Great News For The Process World — A Sea Change Is Coming

By Connie Moore

I've been working in the Business Process Management field for long time. How long? How's this—I remember when there wasn't any BPM—it was all just workflow. Plus, I remember when there wasn't any continuous improvement or Agile vs. Waterfall, it was just big bang Business Process Reengineering.

I've also been working in the content management and collaboration space for a long time. How long? I remember when people who tracked document imaging (me included) didn't know what document management was. And I remember when Lotus Notes and Groupwise defined the collaboration space, and nobody thought for two seconds about Microsoft.

Why do I ramble on through technology's memory lane? It's because I want to set the stage for what I'm about to write.

For years I've been talking about the need to marry structured processes with ad hoc processes. More than that, I've said we need to look at work from the worker's perspective, and tackle all the work that the person does. Instead of carving off the structured process and automating just that, and then leaving all that other work for the information worker to figure out how it gets done, I've argued that we should look at work holistically.  We should very deliberately add that chaotic, messy ad hoc world of work to our structured processes, and stop relying on information workers to mentally and physically (through cut and paste) integrate all their collaboration tools with structured processes. After all, haven't you heard the complaints about information overload from stressed-out workers?  Yep, me too—and we could do a lot to make that headache disappear by giving workers a highly contextual workplace that is powered by BPM.

But I've been a voice crying in the wilderness. I'm not kidding.  Whenever I would talk about collaboration with BPM vendors, they would somehow think I was talking about straight through processes between companies. That's collaboration, right???  And whenever I would talk about BPM with content and collaboration vendors, they would look at me blankly and mumble something about using simple workflow for approving documents.  It felt like two disconnected worlds that desperately needed to find each other.

In the past three months, I've noticed a huge sea change.

• It first hit me when I visited Salesforce.com in April.  One of the major, high-buzz topics of conversation that day was about integrating Facebook and Twitter with Salesforce's application.  The very fact that an application vendor was taking integration with Web 2.0 tools so seriously was an eye-opener.  Things were definitely heating up on the integrating collaboration with structured processes frontline.

• Then, I went to SAP's SAPPHIRE conference. The same thing happened. SAP showed applications that integrated information-rich visual data from Business Objects with its structured processes. Admittedly, this was more of a BI focus than a collaboration focus, but still, it marked the convergence of structured processes with more people-designed, visual information.

• Today, I attended the Workflow Management Coalition's Process.gov event and got firsthand validation that organizations have really started to integrate the structured and ad hoc worlds. Michael Ruiz from Deloitte demonstrated an application for the US Navy that supports Marine Domain Awareness.Situational awareness is the key concept behind this app. By integrating BPM with chat, e-mail, workflow, context sensitive collaboration, mobile messaging, picture messaging, wikis and data, the Navy can provide a highly contextual world for military analysts that automates every aspect of the job. It was an amazing demonstration of how process becomes more powerful when married with all the other people-oriented tools information workers use every day. 

I think a sea change is coming in the process world. Yes, straight through processes have their place.  And yes, BPM tackles many back office, transactional processes that don't have a heavy or even moderate collaboration angle.  But there's a huge world of work out there that involves e-mail and BI reports and documents—and we will truly put a dent in productivity time sinks if we can somehow get our arms around the entire world of work—not just that part that involves swim lanes, role activity diagrams and BPMN. Let's go work!

BI Mashup Maturity Model? Oxymoron? Au Contraire Mon Frère!

By James Kobielus

In one of my recent tweets, I commented that Forrester has developed a maturity model for enterprise adoption of mashup-style, self-service development of business intelligence (BI) applications. Indeed, we have, and it will appear in my forthcoming Forrester report, “Mighty Mashups: Do-It-Yourself Business Intelligence for the New Economy.”

Another tweeter--an astute, but sadly, non-Forrester BI analyst--scoffed that “BI mashup maturity model” is an oxymoron. Respectfully, I must disagree. Enterprises are adopting self-service BI approaches for many reasons--principally, to cut costs in a tight economy, to unclog the development backlog, and to speed delivery of actionable, targeted intelligence to decision makers. Also, companies are providing users with BI tools to do interactive, deeply dimensional exploration of information pulled from enterprise data warehouses (EDW), marts, cubes, transactional applications, and other systems. Furthermore, organizations everywhere have adopted browser-oriented BI environments that leverage the full Web 2.0 interactivity and collaboration.

Sitting at the convergence of those trends is BI mashup, which Forrester sees as the new paradigm for truly pervasive decision-support systems. What throws off some people is the term “mashup,” which sometimes gets pigeonholed as simply referring to using, say, Google Maps to display geocoded performance metrics and sundry Internet-sourced data in a browser-based dashboard. Yes, BI mashup encompasses that approach to presenting and integrating diverse data, but its application is much broader.

Just as important, BI mashup is not bleeding edge. Rather, BI mashup leverages the in-memory BI clients, semantic virtualization layers, data federation middleware, automated data discovery, and other next-generation BI tools and platforms.

No one vendor or user has yet put together an end-to-end BI environment that is entirely focused on mashup-style self-service development. However, Forrester sees the BI industry converging toward as mashup-oriented architecture over the coming 2-3 years. With that in mind, we sketched out a BI maturity model that encompasses the following four levels (the first 3 of which are represented in case studies in the upcoming report):

• Level 1: Lightweight presentation mashup against transactional applications: This basic maturity level is for companies that have no prior BI or EDW; have little in-house BI expertise; and are comfortable with allowing casual users to use their browsers to customize parameterized reports from data from packaged business applications.                                                                
• Level 2: Deep presentation mashup against EDW: This level is for organization that do have prior BI and centralized EDWs, but have an understaffed BI development group and/or  power users and data modelers urgently require the ability to mashup and explore historical and current data within sophisticated BI workspaces.
• Level 3: Full BI mashup in federated environment: This level is for organizations that have decentralized, dynamic data management environments, and have the expertise to design reusable, composite data services to seamlessly mashup internal and external information.
• Level 4: Full collaborative mashup with IT governance: This level is for organizations that want to encourage subject  matter experts and operational users to collaborate on analytics created through mashup, but who are also concerned that all mashups be controlled, governed, and monitored in accordance with enterprise policies and best practices.

As I said, it will take a few years before we see a substantial number of enterprise case studies that implement the pinnacle of collaborative mashup with tight governance. Nevertheless, when you follow the evolution of next-generation solution portfolios from leading BI vendors such as SAP, IBM, Microsoft, and others, it’s clear that self-service user-centric mashup, to varying degrees, is a core theme.

BI mashup has such a strong business case that we’re confident it’s more than simply a “down economy” theme. It will almost certainly grow in importance for information and knowledge management professionals as the economy improves.

Database Religions Dissolve into the Big Billowing Virtual Data Cloud

By James Kobielus

Virtualization is a venerable old computing concept that has achieved new life in recent years.

Virtualization brings to life a new world of more flexible service provisioning while cleverly emulating the old world that is being replaced. Virtualization refers to any approach that abstracts the external interface from the internal implementation of some service, functionality, or other resource.

The promise of virtualization is that, no matter how scattered and diverse, all pooled resources behave as if they were a single unified resource, both for usage and administration. In a sense, this is the practical magic that Arthur C. Clarke identified with advanced technology. The external interface may conceal various facts about the implementations of the underlying resources. The virtualized resources may run on diverse operating and application platforms; have been deployed on nodes in diverse locations; have been aggregated across diverse hosting platforms (or partitioned within a single hosting platform, either through virtual machine software, separate CPUs, or separate blade servers); and have been provisioned dynamically in response to a client request.

When Noel Yuhanna and I presented on enterprise database virtualization last week at Forrester IT Forum, we took pains to point out that is not a radically new paradigm. In fact, database administrators (DBAs) have been doing virtualization for a long time and not realizing it. We’re all familiar with such database virtualization approaches as policy-based server clustering, massive parallel processing database grids, and enterprise information integration. In these environments, you can identify the virtualization layer as “single system image,” “semantic abstraction,” or some other approach.

What all these approaches share is that they make two or more repositories behave as if they were a single database for unified access, query, reporting, predictive analytics, and other applications. If you wish, I could drill down further into the layers of database virtualization--data virtualization, transaction virtualization, and platform virtualization--but that would be too much for a mere blogpost.

One twist that I didn’t have time to explore in depth last week is the notion that the traditional hub-and-spoke enterprise data warehousing (EDW) architecture is itself a form of database virtualization. The hub-and-spoke model transforms analytic data to a common “spoke-side” semantic access model, such as star schema or columnar. As such, this approach abstracts from the data models (usually 3NF relational) implemented at the EDW hub tier, the staging tier (perhaps file-based), and OLTP sources (perhaps hierarchical, XML, or what have you).

When you realize that each data-persistence approach has its optimal deployment sphere, you’re thinking database virtualization. At that point, you start to realize that the various database religions--relational is supreme, columnar is king, and so forth--are not absolute truths. They’re simply sectarian texts in a tradition of longer vintage: the evolution of truly all-encompassing data virtualization clouds.

Yes, I’m using “cloud” in this context because it best describes this new paradigm. Cloud-based virtualization is beginning to seep into analytic infrastructures. To support flexible mixed-workload analytics, the EDW, over the coming five to 10 years, will evolve into a virtualized, cloud-based, and supremely scalable distributed platform.

What are the outlines of this new paradigm? The virtualized EDW will allow data to be transparently persisted in diverse physical and logical formats to an abstract, seamless grid of interconnected memory and disk resources and to be delivered with subsecond delay to consuming applications. EDW application service levels will be ensured through an end-to-end, policy-driven, latency-agile, distributed-caching and dynamic query-optimization memory grid, within an information-as-a-service (IaaS) environment. Analytic applications will migrate to the EDW platform and leverage its full parallel-processing, partitioning, scalability, and optimization functionality. At the same time, DBAs will need to make sure that cloud-based DW offerings meet their organizations’ most stringent security, performance, availability, and other service-level requirements.

I won’t opine here and now on how much enterprise data will be persisted in public clouds vs. private environments that incorporate many of the same platform virtualization technologies. I’ll save that discussion for the upcoming Forrester reports that Noel and I are developing in virtualization of transactional and analytic databases, respectively.

Expect those in Q3 or thereabouts. Thanks everybody who attended our preso last week in Vegas!

It's Getting Crowded In This Cloud

By Clay Richardson

Based on the recent wave of announcements flooding my inbox, BPM vendors are now stampeding to the cloud party.  Over the last two months, I have received no less than 6 cloud-related announcements from various BPM vendors.  So here's the running time line:

• Singularity
• Cordys Process Factory (partnership with Google Apps)
  
• IBM BPM Blueworks
• Vitria M3O
• Appian Anywhere (announcement of free version)
• Software AG AlignSpace

This is starting to feel like the 1849 Gold Rush, or at least what I imagine it was like, based on what I learned in school (since I wasn't there smarty pants).  So where's the gold – since we don't see evidence of any vendors making wild sums of money off of BPM SaaS at the moment?

In the near term, smart BPM vendors see the cloud as a cost-effective marketing approach for "try-before-you-buy."   Customers can play around with the technology, build a few processes, prove initial business value, and then plunk their money down if they're convinced.  Think of it as an optimized sales tool - no troublesome technology installs that could derail the vendor's sale cycle.

For firms like Appian and Lombardi that began prospecting (sticking with the gold rush analogy) early, they are beginning to see a few shimmers of gold, in terms of attracting new customers to their brand and differentiating themselves as early pioneers in the BPM SaaS space.  But the real mother lode is still far off.  And with the stack vendors beginning to crank up the "public vs. private" cloud debate, it will become more difficult for smaller players to control the BPM SaaS conversation in the future.  For example, Oracle and IBM are now touting the importance of the "private cloud" (the new term du jour for grid computing, data centers, etc.).

Why It Matters

With software vendors stampeding into the BPM Cloud, customers will come to expect well-defined software-as-a-service strategies when evaluating BPM technology.  At a minimum, vendors need to show customers that BPM SaaS is on their roadmap or run the risk of being tagged as laggards.  In the near term, these same customers will likely end up buying on-premise BPM Suites, but will feel more comfortable with vendors that are not blind to the cloud computing trend.

For customers, it means you now have more choices when it comes to test-driving BPM Suites before plunking down your money.

And for the industry, it means lower barriers and the potential for accelerated BPM adoption.

Sound Off

I want to hear from you.  Let me know what you think about BPM Software-as-a-Service.  Do you think this latest stampede is a game of vendors playing catch up?  Do you think BPM SaaS has the potential of expanding and growing the BPM market?  Post your thoughts in the comment section or feel free to shoot me a quick e-mail at crichardson@forrester.com.

Upcoming Tweetup At Forrester’s IT 2009

On May 18, the night before Forrester’s IT Forum, Forrester will be hosting a Las Vegas Tweetup. Tweetups are low-key social events where Twitterers can network and meet the people they tweet with. Anyone can attend; it is an informal atmosphere that allows casual conversations.

This Tweetup is for anyone who's attending the Forum or lives in the Las Vegas area. There is no charge for attending the Tweetup, so come meet and mingle with a few members from The Social Media Club of Vegas, @rwang0, @coreymathews, @lizherbert, @pleclare, @akarlin, @forrester, and others.

Not Your Daddy's IBM

By Clay Richardson

"Big Blue."  That's the image of IBM I grew up with - bloated, rigid, complicated.  Come on, you've heard the joke, "How many IBM engineers does it take to screw in a light bulb?  More than you can afford!"  And I've seen this first hand in the past with IBM Websphere Process Server (WPS). 

In 2006, I supported a major enterprise BPM evaluation for a large federal agency.  Several vendors were brought in, including Big Blue, to demo BPM functionality.  I have to admit, the functionality and depth presented by IBM underwhelmed the federal customer - they literally shook their heads with disappointment.  At that time, IBM was force fitting the WPS product to be a human-centric BPM platform.  I described it as a "headless horseman" - nice integration functionality under the covers, but missing the required interface for users to interact with their tasks and workflow.  The end result of the evaluation:  IBM lived up to its Big Blue image and the agency decided that Big Blue was not the right platform for their fledgling BPM initiative (which would go on to become a multi-million dollar, multi-year BPM program).

Fast forward three years later.  I think IBM got the message.  Somehow they transformed themselves from "Goliath" to "David."  IBM is placing very large bets on WPS leading them to the BPM promised land and has invested heavily to make the platform more business-friendly and accessible.  This might not seem a big deal for those of us in the BPM world - we've seen plenty of cool tools from vendors that are geared towards the business.  But this is IBM; a company not known for making cool things.  Is the mainframe cool? Is DB2 cool?  Maybe my dad still thinks those technologies are cool, but the current generation of Web 2.0 whiz kids don't.  Actually, I just yawned while typing "DB2" (seriously).

So, what has me thinking IBM is so cool nowadays?  This week, during their annual user conference, IBM made three key announcements that caught my attention:

• Business Space - The head has finally been sewn on to the headless horseman.  Business Space is a new WPS component that allows teams to create highly-interactive and collaborative user experiences around business processes.  What's so cool about it?  It really is a mashup environment that allows business users to create and modify their own user experiences.  This addresses one of the major complaints from BPM developers: rigid out-of-the-box experiences that have to be thrown out in favor of custom development using Spring or Struts in order to create rich user experiences.  By using a mashup and widget approach, Business Space could save development teams significant development time and provide process users more control and flexibility over their user experiences.

• BPM BlueWorks - At this week's IBM Impact conference, IBM unveiled its first foray into SaaS-based BPM.  The BPM BlueWorks offering will allow customers to model, document, and define business processes in the cloud.  Best part of all - its free.  Now that's cool.  By providing a free process community/wiki in the cloud, IBM is demonstrating that "Big Blue" is accessible to the masses.  BlueWorks will go head-to-head with tools like Lombardi Blueprint and Software AG AlignSpace - much smaller competitors that IBM would have ignored or laughed at three years ago.  While I don't expect IBM to push the rest of WPS into the cloud, BlueWorks will help expand the market for BPM skills and customers.

• Cloud Burst - Okay, this is outside of my BPM comfort zone, but I think its pretty cool.  Larger BPM initiatives always struggle with managing a dizzying collection of databases and app servers across dev, test, staging, and production environments.  One of my customers lost several employees (the employees quit) due to frustration standing up and tearing down increasingly complex clustered BPM environments (across several BPM projects running in parallel).  Although Cloud Burst does not specifically target BPM environments, BPM initiatives should explore using tools like Cloud Burst to streamline the deployment and configuration process. 

Why It Matters

IBM has upped its game in BPM and is becoming a stronger human-centric BPM contender.  Business Space and BPM BlueWorks paint a new face on IBM that will attract more business-oriented customers that we're frightened by the previous generation of tech-heavy IBM BPM offerings. 

Sound Off

I want to hear from you.  Let me know what you think about IBM's new BPM offerings.  Do you think these new offerings will help IBM develop a more business-friendly image?  Do these products change your impression of IBM?  Post your thoughts in the comment section or feel free to shoot me a quick e-mail at crichardson@forrester.com.

Las Vegas in May? What Could be Better?

By Dr. Natalie Petouhoff

How about a Forrester Forum in Las Vegas in May. Come on... you need a break! You've been working really hard-- it's only May and it seems like it is September... When will this year be over????

If you are feeling like that, its time to come to the IT Forum 2009  and get rejuvenated by hanging out with some of the best IT and business minds in the world. Ok- I'm a geek, I admit it... but the people you meet are incredible. I don't know about you, but there is nothing better than breaking bread with really smart people who "get" it. And I'm not talking only about my fellow colleagues at Forrester. The people who are attracted to Forrester conferences are smart, open and interested in soaking up the latest information. And sharing what they've learned with others. It's a collective consciousness of changing business, one conversation at a time.

So what will I be presenting on? I'll be cohosting a session with Chip Gliedman on Architecting IT for Customer Service Excellence. What does that mean? We know that budgets are tight and people want to walk away with real, implementable change. So our session will focus on how to reduce operational costs and enhance revenue.

And one of the topics in that session will be customer service social media. We just finished an ROI model for online customer service communities. All I can tell you is... the R.O.I. is B.I.G.

And we'll also be using the Customer Service Innovation Framework as the construct to evaluate your "current state" (its an online survey all the stakeholders on your team can take.) so you can compare it to best practices. The survey output is designed to gain organizational alignment and prove to management that change is necessary. 

I'll also be speaking on How to Risk Proof Your CRM Project. Key to a downturn market is building the right business case to make sure your project is funded. Next most important thing? Make sure your investment doesn't end up like the sad CRM failure statistics. This talk is based on research conducted by Bill Band, How to Risk Proof Your CRM Technology Platform.

So Here's the scoop. You've got to come. I want to meet you. You've got to get away from the day-in and day-out grind. Come and get rejuvenated. Fall in love with technology again. Meet great people, have some great meals, maybe in take in a show... go back, refreshed and ready to tackle your challenges with a fresh, new outlook, really great contacts to call when you get stuck and tons of great executable ideas.

Forrester’s IT Forum 2009  — May 19-22 in Las Vegas -- Let me know on twitter if you are attending -- @drnatalie and And follow the event via twitter -- @forrester

Experience The Forrester Research Difference At Forrester's IT Forum 2009

Forrester’s IT Forum Tech Innovation Demonstrations are your first glimpse at new and alternative technologies that will provide solutions to your current business needs.  View innovative products and services selected by Forrester analysts that will stretch the boundaries of what you’d previously thought possible. The Tech Innovation Demonstrations will be hosted in the Technology Showcase at The Palazzo Las Vegas.

    Forrester Wave™ Demonstration: Content Security Wave™
    Wednesday, May 20: 12:40–1:00 p.m.
    Thursday, May 21: 1:35–1:55 p.m.
    Presenters: Kyle McNabb, Chenxi Wang

    Forrester TechRadar™ Demonstration: Software-as-a-Service TechRadar™
    Wednesday, May 20: 6:40–7:00 p.m.
    Presenters: Kyle McNabb, Liz Herbert

Theater Presentations
    Wednesday, May 20: 1:00–1:20 p.m.
    Case Study: IT Organizational Assessments In The Real World
    Presenter: Marc Cecere

    Wednesday, May 20: 3:30–3:50 p.m.
    Case Study: Vendor Selection In The Real World
    Presenter: Stephanie Balaouras

    Thursday, May 21: 12:50–1:10 p.m.
    Case Study: SaaS Contract Negotiation Tactics In The Real World
    Presenter: Liz Herbert

If you are unable to attend Forrester’s IT Forum this year, you can watch the streamed demos live on this blog. But we hope to see you in Vegas!

Self-Service Business Intelligence Depends On Automated Data Discovery

By James Kobielus

If you tuned into my Forrester teleconference yesterday, you heard me discuss the end-to-end infrastructure necessary to fully support mashup-style self-service business intelligence (BI).

One of the key features for BI mashup is automated source-data discovery, which spares information workers from having to find new data sources or fresh updates from existing sources. Instead, the user simply relies on the BI and back-end data virtualization infrastructure to perform these critical activities as ongoing background tasks. Once new sources and feeds are discovered, transformed to a common semantic model, and published to a BI-mashup registry, all the user needs to do is drag and drop them visually into their mashed-up reports, dashboards, and other analytics.

Automated discovery is not only key to BI mashup, but to trustworthy data as well, because it helps detect and remediate anomalies across disparate data sources. Only a few vendors on the market today provide strong features for automated source discovery. One of them is Composite Software, which recently released an appliance that performs these functions. Another is Exeros, which is the closest thing to an automated-data-discovery pure-play in the market today.

Or, rather, was the closest thing, until IBM announced this morning that it is acquiring Exeros. I’ve been following Exeros for several years and have long considered them a strong candidate for acquisition by a leading BI, data warehousing (DW), data integration (DI), or data quality (DQ) vendor. On IBM’s part, this acquisition makes great sense as a complement to its InfoSphere and Optim portfolios on the data management and governance side of the house.

It will also fit nicely with IBM’s Cognos portfolio as a key enabler, potentially, for BI self-service mashup. As I stated on my teleconference, some vendors are further ahead on putting together a completely mashup-enabling end-to-end BI solution, and Cognos is among them. You can download the teleconference slides from Forrester’s website, listen to my streaming audio, and/or wait for my forthcoming report for more in-depth thoughts on this topic.

Now the ball’s in IBM’s rivals’ courts regarding whether, when, and how they plan to add automated source discovery to their BI portfolios.

News Analysis: Oracle Waives Fees On Extended Support Offerings

By R "Ray" Wang

Oracle President Charles Phillips pleasantly surprised Oracle Applications User Group (OAUG) Collaborate 09 attendees this morning during his keynote with the decision to waive Extended Support fees for a number of product lines through 2010 and 2011. As customers and prospects face one of the worst global economic crises, proactive relief on support and maintenance fees could not come at a better time. Summary details of the program can be found in Figure 1.

Figure 1. Oracle's Revised Support Policies

(Source: Oracle Corporation)

Proactive change in support offering creates a win-win

Oracle's move to address the support issue may stem from a variety of reasons but the main focus centers around improving the vendor-client relationship for a few reasons:

• Responding to the global economic crisis.  Oracle has taken the initiative in listening to customers, partners, and industry watchers about customer reactions to the escalating costs of software maintenance.  Oracle's Applications Unlimited and Lifetime Support Programs have been successful in retaining acquired customers and have shown customers that acquisitions need not be slash and burn with minimal reinvestment.
• Providing more time for customers to adopt Fusion Apps. With the slow down, Oracle may be anticipating slower upgrade rates.  While no clear date and product road map has been communicated to customers, removing the price pressure on extended support fees provides customers with some breathing room on upgrade timing.
• Mitigating attention on high profit margins and its M&A strategy. After touting record profit margins near 50% and continuing its M&A strategy with the announcement to acquire Sun, customers have become concerned about the impact of less choice in the market.   This move may appease regulators and industry watchers and show that Oracle has some self regulating policies.

The bottom line - user groups should now determine the minimum R&D percentage of investment from revenues

Oracle continues to gain economies of scale with each acquisition.  The good news - Oracle has the capacity to reinvest $2.6B per year into R&D and the real dollar amount has increased from 1.9B in 2006.  While this is a large figure, the bigger and more important issue - what percentage of the maintenance revenues have been reinvested?  Here's where we find a slight drop from 12.6% to about 11.6% in 2008.  Consequently, like SAP's users and user groups, OAUG and the other Oracle users and user groups should begin to track the ratio of R&D dollars that tie back to the amount of maintenance revenue.   In fact, they may want to take a look at the SUGEN KPI's and see if they are applicable to Oracle's environment.  R&D spend from maintenance and the need for Third Party Support options will be the key ownership issues for the next 5 to 10 years.  In any case, the need for preserving and strengthening independent user groups will be one effective check and balance in the consolidating world of enterprise software.

Your POV

Do you feel Oracle made the right move?  What have your experiences been like with Applications Unlimited and Lifetime Support?  Send me a private email to rwang@forrester.com.  Posts are preferred!   Thanks and looking forward to your POV!

Copyright © 2009 R Wang. All rights reserved.

Reposted from http://blog.softwareinsider.org