance & release
Production SetupProduction Setup
C
Y
C
LE
T
I
M
E
TIME
Optimized thru LEAN
Source: http://www.hydspin.org/files/conf09/g_appa_rao.ppt STKI modifications
Lean Benefits
http://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppt -
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Relentlessly focus on reducing non-value adding activities
Cost
Defects
Lead time
Inventory
Space
Waste!
Productivity
Customer satisfaction
Profit
Customer responsiveness
Capacity
Quality
Cash flow
On time delivery
Work Time (valueadd)
Cycle Time
Before
After
Wait Time (nonvalue add)
Cost/Chaos
Same work completed inless time
Cycle time
Source: http://www.hydspin.org/files/conf09/g_appa_rao.ppt STKI modifications
Source: http://www.hydspin.org/files/conf09/g_appa_rao.ppt STKI modifications
CMMI , Lean & Agile
http://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppt -
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CMMI is a Model that contain theessential elements of processes for
effective systems/software development
A model for assessing organizational
capability, aiding continuous
improvement and benchmarking
Provides generic guidelines based onindustry best practices that can be easily
adopted
Root is from manufacturingindustry
Set of generic principles
Has broader focus on the
product life cycle across the
enterprise.
All the processes are evaluated
towards creating Value to the
Customer at the shortest
possible cycle yet maintaining
cost and quality
No generic guidelines for the
structure of the desired solution.
companies to decide what may
be best for their organization.
CMMI LEAN
Set of methodologies evolved forsoftware development
Adopts some of the lean principles
like in-station quality, visual controls,
standardization, employee
empowerment
More suitable for software
development
Highly suitable where requirements
are evolving
Small working teams who are co-
located
set of structured methodologies
Agile
Source: http://www.hydspin.org/files/conf09/g_appa_rao.ppt STKI modifications
6 and Lean
http://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppt -
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Focus On improving Value Added Process On entire value stream and creating flow
Among value added operation
Problem Span Largely Single process
(CFPM adaptation exists)
Entire Value Stream; Connection among
processes
Orientation Elitist Approach, BB led,
Mentoring Concept
Grass-rooted approach, traditional functional
boundaries are ignored; results are
ingrained.
Analysis Tool set Data driven, Statistical Toolset Focus on management principles, brings in TPM,
TVA and 5S toolset simple techniques for
problem solving and continuous improvement
6 Lean
Approach Sequential Problem Solving; Defects Removal,
Variance Reduction
Looks at Entitlement; Maximize Potential
(flow & pull); reduce cycle time; improve
throughput (productivity)
Output Quick Results, Small Team Long-haul, iterative and widespread
Solution Design Not very strong Flow, Pull principles help in solution design
Simple principles Yet tough to implement
as there is no standard framework
Source:http://www.hydspin.org/files/conf09/g_appa_rao.pptSTKI modifications
Theory of Constraints (TOC)
http://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppthttp://www.hydspin.org/files/conf09/g_appa_rao.ppt -
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A management philosophy
developed by Dr. EliyahuGoldratt that can be viewedas four separate butinterrelated areas:
Logistics, e.g., buffermanagement
Performance measurement,e.g., throughput
The five focusing steps
Thinking process
Srouce: http://www.clt.astate.edu/asyamil/arnold/ppt/TOC_handout.ppt
EAI\SOA Support Ratios
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EAI \ SOA variations are very big:
From static (old) messaging interface (MQ) to new and changing SOAservice
How thick is the interface: 20 times a day to 20,000 a minute
How involved are the applications developers?
Example of service : update