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IT KEE

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Thursday, March 15, 2012

The State of Internet
video


posted by OttoKee  # 8:11 AM

Thursday, February 09, 2012


HANOI, VIETNAM - 24 Oct 2006: The Ministry of Finance (MOF) and IBM (NYSEIBM) reaffirmed each other's commitment to the Treasury & Budget Management Information System (TABMIS) project at an executive briefing to government users on 17 October 2006. Teams from both organizations reported on the progress of the "Treasury and Budget Management Information System" (TABMIS) project to date.
The TABMIS project, inked in December 2006, a deal worth US$49 million and funded by the World Bank is set to reform the Vietnamese financial and budget management system to enhance its performance measurement and standardize its financial control mechanisms.
MOF affirmed that TABMIS is the cornerstone of the Vietnamese government's financial management reform plan. It will integrate and centralize the financial management systems into a single information system to improve the transparency and accountability of public financial management, therefore to support the decision making and governance of the government of Vietnam.
Krishna Giri, Partner, Public Sector Leader, ASEAN/South Asia, IBM Global Business Services, said, "IBM is very proud to embark on leading the transformation and implementation of this important project along with MOF, Oracle and The Corporation for Financing and Promoting Technology (FPT) Business Partners. Between MOF, IBM and our project partners, we have marshaled the best team with deep industry insights and first hand experience of implementing new financial system for many governments. We are well positioned to help the Ministry of Finance, Vietnam, to transform and modernize its financial management system. With strong sponsorship and commitment from MOF, I am confident TABMIS will be operational in pilot sites from April 2008."
The State Treasury of Vietnam, key stakeholder of TABMIS, has been and will be working closely with vendors during the implementation of the project. Under the supervision of MOF together with strong commitments of concerned parties, it is believed that TABMIS will go-live as scheduled.
TABMIS is a turn-key, integrated Commercial-Off-the-Shelf Software Solution and Hardware Platform to be used at all levels of government (central, provincial and district) throughout Vietnam, at three levels of central, provincial/municipal and district.
TABMIS will link the Central State Treasury to the provincial and district financial offices and different ministries to support the efficient use of resources and drive a sustainable growth strategy upon completion.
IBM is the primary partner providing consulting services, hardware, software and support services. FPT and Oracle are secondary contractors who implement the system integration of the project.
For more information about MOF, please go to: http://www.mof.gov.vn
For more information about IBM, please go to: http://www.ibm.com
For more information about FPT, please go to: http://www.fpt.com.vn
For more information about Oracle, please go to: http://www.oracle.com

posted by OttoKee  # 2:09 AM

Wednesday, January 25, 2012


IBM System Z Update
Shipped 800 zBX with 450 blades
Signed 80 new System z customers
Encourages new mainframe participants with education and recruitment support
Has added Windows to the supported platforms on zBX and URM
Focuses on business analytics workloads with Smart Analytics System 9700 and 7100 alongside its Smart Analytics Cloud
We expect to see Security Analytics addressed in future through its Q1 Labs acquisition


We recently spent some time in London with IBM’s Ray Berard and his team discussing its mainframe impetus. We’re sure you’d like to read more about this leading server platform.
System Z Market Success





Figure 1 shows our assessment of System z revenue and revenue growth by quarter up to Q3 2011 (based on a rolling 4 quarter analysis) and includes major product introductions along the way. We believe System z has had strong success, although its recent revenues have missed peaks at the beginning of 2007 and the middle of 2008. It suffered something of a ‘perfect storm’ in 2008, with the recession cut-backs coinciding with its customers slow down in spending in anticipation of the new machines in 2009. It has spent massively on development of System z, incorporating its impressive technical advances in the current line-up. System z is the most successful of the dwindling number of alternatives to x86 processors in the server area. It’s also well covered by IBM’s Smarter Computing approach, which we have covered extensively in the past.
In the year to September 2011 IBM claims significant success for its System z and associated offerings. In particular:
It shipped over 80 BladeCenter Extension (zBX) units
It shipped over 475 blades into these units
It signed up over 80 new System z clients (although this includes existing users installing a machine in a new location)
We assess System z Mips growth as 40% and revenue, 37% for the annual period to the end of September 2011.
In addition IBM has enjoyed a stronger adoption of System z by partners. In particular:
It now has around 7,000 applications supported, including 3,250 for Linux and 4000 for z/OS
1,200 new and upgraded applications were added to System z in 2010, when it launched the zEnterprise
It has added around 120 new ISV partners
IBM has engaged in a number of activities to encourage the development of mainframe skills among the younger generation. In particular:
It has enrolled 814 schools enrolled in the ‘Mainframe Curriculum’
32,941 students from 17 countries participated in its ‘Master the Mainframe’ contests
It has launched SystemzJobs.com, which connects System z clients, partners and businesses with students and professionals
All of this demonstrates that it is doing more than just holding position with System z in the server area.
Developing zBX And URM Business Analytics Solutions
For those of you not familiar, zBX and URM were part of the original zEnterprise announcement in 2009. IBM’s zBX is a box connected directly to either the z196 or z114. It has a 10GB data connection and 1GB service. Unified Resource Management (URM) capabilities are delivered over the service connection, allowing common systems management between the mainframe and the attached BladeCenter. Currently the attached BladeCenter can have two chassis per rack and up to 14 blades per chassis.
Initially customers were slow to adopt these offerings. We noted at the time that the failure to accommodate Windows would limit adoption. In addition to adding Windows to Linux and AIX as supported operating systems, IBM has also been active in developing specific solutions to increase the value of integrated co-processing. The latest flavour of these has been for Business Analytics solutions. In particular:
Smart Analytics System 9700 – an integration of hardware, software and services based on the zEnterprise 196 platform for large-scale analytics
Smart Analytics System 9710 – a smaller packaged based on the zEnterprise 114 platform for lower-cost analytics
IBM has also launched its DB2 Analytics Accelerator, which uses attached Netazza data warehousing appliances rather than zBX; its users report increased speeds of up to 1,000 times and – in one case – a ROI of 4 months. It also offers the Smart Analytics Cloud, which it describes as ‘a private cloud computing solution for business intelligence and analytics’.
As always with these events we came away with many ideas about developments and the messages IBM is promoting, such as application software cost savings for System z over x86 servers in large deployments, the role System z plays in test and development and production environments. Through its deep idiosyncratic technical knowledge goes further than other vendors in promoting its advantages in ‘total cost per workload’
Some Conclusions – Expect More Workload-Specific Mainframes
Despite IBM’s investment and educational push around mainframes, x86 machines continue to predominate. They are firmly associated with the Financial sector, where we believe 70% of sales take place. IBM has been expansive internationally recently, selling a handful of machines in Africa, but we doubt whether its System z will be considered by many as a general purpose alternative to x86 – certainly not outside large and relatively big medium-sized organisations. It is right to focus on its advantages in lowering the cost of workloads, where the larger the implementation, the larger the savings will be. It is also right to concentrate on producing tuned solutions in the business analytics area to add to the lead it has here in transaction processing. You should expect to see new areas addressed in future, such as security analytics through its Q1 Labs acquisition. The high-speed connectivity between zBX and the mainframe extends the value of association beyond close systems management to clever provisioning of virtual machines. We’re voted before that vertical integration has replaced the horizontal approaches of the past. In the mainframe area IBM’s maturity makes it a leader in business analytics, which HP and others are trying to emulate.


posted by OttoKee  # 11:09 PM

Tuesday, October 25, 2011

Randers, Denmark and Las Vegas -- 24 October 2011 -- IBM (NYSE: IBM) today announced that Danish energy company Vestas Wind Systems will use IBM big data analytics software and powerful IBM systems to improve wind turbine placement for optimal energy output. Turbine placement is a major challenge for the renewable energy industry, and Vestas expects to accelerate the adoption of wind energy internationally and expand its business into new markets by overcoming this challenge.

posted by OttoKee  # 1:23 AM

Monday, January 24, 2011


IBM celebrating centennial this year.

posted by OttoKee  # 6:41 PM

Monday, January 17, 2011

Multitenant Magic - Under the Covers of the Force.com Data Architecture




CRM only have about 500 tables define,, these are data tables, index tables, pivot tables supporting 50000 clients.. . amazing!

posted by OttoKee  # 11:10 PM
Startup- Wavemaker
Elimininating web development complexity.


posted by OttoKee  # 9:58 PM

posted by OttoKee  # 8:57 PM

Thursday, December 16, 2010

The 70 Percent Solution
Google CEO Eric Schmidt gives us his golden rules for managing innovation.
By John Battelle

(Business 2.0) – Before he arrived at Google in 2001 to serve as adult supervision for Larry Page and Sergey Brin, Eric Schmidt was little known outside Silicon Valley. With his Ph.D. from the University of California at Berkeley and research stints at Bell Labs and Xerox's famed Palo Alto Research Center, he had a solid reputation among geeks, cemented by his championing of the Java programming language as Sun Microsystems's chief technology officer. And he faced his first real management test as CEO of Novell, the troubled software maker that has fought a long, difficult war with Microsoft.

These days Schmidt is on a stellar winning streak, recruiting top talent, seeing his company through a stunning IPO, and fending off rivals from Barry Diller to Bill Gates to Terry Semel--while trying to keep Google's good-guy reputation intact. How does he do it? One rule was handed to him by Brin and Page when he walked in the door: Don't be evil. The other one is a formula he uses to stay on track while innovating: Spend 70 percent of your time on the core business, 20 percent on related projects, and 10 percent on unrelated new businesses. Business 2.0 talked to Schmidt to find out how he and his colleagues live by those rules.

How has "Don't be evil" helped Google? When I showed up, I said, "You've got to be kidding." Then one day, very early on, I was in a meeting where an engineer said, "That would be evil." It was as if he'd said there was a murderer in the room. The whole conversation stopped, but then people challenged his assumptions. This had to do with how we would link our advertising system into search. We ultimately decided not to do what was proposed, because it was evil. That kind of story is repeated every hour now with thousands of people. Think of "Don't be evil" as an organizing principle about values. You and I may disagree on the definition of what is evil, but at least it gives us a way to have a very healthy debate.

But as you've grown, outsiders apply their own view of what is evil and use it to point out your company's flaws. There's nothing wrong with that. We believe in that sort of criticism. But the way "Don't be evil" works is no different from pulling the rip cord on the Japanese assembly line. Any person on the assembly line can pull the rip cord to stop the line. Think of it as employee empowerment

Does Google have some kind of grand strategic plan for the new products it creates? Virtually everything new seems to come from the 20 percent of their time engineers here are expected to spend on side projects. They certainly don't come out of the management team.

But you decide which arrows you put the wood behind, so to speak. Right? Yes, but we do that once there's sufficient critical mass, which is if there's a small set of engineers and a product manager who are excited about something.

What do you do with your 20 percent time? Well, 20 percent time applies to the technical staff. It does not apply to sales or management. Here's how it works for management: We spend 70 percent of our time on core search and ads. We spend 20 percent on adjacent businesses, ones related to the core businesses in some interesting way. Examples of that would be Google News, Google Earth, and Google Local. And then 10 percent of our time should be on things that are truly new. An example there would be the Wi-Fi initiative--which I haven't kept up with myself. God knows what they've done in the last week. I've been too busy on core search and ads.

How do you enforce that 70/20/10 rule? For a while we put the projects in different rooms. That way, if we were in one room too long, we knew we were not spending our time correctly. It was sort of a stupid device, but it worked quite well. Now we have people who actually manage this, so I know how I spend my time, and I do spend it 70/20/10.

Larry and Sergey are now operating under 70/20/10 too. They might spend their 70 percent time differently. Sergey, for example, has been looking at new ways of doing search quality, a new math around that. Larry has been pushing for some very new ad models. That would count in the 70 percent.

Some of your new initiatives are drawing controversy. Why are book publishers suing you over Google Print? Everyone seems to be making something up that we're not doing. We're building the world's largest card catalog. People go to the card catalog, they see a snippet of the book--they don't even see a full page--and then they have to go to the library or buy the book. Can you explain to me what's wrong with that? We've obviously had a communication problem, because I don't understand what's wrong with it.

The publishers claim that you are making a reproduction of the book in digital form for commercial purposes, in that you're going to run advertisements next to the index you create and thereby make money off it. This is what every search engine does when it crawls the Web. I'm not going to debate it because I'm not a lawyer. I will tell you that we have been through this very, very, very thoroughly, and fair use, which is a balance of the interests of publishers and readers, clearly permits the creation of a card catalog. It's not a disputable point. Hopefully, the legal system will actually try to get to the facts of the case, but, again, we are not making copies to sell them.

Let's talk about the Wi-Fi idea. Business 2.0's Om Malik has noted that you're buying up a lot of bandwidth. Are you going to roll out free wireless Internet across the country? Well, the Wi-Fi experiment has been publicly described as a test. We never rule out anything. The answer is, let's do the test, see how it works. It's going to either succeed or fail. We're going to work really hard to make it successful. We're very excited about it. We think it has great potential.

Let's talk about the competitive environment. Back in 2002, you mentioned to me how nice it was to be working at a company that was not competing with Microsoft ... Yeah. Can you take me back to that time? I really liked being in our little bubble. We were having a really good time.

And Bill Gates wasn't paying attention to you. Yeah.

I recently asked MSN's Yusuf Mehdi what he made of Google. His answer: "Well, we're the underdog now." I would prefer not to respond to Microsoft's statements, of any kind. He's welcome to say whatever he'd like. I'm happy to talk about Google.

So is Google building a computing platform? A Web-based operating system, if you will? The problem I have with that question is that "operating system" and "platform" and "Web OS" are very generic terms, so I prefer not to engage in those discussions. There is this presumption that Google has to go build its own OS, its own browser, when those technologies are quite mature and well valued. There is a great deal of strategic leverage for us in building an ecosystem around content and advertising that is an extension of our search mission.

OK, so does that mean Google's a portal? Because if you think of it that way, as Terry Semel recently pointed out, it ranks as one of the smaller ones. Well, if I can be obnoxious--

Please. You're using a tired model of looking at corporate behavior. You're looking at us based on market share for technologies and ideas that were invented 10 years ago. A much better way to ask that is to say, Are the things that we're doing consistent with the mission of the company? We're not in the portal business, we're in the business of making all the world's information accessible and useful. We never have the conversation that you just asked.

The test that I apply--and we do this every day, 70/20/10--is to ask how a feature will extend the core, the adjacent, or the innovative stuff to fulfill our mission. That's the sort of drug that we all take, and it works really quite well. So it may very well be that what you said is correct, and it may not matter very much.

It's been more than a year since the IPO. How do you like running a public company? On a personal basis, I've always preferred to be a private-company CEO. I've said that since I started here. But some things in life are inevitable. "What you cannot avoid, welcome" is an old Chinese proverb. Google had to go public, it was time, and so the correct response is to do the best job you can as a public company.


posted by OttoKee  # 12:16 AM

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