Increase efficiency while saving money with “on-demand” computing
The biggest game-changing force in business since the creation of the Internet,cloud computing simplifies and lowers the cost of operations while providing flexibilityand power you never dreamed possible. Make your strategic move now, with ManagementStrategies for the Cloud Revolution!
"Management Strategies for the Cloud Revolution is an important work that captures theconcepts and technological advances fueling the rapid adoption of cloud computing today.It illuminates how specific core technologies have led to the emergence of those patterns asthe foundation for the next generation of IT-managed infrastructure."
—Rich Wolski, Chief Technology Officer and cofounder of Eucalyptus Systems, Inc.,and Professor of Computer Science at the University of California, Santa Barbara
“Explains in marvelously plain English how clouds will change our world. . . . If the potential ofcloud computing doesn’t excite you now, it will after you read this book. Buy a copy and put iton your CEO’s desk. Babcock explains it all.”
—Paul Gillin, bestselling author of The New Influencers
“A valuable primer and handbook. It will help you master the technology and follow the storyas innovators craft the future of cloud computing.”
—Ted schadler, VP and Principal Analyst, Forrester Research, Inc.,and coauthor of Empowered
“This readable, thought-provoking book will be especially useful to business professionals and practitioners.”
Choice magazine
About the Book
Everyday business as we know it is poisedfor a monumental shift, courtesy of cloudcomputing—the biggest game-changer since thecreation of the Internet itself. There’s no doubtabout it: If you want to compete in the future,you must begin educating yourself about cloudcomputing now.
From InformationWeek editor Charles Babcock, aleading authority on the business benefits and pitfallsof cloud computing, Management Strategiesfor the Cloud Revolution provides the tools everymanager needs to create a new business strategythat harnesses all the power cloud computing hasto offer.
Cloud computing is the equivalent of renting timeon a computing infrastructure over the Internet, ratherthan building your own from the ground up. Accessto the cloud is growing quickly, and the benefits areundeniable. Those who begin incorporating cloudcomputing into their business strategy will enjoy:
Working on the cloud, your analysts, business intelligenceexperts, and researchers can access large-scale,high-speed, highly reliable systems whilepaying only for short-term use.
You didn’t set up your own electrical grid to poweryour computers. Why pay big money to use themwhen you don’t have to? The cloud is on the horizon,and it’s looming larger by the day. Learn how to takefull advantage of it with Management Strategies forthe Cloud Revolution.
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About the Author
Charles Babcock has been reporting on the major trends in computing for the past 20 years. He currently serves as editor-at-large at InformationWeek, covering the business application of Web services, virtualization, cloud computing and other topics of interest as they come up. He writes major features and cover stories for InformationWeek, daily stories for its Web site, www.informationweek.com, and blogs regularly on related topics. He has also been integral in their transtition to the web. He is the former Software Editor and Technical Editor of Computerworld and editor-in-chief of Digital News.
He has been the winner of $400 William Randolph Hearst journalism scholarships for two years in a row in a national competition (third place, investigative reporting; fourth, editorial writing). He was also part of a team of three at InteractiveWeek that won the Jesse Neal award for business writing for an in-depth look at a failed effort to revamp computing systems at McDonalds Corp.
Babcock gives talks at user groups of software companies. He moderates or sits in on panels at shows, such as the Open Source Business Conference. He organizes, hosts and speaks at InformationWeek-organized Webinars on virtualization and cloud computing. Over the course of a year, he speaks to 800-1,200 people in various settings. He also appears in a regular show of video recorded interviews on Silicon Valley topics, called ValleyView, aired on the InformationWeek Web site.
| ACKNOWLEDGMENTS | |
| INTRODUCTION | |
| 1 THE CLOUD REVOLUTION | |
| 2 THE AMORPHOUS CLOUD | |
| 3 VIRTUALIZATION CHANGES EVERYTHING | |
| 4 JUST OVER THE HORIZON, PRIVATE CLOUDS | |
| 5 THE HYBRID CLOUD | |
| 6 OVERCOMING RESISTANCE TO THE CLOUD | |
| 7 IT REORGANIZES | |
| 8 DANGERS ABOUND: SECURITY IN THE CLOUD | |
| 9 YOUR CLOUD STRATEGY: WHAT KIND OF COMPANY DO YOU WANT? | |
| 10 CALCULATING THE FUTURE | |
| 11 NEBULA: NASA'S STRATEGIC CLOUD | |
| APPENDIX A NIST DEFINITION OF CLOUD COMPUTING | |
| APPENDIX B INFORMATIONWEEK ANALYTICS, JUNE 2009 | |
| APPENDIX C CLOUD COMPUTING'S PORTABILITY GOTCHA: TRANSFER FEES CAN LEAD TO LOCK-IN AS DATA STORES GROW | |
| GLOSSARY | |
| INDEX |
THE CLOUD REVOLUTION
In works of art, from the photos of Ansel Adams to the paintings of ancientChinese artists, clouds have often been given tangible form and purpose. InAdams's arid West, they served as a backdrop to granite peaks, holding out thepromise of rain. To the Chinese, an all-encompassing mist allows specialfeatures to emerge out of the mountain landscape, or sometimes there will be aseries of ridges as far as the eye can see, their bases cloaked inclouds—an illusion of infinity.
For many years the cloud has played a more prosaic role among the squares,rectangles, and circles of the architecture diagrams of technology projects, butits meaning has been ambiguous. "The cloud" was a euphemism for everything thatwas beyond the data center or out on the network. The action that affected theproject at hand was in the data center; the cloud was a mishmash of remotelyconnected parts and network protocols that didn't have much to do with theimmediate problem. No matter how nonartistic the systems architect, he couldalways represent the cloud—an offhand, squiggly circle in the backgroundof his scheme.
As business use of the Internet has grown, the cloud has moved from a throwawaysymbol in the architect's diagram to something more substantial and specific: ithas become the auxiliary computing, supplied through Web site applications andWeb services, such as credit checks and customer address lookups, that backed upthe operation of standard business applications in the enterprise data center.Businesses built around Web services, such as Google, Amazon.com, and eBay,produced a new type of data center that was more standardized, more automated,and built from mass-produced personal computer parts. Access to these datacenters was kept under wraps for several years as their builders sought tomaintain a competitive advantage. As the notion caught on that it was possibleto provide more and more powerful services over the Internet, cloud computingcame to mean an interaction between an end user, whether a consumer or abusiness computing specialist, and one of these services "in the cloud."
When Microsoft appeared on the scene determined to stake a larger claim to thisnew form of computing, it started talking about its facilities in Chicago andIreland as a new type of data center. Google, which played a key role inestablishing the type, began illustrating key features of its data centers, andby late 2008 it was clear that the term cloud meant not only making useof innovative computing services out on the Internet, but sometimes gainingaccess through the Internet to computers in a powerful new type of data centerwith large resources available. Part of the appeal of using this type of datacenter was that you could pay for only what you used. The cloud had moved frontand center in thinking about the next wave of computing. The resource mightstill be described as being located in a squiggly circle, but oh, what aresource. The cloud deals with customers on a broad scale and with a level ofsophisticated automation never seen before. The vague goings-on out there in thecloud had taken on more significance and heft.
Even so, it is still difficult to summarize in a nutshell for the CEO, COO, andCFO what your company might do with cloud computing. Those who have watched theprogression just described sense that something big is under way, but it's hardto explain what it's all about with a sound bite. Rather, there is a large-scaleexperiment under way on many fronts to determine what might be done "in thecloud."
Many people agree that cloud computing is the next phase of business andpersonal computing, but why call it "cloud"? The term is ambiguous or, worse,amorphous. For 25 years, during tours of duty at Computerworld, DigitalNews, Interactive Week, and InformationWeek, I've watched visitorsdraw the cloud in whiteboard diagrams. It was the discard part of the picture.But first, what exactly is the cloud, and how did it go from something that youcould ignore to something that we can't seem to stop talking about?
Defining the Cloud
There are many definitions of the cloud—too many for any one to haveachieved a rigorous meaning. It's most specifically described as software as aservice, where a software application can be accessed online, as inSalesforce.com, Google Apps, or Zoho. It also takes the form of infrastructureas a service, where a user goes to a site such as Amazon Web Services' ElasticCompute Cloud (EC2) and rents time on a server. It also takes the form ofplatform as a service, where certain tools are made available with which tobuild software to run in the host cloud. These descriptors are common currencyin technology circles and have been defined by a government agency, the NationalInstitute of Standards and Technology. They have currency, but I don't put muchstock in them. I think they are temporary snapshots of a rapidly shiftingformation.
Nevertheless, the marketers have heard the buzz, and suddenly they want todescribe what they're doing as part of the cloud. "Cloud Computing: RealApproach or Buzzword Bingo?" asked the headline in an electronic newslettercrossing my screen recently.
So it's possible today that when the CEO asks his technical staff what's allthis he's hearing about the cloud, the IT directors and Web site managers willstart describing its parts, then argue over what's required in the cloud,disagreeing immediately and sometimes vigorously. The corporate IT staff knowsthe cloud when it sees it; it just can't tell you what it is.
The CEO has heard that the cloud is "the next phase of Internet computing," butwhat that means is now more muddled than ever. He shakes his head as he walksaway. If the members of his staff are arguing about what it is, chances are thatthey're not going to be able to tell him the thing he most wants to know: how'sit going to affect him and the business.
Lately he's heard that it's what consumers are doing as they increasingly usesmart handheld devices to download products such as iTunes. With seeming whimsy,these consumers turn some companies into huge winners, while bypassing others.So a subsidiary meaning of "cloud" is the next phase...
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