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Greater Dayton IT Alliance monthly magazine A member of Ohio’s IT Alliance supporting information technology growth

GDITA.org GDITA.org Volume 6 Number 1

Virtual Business/ Real Money Wright State University Students Do Business in SecondLife. Pg 7.


CONTENTS 4

4

Leadership

5

Marketing

6

Tips & Tricks

7

CIO Council Report

7

Disparate Data Sources

8

SecondLife

10

Workforce

12

Future Technology

7

Vision Realized Relationship Building, Email Style Addressing Memory above 4GB on Windows 32bit

Virtual Life with Real Money The Recruiters Perspective: Search for the Right Candidate Software’s Future: Melding the Web and the Desktop

Member Features 9

Member Mention

15

New and Renewing Members

16

Training Exchange

17

Workforce Development

9

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LEADERSHIP Vision Realized By: Ann Gallaher, COO, The Greater Dayton IT Alliance When a vision is formed and a dedicated group gets behind it - significant change can happen. The Greater Dayton IT Alliance Board of Trustees made a decision in 2004 to develop the IT competencies in the region. They wanted to reach out to all industries and engage technologists in a conversation about their knowledge of and use of technology. They thought by raising the IT IQ that all boats would float higher and the region would prosper. Despite the constant churn that is characteristic of the IT industry, the membership roles of the Greater Dayton IT Alliance have remained fairly stable over the last 5 years at or around 240 members. In 2004 the membership mix was 60% suppliers to 40% buyers of technology. With the new strategy to better understand the needs of vertical market industries, a plan was put into place to shift that mix. A key component to this plan was the engagement and participation in the CIO Council. Under the leadership of Steve Hangen the group began to meet monthly to discuss common topics of interest and share best practices. Through the efforts of the council, the membership committee, and staff, cross industry CIOs and IT directors were invited to get involved and learn.

Ann Gallaher, COO, The The most recent additions to the Board of Trustees are a direct result of active CIO Council participation and lead- Greater Dayton ership. Michael Gutman one of the newest board members is the VP/CIO for Miller-Valentine group which provides services in the areas of construction, development, design and renovation, property management, and real- IT Alliance ty. John Huelsman -- from Midmark located in Versailles -- not only represents the addition of a vertical market but also new geographic outreach and inclusion.

Today as a result of this dedicated effort, GDITA membership has successfully been shifted to 50-50 mix of buyers to suppliers. With the new 2008-10 strategic plan, a stronger alignment with daytaOhio and the Entrepreneurial Signature Program will require a new emerging technology committee be formed to leverage insight into various industries' perspectives on and application of new technologies. With a new vision and a fresh group of volunteers, new goals can be met.

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MARKETING Relationship Building, Email Style By: Timothy J. Hull, President & CEO of TDH Marketing, Inc. Is email marketing finished or are the prognosticators out of touch with the marketplace? E-mail marketing spending scored the lowest projected spending increase among popular online marketing tactics and finished with the highest projected decrease in spending over the next three years, according to a 2007 study that appeared in The McKinsey Quarterly. It appears that, on a whole, online marketers are planning to pull back on email spending. However, consumers are still signing up to receive newsletters, promotional emails and new product and service announcements at a steady rate. Long story short, no matter what online marketers say, consumers are still asking for "relationships" with the brands they love and email is still a big part of that relationship. Over the recent past, consumer patience with non-solicited email (spam) has fallen to an all-time low. There has been a continued rise in the use of spam blockers, and there has been a steady increase in the adoption of more efficient information delivery methods such as RSS. One would think that these forces would indeed put negative pressure on overall email use by marketers. However, Penton Media Custom Research reports that of the online marketing tactics used by US marketers in February and March 2007, email marketing and email newsletters were used more often than any other tactic including banner ads, blogs, viral campaigns, search engine optimization and podcasts. Adding to what Penton found, we are seeing an increase in the rate and the volume of website visitors signing up for email lists that promise product or service information updates, discounts, "how-to-use" educational material and newsletters highlighting favored brands. It is important to keep in mind that these are opt-in or permission-based mailing lists where the recipient requests and even looks forward to receiving the email communication. Our experience indicates that once a month is not too frequent for sending emails to opt-in lists and some clients are even finding that occasional twice-a-month emails are acceptable if the information is worthwhile to the recipient. Open and click-thru rates for opt-in emails are still rock solid and actual order rate increases resulting from the email reinforce the use of this effective marketing tool. Consumers as well as B2B recipients are looking for relevant, targeted, personalized content related to their favorite brands. Far beyond tolerating email communication, they are asking for it. Brand supporters seek dialog with preferred suppliers and are looking to build or reinforce their relationships with their favorite brands. The key word here is relevant. According to JupiterResearch, more than 50% of those who opted-out of an email list indicated that the reason for doing so was that the information being received was no longer relevant. According to Silverpop, retail marketers understand that building a relationship with consumers is important and leads to long-term sales. As

such, retail marketers are making it easier to opt in and out of campaigns, and they are learning to ask customers for more than just e-mail addresses to help craft personalized messages. Nearly two-thirds of email optout links in 2007 led to a page that allowed registrants to easily and quickly make changes to their preferences. In 2005, only 12% of e-mail marketers provided an opt-out link to a change of preferences page. Not only does "ease of opt-out" help build a trusting relationship but taking recipients to a preference page instead of a simple opt-out may convince consumers that the company has something else of interest, even if they no longer want the communication currently being received. Recipient preferences rule and the brand managers that not only respect but also encourage recipients to update their information will continue to see outstanding open and click-thru results from outbound email communications. Not only is it important to communicate with consumers when and how they want, but it is also important to build trust from the very beginning. One of the biggest mistakes is to ignore someone who has opted-in to a promised email communication. eMarketer reports that Mike Weston, managing director of Silverpop, believes effective email marketing tends to resemble polite conversation. "There are rules of conversation," Mr. Weston said. "Companies that fail to respond when someone gives them an e-mail address are doing the equivalent of ignoring them face to face." No company can afford this grievous error in the competitive marketplace of today. If customer and prospect desires aren't enough to convince you to continue the use of email communication, listen to online marketers who reported to MarketingSherpa that more than one-half of US marketers stated that email marketing produced the second best ROI of any marketing tactic. Only search engine optimization was more highly regarded for ROI. Yet, eMarketer predicts that US e-mail marketing spending will only reach $1.65 billion in 2011, up from $1.5 billion in 2007, so the annual growth rate will slow from 5.6% in 2006 to 1.5% in 2011. Consumers are asking for relationships with brands and the ROI payouts are there, so why is email spending predicted to decline? Researchers believe that while the number of emails sent will actually continue to increase steadily, efficiencies in email delivery will offset those larger increases in the number of emails sent by reducing costs. As such, email spending will increase at a slower rate than the rate at which the volume of outbound emails increases. Many people believe that email marketing is dead or is in the process of a slow death. However, customers and prospects are still asking for communications that build or strengthen brand relationships. These desired “Relationship Building� Continues on Page 9...

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TIPS AND TRICKS Addressing Memory above 4GB on Windows 32bit By: Ron Shaffer, DBA Director, Ross Group Inc. Situation You have a brand new Windows based server with more than 4GB of RAM for your Oracle Database. Problem How do you address the memory above 4GB to get the biggest bang for your buck and still maintain a stable environment? Solution Windows supports AWE or Advanced Windowing Extensions and PAE or Physical Address Extension with the "/AWE" or "/PAE" switches in the BOOT.INI file to address upper memory. PAE is normally enabled on Windows 2003 by default so if you install more than 4GB, the OS can see

and use it. You'll see "PAE Enabled" in the system properties page. AWE on the other hand allows a process to map upper memory from lower memory. This brings up the 3GB switch. A process in windows can normally address 2GB of RAM max. The 3GB switch removes 1GB of lower memory and allocates it to processes or "user" memory. The problem with enabling 3GB is the possible starvation of system page table entries, PTEs. Windows will become unstable if free PTEs drops below approximately ten thousand. It has been my experience that the free PTEs will drop from 180,000 to 40,000 when the 3GB switch is used. That gives about 30,000 PTEs to work with for the entire system. This can be monitored with perfmon to determine if it will be a problem. PTEs in-use rises with increased utilization so monitor it during peak usage. What does this mean for Oracle? Oracle will take advantage of memory above 4GB for buffer cache only and a portion of lower memory will be reserved to address it so you have to balance the demand for the buffer pools and the lower memory "window size" for addressing upper memory. You will also have to balance the demand for the Kernel pools; paged pool, nonpaged pool, and page table entries. Tips Windows settings: "All boot.ini settings should be placed at the end of the startup line for the OS. "PAE may not be necessary in the boot.ini check to see if "Physical Address Extension" is listed on the "System Properties" page for the server. "AWE is required for the boot.ini - This allows the Oracle process to address memory above 4GB. "3GB may be necessary if you want room for the SGA and PGA in lower memory, minus the buffer cache of course. "PTEs will need to be verified; use perfmon if you have Windows 2000 SP4 or above. Another way to see the maximums for the kernel pools is to use a kernel debugger such as livekd from sysinternals.com. They have instructions on the site for installing it. If there are 10,000 or fewer PTEs, it's prudent to make a registry change to allocate memory from the other kernel pools to PTEs. "Within the Windows registry under the ORACLE key there is a "HOME" key where the windows size in bytes needs to be specified. Create a “Tips and Tricks� Continues on Page 15...

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CIO Council Report The recognition and development of talent is one of the most important roles for any executive. Designing and executing an effective mentoring program to deliver on this imperative was the focus of the CIO Council during its October 2007 meeting, led by Emily Chambers, Damon Woods and Sarah Reinman of Cox Ohio Publishing, a local leader in mentoring willing to share its experiences. Cox Ohio Publishing employs a couple of mentoring programs to achieve two broad goals:

Disparate Data Sources By: Robin V, Horth, MS, PMP

"The exponential growth in the amount of data collected in research has created an urgent technical challenge for computer scientists to develop infrastructures to integrate metadata sources and data storage in a query-compatible, data-intensive environment." Source: Pacific Northwest National Laboratory Operated by Battelle for the U.S. Department of Energy

-On-site Mentoring - Focused development of a group of high potential and talented employees with growth and leadership potential -Peer-to-Peer Mentoring - Open communications and the reduction of cross-functional barriers between employees in different departments

The quote above is a very small example of how the technology sector is working toward solving problems associated with disparate data sources. These problems manifest as redundant data, inaccuracies introduced by untimely updates in one data source or another and inconsistent data based upon who entered the data, when and which disparate sources of information the data resides in. There On-site mentoring was patterned after a successful program that paired are only two ways to solve the problem. One must either integrate executives across Cox Ohio and Cox Enterprises. Applied within Cox the data sources by integrating to fewer data systems or consolidate Ohio, it pairs a senior-level manager with a carefully selected and the data into one data source that is designated as the authoritative screened high potential employee for a twelve month period, using a trasource. ditional mentor/mentee relationship model. All group meetings are held quarterly and weekly or bi-weekly one-on-one meetings are required. Commitment and feedback are the key elements to achieving the benefits of the program, which include: -Building a professional network -Accelerating learning and development -Enhancing interpersonal skills -Learn more about rising talent -Improving coaching skills

Program and project teams fight the same battle on a smaller scale - but the same problem nonetheless. Our tendency is to propagate several tools that are designed to solve specific problems or automate individual internal workflows. Each of the tools tends to be populated with redundant data that may also be resident in other tools. Results invariably include confusion (what's the most current, accurate data, and what's the authoritative data source?), extra work (someone must administer each of the disparate tools), and most importantly - redundant work (I'm doing work to administer this tool and you're doing the same work to administer another tool).

Peer-to-Peer Mentoring is designed to reach a much broader audience and match employees from different parts of the organization based on the participants' needs and desires. For example, an IT employee that wants to learn more about the sales organization would be paired with a The solution to this problem is to consolidate data as much as possales person who wants a better understanding of how computers func- sible into a single tool, and to use the consolidated tool as your tion. In other cases, a person new to Cox Ohio may want to be paired authoritative source of data and/or information. with a twenty-year veteran that knows the organization's culture and values. This program lasts for six months and includes three all-group meetings with a commitment of a minimum of four hours of one-on-one discussions.

For more information on this topic or discuss your IT leadership joining the CIO Council, please contact Ann Gallaher, Chief Operating Officer, at 937.229.9072 or email agallaher@gdita.org.

Technology First, Dayton | January 2008

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SECONDLIFE Virtual Business with Real Money By: Shu Schiller, Assistant Professor, Wright State University Second Life is a virtual society environment on the Internet where individuals engage in various real-life activities, such as attending classes and shopping at stores, as avatars. Second Life was released as a commercial service by Linden Lab in June 2003. Since then, Second Life has rapidly gained a total of 11.5 million residents by December 2007. Second Life is a 3D online digital world created by its residents. All avatars are loaded with the ability to build objects such as a house, a shop, a street, even a whole town or city. In this virtual world, pieces of islands are bought, designed, and constructed by their owners. Intellectual property rights belong to the creators and Linden Lab allows them to sell, exchange, and give away the content built in Second Life. Avatars teleport from one island to another, traveling through digitally built places, some of which are amazingly beautiful fantasy lands. Avatars communicate with each other through text chat and IM. The newly introduced voice function

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Technology First, Dayton | January 2008

has stimulated much faster and convenient synchronous communication. Second Life has proven to be a promising place for some business. Linden Dollar is the currency used in Second Life and can be traded with real US dollars (1USD can buy about 270 Linden Dollars). Many virtual businesses such as fashion shops and holiday resorts are indeed making real dollars in Second Life by providing digital products or service. The first millionaire, Anshe Chung (Ailin Graef in real life) has made one million US Dollars by selling real estate in Second Life [1]. Thousands of companies and multinational organizations, such as Nissan and IBM, have built facilities and conduct business in this virtual world. The exchange of Linden Dollar (L$) has topped 59 Million US dollars the first three quarters of 2007. Gartner, Inc. predicted that by 2011, "80 percent of active Internet users (and Fortune 500 enterprises) will have a 'second life'." Educators and researchers are among the first to examine the impacts of Second Life on education and to facilitate educational activities such as teaching classes in Second Life. So far, more than 200 universities, museums, and research centers have a presence in Second Life [2]. Lead by Jeff Hiles, the Instructional Web Designer of the Center for Teaching and Learning, Wright State University has rented a lot in Second Life since early 2007 as an experimental field for teaching and learning. In the summer of 2007, for the first time at Wright State University, an MBA course, Information Technology & Business Transformation, used Second Life as a team project. The purpose of the Second Life project was to engage students in thinking and discussion of doing virtual business but earning real money through interactive multi-user environment on the Internet, a fast growing place beyond the traditional concept of electronic business taught in the field of Information Systems. Thirty-two MBA students were randomly grouped to eight teams. Each team had an avatar who was granted L$350 (about US$3) as their seed money to explore business-related activities in Second Life. The course ended with great success and excitement. Some teams even made money by participating in events or providing service in Second Life. In the last class, all teams' avatars met at the Wright State University lot in Second Life and presented their journey of adventure. Despite the fast growth of the popularity of Second Life in business and education, its viability remains to be explored. Some recent virtual business failures such as Urban Outfitter's closing in Second Life bring more questions about the future of this virtual world. Will Second Life become the next generation of digital commerce? Will Second Life renovate distance learning? Will everybody be intrigued to have a second life in this digital world? We hope we will soon find out the answers.

[1] Rob Hof, Second Life's First Millionaire, Business Week, Nov 26, 2007 [2] Cynthia Calongne and Jeff Hiles, 2007, Blended Realities: A Virtual Tour of Education in Second Life, Proceedings of Technology, Colleges and Community Annual Conference, 2007


“Relationship Building” Continued from Page 5... communications are readily feasible for both large and small businesses using cost effective, opt-in, outbound email programs. While I would highly recommend against using email as your only means of communication with customers and prospects, this marketing tool should not be ignored, despite the negative publicity. Many times, marketing aficionados are too quick to dump one trend and jump on another without thoroughly evaluating the desire of the customer.

If customers are requesting relevant email communications and the ROI has been proven repeatedly, which it has, why not stick with email? Will the use of email continue or even expand in 2008 or will 2007 mark the demise of email as a marketing tool? Why not ask your customers.

Timothy J. Hull is President & CEO of TDH Marketing, Inc., a Dayton, Ohiobased marketing firm with alliances and joint ventures in the U.S., England, and Singapore that support its global client base. The firm provides strategic, marketing, operational, and communications planning and implementation for both large and small corporations looking to develop profitable, technology-driven business growth.

Member Mention Ellipse Solutions LLC, an ERP Division of Roytman Information Services Inc., has announced an opening of a new Software Testing Center in Chisinau, Moldova. Ellipse Solutions is a Microsoft Business Partner, with offices in the United States and Europe, delivers services for Microsoft Dynamics AX product line. "Software Quality Assurance is such an important segment of the development process," said Gary Belot, a Partner in charge of Applications Development. "We are delighted to extend these services to our clients in a more formal setting." Ellipse Solutions plans to concentrate its Software Testing efforts on Microsoft Dynamics AX as well as .NET and Java based applications. The new center builds on Ellipse Solutions’ existing practice to streamline its capabilities and provide customers a full range of software development services. This new venture will significantly increase Ellipse Solutions’ ability to meet clients’ distinctive Information Technology needs related to design, analysis, development, maintenance, support and improvements of business systems. The offered solutions will encompass business process evaluations in coordination with purely technical functions such as usability, security, regression testing, portability, etc. The entire scope of the testing process (from unit to acceptance testing) will be a part of the expanded portfolio. The new business initiative is a part of the continuous growth by Ellipse Solutions in response to increasing customer requirements, and will further strengthen its global network of services. The company provides MS Dynamics AX implementation, upgrades, customization, training, data management and related services, and plans to employ up to 10 Software Testing professionals in the new Center in the next 12 to 18 months.

Abo out Ellipse So olutio ons LLC: Ellipse Solutions LLC is a global Microsoft Business Partner headquartered in Dayton, OH and offices in Kettering OH, Marietta GA and Chisinau, Moldova. Ellipse Solutions LLC brings its collective expertise to streamline business practices and methodologies to connect worldwide customers, suppliers, and subsidiaries in a way that helps drive business success. For additional information please visit http://www.EllipseSolutions.com

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Technology First, Dayton | January 2008

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WORKFORCE The Recruiters Perspective: Search for the Right Candidate By: Jake Conrad, Business Development Coordinator, Roytman Information Services The Job Search Tradition

get the job.

Hiring for IT has become an increasingly complicated exercise. Locating a candidate that brings the right combination of technical proficiency, creativity, business sense and personality demands careful evaluation. As the skills required of IT professionals continue to evolve, so do the tools used to evaluate them. Whether your company chooses standardized skill assessments, aptitude and personality tests, psychological evaluations, professional references, criminal background or credit checks, you will never forgo the most critical evaluation tool available: the in-person interview. Excellence on objective testing only goes so far. If the candidates fail to impress in the face-to-face, they will not

Why, in this age of proliferating technology and ever-sophisticated testing methods, does the decision to hire a candidate still boil down to the same measure that our grandparents used when they hired employees? It's because no matter how thorough the process, hiring a new employee is always a risk, and while objective screenings may illuminate areas like technical aptitude and professional history, they cannot answer the critical questions. How will he or she interact with peers and management? Does the applicant's current situation and personality suggest a long tenure? Ultimately, will this person excel in our environment? A standardized test and credit check cannot give those answers. Good interviewers develop the skills and intuition to divine this information through years of experience (and by making big mistakes!). While methods may evolve, the basic skills necessary to conduct an effective interview have not changed in generations. The job interview is ageless because it will never be obsolete, but its status as a tradition is also its greatest weakness. Even the Best Interview Isn't Perfect Whether meeting with an HR representative or a hiring manager, the job interview is a complicated ritual for all parties involved. As a result, the formality of the process can sometimes eclipse the goal (to determine if the personality, goals, and strengths of the candidate are a fit for this position and this company). In many cases, the skills necessary to succeed in an interview are very different from those needed to succeed on the actual job. Jane may be a terrific fit technically and personally for a position, but because of jitters, a bad day, or any number of reasons, she blows the interview. John may be far less qualified, but he aces the face to face and gets the job. For the interviewer (and the applicant), this presents a concern. We don't live in a perfect world. Everything, including the most expertly guided interview process, has drawbacks. A Different Kind of Relationship Working with a recruiter presents a unique solution to this problem. A good recruiter offers many advantages: the technical aptitude to screen out unqualified applicants; a strong understanding of the local market; access to a layer of candidates that might otherwise be unavailable; an understanding of the skill sets and comparative salaries to expect; and a relationship with IT professionals that is fundamentally different than exists for the employer. “The Recruiter’s Perspective� Continues on Page 11...

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“The Recruiters Perspective� Continued from Page 10... A good recruiter may spend months or years working with a candidate, and will develop a unique rapport. Once the technical and HR screening is complete and the recruiter has a solid understanding of a prospect's skill set and professional background, the relationship morphs into one of relaxed professionalism. Through the initial screening process, follow-up calls to confirm dates or check-in, scheduling interviews, voicemails and frequent emails, the relationship a recruiter builds with a candidate grows to approximate the one between colleagues on the job. This is the recruiter's advantage: they actually get to know the applicant as they would behave at work, not just how they act in the high-stress, ritualized setting of The Interview. A relaxed professional relationship gives the recruiter a different perspective on a candidate. Snake in the Grass Lets consider an example. In 2007 I interviewed a candidate applying for a local Microsoft .NET position. During our initial interview, he presented himself as professional and approachable. His technical screening was outstanding, references were glowing, his salary expectations were in line and his professional background was a perfect match for the position for which we considered him. As we prepped him for submission, and as we went into the interview process, our conversations began to change. Each time I called or emailed to check a date, schedule a phone interview and eventually a face-to-face, he dropped the initial formality and we developed a new kind of relationship. Once he relaxed it was clear that the man had the personality of a chancre sore. Self possessed, demanding and crude, he was a nightmare. We warned the client about the now-apparent red flags, and he was removed from consideration. Had I not developed the relationship, that personality might have stayed hidden. Might a skilled interviewer have recognized the warning signs? Maybe. But it's possible he could have slipped though an interview and become a problem employee soon after hire. Finding affordable, experienced developers with a background in .NET technology is increasingly difficult. The skill set is in demand. Salaries, even for low to mid-level employees, are rising, and when I found a candidate with the right combination of skills, experience, and price, it very easy to get excited. Interview Insurance Technical screenings, personality assessments and other evaluation techniques can't tell the whole story. With hot skill sets like .NET, Information Security, or ERP Specialists making qualified professionals rarer and pricier, it's hard to find quality candidates, and tempting to fast-track one with the skills and experience to do the job. Ultimately, a personal conversation is the most important tool employers have to check that impulse and draw out answers to the most critical questions.

Building a relationship, looking through the layers of tests, checks and assessments, is the most effective way to judge an applicant, but it's not a perfect tool, and there will always be an element of risk. Trustworthy, experienced recruiters can provide an extra layer of insight to the standard interview. They can reduce the risk, and who wouldn't want that?

Jake Conrad is the Business Development Coordinator for Roytman Information Services in Dayton, Ohio, a provider of Career Placement and Consulting solutions in Information Technology, Management and Engineering. For additional information please visit http://www.roytmanIS.com

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FUTURE TECHNOLOGY Software’s Future: Melding the Web and the Desktop This article was republished courtesy of Knowledge@Wharton. It's been a busy few weeks for the big technology companies. On October 1, Adobe Systems announced an agreement to buy Virtual Ubiquity, a company that has created a web-based word processor built on Adobe's next generation software development platform. One day earlier, Microsoft outlined its plans for Microsoft Office Live Workspace, a service that will combine Microsoft Office and web capabilities so that documents can be shared online. Recently, Google introduced a technology called "Gears" that allows developers to create web applications that can also work offline. The common thread between the recent moves of these technology titans: Each company is placing a bet on a new vision of software's future, one which combines the features of web-based applications with desktop software to create a hybrid model that may offer the best of both worlds. Even smaller companies are introducing products to support this hybrid model that bridges the divide between web and desktop software. For instance, the Mozilla Foundation -- the organization behind the Firefox browser (a major rival of Microsoft's Internet Explorer) -- said on October

25 that it was launching an initiative called "Prism." According to Mozilla, a non-profit group that develops open source software, Prism allows web applications to run outside the browser and behave more like desktop software. "Over time, the current dominance of desktop-only applications, or even predominantly desktop-based apps, will decrease," predicts Wharton information and operations management professor Kartik Hosanagar. "But I don't expect desktop apps to completely disappear anytime soon. I see the future as a hybrid with basic apps on the desktop and several apps being downloaded over the web." Until recently, most software ran entirely on the user's computer. This socalled "desktop" software -- which includes everything from Adobe Photoshop and Microsoft Office to computer games --relies on the processing power of the individual user's PC and provides the ability to store

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“Software’s Future� Continued from Page 12... files locally on the user's hard drive. While desktop software still dominates, the web has given rise to a new breed of application -- exemplified by products like Google Docs, the company's online word processor, spreadsheet and presentation software, and Salesforce.com's enterprise sales-support products -- that runs within a web browser. These "webtop" applications use the local computer only to run the web browser and a few basic extensions (like Adobe's Flash Player) and use the processing power and storage of banks of computers accessed remotely over the Internet. But as this drive toward hybrid desktop/webtop software illustrates, there are limits to both approaches, and the future for software may be a blend of the best features of both. Indeed, for Kendall Whitehouse, senior director of information technology at Wharton, the big question isn't whether this desktop/webtop hybrid is the future. That, he says, is a "virtual certainty." The question is which company -- Microsoft, Adobe or Google -- will provide the best platform for developing this next generation of software. The blueprint for this hybrid software model is still being drawn and, while all the major players have moved toward merging features of the desktop with the web, the details of each company's approach are quite different. For example, Microsoft sees a world where customers still rely on desktop software, such as Word, Excel and PowerPoint, and use web-based services, like Microsoft's planned Office Live Workspace, as a supplement to traditional desktop software. Adobe is developing software tools that allow web-based applications to run on the desktop as equal partners to traditional desktop software and take advantage of the full capabilities of the user's PC. And Google sees a world where most software is web-based and yet can use the local PC as a resource for temporary offline storage. The most likely outcome is a hybrid future where desktop and web-based software and services become intertwined to the point where users won't know the difference between the two, suggest experts at Wharton and elsewhere. "We believe that the future of technology at work will be a combination of local software on PCs, along with services," said Jeff Raikes, president of Microsoft's Business Division, in a question and answer session at the announcement of Office Live Workspace on September 30. "Think of it as a continuum, ranging from pure software to pure services approaches. Most customers will be somewhere in the middle."

work on any of the major PC operating systems: Windows, Mac OS and, in the future, Linux. AIR applications can run both online or offline and can read and write files to the local PC just like desktop software. Some of the companies that have demonstrated AIR applications include AOL, eBay, Nickelodeon, Nasdaq and Salesforce.com. -Microsoft also has a vision of the hybrid future with a strategy heavily reliant on desktop software that it calls "software and services" in contrast to the more web-centric view of "software as a service" frequently espoused by companies like Salesforce.com. The embodiment of Microsoft's approach is its Office Live Workspace, a web-based supplement for Microsoft Office that allows Office customers to store documents “Software’s Future� Continues on Page 14...

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Technology First, Dayton | January 2008

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“Software’s Future” Continued from Page 13... on the web, view them online through a web browser and share them with others. Microsoft sees Office Live Workspace as an extension to, not a replacement for, its Office desktop software. According to the company's plans announced on September 30, users without Microsoft's desktop software will only be able to view and comment on -- but not edit -- the online versions of Office documents. Microsoft's goal appears to be to protect its lucrative desktop software franchise while hedging its bet against the rise of advertising- and subscription-based web services. -In contrast to Microsoft's desktop-oriented view, Google is placing its bet on a primarily web-centric vision of software delivery. Google Docs (formerly known as Google Docs and Spreadsheets), provides online versions of tools for word-processing, spreadsheets and presentations. These applications run entirely in the web browser and currently depend on Internet connectivity and remote file storage, although the company's Google Gears could allow web-based applications to run offline in the

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Technology First, Dayton | January 2008

future. Matthew Glotzbach, product management director of Google Enterprise, said at the Interop 2007 Conference in New York on October 24 that Google runs its own productivity suite internally and is confident that web-based software is the future. "The game is changing the current set of productivity tools thatwere created for personal productivity. We've moved to this networked world where everything being online all the time is a huge advantage." According to experts at Wharton, it's too early to determine which architecture will win. Microsoft's strategy -- designed to preserve the software giant's desktop application dominance -- makes sense, says Wharton information and operations management professor Eric Clemons. "Microsoft's desktop-focused architecture has some merit. There are so many advantages to avoiding sending huge files across the web. Some have to do with performance and some have to do with security." Krishnan Anand, also a professor of operations and information management at Wharton, similarly favors Microsoft's model. "Desktop applications will be used a lot with some supplementation from web services," says Anand. "Microsoft sees desktop software with web services as a supplement. Microsoft puts its finger in every pie." Andrea Matwyshyn, a professor of legal studies and business ethics at Wharton, suggests that in the long run, Google's model of always connected software is a likely winner. "There will be an increased direction towards entirely services-based. Google is a harbinger of where the industry is going." Whitehouse argues that Adobe's approach provides the best of both worlds. "Architecturally, Adobe is in the sweet spot," he says, noting that its AIR platform blends the best features of the web and the desktop. Meanwhile, Adobe's software authoring tools -- such as Flash, Dreamweaver and Photoshop -- are well known to developers and creative professionals. That familiarity may help to bootstrap the development of these new hybrid applications. "The Microsoft [approach] will endure for long time, but Adobe has an architecture for the next generation of software applications," says Whitehouse. Microsoft, for its part, shows signs of addressing the threat from Adobe through both direct competition and counter positioning. As Adobe's Flash became more dominant on the web and grew to become the video format of choice for popular web sites like YouTube and MySpace, Microsoft introduced its own browser plug-in for rich media, called Silverlight, to address the Flash challenge head on. "We think there's a lot of opportunity for innovation. Adobe's done a good job on some of the rich media stuff. We think there's a long way to go," said Microsoft CEO Steve Ballmer at the Web 2.0 conference in San Francisco on October 18. But Microsoft doesn't have a direct analog to Adobe's AIR, choosing instead to promote its own strategy of desktop applications that connect to the web rather than embracing the cross-platform, hybrid applications Adobe sees as the future. “Software’s Future” Continues on Page 18...


“Tips and Tricks“ Continues from Page 6... REG_SZ value called "AWE_WINDOW_MEMORY". I have found a setting of 640MB will address 11GB of upper memory for buffer cache. That is real bytes, not the storage standard of 1000B=1KB, but where 1024B=1KB. So,640MB = 671088640B for ease of use. Please use powers of 2 and be precise. This setting is not necessary because by default the window size will be 1GB and allow up to 16GB to be addressed. Remember that the window comes out of SGA and PGA lower memory, so to allow more concurrent users, setting this to the minimum for the desired size of upper memory to be addressed is recommended. Oracle init settings: "The new "CACHE" parameters cannot be used. DB_BLOCK_BUFFERS must be used and this means that only systems using only the default block size will be candidates for this procedure. This precludes SGA_TARGET as well. -Set USE_INDIRECT_DATA_BUFFERS=TRUE That's it. Make these changes and you're using upper memory for buffer cache and lower memory for the various pools and session sort areas. It is an iterative process to discover where the boundaries are for the window size and if you're starving the system of free PTEs then it will be a problem for the OS. Locations and settings for PTEs can be found in the MSDN library for the registry. I set the PTEs to MAX, "ffffffff", because the other pools are usually nowhere near their maximums.

If you need more information, contact Gary Codeluppi at 937-431-1026 x123 or visit the Ross Group Inc web site at www.rossgroupinc.com.

New And Renewing Members for Dec. 2007

Dermpath Lab of Central States (DLCS) Miami Jacobs College P&R Communications STG SummitQwest *NEW* Curtiss Wright *NEW* Komodo Labs *NEW* MatchMD *NEW* Payless Shoesource *NEW* Teradata

Publisher Greater Dayton IT Alliance Chief Operating Officer Ann Gallaher Managing Editor and Advertisement Sales Andy Hickey www.GDITA.org

Greater Dayton It Alliance

Training Exchange Director Linda Hanaway

2008 Greater Dayton IT Alliance; All rights reserved

Tech Source Director Claire Kerr

900 Kettering Tower Dayton, OH 45423 937.229.0054

Intern Brent Williams

Writers Our mission is to support the growth of Greater Dayton's information technology industry. Technology First, Dayton provides a forum for educators, business, and technical professionals to communicate their expertise and lessons learned while working in the field. Please submit the article in Word, preferably with 500 to 700 words, with any graphics in pdf to ahickey@daytonitalliance.org. Please include your name, business organization, business address, phone number, fax number, e-mail address, and a brief description of any professional accomplishments. Please also include a digital photograph if available. Subscriptions Business/Home delivery of this publication is available at $12/year (12 issues) to cover postage. Mail name, address, and check made payable to Greater Dayton IT Alliance.

Technology First, Dayton | January 2008

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TRAINING EXCHANGE Top three reasons to use the Training Exchange - Cost and quality - Save time, eliminate travel - Customize to your needs Bonus: Network with other local professionals Watch for our brand new Training Exchange website coming soon! As well as building our new website, we've been building our schedule for Quarter 1 of 2008: -Transition from Managing to Leading, February 20 - 21: Focus on your strengths and learn to use the power of positive politics to meet goals and deadlines! Through assessment of personal qualities, individuals participating in this course will determine their own best strategies for becoming effective leaders and analyze their impact on others. Member: $650 Non-Member: $775 -Data Security, March 14- 8:00 A.M. - Noon: An overview of the three critical pieces of data security: the standard, the law and the technology assessment. Discussions will cover the latest standards, techniques and issues surrounding Information Security Management System (ISMS) and how businesses today are responding to this new and changing standard. Member and Non-Member: $95 -IT Made EZ, March 24-26: A high level overview of the Information Technology arena devoted to teaching the fundamentals of IT to non-IT professionals. Ideal for sales managers in the IT industry, executives responsible for communicating with the IT department, entry level employees new to their position or any professional interested in learning more about IT. Member: $850 Non-Member: $995 We are working on the details for these classes for Q1 2008: -Developing Requirements with Use Cases: Get project requirements right the first time, every time, using the state-of-the art tech niques you'll learn in this class. By using real-world tools and techniques, you will learn to ensure the scope of complex projects right from the outset and avoid expensive errors and omissions in requirements. Your input helps us determine which classes are scheduled. Please let us know if any of these are of interest to you: 路 Software Quality Management and Testing 路 LAMP (Linux, Apache, MySQL, PHP) 路 Managing Outsourced Providers / Contracts 路 ITIL Practitioner: Configuration, Change, and Release Management

Register at www.trainingfinders.com Not what you're looking for? Let us know what you need! Contact Linda Hanaway at (937) 229-9084 or lhanaway@gdita.org.

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Technology First, Dayton | January 2008


WORKFORCE DEVELOPMENT ~~~~~~~~~NewJob Postings~~~~~~~~~ ~ Or please visit www.gdita.org/jobs.php to see 93 other jobs~

TDH Marketing, Inc.

Web Developer/Programmer

Extreme Consulting Inc

Human Factors Engineer

Extreme Consulting Inc

Visual Designer-Human Factors Engineer

DataMindz LLC

Business Development Manager

Russ Hadick & Associates, Inc

Senior UNIX Administrator

Russ Hadick & Associates, Inc

Database Administrator

Dealer Specialties

Developer

Dealer Specialties

Product Manager

PEQ Services and Solutions

VP Operations

PEQ Services and Solutions

Help Desk Agent

Ross Group Inc Messina Management Systems

Oracle Developer DBA Senior Support Engineer

Surrex Solutions Corporation

ASP.Net 2.0 Web Developers (Mid-Sr. Level)

Surrex Solutions Corporation

C/C++ Software Developer with TS/SCITechnical

SummitQwest

Developer

Kforce Professional Staffing Inc.

Data Warehouse Developer

Kforce Professional Staffing Inc.

Technical Systems Engineer

Teradata

Software Engineer - entry level

~~~~~~~~~Local Career Fairs~~~~~~~~~ Job and Internship Fair SPONSORED BY: Urbana University, Wittenberg University and Clark State Community College WHERE: Courtyard by Marriott, 100 S. Fountain Ave., Springfield, OH 45502 DATE & TIME: February 13, 2008 11:30AM - 2:00 PM MORE INFORMATION: E-mail careers@clarkstate.edu or(937)328-6093 Spring Career Fair WHO: University of Dayton WHERE: College Park Center DATE & TIME: February 14, 2008 10:00 AM - 3:00 PM REGISTRATION DEADLINE: January 31, 2008 Cost is $375 ($275 if you attended the Fall '07 Fair) for Corporations and $80 for Government Agencies. MORE INFORMATION: E-mail careers_support@notes.udayton.edu or call 937-229-2045.

Digital Mixer 2008 Presented by: Greater Dayton IT Alliance, Dayton Area Chamber of Commerce, i-Zone, and Wright State University WHERE: Wright State University DATE/TIME: February 25, 2008, 4:30 PM - 6:30 PM MORE INFORMATION: See http://career.wright.edu/events/digitalmixer/ This networking event brings together students, faculty, and information technology professionals from all of the local universities. The event is an opportunity for Greater Dayton's future IT workforce to connect with regional IT employers. Proceeding this event, the GDITA will have panel discussions focusing on the long term development of Dayton’s IT workforce. See www.gdita.org.

Technology First, Dayton | January 2008

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“Software’s Future” Continued from Page 14... The Hybrid Software Future: A Realistic Choice Experts at Wharton decline to put a timeline on this software evolution. Google's vision of purely web-based, hosted software isn't likely to play out for years. For that reason, the hybrid software model looks appealing to many. According to Hosanagar, this model is likely to develop in two phases. "In the first phase, applications will provide essentially the same features as a desktop application, only you will now be able to access them from anywhere. Current web-based apps are good examples of this." For example, Yahoo Mail looks a lot like Microsoft's Outlook email program. Google Docs and Adobe's Buzzword mimic Microsoft Word and add perks like the ability to access your documents from any computer. In this phase, occurring today, Hosanagar says desktop applications will

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Technology First, Dayton | January 2008

offer more features than web-based software, but over time that advantage will erode. In the second phase of this hybrid model, web applications and desktop software will co-mingle, says Hosanagar. "What's likely to be more exciting is the next phase, where these web-based applications can interact and share data with each other and become platforms [that developers can use to build more software]. Facebook has already become one such platform, as has Salesforce.com on the enterprise side. In the next phase, far more interesting things will happen as these web apps start talking to each other." Clemons notes that another critical factor for the evolution of software will be mobile applications. "My bet is that desktop software will be used for home operations, and webtop software will be used for mobile applications," says Clemons. The key will be synchronizing desktop and web software wherever a person goes. "None of us has a good idea what these mobile applications will be, but they may provide real value." Show Me the Money No matter how software's hybrid future develops, there is no shortage of possible business models, says Whitehouse. But, as with the issue of which architecture is best, which approach to generating revenue will be the most successful in the future remains to be seen. Google is generating considerable revenue selling advertising on its free web-based applications. In addition, Google Apps Premier Edition is available for an annual per-user fee. Adobe intends to profit from selling software development tools used to create both web-based and hybrid applications. Microsoft hopes to blend desktop software licensing and subscriptions with advertising. "There doesn't seem to be any lack of options regarding monetization schemes," notes Whitehouse. Following Google's success, many software vendors are pursuing advertising for their current generation of web-based services. On October 24, Microsoft spent $240 million for a 1.6% stake in social networking site Facebook. The move gives Microsoft a high-profile customer on its adCenter advertising network. Microsoft also paid $6 billion for online advertising firm aQuantive in May. The plan: Become a large advertising player so it can monetize its web sites and online services to protect against potential future trends away from its traditional revenue streams of PC operating systems and desktop software. "We're aiming to become one of the major players in the online advertising space, and we are pleased by the progress we are making in putting the building blocks in place," said Microsoft chief financial officer Christopher Liddell on October 25 after the company reported fiscal first quarter earnings. Google is advertising throughout its web-based applications, but offers this software ad-free for a fee. In addition to its advertising-supportededition of Google Docs, Google also provides a Premier Edition that “Software’s Future” Continues on Page 19...


“Software’s Future� Continued from Page 18... offers more storage and support for $50 a year per user. Other companies, such as Salesforce.com, rely primarily on subscription-based revenue. Adobe's business plan for the hybrid future is an extension of its current revenue model. Adobe CEO Bruce Chizen addressed monetizing the company's AIR platform in an analyst briefing on October 1. "The guaranteed way we are going to make money on AIR is the same way we make money today," said Chizen. "We sell tools and applications solutions that leverage our file formats -- PDF and Flash -- and clients of the Adobe Reader and Flash Player." Anand says another model that's likely to emerge is one that is based on usage. In this model, a person who used a program infrequently could employ the web-based version for free or a small fee. Heavy users would pay more based on usage. In this model, which would apply to both webbased and desktop software, Anand likens software providers to electric utilities. "The notion is you can charge different prices based on levels of usage," he says.

Anand underscores the importance of this evolution by pointing to the limitations of today's web applications. He likes to tailor his PC desktop to his own tastes -- something that can be more difficult with hosted online services. In addition, Anand has lingering reliability fears. "Reliability is critical for many of us. Even now, networks crash and I can't access files. I still have to make sure I have a copy on desktop. Until that changes, I don't see an advantage to web-based applications." Anand is not alone in these concerns, which is why software companies are looking for ways to address the limitations of purely web-based applications by developing a new type of hybrid software -- one that melds the best features of desktop and webtop into a single, seamless environment.

For more information visit http://knowledge.wharton.upenn.edu/

But for these hybrid models to develop further, a series of challenges will have to be overcome. One of the larger challenges will be security, says Matwyshyn, noting that web applications aren't necessarily less secure than desktop applications. In fact, web-based services can be more secure since they can automatically update themselves to prevent attacks. However, security risks will increase as web-based applications mesh with desktop software because there will be more points for hackers to attack. "Security is only as good as the weakest point," she says. "The attack surface increases as more applications rely on other applications." Data is another concern since, with web-based services, individuals will increasingly store their information on servers run by external companies. In the end, says Matwyshyn, every individual and company will have to assess the potential security risks with hosting data online versus on their desktops or on servers inside their company's firewall. Hosanagar agrees, noting that previous web services efforts, such as Microsoft's Hailstorm in 2001, failed because "large corporations, like financial institutions, didn't want their customer data managed by someone else." In the long run, however, Hosanagar says these security issues will be overcome. While experts at Wharton predict that any gap between web and desktop software will narrow in the future, one wild card is how well hybrid webtop/desktop applications will match the features of their desktop cousins. "Creating a cross-platform application that 'feels right' to individual users of Windows, Mac and Linux platforms is a tricky task," notes Whitehouse. "But I'm sure the industry will get there. I have little doubt that this is where the future of software is headed."

Technology First, Dayton | January 2008

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Technology First, January 2008  

January 2008 edition of Technology First, Dayton

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