Infrastructure Architecture: What does that infrastructure box do?

<h2>I can’t tell you what the box does…</h2><p>In my <a href=”http://www.bizzdesign.com/blog/infrastructure-architecture-function-before-construction/”>previous blog</a>, I outlined <a href=”http://www.bizzdesign.com/blog/infrastructure-architecture-function-before-construction/”>how infrastructure architects are better off focusing on behaviour instead of construction</a>. This, however, immediately leads to a curious problem: most folks in infrastructure are familiar with the offerings of the big vendors (at least up to a point), but very few can accurately describe what the products actually do. It’s typical for technical people: ask them what a product does, and they’ll tell you how it works.</p><p><img alt=”” class=”right” src=”http://www.bizzdesign.com/assets/BlogDocuments-2/Infrastructure-Architecture-OIAm-box.jpg” style=”width: 250px; height: 204px; float: right;”/>As a little self-test: what does the engine in your car actually do? Can you accurately describe its function? If you know something of automotive technology, you may find you’re tempted to explain the engine to me as an internal combustion device that burns fuel and thus converts the energy into motion; pistons, cylinders, valves or injection, all that stuff. But “burning fuel” is not actually the goal of having the engine in your car, is it?</p><p>The same applies to infrastructure facilities: if you point to a box, its administrators can tell you how it is connected, how it is configured, and what cool features the vendor has created that they were able to use. But the language the admins use will likely be rife with buzzwords and proprietary terms that the vendor has made up, or has twisted in a <a href=”http://www.authorama.com/through-the-looking-glass-6.html”>Humpty-Dumpty</a> way (“When I use a word, it means just what I choose it to mean – neither more, nor less”). This serves the vendor well, because to retain these proprietary features, the best product to augment or replace his box will almost automatically be another one of his own boxes. But infrastructure architects shouldn’t want to limit their choices this way.</p><h2><br/>… but I can tell you how it works.</h2><p>If we look again at your car’s engine, its function is to <a href=”http://en.wikipedia.org/wiki/Propulsion”>propel</a> the car. Other functions that are performed by different car parts: breaking, steering, signalling, lighting, offer seating, protection against impact, protection against the climate, et cetera. As our culture has had over a century of experience with automobiles, these different functions are easily recognized. (And you therefor probably already gave the proper answer in the previous self-test).</p><p><br/>Now if we look at infrastructure facilities, we find there are many words that describe the construction and its components (router, firewall, CMS, server, hypervisor, database), but we seem to lack the proper functional vocabulary. One could wonder if we could simply put “ing” behind a construction items name  to describe its function. When we try that, we find that “Routing” and “firewalling” seem OK. But “Content Managing”, “serving” and “data basing” are too generic, and “hypervisoring”… well that doesn’t seem to mean anything. And by the way, doesn’t your firewall also do other things, like routing and logging?</p><p><br/>It’s clear we need to look at infrastructure in a different, more fundamental way. At the most basic level, we could say that infrastructure transports, stores, and/or processes a customer’s data. But using a vocabulary of only three verbs won’t get us very far, so we need more specific words to describe infrastructure functionality.</p><h2><br/>The OIAm functional vocabulary</h2><p>Fortunately we don’t have to make up these infrastructure functions from scratch. There’s a community surrounding the Open Infrastructure Architecture method (OIAm), that has been working on this problem of recognizing and naming infrastructure functionality since 2008. This has resulted in a list of some <a href=”http://www.infra-repository.org/oiar/index.php/Building_Block_Type_Overview”>fifty-plus infrastructure functions</a>, ranging from “distribution” (what a router does) and “filtering” (what a firewall does) to “interconnection” (long range network connection), from “Application Engine” to “Identity Validation”, et cetera. Tested in practice, the set of infrastructure function covers just about everything that the infrastructure architects need to describe.</p><p><br/>One thing that remains difficult, however, is how to come to acceptable names for the functions. We’ve found cases where a function was named with a seemingly fitting, industry accepted term, only to find that architectures containing this function were misunderstood by some, precisely because of that familiar term. Examples are Authentication (now named Identity Validation) and “Basic Storage” (now Raw Retention). It turns out that many recognizable terms can be interpreted in many different ways, some narrow in interpretation, others quite sweeping.<br/>On the other hand, if functions are named with seemingly abstract, obscure, or otherwise unknown terms, then some stakeholders may regard the whole architecture built on those functions as a fairly useless academic exercise.</p><p><br/>So in naming generic infrastructure functions, we need to maintain a precarious balance between terms that are too familiar, and terms that are too alien. Have the community succeeded in this? Maybe you can <a href=”http://www.infra-repository.org/oiar/index.php/Building_Block_Type_Overview”>have a look</a> for yourself, and if you think you can help us improve, feel free to <a href=”mailto:j.schoonderbeek@bizzdesign.nl”>drop me a line</a>. And since the vocabulary is published under a Creative Commons license, you are free to use it as you see fit.</p>

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How to build a Roadmap – Prioritize (Part I)

This post discusses how to use the results from steps 1 – 3 to prioritize the actions we have identified to close the gap or difference (delta) from where we are to what we aspire to be. This is usually driven by evaluating the relative business value AND the technical complexity, plotting the results in a quadrant graph using an Action Priority Matrix. What we are doing here is IDENTIFYING what is feasible and what has the highest business value balancing business need with the capability to execute.

Accelare Announces WhatFirst 2013

I am excited about the new edition of our business architecture product, WhatFirst™. Here is the scoop. Accelare announces the general availability of WhatFirst™ 2013, the next generation of Strategy-to-Execution software on the Microsoft SharePoint 2013 platform. WhatFirst™ is designed as a planning tool to unpack strategy into executable packages of integrated work and provide […]

The era of “Internet aware systems and services” – the multiple-data, multi-platform and multi-device and sensors world

By Mark Skilton, Global Director at Capgemini Communications + Data protocols and the Next Internet of Things Multi-Platform solutions Much of the discussion on the “internet of things” have been around industry sector examples use of device and sensor services.  … Continue reading

Taking the Risk Out of Decision Making

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By: Ben Geller, VP Marketing, Troux

insurance blog thumbnailHow many of us can say that we are aware of insurance on a daily basis?  Not many. Of course, we become acutely aware of it when we need it, don’t we? In order to promote a more positive awareness of the insurance industry, an anonymous group (most likely insurance companies) created National Insurance Awareness Day.

At Troux, we’re very aware of the insurance industry. Every day, our solutions help customers such as MetLife, Liberty Mutual and Travelers Insurance make better business decisions. We’re providing them with insights to help them understand how IT can support the goals and strategies set forth by company leaders and change the reputation of the IT department within the organization.  With help from Troux, USAA’s enterprise architecture team has evolved from a technology centric group to one that successfully incorporates business goals into their practice—and they’re talking about it.

As you can imagine, our insurance customers are a pretty risk-averse group. And we love it because we are all about taking the risk out of decision making. When it comes down to it, we ensure that our insurance customers are able to answer critical business questions, reduce risk to business operations and increase satisfaction amongst business partners and internal clients. And we do this by helping them turn EA into an enabler for better decision-making.

Troux customers are even receiving industry recognition for their EA programs.  Northwestern Mutual won a coveted 2012 Enterprise Architecture Award from Forrester and InfoWorld after it successfully changed its organization’s perception of IT by managing technology as a company asset.

We’re proud to partner with insurance providers around the world, including Achmea, Blue Cross Blue Shield of Minnesota, Marsh, Talanx, Farm Bureau Life Insurance Company and Aspen Insurance.  So on this National Insurance Awareness Day don’t just think about revisiting your policies and coverage limits take a moment and give a nod to the great companies that have you covered!

To find out how your company can take the risk out of decision making, click here

Categories Uncategorized

James Martin – A personal reflection

James Martin, technologist, methodologist, entrepreneur and philanthropist died Monday 24 June 2013 aged 79.

I first came across James Martin in the early 1970s. I went to a lecture he gave in London, and he captivated an audience of about 100 people for 2 hours on the topic of real time systems design.  Later on I attended his famous seminars in London and Johannesburg. It was extraordinary how he held huge audiences for multi day sessions, with minimal audience interaction as he drove through the thousands of slides, delivered on two overhead projectors. In those days he was the consummate technology seer and he filled a need in the days before industry analysts.

Yet he was so much more than just a showman. I bought his book on real time system design in 1971 and this was my bible. And down the years I relied on his books in data modeling, database design and  information engineering; they were detailed and useful to a practitioner.

I joined James Martin Associates (JMA) in 1986. I think I was employee number 30 and I had the privilege of working in what must have been one of the most extraordinary and innovative companies at that time. Even when I meet ex JMA colleagues today, we always recall how it was such a great place to be, where everyone was on the leading edge and contributing to the overall development of information engineering. We were taking his ideas and turning them into practical method and tools for many of the world’s largest companies and government agencies.

We didn’t see that much of James Martin. He would attend our annual JAM (sic) session, and if he was in town he might drop in, but that was rare. But he did get feedback. I was deeply involved at one stage, together with Richard Veryard and Mike Mills in developing ideas for Rapid Application Development (RAD) that we took to customer projects and of course appeared later in the James Martin book.

The core of his thinking was the idea that model driven systems were the future and at JMA and subsequently Texas Instruments Software (TI) we proved this by delivering the IEF based on James’ ideas, that became the leading mainframe and client server development tool in the early 1990s. Of course we knew even then that this tool was limited to a very narrow set of patterns, and history has taught us that there is a need for a much broader range of patterns, and varying levels of abstraction and intervention. And even as early as the mid-1990s we were working on componentization and service interfaces because we understood the monolithic architecture, however commercially successful for a short few years, was in reality a simplistic first attempt. Today the term CASE tool is widely disparaged. Yet I believe that James’ original vision will be realized, although the method of realization will be radically different, and by strange coincidence I blogged on this topic very recently

James Martin provided inspiration for technologists by identifying big ideas, but he went further by detailing the ideas in his books and teaching and “having the courage of his convictions” by investing in start-up businesses. Which of course made him very wealthy. I would be proud to say that in my work and in everything that CBDI has developed, we have been true to some of the core principles that we hammered out nearly thirty years ago including model driven (including meta model based) and structured with maximum automation. And these are equally applicable to today’s Agile, fast moving world. Of course we (Everware-CBDI) have added and evangelized the  principles of component and service oriented, but the original vision is intact. 
James Martin was an idealist. In several of his works he developed his thinking for a utopian society where technology and automation are used for the greater good in education, health and creating a better world. Sadly I myself came to see some of his works as out of touch with reality. He failed to see the shoddy reality of how politics and politicians are incapable of leveraging technology to deliver better models for society, how the giant Internet companies are creating worldwide networks based on old fashioned capitalistic principles while espousing such things as “do no evil” and practicing tax avoidance, and governments are increasingly using technology to track the every move of citizens without understanding how to govern the use of that data. 
I believe we will remember James Martin, but not necessarily for his big ideas like the early prediction of the Internet or his philanthropy. Rather we will come in time to reflect on his guidance that technology should be leveraged to improve society. Every time we destroy tens of thousands of jobs by introducing new technologies, we should be using the power of technology in education and resource mobilization to ensure that vast numbers of our young people do not remain out of work, or that older people can continue to contribute to society beyond conventional retirement age. 

James Martin – A personal reflection

James Martin, technologist, methodologist, entrepreneur and philanthropist died Monday 24 June 2013 aged 79.

I first came across James Martin in the early 1970s. I went to a lecture he gave in London, and he captivated an audience of about 100 people for 2 hours on the topic of real time systems design.  Later on I attended his famous seminars in London and Johannesburg. It was extraordinary how he held huge audiences for multi day sessions, with minimal audience interaction as he drove through the thousands of slides, delivered on two overhead projectors. In those days he was the consummate technology seer and he filled a need in the days before industry analysts.

Yet he was so much more than just a showman. I bought his book on real time system design in 1971 and this was my bible. And down the years I relied on his books in data modeling, database design and  information engineering; they were detailed and useful to a practitioner.

I joined James Martin Associates (JMA) in 1986. I think I was employee number 30 and I had the privilege of working in what must have been one of the most extraordinary and innovative companies at that time. Even when I meet ex JMA colleagues today, we always recall how it was such a great place to be, where everyone was on the leading edge and contributing to the overall development of information engineering. We were taking his ideas and turning them into practical method and tools for many of the world’s largest companies and government agencies.

We didn’t see that much of James Martin. He would attend our annual JAM (sic) session, and if he was in town he might drop in, but that was rare. But he did get feedback. I was deeply involved at one stage, together with Richard Veryard and Mike Mills in developing ideas for Rapid Application Development (RAD) that we took to customer projects and of course appeared later in the James Martin book.

The core of his thinking was the idea that model driven systems were the future and at JMA and subsequently Texas Instruments Software (TI) we proved this by delivering the IEF based on James’ ideas, that became the leading mainframe and client server development tool in the early 1990s. Of course we knew even then that this tool was limited to a very narrow set of patterns, and history has taught us that there is a need for a much broader range of patterns, and varying levels of abstraction and intervention. And even as early as the mid-1990s we were working on componentization and service interfaces because we understood the monolithic architecture, however commercially successful for a short few years, was in reality a simplistic first attempt. Today the term CASE tool is widely disparaged. Yet I believe that James’ original vision will be realized, although the method of realization will be radically different, and by strange coincidence I blogged on this topic very recently

James Martin provided inspiration for technologists by identifying big ideas, but he went further by detailing the ideas in his books and teaching and “having the courage of his convictions” by investing in start-up businesses. Which of course made him very wealthy. I would be proud to say that in my work and in everything that CBDI has developed, we have been true to some of the core principles that we hammered out nearly thirty years ago including model driven (including meta model based) and structured with maximum automation. And these are equally applicable to today’s Agile, fast moving world. Of course we (Everware-CBDI) have added and evangelized the  principles of component and service oriented, but the original vision is intact. 
James Martin was an idealist. In several of his works he developed his thinking for a utopian society where technology and automation are used for the greater good in education, health and creating a better world. Sadly I myself came to see some of his works as out of touch with reality. He failed to see the shoddy reality of how politics and politicians are incapable of leveraging technology to deliver better models for society, how the giant Internet companies are creating worldwide networks based on old fashioned capitalistic principles while espousing such things as “do no evil” and practicing tax avoidance, and governments are increasingly using technology to track the every move of citizens without understanding how to govern the use of that data. 
I believe we will remember James Martin, but not necessarily for his big ideas like the early prediction of the Internet or his philanthropy. Rather we will come in time to reflect on his guidance that technology should be leveraged to improve society. Every time we destroy tens of thousands of jobs by introducing new technologies, we should be using the power of technology in education and resource mobilization to ensure that vast numbers of our young people do not remain out of work, or that older people can continue to contribute to society beyond conventional retirement age.