BTM (Business Transaction Management) is starting to appear on the radar screen of many clients and vendors. BTM is based on the ability to trace a transaction path through n-tiers of infrastructure components in order to provide 1) visibility into the transaction, 2) a template that could be used to understand how the infrastructure supports the transaction and 3) a basis to define whether a transaction behavior in normal, that is within the resource usage bracket observed historically or abnormal, signaling a performance or availability issue. Many products have appeared on the market over time to support this transaction tracing or transaction tracking ability. Bristol Technology (now HP), MQ Software Q!Nami (now BMC) supported MQ Series and Websphere MQ. ClearApp (now Oracle) and dynaTrace have this capability built in their SOA-APM monitoring solution, Optier and Correlsense provide visibility into transaction paths. Now we find this capability as one of the requirements for Application Performance Management: IBM ITCAM has looked into this issue from the get go, CA is developing the capability for Wily, HP is working on expanding Bristol, Compuware and Opnet can take advantage of their network analysis solutions to provide this information, Quest Software has added this feature in their APM solution and Precise is also walking the same path . Why?
We are all familiar with the story – mobility is hot and is taking root within firms of all sizes. Why? Mobility solutions improve employee productivity and efficiencies. However, the down economic environment has changed corporate priorities. It is no surprise that our data shows that cost cutting activities for telecom data center, and servers dominate initiatives for the next year. See the report: Demand Insights: Enterprise Mobility 2009 for more information.
But, there is another story. We found that nearly 35% of companies identify offering more mobility support including deploying mobile applications and mobile devices as a critical or high priority for their companies in the coming year. This is not shabby during these difficult economic times.
I grew up skiing in great skiing states like Colorado, Maine, and Wyoming. When I was in my mid-20’s I realized a funny thing about skiing -- that just about everyone who has ever made it down a black diamond ski slope fancies themselves to be a good skier. I’ve been skiing with all different types of skiers, and they all think they’re experts.
Contrast that to the game (or sport) of golf. In golf, unlike skiing, there are clear standards, rules, and a score. At the end of my golf game, when I end up with a 110 and three triple-bogeys, I can’t claim I’m an expert golfer. There are people all around me who can prove to me, in their scores, that they are far better than I am. But rather than get me discouraged, their scores serve as a model for me, and they motivate me to get better.
I was intrigued and excited to see Google announcement of their second operating system effort today, Google Chrome OS. I’ve been thinking about how client operating systems will evolve ever since I began struggling with having data spread across multiple PCs. I finally gathered together my thoughts on the future of client OS in the The Personal Cloud, published just two days ago.
My working title for this report was “Death of the PC OS” because I believe that the industry needs to rethink and expand the role of PC and device operating systems.
At Forrester we get a lot of questions about the use of social technology within the enterprise.IT organizations are trying to uncover successful ways to apply social technology for their business customers – looking for the new solution will be the “Facebook for the enterprise”. We also know that many technology companies think this will be a crucial development in the market:a recent survey indicated that 74% of technology marketers and strategists believe web 2.0 tools will be important or very important to their business strategy over the next 1-3 years.
I personally believe that innovation tools have the best potential in the application of social technologies within businesses.What is innovation if not the ability to source ideas from disparate sources, manage those ideas through a commercial development process, and evaluate their success?
At its green summit event last week, IBM brought together a powerful collection of vendor partners to address customers' sustainability challenges and opportunities. The Green Sigma Coalition is notably different from other vendor partnerships in the green IT space, for three reasons:
I received a comment from a Forrester client about ITIL and BSM, and their respective potential influence on each other. Most notably whether BSM was the only mean to implement ITIL.
My background is in process control automation and software engineering, two disciplines firmly grounded in technology and reality. For me, the word "process" invokes a very specific meaning and definition such as CPRET.
CPRET is a mnemonic for the basic definition of process in process engineering: it stands for Constraints, Product, Resources, input Elements and Transformation which are the basic components of a process. In process engineering, a process is a suite of transformations of elements into a given output (product) given a set of constraints and resources. From this definition, we can see that technology has a strong influence on the process: the transformation part is a clear function of the technology available as input and resources in IT are strongly influenced by the technology used. As we mostly deal with information and data in IT management processes, the type of data available is either helping or impeding the transformation part.
EMC continues to tease the market with its management software ambitions, taking another step this week to build on its portfolio. On May 27, EMC announced its intent to acquire Configuresoft, a vendor of server configuration and change management (CCM) software. Forrester views this as a positive development for both companies but we eagerly await more.
While EMC must still make additional developmental moves to graduate into the “anchor” class of management vendors, its M&A activity has proven it is a formidable player in configuration and change management across a number of technology domains. Obviously, EMC has strength in storage, but it has also become a key vendor in the network domain with its Smarts (2005) and Voyence (2007) acquisitions, and its purchase of nLayers (2006) gives it some of the best visibility into the application domain. Servers have been a notable gap even though some good “skunk works” monitoring technology was developed within its Smarts team. Server CCM was one big domain missing from the portfolio.
I just received preliminary results back from my 2009 strategy professional survey, which is an annual survey of senior level technology marketers, strategists (people with “strategy” in their title) and C-level executives. This year, I decided to focus a good portion of the survey on the effects of the recession…My sense is that after the tech industry underwent a period of shock at the beginning of the year, conditions have stabilized, and tech companies have incorporated the marco-economic conditions into their strategy.We have 112 responses so far, but this may increase if we keep it in the field.