Citrix makes bold virtualization move with XenSource acquisition

Citrix Systems Inc. today roared full throttle into the ever-expanding desktop virtualization arena, when it announced its intention to acquire XenSource, Inc. of Palo Alto, Calif. The news comes right on the heels of VMWare's huge IPO pop.

The $500-million acquisition will provide the Fort Lauderdale, Fla.-based Citrix with a major piece of the virtualization puzzle, adding XenSource's infrastructure solutions, based on the open-source Xen hypervisor, to Citrix's existing application and presentation technologies. This will add the vital OS component to their virtualization engine.

Citrix has said it expects the virtualization market to grow by $5 billion over the next four years. Today's move will put the company right in line for a piece of that pie. It had better, given the rich price Citrix is paying for XenSource.

The acquisition also sets the stage for Citrix to move boldly into the desktop as a service business, from the applications serving side of things. We've already seen the provider space for desktops as a service heat up with the recent arrival of venture-backed Desktone. One has to wonder whether Citrix will protect Windows by virtualizing the desktop competition, or threaten Windows by the reverse.

The acquisition also piggybacks on XenSource's release of XenEnterprise V4, which added new management, availability, and ease-of-use features to the company's flagship product. That release earned high marks in a head-to-head product comparison published this week by Computer Reseller News (CRN). XenSource also said its installed base has doubled to over 650 customers in the last 90 days.

Fellow ZDNet blogger Dan Kusnetzky has some good thoughts on the news.

Historically, the attempts to meld technology companies having dissimilar management styles and cultures have not turned out very well. It doesn’t take long to find disasters. Some examples are IBM’s acquisition of Rholm or CA’s acquisition of Ingres are really good reference points. In both cases, the key talent that made the companies what they were left quickly after their home was acquired. Both IBM and CA were left holding very expensive shells of what had been thriving, innovative companies. It’s hard to imagine how Citrix will be able to meld an open source company into their heavily Microsoft-focused environment.

The move further cements an already strong relation with Microsoft on the part of Citrix, but complicates the picture when it comes to open source. XenSource has worked with Microsoft to ensure interoperability between XenSource products and the upcoming Windows hypervisor, code-named "Viridian." But Citrix had worked with Microsoft much longer and more deeply in the Windows application delivery, application networking, and branch office infrastructure markets.

Indeed, few companies have straddled the Microsoft co-opetition vacuum as well as Citrix. Interestingly, both companies have thrived by each other, even while on a strategic level one could easily project potential discord ... some day.

While Citrix has had a strong presence in user-tier virtualization, the XenSource acquisition will extend the company's reach into the logic and data tier, extending virtualization to the servers that run the business logic of applications and the storage system that manage applications data.

Citrix said today it intends to distribute the XenEnterprise product line through more than 5,000 channel partners with expertise in datacenter solutions, and to work with server and datacenter infrastructure partners to create additional routes to market through OEM channels.

When it comes to the desktop, Citrix says the combination of its Desktop Server with XenEnterprise v4 will create comprehensive desktop solutions, and Citrix intends to incorporate such other Citrix technologies as:

• EdgeSight -- for end-user experience monitoring
• Access gateway -- for secure application access
• WANScaler - for accelerated delivery to branch office users; and
• GoToAssist -- for remote desktop support.

The deal, includes the assumption by Citrix of approximately $107 million in unvested stock options, has already been approved by the boards of directors of both firms, and now requires regulatory approval and the approval of XenSource stockholders.

The deal wasn't a total surprise, and was predicted by Dennis Simson and Philip Winslow writing at DABCC last week. Their take on the acquisition was generally upbeat:

While these companies’ virtual infrastructure management tools are more immature versus more-established vendors, if Citrix can develop robust management software through increased R&D while leveraging the open source Xen hypervisor, Citrix could establish itself as a strong competitor in both desktop and server virtualization within two to three years.

ZDNet bloggers Dan Farber and Larry Dignan see the move as an opening gambit in a virtualization land grab that got underway with VMWare's IPO.

Not everyone is jumping with joy over the acquisition. CRN found some customers who expressed dismay that joining with Citrix would diminish XenSource's agility and turn it into just another commodity product. What people think is more important among the community development crowd, a place Citrix has not had much experience to date.

6th Sense Analytics gathers unique view into aggregate developer behaviors, preferences

I wrote about 6th Sense Analytics as the company was emerging, and wondered how powerful the developer productivity measurement tools they offer would be if the data could be aggregated -- and larger use trends could be uncovered.

Well, some of the first community insights have arrived ... they are quite interesting.

Some of the big takeaways for me:

• No need to wonder about how popular Eclipse IDEs are, they are clearly dominant, with a substantial lead over Visual Studio tools in terms of time used.

• Firefox has catapulted as a browser to develop with, and while still behind Internet Explorer is nonetheless a substantial player, and is by no means a niche Web client for developers.

• General development language use is dominated by Java and "other," while .NET lags significantly.

• When are developers in "the flow time," when are they heads-down productive on coding? By day it's -- Sunday and Saturday (no meetings!) ... and it's not Mondays and Fridays (meetings?).

These findings are not scientific and may very well represent a bias toward the types of companies and regions that dominate the current sampling. For example, 60 percent of the developers tracked are outside of the U.S., mostly in Southeast Asia and East/Central Europe and therefore more indicative of outsourcing organizations and offshore development ISVs and contractors. Yet these would be the very organizations where productivity is paramount, and where costs must be kept low and developers kept busy.

And these are not survey results. They are the use data aggregated from some 500 active developers over past several weeks, and therefore make a better reference point than "voluntary" surveys. These are actual observations are on what the developers actually did -- not what they said they did, or tried to remember doing (if they decided to participate at all). So the results are empirical for the sample, even if the sample itself may not yet offer general representation.

Over time, and with more results from the same organizations to compare and contrast, the observations of developer behaviors, habits and preferences will be even more valuable, more representative.

6th Sense Analytics has opted to make some of their data available to an open community, and yet even more data open to subscribers and users of its products that gather visibility into globally distributed software development activities. Subscribers can gain breakdowns on specific use of tools, technologies, types of development effort and "flow," as well as work-types of activities. Custom queries are also available, so that development managers can distinctly determine what works and what does not.

One of the lessons learned from the initial data, and not too surprisingly, is that 80 percent of the work is actually done by 20 percent of the people. Some trends never change.

Disclosure: 6th Sense Analytics has been a sponsor of BriefingsDirect podcasts.

SOA Insights analysts discuss 'Future of SOA' at Open Group conference

Read a full transcript of the discussion. Listen to the podcast.

I had the pleasure to moderate a panel of BriefingsDirect SOA Insights Edition regulars and guests at the recent the Open Group’s Enterprise Architecture Practitioners Conference in Austin, Texas.

The topic was "The Future of SOA," and the panel really rose to the occasion -- from BPEL4People to semantics issues to what ultimately constitutes SOA success.

The live panel consisted of Eric Knorr, executive editor-at-large at InfoWorld; Tony Baer, principal at onStrategies; Todd Biske, principal architect at MomentumSI, and, Beth Gold-Bernstein, vice president of ebizQ Learning Center.

Here are some excerpts:

Dave Linthicum anticipates that, in as few as five years, the role of enterprise architect and the role of SOA architect will meld.

Five years is definitely ambitious. ... [But] the sooner the SOA architect’s role is rolled into enterprise architecture in terms of governance the better. It is, as Dave said, best practice in architecture. We’ve known that for a couple of decades actually.

[SOA] fundamentally changes the way we create applications. That means developers need to change the way they are architecting applications, and that’s very different. It's going to take quite a while until we build up the different levels of services.

If you had a "boundaryless information flow," if you had agility, and you could have IT work at the pace of business, what do you think the impact would be on how IT departments actually behave?

It would be a dramatic shift from what we see today. Adopting SOA is a fundamental change in the way that IT operates. It’s a culture change.

We're used to building a solution, putting it into production, and going on to the next project. It’s a very project-based culture [now]. ... If you move to SOA, you have to shift more toward a product-based culture, where you have a life cycle that goes on over multiple versions and doesn’t end until you take that service out of production.

The move from a project-based culture to a product-based culture will be the biggest shift. If you want a good example, look at companies that practice product management, and at the things that they sell, and you will probably get a good idea on how IT needs to operate.

I look at the information integration problem, or master data management, enterprise, logical data model, whatever you want to call it. It's actually a good space to look at and say, “Okay, what do we need to fix to do SOA right?”

We need to figure out how to make this information relevant to the projects that need to execute properly, and take those incremental steps to get us there. Clearly, having a consistent semantic model is critical to the success of SOA. If we don’t get the consistency across our services, we wind up creating more work for the consumers ... It’s not about producing. It's about creating services that are easy for our consumers to use.

Part of a SOA success trajectory would be the ability to consume, as an enterprise, services in a marketplace ... and drive for lower costs and higher benefits. ... My sense is that what has to come of all this is not just a random coupling. There are going to be partnerships. We were starting to talk the other day about semantic integration, but behind every successful semantic integration is a successful human partnership.

SOA not only opens the floodgates to some of these other technologies [such as BI, BPM, analytics and event-driven processes], but also opens the floodgates to more ways of acquiring and consuming services outside the organization.

As you see SOA methodology spreading through the organization and the ISVs, you'll begin to see a more component-oriented way of developing applications that will permeate the commercial software vendors.

We already see popularity of things like mashups, RSS feeds, and content brought to bear on business processes. Do you think that, as SOA matures and we look to the future, there needs to be a delineation between internal and external content, and who's going to be in role of managing that boundary?

... If you have a couple of internal data sources, and maybe Google Maps on the outside and you throw some Salesforce.com data on there too, you can begin to illustrate for upper management what agility looks like. That’s one good thing about mashups.

There is a lot of rogue application development going on there under the radar, that nobody in upper management really knows about. ... Eventually this kind of stuff outside the firewall will be folded into the greater SOA somewhere down the line. In a way, that’s really what's most exciting about SOA, and most different is the ability to begin to connect to those external services and bring them into the fold.

If SOA is successful, it seems like we're dealing with a complexity of integration, but then that opens up the complexity of semantic issues, and people and behavioral issues, and then boundary and political and government issues. So does the business recognize enough return on investment to say that SOA was worth it, and when will we reach that sort of an economic business rationale?

We need to work this from the ground up instead of the grand enterprise data model. We have to take an incremental approach, and don’t try on that project to boil the ocean. Then, after you’ve done that, if you can somehow sell it to the business, there might be some internal budgeting mechanism or brownie points, where there can be some sort of internal trading system, and maybe there is a way to subsidize that extra 20 percent of development.

That’s not going to work, saying "everything is ground up." You need this middle-out approach, but it has to be driven by the business strategy. ... It all has to come back to the business strategy.

The way to determine "Have I been successful?" is, "Have I been successful in adopting my business strategy and meeting my business goals?" If I have, then I am doing the right things. Every enterprise is going to vary the extent to which IT contributes to those goals. ... It all comes back to what the business is trying to do, and to try to understand how IT can contribute to that solution. If I don’t have any idea on how IT contributes, I am never going to be able to say I was successful or not.

Companies are competing in ways that they never had to before. So perhaps competition -- the ability to compete and win markets, to outflank your direct competitors, to partner efficiently, and do mergers and acquisitions well -- is the big payoff from SOA ... because your IT department can keep up with the business strategies.

Circumstances have a nice little way of concentrating the mind. When you, all of a sudden, are faced with putting two organizations together, which happens pretty often in the business -- M&A is not exactly the exception these days -- at some point you have to say, "Look, we need to take an architectural approach. Our tried and true methods have been tried and they are true, but they may not be valuable. We keep just going back on our traditional way, our traditional path of execution, and we're just going to develop ourselves into a brick wall."

Read the full transcript for more IT analysis and SOA insights. Listen to the podcast. Produced as a courtesy of Interarbor Solutions: analysis, consulting and rich new-media content production.

Red Hat beta release of Developer Studio sports Exadel tools, Seam integration

Red Hat today released the beta version of its Developer Studio, an Eclipse-based integrated development environment (IDE) designed to help developers, as companies migrate to and exploit open source runtimes, frameworks and stacks.

The beta releases sees the merger of products that were contributed to Red Hat by Exadel in March and introduced under open source in June. The Exadel products contributed to the project included Exadel Studio Pro, RichFaces, and Ajax4jsf. The new release combines these with such JBoss middleware software as JBoss Seam and Hibernate, providing a development environment for enterprise Java, Ajax, and SOA applications.

Among the benefits of the new release are:

• A seamless, unified programming model that provides new tools around JBoss Seam to build applications in a single, consistent manner.
  
  
• A powerful and integrated Ajax development environment with JBoss Seam and JBoss Ajax4sf frameworks, JBoss Richfaces components and WYSIWYG tools for creating Ajax-enabled Web pages and interfaces.
  
  
• Comprehensive JavaEE tooling with two-way WYSIWYG and source editing of JavaServer Faces (JSF) and Facelets pages, dynamic code assist, and a rich component palette.
  
  
• An integrated runtime, which Red Hat says is the first open-source Eclipse-based development environment that brings together the runtime with the tools, and provides an out-of-the-box IDE.

The Developer Studio beta can be downloaded now. The final release, which will be licensed under the GNU Public License v2, is scheduled for later this summer, and will be available by subscription.

Red Hat developer support customers will have automatic access to Developer Studio as part of their subscription.

Ruling on Novell's Unix assets bolsters OSS, binds Novell and IBM

So Novell really does now finally seem to own the Unix copyrights. Linux finds itself on a high-ground pedestal of long-term, low-risk use (unless Microsoft buys Novell [should have when they could have, eh?]). And IBM and Novell are closer than ever.

Fun times.

The folly of the SCO Group FUD fiasco hurt more than SCO's 2003 investors. It has shown that the PR war approach to undermining confidence in Linux and OSS is a loser's sport for wannabe spoilers.

And while Microsoft thought it bought Novell a pair of permanent knee pads with its Windows-SUSE Linux indemnification pact last year, IBM will now come around to stand Novell back up on its feet, perhaps for good.

Someone should write a novel about Novell's travails with Microsoft over the years. More plots than a first-year Fortran class.

And there's irony, too. IBM and Novell, for example. Who would have predicted 10 years ago that IBM and Novell/Unix/Linux would make great partners against Microsoft, Red Hat, Sun, Oracle and BEA? It's too good not to be true.

We just saw some first hard evidence of the deepening relationship with the IBM-Novell middleware and OS stack bundle news last week. And it's not too whacky to consider Novell's long, tortured journey finding a quiet resting place on the outskirts of Armonk, NY. Set the rocking chair with a nice view of the Hudson. Tea at 4 p.m., lovely sunsets.

I believe the slow-motion tennis ball lob on Linux risk FUD never quite made it over the net. The federal judge on the Unix case just knocked it back in Microsoft's court. SCO as proxy is no more. OSS and IBM's lawyers are the only winners. So let's close the book on that sordid chapter.

Much more interesting now is the market dynamics over how far and how fast up the datacenter stack open source components/solutions will move. Will the Red Hat/JBoss/Apache incubator code move the bar on OSS disruption into the echelons of serious enterprise middleware and beyond? Will data services get an open source foundation? Maybe an OSS metadata layer makes sense, just like OSS ESBs do?

IBM is the arbiter to watch on this transition. Novell can help them manage the timing, while covering a flank against Red Hat. BEA can only watch and wait. Oracle can time the infrastructure transition while nimbly moving up the stack to vertical business applications and data services. Ditto SAP. Sun can play around with trial-and-error open source models roulette while laying off its way to a niche hardware business.

HP could be very interesting. This will be the year for HP's SOA play. It needs to find a way to master the OSS/support/hardware/solutions/consolidation process. But where to chase for the next margins? Who is friend or foe? There won't be too much room for error on this one, not too many chances to recover from missed opportunities or misplaced bets.

The timing is key. And managing transitions from commercial to OSS up and around the stack (to ding competitors while remaining key to major accounts) is the game. There won't be any more Red Hat/JBosses, or such accidental empires. But there may be an OSS applications and services ecology on the horizon. And SOA will soon drive they types of choices that require businesses to focus on such an OSS services ecology.

So like the days when Unix was the infrastructure law in the core corporate datacenter (and Windows was only hype-ware there), we may be back to a period where the major transitions have little to do with Microsoft's rate cards. Microsoft will be at an ongoing disadvantage in the commercial-OSS transitional disruption march across back-end servers as long as it has no OSS strategy (other than FUD). And that FUD strategy has just come up wanting.