Forrester Principal Analyst, Randy Heffner is currently conducting research on how enterprise architects should incorporate cloud computing into their organizations’ IT strategies and architectures. He is looking for enterprise architects to interview — architects that have experience with evaluating Cloud offerings, if not actually using them. In the research, Randy is considering three broad categories of cloud computing offerings: Software-as-a-Service (SaaS), Platform-as-a-Service (PaaS), and Infrastructure-as-a-Service (IaaS).
Because the term “cloud computing” refers to quite diverse types of services and products, architects need to analyze and build multiple cloud strategies. Although there are potentially strong benefits, the costs, risks, and best usage scenarios are not necessarily clear. At minimum, adopting cloud-based offerings requires changes in IT’s planning, cost management, solution design, and production operations. To predict and manage the impact, architects must examine cloud options to determine the impact on their architecture plans and strategies. This report will analyze how interviewees see cloud computing’s effect on their organization’s:
In the first three quarters of 2009, I’ve had an increasing number of discussions with Forrester clients about the state of mobile development and what technologies they should be evaluating. These conversations usually start with the statement “mobility is a mess…” What I mean by that statement is that we’re in the midst of a sea change in the technology options that IT shops have at their disposal when it comes to building custom mobile applications. The frenetic pace of evolution makes mobile development one of the Top 15 Technology Trends and it warrants careful attention on the part of enterprise architects and application development professionals.By the end of 2010, you’ll have at least five distinct mobile applications architectures to choose from, including:
Yesterday IBM announced the availability of their new IBM Information Archive Appliance. The appliance replaces IBM’s DR550. The new appliance has significantly increased scale and performance because it’s built on IBM’s Global Parallel File System (GPFS), more interfaces (NAS and an API to Tivoli Storage Manager) and accepts information from multiple sources – IBM content management and archiving software and eventually 3rd party software. Tivoli Storage Manager (TSM) is embedded in the appliance to provide automated tiered disk and tape storage as well as block-level deduplication. TSM’s block-level deduplication will reduce storage capacity requirements and its disk and tape management capabilities will let IT continue to leverage tape for long-term data retention. All these appliance subcomponents are transparent to the IT end user who manages the appliance – he or she just sees one console where they define collections and retention policies for those collections.
In June, 2007, Forrester declared the beginning of the Age of Style. The Age of Style thesis posited that style and visual design would become critical vectors of competition in consumer electronics. We started our coverage of this trend with consumer PCs predicting that form factor innovations, increased aesthetic diversity, and consumer choice and personalization would become central tenets of competition for consumer PCs.
The baseline of comparison, of course was grim: For many years, consumers' home PCs and work PCs looked rather the same. Mostly bland and functional PCs reigned, aside from the products offered by a few trailblazers like Apple and Sony. But the growth of multi-PC households transformed PCs from "digital hearths" for the entire household into personal devices. Next, laptops moved the PC from the den out into the world -- making PCs devices that are public in nature.
Personal, public devices lend themselves to personalization and customization. Consumers wish to self-express through their choices: The color I like, a theme I enjoy, an association (with an organization or another brand), or even my personal beliefs -- as with the PRODUCT (RED) PC we wrote about when it was released. Self-actualization through the PC I carry with me is often, now, a goal for many consumers.
CIOs want to know what new technologies they should watch
for their firm’s possible use.They need
to know when they should make an investment of time to learn a technology, and educate
their business on its potential – or be prepared to answer their questions.They want to time their own adoption - for
example, with cloud-based
services, they want to maximize benefits, avoid the bleeding edge, and smoothly
fold it in with their plans.CIOs need a
‘technology watch list' when they have a central architecture teams, they delegate
creating this list to that team.These
teams tap their sources - and one source the architecture teams tap to scan the
long list of technologies is Forrester.
At Forrester, we are challenged to identify the top
technologies, too.Our problem is a bit
different from our clients – we follow so many technologies, hear from so vendors
and thought leaders, and of course every analyst will have their own network
and assessment.To sort through
everything that could be on a watch list and pick the ones which CIOs should
watch, we involve many analysts and use a simple set of criteria:
I want to develop a Web application - a really good Web app. The kind of Web app that will make me so rich that I can buy an $9.4 million co-op over looking Central Park, a Yacht registered in Monaco, and hire an architect to build my dream-house west of Boston that is a combo of Buckminster Fuller, FLW, and MTV cribs.
Forrester’s Consumer Forum 2009 is fast approaching — October 27 and 28 in Chicago! At this Event, leading Forrester analysts will present research on how evolving consumer online behavior demands that firms step up efforts to engage them, and executives will share their companies' best practices for creating breakthrough multichannel relationships.
This year's event has some personal relevance to me: I invited Brad Brooks, the Microsoft keynote, and will be conducting Q&A with him on stage. Julie Ask, who has developed an entirely new research practice in 2009, is a wonderful analyst on my team; she's conducting a main stage panel and a CPS Track session speech. Speaking of the CPS track session, we have Forrester's star speaker James McQuivey doing double duty with two sessions, along with Bobby Tulsiani.
The number one challenge in cloud computing today is determining what it really is, what categories of services exist within the definition and business model and how ready these options are for enterprise consumption. Forrester defines cloud computing as a standardized IT capability (services, software, or infrastructure) delivered via Internet technologies in a pay-per-use, self-service way.
While definition is crucial to having a fruitful discussion of cloud, the proper taxonomy and maturity of these options is more important when planning your investment strategy. To this aim, Forrester has just published our latest Tech Radar that maps the existing cloud service categories (not the individual vendors within each category) along maturity and value impact lines to help you build your strategic roadmap.
A few weeks ago, my colleage Ted Schadler caused a bit of a stir when he revealed – shockingly! – Gen Xers were actually leading the social technology revolution for information and knowledge management – not Gen Yers. I want to double down on this idea: Gen Yers aren’t driving the business use of any collaboration technologies. In a report that I’ve just completed, we show that despite their much ballyhooed technical savvy, Gen Yers are just as apathetic toward all of the fancy new collaboration software – like web conferencing and team workspaces – as their older colleagues. You’ll note I said “apathetic.” Well, beyond email and calendars, information workers really aren’t using these tools. If that gives strategists and marketers at the software giants that produce these tools pause, the fact that Gen Yers still see their organizations as collaborative, even though they don’t use “collaboration tools,” should be alarming.