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Archive for September, 2010

White papers from Matt Deacon

September 22, 2010 1 comment

White Papers List of white papers that I’ve produced or contributed to over the past few years:

 Beyond Clouds

Thinking beyond the Clouds: Supply, demand and service-centric IT, 2010.

Produced by Freeform Dynamics in consultation with the Microsoft Architect Council, this report identified a number of trends that are having an impact on the supply, deployment and operation of corporate IT facilities.

“Currently, the impact is being felt most directly within the IT supplier community, but over the coming years the fruits of their labours will more strongly influence the way companies source and integrate IT services. In this report we look at what’s driving the trends and ask how should end-user organisations prepare to make the most of how IT services are delivered?”

PartCloudy 

Outlook: partly cloudy with sunny spells to follow, 2010.

Report authored by Matt Deacon and Dan Scarfe, dotNet Solutions that discusses the benefits of taking a hybrid approach to cloud computing and describes a simple approach when considering cloud options.

image

 

The Arc Magazine, 2008: A 4-part publication that discussed the Microsoft ‘Software + Services’ strategy from a business and architectural perspective:

  1. Software + Services a business perspective
  2. Defining the Architecture of S+S
  3. Principles of Privacy
  4. Reaching for the Sky

Arc1    Arc2    Arc3    Arc4

FIT

IT on the front foot, 2008 Sourcing, architecture and the progressive IT organisation

Produced by Freeform Dynamics in consultation with the Microsoft Architect Council, this report identified the characteristics of progressive IT organisations and what they are doing that sets them apart from the pack.

  • There is indeed such a thing as the ‘progressive’ IT organisation
  • Progressive IT organisations reveal a progressive approach to sourcing
  • We can learn from the experiences of more progressive IT organisations
  • Architecture and integration become key elements of progressive IT
  • The goal is for IT to raise its game
Four Reasons to go Green, White paper that spells out the four main arguments for use in convincing your organsiation that green is a good colour to be :

  1. The Environment
  2. The Customer
  3. The Government
  4. The Money
DTS SaaS as a Disruptive Technology, 2007 Investigation into the nature of Disruptive Technology and whether the phenomena known as Software as a Service (SaaS) has the propensity to be disruptive. Contains a useful model for considering products from a disruptive perspective.Published on MSDN in 2007 in Conjunction with Dr Steven Moxey, Manchester Business School.

Register article

Disruptive Technology Framework developed as part of the project:

Disruptive Technology Framework

Categories: Uncategorized

How Secure is your Cloud?

September 21, 2010 1 comment

Cloud security is perhaps the number one topic when it comes to cloud computing and this is still definitely the case if you look like meetings like CloudCamp for example. So why then is there not more of a focus on it from the cloud vendors?

In their June report, "Assessing the Security Risks of Cloud Computing" Gartner provided a fairly competent list of questions that customers should raise with their prospective cloud vendors.

1. Privileged user access.
2. Regulatory compliance
3. Data location
4. Data segregation (which includes Encryption)
5. Recovery
6. Investigative support
7. Long-term viability

Although the list is useful, and I especially like number 7 raised in a security context, there are a couple of key points missing, that while they maybe covered in some subtext under these seven items I personally believe they should be raised to the top level. So here’s my additional set of security topics to raise with your vendor:

8. Internal threat management
9. Portability/access
10. SLAs/Penalties
11.Security in depth

Internal threat management

As we all know too well (or should), one of the majority of security threats of traditional data centres comes from within, with the cloud you’re passing this issue on to someone else. So what are the internal threat management procedures of your cloud vendor? How do they safe guard your data from prying eyes? Sure, encryption and segregation are elements that help here, but what are the data centre processes themselves?

Portability/access

A real favourite topic out there that in many ways overtakes the issues of interoperability is that of portability. How do I safeguard my ability to move from one cloud to another?  Once my data is in a cloud how easily (expensive, quickly) can I get it off again? Now add to this the question of secure and robust portability and this becomes a really interesting question to ask.

SLAs/Penalties

So if there is a breach of security what is the cloud vendors policy? Is this transparent? Made publically available? What sort of compensation could you expect? Free hours? SLAs are an obvious discussion point with cloud vendors but are seldom discussed in terms of security.

Security in Depth

This is one I particularly like and relates to internal threat management and processes but specifically to the development and creation of the cloud vendor’s infrastructure itself. Clearly clouds just don’t happen, someone has to build them and that means software engineering. Therefore a clear explanation of their cloud development processes should be clearly articulated at a software development level. This is one of the key lessons Microsoft has learnt over the years and one I know well.

 

So what other security questions would you want answered by your prospective cloud vendor?

SOA: A square peg in a round hole?

September 15, 2010 1 comment

It is really interesting when you look back on your blogs over the years and reflect on how your views have changed, and whether anything still remains true given what you know now. Over the past few months I’ve been researching the state of SOA today; well over a decade since .NET Web Services arrived on the scene and the term SOA first came to popular attention.

One blog I’ve referred to time and time again in talking about SOA is the one I wrote on SOA Anti-patterns back in 2005. I use these anti-patterns regularly when talking to people and had come to think that their value had never been more significant than they are today given the emergence of the so-called “cloud”. However, I had noticed that they resonated less well with those where SOA was being “successful”. It therefore came as quite a shock when I actually re-read the blog only to find that the core tenet on which these anti-patterns were based was actually proving to be itself one of the core anti-patterns of SOA and why in so many cases SOA has proved unsuccessful.

The anti-pattern was actually described in the opening section where I suggest that the decentralised nature of SOA “left unchecked” could lead to the occurrence of a number of the anti-patterns that I went on on to describe. Unwittingly, I had hit upon one of the core anti-patterns for SOA; the square-peg anti-pattern, it was just that at the time I didn’t realise it.

The square-peg anti-pattern

As I noted back in 2005, SOA is a “decentralised” pattern for integrating distributed systems, but what I didn’t realise at the time and where the true problem turns out to be, is that we insist on trying to fit SOA (the peg) into a “centralised” model of IT (the round hole). This is like holding the same poles of two magnets end to end, they repulse each other, we are simply trying to put two incompatible models of operation together as one.

From a centralised perspective of IT these anti-patterns make sense, but turn the problem on the head and they become less significant and maybe cease to exist. The reality of the problem turns out, not to be one of fitting a square peg into a round hole, but that there are simply no square holes!

For IT and let’s face it, for the really important part; the business, to really take advantage of SOA it needs to give up being the monopoly, it needs to decentralise and devolve control to the services themselves. The result is smaller IT, encapsulated within the service, focused almost entirely on delivering business value for that service, rather than having to pay a high tax to conform to the demands of a centralised IT function.

The three Cs!

So if this is the major problem, then why do it? Why not drop SOA and retain the centralised model for IT? Of course this is an option, but let’s look at it through the lens of the three Cs that Hammer and Champy raised in re-engineering the corporation:

  • Customers take charge
  • Competition intensifies
  • Change becomes constant

IT is subject to the same pressures and has to deliver the service that is required by the business. Your customer demands the ability to be more in control, dynamic, they have choice and increasingly have the potential to ‘shop elsewhere’. The competition from others who can provide the service, faster, cheaper and to order is increasing. The rate of change required by your customer grows daily and the need for IT to move from reactive to proactive and part of driving business.

Specialised Units of Business Capability

In looking at the trends within the business itself, one can see it is differentiating into often finer units of specialism. the benefit being, to take advantage of market leading innovation quicker, cheaper and at lower risk. IT needs to power these new capabilities, but can’t do so through a rigid model of centralised command and control. These new capabilities need to move fast, grow fast and evolve quickly in response to change. The IT needs to be as close to that business innovation as possible and be part of the solution rather than a problem that slows down their time to react.

The rise of the Central IS function?

So what now for IT? Is it the end of IT department? Well may be it is, as we know it today. Decentralisation is inevitable for Business as it is for IT, as the technology layers commoditise there is less need for many of the old functions of IT, but given all these moving parts, these increasing units of specialised business capabilities, the increasing number of sourcing choices for services of all shapes and sizes, it is clear that there is a need for:

  • co-ordination
  • governance
  • compliance
  • innovation management

These, then become the watch words for the future of the centralised IT function, but it is perhaps the name that needs a change, it is less about the technology but still about the information and management and certainly needs to nurture innovation and of course it’s all about the service.

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Corporate Information and Innovation Management Service.