Defining the two types of Cloud offerings for attendees of a Webcast this week, the Forrester analyst said the first focuses on the software platform as a service. Users of this type of Cloud service don’t need to worry about the hardware, virtual machines, or operating systems.

The second type of Cloud is “the virtual infrastructure as a service market,” Gillett said.

That market offers the customer full control of virtual machines as well as the virtual local area networks, configurations, storage, and file systems, he said. However, the customer is abstracted from the “physical layer.” The customer does not need to be concerned with hardware or where the data center is located. The Cloud provider takes care of that and agrees that will maintain specified levels of capability and uptime.

Selecting the best Cloud service for an organization requires an assessment of needs based on how abstracted developers and IT operations want to be from the infrastructure that supports their software applications.

“If you are thinking about having someone work with a Cloud service,” Gillett said, “what you are looking for is a match between the needs to the developers or the IT Ops folks that are involved, and the level of abstraction that the Cloud service provides.”

To help in selecting that best Cloud service for an organization, the Forrester analyst offered a list of characteristics to check for when evaluating Cloud providers.

Is the Cloud offering:

• Standardized IT-based capabilities?
• Accessible via Internet protocols from any computer?
• Always available and automatically scaleable to meet demand?
• Pay-per-use or advertising-based?
• Utilizing Web or programmatic APIs?
• Providing full customer service?

“Finally,” he concluded, “when you are talking about Cloud, check on which of these attributes apply. Figure out which ones match up to what you’re thinking about to determine which parts of the Cloud you want to sign up for.”

The entire Webcast sponsored by rPath, can be accessed from the SearchVMware Multimedia Library.

Billy Marshall, chief strategy officer for rPath and moderator of the Webcast, offered his views on cost savings from Cloud computing in an interview with SearchSOA this week.

The article comes out of an Interop 2008 session and quotes Shankar Ramaswamy, vice president of product management at Sonoa Systems:

“Often, we start talking to customers in the application side of the house,” Ramaswamy said. “And we say: ‘Hey, we need the infrastructure guys to buy into this. Our customers are starting to recognize that this discussion has to happen outside of our technology. We are pushing it along because we are providing something that makes these people collaborate. We urge you to talk to your application people more.’ “

The piece goes on to quote others and talk about why networking pros and app dev pros need to be locked in the same room until they figure out how to work with one another. Mind you, this isn’t revelatory news. I remember writing essentially the same story after talking to users attending the 2002 NetWorld+Interop conference. John Gage declared “the network is the computer” more than 25 years ago. All SOA and Web 2.0 technologies are doing is taking the network up on the offer.

What baffles this observer of the IT industry is why we’re still having this discussion. The connection between an Internet-enabled network that can go anywhere and applications that try to combine disparate systems and data is so blatantly obvious that you’d need to disable all five of your senses to miss it. CIOs should have demanded app dev and networking get on the same page a decade ago. Instead the conversation seemingly revolves around domain pros wondering why folks in the other domain must afflict them so?

There’s no real big secret to that one. It’s because what you do and what they do are intimately tied together. SOA stands for service-oriented architecture, not service-oriented applications. A big part of that architecture is the nervous system that enables the loosely coupled, discoverable services to operate.

We spend a lot of bandwidth these days talking about technology and ROI (or the lack thereof). I’ll hazard a guess, absent any broad-based data to support it, that ROI is as much tied to getting disparate groups like app dev and networking to work with each other as it is to anything else. It gets to the simplistic beauty of Occam’s razor. Why can’t your IT department operate more efficiently? Because it doesn’t. If it did, then you’d likely see faster and bigger ROIs. Obviously levels of collaboration and dysfunction vary company to company, division to division, but far too many people aren’t having this conversation and you know who you are.

When all else fails, you might want to try working with the people with whom you work.

One debate covered this week in a SearchSOA article is about whether SOA is reaching it’s goal of linking IT and business people, or is just becoming an IT-only initiative that is stalling out in most companies.

The other related debate concerns whether the R-word a.k.a “the current economic downturn” will hurt SOA adoption.

These questions were raised when Gordon Van Huizen, vice president of SOA at Progress Software Corp., called this week discussing how his company is putting all its SOA products under the umbrella of the Progress SOA Portfolio.

The portfolio offers a broader SOA marketing message by covering all the Progress products for:

·         Enterprise service bus (ESB)

·         Business process management (BPM)

·         Complex Event Processing (CEP)

·         Registry/repository

·         SOA management

·         Data interoperability

·         Mainframe integration

From a sales and marketing perspective this seems like a good approach. But Van Huizen was asked about the larger marketing challenge posed by current economic conditions.

Does Progress have a strategy for coping with hard times?

“We have this built-in strategy at Progress that is relatively unique,” Van Huizen said.

He noted that his company’s Open Edge development platform is sold through an ISV channel that has been in place for a long time. The 1,500 ISVs target “very specific, narrowly defined segments of vertical industries.”

By throwing the net so wide, the ISVs reach customers in a variety of industries, not all of which are hurting in this economy, he explained.

“So if there’s a slow down in financial services we don’t feel it so much in that product line,” Van Huizen said. This is also true of the SOA products, he added.

“Our orientation to the market was initally around financial services and telco, perhaps because of the messaging orientation of Sonic MQ,” he said. ”But with the SOA management product, with Actional, there’s been opportunities to branch well beyond that.”

The Progress SOA Management product is penetrating into healthcare and higher education, two areas generally considered recession proof, he noted.

“As one part of the market goes down others remain somewhat boyant,” Van Huizen said. “So if there’s an offsetting strategy I believe we have one. Of course, if everything tanks, we’re all in trouble for awhile, and that’s just the way it goes.”

As for the other related debate about how to keep SOA from stalling out even in companies that have the budget to do it, Van Huizen suggested two strategies.

The first one is to reach across from IT to business people by explaining SOA not in terms of technology with acronyms, but through business case studies that show the dollars and sense success of the approach.

The second is to begin SOA projects at a tactical level, even as simple as application integration, sometimes called EAI 2.0. This allows IT to show the business managers and executives the advantages of SOA without asking them to shell out big bucks for a massive implementation.

These two approaches are also echoed in a recent blog by analyst Joe McKendrick, who quotes fellow analyst Tony Baer’s view that this will be a year of lower expectations for SOA.

“Recessions tend to discourage the kind of long-term thinking that grand enterprise architectural exercises are supposed to support,” Baer said. ”In that sense, SOA has been caught up in the middle – roughly six years after the current incarnation of the concept emerged with Web services, there remains considerable debate as to whether it makes sense to take a project or architectural approach.”

However, McKendrick makes the interesting point: “It’s worth noting that the case for SOA, in tandem with Web services, was forged during the worst IT spending slump in a generation – the 2000-2002 time period. Companies and IT professionals were attracted to the SOA/Web services concepts because they offered the attractive advantage of building or exposing existing applications at minimal cost and disruption.”

While it’s morbid to consider, the answer might be yes. While most companies don’t have an operating SOA in place at the moment, many do (anywhere from 20 to 33% dependent on which poll you happen to be reading). If the U.S. economy takes a nap for a few quarters and money for new projects becomes tight, then SOA will be handed a golden opportunity to flash the agility it has long promised.

Can the SOA vanguard connect to new partners, assemble new applications and create new efficiencies without requiring piles of money be spent on new software? If it can, then it stands to gain a significant advantage over its competitors, who may need to shelve good ideas until they can afford to implement them. It really is the ultimate test for whether you’ve turned your app dev efforts into a profit center rather than a cost center.

In fact, recent events are making ZapThink’s Ron Schmelzer and Jason Bloomberg look like prophets for having penned “Service Orient or Be Doomed” back in 2006 — a potential recession representing the “be doomed” part of the title for those who haven’t become satisfactorally service-oriented.

Later in 2006 the authors of “Service Oriented Architecture for Dummies” echoed the same sentiment, calling SOA crucial for “the very survival of a business.” Co-author Judith Hurwitz emphasized that very point in a podcast with us last year.

In 2008 we might get to see that play out a bit. In any economic downturn there are winners, companies who thrive while everyone else is struggling. If we hear that SOA is a behind-the-scenes force for a lot of those winners, then it could move from the realm of fond desire to corporate necessity. A recession could be the ultimate good news for people who love bad news scenario when it comes to SOA.

We’ll lead off our news coverage this week with a story on how analysts think SOA will fare if the economy chills. Expect this to be a major topic as the year progresses, as 2008 may turn out to be the year that SOA proves its business value or the year where it fails to match the hype.