In my last blog, I discussed the 3-1-1 initiative, which was in many cases the instigator for creating citizen services portals and a channel not only for delivering services but also for registering requests and complaints as feedback into the system. However, the interaction doesn’t stop there. Not only are cities soliciting feedback on citizen services, cities and other public agencies are now also providing data and APIs to enable citizen-developers to create applications themselves – bringing even the creation of citizen services directly to the citizens themselves.
I get tons of questions about "how much it costs to develop an analytical application." Alas, as most of us unfortunately know, the only real answer to that question is “it depends.” It depends on the scope, requirements, technology used, corporate culture and at least a few dozen of more dimensions. However, at the risk of a huge oversimplification, in many cases we can often apply the good old 80/20 rule as follows:
~20% for software, hardware, and other data center and communications infrastructure
Every day we read about technology vendors making acquisitions and merging with their competitors. Some recent examples: Verizon acquired Terremark for $1.4B to take a leadership role in IaaS, NetApp acquired Akorri to move up the virtualization stack, and the highly popularized "storage shoot out" in late 2010 between Dell and HP for 3PAR (ending with HP’s winning bid of $2.4B). Since there is no evidence to suggest a decrease in the pace of these acquisitions, it’s important for infrastructure and operations (I&O) professionals to keep a keen eye on these proceedings.
Funnily enough, this was the question that came up at a workshop on social technology strategy, which I ran to coincide with the publication of “Social Business Strategy.” To put it into context, we were discussing the development of social media policy guidelines and how secure Facebook is as a social network. One of the participants was suggesting that Facebook can be secure because you can restrict the content to be visible to just your friends. At this point another participant jumps in with this wonderful one-line response:
“Yeah, but you are only as secure as your dumbest friend!”
Of all the client inquiries and advisories we get related to risk management, one of the most frequent topics of discussion continues to be the role of risk management. Who should be involved? How? What should our objectives be? How should we measure success?
In an upcoming Security & Risk Council member meeting in London, I plan to take members through each of the five steps of ISO 31000 in an interactive workshop. We will discuss how to build repeatable and consistent processes, demonstrate that process to stakeholders, improve strategy and planning, and show support for relevant corporate functions and business units. If you’re interested in discussing this idea with me and other members of the Security & Risk Council, please consider joining us on March 16 in London. In order to qualify to attend, you must be a senior-level security and/or risk management executive in a $1B+ organization. Please click here for more details on the S&R Council or on the member meeting itself.
I’m always surprised to see that the Citroen 2CV (CV: Cheval Vapeur, hence the name Deux Chevaux) has such a strong following, even in the United States. Granted, this car was the epitome of efficiency: It used minimum gas (60 miles to the gallon), was eminently practical, and its interior could be cleaned with a garden hose. Because the car was minimalist to the extreme, the gas gauge on the early models was a dipstick of some material, with marks to show how many liters of gas were left in the tank. For someone like me, who constantly forgot to consult the dipstick before leaving home, it meant that I would be out of gas somewhere far from a station almost every month. A great means of transportation failed regularly for lack of instrumentation. (Later models had a gas gauge.)
This shows how failure to monitor one element leads to the failure of the complete system — and that if you don’t manage everything you don’t manage anything, since the next important issue can develop in blissful ignorance.
The point is that we often approach application performance management from the same angle that Citroen used to create the 2CV: provide only the most critical element monitoring in the name of cost-cutting. This has proved time and again to be fraught with risk and danger. Complex, multitier applications are composed of a myriad of components, hardware and software, that can fail.
In application performance management, I see a number of IT operations focus their tools on some critical elements and ignore others. But even though many of the critical hardware and software components have become extremely reliable, it doesn’t mean that they are impervious to failure: There is simply no way to guarantee the life of a specific electronic component.
My colleagueJohn McCarthyjust published anexcellent report sizing the "app Internet," a phenomenon Forrester defines as "specialized local apps running in conjunction with cloud-based services" across smartphones, tablets, and other devices.Forrester estimates that the revenue from paid applications on smartphones and tablets was $2.2 billion worldwide for 2010 with a CAGR of 82% through 2015.We're witnessing the rebirth of the rich client in real time, on the mobile device instead of the laptop or desktop. Developing applications using native application technologies like Objective-C, Java, or Silverlight is clearly how the majority of developers are reaching these mobile platforms today (see figure).
Your workforce is mobile and loving it. They love it because they can get things done anywhere, anytime, on any device. You can almost see happy tails wagging as they check their email. But they haver no idea how disruptive mobile devices are to the IT status quo. Sure, mobile email is a small dog to train. But what about mobile business apps? That dog is bigger than a rhinoceros.
To keep your workforce loving your business applications as they go mobile, you will have to redesign the fundamental architecture for delivering apps. The architecture of Client-Server (and Browser-Server) is inadequate. You will need to build from an architecture of devices and services. The mobile app Internet is that architecture: local apps (including HTML5 browsers) on smart mobile devices and cloud-hosted interactions and data.
My friend and colleague John McCarthy has written a seminal report for Forrester clients sizing the market for the mobile app Internet. In this report, he lays out the growth model for mobile apps (six drivers of growth), segments the market for mobile apps+services (mobile apps, application development, mobile management, and process reinvention), and sizes the total mobile apps+services market ($54.6B by 2015).
This is an important report. Everybody should read it. Here's my take on what it means for content and collaboration professionals:
Starting with CES in early January and through the Mobile World Congress last week in Barcelona, the mobile industry has been in a feeding frenzy of announcement activity. At CES, it was centered on Android-powered tablets. During the Mobile World Congress, it was about the big Microsoft/Nokia deal and vendors scrambling to differentiate their Android handsets.
But behind all these announcements, there is a broader shift going on to what Forrester calls the mobile app Internet and the accompanying broader wave of app development and management. We have just published a report that explores the different vectors of innovation and sizes the mobile app Internet from an app sales and services opportunity.
The report looks at the three factors beyond hardware that will drive the market:
Even at $2.43/app, the app market will emerge as a $38B market by 2015 as more tablets and smart phones are sold and the number of paid for apps per device increases due to improvements in the app store experience.
A perfect storm of innovation is unleashed by the merger of mobile, cloud, and smart computing. I see innovation coming from the combination of apps and smart devices like appliances and cars, improved user experience around the apps by better leveraging the context from the sensors in the devices, and enabling the apps to take advantage of new capabilities like near field communications (NFC) for things such as mobile payments.
For the most part, enterprises understand that virtualization and automation are key components of a private cloud, but at what point does a virtualized environment become a private cloud? What can a private cloud offer that a virtualized environment can’t? How do you sell this idea internally? And how do you deliver a true private cloud in 2011?
In London, this March, I am facilitating a meeting of the Forrester Leadership Board Infrastructure & Operations Council, where we will tackle these very questions. If you are considering building a private cloud, there are changes you will need to make in your organization to get it right and our I&O council meeting will give you the opportunity to discuss this with other I&O leaders facing the same challenge.