Microsoft Licensing, June 2010 — The Perfect Storm

Christopher Voce

Last week I recorded a podcast on what has recently become a very hot IT research topic at Forrester right now — Microsoft licensing. June 2010 signifies an extremely active and very hectic month for a large number of businesses because it's not only the last month of Microsoft’s fiscal year but also the last month for a large portion of Microsoft's three-year contracts.

The reason for this pileup of Microsoft licensing activity partially stems back to 2000: Microsoft refreshed their volume licensing program and introduced Software Assurance. Microsoft Enterprise Agreements are typically for three years. Facing the initial June deadline in 2001, many businesses switched over to this offering and since then, every three years their licensing agreements need to be reassessed and renegotiated. Now fast forward nine years to June 2010 and factor in several significant new products releases — and  here we are again witnessing what is truly the perfect storm of activity, discussion, and negotiation for businesses and their Microsoft licensing, decision-making personnel.

As you might expect, we receive an ever-increasing number of inquiries related to this subject as we continue to get closer to the aforementioned June 30th deadline. Clients bring a range of questions like whether or not they should renew their enterprise agreement (EA), if Software Assurance holds enough value to justify the commitment, or what IT upgrades and migrations impact their decisions. My first response to these questions is. . . there is no easy answer. Each company has their own set of requirements, cost limitations, and future strategic plans that affect which decision is right for them.

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Management Software Sleeping Giants Awaken

Glenn O'Donnell

Many industry watchers, including me and my Forrester Research colleagues, often highlight an elite group of management software megavendors commonly known as the “Big Four” that consists of BMC Software, CA Technologies (as it is now called), HP Software, and IBM Tivoli. These four have dominated the management software business for well over a decade. They are big by just about any measure, each with a broad array of product families and annual revenues exceeding one billion US dollars. Because of their stature, they are generally positioned as anchors in most enterprises' management software portfolios. An anchor vendor becomes a strategic partner to the enterprise and is usually the default first choice for a particular need.

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Why Windows 7 Needs A Hit Tablet

JP Gownder

Sarah Rotman Epps and I have just published a new report: “The Windows 7 Tablet Imperative.” Dell gained some publicity this week with its release of the 5-inch, Android-based Dell Streak device – but that device has more in common with mobile Smartphones (or even the iPod Touch) than it does with the iPad.

What we’re watching closely is the next generation of tablet PCs – larger form factor devices that make up a fourth PC form factor. Regardless of OS – the iPad itself runs iPhone OS, but we see it as a PC – these tablets will be used by consumers for media, gaming, light communications, and casual computing in new rooms in the home.   

To compete with the iPad, these devices must embrace Curated Computing as their design approach – tablets that work exactly like laptops don’t make sense.  Without Curated Computing, a tablet would take away features (keyboard, mouse) while not fundamentally tailoring the user experience to the tablet form factor.

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The Evolution Of Green IT: A Forrester Video Series, Part 1

Doug Washburn

[Scroll down to view Forrester’s “The Evolution Of Green IT” video… don’t worry, it’s only 3:30 minutes.]

At Forrester, we’re always exploring new ways to connect with our clients and fit into their busy schedules. And as an analyst on Forrester’s IT Infrastructure & Operations (I&O) research team, I’m well aware of how time-pressed our clients can be. The I&O professional is oftentimes characterized as the “fire fighter” of the IT organization, dropping everything at any hour of the day to ensure their business’s critical IT infrastructure – from servers to PCs to mobile devices – is running without a hitch… and on-time and on-budget.

With that said, I’m particularly interested in “testing” out video to supplement my published research and my blogs on the Forrester.com website. To that end, below is part one of a two part video series on “The Evolution Of Green IT” – a topic I am increasingly receiving client inquiries on as organizations try to determine their green IT maturity and future trajectory.

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Could Cloud Computing Get Any More Confusing?

James Staten

 

As someone who has been covering cloud computing since the dawn of Amazon’s Elastic Compute Cloud (EC2) I’m constantly in education mode about what is and isn’t cloud computing. To borrow an analogy from my Forrester colleague Ted Schadler’s keynote at last year’s IT Forum, the challenge is a lot like helping blind men discern an elephant through just the parts of the animal they can reach. One feels the trunk and declares it a cylindrical, yet hairy and warm snake. Blind monks discerning an elephant - WikipediaThe other calls it a strong, tough and deeply rooted tree upon feeling its hind leg. Each examiner brings their own experience and context to the challenge as well as their own judgments, then leaps to the conclusion that best fits their desires.

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How Much Infrastructure Integration Should You Allow?

James Staten

There’s an old adage that the worst running car in the neighborhood belongs to the auto mechanic. Why? Because they like to tinker with it. We as IT pros love building and tinkering with things, too, and at one point we all built our own PC and it probably ran about as well as the mechanic's car down the street.

While the mechanic’s car never ran that well, it wasn’t a reflection on the quality of his work on your car because he drew the line between what he can tinker with and what can sink him as a professional (well, most of the time). IT pros do the same thing. We try not to tinker with computers that will affect our clients or risk the service level agreement we have with them. Yet there is a tinkerer’s mentality in all of us. This mentality is evidenced in our data centers, where the desire to configure our own infrastructure and build out our own best-of-breed solutions has resulted in an overly complex mish-mash of technologies, products and management tools. There’s lots of history behind this mess and lots of good intentions, but nearly everyone wants a cleaner way forward.

In the vendors’ minds, this way forward is clearly one that has more of their stuff inside and the latest thinking here is the new converged infrastructure solutions they are marketing, such as HP’s BladeSystem Matrix and IBM’s CloudBurst. Each of these products is the vendor’s vision of a cleaner, more integrated and more efficient data center. And there’s a lot of truth to this in what they have engineered. The big question is whether you should buy into this vision.

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As The Economy Recovers, Spend Your Time On “PPT” (And I’m Not Just Talking About Fancy Presentations)

Doug Washburn

Whether you love it or hate it, Microsoft PowerPoint — aka slides, deck, .ppt or PPT (which I prefer) — is arguably the de facto medium for communicating complex information using charts, graphics and bullet points. And we’ve all been the victims and perpetrators of PPT eye charts and spaghetti diagrams … this of course excludes Forrester analysts (wink).

But this over reliance on PPT is a rising cause for concern — not just from the good people of BOTOX® warning us about the wrinkle damage caused by squinting to read small text — but from our armed forces. In a recent article in The New York Times, Gen. Stanley A. McChrystal, the leader of American and NATO forces in Afghanistan, explained that PPT is “dangerous because it can create the illusion of understanding and the illusion of control.” He banned the presentations when securing the northern Iraqi city of Tal Afar in 2005, and even likened them to an internal threat. The most infamous of these “spaghetti” diagrams depicts the complexity of American strategy in Afghanistan, which General McChrystal remarked, “When we understand that slide, we’ll have won the war.”

So what does PPT have to do with making IT infrastructure and operations investments (I&O)? Everything. But in this case, the PPT I’m referring to is People, Process, and Technology – and excess is encouraged.

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CMS Pockets Of The Truth Or CMDB Unified Ambiguity?

Glenn O'Donnell

I've had many discussions with clients and others about CMDB (configuration management database), not surprising as I am coauthor of a book called The CMDB Imperative. These discussions almost always come back to questions about how this thing called a CMDB looks. How is it built? What tool(s) do I use? Which "database" is best? There are many more.

My first response is usually, "I hate the term CMDB, so let's try to kill it off in favor of the ITIL v3 notion of a CMS." If you pursue a CMS (configuration management system) as opposed to a CMDB, a few things become evident:

  • The CMS implies a distributed (federated) model consisting of many management data repositories (MDRs). Each of these MDRs hold data relevant to the scope of coverage for the tool that encompasses that MDR (e.g., a network discovery tool is a network domain MDR and an application dependency mapping tool is the key MDR for the application domain).
  • While a CMDB can certainly be formed in a similar federated fashion, the term "CMDB" has become tainted by the implication that it is a database. The natural assumption here is that this database is one big monolith that holds every detail being tracked. This is unwieldy at best and almost always destructive.
  • The CMS has a more complex structure, but because it enables a divide-and-conquer approach to the overall system, it is a more pragmatic approach. You can bite off each piece and gradually build out your CMS. A "big bang" is not needed and certainly not recommended.
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The Evolution Of Green IT: Key Takeaways For I&O Professionals From Interop Las Vegas 2010

Doug Washburn

The green IT track at Interop Las Vegas kicked off with a session from yours truly on “The Evolution Of Green IT: Projects That Cut Cost, Avoid Risk, And Grow Revenues” to help IT professionals plan for green IT’s current and future state, backed up with a number of real-life examples. Here are the key takeaways that I&O professionals should pay attention to:

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Key Takeaways From Interop Las Vegas 2010 For I&O Professionals

Doug Washburn

This week is Interop Las Vegas 2010, arguably the largest industry conference in North America targeting IT professionals. While the event has its roots in networking, today’s Interop has 13 tracks ranging from cloud computing and virtualization, to mobility and video conferencing, to governance, risk, and compliance. I’ve had the pleasure of chairing the data center and green IT tracks at the last three Interop Las Vegas and New York events.

Don’t have the opportunity to be at Interop in person? Forrester has you covered…

Fellow Forrester analyst, Rachel Dines, and I are onsite at Interop and we will be posting the key takeaways for IT Infrastructure & Operations (I&O) professionals here on Forrester’s I&O blog. We encourage you to check the blog over the next few days for Forrester’s insights on the following data center and green IT sessions:

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