CA Community






Service Virtualization Eliminates the “Sophie’s Choice” of Testing

Published: May 22 2012, 09:32 AM | no comments
by Denise Dubie

This blog was originally posted to Smart Enterprise Exchange.  

IT organizations often make difficult choices depending on business demands and budget constraints, but in the realm of software testing, the standard approach didn’t allow for much choice. Application developers, architects and even IT operations staff tasked with testing applications against real world conditions have often found themselves debating which could be sacrificed – cost, quality or schedule – when working to deliver new applications.

Traditionally, you might have had the luxury of moving one or maybe two of the needles in the right direction, if you were really lucky, but being able to move all three just wasn’t an option,” says Burt Klein, senior customer advisor at ITKO, a CA Technologies company, and former Bank of America Performance and Resiliency Executive. “All three – speed to market, cost and quality – are critical for the process, but testing to accommodate all three just wasn’t possible.”

That is, until service virtualization technologies opened up a whole new world of options and helped testers stop undergoing a painstaking “Sophie’s Choice” of sorts with each application.
Service virtualization is a capability offered in technologies from a handful of vendors today that allows application testers to remove the constraints from their software development lifecycle. The technology lets architects virtualize an environment and the application parameters to avoid using sparse physical resources not readily available for testing purposes. The virtualized environment can more accurately emulate a production environment under different scenarios and enables application developers to better design their code as well as help architects plan for capacity. More important is service virtualization’s ability to let testers configure their virtual test environment to deliver applications at lower costs, with improved quality and at a faster time to market.

“Service virtualization is part of the larger market we define as lifecycle virtualization, and it is the element that really helps IT to manage the classic ‘cost, quality, schedule’ triangle,” says Theresa Lanowitz, industry analyst and founder of Voke Inc. “For years, applications would be delivered with at least one element off, whether it be over cost, late to market or lower quality. Service virtualization eliminates the constraints the test group has, lowers costs and helps to deliver better quality software.”

The market for service virtualization technologies is young, but heating up, according to Lanowitz, who says she has been tracking it since as early as 2005. CA Technologies acquired ITKO in the summer of 2011; then soon after HP started to renew interest in its own service virtualization product of the same name, HP Service Virtualization. IBM in January closed its acquisition of Green Hat, a provider of software quality and testing solutions for the cloud and other environments.  Now ITKO’s primary competition before the acquisition, niche player Parasoft and its Parasoft Virtualize, has to compete with three of the largest software vendors in the world.

The interest in the technology isn’t entirely surprising, and not just because some of the big players are starting to include it in their portfolios. With very public technology failures, think retailer Target’s Web site crashes and BlackBerry provider RIM’s network outages, IT leaders and application organizations are more aware than ever how poor software could impact their brand and ultimately hurt the business’ bottom line. In today’s environment, delivering low quality software could break a business, but traditional approaches to testing also require capital expenditure upfront and slow time to market.

“With so many catastrophic software failures in the last year, headlines are being written about software, CEOs are resigning, stocks are tumbling,” Lanowitz says. “People are realizing they need to manage that triangle better and deliver software with a level of risk that is palatable versus the unknown.”

Do you Tweet? Follow Denise Dubie on Twitter here.

Share this post:  

 

By: Denise Dubie
Denise Dubie is New Media Principal in CA Technologies Thought Leadership Group. Prior to joining the company in 2010, Dubie spent 12 years of her career at Network World, an IDG company, covering the IT management industry and all its players (including CA Technologies and competitors) as well as high...
Read More..

Consumer Driven IT in Review – 16th edition

Published: May 18 2012, 09:00 AM | no comments
by Jackie Kahle

Do a Google search on “Chief Innovation Officer” and you will see a variety of recent opinions and blogs on this trend, as well as press releases from companies in many different industries announcing the appointment of their new Chief Innovation Officer. Recently I had a chance to speak to Meredith Whalen, Senior Vice President for U.S. Insights and Vertical Markets at IDC, and she talked about results from their recent CIO Sentiments study. Some 73% of the CIOS agreed or strongly agreed with the statement “I see the role of CIO evolving to be Chief Innovation Officer”. I am not sure whether they could all define exactly what they mean by this, but I think it was a remarkable recognition by today’s CIOs that they need to evolve their role.

I think this trend has everything to do with CIOs concern about remaining relevant to the organization. As discussed in the last issue of this blog, “stealth” or “rogue” IT is merely one symptom of the dangers facing today’s CIOs if they do not partner more closely with the business (and their end users) to leverage technology innovation. Most CIOs recognize they need to do this, but the question remains, “How do I get this done?”

Meredith identified a number of possible solutions from a recent CIO Summit – the need for IT to adopt “biz-speak” so they can communicate more effectively with their business peers, the role that Enterprise Architects can play (given their understanding of key business processes), and the need to prioritize business skills (versus technical skills) in the staff they hire. The belief is that in this new era, CIOs need to manage systems and the sourcing processes more than build systems, so technical skills become less important.

One final obstacle that the CIOs acknowledge they need to overcome is their engineering heritage and culture – IT wants everything to be black and white and well-formed, while what they need to recognize is that sometimes “good enough” is enough! Rather than saying “no”, they need to be more flexible and provide quick alternatives that address what the business needs now, while working in parallel to ensure the right long-term strategy.

Here’s what else was in IT consumerization news in the last two weeks:

May 15: Consumerization of IT no longer just about phones and tablets by Pete Khanna via Cloud News Daily
More advice to CIOs on how to deal with rogue IT and provide responsive (yet responsible) solutions for the business.

May 15: Broker/integrate/orchestrate – the new IT operating model by Mark Settle via CIO
IT consumerization and cloud are some of the trends forcing IT to adopt a new operating model.

May 13: Big Data: The quick and the dead by Fred Gallagher via GigaOm
Before embarking on long, costly projects to acquire more data, you need to make sure you are using your current data most effectively.

May 12: Cloud, BYOD increases need for automated IAM systems by Thor Olavsrud via Computerworld
Organizations need security strategies that address access to cloud-based apps, and protecting the perimeter is no longer an option.

May 11: Who owns what when employees use their own tech? by Galen Gruman via InfoWorld
Leveraging employee assets means setting policies that protect you but honor the fact those assets aren't yours.

May 11: Big Data analytics gold for call center by Stephanie Overby via CIO
Companies are applying text and sentiment analysis to this unstructured data, and looking for patterns and trends.

May 10: Google CIO says cloud tipping point is at hand by Steve Rosenbush via CIO Journal
The economics of the cloud have led to a level of vertical integration never seen before.

May 8: Google, Big Data and what it means for SEO by Jiyan Wei via Search Engine Watch
Good advice for search marketers in the new era of big data.

May 7: The IT paradox: A diminished role in technology but greater clout in business by Nicholas Evans via Computerworld
Growing complexity forces IT to change its role, becoming more of an advisor to the business.

May 7: Why are innovative CIOs betting less on cloud and virtualization? by R. “Ray” Wang via Constellation Research
It is because they were early adopters and these technologies are maturing. Now they are betting on new disruptive technologies that impact enterprise business value. Very interesting article on the 4 personas of the next generation CIO.

May 7: CIO view: Consumerization and the impact on IT by Michael Krigsman via ZDNet
As we have been saying in this blog for the last year, the consumerization of IT offers a tremendous opportunity to CIOs to drive innovation for their business.

NEW from CA Technologies This Week:

• This latest video hosted by the Economist explores how key business leaders from Wells Fargo and NASA are approaching consumer driven IT.

• “Clicks and Bricks” - learn what Tesco is doing around in-store innovation in latest blog @CAInc by Colin Bannister.

Share this post:  

 

By: Jackie Kahle
Jackie is a 30-year veteran of the IT industry and has held senior management positions in marketing, business development, and strategic planning for major systems, software, and services companies including Hewlett-Packard, Compaq, and Gartner. She currently manages one of CA Technologies thought leadership...
Read More..

Is IT on board with consumer driven IT?

Published: May 16 2012, 12:12 PM | no comments
by Mark Hoffman

Does IT think the public cloud will lower expense? Is social media key to retaining talent? Does social media positively impact customer satisfaction?

Get answers to these questions and more in our latest infographic, driven by polling data from ca.com.

This is just a snapshot; click here to see the complete infographic.

Share this post:  

 

By: Mark Hoffman
Mark Hoffman is VP of Strategic Marketing at CA Technologies. In this role Mark leads a team chartered with establishing the company as a thought leader in the industry. Mark is a 25 year veteran of the IT industry, having served in marketing roles at Unisys, a dot com, and Accenture. Mark has a B...
Read More..

3 Ways Automation Powers the Consumer Driven Enterprise

Published: May 14 2012, 09:00 AM | no comments
by Roger Pilc

Consumer driven IT presents enterprise IT with stiff challenges.  While consumerization wins accolades for empowering users, mobilizing the enterprise, boosting productivity, and shaving costs, it’s also ratcheted up the demand for IT to deliver new, innovative services at the speed of business. Cloud computing offers the opportunity to bridge the gap, but with consumer-friendly social and cloud apps that help users bypass IT controls, companies need to respond quickly to the emerging trend. And they need an IT infrastructure that provides the business agility to do so—all without losing sight of a core tenet that’s pressured most IT shops since the recession: “Do more with less.”

Here’s the good news. These industry forces do not pose insurmountable problems. I led a session at CA World in November that covered several real-world examples of how companies are tapping consumer driven IT to drive desired business outcomes. If there was a common lynchpin to those success stories, it was their use of automation solutions.

Many organizations have discovered that virtualization helps reduce costs and support agility. This is, however, just a first step. Once an organization has embraced virtualization, it is well positioned to exploit automation to deliver cloud services for previously unachievable levels of speed, innovation, and cost efficiencies.

Essentially, the organization can move from simply managing infrastructure to optimizing the delivery of business services through the cloud. It’s a high order achievement that can support the consumer-driven enterprise in three ways: cloud automation, client automation, and managing complexity.

Cloud Automation

The cloud fosters a self-service approach to IT and puts the end consumer in control. At a fundamental level, cloud transforms IT infrastructure, objects, functions and processes into services that can be easily acquired and metered, with costs that are easily understood and controlled.

But unlike the movie “Field of Dreams”, if you build it, these benefits won’t necessarily come. You need to enable them with specific technologies to automate and orchestrate delivery of IT and business services across heterogeneous physical, virtual, and cloud resources.

For example, CA Automation Suite for Clouds helps IT teams deliver cloud services, so they can accelerate time to market and get applications into production more quickly. Its cloud management, security, and orchestration capabilities unify cloud automation and simplify the management of multiple clouds in a single interface.

Client Automation

Client automation includes managing a wide and growing variety of client devices and myriad application delivery methodologies, whether application virtualization or workspace management.

Along with requisite security solutions, client automation gives IT teams a means to manage users’ access to information, applications, and resources—all in a way governed by where they are, what device they’re using, and what resources they want access to.

One example I like to share is of a company that had some 200 people supporting desktops throughout their organization. They transitioned to a self-service virtual desktop infrastructure (VDI) offered via a service catalog. They’ve since eliminated manual desktop administration, and have been able to cut 10% of that group’s staffing costs, while improving service and user satisfaction levels. What’s not to like?

Managing Complexity

The third way automation supports business demand is in managing complexity. Automation can bring about truly dramatic improvements to management of IT, even for IT administrators. For illustration purposes, consider how our CA AppLogic cloud platform and CA Process Automation tools can streamline how IT administrators manage complex tasks.

The CA AppLogic platform lets developers design and test complex applications with the middleware and system configuration they’ll have in production. IT administrators can then create or choose business outcomes at the press of a button, as opposed to having to manage a process for acquiring, configuring, and delivering applications, OSes, firewalls, and networking gear.

CA Process Automation lets administrators think about IT tasks as objects. They can engineer their workflows, and then control, govern, monitor, and remediate those processes. Once defined, they can reuse them in building more complex, higher-level business processes—just as application developers reuse code to speed delivery of new software.

In the end, automation offers companies a top-down, service-driven approach to dealing with consumer driven IT and cloud delivery for greater business agility. It helps organizations realize once unachievable levels of speed and cost efficiencies. Most important, automation helps evolve an organization from managing infrastructure to optimizing the delivery of business services. And that is the crucial differentiator for reaping the promise of consumer driven IT.

Share this post:  

 

By: Roger Pilc
Roger Pilc is a general manager at CA Technologies, responsible for the company’s Industries, Solutions and Alliances. Prior to joining CA in 2007, Roger was COO at enterprise management company SMARTS. Under his four-year tenure, SMARTS enjoyed nearly five-fold revenue growth and was bought by EMC....
Read More..

Business Service Innovation: When Simply Managing IT Isn’t Enough

Published: May 09 2012, 09:49 AM | no comments
by Denise Dubie

Enterprise IT leaders don’t have time to simply manage technology; they need to master the infrastructure and applications in their environment in such a way to enable employees to produce, businesses to excel and customers to keep coming back. With the current barrage of technology trends staring them in the face – cloud computing, agile development, consumer driven IT and  millennial workers, just to name a few – IT leaders need a better approach to optimize the tools they have, identify and implement those they need, and foster true innovation across the business.

Business Service Innovation from CA Technologies is emerging as the strategic approach for IT leaders maintaining IT systems and technologies that support and deliver business services. Today when IT leaders are asked to not only align their strategy with the business, but also to fully integrate the technology directions with business objectives, they need an updated approach to IT management. Previous strategies came of age before the era of cloud computing and the new realities that bring-your-own-device (BYOD) and social technologies create for IT. Employees and customers need an IT environment that not only responds quickly to their needs, but can also anticipate the demand of end users and tailor business services to them.

CA Technologies breaks Business Service Innovation down into three primary strategies: accelerate, transform and secure. Under those are six capabilities that a Business Service Innovation approach addresses. Where IT leaders want to start depends on their maturity or preference, but the general idea is to make a move toward a more evolved, agile IT environment that is poised to meet business, customer and end-user demand in what is being dubbed “The New Normal.”

Specifically, CA Technologies details capabilities that model services to accelerate capacity planning, enable intelligent service provisioning and optimize an IT organization’s investment in technology. By being able to more quickly assemble business services, internal or external, IT will be better equipped to respond to business demand at an accelerated pace. Transformative technologies include tools to automate, assure and manage to reduce manual error and speed quality service deliver, guarantee business services meet quality and other metrics, and manage the business service whether it lives exclusively on premise or if it is offered through a third-party provider – or a hybrid of the two. And never to be taken lightly, security is critical as the way data is delivered and consumed across an organization is forever changed. For instance, cloud and mobility require IT leaders to find new approaches to secure identities, access and critical business data.

IT leaders will need to assess where their organization would benefit most from a Business Service Innovation approach, but it would serve them well to start first by updating their thinking about how to best put technology to work for business services. Today’s environments are extremely complex, business demands are exponentially increasing and the average end user is savvier than ever. Taking these factors into account without considering an overhaul to the IT management approach could be at best called naïve.

That’s not to say IT leaders would resist such a change if provided the proper information and resources to start an evolution in their organizations. Many IT leaders most likely already want to move from the state of maintaining systems in what may seem like a never-ending battle to stay in front of problems. They realize that simply managing existing infrastructure and applications won’t keep their businesses competitive or customers satisfied. And they realize this because the business and individual end users are in some cases taking it upon themselves to adopt “innovative” technologies while the IT organization focuses too much of its energy on keeping the lights on, so to speak.

Now Business Service Innovation offers those IT leaders longing to mature the guidelines that will enable them to embrace technologies such as cloud and mobility without missing a beat. Business Service Innovation could just be the approach that makes innovation the norm in IT again.

Do you Tweet? Follow Denise Dubie on Twitter here.

Share this post:  

 

By: Denise Dubie
Denise Dubie is New Media Principal in CA Technologies Thought Leadership Group. Prior to joining the company in 2010, Dubie spent 12 years of her career at Network World, an IDG company, covering the IT management industry and all its players (including CA Technologies and competitors) as well as high...
Read More..

More Posts Next page »