Even though the iPad is barely birthed, there is already a push to provide payment applications for the device. It's time to pull the emergency brake on this trend. Are these applications PA-DSS certified? Do they have swipe devices with crypto hardware built-in? Has the Pin Entry Device been rigorously tested and meet all the PIN Transaction Security Guidelines? There are so many things consumers should know about the security of these new methods of payments *before* they allow their credit card to be captured by an iPad or iPhone. Is the card's Personal Account Number (PAN) encrypted at the moment it is swiped by the device? Does the device establish an encrypted tunnel to transport the transaction to the payment gateway? Doe the iPad store the PAN? Is that storage encrypted or unencrypted? Does the processor support a tokenization scheme to keep the iPad out of PCI scope? Is the payment app the only thing running on the iPad?
A basic question we're frequently asked is: What is the difference between architecting and designing or, alternately, between architecture and engineering? Most people who ask this question have conflict in their organizations regarding which IT role does what, and it often comes down to which project artifact is whose responsibility.
For most organizations, the ambiguity between the responsibilities of the project-related architect (which Forrester refers to as a “solution architect” -- see Leverage Solution Architects To Drive EA Results) and a senior engineer is largely an academic issue. For most organizations what matters most is identifying and sourcing the individuals with the appropriate knowledge and skills and making them available to mission-critical projects. The availability of senior technicians on the projects is what often determines the level of detail in the design supplied by the solution architect.
The exceptions to the “most organizations” mentioned in above are the large-to-very-large engineering shops, such as the largestUS federal government civilian and DoD agencies, and large private sector organizations that do major engineering projects such as Boeing. Organizations that have over 1000 individuals in the development environment and launch multi-year $100M+ IT projects have closely defined project roles and do what is necessary -- including extensive external contracting -- to source the appropriately skilled individuals. In these environments the “it depends” argument is not sufficient and a clean delineation of role tasks and deliverables becomes necessary.
George Colony nailed it when he wrote “the iPad signals the future of software”. So where do smart-device app’s go from here? Basically, any application that focuses on saving people time is likely to be a winner but the biggest game changer will come when consumers start to benefit from customized services that save time and money while increasing brand loyalty. For example, here’s a glimpse into how we might see applications for our phones and tablets evolve to make food shopping and preparing meals at home easier…
Let’s imagine the future of a typical suburban home. In our future world we’ll follow Mr. and Mrs. Smith, working parents with little time to spare.
How do you know if your BI application has high, low or no ROI? How do you know that what the business users requested last month and you spent countless of hours and sleepless nights working on is actually being used? How do you know if your BI applications are efficient and effective? I don't have all the answers, but here's what I recommend.
Start with collecting basic data about your BI environment. The data model (hint, it's a classical multidimensional model exercise) should have the following components:
Requests (these should be available from your help desk and project/portfolio management applications), such as
I just returned from Cisco Networkers 2010 in Bahrain, and wanted to put a few thoughts to paper (or the electronic equivalent). First of all, thank you Cisco. What a fantastic event for all involved!
The event was held at the Bahrain International Circuit (BIC), and boasted attendance of over 3,000 delegates from Bahrain and more than 60 other countries. Not only was the event an opportunity for technical training for the attendees but it was also an opportunity for local Cisco partners to present their products and solutions. Both are consistent with Cisco’s emerging markets strategy of country transformation – to create an environment conducive to expanding opportunity in emerging markets rather than merely exploiting existing opportunity. Cisco works with governments and other non-governmental organizations in certain emerging markets to help develop the ICT infrastructure and local technical skills in order to build the market, and further enable economic development of the country. Holding Networkers 2010 in Bahrain demonstrated Cisco’s commitment to their country transformation strategy.
On March 30, 2010, Yale University placed a migration to Google Apps for its email services on hold over privacy and security concerns, especially regarding a lack of transparency about in what country its data would be stored in.
Michael Fisher, a computer science professor involved in the decision, said that “People were mainly interested in technical questions like the mechanics of moving, wondering ‘Could we do it?’ ,but nobody asked the question of ‘Should we do it?’” and went on to say that the migration would “also makes the data subject to the vagaries of foreign laws and governments, and “that Google was not willing to provide ITS with a list of countries to which the University’s data could be sent, but only a list of about 15 countries to which the data would not be sent.”
This closely aligns with our January report, “As IaaS Cloud Adoption Goes Global, Tech Vendors Must Address Local Concerns” which examined security and privacy issues involved in moving data to the cloud, especially when it’s no longer clear what country your data will reside in. In this report, we offered that IaaS providers should give “guidance on where data is located and location guarantees if necessary. Rather than merely claiming that data is in the cloud, tech vendors must be prepared to identify the location of data and provide location guarantees (at a premium) if required.”
My colleague, Mike Cansfield, just posted a blog on the new “scramble for Africa” among telecommunications companies. Bharti Airtel, an Indian company, just finalized a deal to take over most of the African assets of Zain, a Kuwaiti company. As Mike mentions, Bharti has been dogged in its efforts to enter the African market with two previous attempts to forge a deal with South Africa’s MTN Group.
Bharti sees significant opportunity on the continent where just 36% of the population owns a mobile phone – yet many more use mobile phone services through resellers who offer use of a phone by the minute in the local markets. Originally part of the informal sector, MTN has actually launched a program to legitimize the sale of on-demand phone services through its Y’ello Zone Payphone initiative. MTN originally pledged to install 7,500 community pay phones across the countries in underserved areas. To date, over 11,000 have been installed. As part of the program, MTN offers entrepreneurs an opportunity to operate these Payphone kiosks, and provides the skills training to run a successful phone shop. The program contributes to job creation, especially among women and youth, with more than 3,800 retailers already benefitting. But, I digress . . .
Consider the following: AT&T expects to save $12 million per year and 123,000 tons of carbon emissions per year using 1E's PC power management software to turn off PCs at night. By turning up the temperature in the data center from 69°F to 74°F, KPMG realized a 12.7% reduction in cooling energy usage. And Citigroup expects to save $11 million and 3,000 tons of greenhouse gases annually by simply enabling duplex settings on printers and copiers.
How are they achieving this? Green IT. Even in the face of a weak economy, Green IT is on the rise with approximately 50% of organizations globally enacting or creating a green IT strategy plan. And don't be fooled: green IT is as much about the greenbacks as it is about reducing the environmental impact of operating IT and the business. In fact, financial motivation — not environmental motivation — is the driving force behind the pursuit of greener IT (see Forrester’s “Q&A: The Economics Of Green IT”).
But despite the optimism, IT “blowhards” across the globe are negating the carbon reduction benefits of green IT one breath at a time. While virtualizing servers or powering down your PCs will reduce energy spend and CO2 emissions, Forrester finds that these jabber mouths — speaking fast, loud, and out of turn using unnecessarily wordy vocabulary — are creating a zero sum game.
It was quite a challenge to nail down all the detailed points ... and of course, the publishing process took a little getting used to. To be honest, I had most of it finalized over a month ago.
The next doc is just about to go into the editing queue - that will focus on the rationale behind the Pega acquisition of Chordiant, highlighting a major shift we see in the way that Enterprise Apps are developed.
Next week, I will present first results of Forrester’s 2009 global banking platform deals survey. A total of 17 banking platform vendors submitted their 2009 deals for evaluation. One year ago, the same set of deals would have represented at least 19 vendors: In the 2009 survey, FIS’s deals include those of acquired US-based Metavante, and Temenos’ deals include those of acquired French Viveo. These theoretically 19 participating vendors submitted a total of 1,068 banking platform deals to evaluate, a steep increase compared with the about 870 submitted deals for 2008.
We had to classify a large share of these 1,068 banking platform deals as extended business or even as a simple renewed license — if the vendors did not already submitted them with the according tag. Forrester’s “rules of the game” did not allow us to recognize further deals, for example, because a non-financial-services firm signed a deal. Overall, Forrester counted 269 of the submitted deals as 2009 new named customers, compared with 290 for 2008. In the past, Forrester sorted the vendors into four buckets: Global Power Sellers, Global Challengers, Pursuers, and Base Players. The Pursuers and in particular the Global Challengers saw only minor changes in the previous years. 2009 has shaken this stable structure, and we will see many vendors in groups they haven’t been in before.