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. 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. 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. 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. 1 4 IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 Evolution im Cloud Computing
- 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. 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. 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. 2 Wirtschaftliche Betrachtungen im Zeitalter des Cloud Computing IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 8
- 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. 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. 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. BusinessModel IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 12
- 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. 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. 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. 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. 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. 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. 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. 3 Entwicklungstrends von und mit Cloud Computing IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 2 0
- 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. 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. 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. 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. 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. 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. 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. 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. 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 http://www.ict-‐omelette.eu/ IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
- 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. 4 What’s next? IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014 3 2
- 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. 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!