VSR.Informatik.TU-Chemnitz.de

GoldenCut	
  (a/b	
  ==	
  1,61803)	
  GoldenCut	
  	
  
Business. Value. Cloud.

/////// D...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
 2
The	
  Future	
  of	
  Cloud	
  Computing	
  	
 ...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
 3
Zur Einstimmung auf die nächsten
Gespräche und V...
1
 4
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
Evolution im 

Cloud Computing
cloud	
  (klaʊd)	
  –	
  is	
  an	
  elastic	
  
execution	
  environment	
  	
  
of	
  resources	
  involving	
  multiple...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
 6
Quelle: http://cordis.europa.eu/fp7/ict/ssai/eve...
Von Objektorientierung zu

Software aus Komponenten 

(ECOOP’96)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com /...
2
Wirtschaftliche
Betrachtungen im
Zeitalter des Cloud
Computing
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com /...
 
Wenn	
  Technik	
  (Service)	
  
und	
  Geschäftsidee	
  (Service)	
  
zusammenwachsen	
  
	
  
//////	
  ökonomische	
 ...
Flexible Nutzung & Collaboration
Wirtschaftliche
Betrachtung
•  Kostenreduktion
•  Investitionskosten in
Betriebskosten wa...
Flexible Nutzung & Collaboration
Wirtschaftliche
Betrachtung
•  Kostenreduktion
•  Investitionskosten in
Betriebskosten wa...
BusinessModel
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
 12
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Wh...
3
Entwicklungstrends
von und mit Cloud
Computing
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
0
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
1
Entwicklungstrends
•  Komposition der “as a Ser...
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activi...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
3
Entwicklungstrends
•  Komposition der “as a Ser...
Geschäftsidee 	
  ...	
  Lean	
  Startup.	
  
Entwicklung 	
  ...Agile.	
  
Betrieb 	
  ...DevOps.	
  
VP	
  /	
  Wertv.	
...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
5
Entwicklungstrends
•  Komposition der “as a Ser...
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activi...
simplify	
  
	
  	
  
Innovative	
  Mashup-­‐Solutions	
  
for	
  telco	
  services	
  in	
  Internet	
  of	
  
Services(I...
2
8
Komponenten (Widgets / Apps)
Netvibes	
  
(284.508)	
  
Opera	
  	
  
(1834)	
  
iGoogle	
  
(327.458)	
  
IBS Worksho...
Publish/Subscribe-basierte
Komposition – Mix von IoS & IoT
29
Message	
  Bus	
  
Location
 Location
 Location
Chudnovskyy	...
30
http://www.ict-­‐omelette.eu/	
   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
1
End-User Development fängt erst
richtig an…
…So...
4
What’s next?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
2
Everything as a Service?? Ja, und noch viel mehr…Hin zu 
Human-, Device, and Software-provided Service-Compositions
IBS Wo...
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
4
Herausforderungen und Chancen
•  Sicherheit
•  ...
Vielen Dank!
martin.gaedke@cs.tu-chemnitz.de
VSR.Informatik.TU-Chemnitz.de
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Business. Value. Cloud.

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These are the (German) slides of my Keynote "Business. Value. Cloud." given at the IBS Workshop "Cloud Computing - Concepts and Applications" - the talk focuses on how business/value-thinking and development/co-creation is evolving and becoming one single approach from idea to product/service within 5 minutes (I believe this will be much faster in the future, i.e. towards seconds). The key drivers to this new approach are manifold - provided by the always on possibilities of the cloud, matching the philosophy of building things out of components with the iterative approaches of agile and lean development, and a change of our society's value systems expanding from a transaction-oriented economy towards a sharing economy.

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Business. Value. Cloud.

  1. 1. VSR.Informatik.TU-Chemnitz.de GoldenCut  (a/b  ==  1,61803)  GoldenCut     Business. Value. Cloud.
 /////// Die Cloud aus Sicht der Komposition /////////////////// Prof.Dr.MartinGaedke.com @gaedke Technische Universität Chemnitz Fakultät für Informatik VSR Research Group
  2. 2. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 The  Future  of  Cloud  Computing     Brüssel,  Jan  2010   http://cordis.europa.eu/fp7/ict/ssai/events-­‐20100126-­‐cloud-­‐computing_en.html  
  3. 3. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 Zur Einstimmung auf die nächsten Gespräche und Vorträge 1.  Kurze Übersicht zur Evolution im 
 Cloud Computing 2.  Wirtschaftliche Betrachtungen aus Sicht der Komposition 3.  Entwicklungstrends von und mit Cloud Computing
  4. 4. 1 4 IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 Evolution im 
 Cloud Computing
  5. 5. cloud  (klaʊd)  –  is  an  elastic   execution  environment     of  resources  involving  multiple  stakeholders   and  providing  a    metered  service  at  multiple   granularities    for  a  specified  level  of  quality  (of   service).     [Definition  of  Expert  Group  Report]   http://cordis.europa.eu/fp7/ict/ssai/events-­‐20100126-­‐cloud-­‐computing_en.html   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 5
  6. 6. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 6 Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html   Nutzungsmuster  für  Cloud  Systeme   zur  Implementierung  von  Software-­‐   Komponenten,  Grid,  SOA,  IoS,  WS,  etc.   IaaS:  Amazon  S3     und  EC2,  SQL   Azure…   PaaS:  Google  App   Engine,  Microsoft   Azure…   SaaS:  Google  Docs,   Salesforce,  SAP…  
  7. 7. Von Objektorientierung zu
 Software aus Komponenten 
 (ECOOP’96) IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 7 Bilder Quelle: http://de.wikipedia.org/wiki/Kompositum_(Entwurfsmuster) Component  Software,  C.  Szypersky:   “…  A  software  component  can  be   deployed  independently  and  is   subject  to  composition  by  third   parties.”   Entwurfsmuster  zur  Komposition   (Composite  Design  Pattern)   Fokus:  Technologie   (Web-­‐Component,  Web  Service,   Widget,  Apps…)   Fokus:  Nutzung  &  Collaboration   (wirtschaftlich  interessant)   Spannend  -­‐  wenn  die  Komponente   per  Kommunikation  genutzt  werden   kann  –  also  zum  Service  wird.   HTTP   HTTP   HTTP  
  8. 8. 2 Wirtschaftliche Betrachtungen im Zeitalter des Cloud Computing IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 8
  9. 9.   Wenn  Technik  (Service)   und  Geschäftsidee  (Service)   zusammenwachsen     //////  ökonomische   //////  Betrachtungen   der  Komposition./////       IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 9
  10. 10. Flexible Nutzung & Collaboration Wirtschaftliche Betrachtung •  Kostenreduktion •  Investitionskosten in Betriebskosten wandeln (CAPEX vs. OPEX) •  Time to Market •  Pay per Use •  Return on Investment (ROI) •  Green-IT Technische 
 Betrachtung •  Elastizität •  Agilität •  Technische Flexibilität •  Verfügbarkeit •  Wiederverwendbarkeit •  Wissen über Nutzung •  Services von unterschiedlichen Anbietern BusinessModel Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 1 0
  11. 11. Flexible Nutzung & Collaboration Wirtschaftliche Betrachtung •  Kostenreduktion •  Investitionskosten in Betriebskosten wandeln (CAPEX vs. OPEX) •  Time to Market •  Pay per Use •  Return on Investment (ROI) •  Green-IT Technische 
 Betrachtung •  Elastizität •  Agilität •  Technische Flexibilität •  Verfügbarkeit •  Wiederverwendbarkeit •  Wissen über Nutzung •  Services von unterschiedlichen Anbietern BusinessModel Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 1 1
  12. 12. BusinessModel IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 12
  13. 13. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Wie  realisieren?   Was?   (VP)   Ausgaben?   Einnahmen?   Für  Wen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 13
  14. 14. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Wie  realisieren?   Was?   (VP)   Ausgaben?   Einnahmen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 14
  15. 15. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Wie  realisieren?   Ausgaben?   Einnahmen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 15
  16. 16. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Web   Internet   Festplatten -­‐Transport   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Wie  realisieren?   Ausgaben?   Einnahmen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 16
  17. 17. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Web   Internet   Festplatten -­‐Transport   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Ausgaben?   Einnahmen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 17
  18. 18. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Web   Internet   Festplatten -­‐Transport   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter Einnahmen?   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 18
  19. 19. BusinessModel What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Web   Internet   Festplatten -­‐Transport   Data   Center   Energie-­‐ Lieferant   IaaS   Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Elastische   Infrastruktur   Personal-­‐ kosten   Entwickler   Administra tion   BMC für klassische Infrastruktur-Anbieter IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 19
  20. 20. 3 Entwicklungstrends von und mit Cloud Computing IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 0
  21. 21. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 1 Entwicklungstrends •  Komposition der “as a Service”-Ansätze durch Cloud Anbieter zur Optimierung der Geschäftsmodelle 
 (VP, Costs, Revenue-Ansätze) •  Abstimmung von Idee-Entwicklung- Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen •  Cloud zur Komposition durch Endanwender (und Sensoren)
  22. 22. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Plattform   Cloud-­‐ Kunden   Software   Cloud-­‐ Kunden   Infrastruktur   Cloud-­‐ Kunden   Energie   Hardware   Software  Pay   Model   Web   Internet   BMC für klassischen Cloud-Business Festplatten -­‐Transport   Data   Center   Energie-­‐ Lieferant   IaaS   PaaS   SaaS  Hardware-­‐ Lieferant   Netzwerk-­‐ Betreiber   Pay  per  HW-­‐ Unit,  per  Time   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Elastische   Infrastruktur   Elastische   Plattformen   Elastische   Software   Personal-­‐ kosten   Entwickler   Administra tion   Gebhardt,  Gaedke,  Daniel,  Soi,  Casati,  Iglesias,  Wilson:   From  Mashups  to  Telco  Mashups:  A  Survey;     IEEE  Internet  Computing,  vol.  16,  no.  3   Pay  per  Byte-­‐ Unit,  per  Time   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 22
  23. 23. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 3 Entwicklungstrends •  Komposition der “as a Service”-Ansätze durch Cloud Anbieter zur Optimierung der Geschäftsmodelle 
 (VP, Costs, Revenue-Ansätze) •  Abstimmung von Idee-Entwicklung- Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen •  Cloud zur Komposition durch Endanwender (und Sensoren)
  24. 24. Geschäftsidee  ...  Lean  Startup.   Entwicklung  ...Agile.   Betrieb  ...DevOps.   VP  /  Wertv.   Experiment   Kunden   Test   Janus,  Jäger,  Gaedke:  Agile  Praktiken  -­‐  oder  doch  Impediments?  Bewertung  der   Agilität  von  Praktiken  in  der  Softwareentwicklung,  in  OBJEKTspektrum  05  (2012)   Agile   Development     von  Services   (schnelle  Iterationen)   Betrieb   (Operations)   Internet  of   Services   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 24 Jede  Phase  wird  durch  Cloud-­‐Angebote  unterstützt.   (Ziel:  von  der  geprüften  Idee  zum  Web-­‐Angebot  in  5  Minuten)  
  25. 25. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 5 Entwicklungstrends •  Komposition der “as a Service”-Ansätze durch Cloud Anbieter zur Optimierung der Geschäftsmodelle 
 (VP, Costs, Revenue-Ansätze) •  Abstimmung von Idee-Entwicklung- Betrieb durch Komposition von Cloud Diensten zur schnelleren Umsetzung von Geschäftsideen •  Cloud zur Komposition durch Endanwender (und Sensoren)
  26. 26. What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive? Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines? For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? For whom are we creating value? Who are our most important customers? What type of relationship does each of our Customer Segments expect us to establish and maintain with them? Which ones have we established? How are they integrated with the rest of our business model? How costly are they? What value do we deliver to the customer? Which one of our customer’s problems are we helping to solve? What bundles of products and services are we offering to each Customer Segment? Which customer needs are we satisfying? What Key Activities do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue streams? Who are our Key Partners? Who are our key suppliers? Which Key Resources are we acquiring from partners? Which Key Activities do partners perform? What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams? Day Month Year No. This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. Software   Cloud-­‐ Kunden   Software  Pay   Model   Web   Internet   BMC für End User Development SaaS   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Software  Pay   Model   Elastische   Software   Entwickler   Administra tion   Software   Cloud-­‐ Kunden   EUD   provided   Data  &   Bewert-­‐ ungen   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 26
  27. 27. simplify       Innovative  Mashup-­‐Solutions   for  telco  services  in  Internet  of   Services(IoS)   Project:     §  Group  VSR  /  Gaedke   §  Cloud  Computing,  IoS   §  October  2010  –June  2013   §  Costs:  6.117.391  €     Mashup-­‐Software  Plattform  für   Komposition  von  Komponenten  im   Web   End-­‐User   Development   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 27
  28. 28. 2 8 Komponenten (Widgets / Apps) Netvibes   (284.508)   Opera     (1834)   iGoogle   (327.458)   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 Automatische     Transformation  in  W3C  Widgets  
  29. 29. Publish/Subscribe-basierte Komposition – Mix von IoS & IoT 29 Message  Bus   Location Location Location Chudnovskyy  O.,  Fischer  C.,  Pietschmann  S.,  Gaedke  M.  Inter-­‐Widget   Communication  by  Demonstration,  ICWE2013  Demo,  July  2013.  IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
  30. 30. 30 http://www.ict-­‐omelette.eu/   IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
  31. 31. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 1 End-User Development fängt erst richtig an… …Software-Verbesserung: –  Dynamische Komposition –  Eigenständige Weiterentwicklung 
 durch die eigenen Benutzer 
 (User as a Service ==> Developer) …IoT & IoS –  Innovative Komposition 
 von virtuellen und 
 physikalischen 
 Diensten –  Auch hinsichtlich 
 Human-Provided Services Speicher,  Both,  Gaedke:  TellMyRelevance!  Predicting  the  Relevance  of  Web  Search  Results   from  Cursor  Interactions;  Proceedings  of  22nd  ACM  International  Conference  on   Information  and  Knowledge  Management  
  32. 32. 4 What’s next? IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 2
  33. 33. Everything as a Service?? Ja, und noch viel mehr…Hin zu Human-, Device, and Software-provided Service-Compositions IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 3 http://vsr.informatik.tu-chemnitz.de/demo/chrooma/icwe14 Krug,  Wiedemann,  Gaedke:  SmartComposition:  A  Component-­‐Based  Approach  for   Creating  Multi-­‐Screen  Mashups;  Companion  Proceedings  of  14th  International   Conference  on  Web  Engineering  
  34. 34. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 4 Herausforderungen und Chancen •  Sicherheit •  Privatsphäre •  Netz-Qualität – insbesondere auch mobil •  Netz-Geschwindigkeit – etwa 5G •  Einfachheit in Bedienung •  Beschreibung von Komposition – OMDL, OSCL, Federated Web, FOAF, etc. •  Chancen: Vielfältig!
  35. 35. Vielen Dank! martin.gaedke@cs.tu-chemnitz.de VSR.Informatik.TU-Chemnitz.de

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