Architect Angst On Their Readiness For Empowered Business

Alex Cullen

Forrester sees business empowerment — where business areas seek greater autonomy to address their own technology needs — as an inevitable trend. We’ve seen this before: New technology brings business areas new opportunities to improve their performance — from finance (PCs and spreadsheets) to marketing (web and eCommerce) to sales (PDAs). When this occurred, IT was unconnected to the frontlines of the business; IT’s technology was viewed as hard to use, and the result was business-initiated “shadow IT.”

At the recent Forrester Enterprise Architecture Forum in San Francisco, we offered attendees a copy of the new book Empowered, by Forrester analysts Josh Bernoff and Ted Schadler. To get a copy, attendees had to complete a two-question survey. The questions directly related to their readiness to support this round of business empowerment:

“On a scale of 1-5, where 1 = ‘This doesn’t sound like my company at all’ and 5 = ‘This sounds exactly like my company,’ please rate the following questions about your organization:

  1. The EA function has close ties with business management.
  2. Our technology strategy and standards allow for rapidly changing technologies.”
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Mobile Tablet PCs, Not Phones, Will Create Critical Mass For Enterprise BI Adoption

Boris Evelson

Mobile devices and mobile Internet are everywhere. Over the past few years, Forrester has tracked continuously increasing levels of adoption and maturity for mobile business applications, but not so for mobile business intelligence (BI) applications. The adoption and maturity of mobile BI fall behind other mobile enterprise applications for multiple reasons, mainly the lack of specific business use cases and tangible ROI, as well as inadequate smartphone screen and keyboard form factors. However, larger form factor devices such as tablets and innovative approaches to online/offline BI technical architecture will boost mobile BI adoption and maturity in the near future. BP professionals must start evaluating and prototyping mobile BI platforms and applications to make sure that all key business processes and relevant information are available to knowledge workers wherever they are.

But mobile BI adoption levels are still low. Why? We see three major reasons.

  • Smartphones still lack the form factor appropriate for BI
  • The business case for mobile BI remains tough to build
  • Mobile device security is still a concern

Now, mobile tablet devices are a different story. Just like Baby Bear's porridge in the "Goldilocks And The Three Bears" fairy tale, tablet PCs are "just right" for mobile BI end users. So what can you do with mobile BI? Plenty!

  • Improve customer and partner engagement
  • Deliver BI in the right place, at the right time
  • Introduce BI for the workers without access to traditional BI applications
  • Improve BI efficiency via query relevance
  • Improve "elevator pitch" effectiveness
  • Give away mobile devices as an incentive to cross-sell and upsell analytic applications
  • Position the cool factor of mobile devices
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How Can Apple Improve Mobile Me To Fulfill More Of The Vision Of Personal Cloud? Plus, Mozy To Add File Sync.

Frank Gillett

Most of the hype in advance of today’s Apple media event is rightly about a new iPad. Sarah Rotman Epps will post on her blog about the new iPad for consumer product strategists after the announcement. I’m focused on the published reports that Apple’s Mobile Me service will be upgraded. I cited Mobile Me as an example of emerging personal cloud services in a July 2009 report, and I’m working on a follow-on report now. Mobile Me is Apple’s horse in a contest with Facebook, Google, Microsoft, and others, to shift personal computing from being device-centric to user-centric, so that you and I don’t need to think about which gadget has the apps or data that we want. The vision of personal cloud is that a combination of local apps, cached data, and cloud-based services will put the right information in the right device at the right time, whether on personal or work devices. The strengths of Mobile Me today are:

  • Synced contacts, calendar, Safari bookmarks, and email account settings, as well as IMAP-based Mobile Me email accounts, for Web, Mac, Windows, and iOS devices.
  • Synced Mac preferences, including app and system preferences.
  • Mobile Me Gallery for easy uploading and sharing of photos and videos.
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3-1-1 Meets Open Data: Open 311 Empowers Citizens and Extends Smart City Governance

Jennifer Belissent, Ph.D.

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 first wrote about this trend last year in "Open Cities, Smart Cities: Data Drives Smart City Initiatives."  Such open data initiatives have exploded in recent years – with different terms for the same thing (naturally): open government data (OGD) in the US and public sector information (PSI) in Europe. Yet, with common standards: open data should be complete, primary, timely, accessible, machine-readable, non-discriminatory, non-proprietary in format, and license-free.

 “Public” data is not just from the government, nor for the government

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Does The Good Old 80/20 Rule Work For Estimating BI Costs?

Boris Evelson

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:

Components

  • ~20% for software, hardware, and other data center and communications infrastructure
  • ~80% for full time employees, outside services (analysis, design, coding, testing, integration, implementation, etc), new processes, new initiatives (governance, change management, training)

Initial softare costs (~80%) vs. Ongoing software license maintenance costs (~20% / year)

Direct (~20%) vs. Indirect costs (~80%). Here are some examples:

Direct ~20%

  • Data integration for reporting and analysis
  • Data cleansing processes for reporting and analysis
  • Reporting and analytical data bases such as Data Warehouses, Data Marts
  • Reporting / querying / dashboards
  • OLAP (Online Analytical Processing)
  • Analytical MDM (Master Data Management)
  • Analytical metadata management
  • Data mining, predictive analytics
  • BI specific  SOA (Services Oriented Architecture) or other types of EAI (Enterprise Application Integration)
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Who Are Your Anchor Vendors?

Glenn O'Donnell

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. 

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How Secure Is Your Dumbest Friend?

Nigel Fenwick

You are only as secure as your dumbest friendFunnily 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!”

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Developing A Formal Risk Management Program

Chris McClean

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?

I cover these and related topics in my Risk Manager's Handbook series, which presents best practice examples and recommendations following the core process elements found in the ISO 31000 standard. My first two reports in this series are The Risk Manager's Handbook: How To Explain The Role Of Risk Management and The Risk Manager's Handbook: How To Identify And Describe Risks.

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.

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If You Don’t Manage Everything, You Don’t Manage Anything

Jean-Pierre Garbani

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.

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The App Internet: What It Means For Development Professionals

Jeffrey Hammond

 

My colleague John McCarthy just published an excellent 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).

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