Glosario KW | KW Glossary
Ontology Design | Diseño de Ontologías
Special | A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z | ALL
HPE Hyper Converged
Credit: Peter Sayer
HPE unveils a new SimpliVity appliance
by Peter Sayer
After the OmniCube comes the HPE SimpliVity 380 with OmniStack
Two months after acquiring SimpliVity for US$650 million, Hewlett Packard Enterprise is beginning to reshape the company's converged infrastructure offering in its own image.
SimpliVity’s hyperconverged infrastructure appliance, the OmniCube, replaces storage switches, cloud gateways, high-availability shared storage, and appliances for backup and deduplication, WAN optimization, and storage caching. The company also offers OmniStack, the software powering the OmniCube, packaged for other vendors’ hardware.
Now HPE has qualified that software on its workhorse ProLiant DL380 server and will sell it as the snappily titled HPE SimpliVity 380 with OmniStack, Mark Linesch, the vice president for global strategy and operations of HPE's enterprise group, said Tuesday at the Cebit trade show in Hanover, Germany.
SimpliVity's website already lists the 380 among the product options, alongside versions of OmniStack tailored for Dell PowerEdge, Lenovo System x, and Cisco UCS servers for which it provided first-line support, handing off hardware matters to the vendors.
The website still lists the OmniCube for sale, too.
Linesch said HPE will continue to provide the same support for that hardware as SimpliVity did, although going forward, it hopes to see more customers on the ProLiant version.
SimpliVity used to guarantee that the OmniCube would offer a 90 percent capacity saving across production and backup storage while improving application performance, and HPE will offer the same guarantee for the SimpliVity 380, Linesch said.
Three versions of the SimpliVity 380 are available, with five, nine or 12 SSDs of a capacity of 1.9 terabytes each. The servers have dual Intel E5-2600 v4 (Broadwell) processors, and customers can configure them with up to 44 cores. Depending on how much RAM is ordered, usable memory will range from about 140 GB to 1.4 TB. Depending on the configuration requested by the customer, the total cost will vary between $26,000 and $100,000, an HPE spokesman said.
Last November, HPE released a software update for another converged appliance built on the ProLiant 380, the Hyper Converged 380. Building on the existing stack of VMware virtualization software and HPE management tools, the update added integrated analytics and multi-tenant workspaces to simplify the management of servers as a single resource pool.
HPE's two hyperconvergence product lines will undergo some convergence of their own at some point in the future, combining the best features of the SimpliVity 380 and theHyper Converged 380 into a new product line, Linesch said. However, HPE will continue to sell the existing products, at least according to the slide he showed.
This story has been corrected to give the correct capacity for the SSDs in the eighth paragraph.
HTML5 tools and semantic elements
HTML5 tools and semantic elements analyzed and explained
By Tim Converse | TheServerSide.com
The buzz of late in the world of Web design is HTML5. But when developers look around, it isn't as easy as one might think to find out exactly what HTML5 is. This is because it is both a new standard in HTML and a label for a collection of tools and technologies for the future of Web and mobile development. Before delving into HTML5 tools, developers need to understand some of the new features in HTML technology.
HTML5 still largely uses the existing HTML, as developers would expect. However, release 5 incorporates some new tags referred to as semantic elements. For the most part, these elements are specialized versions of the <div> tag and are geared toward making developers' content friendlier to both cascading style sheet (CSS) webpages and to Web crawlers like Googlebot.
In the past, if developers wanted to define some portion of their webpage as a panel containing all of their navigation elements (buttons, links, etc.), they might have created a <div> tag and given it the identification (ID) of nav. This would work perfectly well, and many Web developers did precisely this.
That is how the new <nav> tag came into existence. A survey was done of thousands of websites, and the pattern emerged that <div> tags with an ID of nav or navigation were abundant.
What does that mean for IT people? Not a lot, on the surface of it, but when one explores the world of search engine optimization, one discovers that as far as a Web robot is concerned, a <div> is a <div> is a <div>, but a <nav> tells the Web robot something it might not have easily understood before. It is exactly this kind of understanding that improves a website's overall rating and placement in search engine results.
Following this logic, a host of other new tags emerge, such as <header>, <footer>, <section>, <article>, <figure>, <figcaption> and <aside>. These too are simply new versions of <div> tags, but now they exist as ways of arranging content that a Web crawler can more easily categorize. Thus, a company's Web rating improves.
Add to these tags a series of other elements, which are designed to improve what webpages can do overall by helping a browser understand audio, video, geolocation and animated content, and one has the heart and soul of the new HTML5 semantic elements.
The rest of HTML5
Even more interesting is that designing applications for mobile devices follows the same paradigms as designing webpages. Each screen in a mobile application is analogous to a webpage in terms of following a markup language design system.
So, HTML5 comes into its own.
Now comes the fun part. What tools do developers use to tap into this realm of technologies? HTML5 tools should bring these technologies together in a way that makes sense for novices and experts.
Let's take a quick look at DaVinci Studio, Embarcadero HTML5 Builder and Google Web Designer (Beta), which represent a good cross-section of the tool types and features that developers should use to find the tool that works best for them.
DaVinci Studio started as a plug-in for the Eclipse development platform. It became its own environment as its popularity grew. Eclipse is a widely used product. Familiarity with it across so many development organizations makes DaVinci Studio a viable tool for both developers experienced with and developers new to the world of HTML5.
The limitation of DaVinci Studio is that it is directly geared toward creating mobile content. However, since DaVinci Studio is built on the Eclipse framework, it does have the ability to switch among multiple development perspectives, allowing developers to create whatever they need. This is great for developers who are already used to the Eclipse paradigm, but new developers can get lost switching among perspectives or trying to figure out what additional tools they might need to install.
DaVinci Studio also offers a visual designer with many drag-and-drop components and editing capabilities for designing the screens in question. The code for these designs is automatically written to files in Eclipse, but there is not an easy way of going from the designer to Eclipse and back again. Changes are reflected in both the designer and Eclipse, depending on where developers do their editing, but the user interface feels clunky.
Embarcadero HTML5 Builder
Embarcadero technology has many similarities to Borland, in part because the former bought the software tools division of the latter in 2008. One of the features of Borland products was two-way tools, or tools that would respond to either visual designing or direct-code editing. This design idea grew, took hold and has been something Borland has always excelled at.
So, it should be no surprise that with HTML5 Builder, this two-way paradigm continues and is extremely well-integrated into the nature of the product. The Borland products refined the process of visually designing applications and content, then switching over and editing the code for an even finer level of control -- a process that other companies have copied ever since.
What is perhaps the beauty of HTML5 Builder, though, is that from the beginning it helps developers organize what they are doing. It also configures itself to the task at hand. For example, if a development team is building a client-side Web application, HTML5 Builder gives them the correct set of client-side tools and hides the things they don't need or can't use. HTML5 Builder also will configure itself when developers are building something to run on a server, mobile client or mobile server.
Building Web content without data access is often a fool's errand these days, so HTML5 Builder is set up to help developers get to their data. Visual components that can be added to webpages or mobile Web content give the developer an easy way to create the necessary data connections and retrieve the data-driven content they want with only a few clicks. HTML5 Builder generates all the code developers need. Given how complicated working with data on the Web can sometimes be, especially for new developers, having a tool that makes it easy to do and understand can make all the difference between a good website and a great one.
Google Web Designer (Beta)
Let's face it, Google owns the Internet -- if not in reality, then certainly in identity. We don't "Bing" things, we "Google" them, even when we use Bing to do it. Google is shaping the Internet, so when it brings out a new product -- even one in beta -- it is worth the time to pay attention and find out more.
Google has a whole new vision for the future, a new design methodology it's calling Material Design. The newGoogle Web Designer is a big part of that. Developers should learn about it as early as possible. Material Design is not worth explaining at this point because by the time it has been defined, it's likely to have changed. This entire concept is still evolving. Developers should check it out for themselves and keep an eye on where Google is going with it.
In the meantime, one of the first things developers can do is download the Google Web Designer Beta product and start playing with it. But be forewarned, this product is very definitely still a beta product. There are things missing, and the user interface is a bit challenging to deal with at first. It seems to be rough around the edges and not as robust as one might expect. Nevertheless, it holds great promise.
A rather amazing feature of Google Web Designer is its built-in ability to create animations in a timeline-based methodology very similar to Flash. The resulting animations are created using CSS code, so developers don't need special plug-ins or animation engines in order to get the same kinds of animation results.
Other than still being a beta product, the Google product's main limitation is that the code generated relies onWebKit. A lot. This means that the resulting Web content created by Google Web Designer won't work as well in Firefox or Internet Explorer. This limitation is a significant one because HTML5 standards are not yet completely set. Locking itself into one particular technology could be a bad move for Google.
Still, to stress it again, this is a beta product, but Google is pretty smart. It may not be too long before releases of this product provide the kind of flexibility to make this tool a serious contender.
In the end, the tool developers choose is the one that gets the job done for their company. The real secret to choosing an HTML5 tool is spending the time to analyze the company's needs first. Take the time to think it through. Don't just be dazzled by all the amazing bells and whistles that any given product offers. Once developers have answered the questions and done their research, they can find the tool that best fits their needs. One question developers might overlook in their rush to find the perfect tool is, "What makes the process easiest for you to understand?"
Learning any new development environment is a challenge. Developers come to any new tool set with preconceived notions of how things are supposed to work based on their understanding of the environments they came from. HTML5 is not just a new set of terms and tags to be used with any other HTML, it is an emerging paradigm that combines a number of technologies many have been involved with for years.
With the right set of HTML5 tools and a clear idea of how this new world is supposed to fit together, developers can actually make the Web and mobile content experience the game changer everyone has been calling for.
Tim Converse is the director of software quality assurance and technical support operations at SiO2 Corp. With over 20 years of experience in the software industry, Tim has worked with companies like Borland, Electronic Data Systems and HP in a wide variety of roles, from technical support and quality assurance to application and Web development. Never satisfied with what he knows, he is currently expanding his horizons with security and mobile development technologies. Tim specializes in quality assurance technologies and is an advocate for test-driven development.
14 Aug 2014
Human Genome Project (DNA)
The Human Genome Project is a global, long-term research effort to identify the estimated 30,000 genes in human DNA (deoxyribonucleic acid) and to figure out the sequences of the chemical bases that make up human DNA. Findings are being collected in database s that researchers share. In addition to its scientific objectives, the Project also aims to address ethical, legal, and social issues (which the Project refers to as "ELSI"). The Project will make use also of results from the genetic research done on other animals, such as the fruit fly and the laboratory mouse. Research findings are expected to provide a dramatically greater understanding of how life works and specifically how we might better diagnose and treat human disorders. Besides giving us insights into human DNA, findings about nonhuman DNA may offer new ways to control our environment.
A genome is the sum of all the DNA in an organism. The DNA includes genes, each of which carries some information for making certain proteins, which in turn determine physical appearance, certain behavioral characteristics, how well the organism combats specific diseases, and other characteristics. There are four chemical bases in a genome. These bases are abbreviated as A, T, C, and G. The particular order of these chemical bases as they are repeated millions and even billions of time is what makes species different and each organism unique. The human genome has 3 billion pairs of bases.
Some databases that collect findings are already in existence. The plan is for all databases to be publicly available by the end of 2003. The organization of these databases and thealgorithm for making use of the data are the subject of new graduate study programs and a new science called bioinformatics . A biochip is being developed that is expected to accelerate research by encapsulating known DNA sequences that can act as "test tubes" for trial substances that can then be analyzed for similarities.
This was last updated in September 2005
Posted by: Margaret Rouse
I (DATA CENTER)
I (OPEN SOURCE)
I (WEB SERVICES)
IBM Predictive Customer Intelligence
IBM Predictive Customer Intelligence
Create personalized, relevant customer experiences with a focus on driving new revenue.
Please read the attached whitepaper.
IBM z13s mainframe
IBM unveils z13s mainframe focused on security and hybrid clouds
By John Ribeiro
Brian David Flores, cryptographic hardware verification engineer, holding IBM's new z13s microprocessor chip. Credit: IBM
IBM has unveiled its new z13s mainframe, which it claims offers encryption at twice the speed as previous mid-range systems, without compromising performance.
The company, which sold its x86 server business to Lenovo, continues to invest in new designs of its mainframe to handle new compute challenges. It launched in January last year, the z13, its first new mainframe in almost three years, with a new processor design, faster I/O and the ability to address up to 10TB of memory. The design of the z13 was focused on real-time encryption and embedded analytics.
IBM said the z13s, targeted at mid-size organizations and described as the new entry point for the company's z Systems, has an "updated cryptographic and tamper-resistant hardware-accelerated cryptographic coprocessor cards with faster processors and more memory," allowing clients to process twice as many high-volume, cryptographically-protected transactions as before without compromising performance.
The company is also packaging with the mainframe threat monitoring based on behavior analytics and multi-factor authentication at the z/OS operating system level, and has also announced more independent software vendors that have integrated their software applications with the z Systems under IBM's partnership program called "Ready for IBM Security Intelligence."
The multi-factor authentication for z/OS, the first time such authentication has been integrated into the OS rather than offered as add-on software, requires privileged users to enter a second form of identification like a PIN or randomly generated token to access the system.
The z Systems Cyber Security Analytics offering, being developed by IBM Research, learns user behavior and alerts administrators if it detects unusual patterns on the platform.
The ISVs IBM has partnered with are BlackRidge Technology, RSM Partners and Forcepoint, which offer technologies in the area of identity-based network security, application readiness and penetration testing, and endpoint security of devices.
Although hybrid clouds offer flexibility to customers, they also present new vulnerabilities as more than half of all attackers come from the inside, IBM said. To avoid the impact of human error or meddling in operations, IBM said it is integrating its mainframe with its security technologies that address privileged identity management, sensitive data protection and integrated security intelligence.
The z13s will come in two models – the N10 and N20, IBM said in its FAQ on the mainframe. The N10 can be configured with up to 10 configurable cores and up to 1TB of memory, while the N20 can go up up to 20 configurable cores and up to 4TB of memory.
IBM plans to make the new z13s available in March this year. The company did not disclose the pricing of the new mainframe.
Improving Server Performance and Security
Improving Server Performance and Security
Server systems are, by definition, more important than individual endpoints. They must provide services to hundred, or even thousands, of endpoints and, naturally, must be secure. Traditional anti-virus (AV) solutions can provide protection for servers. However, constantly running AV processes, along with potentially frequent signature updates, can consume resources that could otherwise be used to provide application services to users. Read this evaluation by Tolly, commissioned by Lumension, as the dive into the impact on server resources of the alternative application control solution compared with traditional AV solutions from Microsoft Corp, Symantec Corp, and Trend Micro, Inc.
Please read the attached whitepaper
Improving the Management and Governance of Unstructured Data
Improving the Management and Governance of Unstructured Data
Maximize efficiency with deeper insight to data value and automated, policy-based compliance, retention & disposition.
Posted by Margaret Rouse
In-memory analytics queries data residing in a computer’s random access memory (RAM) rather than data stored on physical disks. This results in vastly shortened query response times.
In-memory analytics is an approach to querying data when it resides in a computer’s random access memory (RAM), as opposed to querying data that is stored on physical disks. This results in vastly shortened query response times, allowing business intelligence (BI) and analytic applications to support faster business decisions.
As the cost of RAM declines, in-memory analytics is becoming feasible for many businesses. BI and analytic applications have long supported caching data in RAM, but older 32-bit operating systems provided only 4 GB of addressable memory. Newer 64-bit operating systems, with up to 1 terabyte (TB) addressable memory (and perhaps more in the future), have made it possible to cache large volumes of data -- potentially an entire data warehouse or data mart -- in a computer’s RAM.
In addition to providing incredibly fast query response times, in-memory analytics can reduce or eliminate the need for data indexing and storing pre-aggregated data in OLAP cubes or aggregate tables. This reduces IT costs and allows faster implementation of BI and analytic applications. It is anticipated that as BI and analytic applications embrace in-memory analytics, traditional data warehouses may eventually be used only for data that is not queried frequently.
Continue Reading About in-memory analytics:
Incident Response: How to Fight Back
Incident Response: How to Fight Back
Highly public breaches at companies such as Target, Evernote and Living Social, which collectively compromised more than 200 million customer records, are pushing many organizations to develop in-house incident response (IR) capabilities to prevent such data breaches.
IR teams, typically operating under a formalized IR plan, are designed to detect, investigate and, when necessary, remediate organizational assets in the event of a critical incident. SANS conducted a survey focused on the current state of IR during May and June 2014, polling security professionals from more than 19 industries and various-sized companies and organizations. The goal was to get a clearer picture of what IR teams are up against today—the types of attacks they see and what defenses they have in place to detect and respond to these threats. In addition, the survey measured the IR teams’ perceived effectiveness and obstacles to incident handling.
Of the 259 survey respondents, 88% work in an IR role, making this a target audience for soliciting close to real-time data on the current state of IR. Respondents represented 13 different regions and countries and work in management (28%), or as security analysts (29%), incident responders (13%) and forensic examiners (7%). This broad representation helps shed light on both present and future IR capabilities.
Please read the attached whitepaper.
Posted by: Margaret Rouse
Indirect competition is the conflict between vendors whose products or services are not the same but that could satisfy the same consumer need.
The term contrasts with direct competition, in which businesses are selling products or services that are essentially the same. Cloud storage providers are direct competitors, for example, as are manufacturers of notebook computers.
However, in recent years, desktop computer sales have dropped as many consumers purchased notebooks instead. Sellers of desktop PCs and notebooks are indirect competitors.
In the 1960s, Theodore Levitt wrote a highly-influential article called "Marketing Myopia” for the Harvard Business Review recommending that businesses should take a much broader view of the competitive environment. Leavitt argued that the market’s central organizing element is human needs and that the satisfaction of those needs should be the focus of businesses. Products and services are transient but human needs are not. From that perspective, the distinction between direct and indirect competition is unimportant.
Continue Reading About indirect competition
People Who Read This Also Read...
Industrial Internet of Things (IIoT)
Industrial Internet of Things (IIoT)
Posted by Margaret Rouse
IIoT harnesses the sensor data, machine-to-machine communication and automation technologies that have existed in industrial settings for years.
The Industrial Internet of Things (IIoT) is the use of Internet of Things (IoT) technologies in manufacturing.
Also known as the Industrial Internet, IIoT incorporates machine learning and big data technology, harnessing the sensor data, machine-to-machine (M2M) communication and automation technologies that have existed in industrial settings for years. The driving philosophy behind the IIoT is that smart machines are better than humans at accurately, consistently capturing and communicating data. This data can enable companies to pick up on inefficiencies and problems sooner, saving time and money and supporting business intelligence efforts. In manufacturing specifically, IIoT holds great potential for quality control, sustainable and green practices, supply chain traceability and overall supply chain efficiency.
A major concern surrounding the Industrial IoT is interoperability between devices and machines that use different protocols and have different architectures. The nonprofit Industrial Internet Consortium, founded in 2014, focuses on creating standards that promote open interoperability and the development of common architectures.
Continue Reading About Industrial Internet of Things (IIoT)
Infographic: US employees concerned about BYOD reimbursement
US employees concerned about BYOD reimbursement
Information Governance Best Practice: Adopt a Use Case Approach
Information Governance Best Practice: Adopt a Use Case Approach
by Debra Logan, Alan Dayley, Sheila Childs
Massive data growth, new data types, litigation, regulatory scrutiny and privacy/information risks have all created an urgent need for information governance. IT professionals considering MDM, e-discovery, information archiving or cloud migration should start implementing information governance now.
Interest in information governance among Gartner clients continues to be strong with "information management" or "information governance" being the topic of over 1,900 inquiries in the six months to September 2013.
Organizations have been talking about information governance for quite a few years, but it is only now that we see more widespread understanding of what it takes to accomplish it. Information governance is starting to expand beyond the traditional litigation and regulatory retention requirements (for risk and cost control) into possible business value propositions. These ideas have finally broken through the ingrained mentality that many had about storage being "inexpensive" and that it was easier to simply keep information than to delete it, or that search technology would allow enterprises to forgo the effort and expense of organizing themselves and devoting resources to governance (see Note 1 for Gartner's definitions of "governance" and "information governance" and how these relate to overall corporate governance).
While more and more organizations are talking about information governance, they are also realizing that governance is technically complex, organizationally challenging and politically sensitive. In addition, it is often difficult to get executive-level sponsorship for governance programs because, in general, executives do not recognize the need for governance — not least because the effects of a lack of information governance are not as readily apparent as other pressing IT concerns. This is starting to change, however, as executives realize that many kinds of difficulties — such as failing to comply with regulatory regimes, excessive litigation costs and a lack of decision-making transparency — are, in fact, failures that have a root cause in poor information governance.
An approach to information governance based on specific use cases is one way to break through these barriers to adoption. This impact assessment presents different information governance use cases, all of which can be used as starting points for larger programs. This approach is one that has been proven successful by many organizations, and our impacts and recommendations can help your enterprise to achieve the same early success in beginning — or continuing — its information governance program (see the Note 2 for examples).
Information governance is a topic of interest both inside and outside IT. CIOs, chief data officers, infrastructure managers, chief information security officers, risk and compliance officers and general counsel can use this research to make decisions about where to start their information governance programs.
Figure 1. Impacts and Top Recommendations for Information Governance Use Cases
ECM = enterprise content management; CIO = chief information officer; IP = intellectual property; MDM = master data management | Source: Gartner (November 2013)
Impacts and Recommendations
Data migration projects present an opportunity for legal and IT professionals to eliminate redundant, outdated and trivial data, by up to 60% in some cases, decreasing data management costs and reducing legal and regulatory risks
Data migration and IT infrastructure modernization are two of the most common information governance use cases. There are a number of variations on this use case, such as migrating file shares to ECM or SharePoint, files to cloud storage (including file sync and share services), and moving data from legacy storage to more modern and cost-effective platforms.
Clients who undertake analysis of existing data stores always tell us that redundant, outdated, trivial and risky data represents between 15% and 60% of what they have (see the Evidence section)
Another example is the migration of legacy enterprise information archiving systems to next-generation, on-premises or SaaS products or services. Enterprise information archiving systems are the target system type in many migrations. Archiving solves several problems that cannot be handled in native email systems, social media systems or by using file shares as primary storage. Archiving systems have been put in place as solutions for storage management, e-discovery, compliance, indexing, search and business or market analysis.
There are two primary use cases here:
In the process of moving files from one location to another, many enterprises take the opportunity to create rules that allow data to be identified, classified and assessed for ongoing retention or for deletion. In practice, what has happened over the years is that companies have "over-retained" email and files and migration presents an opportunity to delete data that no longer has any business value and doesn't need to be retained for legal or regulatory purposes.
The Recommended Reading section has more advice on the legal and regulatory implications of legacy application retirement.
MDM, data quality, archiving, ECM, records management or e-discovery system implementation can be used as a starting point for CIOs to create specific information governance policies and set the stage for using information assets to drive business growth.
Information governance can be proactive or reactive. Many organizations find themselves in the position of having to retrospectively apply policy and assign responsibility for data, because that was not done at the outset of the project or when the data was created. Proactive information governance takes place at the time of system planning or process creation. The types of projects that lend themselves well to setting up governance structures, roles and policies include MDM, data quality, application archiving and retirement, ECM, records management, e-discovery data collection, business analytics, social analytics and social media compliance
Determining decision rights and responsibilities — along with accountability for setting policy, implementing policy and enforcing policy — should all be part of the project plan for any of these systems. Having carried out this work for one type of project will enable you to extend it to other systems, both old and new, within your enterprise. As a best practice it is essential that these projects be linked and that governance methods be consistent across the full range of information types, irrespective of system of origin or where the data ends up.
Another best practice is the creation of data stewards, giving specific responsibility and accountability to individuals who have an ongoing responsibility for managing the driving revenue, improving service and decreasing time to market are the business benefits that are often sought when implementing MDM, ECM, data quality and e-discovery projects. The starting point for any proactive information governance program must begin with an effort to value the information as an asset.
Questions that make good starting points include
To get maximum leverage and value from customer data that is the subject of an MDM project, one must also consider how that data will be used, who gets to use it and how as well as the legalities of doing so.
Increasing concerns about data security, privacy, personally identifiable information, IP protection and e-discovery mean that IT has new business partners, such as chief legal and chief risk officers, to assist with its information governance efforts
According to Gartner's annual privacy survey, organization spending on privacy programs around consumers or citizens is as follows:
Table 1 contains selected data from Fulbright and Jaworski's Annual Litigation Trends Survey (2012).
Source: Gartner (November 2013)
Compliance managers trying to understand the regulations that will apply to them can be overwhelmed by global regulatory proliferation, and this is further complicated by regulations that conflict with each other. This creates serious legal and compliance risks.
Corporate governance, security breach notification, privacy and data protection, and industry-specific regulations — such as money-laundering or bribery laws — have added layer upon layer of compliance to IT processes and activities. Typically, a new regulation or other binding requirement (such as payment card industry compliance) is followed by a revised corporate and departmental policy, which is then translated into a new set of controls that must be maintained by someone in the IT organization. Over time, these controls begin to overlap and audits are conducted by separate groups of internal auditors, regulatory examiners and assessors from business partners — with each group issuing its own questionnaire and requiring its own report.
There is no way to stay in compliance, safeguard privacy, protect IP or decrease litigation costs while responding to the appropriate legal challenges and regulatory requests outside of a unified information governance framework.
© 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This publication may not be reproduced or distributed in any form without Gartner’s prior written permission. If you are authorized to access this publication, your use of it is subject to theUsage Guidelines for Gartner Services posted on gartner.com. The information contained in this publication has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information and shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the opinions of Gartner’s research organization and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. Although Gartner research may include a discussion of related legal issues, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner is a public company, and its shareholders may include firms and funds that have financial interests in entities covered in Gartner research. Gartner’s Board of Directors may include senior managers of these firms or funds. Gartner research is produced independently by its research organization without input or influence from these firms, funds or their managers. For further information on the independence and integrity of Gartner research, see “Guiding Principles on Independence and Objectivity.”
Infrastructure (IT Infrastructure)
Infrastructure (IT Infrastructure)
Posted by: Margaret Rouse | Contributor: Clive Longbottom
Infrastructure is the foundation or framework that supports a system or organization. In computing, infrastructure is composed of physical and virtual resources that support the flow, storage, processing and analysis of data. Infrastructure may be centralized within a data center, or it may be decentralized and spread across several data centers that are either controlled by the organization or by a third party, such as a colocation facility or cloud provider.
In a data center, infrastructure includes the power, cooling and building elements necessary to support hardware. On the internet, infrastructure also includes transmission media, such as network cables, satellites, antennas, routers, aggregators, repeaters and other devices that control data transmission paths. Cloud computing provides a flexible IT infrastructure in which resources can be added and removed as workloads change.
The way IT infrastructures are created is continually changing. Today, some vendors provide pre-engineered blocks of compute, storage and network equipment that optimize the IT hardware and virtualization platform into a single system that can be easily interconnected to other systems. This modular approach is called converged infrastructure.
Infrastructure management is sometimes divided into categories of systems management, network management, and storage management. Hands-off infrastructure management uses a software-defined approach to management and automation to minimize the need for physical interaction with infrastructure components.
Types of infrastructures
An immutable infrastructure is an approach to managing services and software deployments on IT resources wherein components are replaced rather than changed. An application or services is effectively redeployed each time any change occurs.
A composable infrastructure is a framework that treats physical compute, storage and network fabric resources as services. Resources are logically pooled so that administrators don't have to physically configure hardware to support a specific software application.
A dynamic infrastructure is a framework that can automatically provision and adjust itself as workload demands change. IT administrators can also choose to manage these resources manually.
A critical infrastructure is a framework whose assets are so essential that their continued operation is required to ensure the security of a given nation, its economy, and the public’s health and/or safety.
A contact center infrastructure is a framework composed of the physical and virtual resources that a call center facility needs to operate effectively. Infrastructure components include automatic call distributors, integrated voice response units, computer-telephony integration and queue management.
A cloud infrastructure includes an abstraction layer that virtualizes resources and logically presents them to users over the internet through application program interfaces and API-enabled command-line or graphical interfaces.
A dark infrastructure is that part of a framework that is composed of undocumented but active software or services whose existence and function is unknown to system administrators -- despite the fact that it may be integral to the continued operation of documented infrastructure.
A cloud storage infrastructure is a framework composed of hardware and software framework that supports the computing requirements of a private or public cloud storage service.
Continue Reading About infrastructure (IT infrastructure)
El Proyecto KW es nuevo.
Tiene sinergias importantes con otros relacionados, como enciclopedias (Wiki), ontologías (Protégé), Web 2.0/3.0 y búsqueda (Google), pero es diferente al involucrar proactividad con la gestión y plena integración del valor agregado de los Usuarios Finales, sin que éstos tengan necesidad de conocer programación.
El desarrollo de componentes clave como XML, Ajax y web services, bases de datos orientadas a objetos y la alta disponibilidad de programadores Java y .Net ofrecen un marco ideal para desarrollar las aplicaciones de software compatibles con el proyecto. Los fabricantes de hardware (Intel, AMD, nVidia, IBM, etc.) sabrán acompañar esta nueva onda de conocimiento aplicado.
Innovation Process Management (IPM)
innovation process management (IPM) definition
Posted by Margaret Rouse
Innovation process management (IPM) refers to the management of processes used to spur product and organizational innovation. The purpose of innovation process management is to trigger the creative capabilities of employees, create an environment that encourages innovation and develop repeatable processes that make innovation an integral part of the workplace.
According to the consultancy Gartner Inc., companies that can successfully manage and maintain innovation within the workplace can increase revenue, improve operational effectiveness, and pursue new business models.
Common tools or strategies used to elicit this creativity from employees include brainstorming, virtual prototyping, product lifecycle management, idea management, product line planning, portfolio management and more.
Innovation processes often fall into two categories: "pushed" or "pulled." A pushed process is when a company has access to existing or emerging technologies and tries to find a profitable application for it. A pulled process is when the company focuses on areas where the customers' needs are not met and a solution is found.
An important aspect of keeping innovation, especially IT innovation, alive within a company is cultivating and maintaining an innovative culture.
One type of innovation culture is a formulaic innovation culture. A formulaic innovation management style instills a vision throughout the workplace and continually supports that vision through operational processes that enable employees to take measured risks. New ideas are encouraged, can come from anyone within the company and, when good ideas do surface, that idea is supported through one of the company's time-tested processes. The possible drawbacks to this type of business innovation management is that companies can begin to value the system over the breakthroughs, and the culture within the organization can become complacent.
Another type of innovation culture is an entrepreneurial innovation culture. This type of innovation culture is rare and usually features, especially early on in the company's maturity, a single innovator or leader. Steve Jobs, the cofounder of Apple Inc. was an example of the single leader inspired innovation culture, as is Mark Zuckerberg, chairman and CEO of Facebook. These types of companies are usually willing to take risks that most companies would not. These types of companies strive for major disruption rather than incremental growth and they use emerging and disruptive technologies to change how a certain product or service is used. One possible drawback is that the company can rely too heavily on the innovative leader.
Gartner's recommendation to IT leaders interested in launching an innovation management program is to follow a disciplined approach. Here are five steps Gartner recommends IT leaders and their companies take to develop an innovation management program: