The Banking Backbone Is Dead. Long Live The Banking Backbone

Jost Hoppermann

I just returned from a business visit to India, and on the long way back, I had the time to sort out some observations and ideas on the future of the banking backbone that I had discussed with bankers as well as banking platform vendor execs over the past few weeks. But let me start from the beginning.

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Adobe Seizes The Day

Stephen Powers

Adobe has gotten into the content management business, with its announcement earlier today of its intent to acquire Day software for $240 million. Day —with its WCM, DAM, and collaboration offerings — has had a good deal of buzz over the last year or so. Why? Mostly due to a renewed marketing push, demo-friendly products, and occasional uncertainty around competitors due to acquisitions (Interwoven, Vignette) . Day was one of the few remaining independent WCM vendors with enterprise credentials and was ripe for the picking, particularly given the strength of its WCM product. Adobe, of course, brings its document, creative authoring, and rich Internet application development tools to the table.

With the Day deal and last year’s Omniture acquisition, Adobe continues to assemble components of the online customer engagement ecosystem that we wrote about earlier this year. What’s interesting is which vendors are approaching this ecosystem — from the standpoint of ECM (IBM, Oracle/Stellent, Open Text/Vignette), marketing software (Alterian/MediaSurface),  enterprise search (Autonomy/Interwoven), and now creativity software/interactive Web applications (Adobe).

So, what does this deal mean for content and collaboration pros?

  • Short term, there shouldn’t be a whole lot to worry about for either set of customers. Adobe and Day’s offerings generally don’t have much overlap , but rather are complementary. So there should be no worries about certain products being discontinued in favor of others.
  • Day and Adobe customers will have the opportunity to source more components of the online customer engagement ecosystem from a single vendor and potentially take advantage of possible integrations to come down the road.
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Decision Management, Possibly The Last Frontier In BI

Boris Evelson

Just read an excellent article on the subject by Tom Davenport. We at Forrester Research indeed see the same trend, where more advanced enterprises are starting to venture into combining reporting and analytics with decision management.  In my point of view, this breaks down into at least two categories:

  • Automated (machine) vs. non automated (human) decisions, and
  • Decisions that involve structured (rules and workflows) and unstructured (collaboration) processes
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Why I Don't Want To Research BI Market Size

Boris Evelson

I know, I know, this is what analysts do. But I personally would never want to get involved in doing a BI market size – it’s open game for serious critique. Here are some of the reasons, but the main one is a good old “garbage in garbage out.” I am not aware of any BI market size study that took into account the following questions:

  • What portion of the DBMS market (DW, DBMS OLAP) do you attribute to BI?
  • What portion of the BPM market (BAM, process dashboards, etc.) do you attribute to BI?
  • What portion of the ERP market (with built-in BI apps, such as Lawson, Infor, etc.) do you attribute to BI?
  • What portion of the portal market (SharePoint is the best example) do you attribute to BI?
  • What portion of the search market (Endeca, Google Analytics, etc.) do you attribute to BI?
  • What is the market size of custom developed BI applications?
  • What is the market size of self built BI apps using Excel, Access, etc?
  • On the other side, what is the % of licenses sold that are shelfware and should not be counted?

Plus many more unknowns. But, if someone indeed did do such a rough estimate, my bet is that the actual BI market size is probably 3x to 4x larger than any current estimate.

IBM's zEnterprise Is A Game Changer For Application-Platform Choice

Phil Murphy

A quick note on a big announcement today by IBM that is being rolled out as I write this. No, I don't have a crystal ball - my colleague Brad Day and I spent a day in Poughkeepsie in late June for the full scoop - provided under NDA. The announcement is massive, so I'll just lay out the high points and a few of my thoughts on what it means to apps folks. I'll leave the deeper I&O/technical details to Brad and others in subsequent posts and research. My goal here is to get a conversation going here on what it may mean to apps people in your IT shops.

What's in the zEnterprise announcement?

  • It's a new computing environment that unifies Linux, AIX, and z/OS on a new server complex that includes mainframe servers, x86, and Power7 blades under a single set of management software: the zEnterprise Unified Resource Manager (URM).
  • A 10 Gb private data network joins the new z server (z196) and zBX - an ensemble that houses racks of x86 and Power7 blades. It also includes an intra-ensemble network that is physically isolated from all networks, switches, and routers - permitting removal of blade firewalls.
    • One client claims a 12-to-1 reduction in network hops by eliminating blade firewalls.
  • The z196 permits up to 96 Quad-core 5.02 ghz processors, 80 available for customer use, and 112 blades.

What is the impact on applications people and application-platform choice?

zEnterprise is a monster announcement that heralds a long laundry list of improvements - it would be impossible to cover all of the ramifications in a single blog post; however, a brief glimpse of some of the most notable improvements that affect applications folks include (zEnterprise as compared to z10):

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Use A Four-Step Approach To Select The Right BI Services Provider

Boris Evelson

BI projects are never short, and, alas, many of them don't end since a fast-paced business environment often introduces new requirements, enhancements, and updates before you're even done with your first implementation. Therefore, we typically recommend doing sufficient due diligence upfront when selecting a BI services provider — as you may be stuck with them for a long time. We recommend the following key steps in your selection process:

  1. Map BI project requirements to potential providers. Firms should use Forrester's "BI Services Provider Short-Listing Tool" to create a shortlist of potential providers. With the tool you can input details about your geographic scope, technology needs, and the type of third-party support you need (i.e., consulting versus implementation versus hosting/outsourcing).  The tool then outputs a list of potential providers that meet the criteria. For each potential fit, the tool also generates a provider profile summary that offers key details around practice size, characteristics, and areas of expertise.
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Join Me For A BI Strategy Workshop In Cambridge, Mass., On October 19, 2010

Boris Evelson

Business intelligence (BI) continues to be front and center on the agendas of businesses of all sizes and in all industries and geographies. Ever-increasing data volumes, complexity of global operations, and demanding regulatory reporting requirements are just some of the reasons. But also, more and more businesses realize that BI is not just a tool but rather a key corporate asset that they can use to survive, compete, and succeed in an otherwise increasingly commoditized global economy.

However, we consistently find that many BI initiatives fail and even more are less than successful. Well, maybe we can help. Even if just a little bit. Come to our interactive one-day BI Strategy Workshop to learn the fundamentals and best practices for building effective and efficient BI platforms and applications. The Workshop will also include hands-on exercises with tangible deliverables that you can take back to your teams to help you jump-start or adjust the course of your BI initiatives.

Why attend? Because hundreds of organizations have already benefited from reading Forrester research and working with Forrester analysts on the topics covered in this Workshop. I plan to present Forrester’s most recent research on:

  • Why are BI initiatives at the top of everyone's agenda, while many of them still fail?
  • What are some of the best practices necessary to achieve successful BI implementations?
  • What are some of the next-generation BI technologies and trends that you can't overlook, such as Agile BI and self-service BI?
  • How do you assess your BI maturity so that you can get a solid starting point on the way to your BI vision and target BI state?
  • How do you assess whether your organization has a solid BI strategy?
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Join Our Data Management Tweet Jam On MDM’s Next Evolution: Tuesday, July 20, 3-4 PM ET

Noel Yuhanna

Many large organizations have finally “seen the light” and are trying to figure out the best way to treat their critical data as the trusted asset it should be. As a result, master data management (MDM) strategies and the enabling architectures, organizational and governance models, methodologies, and technologies that support the delivery of MDM capabilities are…in a word…HOT! But the concept of MDM -- and the homegrown or vendor-enabled technologies that attempt to deliver that elusive “single version of truth,” “golden record,” or “360-degree view” -- has been around for decades in one form or another (e.g., data warehousing, BI, data quality, EII, CRM, ERP, etc. have all at one time or another promised to deliver that single version of truth in one form or another).

The current market view of MDM has matured significantly over the past 5 years, and today many organizations are on their way to successfully delivering multi-domain/multi-form master data solutions across various physical and federated architectural approaches. But the long-term evolution of the MDM concept is far from over. There remains a tremendous gap in what limited business value most MDM efforts deliver today compared to what all MDM and data management evangelists feel MDM is capable of delivering in terms of business optimization, risk mitigation, and competitive differentiation.

What will the next evolution of the MDM concept look like in the next 3, 5, and 10 years? Will the next breakthrough be one that’s focused on technology enablement? How about information architecture? Data governance and stewardship? Alignment with other enterprise IT and business strategies?  

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Software Quality Is More Than Just Lack Of Defects

Mike Gualtieri

My colleague Margo Visitacion and I are finishing up a new report, Seven Pragmatic Practices To Improve Software Quality, that will publish in a few weeks. We realized that not everyone has the same definition of quality. More often than not application development professionals define software quality as just meaning fewer bugs. But software quality means a whole lot more than just fewer bugs.

Forrester defines software quality as:

Software that meets business requirements, provides a satisfying user experience, and has fewer defects.

 

What It Means: Quality Is A Team Sport

Quality must move beyond the purview of just QA professionals and must become an integrated part of the entire software development life cycle (SDLC) to reduce schedule-killing rework when business requirements are misunderstood, improve user satisfaction, and reduce the risks of untested nonfunctional requirements such as security and performance.

Where Do You Draw The Lines Between Business And IT Ownership Of Data And Information?

Boris Evelson

I get many questions on this subject and it often turns into almost a religious debate. Let's throw some structure into it. Here's a decision-to-raw-data stack.

  1. Decisions
  2. Strategy
  3. Policies
  4. Objectives (e.g., clear understanding of what is driving revenue performance)
  5. Goals (e.g., achieve x% income growth)
  6. Calculated metrics (any combination, variation of the standard metrics or KPIs)
  7. KPIs (e.g., profitability, liquidity, shareholders value)
  8. KPMs (e.g., enterprise value, trailing/forward price/earnings)
  9. Metrics (e.g., fee income growth %, non-fee income growth %)
  10. Dimensions (part of MDM, e.g., customers, customer segments, products, time, region)
  11. Pre-calculated attributes (standard, cross-enterprise metrics, KPIs, and KPMs)
  12. Pre-built aggregates (used to speed up reports and queries)
  13. Analytical data (DW, DM)
  14. Operational data (ERP, CRM, financials, HR)

Obviously, it's never a clear-cut, binary decision, but in my humble opinion:

  • 1-6 should emphasize business ownership
  • 10-14 should emphasize IT ownership
  • 7-9 is where it gets murky, and ownership depends on whether metric/KPI/KPM is: 1) standard and fixed, 2) fluid and changes frequently, 3) different by product, line of business, or region.

What did I miss? Thoughts?