Category Archives: Cloud

A World Without IT4IT: Why It’s Time to Run IT Like a Business

By Dave Lounsbury, CTO, The Open Group

IT departments today are under enormous pressure. In the digital world, businesses have become dependent on IT to help them remain competitive. However, traditional IT departments have their roots in skills such as development or operations and have not been set up to handle a business and technology environment that is trying to rapidly adapt to a constantly changing marketplace. As a result, many IT departments today may be headed for a crisis.

At one time, IT departments led technology adoption in support of business. Once a new technology was created—departmental servers, for instance—it took a relatively long time before businesses took advantage of it and even longer before they became dependent on the technology. But once a business did adopt the technology, it became subject to business rules—expectations and parameters for reliability, maintenance and upgrades that kept the technology up to date and allowed the business it supported to keep up with the market.

As IT became more entrenched in organizations throughout the 1980s and 1990s, IT systems increased in size and scope as technology companies fought to keep pace with market forces. In large enterprises, in particular, IT’s function became to maintain large infrastructures, requiring small armies of IT workers to sustain them.

A number of forces have combined to change all that. Today, most businesses do their business operations digitally—what Constellation Research analyst Andy Mulholland calls “Front Office Digital Business.” Technology-as-a-service models have changed how the technologies and applications are delivered and supported, with support and upgrades coming from outsourced vendors, not in-house staff. With Cloud models, an IT department may not even be necessary. Entrepreneurs can spin up a company with a swipe of a credit card and have all the technology they need at their fingertips, hosted remotely in the Cloud.

The Gulf between IT and Business

Although the gap between IT and business is closing, the gulf in how IT is run still remains. In structure, most IT departments today remain close to their technology roots. This is, in part, because IT departments are still run by technologists and engineers whose primary skills lie in the challenge (and excitement) of creating new technologies. Not every skilled engineer makes a good businessperson, but in most organizations, people who are good at their jobs often get promoted into management whether or not they are ready to manage. The Peter Principle is a problem that hinders many organizations, not just IT departments.

What has happened is that IT departments have not traditionally been run as if they were a business. Good business models for how IT should be run have been piecemeal or slow to develop—despite IT’s role in how the rest of the business is run. Although some standards have been developed as guides for how different parts of IT should be run (COBIT for governance, ITIL for service management, TOGAF®, an Open Group standard, for architecture), no overarching standard has been developed that encompasses how to holistically manage all of IT, from systems administration to development to management through governance and, of course, staffing. For all its advances, IT has yet to become a well-oiled business machine.

The business—and technological—climate today is not the same as it was when companies took three years to do a software upgrade. Everything in today’s climate happens nearly instantaneously. “Convergence” technologies like Cloud Computing, Big Data, social media, mobile and the Internet of Things are changing the nature of IT. New technical skills and methodologies are emerging every day, as well. Although languages such as Java or C may remain the top programming languages, new languages like Pig or Hive are emerging everyday, as are new approaches to development, such as Scrum, Agile or DevOps.

The Consequences of IT Business as Usual

With these various forces facing IT, departments will either need to change and adopt a model where IT is managed more effectively or departments may face some impending chaos that ends up hindering their organizations.

Without an effective management model for IT, companies won’t be able to mobilize quickly for a digital age. Even something as simple as an inability to utilize data could result in problems such as investing in a product prototype that customers aren’t interested in. Those are mistakes most companies can’t afford to make these days.

Having an umbrella view of what all of IT does also allows the department to make better decisions. With technology and development trends changing so quickly, how do you know what will fit your organization’s business goals? You want to take advantage of the trends or technologies that make sense for the company and leave behind those that don’t.

For example, in DevOps, one of the core concepts is to bring the development phase into closer alignment with releasing and operating the software. You need to know your business’s operating model to determine whether this approach will actually work or not. Having a sense of that also allows IT to make decisions about whether it’s wise to invest in training or hiring staff skilled in those methods or buying new technologies that will allow you to adopt the model.

Not having that management view can leave companies subject to the whims of technological evolution and also to current IT fads. If you don’t know what’s valuable to your business, you run the risk of chasing every new fad that comes along. There’s nothing worse—as the IT guy—than being the person who comes to the management meeting each month saying you’re trying yet another new approach to solve a problem that never seems to get solved. Business people won’t respond to that and will wonder if you know what you’re doing. IT needs to be decisive and choose wisely.

These issues not only affect the IT department but to trickle up to business operations. Ineffective IT shops will not know when to invest in the correct technologies, and they may miss out on working with new technologies that could benefit the business. Without a framework to plan how technology fits into the business, you could end up in the position of having great IT bows and arrows but when you walk out into the competitive world, you get machine-gunned.

The other side is cost and efficiency—if the entire IT shop isn’t running smoothly throughout then you end up spending too much money on problems, which in turn takes money away from other parts of the business that can keep the organization competitive. Failing to manage IT can lead to competitive loss across numerous areas within a business.

A New Business Model

To help prevent the consequences that may result if IT isn’t run more like a business, industry leaders such as Accenture; Achmea; AT&T; HP IT; ING Bank; Munich RE; PwC; Royal Dutch Shell; and University of South Florida, recently formed a consortium to address how to better run the business of IT. With billions of dollars invested in IT each year, these companies realized their investments must be made wisely and show governable results in order succeed.

The result of their efforts is The Open Group IT4IT™ Forum, which released a Snapshot of its proposed Reference Architecture for running IT more like a business this past November. The Reference Architecture is meant to serve as an operating model for IT, providing the “missing link” that previous IT-function specific models have failed to address. The model allows IT to achieve the same level of business, discipline, predictability and efficiency as other business functions.

The Snapshot includes a four-phase Value Chain for IT that provides both an operating model for an IT business and outlines how value can be added at every stage of the IT process. In addition to providing suggested best practices for delivery, the Snapshot includes technical models for the IT tools that organizations can use, whether for systems monitoring, release monitoring or IT point solutions. Providing guidance around IT tools will allow these tools to become more interoperable so that they can exchange information at the right place at the right time. In addition, it will allow for better control of information flow between various parts of the business through the IT shop, thus saving IT departments the time and hassle of aggregating tools or cobbling together their own tools and solutions. Staffing guidance models are also included in the Reference Architecture.

Why IT4IT now? Digitalization cannot be held back, particularly in an era of Cloud, Big Data and an impending Internet of Things. An IT4IT Reference Architecture provides more than just best practices for IT—it puts IT in the context of a business model that allows IT to be a contributing part of an enterprise, providing a roadmap for digital businesses to compete and thrive for years to come.

Join the conversation! @theopengroup #ogchat

By The Open GroupDavid is Chief Technical Officer (CTO) and Vice President, Services for The Open Group. As CTO, he ensures that The Open Group’s people and IT resources are effectively used to implement the organization’s strategy and mission.  As VP of Services, David leads the delivery of The Open Group’s proven collaboration processes for collaboration and certification both within the organization and in support of third-party consortia.

David holds a degree in Electrical Engineering from Worcester Polytechnic Institute, and is holder of three U.S. patents.

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Filed under Cloud, digital technologies, Enterprise Transformation, Internet of Things, IT, IT4IT, TOGAF, TOGAF®

The Open Group Executive Round Table Event at Mumbai

By Bala Peddigari, Head – HiTech TEG and Innovation Management, Tata Consultancy Services Limited

The Open Group organized the Executive Round Table Event at Taj Lands End in Mumbai on November 12, 2014. The goal was to brief industry executives on how The Open Group can help in promoting Enterprise Architecture within the organization, and how it helps to stay relevant to the Indianized context in realizing and bringing in positive change. Executives from the Government of Maharastra, Reserve Bank of India, NSDL, Indian Naval Service, SVC Bank, Vodafone, SVC Bank, SP Jain Institute, Welingkar Institute of Management, VSIT,Media Lab Asia, Association of Enterprise Architects (AEA), Computer Society of India and others were present.

By Bala PeddigariJames de Raeve, Vice President, Certification of The Open Group introduced The Open Group to the executives and explained the positive impact it is creating in driving Enterprise Architecture. He noted most of the EA functions, Work Groups and Forums are driven by the participating companies and Architects associated with them. James revealed facts stating that India is in fourth position in TOGAF® certification and Bangalore is second only to London. He also discussed the newest Forum, The Open Group IT4IT™ Forum and its objective to solve some of the key business problems and build Reference Architecture for managing the business of IT.  The mission of The Open Group IT4IT Forum is to develop, evolve and drive the adoption of the vendor-neutral IT4IT Reference Architecture.

Rajesh Aggarwal, Principal Secretary IT, Government of Maharashtra, attended the Round Table and shared his view on how Enterprise Architecture can help some of the key Government initiatives drive citizen-centric change. An example he used is the change in policies for senior citizens who seek pension. They show up every November at the bank to identify themselves for Life Certificate to continue getting pension. This process can be simplified through IT. He used an excellent analogy of making phone calls to have pizza delivered from Pizza Hut and consumer goods from Flipkart. Similarly his vision is to get Smart and Digital Governance where citizens can call and get the services at their door.

MumbaiRajeesh Aggarwal

70886-uppalJason Uppal, Chief Architect (Open CA Level 3 Certified), QR Systems in Canada presented a session on “Digital Economy and Enterprise Architecture”. Jason emphasized the need for Enterprise Architecture and why now in the networked and digital economy you need intent but not money to drive change. He also shared his thoughts on tools for this new game – Industrial Engineering and Enterprise Architecture focus to improve the performance capabilities across the value chain. Jason explained how EA can help in building the capability in the organization, defined value chain leveraging EA capabilities and transforming enterprise capabilities to apply those strategies. The key performance indicators of Enterprise Architecture can be measured through Staff Engagement, Time and Cost, Project Efficiency, Capability Effectiveness, Information Quality which explains the maturity of Enterprise Architecture in the organization. During his talk, Jason brought out many analogies to share his own experiences where Enterprise Architecture simplified and brought in much transformation in Healthcare. Jason shared an example of Carlos Ghosn who manages three companies worth $140 billion USD. He explains further the key to his success is to protect his change-agents and provide them the platform and opportunity to experiment. Enterprise Architecture is all about people who make it happen and bring impact.

The heart of the overall Executive Round Table Event was a panel session on “Enterprise Architecture in India Context”. Panelists were Jason Uppal, Rakhi Gupta from TCS and myself who shared perspectives on the following questions:

  1. Enterprise Architecture and Agile – Do they complement?
  2. How are CIOs seeing Enterprise Architecture when compared to other CXOs?
  3. I have downloaded TOGAF, what should I do next?
  4. How is Enterprise Architecture envisioned in the next 5 years?
  5. How can Enterprise Architecture help the “Make in India” initiative?
  6. Should Enterprise Architecture have a course in academics for students?

I explained how Enterprise Architecture is relevant in academics and how it can enable the roots to build agile-based system to quickly respond to the changes. I also brought in my perspective how Enterprise Architecture can show strengths while covering the weaknesses. Furthermore, TOGAF applies and benefits the context of the Indian future economy. Jason explained the change in dynamics in the education system to build a query-based learning approach to find and use. Rakhi shared her thoughts based on experience associated with Department of Posts Transformation keeping a citizen-centric Enterprise Architecture approach.

Overall, it has created a positive wave of understanding the importance of Enterprise Architecture and applying the TOGAF knowledge consistently to pave the road for the future. The event was well organized by Abraham Koshy and team, with good support from CSI Mumbai and AEA Mumbai chapters.

By Bala PeddigariBala Prasad Peddigari has worked with Tata Consultancy Services Limited for over 15 years. Bala practices Enterprise Architecture and evangelizes platform solutions, performance and scalable architectures and Cloud technology initiatives within TCS.  He heads the Technology Excellence Group for HiTech Vertical. Bala drives the architecture and technology community initiatives within TCS through coaching, mentoring and grooming techniques.

Bala has a Masters in Computer Applications from University College of Engineering, Osmania. He is an Open Group Master IT Certified Architect and serves as a Board Member in The Open Group Certifying Authority. He received accolades for his cloud architectural strengths and published his papers in IEEE.  Bala is a regular speaker in Open Group and technology events and is a member of The Open Group Open Platform 3.0™.

 

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Filed under Accreditations, architecture, Certifications, Cloud, Conference, Enterprise Architecture, Open CA, Open CITS, Open Platform 3.0, Standards, TOGAF, TOGAF®

The Open Group London 2014 – Day Two Highlights

By Loren K. Baynes, Director, Global Marketing Communications, The Open Group

Despite gusts of 70mph hitting the capital on Day Two of this year’s London event, attendees were not disheartened as October 21 kicked off with an introduction from The Open Group President and CEO Allen Brown. He provided a recap of The Open Group’s achievements over the last quarter including successful events in Bratislava, Slovakia and Kuala Lumpur, Malaysia. Allen also cited some impressive membership figures, with The Open Group now boasting 468 member organizations across 39 countries with the latest member coming from Nigeria.

Dave Lounsbury, VP and CTO at The Open Group then introduced the panel debate of the day on The Open Group Open Platform 3.0™ and Enterprise Architecture, with participants Ron Tolido, SVP and CTO, Applications Continental Europe, Capgemini; Andras Szakal, VP and CTO, IBM U.S. Federal IMT; and TJ Virdi, Senior Enterprise IT Architect, The Boeing Company.

After a discussion around the definition of Open Platform 3.0, the participants debated the potential impact of the Platform on Enterprise Architecture. Tolido noted that there has been an explosion of solutions, typically with a much shorter life cycle. While we’re not going to be able to solve every single problem with Open Platform 3.0, we can work towards that end goal by documenting its requirements and collecting suitable case studies.

Discussions then moved towards the theme of machine-to-machine (M2M) learning, a key part of the Open Platform 3.0 revolution. TJ Virdi cited figures from Gartner that by the year 2017, machines will soon be learning more than processing, an especially interesting notion when it comes to the manufacturing industry according to Szakal. There are three different areas whereby manufacturing is affected by M2M: New business opportunities, business optimization and operational optimization. With the products themselves now effectively becoming platforms and tools for communication, they become intelligent things and attract others in turn.

PanelRon Tolido, Andras Szakal, TJ Virdi, Dave Lounsbury

Henry Franken, CEO at BizzDesign, went on to lead the morning session on the Pitfalls of Strategic Alignment, announcing the results of an expansive survey into the development and implementation of a strategy. Key findings from the survey include:

  • SWOT Analysis and Business Cases are the most often used strategy techniques to support the strategy process – many others, including the Confrontation Matrix as an example, are now rarely used
  • Organizations continue to struggle with the strategy process, and most do not see strategy development and strategy implementation intertwined as a single strategy process
  • 64% indicated that stakeholders had conflicting priorities regarding reaching strategic goals which can make it very difficult for a strategy to gain momentum
  • The majority of respondents believed the main constraint to strategic alignment to be the unknown impact of the strategy on the employees, followed by the majority of the organization not understanding the strategy

The wide-ranging afternoon tracks kicked off with sessions on Risk, Enterprise in the Cloud and Archimate®, an Open Group standard. Key speakers included Ryan Jones at Blackthorn Technologies, Marc Walker at British Telecom, James Osborn, KPMG, Anitha Parameswaran, Unilever and Ryan Betts, VoltDB.

To take another look at the day’s plenary or track sessions, please visit The Open Group on livestream.com.

The day ended in style with an evening reception of Victorian architecture at the Victoria & Albert Museum, along with a private viewing of the newly opened John Constable exhibition.

IMG_3976Victoria & Albert Museum

A special mention must go to Terry Blevins who, after years of hard work and commitment to The Open Group, was made a Fellow at this year’s event. Many congratulations to Terry – and here’s to another successful day tomorrow.

Join the conversation! #ogchat #ogLON

Loren K. BaynesLoren K. Baynes, Director, Global Marketing Communications, joined The Open Group in 2013 and spearheads corporate marketing initiatives, primarily the website, blog and media relations. Loren has over 20 years experience in brand marketing and public relations and, prior to The Open Group, was with The Walt Disney Company for over 10 years. Loren holds a Bachelor of Business Administration from Texas A&M University. She is based in the US.

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Filed under ArchiMate®, Boundaryless Information Flow™, Business Architecture, Cloud, Enterprise Architecture, Enterprise Transformation, Internet of Things, Open Platform 3.0, Professional Development, Uncategorized

The Emergence of the Third Platform

By Andras Szakal, Vice President and Chief Technology Officer, IBM U.S. Federal

By 2015 there will be more than 5.6 billion personal devices in use around the world. Personal mobile computing, business systems, e-commerce, smart devices and social media are generating an astounding 2.5 billion gigabytes of data per day. Non-mobile network enabled intelligent devices, often referred to as the Internet of Things (IoT), is poised to explode to over 1 trillion devices by 2015.

Rapid innovation and astounding growth in smart devices is driving new business opportunities and enterprise solutions. Many of these new opportunities and solutions are based on deep insight gained through analysis of the vast amount of data being generated.

The expansive growth of personal and pervasive computing power continues to drive innovation that is giving rise to a new class of systems and a pivot to a new generation of computing platform. Over the last fifty years, two generations of computing platform have dominated the business and consumer landscape. The first generation was dominated by the monolithic mainframe, while distributed computing and the Internet characterized the second generation. Cloud computing, Big Data/Analytics, the Internet of Things (IoT), mobile computing and even social media are the core disruptive technologies that are now converging at the cross roads of the emergence of a third generation of computing platform.

This will require new approaches to enterprise and business integration and interoperability. Industry bodies like The Open Group must help guide customers through the transition by facilitating customer requirements, documenting best practices, establishing integration standards and transforming the current approach to Enterprise Architecture, to adapt to the change in which organizations will build, use and deploy the emerging third generation of computing platform.

Enterprise Computing Platforms

An enterprise computing platform provides the underlying infrastructure and operating environment necessary to support business interactions. Enterprise systems are often comprised of complex application interactions necessary to support business processes, customer interactions, and partner integration. These interactions coupled with the underlying operating environment define an enterprise systems architecture.

The hallmark of successful enterprise systems architecture is a standardized and stable systems platform. This is an underlying operating environment that is stable, supports interoperability, and is based on repeatable patterns.

Enterprise platforms have evolved from the monolithic mainframes of the 1960s and 1970s through the advent of the distributed systems in the 1980s. The mainframe-based architecture represented the first true enterprise operating platform, referred to henceforth as the First Platform. The middleware-based distributed systems that followed and ushered in the dawn of the Internet represented the second iteration of platform architecture, referred to as the Second Platform.

While the creation of the Internet and the advent of web-based e-commerce are of historical significance, the underlying platform was still predominantly based on distributed architectures and therefore is not recognized as a distinct change in platform architecture. However, Internet-based e-commerce and service-based computing considerably contributed to the evolution toward the next distinct version of the enterprise platform. This Third Platform will support the next iteration of enterprise systems, which will be born out of multiple simultaneous and less obvious disruptive technology shifts.

The Convergence of Disruptive Technologies

The emergence of the third generation of enterprise platforms is manifested at the crossroads of four distinct, almost simultaneous, disruptive technology shifts; cloud computing, mobile computing, big data-based analytics and the IoT. The use of applications based on these technologies, such as social media and business-driven insight systems, have contributed to both the convergence and rate of adoption.

These technologies are dramatically changing how enterprise systems are architected, how customers interact with business, and the rate and pace of development and deployment across the enterprise. This is forcing vendors, businesses, and governments to shift their systems architectures to accommodate integrated services that leverage cloud infrastructure, while integrating mobile solutions and supporting the analysis of the vast amount of data being generated by mobile solutions and social media. All this is happening while maintaining the integrity of the evolving businesses capabilities, processes, and transactions that require integration with business systems such as Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM).

Cloud computing and the continued commoditization of computer storage are key facilitating elements of this convergence. Cloud computing lowers the complexity of enterprise computing through virtualization and automated infrastructure provisioning, while solid-state and software-based Internet storage has made big data practical and affordable. Cloud computing solutions continue to evolve and offer innovative services like Platform as a Service (PaaS)-based development environments that integrate directly with big data solutions. Higher density, cloud-based and solid-state storage continue to lower the cost and complexity of storage and big data solutions.

The emergence of the smartphone and enterprise mobile computing is a key impetus for the emergence of big data solutions and an explosion of innovative storage technologies. The modern mobile platform, with all its rich applications, device sensors, and access to social networks, is almost single-handedly responsible for the explosion of data and the resulting rush to provide solutions to analyze and act on the insight contained in the vast ocean of personalized information. In turn, this phenomenon has created a big data market ecosystem based on the premise that open data is the new natural resource.

The emergence of sensor-enabled smartphones has foreshadowed the potential value of making everyday devices interconnected and intelligent by adding network-based sensors that allow devices to enhance their performance by interacting with their environment, and through collaboration with other devices and enterprise systems in the IoT. For example, equipment manufacturers are using sensors to gain insight into the condition of fielded equipment. This approach reduces both the mean time to failure and pinpoints manufacturing quality issues and potential design flaws. This system of sensors also integrates with the manufacturer’s internal supply chain systems to identify needed parts, and optimizes the distribution process. In turn, the customer benefits by avoiding equipment downtime through scheduling maintenance before a part fails.

Over time, the IoT will require an operating environment for devices that integrates with existing enterprise business systems. But this will require that smart devices effectively integrate with cloud-based enterprise business systems, the enterprise customer engagement systems, as well as the underlying big data infrastructure responsible for gleaning insight into the data this vast network of sensors will generate. While each of these disruptive technology shifts has evolved separately, they share a natural affinity for interaction, collaboration, and enterprise integration that can be used to optimize an enterprise’s business processes.

Evolving Enterprise Business Systems

Existing enterprise systems (ERP, CRM, Supply Chain, Logistics, etc.) are still essential to the foundation of a business or government and form Systems of Record (SoR) that embody core business capabilities and the authoritative processes based on master data records. The characteristics of SoR are:

  • Encompass core business functions
  • Transactional in nature
  • Based on structured databases
  • Authoritative source of information (master data records)
  • Access is regulated
  • Changes follow a rigorous governance process.

Mobile systems, social media platforms, and Enterprise Market Management (EMM) solutions form another class of systems called Systems of Engagement (SoE). Their characteristics are:

  • Interact with end-users through open collaborative interfaces (mobile, social media, etc.)
  • High percentage of unstructured information
  • Personalized to end-user preferences
  • Context-based analytical business rules and processing
  • Access is open and collaborative
  • Evolves quickly and according to the needs of the users.

The emergence of the IoT is embodied in a new class of system, Systems of Sensors (SoS), which includes pervasive computing and control. Their characteristics are:

  • Based on autonomous network-enabled devices
  • Devices that use sensors to collect information about the environment
  • Interconnected with other devices or enterprise engagement systems
  • Changing behavior based on intelligent algorithms and environmental feedback
  • Developed through formal product engineering process
  • Updates to device firmware follow a continuous lifecycle.

The Third Platform

The Third Platform is a convergence of cloud computing, big data solutions, mobile systems and the IoT integrated into the existing enterprise business systems.

The Three Classes of System

Figure 1: The Three Classes of Systems within the Third Platform

The successful implementation and deployment of enterprise SoR has been embodied in best practices, methods, frameworks, and techniques that have been distilled into enterprise architecture. The same level of rigor and pattern-based best practices will be required to ensure the success of solutions based on Third Platform technologies. Enterprise architecture methods and models need to evolve to include guidance, governance, and design patterns for implementing business solutions that span the different classes of system.

The Third Platform builds upon many of the concepts that originated with Service-Oriented Architecture (SOA) and dominated the closing stanza of the period dominated by the Second Platform technologies. The rise of the Third Platform provides the technology and environment to enable greater maturity of service integration within an enterprise.

The Open Group Service Integration Maturity Model (OSIMM) standard[1] provides a way in which an organization can assess its level of service integration maturity. Adoption of the Third Platform inherently addresses many of the attributes necessary to achieve the highest levels of service integration maturity defined by OSIMM. It will enable new types of application architecture that can support dynamically reconfigurable business and infrastructure services across a wide variety of devices (SoS), internal systems (SoR), and user engagement platforms (SoE).

Solution Development

These new architectures and the underlying technologies will require adjustments to how organizations approach enterprise IT governance, to lower the barrier of entry necessary to implement and integrate the technologies. Current adoption requires extensive expertise to implement, integrate, deploy, and maintain the systems. First market movers have shown the rest of the industry the realm of the possible, and have reaped the rewards of the early adopter.

The influence of cloud and mobile-based technologies has changed the way in which solutions will be developed, delivered, and maintained. SoE-based solutions interact directly with customers and business partners, which necessitates a continuous delivery of content and function to align with the enterprise business strategy.

Most cloud-based services employ a roll-forward test and delivery model. A roll-forward model allows an organization to address functional inadequacies and defects in almost real-time, with minimal service interruptions. The integration and automation of development and deployment tools and processes reduces the risk of human error and increases visibility into quality. In many cases, end-users are not even aware of updates and patch deployments.

This new approach to development and operations deployment and maintenance is referred to as DevOps – which combines development and operations tools, governance, and techniques into a single tool set and management practice. This allows the business to dictate, not only the requirements, but also the rate and pace of change aligned to the needs of the enterprise.

[1] The Open Group Service Integration Maturity Model (OSIMM), Open Group Standard (C117), published by The Open Group, November 2011; refer to: www.opengroup.org/bookstore/catalog/c117.htm

Andras2

Figure 2: DevOps: The Third Platform Solution Lifecycle

The characteristics of an agile DevOps approach are:

  • Harmonization of resources and practices between development and IT operations
  • Automation and integration of the development and deployment processes
  • Alignment of governance practices to holistically address development and operations with business needs
  • Optimization of the DevOps process through continuous feedback and metrics.

In contrast to SoE, SoR have a slower velocity of delivery. Such systems are typically released on fixed, pre-planned release schedules. Their inherent stability of features and capabilities necessitates a more structured and formal development approach, which traditionally equates to fewer releases over time. Furthermore, the impact changes to SoR have on core business functionality limits the magnitude and rate of change an organization is able to tolerate. But the emergence of the Third Platform will continue to put pressure on these core business systems to become more agile and flexible in order to adapt to the magnitude of events and information generated by mobile computing and the IoT.

As the technologies of the Third Platform coalesce, organizations will need to adopt hybrid development and delivery models based on agile DevOps techniques that are tuned appropriately to the class of system (SoR, SoS or SoS) and aligned with an acceptable rate of change.

DevOps is a key attribute of the Third Platform that will shift the fundamental management structure of the IT department. The Third Platform will usher in an era where one monolithic IT department is no longer necessary or even feasible. The line between business function and IT delivery will be imperceptible as this new platform evolves. The lines of business will become intertwined with the enterprise IT functions, ultimately leading to the IT department and business capability becoming synonymous. The recent emergence of the Enterprise Market Management organizations is an example where the marketing capabilities and the IT delivery systems are managed by a single executive – the Enterprise Marketing Officer.

The Challenge

The emergence of a new enterprise computing platform will usher in opportunity and challenge for businesses and governments that have invested in the previous generation of computing platforms. Organizations will be required to invest in both expertise and technologies to adopt the Third Platform. Vendors are already offering cloud-based Platform as a Service (PaaS) solutions that will provide integrated support for developing applications across the three evolving classes of systems – SoS, SoR, and SoE. These new development platforms will continue to evolve and give rise to new application architectures that were unfathomable just a few years ago. The emergence of the Third Platform is sure to spawn an entirely new class of dynamically reconfigurable intelligent applications and devices where applications reprogram their behavior based on the dynamics of their environment.

Almost certainly this shift will result in infrastructure and analytical capacity that will facilitate the emergence of cognitive computing which, in turn, will automate the very process of deep analysis and, ultimately, evolve the enterprise platform into the next generation of computing. This shift will require new approaches, standards and techniques for ensuring the integrity of an organization’s business architecture, enterprise architecture and IT systems architectures.

To effectively embrace the Third Platform, organizations will need to ensure that they have the capability to deliver boundaryless systems though integrated services that are comprised of components that span the three classes of systems. This is where communities like The Open Group can help to document architectural patterns that support agile DevOps principles and tooling as the Third Platform evolves.

Technical standardization of the Third Platform has only just begun; for example, standardization of the cloud infrastructure has only recently crystalized around OpenStack. Mobile computing platform standardization remains fragmented across many vendor offerings even with the support of rigid developer ecosystems and open sourced runtime environments. The standardization and enterprise support for SoS is still nascent but underway within groups like the Allseen Alliance and with the Open Group’s QLM workgroup.

Call to Action

The rate and pace of innovation, standardization, and adoption of Third Platform technologies is astonishing but needs the guidance and input from the practitioner community. It is incumbent upon industry communities like the Open Group to address the gaps between traditional Enterprise Architecture and an approach that scales to the Internet timescales being imposed by the adoption of the Third Platform.

The question is not whether Third Platform technologies will dominate the IT landscape, but rather how quickly this pivot will occur. Along the way, the industry must apply the open standards processes to ensure against the fragmentation into multiple incompatible technology platforms.

The Open Group has launched a new forum to address these issues. The Open Group Open Platform 3.0™ Forum is intended to provide a vendor-neutral environment where members share knowledge and collaborate to develop standards and best practices necessary to help guide the evolution of Third Platform technologies and solutions. The Open Platform 3.0 Forum will provide a place where organizations can help illuminate their challenges in adopting Third Platform technologies. The Open Platform 3.0 Forum will help coordinate standards activities that span existing Open Group Forums and ensure a coordinated approach to Third Platform standardization and development of best practices.

Innovation itself is not enough to ensure the value and viability of the emerging platform. The Open Group can play a unique role through its focus on Boundaryless Information Flow™ to facilitate the creation of best practices and integration techniques across the layers of the platform architecture.

andras-szakalAndras Szakal, VP and CTO, IBM U.S. Federal, is responsible for IBM’s industry solution technology strategy in support of the U.S. Federal customer. Andras was appointed IBM Distinguished Engineer and Director of IBM’s Federal Software Architecture team in 2005. He is an Open Group Distinguished Certified IT Architect, IBM Certified SOA Solution Designer and a Certified Secure Software Lifecycle Professional (CSSLP).  Andras holds undergraduate degrees in Biology and Computer Science and a Masters Degree in Computer Science from James Madison University. He has been a driving force behind IBM’s adoption of government IT standards as a member of the IBM Software Group Government Standards Strategy Team and the IBM Corporate Security Executive Board focused on secure development and cybersecurity. Andras represents the IBM Software Group on the Board of Directors of The Open Group and currently holds the Chair of The Open Group Certified Architect (Open CA) Work Group. More recently, he was appointed chair of The Open Group Trusted Technology Forum and leads the development of The Open Trusted Technology Provider Framework.

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Filed under big data, Cloud, Internet of Things, Open Platform 3.0

The Open Group London 2014 Preview: A Conversation with RTI’s Stan Schneider about the Internet of Things and Healthcare

By The Open Group

RTI is a Silicon Valley-based messaging and communications company focused on helping to bring the Industrial Internet of Things (IoT) to fruition. Recently named “The Most Influential Industrial Internet of Things Company” by Appinions and published in Forbes, RTI’s EMEA Manager Bettina Swynnerton will be discussing the impact that the IoT and connected medical devices will have on hospital environments and the Healthcare industry at The Open Group London October 20-23. We spoke to RTI CEO Stan Schneider in advance of the event about the Industrial IoT and the areas where he sees Healthcare being impacted the most by connected devices.

Earlier this year, industry research firm Gartner declared the Internet of Things (IoT) to be the most hyped technology around, having reached the pinnacle of the firm’s famed “Hype Cycle.”

Despite the hype around consumer IoT applications—from FitBits to Nest thermostats to fashionably placed “wearables” that may begin to appear in everything from jewelry to handbags to kids’ backpacks—Stan Schneider, CEO of IoT communications platform company RTI, says that 90 percent of what we’re hearing about the IoT is not where the real value will lie. Most of media coverage and hype is about the “Consumer” IoT like Google glasses or sensors in refrigerators that tell you when the milk’s gone bad. However, most of the real value of the IoT will take place in what GE has coined as the “Industrial Internet”—applications working behind the scenes to keep industrial systems operating more efficiently, says Schneider.

“In reality, 90 percent of the real value of the IoT will be in industrial applications such as energy systems, manufacturing advances, transportation or medical systems,” Schneider says.

However, the reality today is that the IoT is quite new. As Schneider points out, most companies are still trying to figure out what their IoT strategy should be. There isn’t that much active building of real systems at this point.

Most companies, at the moment, are just trying to figure out what the Internet of Things is. I can do a webinar on ‘What is the Internet of Things?’ or ‘What is the Industrial Internet of Things?’ and get hundreds and hundreds of people showing up, most of whom don’t have any idea. That’s where most companies are. But there are several leading companies that very much have strategies, and there are a few that are even executing their strategies, ” he said. According to Schneider, these companies include GE, which he says has a 700+ person team currently dedicated to building their Industrial IoT platform, as well as companies such as Siemens and Audi, which already have some applications working.

For its part, RTI is actively involved in trying to help define how the Industrial Internet will work and how companies can take disparate devices and make them work with one another. “We’re a nuts-and-bolts, make-it-work type of company,” Schneider notes. As such, openness and standards are critical not only to RTI’s work but to the success of the Industrial IoT in general, says Schneider. RTI is currently involved in as many as 15 different industry standards initiatives.

IoT Drivers in Healthcare

Although RTI is involved in IoT initiatives in many industries, from manufacturing to the military, Healthcare is one of the company’s main areas of focus. For instance, RTI is working with GE Healthcare on the software for its CAT scanner machines. GE chose RTI’s DDS (data distribution service) product because it will let GE standardize on a single communications platform across product lines.

Schneider says there are three big drivers that are changing the medical landscape when it comes to connectivity: the evolution of standalone systems to distributed systems, the connection of devices to improve patient outcome and the replacement of dedicated wiring with networks.

The first driver is that medical devices that have been standalone devices for years are now being built on new distributed architectures. This gives practitioners and patients easier access to the technology they need.

For example, RTI customer BK Medical, a medical device manufacturer based in Denmark, is in the process of changing their ultrasound product architecture. They are moving from a single-user physical system to a wirelessly connected distributed design. Images will now be generated in and distributed by the Cloud, thus saving significant hardware costs while making the systems more accessible.

According to Schneider, ultrasound machine architecture hasn’t really changed in the last 30 or 40 years. Today’s ultrasound machines are still wheeled in on a cart. That cart contains a wired transducer, image processing hardware or software and a monitor. If someone wants to keep an image—for example images of fetuses in utero—they get carry out physical media. Years ago it was a Polaroid picture, today the images are saved to CDs and handed to the patient.

In contrast, BK’s new systems will be completely distributed, Schneider says. Doctors will be able to carry a transducer that looks more like a cellphone with them throughout the hospital. A wireless connection will upload the imaging data into the cloud for image calculation. With a distributed scenario, only one image processing system may be needed for a hospital or clinic. It can even be kept in the cloud off-site. Both patients and caregivers can access images on any display, wherever they are. This kind of architecture makes the systems much cheaper and far more efficient, Schneider says. The days of the wheeled-in cart are numbered.

The second IoT driver in Healthcare is connecting medical devices together to improve patient outcomes. Most hospital devices today are completely independent and standalone. So, if a patient is hooked up to multiple monitors, the only thing that really “connects” those devices today is a piece of paper at the end of a hospital bed that shows how each should be functioning. Nurses are supposed to check these devices on an hourly basis to make sure they’re working correctly and the patient is ok.

Schneider says this approach is error-ridden. First, the nurse may be too busy to do a good job checking the devices. Worse, any number of things can set off alarms whether there’s something wrong with the patient or not. As anyone who has ever visited a friend or relative in the hospital attest to, alarms are going off constantly, making it difficult to determine when someone is really in distress. In fact, one of the biggest problems in hospital settings today, Schneider says, is a phenomenon known as “alarm fatigue.” Single devices simply can’t reliably tell if there’s some minor glitch in data or if the patient is in real trouble. Thus, 80% of all device alarms in hospitals are turned off. Meaningless alarms fatigue personnel, so they either ignore or turn off the alarms…and people can die.

To deal with this problem, new technologies are being created that will connect devices together on a network. Multiple devices can then work in tandem to really figure out when something is wrong. If the machines are networked, alarms can be set to go off only when multiple distress indicators are indicated rather than just one. For example, if oxygen levels drop on both an oxygen monitor on someone’s finger and on a respiration monitor, the alarm is much more likely a real patient problem than if only one source shows a problem. Schneider says the algorithms to fix these problems are reasonably well understood; the barrier is the lack of networking to tie all of these machines together.

The third area of change in the industrial medical Internet is the transition to networked systems from dedicated wired designs. Surgical operating rooms offer a good example. Today’s operating room is a maze of wires connecting screens, computers, and video. Videos, for instance, come from dynamic x-ray imaging systems, from ultrasound navigation probes and from tiny cameras embedded in surgical instruments. Today, these systems are connected via HDMI or other specialized cables. These cables are hard to reconfigure. Worse, they’re difficult to sterilize, Schneider says. Thus, the surgical theater is hard to configure, clean and maintain.

In the future, the mesh of special wires can be replaced by a single, high-speed networking bus. Networks make the systems easier to configure and integrate, easier to use and accessible remotely. A single, easy-to-sterilize optical network cable can replace hundreds of wires. As wireless gets faster, even that cable can be removed.

“By changing these systems from a mesh of TV-cables to a networked data bus, you really change the way the whole system is integrated,” he said. “It’s much more flexible, maintainable and sharable outside the room. Surgical systems will be fundamentally changed by the Industrial IoT.”

IoT Challenges for Healthcare

Schneider says there are numerous challenges facing the integration of the IoT into existing Healthcare systems—from technical challenges to standards and, of course, security and privacy. But one of the biggest challenges facing the industry, he believes, is plain old fear. In particular, Schneider says, there is a lot of fear within the industry of choosing the wrong path and, in effect, “walking off a cliff” if they choose the wrong direction. Getting beyond that fear and taking risks, he says, will be necessary to move the industry forward, he says.

In a practical sense, the other thing currently holding back integration is the sheer number of connected devices currently being used in medicine, he says. Manufacturers each have their own systems and obviously have a vested interest in keeping their equipment in hospitals, so many have been reluctant to develop or become standards-compliant and push interoperability forward, Schneider says.

This is, of course, not just a Healthcare issue. “We see it in every single industry we’re in. It’s a real problem,” he said.

Legacy systems are also a problematic area. “You can’t just go into a Kaiser Permanente and rip out $2 billion worth of equipment,” he says. Integrating new systems with existing technology is a process of incremental change that takes time and vested leadership, says Schneider.

Cloud Integration a Driver

Although many of these technologies are not yet very mature, Schneider believes that the fundamental industry driver is Cloud integration. In Schneider’s view, the Industrial Internet is ultimately a systems problem. As with the ultrasound machine example from BK Medical, it’s not that an existing ultrasound machine doesn’t work just fine today, Schneider says, it’s that it could work better.

“Look what you can do if you connect it to the Cloud—you can distribute it, you can make it cheaper, you can make it better, you can make it faster, you can make it more available, you can connect it to the patient at home. It’s a huge system problem. The real overwhelming striking value of the Industrial Internet really happens when you’re not just talking about the hospital but you’re talking about the Cloud and hooking up with practitioners, patients, hospitals, home care and health records. You have to be able to integrate the whole thing together to get that ultimate value. While there are many point cases that are compelling all by themselves, realizing the vision requires getting the whole system running. A truly connected system is a ways out, but it’s exciting.”

Open Standards

Schneider also says that openness is absolutely critical for these systems to ultimately work. Just as agreeing on a standard for the HTTP running on the Internet Protocol (IP) drove the Web, a new device-appropriate protocol will be necessary for the Internet of Things to work. Consensus will be necessary, he says, so that systems can talk to each other and connectivity will work. The Industrial Internet will push that out to the Cloud and beyond, he says.

“One of my favorite quotes is from IBM, he says – IBM said, ‘it’s not a new Internet, it’s a new Web.’” By that, they mean that the industry needs new, machine-centric protocols to run over the same Internet hardware and base IP protocol, Schneider said.

Schneider believes that this new web will eventually evolve to become the new architecture for most companies. However, for now, particularly in hospitals, it’s the “things” that need to be integrated into systems and overall architectures.

One example where this level of connectivity will make a huge difference, he says, is in predictive maintenance. Once a system can “sense” or predict that a machine may fail or if a part needs to be replaced, there will be a huge economic impact and cost savings. For instance, he said Siemens uses acoustic sensors to monitor the state of its wind generators. By placing sensors next to the bearings in the machine, they can literally “listen” for squeaky wheels and thus figure out whether a turbine may soon need repair. These analytics let them know when the bearing must be replaced before the turbine shuts down. Of course, the infrastructure will need to connect all of these “things” to the each other and the cloud first. So, there will need to be a lot of system level changes in architectures.

Standards, of course, will be key to getting these architectures to work together. Schneider believes standards development for the IoT will need to be tackled from both horizontal and vertical standpoint. Both generic communication standards and industry specific standards like how to integrate an operating room must evolve.

“We are a firm believer in open standards as a way to build consensus and make things actually work. It’s absolutely critical,” he said.

stan_schneiderStan Schneider is CEO at Real-Time Innovations (RTI), the Industrial Internet of Things communications platform company. RTI is the largest embedded middleware vendor and has an extensive footprint in all areas of the Industrial Internet, including Energy, Medical, Automotive, Transportation, Defense, and Industrial Control.  Stan has published over 50 papers in both academic and industry press. He speaks at events and conferences widely on topics ranging from networked medical devices for patient safety, the future of connected cars, the role of the DDS standard in the IoT, the evolution of power systems, and understanding the various IoT protocols.  Before RTI, Stan managed a large Stanford robotics laboratory, led an embedded communications software team and built data acquisition systems for automotive impact testing.  Stan completed his PhD in Electrical Engineering and Computer Science at Stanford University, and holds a BS and MS from the University of Michigan. He is a graduate of Stanford’s Advanced Management College.

 

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Filed under architecture, Cloud, digital technologies, Enterprise Architecture, Healthcare, Internet of Things, Open Platform 3.0, Standards, Uncategorized

Business Benefit from Public Data

By Dr. Chris Harding, Director for Interoperability, The Open Group

Public bodies worldwide are making a wealth of information available, and encouraging its commercial exploitation. This sounds like a bonanza for the private sector at the public expense, but entrepreneurs are holding back. A healthy market for products and services that use public-sector information would provide real benefits for everyone. What can we do to bring it about?

Why Governments Give Away Data

The EU directive of 2003 on the reuse of public sector information encourages the Member States to make as much information available for reuse as possible. This directive was revised and strengthened in 2013. The U.S. Open Government Directive of 2009 provides similar encouragement, requiring US government agencies to post at least three high-value data sets online and register them on its data.gov portal. Other countries have taken similar measures to make public data publicly available.

Why are governments doing this? There are two main reasons.

One is that it improves the societies that they serve and the governments themselves. Free availability of information about society and government makes people more effective citizens and makes government more efficient. It illuminates discussion of civic issues, and points a searchlight at corruption.

The second reason is that it has a positive effect on the wealth of nations and their citizens. The EU directive highlights the ability of European companies to exploit the potential of public-sector information, and contribute to economic growth and job creation. Information is not just the currency of democracy. It is also the lubricant of a successful economy.

Success Stories

There are some big success stories.

If you drive a car, you probably use satellite navigation to find your way about, and this may use public-sector information. In the UK, for example, map data that can be used by sat-nav systems is supplied for commercial use by a government agency, the Ordnance Survey.

When you order something over the web for delivery to your house, you often enter a postal code and see most of the address auto-completed by the website. Postcode databases are maintained by national postal authorities, which are generally either government departments or regulated private corporations, and made available by them for commercial use. Here, the information is not directly supporting a market, but is contributing to the sale of a range of unrelated products and services.

The data may not be free. There are commercial arrangements for supply of map and postcode data. But it is available, and is the basis for profitable products and for features that make products more competitive.

The Bonanza that Isn’t

These successes are, so far, few in number. The economic benefits of open government data could be huge. The McKinsey Global Institute estimates a potential of between 3 and 5 trillion dollars annually. Yet the direct impact of Open Data on the EU economy in 2010, seven years after the directive was issued, is estimated by Capgemini at only about 1% of that, although the EU accounts for nearly a quarter of world GDP.

The business benefits to be gained from using map and postcode data are obvious. There are other kinds of public sector data, where the business benefits may be substantial, but they are not easy to see. For example, data is or could be available about public transport schedules and availability, about population densities, characteristics and trends, and about real estate and land use. These are all areas that support substantial business activity, but businesses in these areas seldom make use of public sector information today.

Where are the Products?

Why are entrepreneurs not creating these potentially profitable products and services? There is one obvious reason. The data they are interested in is not always available and, where it is available, it is provided in different ways, and comes in different formats. Instead of a single large market, the entrepreneur sees a number of small markets, none of which is worth tackling. For example, the market for an application that plans public transport journeys across a single town is not big enough to justify substantial investment in product development. An application that could plan journeys across any town in Europe would certainly be worthwhile, but is not possible unless all the towns make this data available in a common format.

Public sector information providers often do not know what value their data has, or understand its applications. Working within tight budgets, they cannot afford to spend large amounts of effort on assembling and publishing data that will not be used. They follow the directives but, without common guidelines, they simply publish whatever is readily to hand, in whatever form it happens to be.

The data that could support viable products is not available everywhere and, where it is available, it comes in different formats. (One that is often used is PDF, which is particularly difficult to process as an information source.) The result is that the cost of product development is high, and the expected return is low.

Where is the Market?

There is a second reason why entrepreneurs hesitate. The shape of the market is unclear. In a mature market, everyone knows who the key players are, understands their motivations, and can predict to some extent how they will behave. The market for products and services based on public sector information is still taking shape. No one is even sure what kinds of organization will take part, or what they will do. How far, for example, will public-sector bodies go in providing free applications? Can large corporations buy future dominance with loss-leader products? Will some unknown company become an overnight success, like Facebook? With these unknowns, the risks are very high.

Finding the Answers

Public sector information providers and standards bodies are tackling these problems. The Open Group participates in SHARE-PSI, the European network for the exchange of experience and ideas around implementing open data policies in the public sector. The experience gained by SHARE-PSI will be used by the World-Wide Web Consortium as a basis for standards and guidelines for publication of public sector information. These standards and guidelines may be used, not just by the public sector, but by not-for-profit bodies and even commercial corporations, many of which have information that they want to make freely available.

The Open Group is making a key contribution by helping to map the shape of the market. It is using the Business Scenario technique from its well-known Enterprise Architecture methodology TOGAF® to identify the kinds of organization that will take part, and their objectives and concerns.

There will be a preview of this on October 22 at The Open Group event in London which will feature a workshop session on Open Public Sector Data. This workshop will look at how Open Data can help business, present a draft of the Business Scenario, and take input from participants to help develop its conclusions.

The developed Business Scenario will be presented at the SHARE-PSI workshop in Lisbon on December 3-4. The theme of this workshop is encouraging open data usage by commercial developers. It will bring a wide variety of stakeholders together to discuss and build the relationship between the public and private sectors. It will also address, through collaboration with the EU LAPSI project, the legal framework for use of open public sector data.

Benefit from Participation!

If you are thinking about publishing or using public-sector data, you can benefit from these workshops by gaining an insight into the way that the market is developing. In the long term, you can influence the common standards and guidelines that are being developed. In the short term, you can find out what is happening and network with others who are interested.

The social and commercial benefits of open public-sector data are not being realized today. They can be realized through a healthy market in products and services that process the data and make it useful to citizens. That market will emerge when public bodies and businesses clearly understand the roles that they can play. Now is the time to develop that understanding and begin to profit from it.

Register for The Open Group London 2014 event at http://www.opengroup.org/london2014/registration.

Find out how to participate in the Lisbon SHARE-PSI workshop at http://www.w3.org/2013/share-psi/workshop/lisbon/#Participation

 

Chris HardingDr. Chris Harding is Director for Interoperability at The Open Group. He has been with The Open Group for more than ten years, and is currently responsible for managing and supporting its work on interoperability, including SOA and interoperability aspects of Cloud Computing, and the Open Platform 3.0™ Forum. He is a member of the BCS, the IEEE and the AEA, and is a certified TOGAF® practitioner.

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Filed under big data, Cloud, digital technologies, Enterprise Architecture, Open Platform 3.0, TOGAF®, Uncategorized

The Open Group London 2014: Open Platform 3.0™ Panel Preview with Capgemini’s Ron Tolido

By The Open Group

The third wave of platform technologies is poised to revolutionize how companies do business not only for the next few years but for years to come. At The Open Group London event in October, Open Group CTO Dave Lounsbury will be hosting a panel discussion on how The Open Group Open Platform 3.0™ will affect Enterprise Architectures. Panel speakers include IBM Vice President and CTO of U.S. Federal IMT Andras Szakal and Capgemini Senior Vice President and CTO for Application Services Ron Tolido.

We spoke with Tolido in advance of the event about the progress companies are making in implementing third platform technologies, the challenges facing the industry as Open Platform 3.0 evolves and the call to action he envisions for The Open Group as these technologies take hold in the marketplace.

Below is a transcript of that conversation.

From my perspective, we have to realize: What is the call to action that we should have for ourselves? If we look at the mission of Boundaryless Information Flow™ and the need for open standards to accommodate that, what exactly can The Open Group and any general open standards do to facilitate this next wave in IT? I think it’s nothing less than a revolution. The first platform was the mainframe, the second platform was the PC and now the third platform is anything beyond the PC, so all sorts of different devices, sensors and ways to access information, to deploy solutions and to connect. What does it mean in terms of Boundaryless Information Flow and what is the role of open standards to make that platform succeed and help companies to thrive in such a new world?

That’s the type of call to action I’m envisioning. And I believe there are very few Forums or Work Groups within The Open Group that are not affected by this notion of the third platform. Firstly, I believe an important part of the Open Platform 3.0 Forum’s mission will be to analyze, to understand, the impacts of the third platform, of all those different areas that we’re evolving currently in The Open Group, and, if you like, orchestrate them a bit or be a catalyst in all the working groups and forums.

In a blog you wrote this summer for Capgemini’s CTO Blog you cited third platform technologies as being responsible for a renewed interest in IT as an enabler of business growth. What is it about the Third Platform is driving that interest?

It’s the same type of revolution as we’ve seen with the PC, which was the second platform. A lot of people in business units—through the PC and client/server technologies and Windows and all of these different things—realized that they could create solutions of a whole new order. The second platform meant many more applications, many more uses, much more business value to be achieved and less direct dependence on the central IT department. I think we’re seeing a very similar evolution right now, but the essence of the move is not that it moves us even further away from central IT but it puts the power of technology right in the business. It’s much easier to create solutions. Nowadays, there are many more channels that are so close in business that it takes business people to understand them. This explains also why business people like the third platform so much—it’s the Cloud, it’s mobile, social, it’s big data, all of these are waves that bring technology closer to the business, and are easy to use with very apparent business value that haven’t seen before, certainly not in the PC era. So we’re seeing a next wave, almost a revolution in terms of how easy it is to create solutions and how widely spread these solutions can be. Because again, as with the PC, it’s many more applications yet again and many more potential uses that can be connected through these applications, so that’s the very nature of the revolution and that also explains why business people like the third platform so much. So what people say to me these days on the business side is ‘We love IT, it’s just these bloody IT people that are the problem.’

Due to the complexities of building the next wave of platform computing, do you think that we may hit a point of fatigue as companies begin to tackle everything that is involved in creating that platform and making it work together?

The way I see it, that’s still the work of the IT community and the Enterprise Architect and the platform designer. It’s the very nature of the platform is that it’s attractive to use it, not to build it. The very nature of the platform is to connect to it and launch from it, but building the platform is an entirely different story. I think it requires platform designers and Enterprise Architects, if you like, and people to do the plumbing and do the architecting and the design underneath. But the real nature of the platform is to use it and to build upon it rather than to create it. So the happy view is that the “business people” don’t have to construct this.

I do believe, by the way, that many of the people in The Open Group will be on the side of the builders. They’re supposed to like complexity and like reducing it, so if we do it right the users of the platform will not notice this effort. It’s the same with the Cloud—the problem with the Cloud nowadays is that many people are tempted to run their own clouds, their own technologies, and before they know it, they only have additional complexity on their agenda, rather than reduced, because of the Cloud. It’s the same with the third platform—it’s a foundation which is almost a no-brainer to do business upon, for the next generation of business models. But if we do it wrong, we only have additional complexity on our hands, and we give IT a bad name yet again. We don’t want to do that.

What are Capgemini customers struggling with the most in terms of adopting these new technologies and putting together an Open Platform 3.0?

What you currently see—and it’s not always good to look at history—but if you look at the emergence of the second platform, the PC, of course there were years in which central IT said ‘nobody needs a PC, we can do it all on the mainframe,’ and they just didn’t believe it and business people just started to do it themselves. And for years, we created a mess as a result of it, and we’re still picking up some of the pieces of that situation. The question for IT people, in particular, is to understand how to find this new rhythm, how to adopt the dynamics of this third platform while dealing with all the complexity of the legacy platform that’s already there. I think if we are able to accelerate creating such a platform—and I think The Open Group will be very critical there—what exactly should be in the third platform, what type of services should you be developing, how would these services interact, could we create some set of open standards that the industry could align to so that we don’t have to do too much work in integrating all that stuff. If we, as The Open Group, can create that industry momentum, that, at least, would narrow the gap between business and IT that we currently see. Right now IT’s very clearly not able to deliver on the promise because they have their hands full with surviving the existing IT landscape, so unless they do something about simplifying it on the one hand and bridging that old world with the new one, they might still be very unpopular in the forthcoming years. That’s not what you want as an IT person—you want to enable business and new business. But I don’t think we’ve been very effective with that for the past ten years as an industry in general, so that’s a big thing that we have to deal with, bridging the old world with the new world. But anything we can do to accelerate and simplify that job from The Open Group would be great, and I think that’s the very essence of where our actions would be.

What are some of the things that The Open Group, in particular, can do to help affect these changes?

To me it’s still in the evangelization phase. Sooner or later people have to buy it and say ‘We get it, we want it, give me access to the third platform.’ Then the question will be how to accelerate building such an actual platform. So the big question is: What does such a platform look like? What types of services would you find on such a platform? For example, mobility services, data services, integration services, management services, development services, all of that. What would that look like in a typical Platform 3.0? Maybe even define a catalog of services that you would find in the platform. Then, of course, if you could use such a catalog or shopping list, if you like, to reach out to the technology suppliers of this world and convince them to pick that up and gear around these definitions—that would facilitate such a platform. Also maybe the architectural roadmap—so what would an architecture look like and what would be the typical five ways of getting there? We have to start with your local situation, so probably also several design cases would be helpful, so there’s an architectural dimension here.

Also, in terms of competencies, what type of competencies will we need in the near future to be able to supply these types of services to the business? That’s, again, very new—in this case, IT Specialist Certification and Architect Certification. These groups also need to think about what are the new competencies inherent in the third platform and how does it affect things like certification criteria and competency profiles?

In other areas, if you look at TOGAF®, and Open Group standard, is it really still suitable in fast paced world of the third platform or do we need a third platform version of TOGAF? With Security, for example, there are so many users, so many connections, and the activities of the former Jericho Forum seem like child’s play compared to what you will see around the third platform, so there’s no Forum or Work Group that’s not affected by this Open Platform 3.0 emerging.

With Open Platform 3.0 touching pretty much every aspect of technology and The Open Group, how do you tackle that? Do you have just an umbrella group for everything or look at it through the lens of TOGAF or security or the IT Specialist? How do you attack something so large?

It’s exactly what you just said. It’s fundamentally my belief that we need to do both of these two things. First, we need a catalyst forum, which I would argue is the Open Platform 3.0 Forum, which would be the catalyst platform, the orchestration platform if you like, that would do the overall definitions, the call to action. They’ve already been doing the business scenarios—they set the scene. Then it would be up to this Forum to reach out to all the other Forums and Work Groups to discuss impact and make sure it stays aligned, so here we have an orchestration function of the Open Platform 3.0 Forum. Then, very obviously, all the other Work Groups and Forums need to pick it up and do their own stuff because you cannot aspire to do all of this with one and the same forum because it’s so wide, it’s so diverse. You need to do both.

The Open Platform 3.0 Forum has been working for a year and a half now. What are some of the things the Forum has accomplished thus far?

They’ve been particularly working on some of the key definitions and some of the business scenarios. I would say in order to create an awareness of Open Platform 3.0 in terms of the business value and the definitions, they’ve done a very good job. Next, there needs to be a call to action to get everybody mobilized and setting tangible steps toward the Platform 3.0. I think that’s currently where we are, so that’s good timing, I believe, in terms of what the forum has achieved so far.

Returning to the mission of The Open Group, given all of the awareness we have created, what does it all mean in terms of Boundaryless Information Flow and how does it affect the Forums and Work Groups in The Open Group? That’s what we need to do now.

What are some of the biggest challenges that you see facing adoption of Open Platform 3.0 and standards for that platform?

They are relatively immature technologies. For example, with the Cloud you see a lot of players, a lot of technology providers being quite reluctant to standardize. Some of them are very open about it and are like ‘Right now we are in a niche, and we’re having a lot of fun ourselves, so why open it up right now?’ The movement would be more pressure from the business side saying ‘We want to use your technology but only if you align with some of these emerging standards.’ That would do it or certainly help. This, of course, is what makes The Open Group as powerful as not only technology providers, but also businesses, the enterprises involved and end users of technology. If they work together and created something to mobilize technology providers, that would certainly be a breakthrough, but these are immature technologies and, as I said, with some of these technology providers, it seems more important to them to be a niche player for now and create their own market rather than standardizing on something that their competitors could be on as well.

So this is a sign of a relatively immature industry because every industry that starts to mature around certain topics begins to work around open standards. The more mature we grow in mastering the understanding of the Open Platform 3.0, the more you will see the need for standards arise. It’s all a matter of timing so it’s not so strange that in the past year and a half it’s been very difficult to even discuss standards in this area. But I think we’re entering that era really soon, so it seems to be good timing to discuss it. That’s one important limiting area; I think the providers are not necessarily waiting for it or committed to it.

Secondly, of course, this is a whole next generation of technologies. With all new generations of technologies there are always generation gaps and people in denial or who just don’t feel up to picking it up again or maybe they lack the energy to pick up a new wave of technology and they’re like ‘Why can’t I stay in what I’ve mastered?’ All very understandable. I would call that a very typical IT generation gap that occurs when we see the next generation of IT emerge—sooner or later you get a generation gap, as well. Which has nothing to do with physical age, by the way.

With all these technologies converging so quickly, that gap is going to have to close quickly this time around isn’t it?

Well, there are still mainframes around, so you could argue that there will be two or even three speeds of IT sooner or later. A very stable, robust and predictable legacy environment could even be the first platform that’s more mainframe-oriented, like you see today. A second wave would be that PC workstation, client/server, Internet-based IT landscape, and it has a certain base and certain dynamics. Then you have this third phase, which is the new platform, that is more dynamic and volatile and much more diverse. You could argue that there might be within an organization multiple speeds of IT, multiple speeds of architectures, multi-speed solutioning, and why not choose your own speed?

It probably takes a decade or more to really move forward for many enterprises.

It’s not going as quickly as the Gartners of this world typically thinks it is—in practice we all know it takes longer. So I don’t see any reason why certain people wouldn’t certainly choose deliberately to stay in second gear and don’t go to third gear simply because they think it’s challenging to be there, which is perfectly sound to me and it would bring a lot of work in many years to companies.

That’s an interesting concept because start-ups can easily begin on a new platform but if you’re a company that has been around for a long time and you have existing legacy systems from the mainframe or PC era, those are things that you have to maintain. How do you tackle that as well?

That’s a given in big enterprises. Not everybody can be a disruptive start up. Maybe we all think that we should be like that but it’s not the case in real life. In real life, we have to deal with enterprise systems and enterprise processes and all of them might be very vulnerable to this new wave of challenges. Certainly enterprises can be disruptive themselves if they do it right, but there are always different dynamics, and, as I said, we still have mainframes, as well, even though we declared their ending quite some time ago. The same will happen, of course, to PC-based IT landscapes. It will take a very long time and will take very skilled hands and minds to keep it going and to simplify.

Having said that, you could argue that some new players in the market obviously have the advantage of not having to deal with that and could possibly benefit from a first-mover advantage where existing enterprises have to juggle several balls at the same time. Maybe that’s more difficult, but of course enterprises are enterprises for a good reason—they are big and holistic and mighty, and they might be able to do things that start-ups simply can’t do. But it’s a very unpredictable world, as we all realize, and the third platform brings a lot of disruptiveness.

What’s your perspective on how the Internet of Things will affect all of this?

It’s part of the third platform of course, and it’s something Andras Szakal will be addressing as well. There’s much more coming, both at the input sites, everything is becoming a sensor essentially to where even your wallpaper or paint is a sensor, but on the other hand, in terms of devices that we use to communicate or get information—smart things that whisper in your ears or whatever we’ll have in the coming years—is clearly part of this Platform 3.0 wave that we’ll have as we move away from the PC and the workstation, and there’s a whole bunch of new technologies around to replace it. The Internet of Things is clearly part of it, and we’ll need open standards as well because there are so many different things and devices, and if you don’t create the right standards and platform services to deal with it, it will be a mess. It’s an integral part of the Platform 3.0 wave that we’re seeing.

What is the Open Platform 3.0 Forum going to be working on over the next few months?

Understanding what this Open Platform 3.0 actually means—I think the work we’ve seen so far in the Forum really sets the way in terms of what is it and definitions are growing. Andras will be adding his notion of the Internet of Things and looking at definitions of what is it exactly. Many people already intuitively have an image of it.

The second will be how we deliver value to the business—so the business scenarios are a crucial thing to consider to see how applicable they are, how relevant they are to enterprises. The next thing to do will pertain to work that still needs to be done in The Open Group, as well. What would a new Open Platform 3.0 architecture look like? What are the platform services? What are the ones we can start working on right now? What are the most important business scenarios and what are the platform services that they will require? So architectural impacts, skills impacts, security impacts—as I said, there are very few areas in IT that are not touched by it. Even the new IT4IT Forum that will be launched in October, which is all about methodologies and lifecycle, will need to consider Agile, DevOps-related methodologies because that’s the rhythm and the pace that we’ve got to expect in this third platform. So the rhythm of the working group—definitions, business scenarios and then you start to thinking about what does the platform consist of, what type of services do I need to create to support it and hopefully by then we’ll have some open standards to help accelerate that thinking to help enterprises set a course for themselves. That’s our mission as The Open Group to help facilitate that.

Tolido-RonRon Tolido is Senior Vice President and Chief Technology Officer of Application Services Continental Europe, Capgemini. He is also a Director on the board of The Open Group and blogger for Capgemini’s multiple award-winning CTO blog, as well as the lead author of Capgemini’s TechnoVision and the global Application Landscape Reports. As a noted Digital Transformation ambassador, Tolido speaks and writes about IT strategy, innovation, applications and architecture. Based in the Netherlands, Mr. Tolido currently takes interest in apps rationalization, Cloud, enterprise mobility, the power of open, Slow Tech, process technologies, the Internet of Things, Design Thinking and – above all – radical simplification.

 

 

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