Transformation & Agility

Transformation & Agility concerns the utilization of the technical agility derived from the benefits delivered by virtualization and cloud computing, coupled with Agile Development practices that improve business agility, performance, and results. This includes the agility derived from: (Read More)

  • The implementation of Agile and DevOps methodologies
  • The  application and system architectures
  • The  implementation of IaaS, PaaS, and SaaS clouds
  • Monitoring of the environment, coupled with processes for resolving problems quickly
  • Having continuous availability through the use of high-availability and disaster recovery products and procedures

Transformation covers the journey from A to Z and all points between: how you get there and the roads you will travel; how decisions made on day zero or one, or even day three, will affect later decisions; and what technical, operational, and organizational pitfalls can be associated with an implementation. We examine what tool sets are required for Agile Cloud Development, and it delves into other aspects of Agile Development that integrate with cloud computing, SaaS, and PaaS environments, including DevOps, Scrum, XP, and Kanban.

Moving to the Future: Strategies for Handling Data Scale

We are all moving to the future. The election has, hopefully, forced us to rethink basic fundamentals of society. Individuals are usually easy to deal with, but larger and larger groups are much harder. Data scale changes everything. Even Isaac Asimov had this in mind when he wrote the Foundation trilogy. In his case, scale worked to smooth out predictions. We are not at that scale yet; hopefully, we will reach it. However, our data has far exceeded the scale we take for granted. Let us think about scale. What is high scale to you? For some businesses, high scale might mean a few hundred million queries and associated records a day. For others, it’s tens of billions of queries and ten times that in records a day. Where do you fit? As your application scales, what do you need to consider?

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Shock and Dismay: Cloud Cost Strategy

For half of the nation, it has been a day of shock and dismay. It may be that way for a while now. In the meantime, as you journey to the hybrid cloud, you need to get a handle on costs—and not just the costs of migrating to the cloud, but also those associated with training, documentation, maintaining institutional knowledge, data management, legal, and development. This includes the raw costs of the service on a per-day, -hour, or -minute basis, or by a megabyte or gigabit measurement, whichever the cloud supports. How do you begin to get a handle on costs? It is easy to say the cloud will be cheaper, but proving it is another matter. You should not be in shock or dismay when you see your cloud bill.

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Going Forward: Hybrid Cloud Strategy

Yesterday was election day in the US, which prompted me to think about going forward. It is a time of change, no matter which side of the debate you are on. It is also a time of change within businesses. Businesses need to continue going forward. They need to make some tough choices based on the need to increase revenue, the need to cut costs, and the need to grow. No business is static. How does hybrid cloud fit into the equation? Is it a simple measure of costs? Or is there more to it than that? This depends entirely on the knowledge within a given organization and its definition of hybrid cloud.

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Advanced Simplification: You Want It

There has definitely been a trend for simplification in IT infrastructure startups for a while. We have seen a whole lot of simplification in how IT infrastructure is managed. We have also seen a trend for infrastructure products that are easy to deploy. Is easy to deploy a good thing? Does easy deployment lead to easy operations? What does easy to operate mean for a large enterprise?

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IT Governance: Notes from the Field

A critical factor in achieving speed of execution is being clear about who gets to make which decisions. Governance is about establishing a framework to ensure that all decisions are made by the right person or persons, according to the importance of the decision and the expertise and organizational responsibilities of the parties to the decision. Decisions with large financial impact must be made by senior managers as part of an ongoing management process, while those with lesser impact are more efficiently made by those who are accountable for executing the decisions.

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