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IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
IT Next March 2010 Issue
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IT Next March 2010 Issue

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IT Next Magazine is published by 9.9 Media and is basically targeted to the senior IT professional community.

IT Next Magazine is published by 9.9 Media and is basically targeted to the senior IT professional community.

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  • SUNDE’s Zero Client is arguably the 'zero-est' zero client of all. It has no onboard processing, operating system, or intelligence whatsoever, but is simply an 'I/O redirector' that works via TCP/IP. The SUNDE device is inherently much simpler than a thin client, and because there is no firmware to be updated or 'hard associations' to be created between the zero client and the virtual machine that comprises a user's virtual desktop, it makes discovery and provisioning for VDI a much easier process.
    SUNDE is working with you to bring new ideas to life in IT Market. Get in touch with SUNDE by contacting by email at info@hy-elect.com or by phone at 0086-20-3229381. For more information, please visit www.sundenc.com.
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  • 1. MARCH 2010 / Rs. 150 VoluMe 01 / Issue 03 WE JUST LOST OUR EDIT TEAM! A 9.9 Media Publication
  • 2. MARCH 2010 / Rs. 150 VoluMe 01 / Issue 03 SO WHY ARE WE HAvIng SO MUcH FUn? A 9.9 Media Publication
  • 3. Because We got you! The IT Next team was overwhelmed —and overjoyed—by the deluge of interesting stuff you sent in. Our thanks to everyone who made this special edition happen.
  • 4. 40 IT practical 10 influencers 10 IT decision managers on on Best makers Tech Trends Practices as Editors
  • 5. 15,000+ 300+ passionate & the subscribers members Journey on LinkedIn has just begun...
  • 6. 4 Edu TEch December 2009
  • 7. Editorial The power of collective It was in 2001 that Jimmy Wales and Larry Sanger decided to harness the power of the collective and launched an “This issue is based online encyclopaedia called Wikipedia. on the Wiki model— The collaborative model would let any netizen contribute and edit articles put up on the Web. ideated, shaped, The whole idea seemed preposterous at the start. Why would people driven and created by attempt writing pieces on wide ranging topics, and even if they did, how the community of IT would the write-ups match up to the standards of encyclopaedias like Britannica and Coliers? (Britannica has around 100 full-time editors on managers” its rolls and over 4,000 expert contributors, with a history that dates back S h u b h e n d u Pa r T h to the 18th century.) Today, Wikipedia is one of the leading reference sites, with over three million pages and over 11 million registered users. So far, there have been over 372 million page edits done by users themselves. Available in 262 languages, 24 of these editions have more than 100,000 articles and 81 have over 1,000 articles. If anyone ever doubted the power of collective, Wikipedia has put them to rest. As for the quality of content, according to a survey done by Nature there were 162 mistakes in Wikipedia versus 123 in Britannica on 42 randomly selected general science articles. This, by all means, is comparable. This issue of IT Next is based on the same Wiki model—ideated, shaped, driven and created by the community of IT managers. Here are some stats: around 40 IT managers shaped the Tech Trend pieces, 10 managers wrote the Best Practices, and there was an edit panel Blogs To Watch! of 10 senior IT experts who helped select and shape the content. The end Knowledge sharing communities http://www.toolbox.com result has been astounding. Martin McKea’s blog I am genuinely surprised and humbled by the response that we received http://www.mckeay.net after we invited you to create this special issue. And I believe, you too will Your views and opinion matter appreciate and savour this Wikified issue. to us. Send your feedback This experiment has worked, just like the Wikipedia experiment did at on stories and the magazine at shubhendu.parth@9dot9. the beginning of the decade, where the reader of the content is also its creator. in or SMS us at 567678 (type Let me know what you will like to create next! ITNEXT<space>your feedback) m a r c h 2 0 1 0 | it next 1
  • 8. Content Facebook: http://www.facebook. com/home.php#/group. php?gid=195675030582 Twitter: http://t witter.com/itnext linked in http://www.linkedin.com/ groups?gid=2261770&trk=myg_ For the l atest technology uPDates go to itnext.in march 2010 V o l u m e 0 1 | I s s u e 0 3 ugrp_ovr SOCIAL BI & BA MEDIA XaaS Page Page Page 16 48 44 SECURITY Page 12 P E O P L E W H O DATA CENTRE TRANSFORMATION Page 20 VIRTUALISATION Page 24 M A D E I T H A P P E N UNIFIED GREEN PRIVATE ENTERPRISE COMMUNICATIONS IT CLOUD MOBILITY Page Page Page Page Page 28 32 36 40 10 IT NEXT | M A R C H 2 0 1 0 10 M A R C H 2 0 1 0 | IT NEXT 11 insights 15-Minute regulars Manager Editorial _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 01 10 Technology Trends 53 Dare to lead? | In these Inbox _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 04 From the myriad and complex technology landscape, here is a days of cut-throat competi- Industry update _ _ _ _ _ _ _ _ _ _ 06 selection of ten technologies that are not only seeing traction tion, it is tough to become a Open debate _ _ _ _ _ _ _ _ _ _ _ _ _75 in the enterprise space, but will also possibly dominate in the leader. Here is a primer for the My log _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _76 years to come. These technologies have been assiduously cho- aspirants sen by a select panel and subsequently evaluated by a panel of c ov er des ign: anil T and Bi nesh sre edharan 40 IT managers, who have also crafted and shaped the content 54 Office Yoga | Meditate for advertiser index for the same. success iBM reverse gate fold eMC iFC 59 Best Practices 55 team Management | The Wipro 13-50 None knows the pain of a shoe better than who wears it. Similarly, traditional ways of leadership the challenges, the consequences, the headaches, the pitfalls of will not work with techies who Consumer Mate 52 different technologies can only be known by the IT manager who are talented, hands-on and re- industry 2.0 58 has been involved in either seting it up or managing it. Insights and spect doers, not preachers sigma Byte 60-71 experiences of 10 IT managers on different technologies—articles Quest iBC that not only provide tips on troubleshooting, but also on how to 56 Manage it | 5 simple steps to Wipro BC avoid implementation challenges. going open 2 it next | m a r c h 2 0 1 0
  • 9. itnext.in eDitOrial aDVisOrY BOarD ManageMent IT experts who helped us shape the March 2010 issue of IT Next Managing Director: dr Pramath raj sinha Printer & Publisher: vikas gupta eDitOrial group editor: r giridhar editor: shubhendu Parth Consulting editor: Pravin Prashant 1 2 associate editor: shashwat dc sr Correspondent: Jatinder singh Design sr Creative Director: Jayan K narayanan art Director: Binesh sreedharan associate art Director: anil vK Manager Design: chander shekhar 3 4 sr Visualisers: anoop Pc, santosh Kushwaha sr Designers: Prasanth Tr & anil T Chief Photographer: subhojit Paul sales & Marketing VP sales & Marketing: naveen chand singh (09971794688) Brand Manager: siddhant raizada (09990388390) 5 6 national Manager-events & special Projects: Mahantesh godi (09880436623) national Manager Online: nitin Walia (09811772466) gM south: vinodh Kaliappan(09740714817) gM north: Pranav saran(09312685289) gM West: sachin n Mhashilkar(09920348755) 7 8 assistant Brand Manager: arpita ganguli PrODuCtiOn & lOgistiCs sr. gM Operations: shivshankar M hiremath Production executive: vilas Mhatre logistics: MP singh, Mohamed ansari, shashi shekhar singh 9 10 OffiCe aDDress nine Dot nine Mediaworx Pvt ltd K-40, Connaught Place, Outer Circle, New Delhi–110 001, India Printed and published by Vikas gupta for Nine Dot Nine Mediaworx Pvt Ltd Dr Neena Pahuja Karandeep Singh CIO, Head IT – Infrastructure, K-40, Connaught Place, Outer Circle, Max Healthcare Group Fullerton Securities & Wealth New Delhi–110 001, India Advisors editor: vikas gupta S K Goel Shailesh Joshi Vice President, Om Logistics CIO, Godrej Properties K-40, Connaught Place, Outer Circle, Shiva Shankar Suresh Shanmugham New Delhi–110 001, India VP & Head—IT Infrastructure, Head–Business Information Security & Engineering, Technology Solutions, Printed at: nutech Photolithographers Please Reliance Communications MMFSL recycle B-240, Okhla Phase–I, This Dinesh Chandna Basant Chaturvedi Magazine New Delhi–110 020, India and CTO, Aksh Optifibre Head—IT, Perfetti Van Melle India reMove inserTs Pertisth Mankotia Hilal Khan BeFore © a ll righ Ts reserved: reProducTion in W hole or in ParT WiThou T WriTTen PerMission F roM nine doT nine recycling Head—IT, Sheela Foam Head—IT, Honda Motor India MediaWorx Pv T lT d is ProhiBiTed. m a r c h 2 0 1 0 | it next 3
  • 10. INBoX SPINE COVER STORY | TECH TRENDS TECH TRENDS | COVER STORY It is comprehensive and has IT NEXT FEBRUARY / RS. 150 VOLUME 01 / ISSUE 02 27 30 52 THE BIG Q covered most of the IT challenges SECURITY: Is your GREEN IT: Can you STRATEGY: How do enterprise ready for cut the power cost you define IT project How to ensure adequate mobile devices? in the data centre? requirements? bandwidth? Page 55 The robust performance of the Indian of IT managers evaluate and rank them on and pain points. Keep up the good economy over the past few months has rein- four dimensions:. forced the belief that downturn, at least in 1. Leverage of existing IT assets: With India, is well and truly behind us. IT bud- increased organisational emphasis on cost TEN HOT TECHNOLOGIES gets that were hurriedly slashed a few quar- control, the ability to reuse and leverage exist- ters ago are being slowly reinstated. Shelved ing technology and infrastructure is a huge project plans are being revived, and IT man- agers are once again being tasked to iden- tify and evaluate technologies that can help plus since it not only helps optimise capital expenditure but also reduces the difficulty of transitioning to a new paradigm. YOU work! VOTED! their organisations capture and monetise 2. Maturity of technology: Technology new opportunities, and improve operational maturity often has a direct correlation to ease efficiencies. of installation, deployment and management. IT MANAGERS IDENTIFY rahUL mEhEr TEN HOT The beginning of a new year is also the IT managers responsible for ensuring appli- TECHNOLOGIES 10 time when industry experts and vendors cation and infrastructure reliability tend to VOLUME 01 | ISSUE 02 A 9.9 Media Publication managing Director | LEON computers INDIA’S IT MANAGERS REVIEW, ANALYSE ITNext Cover with Spine.indd 1 2/10/2010 7:06:27 PM february 2010 AND REFLECT ON THE LATEST TECHNOLOGY TECHNOLOGIES TRENDS—AND VOTE ON THE ONES THAT Congratulations! The maga- THAT WILL MAKE THE CUT THIS YEAR. BY DEEPAK KUMAR IT NEXT ThaNKS zine has a lot of interesting arti- MATTER I L LU ST R AT I O N : A N I L T identify the latest technology trends and make predictions for value technology maturity over novelty. ITS ReadeRS for The warm cles and good coverage. the year. This is also the time when IT managers responsible for creating, 3. Potential benefits and utility: Evaluating a trend or technology on this param- respoNse SUrENDra rEDDY maintaining and operating corporate eter helps organisations sift hype from reality. infrastructure and services recommend Issues like return-on-investment and time-to- and select the technologies and solutions market are important considerations here. for their organisations. A big challenge for 4. Cost of implementation: Superior or IT managers making these decisions is to new technologies often come at a significant Founder | Bluekaw, cloud Open Innova- www.linkedin.com/ cut through the hype and hyperbole—and cost, or can become expensive to deploy. A dis- tion Labs identify the ideas that will matter. crete assessment (of the technology) on cost The IT Next team identified a range of considerations ensures its relevance. groups?gid= technologies that have the potential to make We now present the Top 10 Technologies a mark in 2010—and asked the community that will matter this year. 2261770&trk= myg_ugrp_ovr 12 IT NEXT | F E B R U A R Y 2 0 1 0 F E B R U A R Y 2 0 1 0 | IT NEXT 13 Congratulations on the 300 members IT NEXT VaLUES YOUr FEEDBacK launch of IT Next magazine. I We want to know what you think about the magazine, and how we can make it liked going through it and would www.scribd.com/ a better read. Your comments will go a long way in making IT NEXT the pre- doc/27254589/ say that you have picked a very IT-Next-Vol-1- ferred publication for the community. Send your comments, compliments, Issue-2- good target audience, which is complaints or questions about the magazine to editor@itnext.in. february-2010 the IT manager and CIO frater- 518 views nity. The choice of articles is very apt—cloud, enterprise mobility, virtualisation, etc. I also liked the I must say that you guys have done a fantastic job. Read ThIs layout of the magazine, which is Issue oNlINe Sections like Insight, Indulge, and Cube Chat appealed me easy to read and catches attention. However, on the mobility the most. I suggest you also do some stories on management http://www.itnext. in/resources/ front, I think one of the top issues that IT managers are facing. Best wishes! magazine enterprise mobile applications raNJaN JUNEJa today is the one for mobile sales Engineering manager | Persistent Systems force, which probably got missed out in the article “Top 5 Mobile Applications”. Is India CaaS ready? I am impressed by both the content and the Besides, since the magazine is design of the magazine. The story on communication as a service meant for IT managers, and one (CaaS) is noteworthy. However, I doubt if Indian enterprises are ready of the rightly identified areas is to adopt it in a big way. If I have got it right, CaaS translates into renting how they can progress in career, or leasing out of software / communication / IT services. In a layman’s it may be a good idea to provide terminology, I will probably not be required to maintain a server, or some IT manager and CIO- a dedicated bandwidth. Can one (ITNext) talk about the security chal- related job sections. lenges that will arise in such a scenario, and are we ready to deal with Also, information on those? To draw an example scenario, Chunghwa Telecom is all set to movement of CIOs across the launch a cloud-based CaaS for enterprise users in April 2010 as a first industry and IT spending across step to tapping the Taiwan cloud computing market. industry verticals, will add to the LaVaNYa KUmar overall impact. Editorial assistant | The Economist Group VaDIraJ araLaPPaNaVar head-mobile applications | mindTree Well done ITNext. The magazine looks awesome in terms of the con- tent and its relevance, but it was the visual appeal that struck me first... I enjoyed reading the inaugu- your design team has done a fantastic job. ral issue of IT Next. It has a good maNISh JaIN interview and some very infor- head communication | Dell Perot mative articles. itnext<space> <your feedback> aBhIJIT SINha IT Next is the best KISS—knowledge and information sharing suite! and send it to advisor--communications | TErI raTNaKar NEmaNI cIO & head of IT Projects Wing | VST Industries Limited 56 78 76 *special rates apply (Note: Letters have been edited mini- mally, for brevity and clarity.) 4 it next | m a r c h 2 0 1 0
  • 11. 4 Edu TEch December 2009
  • 12. update Update i n d u s t r y trends deals Products services PeoPle asset/liability management forecasts with annual budgets and rolling forecasts. They provide the capability to go beyond measuring bottoms up historical performance to actively managing future risks and results. Oracle Financial Services Balance Sheet Planning is a budgeting solution made specifically for bank planning, budgeting and forecasting. This application leverages Oracle’s Hyperion Planning as a foundation to allow banks to plan future profitability and risk adjusted returns. The solution captures instrument characteristics and nuances of each customer relationship, to Oracle extends The solution makes best accurately model balance sheet behaviour and provide the most EPM capabilities use of the accurate net interest margin and divergent earnings forecasts possible. capabilities The solution makes best use TEch TIDINGS | Oracle has refurbished its suite of financial services of OFSA, of the divergent capabilities that and analytical applications for the enterprise performance manage- Hyperion, it has acquired over the past ment (EPM) space. The new solution is based on the merged capa- Reveleus and few years—Hyperion, Reveleus bilities of Oracle Financial Services Applications (OFSA), Hyperion, PeopleSoft and PeopleSoft. Meanwhile, Reveleus and PeopleSoft Enterprise Performance Management. the Oracle Financial Services The EPM Suite is designed to help institutions in planning future Asset Liability Management performance and lowering anticipated risk. It also assists in planning Analytics is an updated net interest margin, anticipate liquidity contingencies and reconcile version of the Oracle Asset Liability Management business intelligence application. It emphasises upon the critical teCh Global PC shipment is slated to touch US $223 billion by 2010, need to measure and manage ket mar a 2.6% rise from the 2009 market value interest-rate and liquidity (fIGUrES arE IN US $ bIllIoN) risk. Building on the existing majority of all 250 functionally-rich interest rate new purchases $238 risk content, new metrics, were driven by 200 $217 $223 reports and dashboards Photo graPhy: Photo s.c om introduction of 150 Windows 7 provide additional management 100 insight into “stressed” results, including liquidity gaps, 50 funding concentrations, deposit 2008 2009 2010 0 distribution profiles, marketable assets and liquidity ratios. source: gartner 6 it next | m a r c h 2 0 1 0
  • 13. Green mOtherBOard seCure remOte FiLes triPLe yOur memOry aSUS has launched Protect 3.0 mother- Symantec has launched the all new Norton Transcend’s new rDP7 multi-card reader board that lowers emission and transmis- 360 suite that combines is a high-speed three-slot sion of harmful radiation by 50%, security with remote reader. It can accommodate minimising the negative impact access to safely backed- up to three USb peripherals on users’ health. It also claims up data. It also includes and can read most memory to deliver more stable features that helps card formats that are avail- system operations. reduces boot-up time. able in the market. Salesforce unveils visual compliance. Being part of the Force.com platform, enterprises can create process manager dynamic and sophisticated business processes within their current sales cloud2 and Service Cloud2 deployments, or in their TEch TIDINGS | Salesforce.com custom Force.com applications. has unveiled a new visual process The platform also aims to manager—Force.com—a platform provide tools such as process to help companies to rapidly designer, process stimulator and automate any business pro- process wizard builder, which cess. According to the company, may be added to a visual process the platform enables custom- design diagram through a simple ers to design complex business drag-and-drop action. processes such as sales, service, Moreover, the engine boasts finance, HR, legal and operations, of the capability to run all with an intuitive visual-design sophisticated processes of a tool. It allows processes to be run company, and automatically instantly on the cloud. scale up to meet the needs of The solution combines the any business size. Force.com elegance of visual process Enables enter- platform enabling customers to Visual Process Manager will design with the simplicity, low prises design continuously refine and enhance be available to Enterprise and cost, and quick results of the complex busi- processes to improve operational Unlimited Edition subscribers Force.com cloud computing ness processes efficiency or fulfill regulatory for $50 per user per month. around the World quick Byte Mobile, wireless industry to touch $89 billion by 2015 The mobile and wireless industry in South Asia, Middle East and North Africa is estimated to cross the $89 billion mark by 2015. According to a Frost & Sullivan report, India showed the highest microsoft ceo steve Ballmer on the comPany’s alliance With yahoo! subscription growth rate in South Asia, followed “i BeLieve that tOGether by Sri Lanka, Bangladesh and Pakistan. The miCrOsOFt and yahOO! wiLL PrOmOte ChOiCe, vaLue and report suggests that the low penetration levels in Greater innOvatiOn FOr South Asian countries indicate a large untapped Our CustOmers, as weLL market that may translate into a high subscriber as, FOr Our advertisers and PuBLishers.” growth rate between 2009 and 2015. m a r c h 2 0 1 0 | it next 7
  • 14. update Demand for identity, access management to grow by 20% TEch TrENDS | A recent Gartner sur- adds that the IAM products will vey projects that audit and analytics, continue to attract investment during global identity and access management coming years, because it remains (IAM) revenue is expected to reach the a critical technological area for US $9.9 billion mark by 2010, bank- enabling businesses to improve and ing on the rapidly-growing enterprise automate processes relating to access requirement for compliance market. management. interview The figure would be an 8% rise from It further mentions factors such marK rEGISTEr the 2009 revenue of US $9.2 billion. It as merger and acquisition, economic VP—Information Management asia Pacific, Ibm is expected to rise further to US $11.9 downturn and consequent tightening billion by 2013. of IT budgets as key bottlenecks in According to the report, suite-based market evaluation. IT NEXT: what exactly is the iBm’s IAM is the most preferred technology The report also predicts that public information agenda campaign? by enterprises. Almost 40% cloud computing is expected mark: We believe that an enterprise of respondents indicated Global IaM to drive IAM standards. Market to needs to adopt a holistic approach for this preference, which is Gartner reasons that cloud- 9.9 touch managing its structured and unstructured slated to continue for the next computing “construction” for data. IT departments and managers can couple of years, together with an increasing reliance on $ “private” clouds will require specific IAM-as-a-service best leverage existing information within their systems by looking beyond just data managed security services and functionality, to accommodate IAM consulting services. by 2010 bn scale-and-standardised management or business analytics. source: gartner The research firm delivery needs. how big is the challenge of managing unstructured data? It is a huge puzzle that we are trying to Dell unveils zero-client solve. according to an estimate, there is 998 exabyte of data across the world, and I am sure the number must have already hardware for enterprises grown, considering the staggering pace at which data is growing. close to 80% of this data is unstructured in nature. You have TEch TIDINGS | Jumping on the the e-mails, blogs, tweets, videos, audio, virtual desktop infrastructure etc... and the stack is piling up. (VDI) bandwagon, Dell has launched its first zero-client what should the it manager do to device for enterprises. Accord- cope with this challenge? ing to the company, its existing There are a few things that IT managers FX100 will support the new must do. first, put a data management VMware View 4.0 app and PC- policy in place. This would help decide how over-IP streaming technology to classify and store data. Second, there is through a firmware upgrade. a need for improvement in the data quality, According to the company, the Photo graPhy: Jaya n k narayanan so that it can be meaningfully used. finally, device that is expected to hit the It offers rich evolutionary successor they can choose a solution that lets them Indian markets by end of May multimedia sup- to thin clients with even deal with such issues. for instance, Ibm will minimise the chances of port and faster fewer chips inside. The recently released cognos content analyt- hardware failure, as compared to response as com- company expects it will ics that brings the world of analytics to the more traditional thin- or fat- pared to standard be able to penetrate the unstructured data. client desktop PCs that have been virtualisation and market with its attractive converted for VDI use. streaming codecs cost option beginning US Zero clients are the $500 (per device). by Jatinder Singh 8 it next | m a r c h 2 0 1 0
  • 15. update Indian enterprises too tech alliance emC, intel risk-averse, says ISACA to secure Lack of cloud engagement rSa, the security division of Emc, and budget is teaming up with Intel and limiting Vmware to build a transparent enterprises’ infrastructure for business-critical ability to take cloud services. The partnership in- IT-related tends to chart a way for technolo- business risks gies to combine and boost security in the cloud networks. The proof of concept will be used by service providers to help customers build private clouds within firewalls, or build cloud-like services. It will combine authen- tication technology inside Intel processors with Vmware technol- ogy that will collect data from physical and virtual infrastructure TEch TrENDS | One in three IT profes- management, 30% stressed that and then feed it to rSa’s security sionals in India believe that companies business lines were not willing to fully platform, which, in turn, will iden- should take bigger risks with IT busi- engage in risk management. tify potential threats. ness projects. According to a recent The survey also revealed that lack The information will then be ISACA survey, 34.4% of India’s IT pro- of engagement was the top hurdle handed to governance, risk and fessionals believe that organisations while addressing IT-related business compliance software that have been are too risk-averse and may be missing risks, followed by budget limits (29.6%) created by archer Technologies—a out on opportunities to increase value. and uncertainty of how to tailor best company recently acquired by the The global association of IT practices to the environment (18.1%). Emc. These controls will help com- governance, security and assurance Interestingly, compliance with panies enforce differentiated policies professionals, with over 5,000 government regulation did not emerge in private clouds such as formulate members in India alone, recently as the top driver for organisations’ physical hardware types that may conducted a survey of 463 IT risk management activities. Instead, help run virtual machines. professionals. While more than 85% 41.1% respondents said that aligning according to the companies, of these respondents indicated that current functionalities with business third-party vendors are expected to their organisations were effectively needs was the primary reason for risk start offering services based on the integrating IT risks into overall risk management programmes. proof of concept within six months. News @ GooGleCHIEF EXECUTIVE CAROL BARTZ it be believed. She took a potshot at War? Vs China: Was is to just a Word Google bloG YES, IF YAHOO’S while talking to the media at the company’s birthday bash | Miguel Helft in his blog <http://bits.blogs.nytimes. com/2010/03/02/a-yahoo-birthday-party-with-carol-bartz> Bartz suggested that Google flip-flopped on whether it would stay in China, or not. “It looked to me like it was more of a statement than an action,” she said commenting on Google’s January 12th threat to pull out of China. “If they wanted to pull out, they should have pulled out,” she said categorically. m a r c h 2 0 1 0 | it next 9
  • 16. insight | technology trends bi & ba Page 16 security Page 12 data centre transforMation Page 20 Virtualisation Page 24 enterprise unified coMMunications Mobility Page Page 28 32 10 it next | m a r c h 2 0 1 0
  • 17. social Media xaas Page Page 48 44 p e o p l e w h o M a d e i t h a p p e n Green priVate it cloud Page Page 36 40 m a r c h 2 0 1 0 | it next 11
  • 18. Security Policy revisited A successful security implementation must rest on the foundation of a sound security policy, which in turn should not just address the potential threats, but also the compliance requirements jo Jose, GM—Syste Jo ms Un ,G n tN in Gr air oup ,M anag er—it, Ara me x sing, Manager v sub nt ram wa —i an B al t, i i an nd ,c oA SO s ia & DG n Fu segear M, iDBi B ank 12 it next | m a r c h 2 0 1 0
  • 19. Security | insight Security has remained among the most challenging and perennial con- editor’s cerns of IT managers for the last few years, increasingly so because of the note dynamically changing computing and communication paradigms, largely initiated by the Internet and accelerated by a host of newer platforms and devices. As long as computing was largely desktop-dependent and notebook users were few, information security concerns were limited too, until first the Internet and later the USB drives arrived to give information portability disruptively new meanings. Ever since, security has been a nightmare for IT managers. The surge in notebook adoption and the associated growth of wireless networks has add- ed to the woes of IT managers, while the advent of smart phones has further complicated matters. and just when IT managers were beginning to arm their enterprises with new security arsenals, the mother of all breaches—the social networking sites and the ilk—surfaced, and then grew at a colossal pace, making all ‘security controls’ go flying in the wild. That’s right! Security controls don’t seem to work anymore in traditional ways! The answer to the problem lies, to a large extent, in setting up a policy-based security infrastructure. 75 over in today’s 2.0 world, how does one protect an organisation’s information assets that are poten- tially exposed to a cross-continent Facebook user policy continue to be plagued with the problem of its ineffectiveness. In this background, let’s look at organisations globally % base of 400 million? some of the essential objectives that a experienced cyber attacks A sound stepping stone to the answer, no security policy must be able to achieve. in 2009 doubt, will begin with a security policy that is Regulatory and legal compliance: Source: STaTe of enTerprISe thorough and relevant in today’s context. The IT (Amendment) Act 2008, which SecurITy 2010, SymanTec But, a ‘security policy’ itself is no new got notified in November 2009, requires that a concept and its importance has not been organisations must put due mechanisms in place emphasised any less any time. Yet, a large to ensure information security and privacy. A number of organisations still don’t have the new entry in the Act in the form of Section 43A policy in place. In fact, many of them are yet reads: “Where a body corporate, possessing, to fully grasp the seriousness and relevance of dealing or handling any sensitive personal data having such a policy in the first place. or information in a computer resource which Also, many organisations that do have a it owns, controls or operates is negligent in m a r c h 2 0 1 0 | it next 13
  • 20. insight | Security red Per-record cost of data breach t Aler (average coST per-record of a daTa breach, 2005-2009 In $) $250 $200 $150 182 197 202 204 $100 138 fy 2005 fy 2009 fy 2006 fy 2008 fy 2007 $50 $0 SOurce: PONeMON iNStitute/PGP A security implementing and maintaining reasonable security practices and procedures and accepted and acknowledged security framework as a benchmark that is best policy thereby causes wrongful loss or wrongful in sync with your organisation’s and document gain to any person, such body corporate industry’s characteristics. should cleArly shall be liable to pay damages by way of compensation to the person so affected.” ISO 27001 provides a standard security framework that has been implemented stAte the Effective communication of objectives: by a large body of organisations. The response For the policy to be effective, it should be Data Security Council of India (DSCI), process to able to unambiguously define the security objectives of the organisation and ensure set up by Nasscom in August 2008, has formed a framework for data security and be followed that they are easy to read and understood privacy, listing 16 best practices that are an in cAse of An by all employees. extension of the ISO 27001 standard. incident Moreover, a process has to be put in place to ensure that any changes in policy The DSCI framework aims to address needs of IT BPOs, service providers, have not just been mailed to employees banking and financial services, but also that the changes have been read manufacturing, e-Governance, telecom, 13 and understood by employees with a fair PSUs and e-commerce organisations, amount of clarity. especially those dealing with overseas Clear statement of responsibilities: clients. DSCI is also said to be planning The policy should be able to clearly development of an implementation state and define the m e t h o do l o g y t h at various information addresses technical and million users in 190 countries and security roles. Roles and responsibilities could operational information needs. range from preparing Risk assessment and 31,901 cities affected by security policy and response mechanism: the mariposa botnet this making necessar y It is an important role year changes, communicating of the security policy and enforcing those document to state how Source: panda SecurITy changes, measuring risk assessments are to the effectiveness of the be performed. Realistic communication and the risk assessments impact of any changes, are key to successful response mechanism to be employed in information security implementations, as case of a security incident, and even the the right assessment also sets the basis for escalation procedure to be used by an establishing an effective control point in employee in case a security incident is not the security infrastructure. attended to within a stipulated timeframe. The policy document should also be Adherence to security framework: able to clearly state the exceptions to be It’s always a good idea to select a generally observed and the response process to be 14 it next | m a r c h 2 0 1 0
  • 21. Security | insight followed in case of an incident. especially in areas of social networking and micro blogging. Password tAking A fUnctionAl view of A popular solution under the STM length distribution secUrity category is Unified Threat Management a study from data security The manner in which security of infor- (UTM), offered as an appliance that serves firm Imperva that analysed mation and IT resources is ensured in an multiple functions such as firewalling, 32 million passwords exposed organisation should ideally have a direct intrusion prevention, antivirus and anti- in the shocking rockyou.com correlation with the functions that it (secu- spam protection at the gateway level. breach, showed that only 40% rity) is expected to perform. Security and vulnerability enterprises used mixed letters So it’s important to first look at the management (SVM): In an enterprise and numerals to form their functional genres of security and what context, SVM can be closely linked with the passwords. they imply for today’s enterprises. Broadly, security policy for maximum effectiveness. these can be classified under umbrella Specifically, security incidents as per the 3.81% 1.62% segments: definition of the policy document can be Identity and access management: recorded and classified under different IAM systems are important from the point vulnerability heads. Further, policy-based of defining a wide range of information actions can be taken to mitigate future security and privacy controls across vulnerabilities. 36.94% 41.69% the organisation. Typically, an IAM system comprises four key components- over to imPlementAtion -authentication, authorisation, user While a robust policy document will management and central user repository, provide the necessary guidelines for of which the last one is of paramount implementation as well, the actual imple- 15.94% importance. mentation is a different ball game. And An IAM system enables, for the benefit who will know this better than IT manag- Mixed letters and numeric of the IT manager, IT users’ complete ers who, while not averse to an occasional Only numeric organisational lifecycle mapping in a single indulgence in 30,000ft views of IT, always Only lower case view—right from the identity creation to have an announced liking for operational Only upper case authorisation awarding to the deletion of details in the regular course! contains special characters identity in the event of the user leaving the A number of views to implementation organisation. Controls such as user ID and exist and are practiced too, but the most password authentication are taken care of methodical approach to addressing by IAM. security concerns in today’s dynamic IAM also allows implementation environment will be to view the entire of department and role-based access gamut of security from the functional authorisation to enterprise-wide segmentations: information and database resources and Implementation of IAM, STM and can be used for implementation of more SVM can be carried out using either complex controls as well. an appliance, standalone software, or a An increasingly important role and mix of both. In business environments benefit of IAM is that it takes care of a with complex security requirements, IT variety of compliance requirements on the managers may be better off roping in an IT way. integrator. Secure content and threat Another implementation view could be management (STM): This department of of taking into consideration aspects such as security includes enterprise firewall/VPN perimeter security, endpoint security and products, wired and wireless network information security. It is important to note intrusion and prevention products, here that given the rising regulatory and resoUrces messaging security, and web security, compliance-related mandates, a forward among other such software and appliance looking security policy will need to information technology (Amend- ment) Act, 2008 products. accord highest importance to information http://www.mit.gov.in/download/ There is a growing relevance of STM security, followed by endpoint security and it_amendment_act2008.pdf systems, attributed in large part to the perimeter security. Developing information security policy unprecedented rise in Internet traffic and http://www.sans.org/security- the phenomenal success of Web 2.0 sites, editorial coordination: deepak Kumar resources/policies/ m a r c h 2 0 1 0 | it next 15
  • 22. BI & BA enterprise shArpeners Bi and BA tools enrich decision-making faculties in enterprises, helping them analyse past business performance and assign future targets by way of predictive analysis Lakshman, Man nu ag Bi er Am — i IT tK ,H um ond ar, a Siel Sr Manager Cars Ind —I T ia ,C ns o s hale t ru na th an n n, Jt M en ct ga an io n n ag Kh Link ra e et s ar r— pa BI l, S TS ,M r Ma ahindra & Mahi nager, Relia nce dran nf I F r na as i cia tru lS ctu er vi re ces 16 it next | m a r c h 2 0 1 0
  • 23. BI & BA | insight Only a few years ago, organisations existed, functioned and competed in an editor’s age of information. Today, many of them struggle in an age of information note overload! Information no longer provides a competitive edge. Too much of it in fact leads to indecisiveness, and therefore a lack of competitiveness. Dynamic and smart organisations no longer chant the information mantra; they practice the “in- telligence” raga instead—business intelligence (BI) to be precise! Various views of BI exist, but from a functional viewpoint it broadly covers querying, reporting, online analytical processing (OLAP) and business analytics (BA). However, in recent times, the BA genre has matured to a greater relevance than other BI functions. While BI tools are typically more focused on measuring business performance using assigned metrics, Ba takes a predictive approach to business performance, using insights gained from a relatively vast set of data. Both, of course, serve as decision making tools. The good news for enterprises is that IT managers are particularly aware of the need for BI/Ba 73% deployments, as evidenced by the ranking assigned by them in the February survey of IT Next. BI/Ba While was adjudged No. 2 in the survey, second only to Security. indian enterprises use the global economic slowdown caught many help their organisations captivate on spreadsheets for generating enterprises unprepared, resulting in dwindling new opportunities in the recovered reports and mIS, only 27% use market share and exorbitant losses. Though economy. And here the role of an IT BI tools there were umpteen other factors responsible for manager is evolving from a provider to SouRCe: IT NexT, DeCeMBe R 2009 this sudden shock, many organisations suffered facilitator or enabler. because of incorrect decisions made on the basis In a world that is flooded with data, BI of incomplete or inaccurate information. and BA tools help compete better. Enterprises Sure, lessons have been learnt. Enterprises therefore are deploying these tools for improved that were not equipped enough to deal with CRM, better supply chain management, and the disruptive changes spawned by the global enhanced marketing and financial performance financial crisis have since warmed up to BI and management. BA tools. From data generation being the focus area in Market intelligence teams in enterprises are earlier days, the shift is now to a realisation of its now placing greater emphasis on such tools to efficient and smart usage. m a r c h 2 0 1 0 | it next 17
  • 24. insight | BI & BA Why Bi/BA impLementAtions fAiL? Lack of Lack of Stressing specialize communica- Erroneous Poor govern- more on long skills to align tion between data quality ance models term produc- business and analysts and tivity benefits IT objectives management reALity checK integrity issues, which lead to incorrect BI and BA tools help businesses to seg- projections, making a forecast go haywire. ment their customers, as per the buying So it’s important to ensure integrity and behaviour and individual preferences. This structural aspects of data and its storage. Get a clear enables them to differentiate among vari- A key challenge seen by IT managers understandinG ous customer levels and needs and align their products and services accordingly. is in terms of recognition for BI as a cross- organisational initiative in the enterprise from the However, any realignment should also and support from senior management. vendor on be quick enough to reap actual benefits. For Another set of challenges is mainly due the kind of instance, given the kind of opportunities that exist in the Indian telecom market, to the presence of heterogeneous systems in the enterprise. BI projects are meant to performance a telecom company cannot afford a integrate, analyse and deliver information improvement timeframe of six months to analyse the derived from all areas of business. However, the company customer behaviour for a set of new value added data warehousing and CRM systems should be will Get after services they intend to there in place to enable BI deployment offer. It stands to lose out and BA implementations. a fortune if the analysis- Many organisations to-delivery cycle is more are still way behind in than a month. terms of establishing the So it’s not enough to core transaction systems deploy the intelligence which is a deterrent to Through 2011, organisa- and analytics tools. It is successful deployment tions using applications equally important to first of BI applications. In establish benchmarks the lack of a sound data to support a perform- and set goals that the organisation needs warehousing solution, BI tools will only ance-driven culture will to achieve by deploying such tools. serve the purpose of “garbage in, garbage 30 outperform their peers by Since BI and BA solutions are meant out.” Also, as organisations move to for providing competitive intelligence and clouds for data storage, heterogeneous improved performance management, it’s environments come into play and lead to also important to find out the solutions that portability and integration issues. are best suited for the industry in which It is important to remember that % your organisations operates. Get a clear understanding from the vendor on the kind organisations are fast moving beyond the traditional reporting and analysis tools. They So uRC e: GARTNeR of performance improvement the company are increasingly banking on capabilities that will get after deployment. could assist them with targeted data mining, True, you will not be able to figure out the dashboarding, collaboration, statistical RoI by carrying out these checks, but some of analysis and dimensional analysis. the yawning gaps between the need and the Moreover, there has been a growing uptake offering will certainly get addressed. of customised analytical and intelligence tools. Some enterprises have felt that impLementAtion chALLenges standardised models are too complex and A major reason for the failure of a BI imple- inadequate in meeting their needs effectively. mentation is that data is often not stored in In order to reap desirable benefits from a the desired way. Worse, there are also data BI and BA implementation, it is important 18 it next | m a r c h 2 0 1 0
  • 25. BI & BA | insight Check your deliverables while Business requirements: Document the data that captures and formalises business-centric evaluatinG requirements for the organisation’s BI solution. This will help in guiding all subsequent phases and deliverables. a solution it subject area diagram: a high-level diagram of business-critical functional areas to make is important logical relationships between them. It establishes a topical framework for the information to have a architecture of the BI solution. complete Key performance indicators: This is an important document that specifies metrics to ad- dress corporate or functional performance based on analysis of business-critical subject areas understandinG and identified areas of opportunity. of the vendor’s reporting requirements: This will help articulate end user reporting requirements for targeted service level intelligence, the associated delivery channels, frequency of updates and access methods. capabilities current Bi architecture status: Document that identifies reviews and assesses the state of organisation’s existing BI components and supporting infrastructure. It also provides a sum- mary of the BI components that may be leveraged in subsequent phases. conceptual Bi design: This document contains high-level design specifics and associated processes for extension of the existing BI components and future components represented in the organisation’s BI Framework. It also summarises the integration of source systems and data and the client model into the BI solution. pilot recommendation: Document recommending a limited-scope implementation of BI so- lution targeted to a single functional area or data set with the goal of achieving a high-return, low-risk result. SouRCe: CGI implementation plan: Document that proposes the next steps for implementation of the pilot BI solution. Included in this document are the project plan, resource requirements and cost estimates. to ensure that the information flow happens hospitality, media and financial verticals, to the right stakeholder in a seamless Oracle offers products for interactive manner. It is also important to monitor and dashboards business intelligence and review the process on a periodic basis, to analytic capabilities. In fact, the Oracle effect any required changes, without which solution is aimed at providing capabilities it will turn into a fruitless exercise. for ad hoc analysis, proactive detection and alerts, advanced reporting and publishing, WhAt’s in store? mobile analytics, and desktop gadgets. BI tools are now widely used in indus- Sybase’s IQ analytics server is another tries like insurance, telecommunication, interesting solution present in the market. It is IT, healthcare and finance for competitive a column-based database management system advantages. A number of vendors today for analytics-optimised query performance. offer BI and BA tools and services, some When evaluating a solution, it is of which are SAP, Oracle, Sybase, SAS, important to have a complete understanding MAIA, Wipro, and IBM. of the vendor’s service level capabilities. The One of the solutions designed for financial solution’s flexibility and ease of use are some and business analysts is SAP’s Business other key parameters for selection. Objects Voyager. The solution is aimed at online BI applications, no doubt have immense analytical processing (OLAP) of data through pay-off potential if implemented effectively. resources multi-dimensional data sets. Its Business They can help organisations increase their Get your analytics right Objects Set Analysis solution helps identify and business agility, decrease operation costs, http://www.sybase.com/files/ track good customers, bad suppliers, and at-risk and increase market share by improving White_Papers/analytics-from-the- Start-WP.pdf customers, and how they impact the business. customer acquisition and retention. A vision for BI While MAIA specialises in providing www.mwsug.org/proceedings/2009/ intelligence reporting solutions for Editorial coordination: Jatinder Singh appdev/mWSUG-2009-a08.pdf m a r c h 2 0 1 0 | it next 19
  • 26. Data Centre transformation enter Gen 3.x the transformation is about getting rid of silos, leveraging IT assets optimally and having a data centre that is green and lean, to respond to business needs on the fly Deshpan e ndra de, V ir DG Ja m c ,r ob eli Li an v in ce t ston ech ser vices r —i e, manage t, e B nikun C lu skar, Gm—mar jK Pa ket i ng ar ia K S , & am it —i ,e t, n xce l industries Dt V imagine 20 it next | m a r c h 2 0 1 0
  • 27. Data Centre transformation | insight In IT Next’s February survey, IT managers ranked data centre transforma- eDitor’S tion as the third most important trend for 2010. But more significantly, they note ranked it No. 1 on the utility parameter. So when it comes to the utility value, IT managers prioritise data centre transformation even over security, which incidentally ranked No. 1 on an overall basis. That is not without reason. Data centre transformation has become a necessary primary step to sup- port the dynamic IT needs of today’s increasingly 2.0 organisations. In fact, many IT managers would have long kick-started this transformation and pushed it through, but for the sudden onslaught of slowdown that pushed it off their priority lists, for economic considerations known to all. also, the silo characteristics of IT organisations—courtesy an unavoidable fallback of the IT evolution process—make it difficult for IT managers to align IT seamlessly to business needs. Indeed, many data centres still exemplify an air-conditioned quagmire, or in better instances, a ware- house of IT boxes. This range from servers, switches, and of course, intertwined bundles of patch cords. Often, proprietary clusters of solutions are housed, aimed at serving specific requirements of specific departments. By virtue of their being, these clusters in the data centre still champion the cause of removing a Enterprise 1.0 characteristics, increasingly less relevant in the 2.0 era. single x86 server from a data centre will save more than An immediate question that comes to mind is while talking about data centre transformation is why 3.x, particularly when enterprises are yet to fully transform into 2.0 entities. While there can be multiple answers to the question, the simplest one evolution and hence the term 3.x. So let’s first look at some of the key elements of data centre (DC) transformation. $ 400 a year in energy costs alone SOurcE: GarTnEr will be that a 3.0 data centre will provide a necessary UnifieD architectUre: no SiLo foundation on which a 2.0 enterprise can be built. PLeaSe Data centre vendors started propagating the This is the first and foremost part of an effective transformation to a 3.0 set-up about three years transformation story, as a DC transformation is ago, and now that sure signs of an economic essentially about moving on to a next-generation rebound have been evidenced, IT managers can networking and computing environment that very well paddle up the transformation process. enables and fosters convergence of different net- Meanwhile, the key elements of transformation work views and hues. have undergone continuous refinement and For such converged view to become a reality, m a r c h 2 0 1 0 | it next 21
  • 28. insight | Data Centre transformation it is important that there is a unified unified data centre fabric will also be able fabric in place that brings in an effective to provision for consolidation of voice and consolidation among diverse network data networks in the enterprise. environments such as the Ethernet, InfiniBand, Fibre Channel and iSCSI. Data centre VirtUaLiSation: it’S While with 10G, Ethernet holds aboUt money the promise of addressing the speed There are clear and measureable benefits of requirements of Fibre Channel (FC), it has carrying out virtualisation in a data centre or still fallen short of addressing no-packet-loss across data centres in the enterprise. Given and other important characteristics of FC that high redundancy levels of servers and that are essential to requirements of mission- storage resources are common in data cen- critical applications. tres, a virtualisation strategy can result in With IEEE Data Centre Bridging immediate benefits in terms of server and standards in place, storage rationalisations. Virtualisation Ethernet is more robust Application virtualisation of a data than before, but the standards on their own also leads to substantial savings in data centre costs. centre brings don’t ensure a loss-less Fr o m the IT in a leVel of service, which is key managers’ point of abstraction proposition of various unified fabric solutions view, virtualisation of a data centre brings in a and pooling of from the vendors. level of abstraction and it resources, These solutions have pooling of IT resources, which comes added specific network components to make the which comes handy in aligning IT with business handy in lossless feature a part of the data centre objectives. This is because virtualisation aligning it and architecture. presents a view of IT resources that is more business This unification not only simplifies the network view but also provides logic-oriented rather than operations- oriented and hence is more amenable to substantial savings in terms of operating such alignments. and management costs for diverse sets of However, the most significant benefit of networks. DC virtualisation is that it sets the basis for An important aspect to be noted here data centre evolution in a well architected 5-20 is that of convergence, of voice and data. manner rather than an ad-hoc manner. The unified data centre architecture and At the same time, there is often a risk of networking should take into consideration falling for an ad-hoc approach to data centre that voice is increasingly moving from virtualisation itself, which can defeat the % TDM based environments to IP, which is already the widely used protocol for very objective of virtualisation and lead to significant hidden costs—and complexities. fewer servers being data communication. Going forward, the Instead, it is okay to have a phased approach deployed due to rationalisation and consolidation programmes Data centre tierS SOurcE: GarTnEr tier 1 tier 2 tier 3 tier 3 Concurrently Basic data maintainable Fault tolerant centre Redundant The architecture This provides This performs components supports multi- multiple active the essential Has redundancy, ple distribution distribution roles of a data but over a single paths, but has paths, along centre but has no distribution path only one active with redundant redundancy channel at a components given time 22 it next | m a r c h 2 0 1 0
  • 29. Data Centre transformation | insight How to transform? it managers Optimising data center for better business outcomes, key domains, people, process, and can draw technology can rapidly become a complex exercise. hence, a critical success factor in measurable transforming the data center is to have an integrated and structured approach. The proc- ess can be catogorised into five logical and manageable phases, each of which add value benefits by and can be taken up as independent projects. installing Strategy: This phase encompasses planning for current and future data centers and map- energy ping out how the data center will grow with your business. monitoring and Design: This stage refers to building the best possible facilities and IT infrastructure for management your technology and business needs. software in the transition: This stage involves shutting down redundant data centers and deploying new, data centre more efficient ones. operation: This stage involves the ongoing maintenance and enhancement of one or more solutions. soUr Ce: HP continuous improvement: This phase is characterised by consistently improving service levels and responding to new business requirements. to data centre virtualisation, provided that The use of green cabling solutions, those all the phases are well considered parts of a that lead to cables with thinner diameters or thoughtfully defined transformation strategy, those that employ intelligent patch panels, with a clear roadmap. can greatly improve air flow within the racks as also across the data centre, thereby further manaGinG heat: air eVerywhere reducing the cooling requirements. Spiralling power and energy costs alone In case of new build-outs, ‘green’ has to be are strong reasons for making ‘green’ a core grounds-up. The overall design and layout of part of data centre transformation strat- the data centre has to be such that it facilitates egy. While virtualisation also has some air flow and its management and reduces by-products that add to the greenness of a dependency on artificial cooling. data centre, standalone green strategies can While these three elements—unified result in more significant and measureable architecture, virtualisation and green— benefits for an organisation. form the core of a data centre transformation For example, IT managers can identify strategy, the existing and prevailing best inefficient and energy hogging servers and practices would continue to play their roles. chart a phase wise plan to replace those by In fact, an effective data centre smarter form-factor servers that are more transformation strategy can work in tandem energy efficient. with several of the existing best practices. Too often, data centres operate with Another important thing that can more-than-surplus cooling equipment, drive data centre transformation to which ironically is an accepted way of the extent of making it mandatory, fighting off ‘hot spots’ that get built up without saying so, is compliance. in certain zones, largely due to air-flow More particularly, in industries like deficiencies in the data centres. Experts BFSI and Telecom, it is already a reSoUrceS have pointed out that most of the data requirement to preserve customer data Data centre efficiency calculator, centres suffer from the problem of over- for a stipulated number of years. A with dashboard feeding, and that the solution lies in policy and standards-based approach http://www.emerson.com/edc/calcu- lator/default.aspx identifying the hot spots and facilitative to data centre transformation will help airflow in deficient zones. IT managers can organisations address such compliance Unified fabric: Benefits and architec- ture of virtual i/o draw measurable benefits also by installing and regulatory requirements. http://www.cisco.com/en/uS/ prod/collateral/ps6418/ps6423/ energy monitoring and management ps6429/prod_white_paper0900a- software in the data centre. Editorial coordination: Deepak Kumar ecd80337bb8.html m a r c h 2 0 1 0 | it next 23
  • 30. Virtualisation Full CirCle? it uses the same concept that was applied to the Big Irons of the much older computing era, but the avatar is new and so are the application areas, the users, and the implementers dan, GM ep ak Ma —i De t, D Sa l ti F sh Na id u , sr. M —it anager , Ye sB Shiv S an ,M Reddy anager— han k d a sa it ka Pr & r Si ad ng mi h, nis DGM trati —it, BsE ind ude s on, Prel ia yst em s 24 it next | m a r c h 2 0 1 0
  • 31. Virtualisation | insight Virtualisation has an element of romanticism to it, being a technique first editor’S used in 1960s—the early days of computing. Those days, it was used to note maximise the return on a mainframe computing investment, by way of partitioning the heavily priced “Big” resource into several virtual machines that could be used to run diverse application instances in parallel. Then, with the advent of the PCs and the distributed computing era, mainframes gradually lost their dominance and general relevance, and so did virtualisation. Decades later, with the growth of the Internet and the subsequent dot-com boom, x86 server environments mushroomed, to the extent that the data centres they populated got riddled with RoI concerns akin to those associated with mainframes of the sixties. and therefore, virtualisation got its relevance back, was reincarnated and dressed to serve a purpose in today’s complex IT environments, often loaded with redundancies, particularly at the server, storage and network levels. Today, a case for virtualisation for the desktop and the applications has also been estab- lished and we hope to see more of these implementations as offerings get more robust, and successful 1.7 deployments are illustrated. In the meantime, a phased approach to virtualisation—implementing it first in areas that are not mission-critical, but could lead to measurable cost benefits, would be a recommended one. million servers will be shipped for meeting virtualisation needs in 2010. This will be 14.6% of all From a technology perspective, virtualisation computing environments today bear physical servers expected to be has crossed the big chasm of hype that segregates little semblance to those of the pre- shipped in the year an idea and its practical uptake. Unlike many yesteryears. sourcE: GartnEr other technologies that can drum up lot of poten- tial in theory but fizzle out when it comes to a Saddled on the server, ground-level implementation, virtualisation has desktop next found a good number of takers in actuality. Virtualisation has already gained much credence While from a global standpoint, it’s the on the server side, with many of the big data cen- technology’s second coming, IT managers in tres already hosting virtual machines and the India do not enjoy benefits of a legacy exposure needs for high availability, disaster recovery of the sixties, though such an exposure would and consolidation driving home the case for vir- anyways have little meaning, given that the tualisation. Concerns for rising costs of power m a r c h 2 0 1 0 | it next 25
  • 32. insight | Virtualisation and energy—the resources that a typical Benefits of virtualisation data centre guzzles by the gallons—further strengthen the case for virtualisation. The list of benefits starts building up in no time... Lower physical Consolidation of But, beyond these discretely servers disk space measureable benefits, another significant, and somewhat strategic, reason why enterprises are increasingly warming up to virtualisation is because it sets a basis Dynamic Increase in Ability to run for organisational agility and dynamism. provisioning of server uptime multiple OS For example, virtualisation makes hardware provisioning of additional computing resources, such as storage or new The new kid applications a fairly seamless and quick on The block process, usually achieved through a dashboard. Little wonder that IT managers a virtualised environment that, say, pri- oritises cost benefits over high-availability, is deskTop who have tasted the benefits are quick to also holds the potential to give an IT man- or clienT recommend server virtualisation as an ager a sleepless night. virTualisaTion, optimisation strategy. Today, server virtualisation is a So while virtualisation has gained a foothold in the enterprise space, it is yet to which is mature technology. Organisations that become all pervasive. That pervasiveness mosT suiTed have reached a certain level of server can only come through technological for larger redundancy but have not yet kick-started the process may well be advised to go for maturity. As that happens, IT managers can get comfortable with the idea of end- organisaTions it. The same holds true to-end virtualisation for storage and network and the benefits that it virtualisations, though will offer. Until then, with somewhat lesser part virtualisation will degree of priority. continue to make more Meanwhile, the new business and IT sense, 50 kid on the block is desktop while also providing or client virtualisation. a solution that can be This is especially suited, trusted as fairly robust. and is also cost effective, for very large to large Vendor & liCenS- of all x86 architecture % organisations. Here, typically, blade PCs are hosted in the data centre, and users can access their desktops ing iSSueS Pricing and after-sales service are the two biggest grouses that IT managers have with logically from any thin client terminal. the vendors. It is not uncommon to hear IT server workloads will run The blade PCs are virtualised such managers from smaller firms and com- on virtual machines in 2012, that in case of a failure, another blade is panies complain of neglect bordering on up from 16% in 2009 assigned to the desktop. This also takes unprofessionalism, as the vendor is com- sourc E: GartnE r, 2009 care of a number of information security- pletely focussed at servicing big accounts. related issues, as data no longer resides on Given that virtualisation is a new the physical desktops at users’ ends. concept, IT managers expect a higher level of involvement of the vendor during the not yet miSSion-CritiCal implementation phase, and even during There are still areas of concern when it the initial days of the post-implementation comes to hosting mission-critical applica- phase. That has been lacking. tions in a virtualised environment. Tra- Another area of concern is the ambiguity ditionally, such applications have resided in licensing terms. The problem arises on dedicated servers, so in case of any dis- when the IT manager has to manage ruption, the issue can be isolated and the multiple licenses even when he or she has impact can be restricted. By comparison, virtualised the infrastructure. Till recently, 26 it next | m a r c h 2 0 1 0
  • 33. Virtualisation | insight Key issues with virtualisation given ThaT Like any other technology, virtualisation too comes with its own set of challenges, and IT virTualisaTion managers are bound to face problems at different stages of implementation. is a new Planning and analysis: IT managers and companies face tough task analysing the existing concepT, iT IT infrastructure—hardware and software components—while planning the migration to a virtual infrastructure. The next big task is to conduct a thorough examination of licenses of OS managers developers, as well as independent software vendors (ISV). expecT higher running the virtual infrastructure: vendor companies usually experience prob- involvemenT lem integrating the virtual infrastruc- during The ture with the existing heterogeneous elements of the physical IT infrastruc- iniTial phases ture. There is also a need to deploy specialised servers to manage virtual systems, monitor load, and allocate servers for backup. Besides, at this you might also experience problems with using virtual platforms in SaN. Not all platforms support a wide range of equipment and the popular iScSI protocol. also, you will find it difficult to introduce virtualisation solution into the data storage networks without a specialist. maintenance of virtual infrastructure: Once the system is up and running, a big task for any IT manager is that of scaling up the operation. The other major tasks at this stage include maintenance, defining centralised control, security, and access right management. These on- going and repetitive processes can be quite monotonous. licensing has been an issue that has consumption of power, but the technology resulted in virtualisation being a bumpy also raises a fresh set of challenges, ride and not a smooth sail, though vendors especially in terms of greater cooling needs. are now taking corrective measures. Since virtualisation enhances CPU utilisation to nearly 80%, the heat the green angle generated by a virtualised server is also Virtualisation is also touted to be a green- comparatively higher than the server promoting solution, so much so that many that runs only one application. This puts enterprises gain a strong sense of being an additional load on cooling-led power green simply by virtualising their servers. requirements. VMware stated that for every server However, the industry is taking virtualised customers can save about 7000 measures to address such concerns. KW hours or four tons of CO2 emissions Overall, benefits of virtualisation are every year. It said approximately six not just for the IT manager but promise to million desktop computers and servers had make the CFO glad as well. And as energy reSourCeS been virtualised using VMware software, prices continue to rise while IT budgets Virtualisation energy cost calcula- which saved around 36.9 billion kilowatt will probably never be the same again, tor: http://www.apcmedia.com/ salestools/WTOL-7B6SFc_r0_ hours of electricity each year—more than more and more enterprises will look to EN.swf the electricity used for heating and cooling virtualise their servers and data centres. How it management can ‘Green’ the entire country of Denmark. It’s surely a virtual street ahead! the data center: http://download3. Undeniably, virtualisation does lead to vmware.com/elq/pdf/2530_how_IT_ management_can_Green_the_Data_ server consolidation and therefore reduces Editorial coordination: Shashwat Dc center.pdf m a r c h 2 0 1 0 | it next 27
  • 34. EntErprisE Mobility Unwire for Growth enterprise mobility significantly boosts an organisation’s efficiency and productivity while offering immense flexibility to the employees on any device any time Agar wal, M u rag ana An ge ra r k — es it h ,b Mo sEs han , project Man age Fl r, yt Push Kumar, Manage kar xt k e pa r— it ra De , j, M tr an iven ag i in e r— frastructure & ret it, Express De ai ve ls lop er m v ic en es t 28 it next | m a r c h 2 0 1 0
  • 35. EntErprisE Mobility | insight There has been considerable debate as to what are the key components of eDitor’s enterprise mobility. The broad agreement has it that it comprises the hand- note held device, the enterprise WLAN and the mobility applications. Some stakeholders add peripheral input devices such as barcode scanners and other input devices to the enterprise mobility portfolio, given enterprise mobility’s vast adoption in businesses like retail, transportation and logistics and hospitality. And of course, security remains a close-knit segment. Enterprise mobility handhelds vary from vertical to vertical, not only in terms of form factors but also in terms of the compute capability of the device and its ruggedness. So while a Blackberry remains the better known face of enterprise mobility, and is also well suited for the white collared employee, it is not a preferred choice in industries and businesses that relate to hazardous environments such as oil and gas exploration or mining. Even manufacturing environments will be better served by tougher devices. Indeed, there are a variety of rugged and semi-rugged handhelds and notebooks that work well in such environments. The enterprise mobility space has matured significantly in terms of offerings and there is much for IT mangers to pick and choose, based on their organisations’ needs. Enterprise mobility market in India is projected 1,881 to reach Over the last few years, mobile devices have in various form factors that can handle Rs rapidly and deeply penetrated enterprises at a both voice and data applications. cRoRe root level, thanks to their immense value as cor- Apart from notebooks that are getting porate productivity tools. The competitive busi- more and more affordable, a host of ness landscape has further prompted enterprises handheld devices are there to serve as by FY 2015-16 to take strategic initiatives in making their work- key enablers of mobility. SourcE: FroST& SullIvan force mobile. A study by Frost & Sullivan says the Devices like PDAs, smart phones and enterprise mobility market in India clocked notebooks are rapidly being adopted by revenue of over Rs 346 crore in FY2008-09, enterprises to support workers and help them and was estimated to reach Rs 1,881 crore in stay productive while being mobile. And with the FY 2015-16. help of various on-the-go applications built into the devices, organisations are able to increase ChAllenGes for it MAnAGers their efficiencies effectively. Indeed, enterprise mobility has freed employ- There is no dearth today of functional devices ees from the inflexibility of a wired desk. m a r c h 2 0 1 0 | it next 29
  • 36. insight | EntErprisE Mobility What are the best practises for im- What are the plementing a cost- organisational and effective mobility have all risk man- processes changes Planning strategy? that will maximise agement aspects such as programs, enterPrise benefits? controls, policies mobility and procedures have been thoroughly Key questions that needs checked? Is the infra- to be addressed when structure ready have the cost going for an enterprise for deployment issues related to mobility deployment. of enterprise infrastructure, mobility? enterprise servers has proper training and license fee and education with has due been analysed? respect to the associ- diligence been ated risks of using de- conducted in a vices been provided rigorous man- to employees and ner? partners? However, this new-found freedom has integrating new mobile applications with the introduced a number of new challenges enterprise network. Mobile data traffic on for the IT manager. Mobile enablement of business wireless networks is These challenges are getting multiplied applications such as sales force automation 131 expected to witness with the growing adoption of wireless in (SFA), customer relationship management the organisation. While (cRM), and supply chain wireless was considered management (ScM) offer to be an overlay network immense benefits for in the past, enterprises enterprises. For attaining % are now using it more and more as a mainstream these efficienc ies, effective collaboration CAGr between 2008 and 2013 medium, given that it is between the handset quicker to deploy and manuf acturers and SourcE: morgan STanlEY, FEBruarY 2010 promises lower overall application providers is total cost of ownership also very crucial. (Tco) than a wired An aspect of enterprise network. mobility is also to connect However, enterprise and integrate employees’ mobility is much more than the mere adoption mobile device to the corporate PBX. This of wireless networks, PDAs, notebooks and brings in the benefit of a single number other such devices. It is about a number of and voicemail box for the mobile employee, applications being enabled over the mobile apart from access to richer PBX-based devices. This brings in the associated features as well as features available on challenges of porting the enterprise-wide the mobile device. Again, this gives rise applications to mobile devices and also to integration requirements and related 30 it next | m a r c h 2 0 1 0
  • 37. EntErprisE Mobility | insight issues, which need to be addressed at the IT manger’s end. is not achievable, specific compatibility parameters and operating systems must While enterprises should regard mobile be specified and adhered to. Wireless Was data akin to an IT project, rather than Also, employees should be trained well considered to a communications deployment. This implies that companies deploying mobile on safe usage of the devices. They should be told which precautions are to be taken in case be an overlay data today need to work with a variety of the device gets lost or stolen. Basic security netWork companies. It is unlikely that dialogue with measures such as changing passwords in the past, a mobile operator alone (as is the case for the purchase of mobile voice) will suffice. regularly, exercising caution about posting or submitting confidential data, and not doing enterprises The likely option for a one-stop approach an auto-save for passwords will go a long way are noW using would be to work via a systems integrator. in ensuring that the mobile devices are not it more and IT managers should also look for vendors with wide-range device support. easy entry points for security attacks on the enterprise network. more as a There are thousands of new devices coming A provision in the security policy should mainstream into the market every year and it is foolish ensure that sensitive documents that can medium to design an app for a particular handset or embarrass or negatively affect the image even an oS. Instead, IT managers should and reputation of the organisation is not quiz vendors on their device and oS stored on mobile devices. support and how their transcoding engines Digital rights management (DRM) are going to be future-proof. should be applied to prevent data to be synchronised or transmitted by undue seCUrity issUes means, so as to block any malicious or As enterprise mobility makes extensive careless breach. use of wireless networks, the boundaries In spite of all the precautions, it must be are often very porous in nature. This poten- noted that whatever encryption method tially introduces new vulnerabilities in the is used, the device is at risk anytime it enterprise network, which in turn means leaves a secured perimeter. Therefore, that security threats rise manifold. any mobile platform must be viewed as Therefore addressing security issues always unsecured and treated as a vector becomes an integral part of an enterprise for major loss. Such a view will help put up mobility deployment. Safeguards should an effective quarantining process in case of also be put in place to monitor and protect a breach or a threat. mobile assets throughout their lifecycles. These measures must take a strategic whAt’s in store? view of IT and security. Ideally, relevant and While RIM continues to dominate the adequate changes should be made at the market in e-mail access solutions, compa- security policy level to effectively address nies like Unisys and Tech Mahindra have security issues related to enterprise mobility. offerings in the space of eRP, wireless data, Besides having policies for strong cRM, field force automation (FFA), sales encryption and inbuilt password force automation (SFA), and supply chain protection, the devices should be managed management (ScM). from a central console, so that maintenance Motorola is also offering wireless and support activities can be carried out network solutions (WNS), aimed at without physically bringing the devices providing customers with multi-vendor back to the premise. flexibility and seamless connectivity. It is also important to ensure that the The company is also expected to release choice of mobile devices is such that the a mix of eight new products and solutions resoUrCes enterprise mobility landscape doesn’t over the next few weeks to cover the full building unified enterprise mobility become too heterogeneous. In the total spectrum of indoor WLAN, outdoor strategy http://www.silicon.com/white-papers/ absence of standards, it becomes really wireless mesh, point-to-multipoint, it-infrastructure/2007/05/01/build- challenging for an IT manager to provide point-to-point networks and voice-over- ing-a-unified-enterprise-mobility- strategy-60370690 the required level of support. It will be ideal WLAN solutions. When enterprise mobility matters to go for a single type of device, at least http://www.articles-database.com/ for common business objectives. If that Editorial coordination: Jatinder Singh viewarticles.php?articleid=17212 m a r c h 2 0 1 0 | it next 31
  • 38. Unified CommUniCations mUltimodal qUadplay UC overcomes limitations of standalone communication media and enables users to navigate from one mode to another, from within the same window S atish, manager— KR it ,d as h h is an h uk Ku aa ma grite r, manage ch r— it, Ke w P ajay K re inha, Leader—t c is jS ech pa ira ion no n de dh l y, og d y, Gm d ell —it Perot , B L Kashyap &s ns o 32 it next | m a r c h 2 0 1 0
  • 39. Unified CommUniCations | insight Enterprises are faced with the urgent task of aligning their business proc- editoR’S esses to the needs of a market place that is suddenly very dynamic. It is note witnessing ever new technologies, supported by innovative marketing strategies. And often, there are disruptions in the forms of aggressive pric- ings, new competitors, and fast changing customer needs. On the enterprise front, organisations need to be dynamic and responsive enough to be able to cope up with the pace of this new global market place. And to achieve this, it needs to be agile at forming new market strategies and reducing time to market. In turn, teams internally will need to speed up the development process while working in cross-geography environments. It is equally important that the partners and suppliers are also in sync with the enterprise trans- formational needs and initiatives. Throughout, the focus will be on two aspects—people and processes—and also on establishing an effective and harmonious interplay between the two key aspects. and this interplay will be achieved only with a communication framework that is pervasive, device- and platform-independent, fosters teamwork and above all, catalyses business and process transformation. Enter the world of multimodal communication. Enter Uc. Business communication has become rapidly multimodal, driven by enterprises’ need for reaching out to customers, partners and need and the case for adoption of unified communications (UC) in the enterprise. While many organisations The Rs 5,000 Indian Uc market is Cr employees in a swift and targeted manner. have already embarked on the journey, dominated by enterprise This, however, has brought in new and are at various stages of UC maturity IP telephony complexities and integration issues in the curve, several others are actively system, and enterprises have been exploring considering its deployment. ways to simplify their communication channels. In simple terms, UC involves blending of At the same time, organisations are also various real-time communication channels on looking at adding capabilities to their existing a single platform, thereby assisting businesses communication systems so as to enrich them. to resolve query in the easiest possible manner And while they do all this, they also want to in the course of a given session. Some of the reduce their communication cost that has been commonly accepted components of a UC solution going up rapidly. include e-mail, unified instant messaging, IP All these requirements are pushing the telephony, audio/video/web conferencing and m a r c h 2 0 1 0 | it next 33
  • 40. insight | Unified CommUniCations Key benefitS of UC Developing cost savings Transforming Streamlining better through collaboration business business customer consolidation processes processes service mobile applications. expertise of vendors in general and they Businesses are also evaluating the often lack good-quality graphical user capabilities of UC for better integration interfaces (GUIs), detailed performance of the communication functions with the data and even general usability. Since the core business applications. In fact, the During deployment phase, it is advisable architecture post-recession economy has seen many to avoid the integration of UC applications of uc iS Still a companies, strictly adopting policies of reducing their travel budget through video with the corporate wide area networks (WAN). On the surface, this may appear to evolving, the and web conferencing. be the right way, however, implementation According to Frost & in reality it will result into Should be Sullivan, the total market size of UC that was an extremely complicated networking scenario. It flexible pegged at $670 million also increases the cost enough to in 2008 is expected to significantly. accommodate cross $1 billion mark in 2010. While enterprise A better approach is to identify pain points by the IP telephony holds the addressing areas that can evolutionary major chunk of the total, help derive maximum changeS components like tele- presence, conferencing, benefits. Implement UC in such areas initially. mobility and collaboration make up for However, it is important to note that the around 10%. architecture of UC is still evolving, and therefore, the implementation should modUlaR appRoaCh be flexible enough to accommodate the The real challenge comes in consolidating evolutionary trends. The indian UC market is voice, video and data onto a single net- Network performance, security, $1bn projected to reach work. In this context, it’s important to first reliability and ease of usage have to be analyse if the existing corporate network thoroughly tested before rolling out the is ready to deal with the proposed deploy- solution. A modular approach can help IT ment. managers identify issues at an early stage The deployment needs to be a highly and solve them. tailor-made process and demands an Also, avoid getting into a vendor lock-in by 2010, up from $670 effective strategy that should be based situation by implementing proprietary on the current and future business solutions. When moving to a new million in 2008 requirements. application, it is always a good idea to SoUrcE: FroST & SUllIvan IT managers must record users’ conduct pre-deployment testing. behaviour and business processes before finalising a UC solution. It is important the bottleneCKS to understand that since no single While UC proposes a number of offerings solution has the capability to fit all user to enterprises, issues such as too many requirements, it is advisable to choose from devices, too many platforms, non-avail- the components that a particular solution ability of bandwidth, and unavailability of or vendor offers. standards often come in the way of a full- However, if you are building a multi- blown UC deployment. vendor UC solution, monitoring of tools Enterprises also face the challenge becomes all the more critical. Also, of defining the collaboration needs monitoring solutions are not a core across the organisation. Every worker, 34 it next | m a r c h 2 0 1 0
  • 41. Unified CommUniCations | insight Checklist to be addressed. VoIP termination related avoid issues, especially with regard to PSTN, are l make a blueprint of the critical com- a deterring factor. integrating munication needs of the organisation unified l Determine the rate of change and the capabilities required VendoR landSCape Many vendors are now aiming at delivering communication l list out the long-term benefits that fully hosted UC solutions with the capabili- applicationS you want to achieve from the solution ties of providing the same user experience with corporate l Identify the best suited Uc compo- as the on-premise converged office solution. Cisco has added Manager 8.0 Session wide area nents that gives you quickest roI to its basket recently. This version of Cisco network l ascertain how the options will inte- grate with the current infrastructure UC manager provides aggregation services during the l Evaluate if the existing resources can for legacy PBXs, devices, and applications. It provides connectivity to fixed and deployment be managed to meet Sla require- mobile carriers via SIP trunks and allows Stage ments customers to rapidly deploy UC and new l Evaluate and compare vendors’ exper- collaboration applications cost-effectively. tise and new technology offerings The company has also forayed into l conduct pre-Uc deployment testing enterprise social software to furnish enterprise-ready tools to connect people l communicate with employees and or- and provide integrated experiences ganise a training session to make them with policy, security, scale and real-time familiar with the new technology communications. These can be integrated with the UC solutions as well. Avaya’s One-X Unified Access Suite of department and a group have their applications is also an interesting solution own set of mechanisms through which to watch out for. It provides access to they collaborate and they are far from business communication tools in both real- homogeneous. For instance, what might time and non-real time environments. be a meaningful collaborative model may For Datacraft, integration of unified not be an ideal model for the editorial communications with third party department of any media organisation. applications is the latest technology addition. Similarly, while few groups prefer face In the contact centre space, Sify has to face interactions, others prefer tools like introduced UC as a service. The solution Skype or Yammer to interact. Therefore, is integrated with the customer business it is nearly impossible to meet the user process or systems like the CRM, marketing requirements through a common UC campaign, database integration, and solution. computer telephony integration. It uses For an IT manager, it is vital to take a a software-as-a-service (SaaS) model for pre deployment survey to understand delivery, which does away with the need for the collaboration requirement of each an upfront capital expenditure (capex). department or a group of users. The For enterprises looking to evolve their answers of 4W’s and 1H—who, when, what, voice communications, Business Octane why and how—needs to be noted before offers audio teleconferencing solutions deploying any new tools or solutions. like Altra Clarity and Xtra Clarity. These The overall strategy should revolve promise high-end audio conferencing around the applications enabled by UC capabilities for enterprises. technology, collaboration and knowledge UC can help enterprises proactively ReSoURCeS sharing. It is critical to evaluate the connect with customers for information collaboration needs of each business and insights. Components like IM and Building competitive advantage http://uc.att.com/regain_momentum/ department before making any roadmap. presence can be used to seamlessly connect slides/fs_whitepaper.pdf Another bottleneck is the low customers to domain experts for real-time Building UC strategy penetration of Voice over Internet resolutions. http://www.adobe.com/products/ acrobatconnectpro/webconferencing/ Protocol (VoIP) that is a cornerstone of pdfs/connectpro_unifiedcommwhite- UC. There still are regulatory limitations Editorial coordination: Jatinder Singh paper_1_09.pdf m a r c h 2 0 1 0 | it next 35
  • 42. Green IT Problem slayer! Green it can be used to save substantial power cost, meet corporate environmental responsibilities, and to stay prepared for aligning with the compliance requirements when they kick in kar, GM— il shan Tec an h In K f V ra ra s ng tru an ctu than re, Shoppers Stop —IT , Sr GM ,B ran d satis Ho um ar D, Chief M hm us yK an ah er ja ag aj Vi etail er s an — IT ,H ,T ead he IT (In H im alaya Drug C frastruc res tu om ), p ra an y ym on d 36 it next | m a r c h 2 0 1 0
  • 43. Green IT | insight One of the tasks of Hercules, in ancient Greek mythology, was to kill the eDitor’s 9-headed serpent-like beast Lernaean Hydra. The Greek hero apparently note was stumped by the fact that every time he chopped one of its head two more grew back in place. Finally, he devised a workaround to slay the Hydra. Today’s IT manager has to deal with a many-headed serpent of a different genre—inefficient use of IT resources that has come to plague organisations in a monstrous way. Concerns range from low server utilisation to HVAC issues in the data centre, and even the cumulative power consumed by desktops, that often remain switched on for days in a row. In fact, if one were to list down the most used buzzwords in tech circles today, green IT will surely find a prominent place. moreover, after the onset of the economic crisis, green’s role and relevance has expanded beyond environmental and ecological concerns of organisations. The slowdown has made more and more organisations wake up to the financial benefits of deploying green IT. Green’s return on investment is not only substantial, it is measureable too, something that cFOs like very well. 40 The pre-slowdown resistance to green IT is melting away fast. over green is soon going to be the norm rather than an exception. An organisations’ journey to green will ideally systems in the organisation. This way of profiling will also help in creating a green policy, which can employees keep their Pcs % begin with evaluating how brown it is. While the then be shared with the employees on standby mode when data centres and assembly-line systems are the as their involvement is sought to leaving for home known devils when it comes to gobbling power, the make a green strategy successful in the seemingly innocuous desktops are no saints either. organisation. It is important to put a mechanism in place to measure power consumption by functional Green is mainstream departments or by IT sub-systems, or even While vendors had already started promoting better by both. Power-spend patterns for these green IT before the economic crisis took the can then be ascertained for monthly cycles, and world by surprise, the cost of deploying it was subsequently for quarterly cycles. then considerably high. The crisis therefore In other words, the idea is to prepare derailed much of the green initiatives across energy profiles of various IT components and enterprises. m a r c h 2 0 1 0 | it next 37
  • 44. insight | Green IT Quick take The total carbon footprint of the ICT sec- tor—including personal computers (PCs), peripherals, telecoms networks and devices, and data centres—was 830 mt co2e, about 2% of the estimated total emissions from human activity released in 2007 EncouragE usErs to switch off thEir Pcs A good market development is that the candidates for initiation. A simple step whEn lEaving cost of deploying green IT has come down significantly from the earlier levels, as IT of activating the power management on a PC will make a big difference. Further, from work. this vendors now ship green IT more in the users should be encouraged to switch off will crEatE mainstream than in a niche. their PCs when leaving from work. This usEr lEvEl IT managers can use the opportunity to achieve green-readiness, perhaps will help create awareness at the user level across the organisation. awarEnEss before compliance requirements make it The next stop can be the data centre, across thE mandatory to have a certain level of green where interestingly, the bulk of the organisation IT in the enterprise. Yes, sooner than later, environmental expenses are not on processing of the information but on cooling of the standards will be defined which will lead to equipment deployed. Cooling is about making deployment of green IT mandatory 60% of the power costs in a data centre in the enterprise, at least partially. In such because of generally high inefficiency 50 a scenario, a ‘green’ enterprise will surely levels. A way to go green here is to carry nearly have some instant competitive advantage. out virtualisation and consolidation, which There are already live examples where will not only save power costs directly but companies in India, also through reduced merely by realigning u s age. Imp r ov i n g % their systems have started ventilation and air flow drawing measurable across the data centre will benefits under their also help bring down the of power used by most Clean Development cooling requirements and computers is wasted as Mechanism (CDM) costs considerably. heat jettisoned by fans initiatives. Some of the well-known companies builDinG a case who have implemented for Green projects as per CDM One of the challenges guidelines include faced by IT managers is Gujarat Ambuja Cement, to convince top manage- Jindal Vijayanagar Steel, and Indian Rayon ment about the benefits of going green. Just & Industries. talking about return on investment doesn’t cut much ice here. It important to list down taKinG the initial stePs the foreseeable cost savings, the measures Good deeds begin in small packets, they that will be used to calculate the benefits, say. Likewise, when it comes to the imple- and the timeframe in which the cost of mentation of a green policy, PCs are ideal green IT will be recovered. If benefits 38 it next | m a r c h 2 0 1 0
  • 45. Green IT | insight Managing enterprise e-waste thE biggEst India faces a mounting problem of e-waste with only 5% of it being managed by author- nightmarE for ised recycling agencies. The rest is treated by the informal sector. according to maIT, over any it managEr 94% of organisations in the country do not have a policy on how to dispose obsolete IT products and e-waste. here is what you can do to deal with the problem is to figurE out extend hardware life: another way managing e-waste is to extend the life of IT what to do with hardware. This reduces the demand for new hardware and amortizes the environmental thE EquiPmEnts impact of manufacturing over a longer period. that wErE not Donate it: charity and re-marketing could prove an effective strategy for reducing the dEsignEd with volume of e-waste getting into the informal recycling sector. however, make sure that the grEEn it in mind products and equipments that you plan to donate are in good working condition. Do not donate junk. work with authorised recyclers: Lot of vendors these days offer buy back recycling facility. So, be sure to check the same before you sign on any new hardware procurement deal. For the existing IT assets, deal only with authorised recycling agencies. are listed by way of comparison with the right set of green IT requirements suited ‘brown’ IT, it will facilitate quicker decision to their organisations so that they can making and approval of green IT budgets. float an effective request for proposal that Excepting greenfield scenarios, a specifies the green specifications clearly phased approach to green IT deployment and firmly. This will rule out the possibility is recommended. It’s neither advisable nor of vendors trying to push products that required to deploy green IT by ripping off have a green marketing exterior basis just existing systems that have not completed a few parameters but fall short on a green their usual lifecycles, as that will lead to a standard’s set of parameters. sudden peak in e-waste generation and will The biggest nightmare for any IT defeat the very purpose of going green. manager, however, is to figure out what It is also recommended that IT managers to do with the equipments that were not identify pockets where green IT will lead designed with Green IT in mind. While to quick and measurable returns, and use the pace of information dissemination for those as success studies to pitch for wider- a greener planet has gained ground of late, scale deployments. These smaller projects the IT equipments were not designed to will also serve as pilots that provide the meet the green planet initiative standards. insight and experience for larger green So, what does an IT manager do with projects. these equipments? A bigger task at hand is to convince the management to junk beware of browns these equipments and ask for fresh IT Another major challenge faced by IT man- investments. agers lies in a confusing plenitude of ven- It is also important for the IT manager to dors and products, as there are a number of sensitise the management on the economic companies eager to sell their wares under benefits of phasing out these equipments the garb of green. Right from servers to that are most often power guzzlers. IT networking cable, everything is painted managers also need to identify vendors resources green these days. In such a scenario, it is who are designing green products, and White paper on reducing energy mighty difficult for an IT manager to make need to work towards framing policies usage http://download.intel.com/it/pdf/ a choice, let alone make a right choice. for managing enterprise eWaste. Keeping reducing_Energy_Use_In_Offices.pdf A way out of this jumble is to pay abreast with best Green IT practice is How IT management can ‘Green’ the attention to the details and to stay informed another challenge they face. data center http://download3.vmware.com/elq/ about the developments in the area of green pdf/2530_how_IT_management_ IT. This will help IT managers identify the Editorial coordination: Shashwat Dc can_Green_the_Data_center.pdf m a r c h 2 0 1 0 | it next 39
  • 46. Private Cloud Gated computinG if you can’t dump the existing it infrastructure and jump onto the public cloud bandwagon, private cloud is just the right answer for you Kumar meher, v chetan ma ay aj P— it nj re k ,S ar on ,S ye re nter xecu tainment tele e ms tive—Syst vi ,S sio ky n p pr abo ak na t h p r a s a d pi l dh Se an l a, pr cu r g Ch Ja ab ities ie hu fM gh an age ate r, Kota , Manager— k Mah Staf i ndr fa aB nd an W k eb sit e, i dBi Fortis 40 it next | m a r c h 2 0 1 0
  • 47. Private Cloud | insight It took a long time for the term “cloud computing” to be reasonably de- editor’s mystified, though pockets of ambiguities still remain. And then we started note hearing of various classifications of the cloud--public clouds, private clouds and hybrid clouds. (Public cloud is nothing but the infrastructure powering the Internet itself.) There is significant haze surrounding the private cloud, the misuse of which has caused much confusion among the IT manager fraternity. Well, to use an analogy, a private cloud is to a public cloud what an intranet is to the Internet. Again, remember the days when every organisation rushed to deploy an intranet of its own? Like- wise, today organisations are deploying private clouds on the lines of the public cloud. There are benefits, and yes, there are limitations too! There is no frenzy of the intranet phase to be seen, as the IT usage is much mature now. Typically, only organisation that are fairly large and have a sizable IT infrastructure to be leveraged will be among the early adopters. The other reason to do so is that a private cloud generally sits atop a virtualised infra- 5 structure. hence, organisations that are high on the virtualisation implementation curve are the ones that are more suited for private cloud deployment. in many ways the very term Private Cloud is within the enterprise. Only % a misnomer of sorts, as when you talk of cloud So is private cloud all hype, no companies currently rely computing it often refers to computing resources substance? Indeed not. solely on cloud computing over the Internet. But private cloud essentially Many enterprises, particularly the technologies for their IT needs means a caged cloud infrastructure within bigger ones that were keen to go on the enterprise itself. Usually, private clouds the cloud and make use of the scalable Source: KelTon reSearch, 2009 are virtualised architectures existing within infrastructure and adaptability but were private data centres, though varying greatly in unable to do so because of their existing configuration and usage of technologies. As of investments, are finding private cloud a good now, there is no fixed definition or standard for starting point. Usually for banks and telcos that private clouds. are vary of hosting their data on public space, the Newer advances in virtualisation and private cloud is a good starting point. distributed computing have allowed data centre Since, private cloud is configured to function administrators to effectively become service behind a firewall, the procedures to deal with providers that meet the needs of their customers disparate data becomes much easier. Also, the m a r c h 2 0 1 0 | it next 41
  • 48. insight | Private Cloud fact that the IT manager no longer has to on-premise infrastructure. That is also depend on Internet connection to be able to not the case with private clouds, as much process the data only makes the task all the of the infrastructure still exists within the more easier and streamlined. enterprise itself. However, a big benefit When compared to public clouds, here can be in terms of operating hassles private cloud is definitely more secure and being taken over by a third-party provider. robust since the data in this case resides in the data centre within the organisation How about scalability? itself. Thus, there is an additional layer of Another attraction of the public cloud is Building a security that can be ensured for the same. the high degree of scalability it offers. For private cloud The other big thing that seems to be instance, enterprises are able to expand environment working in the favour of cloud computing is the ability to run multiple OS almost and contract the computing resource allo- cation dynamically through a dashboard is not merely a without a hassle. based on their changing technological However, the best thing or seasonal requirements. event; it about cloud computing is the ability to be better So a sudden spike in demand can easily be met changes prepared for the troughs with a few clicks and the management and crest in the demand computing bandwidth is processes, for computing. Yet, the challenges increased. While private cloud organisational of going on the cloud operators do promise culture, and remain, irrespective of that its scalability will relationships whether it is public or private. be equally dynamic, that is usually not the case. with Business Since these private clouds exist behind partners is it cost advantaGeous? enterprise firewalls, any increase or The biggest attraction of going on the cloud decrease in resources is not so seamless. has always been the low costs associated Also, the private cloud is further limited with the paradigm. With the provision- by the scalability provided by the vendor, ing of computing power and resources so an expansion will be only as hassle-free remotely, companies are able to scale as the provisioning the vendor has done down their capital expenditures signifi- towards that end. cloud services cantly. Indeed, cloud computing has came market to touch 150bn as a panacea to the smaller organisations can implementation be cHal- that are keen to expand but are not able to lenGinG? because of financial considerations. Conceptually, a private cloud will look But the private cloud is a lot different great on paper, but it is much more complex $ than the public cloud, especially when it comes to capital expenditure (capex). It is certainly not cheap, mainly because it a task to make it a reality in the organisa- tion. IT managers really need to work hard to make it work, and the problem increases in 2013, up from is owned and operated by the enterprise manifold if they have huge legacy infra- $46.4 billion in itself. Also, other benefits of scalability structure in place. The biggest obstacle 2008 and access to various resources that an arises due to lack of system management Source: GarTner, Feb 2010 organisation can accrue from going on the tools that can synchronise the data centre cloud are not there of the same magnitude functions with that of the cloud. Usually, and flexibility. While, a private cloud virtualisation software provides an easy implementation lowers the cost somewhat dashboard for quicker management, but while operating the same infrastructure, it that is not enough for an effective integra- is no where compared to the public cloud tion. cost advantages. For the private cloud to be really Most significantly, by going onto effective, the IT manager needs to create the public cloud, companies benefit a checklist of all the functions and then significantly in terms of the real- automate. And finally, one must remember estate gains made by doing away with that while private clouds are more secure 42 it next | m a r c h 2 0 1 0
  • 49. Private Cloud | insight Creating a private cloud though private While conceptually private cloud might look great on paper, there is lot of complexity in mak- clouds are ing that a reality. IT managers really need to work hard to make it work, and the problem more secure, increases manifold if they have huge legacy infrastructure in place. The biggest obstacle there is a need arises due to lack of system management tools that can synchronise the data centre func- tions to that of the cloud. usually, virtualisation software provides an easy dashboard for for proper quicker management, but that is no piece of software that could effectively integrate the attention hybrid infrastructure. for managing also for the private cloud to be really effective, the IT manager needs to create a checklist compliance, of all the functions and then need to automate. and finally, one must remember that while software private clouds are more secure than the public ones, the issues and challenges of privacy and compliance remain the same. licensing and hence, proper attention needs to be paid to issues likes compliance and regulatory issues, sla issues software licensing, availability, scalability, service-level agreements (Slas) and employee satisfaction. The best way to tackle the issue is a piece-meal approach, wherein the infra- structure is upgraded in a phase-wise manner. This will help the IT manager gain confidence over the new technology and also limit any disruption and disturbance that might crop up during the transformation. than the public ones, the issues and be difficult to break, so the SLAs should challenges of privacy and compliance be designed in a way that is mutually don’t just melt away. In particular, proper beneficial--and binding too--for both the attention needs to be paid to compliance parties. The fact that most of the private and regulatory issues, software licensing, cloud service providers are also hardware availability, scalability, service-level and application vendors, the agreements agreements and user experience. typically tend to tie you down to a single The best way to tackle the issue is a piece- platform. So it is important to exercise due meal approach, wherein the infrastructure caution before putting the final ink on the is upgraded in a phased manner. This will agreement document. help the IT manager to gain confidence Building a private cloud computing over the new technology and also limit any environment is not merely a technological disruptions that commonly crop up during event; it also changes management the transformation. processes, organisational culture, and relationships with business partners and will switcHinG tHe provider customers. Therefore, the private cloud cause niGHtmare? approach needs to be very holistic to make Another big headache for the IT manager it easier for the enterprise to make good is in terms of defining service levels with ‘cloudsourcing’ decisions. the vendor or making any changes in case In the days to come, private cloud of dissatisfaction. Even in a public cloud services will be a stepping stone to environment, changing a vendor can be a public cloud services and. It will also be nerve wrecking experience. This is because reasonable for some organisations to use porting data from one cloud to another can both private and public cloud resources resources be very cumbersome, especially since most in a hybrid manner. As analysts have Cloud ready network architecture of these clouds are not interoperable. The also point out, for many large enterprises, http://www.bladenetwork.net/ scenario is more or less the same when it private cloud services will be required for userfiles/file/0210a290b9d59d40- WP_cloud-ready_network_archi- comes to private clouds as well. many years, perhaps decades, while public tecture.pdf In the case of a private cloud, the client cloud offerings get mature--and secure Busting nine cloud computing myths is tied up with one vendor, who has enough. http://www.infoworld.com/d/cloud- computing/busting-nine-myths- committed resources and infrastructure cloud-computing-260?page=0,1 based on the agreement. This tie-up can editorial coordination: Shashwat Dc m a r c h 2 0 1 0 | it next 43
  • 50. XaaS early Days? Pockets of maturity and reliability do exist, but commonplace support in terms of SLAs is still a missing feature, and it is difficult to measure and implement too K sharma, g esh He yo ad — su E s hi RP lK ,D um PJ ar, L indal eader—IT, M Group ara th o n nager—IT, B sheel , Ma El irla aG jha ec Ty us tric O r ai s e n, s As soc iate eer, S/W Engi n Im pe tu s 44 it next | m a r c h 2 0 1 0
  • 51. XaaS | insight First a chicken-and-egg question: did the concept that initially start off eDitOr’s with software-as-a-service catch the fancy of an e-commerce behemoth nOte like Amazon, which saw an opportunity in offering its spare server capac- ity as a Web service, on a pay-per-use basis? Or, was it the other way round—the onset of Web services led to experiments in SaaS? (After all, it’s the Internet that made such concepts thinkable in the first place.) Whichever is true, the concept has really taken off such that the markets are abuzz with phrases like software- as-a-service, hardware-as-a-service, platform-as-a-service, infrastructure-as-a-service, and so on. Indeed, the era of everything-as-a-service—XaaS—has begun! From IT managers’ perspective, issues like connectivity and reliability often tend to push XaaS aside in favour of traditional on-device licenses. moreover, since XaaS is often delivered over the cloud, it would be difficult to form service level agreements that don’t have elements of haze built-in, which is something IT managers would certainly not appreciate, and rightly so. For now, it will be safe to stay with those XaaS offerings that have matured and have received favour- 58 able feedback from user organisations, especially when it comes to deploying enterprise-wide applica- tions that need a high uptime. organisations will maintain % An immediate question that comes to mind is mature SaaS as a concept in a clearly current levels of SaaS in next while talking about data centre transformation is demonstrative manner. In fact, web two years, while 32% will why 3.x, particularly when enterprises are yet to mail service providers already have substantial revenue streams coming expand, and 5% each will fully transform into 2.0 entities. While there can be multiple answers to the question, the simplest by way of powering e-mail services of discontinue and decrease one will be that a 3.0 data centre will provide a some very large enterprises. levels Source: GarTner necessary foundation on which a 2.0 enterprise A discussion on XaaS would be can be built. best initiated and the developments best As is common to all new technologies, various exemplified with the mention of two pioneers: XaaS offerings have shown varying degrees of Salesforce.com and Amazon. maturity and robustness, though the early Salesforce.com is undoubtedly regarded as a teething problems seem to be over and behind. SaaS leader, with its pronounced focus on CRM. The web mail services, which individual The company is now also firmly positioned in users and smaller organisations are already other XaaS categories such as platform-as-a- familiar and comfortable with, helped test and service. m a r c h 2 0 1 0 | it next 45
  • 52. insight | XaaS amazOn s3: simPle The service has been built to fulfil stOraGe serviCe the following design requirements Scalability It can scale in terms of storage, request rates, and support for an unlimited number of web-scale applications. It uses scale as an advantage: Adding nodes to the system increases its availability, speed, throughput, capacity, and robustness. Reliability It can store data durably, with 99.99% availability, with no single points of failure. All failures are to be tolerated or repaired by the system without any downtime. Speed The service is built to be fast enough to support high-performance applications, with server-side latency being insignificant relative to Economic Internet latency. Any performance bottlenecks are fixed by simply slowdown has adding nodes to the system. promptEd EvEn Cost-effective Amazon S3 is built from inexpensive commodity hardware components. traditional As a result, frequent node failure is the norm and is not likely to vEndors to ADAPTED, SouR cE: WWW.AMAzon.coM affect the overall system. It is aimed at being hardware-agnostic, comE up with so that savings can be captured as Amazon continues to drive down diffErEnt infrastructure costs. forms of pay- Simplicity Building highly scalable, reliable, fast, and inexpensive storage is pEr-usE options difficult. The S3 service aims to do it in a way that makes it easy to use for any application anywhere. Amazon’s Elastic Compute Cloud (EC2) product or the license, it has seen a rapid is among the best known, which according embracement by enterprise over the past to Amazon, is a web service that provides couple of years, given the constraints posed The Caas market is resizable compute capacity in the cloud. It by the sudden economic crisis. 2.3bn estimated to touch is designed to make web-scale computing However, it is important not to consider easier for developers. pay-per-use and XaaS EC2 can be used as inseparable concepts. $ in conjunction with In fact, pay-per-use Amazon Simple Storage was employed by XaaS Service (S3), which providers more as a by 2011, up from is web-based storage matter of strategy than $251.9 mn in 2007 service, as also with a compulsion. Economic Amazon SimpleDB and slowdown has prompted Source: GarTner Amazon Simple Queue even traditional vendors Service (Amazon SQS) to come up with different to provide a complete forms of pay-per-use solution for computing, options... for that matter, query processing and XaaS itself can be a storage across a wide range of applications. viewed as a delivery strategy, which has Benefits and considerations worked so well that it’s now set to become The most important benefit of XaaS lies the new paradigm. in the associated pay-as-you-use model, The pay-per-use model, however, which allows user organisations to avail the is not something even XaaS vendors IT product or facility without committing may necessarily hold on to under all an upfront expense for procuring the circumstances. A contract pricing for 46 it next | m a r c h 2 0 1 0
  • 53. XaaS | insight Embracing SaaS Xaas can bE a For any given application or function, you can determine your SaaS readiness by plotting good bEt whEn your organization’s needs and expectations on each continuum, using the below Figure as nEw softwarE a guide. or solutions ing tra DitiO nal “ P u r e ” sa as for non-corE Lic ens functions arE owenership/per- petual license flat free subscription Metered subscription bEing tEstEd, ion Lo c at as it lowErs on-premise Appliance Internet “cloud” costs and risks ma na gem ent in thE EvEnt of a corporate IT Application service provider (ASP) Service level agreement failurE (SLA) each continuum can be subdivided into three segments, representing traditional, SaaS, and hybrid approaches. If you mark all three segments in the rightmost column, you’re ready to explore making the move to SaaS. marking all three segments in the leftmost column means you should probably stick with a traditional on-premise solution for this application. any other combi- nation suggests that a hybrid approach might be appropriate; explore the marketplace to ABRIDG ED, S o uRcE: HTTP://MSD n.MIcRoSofT.coM/En-uS/ LIBRARy/AA905332. ASPX see if you can identify any solutions that are right for you. Finding the right place on each continuum involves taking a number of considerations into account: Political considerations: Sometimes, the decision can be short-circuited by resistance from within an organization. Test-drive deployments might sometimes help convince risk- averse managers to approve pilot projects. technical considerations: If an important application requires specialized technical knowledge to operate and support, or requires customization that a SaaS vendor cannot offer, it might not be possible to pursue a SaaS solution for the application. Financial considerations: Factors that can affect the Tco of a SaaS application include the number of licensed users; the amount of custom configuration you will have to perform to integrate the SaaS application with your infrastructure; and whether your existing data centres already provide economy of scale, thereby reducing the potential cost savings of SaaS. legal considerations: Some industries are subject to regulatory law in different parts of the world, which imposes various reporting and recordkeeping requirements that your potential SaaS solution candidates cannot satisfy. XaaS is very much possible and may be idea to look for success studies and robust applied for the benefit of both the buyer proofs of concepts when evaluating a XaaS and the vendor in instances of large user offering. organisations. It is also important to explore the resOurCes XaaS can be a good bet when matured possibility of entering into service level and proven offerings are being considered. agreements with XaaS vendors and service Linking SaaS software pricing to value It is also worth considering when new providers, wherever possible, as it will http://www.readwriteweb.com/enter- software or solutions for non-core make the vendor more answerable in cases prise/2009/01/linking-saas-software- pricing-to-value.php functions are being tested, as it lowers costs of outage or other such failures. SaaS architecture maturity model and risks in the event of a failure. For other http://www.infoq.com/news/2008/02/ staple application areas, it’s always a good editorial coordination: Deepak Kumar saas-architecture-maturity-model m a r c h 2 0 1 0 | it next 47
  • 54. Social Media beyond emails! social media is naturally suited to the communication needs of a flat 2.0 world, and harnessing it will provide the much needed competitive edge to the enterprises a I yer, He d—iT, Nd KY TV Su b ha K Ru d ra , r —iTManage ,U sh a M r Srivast va, ad Divya ar uka Ver tin h mi ad n— m G ro a, up M i aG T, a M dv —i anc T, R e Steel Tubes ns R iT Solutio 48 it next | m a r c h 2 0 1 0
  • 55. Social Media | insight One would still remember that not many years ago, paper documents formed editor’s the staple life of businesses, as well as IT departments in enterprises. While note the hard copy has not yet been done away with, and although the paperless office remains an elusive entity, one can’t stop wondering why IT and business functions shouldn’t move uninterrupted without the hard copy. That’s because today’s IT managers—and even their peers in other functional departments— by virtue of their respective professional exposures in the years gone by, now belong to the e-mail generation. Indeed, e-mail is the primary mode for written communication today, having long ago displaced hard-copy letters from the position. But if, as the cliché goes, change is the only constant, then the primary mode of written communication will also change once again, in favour of yet another mode that is probably superior, more flexible and can be accompanied by more features. True, just as organisations would have found it hard to function without the hard copy barely a decade- and-a-half ago, they won’t be able to imagine a world without the e-mail today. Similarly, whether you like it or not, social networking tools have already started to lead the way for yet another genera- tional shift in the way enterprises communicate. 53,000 people use IBm’s internal so- cial media tool SocialBlue SoURce: SocialM ediaexaMiNeR.co M the good old e-mail was organisations’ first tryst The shift to the 2.0 enterprise is not with digitised communication and is currently a in isolation; it’s driven by the needs of flagship representation of Communication 1.0 in a new generation consumers and users, enterprises, which themselves are transitioning to increasingly empowered by a rapidly flattening the next level, in terms of their structure, dynamics world… after all, the celebrated author Thomas and the go-to-market approach. Friedman did say in 2005 that “the world is flat”. Communication 2.0—comprising social That organisations are made of people is truer networking tools, Wikis, blogs and micro in this flattening world. Equally true is the fact blogs, collaboration tools, and unified that organisations need to be dynamic in order communication—is slated to become an integral to succeed and survive in this world. part of the new enterprise. Dynamic organisations will also need—and m a r c h 2 0 1 0 | it next 49
  • 56. insight | Social Media What Gartner says... The five key predictions for social networking software by 2014, social doing, to get quick answers and collaboration anytime 1 networking to questions and so on. anywhere, Gartner expects services will through 2012, more end users to spend replace e-mail as the pri- 3 over 70% of it- significant time experienc- mary vehicle for interper- dominated social ing the collaborative tools sonal communications for media initiatives will fail. on these devices. For some 20% of business users. When it comes to col- parts of the world, these Social network Greater availability of social networking services laboration, IT organisations are accustomed to providing will be the first or the only applications they use. The analySiS iS a both inside and outside the a technology platform (such experience with these tools uSeful way of firewall, coupled with chang- as, e-mail, Im, web confer- will enable the user to han- examining the ing demographics and work styles will lead 20% of users encing) rather than deliver- ing a social solution that dle far more conversation within a given time than their interaction to make social network targets specific business Pcs simply because they are pattern of the hub of their business value. Through 2013, IT easier to use. Just as the people and communications. During the next several years, most organisations will struggle with shifting from providing a iPhone impacted user inter- face design on the desktop, groupS, aS companies will be build platform to delivering a solu- the lessons in the mobile well aS that internal social networks tion. This will result in over a phone collaboration space of buSineSS and/or allow business use of personal social network 70% failure rate in IT-driven social media initiatives. will dramatically affect Pc applications, many of which partnerS and accounts. Social network- are derivatives of decades- cuStomerS ing will prove to be more old platforms based on effective than e-mail for the PBX or other older certain business activities collaboration paradigm. such as status updates through 2015, only and expertise location. 25% of enterprises will by 2012, over routinely utilise social 2 50% of enter- network analy- Cisco systems’ prises will use 5 sis to improve twitter page has more than activity streams that performance 23,000 include micro-blogging, and productivity. but stand-alone enter- Social network analysis prise micro-blogging is a useful way of examin- followers, while the com- will have less than 5% Fifty percent of business-led ing the interaction pattern penetration. social media initiatives will of people and groups in an pany’s CTO Padmasree 1.4 The huge popularity of the succeed, versus 20% of IT- organisation, as well as that Warrior has consumer micro-blogging driven initiatives. of business partners and more than service Twitter, has led many Within five years, 70% of customers. however, when Million organisations to look for an 4 collaboration surveys are used for data followers “enterprise Twitter”, that can and communica- collection, users may be provide micro-blogging func- tions applica- reluctant to provide accurate tionality with more control tions designed on PCs will responses. When automated and security features to sup- be modelled after user tools perform the analysis, port internal use between experience lessons from users may resent knowing employees. Enterprise users smart phone collabora- that software is analysing want to use micro-blogging tion applications. their behaviour. For these for many of the same rea- as we move toward three reasons, social network sons that consumers do: to billion phones in the world, analysis will remain an share quick insights, to keep serving the main purpose of untapped source of insight in up with what colleagues are providing communications most organisations. 50 it next | m a r c h 2 0 1 0
  • 57. Social Media | insight The future is social it’S not the With companies around the world starting to experiment with social media technologybut tools, Forrester research predicts that the biggest gainers will be the tools the cultural like Facebook, myspace and LinkedIn. close on heels will be mashups, and mindSet which is basically a web page or application that combines data from exter- barrier nal sources. Enterprises will be using all these tools in a variety of ways to that hinder reach out to their audience or to get their feedback. effective EntErprisE 2.0 spEnding (in Us $ million) implementation 2007 2008 2009 2010 2011 2012 2013 of Social media in an Social Networking 149 258 437 701 1,063 1,514 1,997 organiSation RSS 78 120 182 262 357 463 563 Blogs 64 118 201 290 341 355 340 SoURce: FoRR eSTeR ReSeaRcH Wikis 63 108 177 259 342 w 410 451 Mashups 39 61 98 165 285 458 682 Podcasting 33 50 76 111 158 214 273 Widgets 29 47 75 118 175 250 340 TOTAL 455 762 1,246 1,906 2,721 3,664 4,646 Note: Numbers have been rounded of be formed of—dynamic people who can imPlement by evangelising work cohesively as part of makeshift teams The challenges related to implementation of that are often distributed and increasingly social media software in enterprises that are global in nature. still very much hierarchal in characteristics Yes, the ability to reach out to, for can be multiple, but most of them are rooted example, a domain expert, in case of a in a problem that’s not a technological one. customer query is important, but even It’s a cultural or mindset barrier that needs more important is the non-hierarchal to be overcome. communication structure in the As such, a very different approach to a organisation that can foster such ad-hoc social media software implementation and interactions on the fly as the new normal. its success is required. IT managers may And, guess what? Communication tools benefit the most by playing the role of an like the traditional e-mail fall obviously evangelist or a change agent. short of meeting such real-time, flattened It will also be pertinent to identify communication needs of today’s dynamic champions of social media from various organisations. The quicker organisations other departments and functions and involve are able to recognise its arrival, the better them in processes of identifying the right it is for their makeover into the new mould, kind of social media for the organisation resourCes and for their competitiveness in a world and their implementation… nothing would Gartner’s social media predictions constituted by new dynamics. be better than taking this ‘social’ course to a for 2010 and beyond IT research firm Gartner, in its February social media implementation. http://www.gartner.com/it/page. jsp?id=1293114 2010 report has predicted that tools like Such inclusive approach would form Social media statistics social networking and micro-blogging a path of least resistance in adoption and http://econsultancy.com/blog/4402- will replace e-mail as the primary vehicle usage of a suitable social media in the 20+-more-mind-blowing-social- media-statistics for communications in future. It also says enterprise. http://www.socialmediatoday.com/ that nearly half of the companies across the SMc/81522 http://bravemedia.com/social- world will start using micro-blogging tools. Editorial coordination: Deepak Kumar media-statistics-2009 m a r c h 2 0 1 0 | it next 51
  • 58. 15minute training education workPlace AsAnAs For stress mAnAger Leadership Primer for the aspirants this Page comPensation relieF Management How to nurture tech teams Page 55 workforce trends Page 5 4 Manage IT 5 simple steps to going open Page 56 skills develoPment Personal develoPment By An AnD K u mAr PA Dm AnA BAn M any of us believe that if we work hard, meet targets and keep on delivering results consistently, we will be on our way to becoming a true leader. It would be great, if this was true. Unfortunately, it is not! So, what do we need to do besides working hard and accomplishing our goals? Here is a list of actionable points that I have seen many successful people implement in their career. Demonstrate honesty, courage Walking the talk is the key trait to leadershiP Dare to becoming a leader. You need to have the ability to articulate what you think and then to execute it as well. Be truthful and honest to yourself and your employer. Display positive temperament Always play positive and hard irrespec- leaD? Photo graPhy: Photo s.c om tive of the state of the market. I have seen many people demonstrate capabilities when things go well and struggle when In these days of cut-throat competition, they don’t. Then again, I have also seen people it is tough to become a leader. here is a failing to handle the risks of exponential primer for the aspirants m a r c h 2 0 1 0 | it next 53
  • 59. 15-MINUte MaNaGer growth. Learn to balance the tide. Be all that you can be, influence others Simply put, drive your career and growth by being earnest about your strengths and areas of improvement and constantly exploring the unknown in terms of new projects or career opportunities. It is always good to seek feedback from peers and managers, and strive for self-development, influencing others in the process. Involve yourself, communicate office yoga By Dr Naveen arya | aryansclinic@gmail.com Get involved in all aspects of the work you do viz, when someone needs help, Meditate for success It is important to tame one’s mind to overcome WHy meditAte? the stress and strains of the day-to-day work, as Make sure you helPs reduce stress Brings Peace of mind also from flickers of life that may create a work- know what is im Proves energy level life imbalance. and the solution lies in medita- tion. Simply put, meditation is the continuous happening in the rel axation PurPose and effortless flow of attentive awareness helPs in ProB lem solving towards achieving concentration. here are some industry… what im Proves health tips on how to go about it. are the trends Where to meditate? always choose a place that you can use regu- and how various larly. The place should be simple, clean, calm external events AsAnA For and quite. It should be comfortable and free from any kind of pollution. Ensure that there influence your meditAtion l Lotus pose (padam is enough fresh air and the temperature is optimum. workplace asana) When to meditate? l accomplished pose It is necessary to have a fixed time for medita- (siddha asana) tion, and going by the Indian conditions, the when there is a crisis or when there is a l auspicious pose period between 4 am and 6 am is most suited situation where no leadership is being (swastikasana) for it. This two hour, pre-dawn period has the shown. This will make you stand out. l Easy pose (sukhas- quintessential stillness and calmness that is ana) important for achieving mental bliss. Live in the present l Thunderbolt pose Make sure you know what is happening (vajrasana) however, if you cannot wake up early, you can in the industry you are working in, what still choose a time between 6 am and 12 noon, are the trends and how external events or 6 pm and 12 midnight. Do remember that the influence your workplace. Leaders appre- mind during meditation should be like a lamp in ciate people who are well-informed and a windless place, where even a flame does not in sync with the developments around. flicker. Photo graPhy: Jaya n k narayanan How long to meditate? Plan for the future Photo graPhy: Photo s.c om Stick to your routine and be regular. Beginners One consequence of failing to live in the can do well with five to ten minutes of medita- present is that you risk a setback that tion each day. You can gradually increase your you could have anticipated. The fact is, time by up to 20 minutes. if it is not in your nature to anticipate, achieve peace of mind then you normally would not. But you and better health with The author is a ayurveda and Yoga expert and Director of should at least try and learn. Those regular meditation ayuvredayogashram.com 54 it next | m a r c h 2 0 1 0
  • 60. 15-MINUte MaNaGer constantly looking around for trends lenging a new project or assignment will and team has a vision, as a leader, it is are normally best suited for leadership. be. So, individuals are often reluctant important to assess whether you are to be associated with an untested idea. doing enough to lead others to achieve Collaborate and cooperate Showing positive temperament and tak- that vision. It is surprising how many individu- ing risk at that time demonstrates you are Also, introspect whether you need als still resist collaboration or sharing not bound by what exists but are open to to work on being a person of character credit, even though we know how much innovation and trying new things. and setting a good example for others? more we can achieve when we bring What I have shared with you are key What is your level of enthusiasm and everyone together to solve a problem, characteristics of a good leader. In fact, as have you learned from past failures? or celebrate a victory. As teams become you evaluate your own leadership skills, Are you making a commitment to life- more dispersed, collaboration is manda- try to find out what is it that you need long learning? tory for leadership. to focus your energies on. You may also Welcome to leadership! want to find out how influential you are Show initiative among your peers and team-members. The author is cEO of SurgeForth Technologies There is no way of knowing how chal- While I am sure each organisation and specialises in hr analytics A team management computer diction- Be a pro, ary defines geeks in many ways such as an individual who Not a Boss enjoys computers and technology; someone who is always immersed with computers; or a com- puter expert or enthusiast. The traditional ways of leadership For the IT manager, it is important will not work with techies who are to be able to effectively lead a team of such geeks in an organisation. talented, hands-on and respect However, leading the geeks requires leadership skills that are different from doers, not preachers the leadership approaches taught by traditional and academic management By T h ej e nD rA B S consultants and books. m a r c h 2 0 1 0 | it next 55
  • 61. 15-MINUte MaNaGer manage it So what is so unique and different 5 siMple steps about leading geeks? This article describes five important tips that IT to GoiNG opeN managers must keep in mind, when taking up a leadership role. Accept them as peers: It is important to acknowledge and accept that many of the techies you are supposed to lead are often smarter and more talented than you. Also, many of the techies you lead, whether you like it or not, are technology leaders in their own right. Hence, first switch off all intimidating components of a boss-subordinate behaviour. They are a clear turn off. For example, do not use usually irritating statements like, “don’t come to me with problems, come to me with solutions,” or “I know the solution, but I want to hear it from you,” or “show me the is the fear of complexity holding you back from go- business value.” Speak their language: You can earn ing open (source)? here is a five-step guide to get you the respect of your team members only inducted in the ‘open world’ without any hassles. if you are able to converse with them in the language they use. You may be a try openoffice suite: The first step is to download the OpenOffice good and kind person, but if you lack 1 Suite from openoffice.org. It has a word processor, spreadsheet, the required knowledge and advisory a presenter (akin to PowerPoint), an illustrator, and a database manager. skills to coach, mentor and supervise, alternatively, if you only need a word processor and spreadsheet applica- you can agitate and de-motivate your tion, abiWord is a fast and lightweight word processor and Gnumeric is its team members. Lack of knowledge counterpart spreadsheet program. can often lead to conflicts as you may make unrealistic demands from your go for thunderbird: The next in line, is your enterprise mail cli- 2 ent. The most popular option is mozilla Thunderbird that lets you do subordinates, overload them, or commit to impractical requests from customers. almost everything that Outlook did, for free. however, you can also opt for Soon, it will become an ego conflict Zimbra, the mail client that supports almost all e-mail providers and even between the “knowledgeable and the works on Windows. clueless.” surf on a Fox: Start surfing with Firefox, which is a free cross-plat- Constant learning is the key: It 3 form web browser that offers greater privacy and prevents pop-ups, is understandable that a manager spyware and viruses. It is also customisable to insane degrees. and if speed cannot be expected to have an accurate is your poison, go for Google chrome, one of the fastest browsers around. knowledge from day one. However, one must get into deep water to understand Play open: The best way to learn is to play. While Sauerbraten is an 4 incredibly fast-paced, first person shooter game, Freeciv is an empire- the nitty-gritty of the work of a new department, irrespective of one’s building strategy task inspired by the history of human civilisation. a good earlier experience. And no matter the option would be check http://happypenguin.org, the website that tracks games departments you have managed earlier, for Linux, most of which are open source, and a good many of which work there will always be something new on Windows as well. BZFlag, a multi-player tank game, is the other most to learn every day to keep abreast of downloaded game with an active community. the latest trends and happenings in go Ubuntu: Once you are comfortable with open source applications, the given industry. You should be able 5 it is good time to walk down the aisle. Ubuntu is one of the most popu- to roll up your sleeves and pitch in if lar open source desktop OS, which gives a lot of leeway. It lets you double necessary. boot, so you can skip to a proprietary environment in zippy if you flounder. Avoid switching topics: Many and you can take the transition at your own pace. So, go online, download managers have the habit of switching the file, and be happily open! to some other topic just for the sake 56 it next | m a r c h 2 0 1 0
  • 62. 15-MINUte MaNaGer of disagreeing or proving a point. For learn to steer the topic smoothly towards Reduce formal talkative meetings example, if techies talk technical stuff, the desired direction. to an absolute minimum. Instead, many managers switch the topic to Ensure clear communication: This have quick informal meetings with financial concerns like RoI and business is an extremely important skill that all your team members at their usual justification. Or, if techies talk costs, techies must learn. The palest ink is haunts like data centres, cabling then they drop a googly like, “cost is not better than the most retentive memory. rooms or server rooms. That way you will get to know their ground realities, practical difficulties, a chat with the teaM at a data limitations and workloads, rather than have vague ideas of what they centre will give you the ground do by reading status reports. picture, instead of vague ideas Of course, there are heaps of other best practices that an IT manager must gained froM status reports learn. However, the above five are a good beginning in case you are not practicing them already. Finally, we can summarise a concern when it comes to customer Learn to put everything in writing in a this article with a quote from Thomas satisfaction,” to throw them off guard. clear simple language. Instead of giving Watson who said, “A manager is an In other words, some managers speeches, talking or advising for an assistant to his men.” disagree for the sake of disagreeing, and hour just summarise what you want introduce a different viewpoint. Instead, and how you want in a concise e-mail. The author is IT manager at aNZ OTSS FOrm-IV statement about ownership and other particulars about newspaper it next to be published in the first issue every year after the last day of february Place of Publication : delhi Periodicity of its Publication : monthly Printer’s name : vikas guPta nationality : indian (a) whether a citizen of india? : yes (b) if foreigner, the country of origin : not aPPlicaBle address : k-40, connaught circus, new delhi – 110 001 Publisher’s name : vikas guPta nationality : indian (a) whether a citizen of india? : yes (b) if foreigner, the country of origin : not aPPlicaBle address : k-40, connaught circus, new delhi – 110 001 editor’s name : vikas guPta nationality : indian (a) whether a citizen of india? : yes (b) if foreigner, the country of origin : not aPPlicaBle address : k-40, connaught circus, new delhi – 110 001 names and addresses of individuals who own the newspaper and partners or shareholders holding more than one per cent of the total capital nine dot nine mediaworx Private limited, k-40, connaught circus, new delhi 110 001 i vikas gupta, hereby declare that the particulars given above are true to the best of my knowledge and belief. sd/- date: 26th february 2010 signature of Publisher m a r c h 2 0 1 0 | it next 57
  • 63. bEsT pracTicEs c louD co Mputing it auDit Data warehou S ing erp Dlp energy e fficiency cr M outSourcing DiSaSter Manage Ment ven Dor Manage Ment e nergy efficiency NEXT Special c ontribute r S Sanjeev b erjeS eric rajeSh p rakaSh r n Moorthy, aShok rv, S il ango, Sr ManiS h jain, gaurav viS hwajeet Sinha, Shroff, aggarwal, it p raDhan, Sr g M-it, jet gM- iS, Manager— it, it Manager, kohli, it Singh, heaD— Director— it, Manager—it, Manager, Dp heaD— it, airwayS SunDara M aDit ya birl a juxtconSult conSultant, it, fcM travel epoch expo tata ServiceS jin Dal group jagSonpal cl ay ton group x ebia Solution S phar Ma- architectS inDia ceuticalS inD ia fro M here Your responses count. log on to www.itnext.in to submit your replies. cut it the best entry will be published in the next print edition. m a r c h 2 0 1 0 | it next 59
  • 64. bEsT pracTicEs Cloud Computing Know your needs, avoid cloudache clearly map your enterprise business objective with the SLas you want, and the service provider’s capabilities to avoid any Sanjeev migration pain Sinha Director—IT Epoch Expo clouds are now a mainstream in the enter- Growth: Next, do some hardcore account- prise space, with ever-new applications and ing. Work out a CAGR assessment of com- platforms being hosted remotely. Yet, the fact pute, transactional, storage and network remains that the cloud is about leaving the resources for the next one to three years and safety and security of a physical server that three to five years and plot a graph as to what sits within an organisation in favour of third- will be the likely need over the time frames party machines sitting in unknown locations. under consideration. The thought can be unnerving for many. Security requirement: Make a note of With the market getting crowded with a how stringent is the security and privacy variety of cloud service providers (CSPs), compliance need of your organisation. choosing the right one is like playing a game For instance, a bank or a pharmaceutical of Russian roulette. company will have to be very cagey about As a first step towards gaining clarity, IT putting data in the cloud, while an incense- managers need to be clear on two basic two stick manufacturer will not be so worried. aspects—what is the business objective, and Application migration cost: Make a list what they want from the CSP. Once this is of the legacy applications, both in-house and done, migrating to the cloud becomes less of standard ones. This will help you evaluate the a headache. time needed for migration, and the cost. Nature of business: Evaluate the nature Business transformation agenda: You of your business—is it computing intensive, need to ask yourself as to what is the medium- or transaction intensive? You also need to to long-term business transformation agenda. check if your enterprise is storage intensive What are the new competencies? What sort of or network intensive. The approach to go on “IT as a strategy capability” is needed? the cloud could vary based on these factors. Also, what are the tangible and intangible 60 it next | m a r c h 2 0 1 0
  • 65. bEsT pracTicEs benefits of the cloud? For example, how much provider should provide adequate “self-care” management bandwidth will it free? How support and also provide for service lifecycle much real estate will be unlocked? management. Features such as real-time Once you are through with the exercise, reporting and application visibility will take the next step by evaluating the CSP. Do further strengthen the case. remember to map your requirements and Apart from this, there should be a transparent expectations with the CSP’s capabilities way of measuring service performance, ideally and the kind of service level supported by enforceable service agreements (SLAs) that you level agreements. Another key want. consideration in selecting a CSP is the country in which it is located What DO YOu Want frOm and jurisdiction by which it is the CSP? covered. Once these concerns have Strategic capability: These been assessed and reasonably include the quality of manpower addressed, migrating to the cloud employed by the cloud service can be much easier and less of a provider, its partnerships with other industry headache. players in the cloud ecosystem, patents held Business viability: While the above two or filed, and membership of technology key factors should influence an IT manager’s forums and standards bodies. decision, it is equally important to find out the Portfolio and customer empowerment: kind of brand visibility the CSP enjoys, the It’s important to see that the CSP has a good track record of its top management team, and breadth and depth in terms of it offerings, it strategic investors or VCs. and supports various service needs through Last but not the least, it will help to check a flexible pricing approach. out independent assessments of the CSPs Customer empowerment is a very available from reputed market research firms important aspect of a cloud model. The service like IDC, Gartner, Yankee and Forrester. it audit track it, cut cost Internal audit can help enterprises view their IT assets at par with monetary resources to minimise misuse BerjeS eric Shroff manager—IT it never ceases to amaze me that in spite tive of conducting internal IT audits, let alone Tata Services of the widely reported cases of hacking, data think of conducting an external one. This sce- theft and misuse of company’s IT resources, nario has especially been observed in smaller many enterprises have not taken the initia- business organisations. m a r c h 2 0 1 0 | it next 61
  • 66. bEsT pracTicEs First, let us see why smaller organisations tant to point out how IT resources are being should be concerned about doing an internal wasted or misused and what threats and risks IT audit. the organisation faces, preferably backed by IT users in organisations, intentionally statistical data. or unintentionally, misuse the company’s IT Ideally, all this should be in form of a resources in terms of bandwidth, Internet written communication, followed by a usage and what they store on their hard presentation to the management. drives. Now, just as an organisation will not Once the management gives the go-ahead like their monetary resources to be misused, for conducting an IT audit, the next step is to they cannot accept the misuse of their IT convince them to appoint a small IT steering resources. committee, comprising of senior people, to The question now arises as to who should oversee the functioning of the IT audit, and conduct the internal IT audit? If cost and to frame the IT policies and guidelines to be followed. The internal IT auditor will report to this committee. if coSt iS holding you Back aDOPt a frameWOrK from hiring a SpecialiSt to The next step is to adopt a framework such audit enterpriSe it aSSetS, as the ISO 27001 standard. This will ensure that the major areas are addressed by the Someone of the rank of it internal auditor. Although the current ISO manager or aBove can fit 27001 standard does not address issues such as Wi-Fi technology and Green IT, it never- the Bill theless does not deter a company from includ- ing additional points in the audit guidelines. The internal IT auditor will need to be manpower are not a constraint, then ideally, educated on auditing skills. Ideally, the there should be a dedicated internal IT audit person should undergo a professional team or specialist. But what does the IT training such as CISA or the ISO 27001 Lead department do when either the cost or lack Auditor program. At the same time, it goes of initiative from the management poses a without saying that upgrading of technical problem? skills will remain a continuous process. In such a case, even though it goes against Another important thing that the internal the basic tenet that a person should not audit IT auditor should be monitoring closely ones own work, I feel that someone of the is the laws relating to IT. This is generally rank of an IT manger, or above, should take overlooked, and can lead to serious problems. the initiative. It is better to conduct an internal IT audit than carry out no audit at all. DevelOP SOft SKillS It is important to remember that as an auditor, Get the manaGement’S buY-in IT managers should not just have an excel- The first step will obviously be to educate lent understanding of technology, they also and convince the senior management for need to be a good communicator. In case the their support. The IT manager will need to IT auditor is unable to communicate clearly explain the requirements of conducting inter- and effectively with the management and nal IT audits and its advantages. It’s impor- employees, the audit process is bound to fail. 62 it next | m a r c h 2 0 1 0
  • 67. bEsT pracTicEs Other soft skills such as leadership and inter- The role of an internal IT auditor can be personal skills are also important. interesting, yet challenging for the IT manager. Finally, when it comes to The biggest challenge perhaps will acquiring software tools for lie in disclosing the true findings auditing, if the organisation is of an audit to the management in not willing to invest in licensced such a manner that ultimately software, there are a plethora it benefits the organisation. If of free auditing tools available communicated correctly and in online. The IT manager (now a positive manner, these findings in the shoes of an internal IT will garner further management auditor) will need to evaluate support for strengthening the such tools and deploy the ones that best suit auditing process and curbing the misuse of IT his organisation’s requirements. resources in the organisation. ERp Coordinate, let others plan It is a must that all beneficiaries see it as a tool for better planning of their 3m resources of man, machine and material rajeSh aggarwal IT manager More often than not, Enterprise Resource organisations plan their 3M resources— DP Jindal Group Planning or ERP is seen as a magic stick that man, machine and material—in an effective can boost an organisation’s profitability. In manner. Given this, the organisation’s top reality, however, the success of an ERP solu- management should clearly understand what tion depends on a number of factors that go the solution means for the organisation. beyond just the technology. To further ensure that the ERP is In fact, it would be good to remember successfully rolled out, the enterprise needs that ERP is nothing but a tool that can help to properly define the various functional procedures. There is also a need to set up a core team comprising the right set of decision for erp’S magic to work, it makers and users. Besides, the IT manager team Should Be the Bridge should also seek answers to few questions before embarking on an ERP journey. among the top BraSS, the l What is the amount that the organisation is willing to invest? functional headS and the l How will the company measure the conSulting team return on investment (RoI)? l Is the organisation agile enough to m a r c h 2 0 1 0 | it next 63
  • 68. bEsT pracTicEs Managing non tech challenges acceptability of new system: Like any other major IT intervention, ErP brings in a cultural change in the way an organisation and its employees work. however, the decision to create core teams at the functional level ensures that there is a constant dialogue between the steering com- mittee members and the validation team. This helps ironing out the acceptability issues better. non availability of a few core team members: There is a possibility of a few core members leav- ing midway, while the ErP is still being rolled out. however, if the core functional teams have proper documentation in place, the project team will still be able to maintain the required continuity. Gaps between actual functional working and erP methods: There can be instances of big gaps between actual working in functional departments and the methods available in the ErP sys- tem. This is where the in-house IT team’s understanding of the organisation’s system helps. The team can serve as a bridge, and help find a way around. adapt the massive post-implementation comprising heads of various functional culture? departments. The team started by evaluating l How equipped are the functional users all existing solutions in the market. to understand and utilise ERP? Once the group shortlisted two ERP l What is the organisation’s plan to train solutions for a final evaluation, it decided to and educate employees how to use ERP? map the strengths of the two solutions with Let me illustrate these through my the company’s line of business. The group also experience of rolling out ERP at the DP sought references of similar implementations from both the companies. While the core group was working towards create core teamS at finalising the vendor, it also looked at other the functional level aspects—from evaluating infrastructure and planning its upgrade, to documentation of to enSure a conStant various functional processes. And by the time the consulting team moved in, we were ready dialogue Between the with our documentation, core team members variouS teamS for each functional department and even the ERP room! Besides, we were also through with the Jindal Group. In fact, before going for ERP, majority of all required infrastructure work— we were working on a legacy system that was network connectivity, server, systems upgrade a combination of in-house developed software and network design for our plant. This saved and standard software, integrated through a lot of time and helped the consulting team intermediary codes. speed up the roll out process. When our management felt the need for a Needless to say, today our ERP has come to standard ERP, one of the first steps we took a stage where all functional departments are was to set up an ERP steering committee tuned in and are able to work efficiently on it. 64 it next | m a r c h 2 0 1 0
  • 69. bEsT pracTicEs dlp tag all data, guard accordingly Evaluate the potential threats, categorise them and create a priority list before you chalk out a comprehensive enterprise info prakaSh pradhan security plan head—IT some will still remember the curious case precautions and best practices that can go a Jagsonpal Pharmaceuticals of Biswamohan Pani, a design engineer and long way in ensuring prevention of data theft. former employee accused by Intel of data theft amounting to as much as US $1 billion. More CateGOriSe DiGital aSSetS than anything else, the case brought forth the The most important part of managing data loss fact that even the world’s largest organisa- is to understand the types of sensitive data and tions were prone to a “mission-critical” data categorise them into buckets, based on their loss. sensitivity and value. Obviously, the most It’s like being killed in a battlefield by valuable data is linked to the maximum num- friendly fire. In fact, Deloitte in ber of controls, even if that leads the 2009 edition of the Global to some sort of inconvenience to a Security Survey highlights that section of employees. while social networks and blogs can be powerful enablers, they PriOritiSe What YOu also increase organisations’ neeD tO PrOteCt internal security challenges. It Data in an organisation has three also reiterated that in today’s dimensions. First, data in motion connected world, “insiders” were that includes any data that moves turning into greater security threats than ever through the network to the outside world before. via the Internet. Second, the data at rest that And while the organisations are trying to includes information residing in files systems make their employees more aware about the and databases. Third, the data that resides basic steps to security, it’s the IT departments at endpoints like USB drives, external hard and the IT managers who end up being the drives and mobile devices. custodians of organisations’ most important IT managers must evaluate the potential resource—information. Read on for some vulnerabilities and the associated loss for each data dimension. It thus makes sense to prioritise the dimension where the threat preventing information level is the highest. theft iS a key concern of SeleCt COmPrehenSive SOlutiOn organiSationS, aS coSt of The adopted solution must be all-encom- passing and comprehensive. A comprehen- Breached information can sive data loss prevention (DLP) solution sets Be worth a fortune up tight policies and is capable of effectively detecting the breaches. Hence, IT managers m a r c h 2 0 1 0 | it next 65
  • 70. bEsT pracTicEs should consider implementing all, or some of is that it should be invisible to the end-user. It these steps. should at no point in time impact worker pro- l Analysis of the content of all major files ductivity. For instance, any delay in e-mail or and attachment types Internet page loading can dampen the speed l Selective blocking of messages of business and negatively impact the pro- l Automatic enforcement of corporate ductivity of employees. At the same time, the encryption policies solution must run consistently even in the These steps require both well thought-out wake of traffic volume surges. policies and processes. No one company has the best-in-breed solutions that address all the three dimensions maKe it inviSible of data, so the best answer is to integrate The most important aspect of a DLP solution solutions from different best-in-class vendors. data WaREhousing Start with single view of data Identification and resolution of all inconsistencies is the cornerstone of data warehousing success rn moorthy Sr Gm-IT With business intelligence (BI) gain- Simply put, a data warehouse is “a Jet airways ing massive ground across all verticals, the repository of an organisation’s electronically emphasis on enterprise data warehousing stored data.” A typical data warehouse is (EDW) has also grown. Besides, increasing designed to facilitate information analysis data volumes, number and diversity of users and produce meaningful reports for decision and ongoing user requests for decision sup- makers in an organisation. port and reporting needs are increasing the What this means is that any organisation in complexity of DW projects. a competitive environment dealing with high 66 it next | m a r c h 2 0 1 0
  • 71. bEsT pracTicEs Reaping benefits n EDW provides a common data model for all data of interest, regardless of the source of the data. This makes it easier to report and analyse information from across multiple data models that used to retrieve information such as sales invoices, order receipts and general ledger charges. n Prior to loading data into the data warehouse, inconsistencies are identified and resolved. This helps the organisation simplify reporting and analysis, and provides for what is commonly referred to as “single version of truth”. n Since information in the data warehouse is under the control of data warehouse users, even if the source system data is purged over time, the information in the warehouse can be stored safely for extended periods of time. n Data warehouses facilitate decision support system applications such as trend reports (for example, the items with the most sales in a particular area within the last two years), exception reports, and reports that show actual performance versus goals. n Since data warehouses are separate from operational systems, the retrieval of data does not slow down operational systems. n Data warehouses can work in conjunction with and, hence, enhance the value of operational business applications, notably a customer relationship management system. volume of business transactions, are always under pressure, thanks which requires data analysis on to the competition and factors like a continuous basis, is a candidate volatile fuel prices, over capacity for data warehousing. In fact, and infrastructural issues, EDW should not be considered understanding the profitability of only as versatile reporting tool, each route is critical. but also a strategic tool in the This was our primary focus hands of decision makers. when we decided to invest on However, it is important to remember an EDW solution. It allowed us to track our that the success of an EDW implementation revenues and costs at the route level and also largely depends on identifying the gave an insight into the booking profile. We requirements, focusing on quick-win areas further expanded the usage of EDW into areas of travel agency profiling, and corporate the lifecycle of edw doeS profiling. In the phase two of the project, we plan not end with the initial to develop models for operational data such as aircraft usage, on-time performance, deployment. inStead, it delay analysis, fuel consumption and continueS aS the BuSineSS aircraft maintenance cost. In this phase, we are focusing on our major costs as well as requirementS evolve operational efficiencies. For EDW to be successful, end users need to have passion for analytical work and deep and involvement of the senior management understanding of their business and processes. in the entire life cycle of implementation. BI is a strategic tool for decision making and is What helped us successfully implement not to be used as a glorified reporting tool. EDW at Jet Airways was the clear-cut strategic However, lack of flexibility in responding plan. Use internal resources from business and to ongoing business users’ change requests IT to identify key areas that the project should can completely spoil the game. Remember focus on. Also provide extensive training for the that the lifecycle of DW does not end with the core project team on BI tools. initial deployment. Instead, it continues as the In the airlines industry, where profit margins business requirements evolve. m a r c h 2 0 1 0 | it next 67
  • 72. bEsT pracTicEs CRm the customer matters Just stick to a few guiding principles and you will never go wrong. however, do insist for a solution that suits your customer needs aShok rv Gm-IS Sundaram clayton The most important part in customer Julie Andrews sang in the Sound of Music, relationship management (CRM) is indeed it’s always a good idea to start from the the customer himself. While acquiring cus- scratch, and note the high-level customer- tomers is a critical function of any business, related issues that the organisation wishes a far more important and difficult part is to address, before procuring a CRM solution. retaining them. If all that a company needs is a good sales Indeed, CRM is about creating a customer- forecasting tool, the good old Excel can do centric business philosophy and culture. a pretty decent job. But if the need is to map However, from the IT manager’s standpoint, the entire customer life cycle, from someone adhering to a few good principles can help being a prospect customer to a repeat one, a full-blow CRM solution will fit the bill. Fit your needs, not the other way leave the implementation around: It is best to opt for a solution that fits and training part for an your needs perfectly rather than be a retro-fit. For instance, if the top three things that your expert, aS it will Bring in company is trying to accomplish are going to change, your application must be ready to an element of third-party respond and deliver the reports, the metrics oBjectivity too and the dashboards in a suitable manner. Look for ease of use: That’s probably the most important thing when you’re rolling go a long way in ironing-out difficulties that out an application for your sales, marketing usually comes in the way of effectively rolling and services professionals. If they are unable out the solution. to get the hang of it in a few minutes, they Understand where you want to go: Like just give up. 68 it next | m a r c h 2 0 1 0
  • 73. bEsT pracTicEs Make sure your data is safe: Many Hire experts to implement and train: small businesses don’t often think about the It’s important to let experts manage the critical customer data that sits on the typical implementation and training part for the salesperson’s PC just waiting to be downloaded simple reason that sometimes the hiccups in onto a USB drive by someone and taken away. erecting the system can be frustrating and time So, when considering a CRM solution, make consuming. And getting an expert to train is sure you think about securing the data and also a good way to show to the sales force what discuss any issues you may have with vendors. the system can do rather what it cannot. outsouRCing look for a cultural match Outsourcing is like keeping a part of your organisation in another body, and a mismatch could lead to failure S ilango Sr manager—IT aditya Birla Group an outsourcing relationship is like a mar- will help determine the way you shortlist and riage—it’s for the keeps, in thick and thin. So select the partner. choosing the outsourcing partner has to be a Ensure alignment of cultures: Make meticulous and detailed exercise, as you don’t sure the service provider understands want to be stuck in an abusive relationship. more than just how to code or implement. Sure, you must see to it that An outsourcer needs to be your outsourcing partner has a compatible with your company’s wide set of skills and strengths culture and business objectives, as well as a strong track record with the right experience, of delivering results. Another communications skills, and important aspect is that they working style. The employees must offer a competitive pricing… of your outsourcing partner that’s a key reason why you are will become an extended part of outsourcing, right? your organisation and need to Establish clear objectives: A failure to fit in the way your employees do. plan is a sure-shot plan to failure—it’s not that Get the communications right: Make the best-laid plans that go astray at times; it’s sure the outsourced service provider that they often are not the best-laid plans in understands the project specifications. the first place. Hence, be absolutely clear about Be as detailed, and equally precise as the objectives of outsourcing from the word possible. When IT functions go outside go. Is it about cost or process improvement your organisation, it will result in a or about freeing up management time for the lot of coordination and back-and-forth core business? Identifying the key objectives communication. The initial volume of m a r c h 2 0 1 0 | it next 69
  • 74. bEsT pracTicEs BeSideS the right Skill Avoid short-term gain, long-term loss: A myopic approach to outsourcing is a sure- SetS and experience, an shot recipe for disaster. Decision makers often outSourcer needS to Be get lost in the fine print of the deal. And often, in an attempt to save the company money, the compatiBle with your emphasis shifts to compromising on the benefits and locking prices down. company’S culture and Often missing is a focus on the long-term result BuSineSS oBjectiveS desired to justify such adjustments. While it is a good thing to pay attention to the cost, an equal attention on performance measurement is a must. communication and efforts exerted for By paying attention to these details, you coordination will be far larger than what will be able to bring in quality of relationship the IT manager will exert if the function was with your provider. And that’s also a key to retained internally. successful outsourcing! disastER managEmEnt leave no threat unattended! List out the responsibilities very clearly and classify the risks under appropriate heads to make the plan foolproof maniSh jain IT manager Threats to iT systems today come in mul- doesn’t change, no matter what the nature Juxtconsult tiple formats—viruses, hacking attacks, sab- of the threat is—it has to keep working in all otage, power outages, natural disasters, and situations. maybe even a doomsday catastrophe. Sure, all organisations that value their The challenge for the helpline, however, information assets have a disaster recovery 70 it next | m a r c h 2 0 1 0
  • 75. bEsT pracTicEs strategy in place and also keep re-examining External risk: External risks are those it on a periodic basis. Indeed, it has become that cannot be associated with a failure an essential ongoing exercise in the wake of within the enterprise. They are very today’s complex threat scenario, to which significant in that they are not directly under newer strands are being added with each the control of the organisation that faces passing day. the damages. These will include natural disasters and civil unrests. Segregate Bcp from Facility risk: Facility risks are the ones that affect only local facilities. These typically dr, and Split them aS cover aspects such as electricity outages and physical structural faults. two Separate initiativeS, Data systems risk: These are related each with itS own Set of to the use of shared infrastructure, such as networks, file servers and software policieS and goalS applications that could impact multiple departments. A key objective in analysing these risks is to identify all single points of While that is good, it’s not enough. It is the failure within the data systems architecture. adoption of some key best practises that will Departmental risk: Departmental give the IT department the required peace risks pertain to failures within specific of mind. departments. These would be events such as a fire within an area where flammable liquids fix the OWnerShiP are stored, or a missing door key preventing a Today, more and more organisations are look- specific operation. ing to increase the involvement of business Desk-level risk: These comprise all the managers in the development risks that can potentially limit and maintenance of their busi- or stop the day-to-day personal ness continuity plans (BCP). work of an individual employee. What this means is that business continuity is now increasingly maKe it inDePenDent being seen as a line function There is a strong likelihood that rather than a staff function. This when disaster strikes, the archi- also means that it will be a good tect of the disaster recovery plan idea to segregate BCP from disas- will not be available. Remem- ter recovery, and split them as ber this key assumption before two separate initiatives, each with its own set working out a plan. At the IT manager’s end, of policies and goals. care must be taken to ensure that the plan For disaster recovery, the goal is technical will work with or without the people who recovery, and the plan is created and managed developed it. by developers and engineers. Business Also, in a development environment, continuity on the other hand should aim to disaster recovery and application development achieve business process stability, and it will should be aligned and synchronised. be more effective if the plan is chalked out by The IT team must incorporate disaster business managers or owners of respective recovery into the application development processes. Of course, it goes without saying processes. For example, the business- that the plan should be developed in close continuity database should include a report coordination with the IT team. on application-testing status, so that the IT manager knows when a system was last ClaSSifY the riSKS tested and whether it demands his or her When evaluating risks and threats, effort attention to assure its performance in the should be made to categorise them into differ- event of a recovery. ent classes. This will help prioritise the assets that need to be protected first. For starters, it’s teSt the Plan always a good idea to tag the risks into five While it is important to review your “on basic categories. paper” disaster management and business m a r c h 2 0 1 0 | it next 71
  • 76. bEsT pracTicEs continuity plan on a regular basis, doing just disaster recovery plan. For example, if you that is not enough. Strengthen your initiative are recovering without third-party services, with disaster simulations that can go a long create an action-item checklist of what worked way to test the preparedness of the disaster well and what didn’t. And if you are working management team. with a vendor, document what went wrong And what you derive out of the results and use that report to outline your needs from of the test will form a further input to the the next simulation exercise. VEndoR managEmEnt build partners, deliver business value an effective vendor management is one that will bring commitment to total value creation—beyond SLas—on the table gaurav kohli IT consultant businesses are no more about stand-alone merely aiming to define the SLAs. Xebia architects India deliveries and competition. They are increas- To achieve this, they may conduct some ingly about ecosystems comprising suppliers, pre-contract, pre-operations research, using vendors and outsourcing partners. All of these a standardised methodology. This initial are important parts of the same whole and investment by the vendor in understanding demand proper attention and management. the business goes a long way in aligning their Effective vendor management can have offerings to your organisation’s long-term benefits that extend from cost reductions business goals. and efficiency improvement to enhanced customer satisfaction and improved focus on abilitY tO manaGe tranSitiOn key competences. It also helps organisations Managing the transition is a combination manage their multiple vendor contracts better. of science and art, and like the saying goes: Here are some time-tested tips that can help things get worse before they get better. Mature IT managers achieve the desired objectives. vendors look at themselves as strategic part- ners and will have a well defined approach to DefininG the COntraCt managing transition. It is during the transi- Well begun is half done, they say. The foun- tion phase that the service level agreements dation of the relationship should be laid on (SLAs) should be defined in detail. And the well researched grounds. The selected ven- transition process should include full process dor should be able to demonstrate a desired mapping, linked to a rigorous review of the level of insight and appreciation of the busi- documentation. Each step in the transition ness and should also be able to identify and process should incorporate a set of reviews suggest some key success factors instead of and measurements, with a defined output. 72 it next | m a r c h 2 0 1 0
  • 77. bEsT pracTicEs DrivinG exCellenCe in DeliverY and the impact of which cuts across various SLAs are the first measure of success or fail- aspects of the organisation. Thus, measur- ure, but they should be treated as a baseline ing the success of a relationship by monitor- rather than the last word on performance ing the agreed SLAs can be self defeating. delivery. Once the outsourcing vendor has Do remember that SLAs by their nature achieved the baseline SLAs, the responsibility are focused on specific objectives, whereas overall performance measurement across Sticking to defined SlaS multiple factors is the true measure of suc- cess. Finding the right mix of governance, can Be Self defeating contract, relationship, experience and opera- tional delivery will contribute to a total value BecauSe SlaS By their creation, and this must be measured too. nature are focuSed on PeOPle are the fOunDatiOn Specific oBjectiveS only It is also important to find out whether the vendor has the right kind of workforce to build and maintain the solution or the should then be to continually improve perfor- service it is offering. It is also vital for the mance and the vendor should show initiative vendor to have a robust practices in recruit- to propose new or changed SLAs. ment, HR, training, and performance man- IT managers should look at selecting a agement. Besides, look out for a vendor who partner who is inclined to help the enterprise either has the domain knowledge and com- achieve its broader business goals. petencies across specified business func- tions or is looking at building these. This multi-DimenSiOnal relatiOnShiP will translate into an enhanced capability at The vendor should be able to view the rela- their end—one that will promise potential tionship as one that has many dimensions value adds for your organisation. EnERgy EffiCiEnCy use lean to go green Thin clients, virtualisation, server consolidation are all about being lean—and they all reduce energy usage viShwajeet Singh head—IT When economic concerns got prece- and green” is good for both the business Fcm Travel Solutions India dence, environmental sustainability had and the environment. Any organisation to take a back seat in many organisations. that focuses on this will see clear benefits The fact however, remains that being “lean coming in soon. m a r c h 2 0 1 0 | it next 73
  • 78. bEsT pracTicEs I’m a great believer in Green IT and consuming piece of equipment. On one side, strongly feel that a few small steps and best it gives us an uninterrupted power supply, practices can go a long way in bringing on the other it also burns a significant benefits of ‘green’ to the table. amount of energy. Optimum utilisation of resources: An A proper audit and maintenance of optimum use of all the available resources devices, like UPS and air conditioners, can can bring down our energy wastage to its help bring down their energy utilisation to minimum level. This is not only applicable optimum levels. for a data centre environment; it can easily be Motivate your people: We all understand applied to a regular office condition too. that money works and what is the harm in Many times we don’t realise that we sharing it when you are gaining on the other actually don’t need powerful workstations, side. Incentives schemes can help you achieve even thin-client architecture can work remarkable results in a relatively short period absolutely fine for many of our requirements. of time, if you apply them properly. We should actually do a proper study on our Policies can be deployed in data centres department wise setups and accordingly for services like standby option and display time out. But if you let your user know quantitatively how much they are burning energy-efficient on each computer every day, they will operation alSo meanS understand the importance of switching off their screens while going away for tea and operating a device that other short breaks. And let them know if the organisation achieved a significant cut in uSeS only aS much energy energy bills, they will get some incentives as aS neceSSary to fulfil itS a token of appreciation. In addition, the office building also plays intended function a major role when it comes to green efforts. The buildings use approximately 66% of the electric energy, and according to an estimate, provide what is needed. the overall power consumption in buildings Energy-efficient operation also means has doubled between 1989 and 2005. operating a device that uses only as much Also, energy represents as much as 30% energy as necessary to fulfil its intended of a building’s operating costs. Now consider function. The primary objective of an effective this: undertaking energy efficiency measures energy management is to eliminate or can reduce energy consumption and thus, minimise energy wastage while maintaining utility bills by 30% or more. These savings a comfortable and safe environment. will add directly to the bottom line. Adoption of virtualisation: As we all Most energy efficiency measures also know, our servers are among the most improve the comfort and attractiveness of energy consuming devices, so it is very the indoor environment. This is common important to know our server requirements sense. Lighting retrofits, for example, reduce clearly. Today, we are being asked to energy consumption and improve visual improve efficiency, not only from a capital acuity. Better vision, in turn, helps workers expenditure perspective, but also with complete tasks more efficiently while regard to operational overheads. reducing eyestrain. By migrating applications from physical And the best part is that these improvements to virtual machines and consolidating to energy efficiency can often be attained applications onto shared physical hardware through low-cost or even no-cost projects. we can save a lot on energy bills, year-on-year maintenance costs, cooling needs and real estate cost. Run routine checkup of all passive devices: Often we don’t actually look the views expressed in the articles are those of the into the energy utilisation of our passive authors and do not, in any ways, reflect the policies devices like UPS, which itself is an energy or views of the companies they are working for. 74 it next | m a r c h 2 0 1 0
  • 79. update bOOK FOR yOu Open DebAte A platform to air your views on the latest developments and issues that impact you Dork The incredible adventure of an unlikely corporate hero Can Apple iPad be PuBlIShEr : PEnguIn BOOkS IndIa PrIcE : Inr 199 a good enterprise device? Is success always directly proportion- ate to the knowledge and efforts you put in, or are there factors that make a difference? Is it just the cultural fit or about managing to be in the “good books” of those who matter? MAnOJ JOSHi JOHn RAJ nAnDKiSHOR While dork by Sidin Vadukt, is a laugh MANAGER IT, MANAGER IT, JAiSWAL riot as it takes you through the diary of NSE INFOTECH VIDYUT METALLICS MANAGER IT, a business graduate from one of India’s SERVICES We need to look into the HOLIDAY INN best B-school, it is also a commentary It will take some time technical features and The new decade has come on the present day work culture where before we can get a clear capabilities of the product. with promises of lots of in- sycophancy, gadgets and social net- picture of how effective I personally feel that iPad novation, particularly on the working go hand in hand to determine the iPad is. apple is a great will help the mobile or wireless front. apple’s new success. consumer product com- remote work-force replace iPad is a smart gadget, with pany, but it is still to deliver the larger form factor solutions geared to address Through the incredible story of stun- a killer application for the laptops. however, security customer requirements, ning blunders, mishaps and inadvertent enterprises. Even the much can turn out to be a big comfort and security. This errors, robin, the protagonist, begins touted iPhone has not been challenge while manag- will certainly help shape to make his superiors rue the day they able to make much inroads ing these devices at the the way companies operate were driven by desperation into hiring into the enterprise space. enterprise level. The next in the future. I am hopeful him. and while he was just about to Thus, I sincerely doubt the big challenge would be to about the success of iPad be fired, a blunder committed under usefulness of this product. ensure support from soft- and feel that such devices the influence of alcohol changes the as of now, Blackberry is ware vendors. Since there can be a big draw in the fortune—of robin and his company. clearly driving the enter- are scores of enterprise enterprise space. We have There is another clear message as prise space, meeting both application from multiple already seen a massive well: don’t underestimate the power of communication and data vendors, I am not quite growth in the adoption rate media, which can instantly turn a sub- needs of mobile workers. sure how many of them will of devices like the Black- standard consultant facing disciplinary With no communication be able to support the iPad berry. With new applica- action into a management guru. capabilities built in, I doubt platform. Overall, the size tions and software, it can if iPad will be able to make and existing features seem definitely emerge as the IT NEXT VeRDict a major dent in the space. to be pretty good. hottest enterprise gaget. A hilarious acount of office culture and romance, and how social networking tools can make a hero out of a super-dork. And beware! Alcohol can do blunders (and sometimes wonders) in your life! Your views and opinion matter to us. Send us your feedback on stories and the magazine to the Editor at editor@itnext.in Star Value: m a r c h 2 0 1 0 | it next 75
  • 80. my log ShaShwat DC associate Editor, It Next Damocles’ Sword Who needs the tech writer, when there is no dearth of IT managers who can double up for the role! The Ennio Morricone’s ‘good, bad and to have fun. A chill ran through my spine. 3 EssEntial ugly’ tone was ringing on my cell-phone, letting me know that it was the editor saab Was I about to lose my job? Yet, there was a little flicker of hope in REads who wished to talk. Since, we had just some corner of my heart. I hoped that not packed up the magazine I was not par- many people would volunteer to write. ticularly inclined to take the call, more so, After all, fixing an ERP issue is one thing because I knew that it was meant to plan and writing how to do it is another. out the March issue. Over the next few days, much water This meant more work and more follow was poured over the little flicker, as I ups, and more sleepless nights. Yet, for all realised that lot many IT managers were Author: Mitch Joel Publisher: Hachette my disinclinations, there was little that I willing to jot their thoughts and share Price: Rs 450 could do to avoid taking the call. their experience. Worse, most of them were “We are planning a special issue for fairly well written and well researched. March, and since you guys have been As the articles kept pouring in, my complaining about the workload a lot, agonies were exacerbated. Apparently, we will have the community write the there seems to be no paucity of articulate IT whole issue. You guys can take an off. managers in India and that does not bode Cheerio.” well for technology writers like me. To say that I was stunned after the voice Finally, as a consolation, I was asked to Author: Ken Blanchard, at the other end had died down would jot down my thoughts for this page—My Publisher: Jaico Books Price: Rs 195 be an under-statement. “How could the Log. However, I still continue to live with issue go without my contribution? Who a Damocles sword over my head, thinking is going to write the interviews and the about the days when writers like me were analysis,” I thought. If I had become so the toast of any IT magazine, indulged and redundant for the magazine, my future pampered by the editors. was indeed bleak. I also hope that IT managers are so Adding to the misery was the fact inundated with work that they lose their that it was a special issue. Under normal coherence with words. And finally, I am circumstances, special issues are waiting for the good, bad and ugly ringtone Author: Steven D Levitt and journalist Stephen J Dubner synonymous with more work and sleepless of my phone to buzz again. So far it hasn’t, I Publisher: HarperCollins Publishing nights. And here the editor was telling me do hope that it does soon.. Price: Rs 399 76 it next | m a r c h 2 0 1 0

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