HP offers framework for one-stop data center transformation

As more companies look toward building or expanding data centers, HP has announced today a comprehensive service that simplifies the process of designing and building data centers by offering design, construction and project management from a single vendor.

The new HP Critical Facilities Implementation service (CFI) enables clients to realize faster time-to-innovation and lower cost of ownership by providing a single integrator that delivers all the elements of a data center design-build project from start to finish. An extension of the HP Converged Infrastructure strategy, HP CFI is an architectural blueprint that allows clients to align and share pools of interoperable resources. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

A recent Gartner survey indicated that 46 percent of respondents reported that they will build one or more new data centers in the next two years, and 54 percent expected that they will need to expand an existing data center in that time frame.

“Constructing a data center is an enormous undertaking for any business, and taking an integrated approach with a single vendor will help maximize cost and efficiency, while reducing headaches,” said Dave Cappuccio, research vice president, Gartner. “As customers’ data center computing requirements add complexity to the design-build process, comprehensive solutions that provide clients with an end-to-end experience will allow them to realize their plans within the required timeframe and constraints.”

Extensive experience

Based on its experience in “greenfield” and retrofit construction, HP is delivering CFI for increased efficiency when designing and building data centers. The company draws on its experience in designing more than 50 million square feet of raised-floor data center space and its innovations in design engineering to create fully integrated facility and IT solutions.

Benefits of CFI include:

• HP’s management of all of the elements of the design-build project and vision of integrating facilities development with IT strategy.
  
• A customized data center implementation plan that is scalable and flexible enough to accommodate their existing and future data center needs.
  
• Access to experience based on a track record of delivering successful customer projects around data center planning and design-build. These projects include the world’s first LEED-certified data center, the first LEED GOLD-certified data center, India’s first Uptime Institute Tier III-rated data center as well as more than 60 “greenfield” sites, including 100-megawatt facilities.

HP CFI is available through HP Critical Facilities Services. Pricing varies according to location and implementation. More information is available at www.hp.com/services/cfi.

You may also be interested in:

• Data center transformation more than new systems -- there's also secure data removal, recycling, server disposal
• Well-planned data center transformation effort delivers IT efficiency paybacks, green IT boost for Valero Energy
• Doing nothing can be costliest IT course when legacy systems and applications are involved

Adaptive Computing beefs up data center and private cloud management with Moab 6.0

Adaptive Computing has announced a major upgrade to its data-center and private-cloud management solution. The new version addresses growing enterprise demand to quickly deploy infrastructure-as-a-service (IaaS), platform-as-a-service (PaaS) or software-as-a-service (SaaS) from a centralized and intelligent data center infrastructure.

The Provo, Utah company's Moab Adaptive Computing Suite 6.0 provides increased agility and automation to decrease the time to value for new cloud services, reduce IT cost and complexity and optimize overall cloud resource utilization.

New capabilities in Moab enhance its ability to automate the process of identifying and allocating available resources based on business policies, compliance, cost and performance goals. Ensuring that applications and infrastructure are automatically deployed properly the first time, avoids service failures, optimizes resource usage, and reduces cost, the company said.

“Cloud solutions ultimately need to evolve in complexity from rapid provisioning to an automated, self-optimizing environment,” said Michael Jackson, president and COO of Adaptive Computing. “With Moab Adaptive Computing Suite 6.0, enterprises can create an optimized cloud environment that has the agility to respond to business requests via sophisticated automation. Innovative partners such as HP recognize this need for intelligent resource management and rely on Moab technology to help their customers further extend the value and return on investment of their cloud infrastructures.” [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

Self-service projects

Moab Adaptive Computing Suite 6.0 enables organizations to evolve self-service cloud projects into rich, self-optimizing or intelligent workload-driven clouds. Its policy-based cloud intelligence engine works in tandem with existing data center management and resource investments to create an agile cloud environment that responds faster to business requests and automates across IT processes.

Product enhancements include:

• Automatically understanding and managing a mix of application workloads. In addition, the solution automatically initiates live migration of virtual machine workloads to meet service needs and maximize utilization.
  
• Rapidly automating resource allocation and provisioning and de-provisioning hardware resources via policies to reduce IT cost and management complexity.
  
• Providing billing or “showback” of resource usage costs to ensure that services are delivered within standards and compliance requirements.
  
• Aggregating data for rich context to automate initial resource allocation decisions and policy-based actions through integration with other resource managers, data repositories, and identity management systems.

You may also be interested in:

• Cloud computing drives need for open standards to define and describe a new enterprise environment
• HP enters public cloud market, puts muscle behind hybrid computing value and management for enterprises
• HP's Kevin Bury on how cloud and SaaS help pave way to increased IT efficiency in 2011, and beyond

Good insights from The Open Group Cloud Conference -- and its unconference brethren

This guest post comes courtesy of Dr. Chris Harding, Director for Interoperability and SOA at The Open Group.

By Dr. Chris Harding

The Open Group Conference in San Diego last week included a formal cloud computing conference stream on Wednesday, followed in that evening by an unstructured CloudCamp -- which made an interesting contrast.

The cloud conference stream

The Cloud Conference stream featured presentations on architecting for cloud and cloud security, and included a panel discussion on the considerations that must be made when choosing a cloud solution.

In the first session of the morning, we had two presentations on architecting for cloud. Both considered TOGAF as the architectural context. The first, from Stuart Boardman of Getronics, explored the conceptual difference that cloud makes to enterprise architecture, and the challenge of communicating an architecture vision and discussing the issues with stakeholders in the subsequent TOGAF phases.

The second, from Serge Thorn of Architecting the Enterprise, looked at the considerations in each TOGAF phase, but in a more specific way. The two presentations showed different approaches to similar subject matter, which proved a very stimulating combination.

This session was followed by a presentation from Steve Else of EA Principals in which he shared several use cases related to cloud computing. Using these, he discussed solution architecture considerations, and put forward the lessons learned and some recommendations for more successful planning, decision-making, and execution. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

We then had the first of the day’s security-related presentations. It was given by Omkhar Arasaratnam of IBM and Stuart Boardman of Getronics. It summarized the purpose and scope of the Security for the Cloud and SOA project that is being conducted in The Open Group as a joint project of The Open Group's Cloud Computing Work Group, the SOA Work Group, and Security Forum. Omkhar and Stuart described the usage scenarios that the project team is studying to guide its thinking, the concepts that it is developing, and the conclusions that it has reached so far.

The U.S. is a leader in the use of IT for government and administration, so we can expect that its conclusions will have a global impact.

The first session of the afternoon was started by Ed Harrington of Architecting the Enterprise, who gave an interesting presentation on current U.S. Federal Government thinking on enterprise architecture, showing clearly the importance of cloud computing to U.S. Government plans.

The U.S. is a leader in the use of IT for government and administration, so we can expect that its conclusions – that cloud computing is already making its way into the government computing fabric, and that enterprise architecture, instantiated as SOA and properly governed, will provide the greatest possibility of success in its implementation – will have a global impact.

We then had a panel session, moderated by Dana Gardner with his usual insight and aplomb, that explored the considerations that must be made when choosing a cloud solution — custom or shrink-wrapped — and whether different forms of cloud computing are appropriate to different industry sectors.

The panelists represented different players in the cloud solutions market – customers, providers, and consultants – so that the topic was covered in depth and from a variety of viewpoints. They were Penelope Gordon of 1Plug Corp., Mark Skilton of Capgemini, Ed Harrington of Architecting the Enterprise, Tom Plunkett of Oracle, and TJ Virdi of the Boeing Co.

In the final session of the conference stream, we returned to the topic of cloud security. Paul Simmonds, a member of the Board of the Jericho Forum, gave an excellent presentation on de-risking the cloud through effective risk management, in which he explained the approach that the Jericho Forum has developed. The session was then concluded by Andres Kohn of Proofpoint, who addressed the question of whether data can be more secure in the cloud, considering public, private and hybrid cloud environment.

CloudCamp

The CloudCamp was hosted by The Open Group but run as a separate event, facilitated by CloudCamp organizer Dave Nielsen. There were around 150-200 participants, including conference delegates and other people from the San Diego area who happened to be interested in the cloud.

Dave started by going through his definition of cloud computing. Perhaps he should have known better – starting a discussion on terminology and definitions can be a dangerous thing to do with an Open Group audience. He quickly got into a good-natured argument from which he eventually emerged a little bloodied, metaphorically speaking, but unbowed.

We then had eight “lightning talks”. These were five-minute presentations covering a wide range of topics, including how to get started with cloud (Margaret Dawson, Hubspan), supplier/consumer relationship (Brian Loesgen, Microsoft), cloud-based geographical mapping (Ming-Hsiang Tsou, San Diego University), a patterns-based approach to cloud (Ken Klingensmith, IBM), efficient large-scale data processing (Alex Rasmussen, San Diego University), using desktop spare capacity as a cloud resource (Michael Krumpe, Intelligent Technology Integration), cost-effective large-scale data processing in the cloud (Patrick Salami, Temboo), and cloud-based voice and data communication (Chris Matthieu, Tropo).

Overall, the CloudCamp was a great opportunity for people to absorb the language and attitudes of the cloud community, to discuss ideas, and to pick up specific technical knowledge.

The participants then split into groups to discuss topics proposed by volunteers. There were eight topics altogether. Some of these were simply explanations of particular products or services offered by the volunteers’ companies. Others related to areas of general interest such as data security and access control, life-changing cloud applications, and success stories relating to “big data”.

I joined the groups discussing cloud software development on Amazon Web Services (AWS) and Microsoft Azure. These sessions had excellent information content which would be valuable to anyone wishing to get started in – or who is already engaged in – software development on these platforms.

They also brought out two points of general interest. The first is that the dividing line between IaaS and PaaS can be very thin. AWS and Azure are, in theory, on opposite sides of this divide; in practice they provide the developer with broadly similar capabilities. The second point is that in practice your preferred programming language and software environment is likely to be the determining factor in your choice of cloud development platform.

Overall, the CloudCamp was a great opportunity for people to absorb the language and attitudes of the cloud community, to discuss ideas, and to pick up specific technical knowledge. It gave an extra dimension to the conference, and we hope that this can be repeated at future events by The Open Group.

This guest post comes courtesy of Dr. Chris Harding, Director for Interoperability and SOA at The Open Group.

You may also be interested in:

• Examining the Current State of the Enterprise Architecture Profession with the Open Group's Steve Nunn
• Infosys Survey Shows Enterprise Architecture and Business Architecture on Common Ascent to Strategy Enablers
• The Open Group's Cloud Work Group Advances Understanding of Cloud-Use Benefits for Enterprises

Infosys survey shows enterprise architecture and business architecture on common ascent to strategy enablers

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: The Open Group.

Join a panel discussion on the current state of enterprise architecture (EA) and which analyzes some new findings on the subject from a recently completed Infosys Technologies annual survey.

See how the architects themselves are defining the EA team concept, how enterprise architects are dealing with impact and engagement in their enterprises, and the latest definitions of EA deliverables and objectives. [Disclosure: The Open Group is a sponsor of BriefingsDirect podcasts.]

We'll also look at where the latest trends around hot topics like cloud and mobile are pushing the enterprise architects. Toward a new future?

Assembled to delve into the current state of EA and the survey results are Len Fehskens, Vice President of Skills and Capabilities at The Open Group; Nick Hill, Principal Enterprise Architect at Infosys Technologies; Dave Hornford, Architecture Practice Principal at Integritas, as well as Chair of The Open Group’s Architecture Forum; Chris Forde, Vice President of Enterprise Architecture and Membership Capabilities for The Open Group; Andrew Guitarte, Enterprise Business Architect of Internet Services at Wells Fargo Bank, and Ahmed Fattah, Executive IT Architect in the Financial Services Sector for IBM, Australia. The panel is moderated by BriefingsDirect's Dana Gardner, Principal Analyst at Interarbor Solutions.

Here are some excerpts:

Hill: There were some things that were different about this year’s survey. There are several major takeaways.

More and more, the business is taking hold of the value that enterprise architects bring to the table, enterprise architects have been able to survive the economic troubled times, and some companies have even increased their investment in EA.

If you took a look at this year’s survey compared to 2007-2008 surveys, largely they’ve come from core IT with some increase from the business side, business architects and some increase in project managers. The leader of the EA group is still reporting through the IT chain either to the CIO or the CTO.

We also introduced the notion of hot topics. So, we had some questions around cloud computing. And, we took a more forward-looking view in terms of not so much what has been transpiring with enterprise architectures since the last survey, but what are they looking to go forward to in terms of their endeavors. And, as we have been going through economic turmoil over the past 2-3 years, we asked some questions about that.

We did notice that in terms of the team makeup, a lot of the sort of the constituents of the EA group are pretty much still the same, hailing from largely the IT core enterprise group. We looked at the engagement and impacts that they have had on their organizations and, as well, whether they have been able to establish the value that we've noticed that enterprise architects have been trying to accomplish over the past 3-4 years.

This was our fifth annual survey. We did try to do some comparative results from previous surveys and we found that some of things were the same, but there are some things that are shifting in terms of EA.

Forde: In terms of the dynamics of EA, we're constantly trying to justify why enterprise architects should exist in any organization. That's actually no different than most other positions are being reviewed on an ongoing basis, because of what the value proposition is for the organization.

Certifying architects

What I'm seeing in Asia is that a number of academic organizations, universities, are looking for an opportunity to certify enterprise architects, and a number of organizations are initiating, still through the IT organization but at a very high CIO-, CTO-level, the value proposition of an architected approach to business problems.

What I'm seeing in Asia is an increasing recognition of the need for EA, but also a continuing question of, "If we're going to do this, what's the value proposition," which I think is just a reasonable conversation to have on a day-to-day basis anyway.

Fehskens: When you compare EA with all the other disciplines that make up a modern enterprise, it's the new kid on the block. EA, as a discipline, is maybe 20 years old, depending on what you count as the formative event, whereas most of the other disciplines that are part of the modern enterprise at least hundreds of years old.

So, this is both a real challenge and a real opportunity. The other functions have a pretty good understanding of what their business case is They've been around for a long time, and the case that they can make is pretty familiar. Mostly they just have to argue in terms of more efficient or more effective delivery of their results.

For EA, the value proposition pretty much has to be reconstructed from whole cloth, because it didn't really exist, and the value of the function is still not that well understood throughout most of the business.

So, this is an opportunity as well as a challenge, because it forces the maturing of the discipline, unlike some of these older disciplines who had decades to figure out what it was that we're really doing. We have maybe a few years to figure out what it is we're really doing and what we're really contributing, and that helps a lot to accelerate the maturing of the discipline.

EA, when it's well done, people do see the value. When it's not well done, it falls by the side of the road.

I don't think we're there completely yet, but I think EA, when it's well done, people do see the value. When it's not well done, it falls by the side of the road, which is to be expected. There's going to be a lot of that, because of the relative use of the discipline, but we'll get to the point where these other functions have and probably a lot faster than they did.

Hill: I think that’s very much the case. The caveat there is that it's not necessarily an ownership. It's a matter of participation and being able to weigh in on the business transformations that are happening and how EA can be instrumental in making those transformations successful.

Follow through

Now, given that, the idea is that it's been more at a strategic level, and once that strategy is defined and you put that into play within an enterprise the idea is how does the enterprise architect really follow-through with that, if they are more focused on just the strategy not necessarily the implementation of that. That’s a big part of the challenge for enterprise architects -- to understand how they percolate downwards the standards, the discipline of architecture that needs to be present within an organization to enable that strategy in transformation.

Fehskens: One of the things that I am seeing is an idea taking hold within the architecture community that architecture is really about making the connection between strategy and execution.

If you look at the business literature, that problem is one that’s been around for a long time. A lot of organizations evolved really good strategies and then failed in the execution, with people banging their heads against the wall, trying to figure out, "We had such a great strategy. Why couldn’t we really implement it?"

I don’t know that anybody has actually done a study yet, but I would strongly suspect that, if they did, one of the things that they would discover was there wasn’t something that played the role of an architecture in making the connection between strategy and execution.

I see this is another great opportunity for architects, if we can express this idea in language that the businesspeople understand, and strategy to execution is language that businesspeople understand, and we can show them how architecture facilitates that connection. There is a great opportunity for a win-win situation for both the business and the architecture community.

There is a great opportunity for a win-win situation for both the business and the architecture community.

Forde: I just wanted to follow the two points that are right here, and say that the strategy to execution problem space is not at all peculiar to IT architects or enterprise architects. It's a fundamental business problem. Companies that are good at translating that bridge are extremely effective and it's the role of architects in that, that’s the important thing, we have to have the place at the table.

But, to imagine that the enterprise architects are solely responsible for driving execution of a strategy in an organization is a fallacy, in my opinion. The need is to ensure that the team of people that are engaged in setting the strategy and executing on it are compelling enough to drive that through the organization. That is a management and an executive problem, a middle management problem, and then driving down to the delivery side. It's not peculiar to EA at all in my opinion.

Guitarte: From my experience of talking with people from the grassroots to the executive level, I have seen one very common observation, enterprise architects are caught off-guard, and the reason there is that there is this new paradigm. In fact, there is a shift in paradigm that business architecture is the new EA, and I am going out beyond my peers here in terms of predicting the future.

Creating a handbook

That is going to be the future. I am the founding chairman of the Business Architecture Society. Today, I am an advisory member of the Business Architecture Guild. We're writing, or even rewriting, the textbooks on EA. We're creating a handbook for business architects. What my peers have mentioned is that they are bridging the strategy and tactical demands and are producing the value that business has been asking for.

Fattah: The way I see the market is consistent with the results of the survey in that they see the emergence of the enterprise architect as business architect to work on a much wider space and make you focus more on the business. There are a number of catalysts for that. One of them is a business process, the rise of the business process management, as a very important discipline within the organization.

That, in a way, had some roots from Six Sigma, which was really a purely business aspect, but also from service oriented architecture (SOA), which has itself now developed into business process, decomposition and implementation.

That gives very good ammunition and support for the strategic decomposition of the whole enterprise as components that, with business process, is actually connecting elements between this. The business process architect is participating as a business architect using this business process as a major aspect for enabling business transformation.

I'm very encouraged with this development of business architecture. By the way, another catalyst now is a cloud. The cloud will actually purify or modify EA, because all the technical details maybe actually outsourced to the cloud provider, where the essence of what IT will support in the organization becomes the business process.

On one hand, I'm encouraged with the result of the survey and what I’ve seen in the organization, but on the other hand, I am disappointed that EA hasn’t developed these economic and business bases yet. I agree with Len that 20 years is a short time. On the other hand, it’s a long time for not applying this discipline in a consistent way. We’ll get much more penetration, especially with large organization, commercial organization, and not the academic side.

Hornford: I think what is driving [cloud adoption] is the ability to highlight the process or business service requirements, and not tie them to legacy investments that are not decomposed into a cloud. Where you have a separation to a cloud, you’re required to have the ability to improve your execution. The barriers in execution in our current world are very closely tied to our legacy investments in software asset with physical asset which are very closely tied to our organizational structure.

Forde: Any organization that hands over strategic planning or execution activity to a third-party is abdicating its own responsibility to shareholders, as they are a profit-making organizations. So I would not advocate that position at all. You give up control, and that’s not a good situation. You need to be in control of your own destiny. In terms of what Ahmed was talking about, you need to be very careful as you engage with the third-party that they are actually going to implement your strategic intent.

You need to have a really strong idea of what it is you want from the provider, articulating clearly, and set up a structure that allows you to manage and operate that with their strength in the game. If you just simply abdicate that responsibility and assume that that’s going to happen, it’s likely to fail.

Fattah: I agree, on one hand, the organization shouldn't abdicate the core function of the businesses in defining a strategy and then executing it right.

Having a bunch of people labeled as architects is different than having a bunch of people that have the knowledge, skills, and experience to deliver what is expected.

However, an example, which I'm seeing as a trend, but a very slow trend -- outsourcing architecture itself to other organizations. We have one example in Australia of a very large organization, which gives IBM the project execution, the delivery organization. Part of that was architecture. I was part of this to define with the organization their enterprise architecture, the demarcation between what they outsource and what they retain.

Definitely, they have to retain certain important parts, which is strategy and high-level, but outsourcing is a catalyst to be able to define what's the value of this architecture. So the number of architectures within our software organization was looked with a greater scrutiny. They are monitoring the value of this delivery, and value was demonstrated. So the team actually grew; not shrunk.

Forde: In terms of outsourcing knowledge skills and experience in an architecture, this is a wave of activity that's going to be coming. My point wasn't that it wasn't a valid way to go, but you have to be very careful about how you approach it.

My experience out of the Indian subcontinent has been that having a bunch of people labeled as architects is different than having a bunch of people that have the knowledge, skills, and experience to deliver what is expected. But in that region, and in Asia and China in particular, what I'm seeing is a recognition that there is a market there. In North America and in Europe, there is a gap of people with these skills and experience. And folks who are entrepreneurial in their outlook in Asia are certainly looking to fill that gap.

So, Ahmed's model is one that can work well, and will be a burgeoning model over the next few years. You've to build the skill base first.

Why the shift?

Guitarte: There's no disagreement about what's happening today, but I think the most important question is to ask why there is this shift. As Nick was saying, there is a shift of focus, and outsourcing is a symptom of that shift.

If you look back, Dave mentioned that in any organization there are two forces that tried to control the structure. One is the techno structure, which EA belongs to, and the main goal of a techno structure is to perpetrate themselves in power, to put it bluntly. Then, there is the other side, which is the shareholders, who want to maximize profit, and you've seen that cycle go back and forth.

Today, unfortunately, it's the shareholders who are winning. Outsourcing for them is a way to manage cash flow, to control costs, and unfortunately, we're getting hit.

Hill: The whole concept of leveraging the external resources for computing capabilities is something we drove at. We did find the purpose behind that, and it largely plays into our conversation behind the impact of business. It's more of a cost reduction play.

It's almost always the case that the initial driver for the business to get interested in something is to reduce cost.

That's what our survey respondents replied to and said the reason why the organization was interested in cloud was to reduce cost. It's a very interesting concept, when you're looking at why the business sees it as a cost play, as opposed to a revenue-generating, profit-making endeavor. It causes some need for balance there.

Fehskens: The most interesting thing for me about cloud is that it replays a number of scenarios that we've seen happen over and over and over and over again. It's almost always the case that the initial driver for the business to get interested in something is to reduce cost. But, eventually, you squeeze all the water out of that stone and you have to start looking at some other reason to keep moving in that direction, keep exploiting that opportunity.

That almost invariably is added value. What's happening with cloud is that it’s forcing people to look at a lot of the issues that they started to address with SOA. But, the problem with SOA was that a lot of vendors managed to turn it into a technology issue. "Buy this product and you’ll have SOA," which distracted people from thinking about the real issue here, which is figuring out what are the services that the business needs.

Once you understand what the services are that the business needs, then you can go and look for the lowest-cost provider out in the cloud to make that connection. But, once you’ve already made that disconnection between the services that the business needs and how they are provided, you can then start orchestrating the services on the business side from a strategically driven perspective to look at the opportunities to create added value.

You can assemble the implementation that delivers that added value from resources that are already out there that you don’t have to rely on your in-house organization to create it from scratch. So, there’s a huge opportunity here, but it’s accompanied by an enormous risk. If you get this right, you're going to win big. But if you get it wrong, you are going to lose big.

Cloud has focus

Fattah: When we use the term, cloud, like many other terms, we refer to so many different things, and the cloud definitely has a focus. I agree that the focus now on reducing cost. However, when you look at the cloud as providing pure business service such as software as a service (SaaS), but also business process orchestrated services with perhaps outsourcing business process itself, it has a huge potential to create this mindset for organization about what they are doing and in which part they have to minimize cost. That's where the service is a differentiator. They have to own it. They have to invest so much of it. And, they have to use the best around.

Definitely the cloud will play in different levels, but these levels where it will work in a business architecture is actually distilling the enterprise architecture into the essence of it, which is understanding what service do I need, how I sort the services, and how I integrate them together to achieve the value.

Hornford: We've talked in this group about the business struggle to execute. We also have to consider the ability of an enterprise architecture team to execute.

We're 20 years into EA, but you can look at business literature going back a much broader period, talking about the difficulty of executing as a business.

When we look at an organization that has historically come from and been very technically focused in enterprise IT, the struggle there, as Andrew said, is that it’s a self-perpetuating motion.

I keep running into architecture teams that talk about making sure that IT has a seat at the table. It’s a failure model, as opposed to going down the path that Len and Ahmed were talking about. That's identifying the services that the business needs, so that they can be effectively assembled, whether that assembly is inside the company, partly with a outsource provider, or is assembled as someone else doing the work.

That gets back to that core focus of the sub-discipline that is evolving at an even faster rate than enterprise architecture. That’s business architecture. We're 20 years into EA, but you can look at business literature going back a much broader period, talking about the difficulty of executing as a business.

This problem is not new. It’s a new player in it who has the capability to provide good advice, and the core of that I see for execution is an architecture team recognizing that they are advice providers, not doers, and they need to provide advice to a leadership team who can execute.

Varying maturity

Forde: It’s interesting listening to Dave’s comments. What we have to gauge here is that the state of EA varies in maturity from industry to industry and organization to organization.

For the function to be saying "I need a place at the table" is an indication of a maturity level inside an organization. If we're going to say that an EA team that is looking for a place at the table is in a position to strategically advise the executives on what to do in an outsourcing agreement, that's a recipe for disaster.

However, if you're already in the position of being a trusted adviser within the organization, then it's a very powerful position. It reflects the model that you just described, Dana.

Organizations and the enterprise architecture team at the business units need to be reflecting on where they are and how they can play in the model that Ahmed and Dave are talking about. There is no one-size-fits-all here from an EA perspective, I think it really varies from organization to organization.

Hill: One of the major focus areas that we found in the survey is that, when we talk about business architecture, the reality is that there's a host of new technologies that have emerged with Web 2.0 and are emerging in grid computing, cloud computing, and those types of things that surely are alluring to the business. The challenge for the enterprise architecture is to take a look at what those legacy systems that are already invested in in-house and how an organization is going to transition that legacy environment to the new computing paradigms, do that efficiently, and at the same time be able to hit the business goals and objectives.

It's a conundrum that the enterprise architects have to deal with, because there is a host of legacy investment that is there. In Infosys, we've seen a large uptake in the amount of modernization and rationalization of portfolios going on with our clientele.

That's an important indicator that there is this transition happening and the enterprise architects are right in the middle of that, trying to coach and counsel the business leadership and, at the same time, provide the discipline that needs to happen on each and every project, and not just the very large projects or transformation initiatives that organizations are going through.

The key point here is that the enterprise architects are in the middle of this game. They are very instrumental in bringing these two worlds together, and the idea that they need to have more of a business acumen, business savvy, to understand how those things are affecting the business community, is going to be critical.

Listen to the podcast. Find it on iTunes/iPod and Podcast.com. Read a full transcript or download a copy. Sponsor: The Open Group.

You may also be interested in:

• Examining the Current State of the Enterprise Architecture Profession with the Open Group's Steve Nunn
• The State of Enterprise Architecture: Vast Promise or Lost Opportunity?
• Cloud Computing, Enterprise Architecture Align to Make Each More Useful to Other, Say Experts

Some thoughts on the Microsoft and Nokia tag team on mobile or bust news

Given what they are and where they have been, there's little logical reason for Microsoft not dominating the mobile smartphone computing landscape. And it should have been a done-deal in many global major markets at least four years ago.

The only reason that Microsoft is now partnering with Nokia on mobile -- clearly not the client giant's first and primary strategy on winning the market -- is because of a lack of execution. I surely recall speaking to Microsofties as many as 10 years ago, and they were all-in on the importance and imperative for mobile platforms. Windows CE's heritage is long and deep. Nokia just as well knew the stakes, knew the technology directions, knew the competition.

Now. In the above two paragraphs replace the words "Microsoft" and "Nokia." Still works. Both had huge wind in their sails (sales?) to steer into the mobile category for keeps, neigh to define and deliver the mobile category to a hungry world and wireless provider landscape ... on their, the platform-providers', terms!

So now here we have two respective global giants who had a lead, one may even say a monopoly or monopoly-adjacency, in mobile and platforms and tools for mobile. And now it is together and somehow federated -- rather than separately or in traditional OEM partnership -- that they will rear up and gallop toward the front of the mobile device pack -- the iOS, Android, RIM and HP-Palm pack. [Disclosure: HP is a sponsor of BriefingsDirect podcasts.]

How exactly is their respective inability, Microsoft and Nokia, to execute separately amid huge market position advantages enhanced now by trying to execute in cahoots ... loosely, based mostly on a common set of foes? I'll point you to the history of such business alliances, often based on fear, and its not any better than the history of big technology mergers and acquisitions. It stinks. It stinks for end-users, investors, partners and employees.

But why not reward the leadership of these laggards with some more perks and bonuses? Works in banking.

A developer paradise

And talk about an ace in the hole. Not long ago, hordes of developers and ISVs -- an entire global ecosystem -- were begging Microsoft to show them the mobile way, how to use their Visual Studio skills to skin the new cat of mobile apps. They were sheep waiting to be lead (and not to slaughter). The shepherd, it turned out, was out to lunch. Wily Coyote, super genius.

And execution is not the only big reason these companies have found themselves scrambling as the world around them shifts mightily away. Each Microsoft and Nokia clearly had the innovators dilemma issues in droves. But these were no secret. (See reason one above on execution again ... endless loop).

Microsoft had the fat PC business to protect, which as usual divided the company on how to proceed on any other course, Titantic-like. Nokia had the mobile voice business and mobile telecom provider channel to protect. So many masters, so many varieties of handsets and localizations to cough up. Motorola had a tough time with them one too. Yes, it was quite a distraction.

But again, how do these pressures to remain inert inside of older models change by the two giants teaming up? Unless they spin off the right corporate bits and re-assemble them together under a shared brand, and go after the market anew, the financial pressures not to change fast remain steadfast. (See reason one above on execution again ... endless loop).

What's more there's no time to pull off such a corporate shell game. The developers are leaving (or left), the app store model is solidifying elsewhere, the carriers are being pulled by the end-users expectations (and soon enterprises). And so this Microsoft-Nokia mashup is an eighth-inning change in the line-up and there's no time to go back to Spring training and create a new team.

Too little, too late

Nope, I just can't see how these synergies signal anything but a desperation play. Too little, too late, too complex, too hard to execute. Too much baggage.

At best, the apps created for a pending Nokia-Microsoft channel nee platform will be four down the list for native app support. More likely, HTML 5 and mobile web support (standards, not native) may prove enough to include the market Microsoft and Nokia muster together. But that won't be enough to reverse their lackluster mobile position, or get them the synergies they crave.

Each Microsoft and Nokia were dark horses in the mobile devices and associated cloud services race. Attempting to hitch the two horses together with baling wire and press releases doesn't get them any kind of leg up on the competition. It may even hobble them for good.

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