|“What we’re seeing is CIOs are working very hard to reduce the cost of their operations on a per-transaction basis. They’ve done a lot of that with virtualization and data-center consolidation.”
Mark McDonald, as quoted in IT After The Recession
IT demand is very strong. Companies have had to work harder than ever to make money in this environment and also to be able to drive the types of innovation that will keep customers interested in new things they’re offering. But CIOs are meeting that demand with existing IT assets rather than buying new assets.
In other words, they’re managing the IT MOOSE and they like their MOOSE lean.
Mark points out that the number of IT transactions are increasing — but not all those transactions can be directly tied to revenue. (That reminds me. I need to log on and check my bank balance.) As the number of transactions to support $1 in revenue continue to go up, Mark predicts that CIOs will be taking a hard look at infrastructure again.
The question is…whose infrastructure will they be looking at? Their own — or Amazon’s or EMC’s or some other cloud infrastructure-as-a-service (IaaS) provider?
|LG is shipping ‘broadband HDTVs’ that have embedded software for streaming movies and shows directly from Netflix over an Internet connection.
Jeff Caruso, TV over Ethernet part of larger trend
|“The challenge with gesture control, as one panelist put it, is that we don’t have any universal body language for a lot of the actions we’d want gesture control to accomplish. For example, there’s no widely shared gesture that means ‘turn it off,’ so programmers would need to invent one, and then hope users would be willing to learn it.”
ConsumerReports.org blog, Gesture control: Is it the next big thing?
Today’s WhatIs.com Word of the Day is gesture recognition.
|Studies have shown us that a large majority of IT projects fail either in part or outright for non-technical reasons that could have been prevented with proper planning.
George Spafford, Release policies set standards for rollouts
Today’s WhatIs.com Word of the Day is release management.
As part of a webcast on Understanding the ITIL Trinity of Configuration Change and Release Management, George says that:
- 29% of projects deliver on-time with expected features
- 53% are challenged (are delivered on-time without expected features)
- 18% outright fail outright
It’s not surprising that George attributes these dismal numbers to non-technical factors, including lack of project planning, poor requirements definition, not getting the right stakeholders involved, poor communication and insufficient management oversight.
I’m frankly surprised that the number of projects that deliver on-time with expected features is so high. I would have guessed…3%.
|If you work in an IT job, then you’re probably an ISTJ.
Sherrie Haynie, as reported in Why Layoffs Hit IT Professionals So Hard
Today’s WhatIs.com Word of the Day is personality profile. It’s getting some buzz this week because of an article on CIO.com where Sherrie Haynie, an organizational consultant with CPP Inc. (an HR consultancy and the publisher of the Myers-Briggs personality type indicator assessment) was quoted as saying that about 60 percent of technology professionals who’ve taken a Myers-Briggs assessment with CPP are ISTJs.
I’m a big fan of having a team take the Myers-Briggs test together. Sitting around discussing the results and learning to appreciate the talents of your co-workers is a valuable experience for any group of co-workers.
|Most security assessments follow a structured methodology in that an initial meeting is held, an agreement is reached, and the assessment is performed. The assessment typically runs from three days to two weeks. Afterwards, a report is written and a meeting is held with the client to discuss the finding or findings.
Michael Gregg, as quoted in Ethical hacking and countermeasures: Network penetration testing intro
Today’s WhatIs.com Word of the Day is pen testing. It’s short for penetration testing, a strategy for finding security vulnerabilities.
Ironically, when I was a kid we used to play a game that involved pen testing. We called the game “spys.” A guy named Luke Reed and I would team up against our younger sisters and try to break in to each other’s forts. One of the forts was a sauna and the other one was a garage, but that didn’t really matter. What mattered was doing reconnaissance to try and discover the enemy’s vulnerabilities so we could infiltrate their fort, get their valuable information (find out what they were talking about) and get out undetected. We played this game for entire summers.
If the enemy was getting too good at spying, we’d set up a pen test. Basically that meant talking Luke’s little brother into being a double-agent. He’d join our sisters’ team and pretend to be on their side so he could see how they were exploiting our own vulnerabilities and report back to us.
There was almost always a security hole. Literally. A hole between the garage and the sauna where the electrical wires ran. It let you pretty much hear everything that got said on the other side.
Ahh…the summers of youth. The times when “playing” meant “learning” and valuable life skills were being developed through intricate games filled with double-agents, treachery and lots of sneaking around between swims.
You know what Luke grew up to be?
A security director. For real. 🙂
|“Security consultants believe that the ongoing economic malaise is prompting many businesses to rush skunkworks server virtualization projects into production without thoroughly considering how these deployments might affect their overall security posture.”
Heather Clancy, Tech Watch: Security pros want strong policy for virtualization
Today’s WhatIs.com Word of the Day is skunkworks. A skunkworks is a small team that’s given magical powers (think “all the stuff they need”) to get a task done. The good thing about a skunkworks is that nobody tells them “you can’t do that” or “we’ve never done it like that before.” The bad thing about a skunkworks is that because they operate out there on their own, they may accidently break something that’s associated peripherally.
The term got its start at Lockheed.
|I have a strong belief that starting businesses during an economic downturn is the exact right time to do it because it gives you runway. It’s harder to raise capital, but if you can do it, it gives you an advantage.
Reid Hoffman, as quoted in LinkedIn’s startup story: Connecting the business world
Today’s WhatIs.com Word of the Day is LinkedIn. If there’s an economic downturn, it makes a lot of sense to put your energy into a business model that helps people connect professionally. You make money…they find a job or a person to fill a job…everyone wins.
LinkedIn’s membership goals are pretty high — they’re after 1 in 4 people of the world’s population. Currently, LinkedIn is gaining members at the rate of 1 per second. That’s a million new members approximately every seventeen days.
The business, which is profitable, has three revenue streams: subscriptions on the site (providing better search functionality and a better way to contact members at large in the database), advertising (their demographic is similar to that of the Wall Street Journal) and a SaaS for recruiters and departments of human resources called LinkedIn Talent Advantage.
|There must be more nuclear physicists over at Intel than I realized; they’re splitting Atoms faster than any scientific team I know of these days.
Kevin C. Tofel, Intel’s Newest Atom CPU Is Already Splitting
This week Intel announced Atom v2, code-named PineView. If you listen to the blogosphere buzz, Pineview, which has a CPU, GPU and memory controller on a single die — is well on its way to becoming the holy grail for netbooks and nettops: a system on a chip. As it is, the new version of Atom moves from a three-chip design to a two-chip design, with graphics and memory controllers moving onto the processor. The second chip, which provides I/O functions, is being called ‘Tiger Point’. The combo (Pineview + Tiger Point) is being marketed as the “Pine Trail Platform.”
|Individual bits of content that are even moderately close in quality to what is available free, but wrapped in the mental transaction costs of micropayments, are doomed to be both obscure and unprofitable.
Clay Shirky, Fame vs Fortune: Micropayments and Free Content
Today’s WhatIs.com Word of the Day is micropayment. It’s an old idea that’s getting a lot of buzz lately because of all the press the Wall Street Journal has gotten for looking at micropayments as a way to compensate for declining print ad revenue.
The idea of micropayments has been around as long as the Internet itself. Very quietly, the dead horse has risen like a phoenix from the ashes and micropayments are the new holy grail for many online (and offline) sales models. What changed? Well, a lot has changed on the backend since 2003. That’s when Clay Shirky very astutely pointed out the big elephant in the micropayment room — if you had to stop and think about making the payment for online content, no matter how small the payment was, you probably wouldn’t make the effort.
The newpaper people are hoping that the growth of PayPal, iTunes, EZ-Pass, SpeedPass, using a cellphone to pay for a parking meter …etc. have demonstrated that we’ve changed how we’ve gotten used to paying for things.
As far as I can figure out, the general idea with this new go-around for micropayments and online content is to test and see if people are willing to fork over small amounts of money for niche news. For instance, articles about world news might be free, but articles about local news might be put behind a micropayment wall. Today’s weather might be free, but acess to an extended long-term forcast with marine reports or pollen counts might be subscription-based.
The WSJ is not the only paper considering this.
In fact, there are quite a few newspapers working with an organization called Journalism Online to try and get this idea — or some other reasonable construct, like subscriptions, off the ground. According to the Journalism Online website, the goals of JOI are:
1. To develop a password-protected website with one easy-to-use account through which consumers will be able to purchase annual or monthly subscriptions, day passes, and single articles from multiple publishers.
2. To aggressively market all-inclusive annual or monthly subscriptions for those consumers who want to pay one fee to access all of the JOI-member publishers’ content with revenues being shared among publishers.
3. Negotiate wholesale licensing and royalty fees with intermediaries such as search engines and other websites that currently base much of their business models on referrals of readers to the original content on newspaper, magazine and online news websites.
4. Provide reports to member publishers on which strategies and tactics are achieving the best results in building circulation revenue while maintaining the traffic necessary to support advertising revenue.
Don’t look now, but I think the elephant is still in the room.
When you’re looking for information online, how many times do you just look at once source? Like…umm…NEVER. The whole key to looking for content online is pouring through as many sources of information as you can in as little time as possible.
Think about it. How many times have you backed out of free online content just because you’ve been asked to register or log-in to see it? If you have to stop and think about ANYTHING before you view content, chances are the abandonment rate will be high. And I don’t think it’s too far of a stretch to say that many people who DO make the effort to register to see content feel as if the information they’re providing to marketers upon registration is payment enough.
It’ll be interesting to see if how this experiment turns out.