A few folks have tried to tie “maturity” to “if the code is robust” or “if the product has certain product features.” The way we have addressed this emerging controversy over at The CEP blog is to center the discussion around the Gartner Hype Cycle, which is a pretty good model for representing the maturity, adoption and business application of specific technologies.

On CEP Maturity and the Gartner Hype Cycle

Since many folks work very closely with Gartner, I expect they are keenly aware of Gartner’s view on technology adoption maturity models and their definitions. Just for our readers who might not be as familar, I quote Gartner’s definitions below to be complete from here:

A hype cycle is a graphic representation of the maturity, adoption and business application of specific technologies. The term was coined by Gartner[citation needed], an analyst/research house, based in the United States, that provides opinions, advice and data on the global information technology industry.

Since 1995, Gartner has used hype cycles to characterize the over-enthusiasm or “hype” and subsequent disappointment that typically happens with the introduction of new technologies. Hype cycles also show how and when technologies move beyond the hype, offer practical benefits and become widely accepted. According to Gartner, hype cycles aim to separate the hype from the reality, and enable CIOs and CEOs to decide whether or not a particular technology is ready for adoption. A longer-term historical perspective on such cycles can be found in the research of the economist Carlota Perez.

A hype cycle in Gartner’s interpretation comprises 5 steps:

“Technology Trigger” — The first phase of a hype cycle is the “technology trigger” or breakthrough, product launch or other event that generates significant press and interest.

“Peak of Inflated Expectations” — In the next phase, a frenzy of publicity typically generates over-enthusiasm and unrealistic expectations. There may be some successful applications of a technology, but there are typically more failures.

“Trough of Disillusionment” — Technologies enter the “trough of disillusionment” because they fail to meet expectations and quickly become unfashionable. Consequently, the press usually abandons the topic and the technology.

“Slope of Enlightenment” — Although the press may have stopped covering the technology, some businesses continue through the “slope of enlightenment” and experiment to understand the benefits and practical application of the technology.

“Plateau of Productivity” — A technology reaches the “plateau of productivity” as the benefits of it become widely demonstrated and accepted. The technology becomes increasingly stable and evolves in second and third generations. The final height of the plateau varies according to whether the technology is broadly applicable or benefits only a niche market.

The term is now used more broadly in the marketing of new technologies.

We used the Gartner Hype Cycle in Two-Thirds of Our Readers Say CEP is Still Immature as a basis for having interested readers vote, and in a unscientific straw poll, the readers indicated that, in their view, CEP is still immature.

At the CEP Blog we ground our discussions and terminology on maturity in Gartner’s models on maturity, and we ground our discussions on event processing in the art-and-science of a long standing domain in event processing - multisensor data fusion (MSDF).

I recently spoke with a friend who left the DC region for a position in Silicon Valley. When I asked what he thought of the move he said, “Well, you have the same giant buildings with technology company names on the outside rising out of nowhere. You have the same high quality of engineer, but it seems that the difference is in DC, everyone wears a suit or a tie and looks down upon you if you grab a drink at lunch, or unwind like a younger person would.” 

I thought long and hard about his comment and decided that I would have to find out for myself. Is the DC area high tech community really that stuffy? Do people really not enjoy a good stiff drink after a long day? 

Last night, I attended the Twin Tech party, a sponsored happy hour with the worthy goal of “mixing up our vast, and somewhat fragmented technology culture here in the greater DC region”. I can officially say, the DC tech scene is changing and it’s changing fast.

Let’s start with the venue, instead of holding this event in the suburbs (McCormick & Schmicks anyone?) or at a large hotel bar, they chose to have the event at a trendy up-and-coming part of town in what can be best described as one of DC’s hottest bars, Local 16.  Not only that, because of the overwhelming response to attend, they had to rent out the bar next to it as well. 

I expected that I would arrive and find the place mostly empty and have a few suits there chatting over a drink or 2.  Instead I found myself at the overflow bar with a number of young up and comers in the space.  It was impossible to get into the original venue, and the second venue was packed as well!  Amongst all the people I found a friendly, happy, open vibe that allowed for great conversation, and interesting discussion about new technologies and the ideas people had about using and building the future. 

It was the best of both worlds for a young technologist.  I was able to discuss the topics and issues that were most facilitating and relevant (Social Networking from a corporate perspective, new blogging ideas, how new media is helping old media, etc), while still having a great time, and allowing myself to be properly refreshed for a hot DC summer night.

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My reply is that I don’t care must about reported dollar sales because these numbers are, for the most part, meaningless and mythical at this point in time. Large companies sell enterprise licenses and make up allocated numbers for the CEP/EP share of the pie based on a subjective formulation. They can sell an enterprise site license for $2,000,000 USD that includes CEP/EP software and claim 20% is CEP revenue, regardless of if the software is used or not.

Small companies nearly give software away with the hope of developing a strong public reference client, which are few and far between in 2008. Soon, I will start a Google spreadsheet, similar to what we did last year on this topic. Some folks don’t seem to like this initiative because, unfortunately, we will see that for this half of 2008, this year has been very lean for CEP/EP. Some would prefer I blog as a cheerleading evangelist versus an objective analyst. Go Fight Win! Rah Rah Rah!

Much of the current gloomy situation, of course, is because the entire market has fallen and IT spending is down. Financial companies announce record losses. Bankruptcies and restructuring are in the daily news.

In this depressed market, some companies have tried to tie the subprime crash to CEP, somehow implying that CEP would have helped, but that positioning is mostly fantasy. I work in the field of risk management at the corporate level and the current problems are not caused by a lack of technology, it is simply corporate greed - corporations taking high risks to stay competitive in a bull market and then they experience a frighteningly negative reversal during a market free fall.

Of course, the US Federal Reserve did not help matters when they decided to poke a gaping hole in the real estate bubble by dramatically raising interest rates without thinking about how they would manage the consequences, but that is another story! After all, the current top government executives in Washington DC are so politically, scientifically and economically incompetent that all we can do is hold our breath and count the days.

One risk management colleague often says,

“When then tide is high, you can’t see that the swimmers are naked.”

….and so it is in business. The current problems in the global market are based on human, social, and political errors and incompetence; nothing that technology can cure at this point in the game. So, the entire market is in decline, and folks are overhyping all software to keep the buzz going, as if CEP or SOA or BPM would have helped stopped the current global meltdown. Yes, CEP can stop global warming! Buy one today, save a cute polar bear!

Then again, maybe we only need a CEP engine in Washington; even a simple rules-based one would be good. Naturally, some would suggest that we need Neural Nets and Bayesian analytics; but I think just a simple rules-engine looking out the window that can process if-then-else conditions would be a great improvement over the mind-numbing leadership in Washington today.

ScienceLogic: What is “BSM Lite” and how is it different from “heavy” BSM?

Doug McClure: I think the concepts that Peter Sevcik from Net Forecast initially outlined in his blog post sum up what “BSM Lite” is all about: a simpler, less expensive, more responsive way of achieving the goals and objectives of Business Service Management (BSM).  He’s contrasted this nicely against what he termed “BSM Heavy” being the larger investments in time and resources to deploy domain specific tools and solutions each providing a view into the business service delivery with some aggregation and consolidation to tie up all of the disparate tool’s information into a concise end-to-end business service management story.

I’m pleased that he leveraged some of my thinking around a better working definition of what BSM really is from the BSM Defined page on my blog. Of course, these definitions are going to vary depending on whom you talk with and how they see the overall BSM Maturity Model.  I’ve created a BSM Maturity Model that aligns with the famous Gartner IT maturity model.  I’d like to think that a “BSM Lite” solution is one attacking the low hanging fruit, enabling one to achieve value quicker, and in a more tactical manner.  The “BSM Heavy” solutions are capable of the same, but span all along the BSM Maturity Model by adding additional point solutions, products and technologies from their broader portfolio. 

ScienceLogic: Does “BSM Lite” just refer to the tools, or can it refer to the process and methodology as well?

Doug McClure: I think that BSM is as much a philosophy as it is technology, process, people and methodology.  If we can get people to think, operate and respond differently than they do today with a focus on the business, customers, quality, revenue, or whatever else is most important to their business goals and objectives, than that is Business Service Management and could be “BSM Lite” if you will. 

Being that I work for IBM Tivoli, one of my personal objectives is to identify ways to use our key BSM enabling products in a more efficient, effective and BSM centric way. This was a huge driver for trying to hold DevCampTivoli focused on “Collaborative Development of End-to-End BSM Solutions”. 

In my opinion, we don’t make things very easy for our clients and the answer can’t be to “buy this product, module or widget” to fill in the gaps.  In my opinion, we must establish a BSM overlay within IBM Tivoli’s development and product management organization that ensures that we have clearly thought about how to enable BSM with the hundreds or products that we sell.  In my opinion, every product release must incorporate the fundamentals of enabling BSM in addition to the core domain specific functionality intended. I hope to keep this spirit alive and get our smartest IBMers and clients thinking about the best way to take a “BSM Heavy” solution and make it “lighter”. I hope to share more about my plans here and guidance for the industry in general soon.

That said, I am always interested in consulting with clients and collaborate with peers in the industry to figure out how to get the focus on the people, process and technology as key components of their BSM strategies.  I am absolutely convinced that without a documented BSM strategy, roadmap and top level sponsorship within the business and IT, the chances of BSM success greatly diminish.

ScienceLogic: Given the complexities involved in implementing a BSM strategy and dealing with the people and processes components of any business, how does “BSM Lite” really work? Should the expectations and outcomes be “lite” as well?

Doug McClure: Time will tell if “BSM Lite” will work.  I’m seeing emerging companies that are already breaking down some of the barriers to BSM success.  I do not expect that those choosing to begin with a “BSM Lite” approach should expect “lite” outcomes. 

The outcomes are the same regardless of the approach IF you’ve got a documented BSM strategy, roadmap and top level sponsorship in place before you begin. New features, capabilities and technologies will be needed as the needs of the business change and companies mature in BSM and fundamental IT management. This will likely force companies to move in more “BSM Heavy” directions to fill those gaps. 

In my opinion, this is the ideal scenario now as it gives “BSM Lite” vendors opportunities to grow their products and solutions. It also GREATLY improves the chances for success with a “BSM Heavy” solution because the organization would have already had matured enough to approach a “BSM Heavy” solution than if they hadn’t done a “BSM Lite” solution in the past.

ScienceLogic: Is “BSM Lite” more appropriate for a small or midsized organization, or does it apply equally to large companies? Is there an ideal profile for a company that can successfully implement a BSM strategy? Is there a different profile for “BSM Lite”?

Doug McClure: From an economic perspective, the concepts of “BSM Lite” are appropriate for all companies.  Remember, with “BSM Lite” we’re focused on identifying ways to make the goals and objectives of BSM easier to implement and in a more cost effective way.  Any company concerned about their IT cost overhead should care about this, especially when the risks of starting out with a “BSM Heavy” type deployment are much greater and the time to value generally much longer.

The “ideal” profile for any company is one where the BSM initiative begins by establishing top level buy in through creation of a formal BSM strategy for the company. This BSM strategy personalizes how the company defines what BSM is, what value the company expects from it, and how it will use BSM as a competitive differentiator for delivery of its business and IT services, products, etc.

The organizational “profile” I’ve seen most successful is when implementing a BSM strategy originates from within or actively includes a group that many companies have now that serves as a liaison or relationship management role between the various lines of business and IT. Sometimes this group is often seen as the gatekeeper to filter (and hinder) business driven requirements into the IT organization. In the ideal scenario, this group works very closely with the business and IT (usually staffed by business people and not IT people) to understand both the business side and IT side of complex business services and applications. 

Apart from the traditional IT components, what this group can do is help IT really understand the business perspective.  Analysis of the impact on the business in business terms is only possible by collaborating with a group such as this.  True value oriented BSM becomes attainable when we get to this level of IT and business alignment, cooperation, collaboration and communication.

If BSM is an IT only initiative, this will likely result in an IT centric perspective severely lacking in the necessary business perspective.  In these cases where IT doesn’t invest their BSM efforts with the business as an equal partner, the implementation ultimately becomes a “CYA” tool for IT and not achieve the desired value oriented expected.

To some degree “BSM Lite” may have an entirely different profile. If we see the price points, complexity and time to value change significantly we may see these types of deployments originate exclusively within the Line of Business. The possibility may exist where large enterprises operating in a shared IT services or IT outsourcing type model that the Line of Business brings in a “BSM Lite” solution to gain the visibility, checks and balances needed to ensure that the LoB’s needs are being met from the internal/external provider. I’d envision that “BSM Lite” may even be capable of operating within a “SaaS” model or other managed service type offering where the price points are below the signing levels triggering broader IT involvement and review.

To Be Continued…

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But in the end, it seems like Tucci didn’t have faith that Greene had the chops to run the successfully growing company anymore. So she could build it to the stature it has now but just as MS comes out of the gates, all of a sudden she’s no good? Boy, I can’t wait for Greene’s book on this. CEOs, take heed – don’t be too successful or the board will fire you. (Or alternatively don’t let the guy who doesn’t like you stack the board!)

So where does VMware go from here? Rachel Chalmers, Research Director for Infrastructure Management at The 451 Group, places a bet on cloud computing – saying that VMware plans to offer a new suite of cloud computing at the next VMworld Conference. And here’s a nice piece on the Burton Group’s Data Center Strategies Blog that suggests another multi-pronged winning strategy.

Oh no. The virtualization management space, if it didn’t before, is beginning to remind me of the Internet boom time when everyone and their brother (literally, ask me about it sometime) got into the act. Introducing, DynamicOps and their product, Virtual Resource Manager (VRM). The two-week old company and product are spinouts from Credit Suisse, where the original solution was home-grown and in production for more than 2 years, managing thousands of virtual machines. I’m really interested in taking a closer look at it and seeing just what VRM does differently to meet the unique requirements of virtualization management at such a scale.

Forrester Research released a research report on “the Five Essential Metrics for Managing IT.” The study relates the “Operational Health” metric to the measuring of IT failures. Dave will be happy to note that the report uses one of his favorite phrases – talking about the “dial-tone reliability of IT services”.

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I stink at golf. I don't play often enough to get better and I wasn't good to begin with.  But regardless of whether you are a good golf player or not, you can appreciate greatness.  We were in the presence of greatness this weekend and yesterday watching Tiger Woods storm to his latest US Open victory. 

Of course Tiger has won these before, but this one may have been his greatest yet.  Coming off of knee surgery, limping up and down the course, Tiger made so many amazing shots that you almost expect him to make the impossible. Coming back on the 18th hole on Sunday to tie it, then a nail biter 18 hole playoff today, only to win it in an extra death 19th hole Tiger Woods has once again confirmed that he may be the best money player of his generation, if not of all time. 

But Rocco Mediate played for all of us over 40-somethings, that you can still play with the big boys and give them a run for their money.  Good for Rocco too! It is about time someone gave Tiger a run.

At the end of the day though we should all realize how special it is that we get to watch Tiger week in and out.  Much like watching Babe Ruth or Mickey Mantle, we may not truly appreciate how luck we are being able to watch Tiger, until we can't watch him anymore.  So like the commercial says, "Go on, be a Tiger"!

Image via Wikipedia

I stink at golf. I don't play often enough to get better and I wasn't good to begin with.  But regardless of whether you are a good golf player or not, you can appreciate greatness.  We were in the presence of greatness this weekend and yesterday watching Tiger Woods storm to his latest US Open victory. 

Of course Tiger has won these before, but this one may have been his greatest yet.  Coming off of knee surgery, limping up and down the course, Tiger made so many amazing shots that you almost expect him to make the impossible. Coming back on the 18th hole on Sunday to tie it, then a nail biter 18 hole playoff today, only to win it in an extra death 19th hole Tiger Woods has once again confirmed that he may be the best money player of his generation, if not of all time. 

But Rocco Mediate played for all of us over 40-somethings, that you can still play with the big boys and give them a run for their money.  Good for Rocco too! It is about time someone gave Tiger a run.

At the end of the day though we should all realize how special it is that we get to watch Tiger week in and out.  Much like watching Babe Ruth or Mickey Mantle, we may not truly appreciate how luck we are being able to watch Tiger, until we can't watch him anymore.  So like the commercial says, "Go on, be a Tiger"!

Meanwhile, less than 5 miles away at Dulles Airport, Jennifer Leggio was grounded and all but abandoned by the UAL crew who headed to the bunkers, so she had to wheel an elderly nun to safety (BTW, that’s fairly heroic/good-samaritan-like all things considered).  I think she finally got home today around late afternoon.

Parts of the DC area lost some power (Falls Church proper still doesn’t have power), including my server, which didn’t come back up when the power came back on because, well, I borked up LILO previously and didn’t know it.  After a trip over to see it this afternoon, everything is back to working.

Now from a blogging sense, this was the worst time for me because the day before I put up a slideshow about “What you can learn from the US Government” and now that my server’s back up, I’ve most likely dropped off everybody’s rss feeds.  The preso’s still there, go check it out.

After the storm blew through, NCR Battlespace sent the link to this beautifully evil picture of clouds in Alexandria:

Impending Evil photo by Joseph J D’Angelo

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