Rise of WebKit advances mobile Web's role, opens huge opportunity for enterprise device developers

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Read a full transcript of the discussion.

Bringing enterprise applications effectively out to mobile devices has required some harsh trade-offs for developers. To gain access to devices, you lose functionality and portability, for example.

But thanks to the sizable impact that the Apple iPhone and its WebKit browser have had in the market -- and the lure of new business opportunities around mobile application stores -- the mobile Web has suddenly become more attractive and attainable for mainstream developers.

Such technologies as HTML 5, Android, WebKit and advances in scripting and open source tools are allowing developers to target mobile devices better than ever.

To learn more about how the development field for mobile Web applications is shaping up and how targeting the modern mobile Web browser may be removing some of the harshness from the trade-offs of the past, I recently assembled a panel of development experts.

Join me and Stephen O'Grady, founder and analyst at RedMonk; Wayne Parrott, vice president for product development at Genuitec, and David Beers, a senior wireless developer at MapQuest as we unpack the mobile Web.

Here are some excerpts:

O'Grady: For the first time, users have a real Web experience, as opposed to a stripped-down, bare-bones site in terms of what they can experience via the mobile Web. We need to pair the environmental and contextual factors with the advances that we've seen in the devices themselves. They've all come together to give us a rich and deep experience that will allow us to do things that we haven't been able to do before with the devices.

... When you're an enterprise vendor or a consumer vendor looking to target a volume audience, the fact is that there are a lot more mobile devices than there are desktops and laptops. There are mobile devices all over the planet. ... A lot of folks who might have traveled in the past and had applications like Siebel built into their laptops are now very often using those in a handheld or, in some cases, a netbook. So, economics, in terms of the application price and the volume audience that can be targeted is a big factor.

Gardner: How does an organization like MapQuest handle this whole issue of so many choices on that endpoint?

Beers: It's both a problem and an opportunity. From a developer's standpoint, and I am a developer, it's obviously difficult, because the amount of energy that you put in is divided across all of these different platforms. You have to make difficult decisions about developing the features you want ... and perhaps limiting the [device] targets that you're able to reach.

... On the positive side, fragmentation is a pejorative term that we use for differentiation. It's painful for developers, but we can't pretend that it's all a bad thing, because it's really driven by rapid innovation. A lot of the fragmentation that we see out there is because we've got these capabilities now on handsets.

Parrott: ... Both higher-end horsepower on the smartphones and a much better browsing experience or engine are now showing up on the iPhone-class machines. The programming model that is now available enables a whole new class of Web-type applications, which, in the past, has been reserved for native applications.

... As you start to move forward with the WebKit-type browsers now more prevalent on these smarter phones, it's starting to represent a more common platform that we have a choice to target our application functionality toward.

Beers: Mobile has been something that's been part of MapQuest right along. It comes in the nature of our business, which is getting people from A to B. So, it's intrinsically mobile oriented.

A lot of what we've been doing in the last couple of years has been developing what we've been calling native applications here. ... As to the question of HTML 5 and how this changes the picture for companies like MapQuest, we're beginning to see that these capabilities make it so that we can take technology that powers the mapquest.com website that people use on their desktop and repurpose that very quickly to provide a beautiful and powerful Ajax Web experience on modern smartphones.

We found that, considering the amount of development and energy that's gone into making our native applications, and has gone into the mobile website that we have out there right now, what it took to get a great application on the iPhone was minimal. It was very impressive.

... It's not just a mobile Web story. We see companies like Palm coming out with essentially native application environments that use those tools for the presentation layer. That brings up all kinds of very interesting and productive new models for releasing essentially a native application that has really rich access to the underlying features on the device -- things like GPS and the accelerometer. That's also a very exciting application model for companies like MapQuest to look at.

... You're starting to see phones that essentially will have two tiers on them. You're going to see developers having a choice to say, "Do I want to be operating completely in JavaScript and exercise my skills there in the WebKit environment, or do I want to have some of the application logic below that, perhaps in a Java environment, where it's essentially being a local server on the device for the presentation layer on top?"

You start to combine those things, and it allows all kinds of different components that are out there and that have been driving the innovation in the Internet to come into play on mobiles in ways that we haven't seen before.

Parrott: Obviously, one of the forces driving us has been enterprise organizations that want to move to the mobile Web. ... What they're pushing us for is, "How do we get there from here?" They already have a lot of their own infrastructure and resources in place, but moving that to the mobile Web has been a challenge for them.

[Now ] you have what we call the Mobile Web Programming Model so that you can now build some very sophisticated functionality that you run directly in the browser. You have to be educated about what you want to run local. Do you want to serve static content or do you want to push functionalities directly to the particular smartphone device?

We're servicing both -- helping educate and provide tooling and educational services for both Web developers and traditional enterprise developers -- Java developers who are moving over, bringing their programming know-how and experience, and applying that to dynamic Web applications.

Read a full transcript of the discussion.

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Role and perception of enterprise architects needs to align better with business goals, Open Group panel discovers

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Read a full transcript of the discussion.

The role of enterprise architecture (EA) has never been more important, and never have IT departments had to be as responsive to the businesses they support as now. So how are enterprise architects perceived in a daunting economic recession, as saviors or door stops?

During a recent panel discussion, at The Open Group's 22nd annual Enterprise Architecture Practitioner's Conference in London, England, this question was probed. "Resisting Short-term Thinking: Rationalizing Investments in Enterprise Architecture During a Recession" uncovered surprising insights into how enterprise architects can help businesses and IT departments, especially during periods of turmoil.

The challenge for EA is to be able to balance the long-term goals against the pressing short-term needs of the business. There are intense commercial pressures right now to reduce costs at a time when capital expenditure is severely constrained. Operational efficiency has become an imperative, but agility and speed to market are equally as important. How to reconcile the short-term needs with the long-term goals? Can they be done simultaneously? Can the architects bridge the two?

To better understand how IT and business can better support each other, with architects as the leads, please listen or read as noted IT journalist and analyst Kevin White, contributing editor to Computer Business Review in the UK, as he moderates the panel.

Guests include Henry Peyret, principal analyst at Forrester Research; Phil Pavitt, the group CIO for Transport for London; Thomas Obitz, a principal architect at Infosys; Mike Turner, enterprise architect at Capgemini, and Terry Blevins, a senior principal information systems engineer at MITRE and Open Group Customer Council Board member.

Here are some excerpts:

White: In a downturn, there is a natural tendency to accentuate the tactical, short-term initiatives, and EA arguably is inherently long-term. This is a crucial issue of how you balance that long-term architectural goal against the short-term needs of the business.

Pavitt: ... Suddenly, I can see where EA actually become a critical part. Taking our standards and designs, because they're common across the business, becomes a very efficient way to operate and to run.

So my role as CIO, it is to demonstrate to the business that we can add value, and that value is primarily helping them with their business needs, as it ever was, but now helping them in a way that's cost-effective and frees up cash on other things.

In this last year, the project meetings I've been to, where the respective project director says, "And that will be $X million over 12 years, etc.," all those conversations have gone. It's much shorter values over much shorter times. The day of the big program is dead. The day of the big outsource is dead.

The understanding of our architectural process that's going to apply to that is a critical interpretation that CIO and his office will do for the business. Otherwise, they will go for "short-termism."

Obitz: EA clearly becomes a tool for strategic business transformation. ... Enterprise architects are changing their positioning, and that means that the value that the organizations are expecting out of them is changing, and also, the way they are talking about value and how they are proving value.

... What is EA good for? It's an approach for solving the problems of an organization. As we say, the problems are here and now. ... You need to identify architectural approaches to solve them. And, you need to start gradual change right now. So, yes, you are capable of demonstrating a long-term path, but you are creating value in the short-term.

Basically, as enterprise architects what we need to change in our overall approach is that we need to go away completely from this architectural approach, which is about, "We build a big picture of how we could imagine things work and then implement that over a long time," to "What's an approach that's issue-driven." We need to identify where the issues of the organizations are today, identify what needs to change, and then consolidate that into the big picture.

[Architects] need to understand how decisions are made at the top level, and they need to have an approach of presenting what he's doing and what he suggests in a way that is understandable and traceable for the most senior decision makers in the organization. We're basically moving toward management consulting.

White: EA has to make an impact, a business impact. What other ways can we accelerate fast impact programs, where there is a necessary focus on operational efficiency, productivity, and cost reduction?

Turner: One of the real opportunity areas that EA is uniquely placed to deal with is working across silos. IT could be one of those silos, but there's any number of other silos within the business, across HR, finance, and different parts of operations. EA is a fantastic tool to be able to consult a wide variety of stakeholders about a particular market change, get a consensus viewpoint about that, and really have to define the responses across the whole organization.

... The worst thing you could do in any crisis situation is to allow fragmentation and different parts of the business to go and try different strategies. You may be cutting cost in one area and trying to increase value in a different area. You end up conflicting with each other and ultimately creating more tension and having a destructive impact on the business.

Peyret: Currently, there is a trend to rationalize everywhere, to try to decrease the cost. Obviously, it's the right time to score applications and be able to say, "Okay, I would like to cancel and kill some of those systems that are expensive, that cost a lot, are not maintainable, are not sustainable for the long-term, and many other things like that."

At the same time, I also see some industries in which IT is becoming more important, and where some of the business will be done with IT involvement. ... I see some innovation, and one of the roles obviously of EA is to help businesses bring that innovation in at a right time. We have seen some of those mistakes in the past.

Pavitt: ... I do agree with the sentiment that's been expressed here: get to know your customers. I've been frustrated with my own EA team time and time again. They are politically naive. As a CIO, I meant to be one of the sharpest political operators in my business, not because my business is particularly more political than anybody else's, but I'm the one who operates horizontally.

I'm the one who can be used as an excuse for every other department's failure, whether I've caused it or not. I'm the one in my company who is measured 1.7 million times every hour when someone presses the Enter button. We're the only department that's measured that often in real time of any other team in the company.

Recognizing value in terms of what the customer, in our case the actual user, wants is critical. EA should be much more physical, politically savvy, and much closer to their customers. This is not a visit once a month.

Most of my EAs will end up in the business in the next six months, not in IT. I'll force them to be in the business, because I've asked them to do it nicely. Then they'll judge even more the value they can contribute. Of course, if the business then doesn't value them, they would do something about it.

Obitz: ... Enterprise architects need to put rigor into how they justify and explain the value of what they are doing. ... Enterprise architects ... need to take a different approach. The typical IT architect approach, "I do this because I think this is best practice," is something that nobody outside a team has ever accepted as a measure that is presentable.

If they are very rigorous and are collecting data about what they're doing, collecting data about the business value they're influencing and enabling for the whole organization, and if they are collecting data on how they're accepted and involved with the work of the remaining organization, then 85 percent are capable of justifying the work of the EA team.

You need to put in this work. It's extra work, admin work, and it's boring. Enterprise architects don't want to do that. They need to talk about it. If an EA team doesn't report metrics on a regular basis, they're not recognized as a value source in the organization.

Read a full transcript of the discussion.

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TIBCO Spotfire 3.0's features bring strategists closer to real-time human-from-data decision-making

If the last six months have proven anything to business strategists, it's that corporate agility is not just a "nice to have." Being able to adjust massively complex businesses at the drop of a market index is clearly imperative.

But just how to act when the signs point to the need for rapid adjustment? Quality -- not necessarily quantity -- determines the winning response to unanticipated market and economic shifts.

So TIBCO Software's release today of Spotfire 3.0, the visualization analytics solution, comes at a great time. The platform's new features are designed to significantly improve integration of the structured data sets to be analyzed and viewed, improve how developers build analytics applications, and scales in terms of volume and speed to the demands of global companies. [Disclosure: TIBCO is a sponsor of BriefingsDirect podcasts.]

Spotfire 3.0 lets uses expand Spotfire applications into additional business areas, and also allows new classes of users to tap the Spotfire data visualization experience, says the company. The integration benefits include simplified connectivity to SAP, Oracle, Siebel, and Salesforce.com business applications data. Spotfire 3.0 works in tandem with TIBCO Spotfire Application Data Services to bring the data assets from these business applications into the visualization and distribution process.

The types of data views Spotfire produces augment, but don't replace traditional business intelligence (BI) values. Furthermore, these easily customized data visualization applications can be used by many kinds of workers -- or via the web by customers and partners -- whereas BI usually requires the intermediaries of seasoned SQL or other query tools analysts. You'll need and want to be able to do both BI and ad hoc data visualizations.

More and better data put into easily and quickly accessed and understood produces a value that has never been more important. Quick and ubiquitous access to the fruits of data assimilation and analysis (with proper enterprise-class security and access control) not only helps companies and leaders make good decisions, it helps validate and adjust those decisions in near real-time. Nowadays, it's not enough to have a good bead on a strategy or shift, you need to have the convincing data available to prove and re-prove the actions and strategy. And then repeat.

The latest Spotfire release comes on the heels of last year's improvements in mashups support, real-time data and business process integration, new visualization methods and predictive analytics. These have helped companies leverage their investments in complex event processing (CEP) capabilities and enterprise service buses (ESBs). I wouldn't be surprised to see some ability to leverage the Spotfire analytics in the context of business process modeling (BPM) at some point in the future.

So far the visualization benefits of Spotfire apply to structured data, but bringing a richer mix into the visualization landscape can be done via third parties and various data and content assimilation methods. Bringing more content into the process will, of course, grown more important over time, especially as we enter the cloud era -- with valued data and information available from more sources in more formats.

Indeed, the newest Spotfire includes a Web services connector to tap many additional applications and data sources. "An integrated caching layer also dramatically speeds up data access from slow data sources by pre-loading common views and eliminating or reducing the need to create data warehouses or data marts," says TIBCO.

TIBCO Spotfire 3.0 is available now. For more information http://spotfire.tibco.com/Products/Whatsnew-Spotfire.aspx.

Compuware refocuses: optimization, performance, portfolio management in -- Quality out

This guest post comes courtesy of David A. Kelly at Upside Research, where he’s principle analyst. You can reach him here.

Well, okay, maybe that headline is misleading, but the details aren’t.

Detroit-based software giant Compuware isn’t really dropping the quality of its products, but it is selling off its Quality Solutions product line to help refocus its business on areas where it can compete most effectively.

On Wednesday Compuware announced an agreement that Micro Focus would acquire Compuware’s Quality Solutions line, including the products themselves as well as the 330 people in the development, sales, and customer-support teams. The deal is valued at $80 million and expected to close this quarter.

MicroFocus is also buying Borland Software for $67 million, placing Micro Focus more powerfully in the applications quality and lifecycle management arena. [Disclosure: Borland is a sponsor of BriefingsDirect podcasts.]

Compuware has never been a company that moves fast — but for them, and their customers, that’s been a good thing. For years, Compuware has been a reliable, steady and practical IT partner for governments, mainframe-oriented IT shops, and large organizations.

But this announcement, which Compuware portrays as another step in its “Compuware 2.0 evolution,” is expected to allow Compuware to invest resources and energy in what it sees as high-opportunity markets, from application performance and mainframe optimization to IT portfolio management and healthcare collaboration.

Perhaps another way to read this is that while Obama’s stimulus package has the potential to jack up the need for new technologies, modernization of healthcare and other government IT environments, it doesn’t necessarily mean that companies will be spending significantly more on code testing or development tools.

With Micro Focus acquiring Borland the emphasis goes deeply to application lifecycle management (ALM). Of course, more recently, Borland had spun off its traditional developer tools group into CodeGear (sold last year to Embarcadero Technologies), and had refocused on Open ALM, or ALM 2.0.

Incidentally, Former Borland CEO Todd Nielsen is now a poobah at VMware.

Micro Focus hopes that by acquiring complementary technologies from Borland and Compuware that it will be able to create a market-leading position in the application testing/automated software quality market. Such a position would work well to broaden Micro Focus’s leadership in the application management and modernization business.

And although this move makes some sense from Compuware’s perspective, don’t kid yourself that quality or good old testing is dead—it isn’t. And even though the next five years will no doubt see a big inflection point between traditional, workstation-oriented development products and processes and cloud-based ones, there are still plenty of applications and organizations that can benefit from solid application quality solutions.

Longer term, however, the real winner that market will be the company (perhaps Micro Focus?) that’s able to deliver forward-looking (i.e., cloud-oriented) technologies that span these IT needs and deliver practical solutions to increasing software and application quality.

This guest post comes courtesy of David A. Kelly at Upside Research, where he’s principle analyst. You can reach him here.

Follow me on Twitter at http://twitter.com/Dana_Gardner.

WSO2 moves data services component to OSGI-based Carbon framework

Moving to expand its user base to more database folks, WSO2 is releasing the promised data services component to Carbon, the open source company’s new modular service-oriented architecture (SOA) framework based on the OSGi component model.

WSO2 Data Services is “completely re-architected” for Carbon’s componentized approach to SOA development, which WSO2 debuted earlier this year. [Disclosure: WSO2 is a sponsor of BriefingsDirect podcasts.]

The new data services tools are aimed at database programmers and database administrators (DBAs), folks who may not be as familiar with WS-* style Web services, REST-style Web resources, data services, or OSGi as their Java coding brethren.

To help ease database folks into the brave new world of data services, WSO2 is offering free online training courses this month to “explain data services concepts and best practices for quickly exposing data as Web services.” In order to promote new thinking about enterprise data applications in the midst of a recession, WSO2 said it is waiving the $199 fee for the courses.

“WSO2 Data Services addresses the demand among enterprises to quickly and easily take data from a wide variety of sources and expose it as Web services within their SOAs,” Dr. Sanjiva Weerawarana, founder and CEO of WSO2, said in announcing the product.

DBAs may be asking: “How easy is easy?”

WSO2 answers that anyone who knows SQL can quickly create data services that can be shared and accessed across the network.

And you can even do some data service management from – we are not making this up –your cell phone.

This feature is courtesy of Data Services 2.0’s new extensible server administration framework that allows customization including writing a bridge application for management of data services servers from a Blackberry or other mobile device.

Since almost no enterprise SOA application is going to have just a single database, the WSO2 product supports a range of data sources. It works with relational databases including Oracle, MySQL and IBM DB2, as well as “virtually any database accessible via JDBC.” It can also work with the good old comma-separated values (CSV) file format, and Excel spreadsheets.

For DBAs and others with security concerns about where all this disparate data is coming from and where it’s going, WSO2 says services can be authenticated, encrypted and/or signed using the WS-Security and HTTP security standards. There is also a WS-Policy Editor for configuring services, as well as support for WS-ReliableMessaging.

Event-driven architecture (EDA) aficionados will find Data Services 2.0 support for events, including graphical declaration of event sources and mediation for event delivery.

Rich Seeley provided research and editorial assistance to BriefingsDirect on this blog. He can be reached richseeley@aol.com.

Follow me on Twitter at http://twitter.com/Dana_Gardner.