Archive for the ‘TIBCO’ Category

The seven elements of Cloud computing's value

Thursday, June 25th, 2009

Last week I was invited to speak as part of the London leg of TIBCO’s NOW roadshow, which focused primarily on Cloud computing and TIBCO’s new Silver offering (you can see what we think about that specifically in this report).

My job was to talk about “articulating the value of Cloud computing”. This was a fun challenge: so much of the talk about Cloud today starts by arm-waving at the 30,000ft level – and then zooms right down to the level of “virtualised compute resources” and “dynamic scalability”. What I hadn’t seen so much of was an attempt to map out more of a big picture of the value that Cloud computing can potentially deliver in the context of other approaches to consuming IT infrastructure resources.

So after reading countless blogs, conference proceedings, customer stories and news articles, I sat and stared at a blank piece of paper for a while, thinking about how I could pull all the different perspectives together to show one picture that captures all the different ways in which Cloud computing can potentially deliver value. This is what I ended up drawing and presenting in my talk:

You can see that there are seven elements of value I’ve highlighted, and they fall into three “value types”: economic, architectural and strategic.

  • The economic value of Cloud is largely about being able to align the timing and size of the investments you make with the value you receive – variously referred to as “pay as you go”, “pay as you grow”. You don’t pay $millions for infrastructure that only delivers value months or years later; you pay for what you actually need, when (or soon after) you use it. And you don’t purchase an asset that then depreciates (like crazy).
  • The architectural value of Cloud is about having an simple, consistent abstract environment presented to developers and operations folks that hides a lot of complexity, making it much quicker and easier to develop and deploy applications.
  • The strategic value of Cloud might be easily conflated with the economic value, but I think it’s different. It’s this: Cloud platforms help you focus on what makes your organisation more effective and different, and leave all the other stuff to a third party that is dedicated to doing a great job for a competitive price. This is about focus and it’s also about avoiding having to train people to do things that fundamentally don’t add value to your organisation (think “Lean IT” if you like.)

Have I captured all the potential elements of Cloud computing value? I’m 90% sure I have – but if I’ve missed something please let me know! Either way, the discussions I’ve had around this picture so far make me think that it’s a useful model for exploring different Cloud propositions as stated today and comparing them. What do you think?

Next up: I’ll post another version of this picture that contrasts the value of “private” and “public” Cloud propositions. Both types of propositions have value – but it’s important to be clear about what that value actually looks like in each case.

Progress Software – getting past "Who"?

Wednesday, April 1st, 2009

A couple of months back I had a brief Twitter exchange with David Bressler of Progress Software (@djbressler), following a comment I’d seen from Judith Hurwitz (@jhurwitz) at Progress’ analyst day regarding the lack of brand awareness that the company has out there in industry. What I said was: “Progress is a bit like Unilever – top-level brand is vanilla, sub-brands have chops”. What I meant is that these days, there’s little knowledge of what Progress does (a typical response is either “Who?” or possibly “oh, they used to sell a 4GL and a database in the 1990s, didn’t they”) – whereas there’s much more recognition of brands like Sonic (SOA infrastructure), Actional (SOA management / governance), IONA (middleware, SOA infrastructure), Apama (event processing), DataXtend (data integration) and DataDirect (data connectivity, legacy application integration).

David replied that Progress is a technology company’s company – which is absolutely correct: Progress has a long and successful history of providing a platform for other software vendors to embed in their application offerings. And he followed up with this blog entry, saying “We’d love for the Progress brand to have some chops, and we’re trying but it’s not trivial.”

Well, for a few weeks I’d been meaning to write a blog post of my own exploring this – but in the general headlong rush that we’ve been experiencing so far this year, I’d forgotten to write that post. When I saw today’s news that there’s been a change at the top at Progress, though, I was finally prompted to write some thoughts down. (Thanks for the pointer Miko).

The main thought in my head all those weeks ago was that it’s all very well for Progress to be a bit like Unilever – with the sub-brands (Sonic, Actional, Apama, DataDirect, and so on) having much more visibility in industry than the parent brand – as long as the company doesn’t want to start pulling together broader IT and business infrastructure propositions that tie together pieces from the different brands. Unilever is well-known for owning a vast portfolio of products, many of which actually compete with others in the portfolio (Dove v Lux; or Persil v Surf, for example. The invisibility of the parent brand is fine for Unilever, but it’s bad news for Progress if it wants to really make the most of its potential within enterprises (by cross-selling or bundling its products to help customers with broader opportunities, for example).

So this is the point where the company has to undergo a pretty radical shift. As reported in PCWorld, the new Progress Software CEO (formerly the COO) has established a target of doubling the company’s annual revenue to around $1bn, by “reorienting sales towards multi-product suites, as well as aiming marketing messages more at business executives than IT workers” – that is, precisely what it’s not currently suited to doing.

This goal makes absolute sense, and in fact it has made sense for ages. The majority of the markets where Progress’ brands play are growth markets where there’s real opportunity, right now; and what’s more, the combination of the offerings could have real power, too.

The required shift will be no picnic, but there are worse times for Progress to be trying to make it happen. There’s a new man at the top with a new broom, no doubt; and what’s more, there’s still a small window of opportunity open for another medium-to-large-sized specialist infrastructure software vendor to pick up business, following BEA’s acquisition by Oracle a few months back. TIBCO and Software AG have recently been making much of BEA’s disappearance as an “independent” infrastructure software vendor, and it’s surely no coincidence that both these companies also have aspirations to reach $1bn in annual revenues (Software AG has been particularly vocal about this of late). Progress has long had the potential to join Software AG and TIBCO as a serious contender for enterprises wanting to avoid getting into bed with the MISO pack (Microsoft, IBM, SAP or Oracle) for whatever reason, but until now it just never seemed to be able to be bothered to do what was necessary.

With a new CEO at the top, it’ll be fascinating to see whether Progress can move up a gear. If it succeeds, then enterprises wanting to avoid giving too much technology supplier power to the MISO pack may well have a new choice – and in a market where consolidation has recently been rampant, more choice would be refreshing for everyone.

Software AG goes in an interesting direction for SOA governance

Tuesday, September 9th, 2008

As part of yesterday’s release of the latest iteration of its webMethods Insight product Software AG announced an OEM partnership with Progress Software. This announcement adds the Actional runtime SOA management and monitoring technology (which Progress acquired back in January 2006) to Software AG’s existing Centrasite design-time governance capabilities (which were bolstered by the acquisition of Infravio in September 2006) and the runtime policy enforcement provided by its webMethods X-Broker and partner Layer 7’s XML Firewall.

The incorporation of runtime SOA management and monitoring functionality into Insight is a necessary evolution of Software AG-webMethods integration strategy that we commented on just over a year ago. It’s long been our position that SOA is more than a standards-based approach to software development and integration. The business value of a service-oriented initiative depends on a recognition that software services are experienced, just like their real-world analogues. The quality of that experience depends on a governance approach that extends throughout the service lifecycle, where the contracts defined when services are designed are subsequently enforced through policies once they are deployed and running – and where runtime metrics are captured to provide insight into the service level quality that is actually exeprienced. Furthermore, those metrics can be used to inform and support change management processes, so closing the SOA lifecycle loop.

Whilst the announcement doesn’t come as any great surprise, the source of the runtime management and monitoring functionality does. When Oracle confirmed it’s intention to acquire BEA, I said:

It [the acquisition] leaves some of the other bigger specialist players – TIBCO, SoftwareAG (and to a lesser extent Progress and Red Hat) in an interesting position. On the one hand they will be more attractive, particularly for SOA and BPM, to customers looking for an application-independent infrastructure offering.

Software AG has gone to a potential competitor for the mantle of best-of-breed, specialist alternative to the likes of IBM, Microsoft and Oracle. If you had told me on Friday that Software AG was going to strike an OEM deal for SOA management and monitoring I’d have put my money on AmberPoint, which has historically been the OEM of choice for the likes of BEA and TIBCO.

I am not quite sure what to make of this decision. AmberPoint doesn’t compete with Software AG directly and has established a healthy and growing customer base, as well as partnerships with some of the leading systems integrators – and a technology partnership with Software AG! Software AG’s decision comes not long after Oracle’s decision to drop AmberPoint. As we pointed out in our analysis of Oracle’s roadmap for the BEA integration, we don’t have any hard evidence for Oracle’s claims that it had received negative feedback from BEA customers but it’s something we will continue to explore. In light of the decision to go with Actional, it will be intriguing to see how the partnership evolves and how things pan out when Software AG and Progress are in a competitive situation.

This acquisition should be welcome news to Software AG customers that have invested in the company’s SOA offerings as it will save them the time and effort of plugging the runtime governance gap that existed prior to the partnership. Those embarking on a significant SOA intiative should also give Software AG careful consideration, particularly if they are not wedded to one of the mega-platform providers.

Oracle proposes to buy BEA

Friday, October 12th, 2007

Oracle today confirmed

that it delivered a letter to the Board of Directors of BEA Systems, Inc. (NASDAQ: BEAS) on October 9 in which Oracle proposes to acquire BEA for $17.00 per share in cash. The $17.00 per share offer is a 25% premium over yesterday’s closing price of $13.62.

This acquisition has been long-discussed so I can’t say I find the news particularly surprising, particularly with Carl Icahn recently upping his stake in the company. I think this just makes it more likely that Oracle’s proposal will be accepted.

This is primarily as a market share grab by Oracle. It does plug some gaps in the portfolio – particularly around business process management (based on BEA’s Fuego acquisition), where Oracle only has basic BPEL web services orchestration; adds some telecoms vertical market capabilities to complement Oracle’s vertical market push and the virtualisation work that BEA has done with the WebLogic Virtual Server Edition. Also, there’s the opportunity for Oracle to tap into the healthy Tuxedo base. With a significant chunk of Oracle’s profitability coming from maintenance, the revenue from BEA’s customer base will suit its business far better than it did BEA which was suffering with its inability to grow license revenues.

This is yet another example of the bigger specialist players getting squeezed out by the industry goliaths – IBM, Microsoft, Oracle, SAP – and the open source, smaller best-of-breed players. SAP’s recent acquisition of Business Objects is another example (although that did plug a few more gaps). It leaves some of the other bigger specialist players – TIBCO, SoftwareAG (and to a lesser extent Progress and Red Hat) in an interesting position. On the one hand they will be more attractive, particularly for SOA and BPM, to customers looking for an application-independent infrastructure offering. On the other, though, taking market share for those customers from BEA is one thing: taking it from Oracle quite another. Ultimately, IBM is the big beneficiary in this regard.

In summary, then, I see: the acquisition going ahead; BEA’s customers looking worried as they see themselves with an application-dependent infrastructure stack; IBM looking happy at the prospect of providing those customers with an application-independent alternative; the likes of TIBCO and Software AG pondering their options; and SAP and Microsoft carrying on in there own sweet way.

MWD FM SOA interview: TIBCO

Wednesday, May 2nd, 2007

We’re nearing the end (for now – we have more planned, but not for a little while) of a series of SOA vendor interview podcasts with this one, which we conducted recently with Rob Myer of TIBCO. Rob works in Product Management at TIBCO with responsibility for SOA.

We ask the usual four questions, and along the way swing by some interesting conversation points:

  • What you need from infrastructure in order to move towards enterprise-wide SOA, and what TIBCO learned from telecoms companies’ service platform requirements
  • The challenges associated with the WS-Policy, WS-Management and WSDM standards
  • The application of CEP (complex event processing) technology to managed service delivery in the context of SLAs.

This podcast episode is 34′28″ long. The podcast episode lasts 25′34″. You can download the audio here or you can subscribe to the feed.

TIBCO's ActiveMatrix and 4GL for SOA

Friday, February 16th, 2007

We’ve been meaning to blog about TIBCO’s ActiveMatrix product family for a few weeks now, since we were briefed on it in December. However it took a while for us to get to a point where we felt we had something particularly “aha” to say about it.

What makes ActiveMatrix so potentially valuable is also what makes it a challenge. As TIBCOer Rourke McNamara said in a blog entry from Gartner’s Application Integration and Web Services Summit: “Explaining what ActiveMatrix does in 90 seconds isn’t easy.” Actually explaining it’s value is more challenging, because it’s not what you might expect from TIBCO.

TIBCO talks about “service virtualisation” and describes the core element of ActiveMatrix – the ServiceGrid product – as a “network of service containers” with “embedded policy management for service governance” and “JBI and SCA support for service deployment and provisioning”.

These things are all true, and they’re all cool.

But what does that really *mean*, in really straightforward terms? After talking to numerous journalists and clients about ActiveMatrix over the past weeks, we’ve evolved our introductory explanation to this one, when talking to non-expert IT audiences:

Back in the day, a big challenge faced by large organisations trying to develop and deploy systems was how to create systems relatively quickly, that were quick to change, in complex multiplatform environments. In those days the multiplatform issues was one of 16- and 32-bit Windows, Mac and OS/2 clients; Solaris, AIX, HP-UX, OpenVMS servers; and various kinds of databases and network protocols (this was when IPX/SPX and SNA were as interesting as TCP/IP).

A whole range of “second generation 4GL” environments were created which aimed to help. They married a high-level abstract programming language (the 4GL) to a virtual machine which was ported to all the major platforms and which hid the details of the operating environment – client, server, database, network.

Now let’s fast-forward to today. Java and JEE and web-based application designs helped with some of that old multiplatform nightmare, but it’s not the only game in town. What’s more, now we’re looking at SOA, the challenge today isn’t so much about building discrete systems; it’s about finding a consistent way to build and integrate system elements that can talk to each other within various parts of our companies, and also across different companies and whole supply chains.

In short we have another version of the same problem, only this time the multiplatform aspect is at a higher level – and the scope and scale of the operational environment are much bigger. Now we struggle to get “plain Java”, JEE, .NET and other modern application containers to talk to each other, as well as other “legacy” application platforms – and Web Services protocols and standards are only a partial answer here at best. Even if protocol interoperability gets working better we’re now looking at an environment which is widely distributed, and which may not be 100% under any one party’s control.

So if we’re to try and address today’s challenge for SOA – to enable people building and integrating services to just concentrate on the core logic of what they’re doing rather than getting stuck in the weeds of environment-specifics – we need something like the old 4GL virtual machine, but with lots of extra capabilities – like service provisioning (think about telecoms service provisioning if you know that industry) , and policy-based operational and lifecycle management of services.

That’s what ActiveMatrix does. It provides a virtual machine environment for the SOA age.

As an aside: Why is ESB not the answer, and why is ActiveMatrix not an ESB? Because ESBs concentrate on solving just one part of this conundrum – the operational communication between services. From the developer’s perspective the ESB is pretty much invisible (intentionally), and doesn’t offer any “virtual machine” facilities to that audience. ActiveMatrix works on top of, around, and underneath ESBs.

Of course there’s a proprietary element – although ActiveMatrix is built around JBI / JSR 208 and elements of the SCA specification, the container design itself is unique to ActiveMatrix. Interoperability is standards-based through JBI, but of course interoperability with something else is not the same as “swappability”.

So here’s a couple of interesting questions. Do companies pursuing SOA know they need this, and does TIBCO have the credibility to provide it? And is there enough momentum in the SOA movement to get the mainstream of companies to the point where they need ActiveMatrix, or something like it?

The credibility question is a good one, because it certainly took me a while to work out what TIBCO was doing with ActiveMatrix. I saw it completely as an integration vendor moving into SOA, and was completely unprepared for what TIBCO was trying to tell me – for a while it just didn’t compute. We’re going to need some excellent customer examples, well-explained, to really help people get in the right frame of mind to hear what TIBCO’s trying to say here.

The second question is concerning to me as a student of IT industry history. The truth is that the history of the industry is littered with examples of situations where “movements” were cynically abandoned by vendors in favour of newer, shinier things, just as they got to a tipping point. If you can dupe your customers well enough, you can sell them A, wait until they get familiar with it, and then tell them that A is last year’s model, and sell them the virtue of A’. Example: the demoralising arrival of SOA 2.0.

Many say that SOA itself is one of these cynical reinventions, and there is a grain of truth in that (but only a grain, I’d say). I believe that SOA has real value – and that in the context of achieving that value companies will need facilities like they can get from ActiveMatrix – but my concern is that we’ll get derailed by the “next big thing” before we can all realise that value.

Lastly, a disclaimer: TIBCO is an occasional client and we provided some input to help them refine their ActiveMatrix communications.