Cloud Smbs Likely to Be Acquired, Oracle “Wandering,” Vmware Leading
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Blockchain-Based Local Energy Markets
Abstract CHRISTIDIS, KONSTANTINOS. Blockchain-Based Local Energy Markets. (Under the direction of Michael Devetsikiotis and Srdjan Lukic.) A growing customer base for solar-plus-storage at the grid edge has resulted in stronger interest at the regulatory level towards energy markets at the distribution level. Blockchains — systems that have been popularized recently by technologies such as Bitcoin and Ethereum — allow us to establish transparent marketplaces without the need for a central authority. This thesis investigates the feasibility of local energy markets (LEMs) running on blockchains, and also introduces a canonical framework for designing and evaluating blockchain-based LEMs — a first in this space. We begin by examining whether existing blockchain implementations are capable of supporting such markets. We dissect blockchains into their core components, perform an analytical survey on the space, and introduce a taxonomy for blockchain systems. Our findings suggest an impedance mismatch for our use case; we identify a number of integration issues for IoT applications, and offer workarounds where possible. Shifting back into the original goal of designing a realistic blockchain-based LEM, a common theme we find across all relevant literature is the treatment of the blockchain component as a black box. Armed with a proper understanding of the blockchain space from our earlier analysis, we make the case that this approach is flawed because the choices in this layer affect the market’s performance significantly. First, we explicitly identify the design space that the blockchain layer introduces, and analyze how the design choices made therein affect the performance, governance, and degree of decentralization of these markets. -
Cloud Computing
JYOTI NIVAS COLLEGE PG CENTER DEPARTMENT OF MCA III YEAR TECH-ON-TAP E-JOURNAL ON CLOUD COMPUTING Issue 1, August 2020 Sl.no Title Page.no 1 Alibaba Cloud 1 2 Workday and Softchoice 2 3 Citrix Cloud Services and Nippon Data 4 4 Softlayer and Bluelock 6 5 IBM Cloud 7 6 Oracle Cloud 9 7 BackBlaze and Jira Cloud 10 8 SnowFlake 11 9 AWS Kiinesis and Verizon Cloud 12 10 Amazon Elastic Compute Cloud (EC2) 13 11 Google Cloud and Navtech Platform 14 12 Tresorit 16 13 Massive Grid and Egnyte 17 14 Microsoft Azure and Cloud-myNav 19 15 Box and OpenStack 20 16 Kamatera and SAP-S/4 Hana Cloud 22 17 Cloud Ways and Adobe Service 24 18 Cloud Sigma and Prolifics 25 19 MessageOPS - Cloud Service Provider 27 20 pCloud Service Provider 28 21 CtrlS and Zendesk 29 22 Century link and Service Now 31 23 Milesweb 33 24 Zoom Cloud 35 25 Collibra 36 26 GoDaddy and Amazon Web Services 37 27 Ubiquity Hosting and Mage Cloud 39 CLOUD SERVICE PROVIDERS Kushmetha k. A(18MCA08) Brunda S(18MCA05) Cloud Service Providers are the companies that offer network services, infrastructure or the business applications in the cloud. These cloud services are hosted in a data center using network connectivity that can be accessed by companies or individuals. Few different forms of services that can be used in the cloud by the CSPs include Software as a Service(SaaS), Platform as a Service(PaaS) and Infrastructure as a Service(IaaS). Alibaba Cloud: It is a chinese cloud computing company founded in 2009 by Jack Ma and Simon Hu. -
Industry Trends in Cloud Computing
Industry Trends in Cloud Computing David Dempsey • Felicity Kelliher Industry Trends in Cloud Computing Alternative Business-to-Business Revenue Models David Dempsey Felicity Kelliher Salesforce School of Business Dublin, Ireland Waterford Institute of Technology Waterford, Ireland ISBN 978-3-319-63993-2 ISBN 978-3-319-63994-9 (eBook) https://doi.org/10.1007/978-3-319-63994-9 Library of Congress Control Number: 2017955977 © The Editor(s) (if applicable) and The Author(s) 2018 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and trans- mission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations. -
The Effectiveness of CEO Leadership Styles in the Technology Industry
The Effectiveness of CEO Leadership Styles in the Technology Industry Sean Dougherty, Andrew Drake Advisors: Dr. Jonathan Scott and Professor Katherine Nelson Temple University Explanation of research The purpose of this research is to determine the impact of leadership style on financial success. A great deal of research has been done on the factors that affect the financial success of a company, but leadership is one factor that tends to be overlooked. That is due to the nature of leadership; like other aspects of human resources management such as company culture, leadership is not easily quantifiable. In order to study leadership’s effect on company success, we needed to make leadership less abstract and more concrete. We needed a means of distinguishing the way one person leads in comparison to another person, and the solution was presented to us upon reading Primal Leadership. Authors Daniel Goleman, Richard Boyatzis, and Annie McKee make the detailed claim that the way a person leads can always be categorized into at least one of six distinct emotional leadership styles. We seek to build on the research of Goleman, Boyatzis, and McKee by analyzing the effectiveness of each of these styles in terms of driving financial success. To measure financial success, we looked at the behavior of stock price in the time following an initial public offering. For our data set, we chose to study 60 companies in the technology industry that have gone public since the year 2000. With each company, we researched the CEO who led the company during the IPO and assigned him or her one to two leadership styles that he or she exhibits. -
FUJITSU Software Uforge Appcenter Datasheet
Datasheet FUJITSU Software UForge AppCenter 3.7 Datasheet FUJITSU Software UForge AppCenter 3.7 Hybrid IT Application Delivery and Migration Hybrid IT Application Delivery UForge AppCenter Hybrid IT adoption continues to grow at a rapid pace. Enterprises are UForge AppCenter enables enterprises to deliver, migrate and govern looking to take advantage of the agility benefits of new fast IT applications for hybrid IT environments, including virtual and cloud environments without sacrificing the governance, control and security infrastructures. they have come to expect from traditional robust IT data centers. Bridging the gap between old and new is the key to headache-free It includes a suite of simple, self-service tools for automatically hybrid IT, but that process inevitably presents a number of significant building and maintaining cloud application stacks, migrating existing challenges. application workloads to cloud or between clouds, and collaborating across teams during application development and deployment. One of those challenges is how to repeatably and consistently onboard and manage applications in a hybrid environment. Getting With UForge AppCenter, enterprises benefit from: applications up and running where you need them, whether you’re ■ Increased business agility, with the ability to run applications in using a robust or fast IT platform, without getting overwhelmed by the the “best execution venue”, whether that’s in the cloud or a number of operating systems and infrastructures you need to support, traditional data center -
Reports Reports.Informationweek.Com February 2012 $99 Understanding Private Cloud Stacks Private Clouds Are More Than a Trendy Buzzword
Next reports Reports.InformationWeek.com February 2012 $99 Understanding Private Cloud Stacks Private clouds are more than a trendy buzzword. They represent Virtualization 2.0, ushering in a new wave of software designed to turn a rack of commodity servers into an adaptive, scalable platform that further blurs the link between applications and the runtime operating system. For IT organizations willing to dispense with traditional application hosting models, a plethora of pure cloud software options beckons. By Kurt Marko Report ID: S4240212 Previous Next reports Private Cloud Stacks S 3 Author’s Bio ABOUT US 4 Executive Summary T 5 Private Cloud Stacks: Time to Face the InformationWeek Reports’ analysts arm Reality of Virtualization business technology decision-makers with 5 Figure 1: Planned Virtualization real-world perspective based on qualita - 6 Virtualization 2.0 tive and quantitative research, business N 6 Figure 2: Servers Hosting VMs in Production and technology assessment 7 Clouds and Hypervisors and planning tools, and adoption best 7 Figure 3: Implementation of a Private Cloud practices gleaned from experience. To con - E Strategy tact us, write to managing director Art 8 Cloud From the Start Wittmann at [email protected], T 9 Figure 4: Interest in Combined Manufacturer content director Lorna Garey at Complete Systems [email protected], editor-at-large 10 Compute, Storage, Network Integration Andrew Conry-Murray at 10 Figure 5: Private Cloud Application Use Cases [email protected], and research N 11 Clouds and Storage -
Curriculum Vitae of Tilman Wolf
TILMAN WOLF Phone: +1-413-545-0757 Address: Office of the Provost E-mail: [email protected] 181 Presidents Drive, Whitmore Admin. Bldg. 366 Web: http://www.ecs.umass.edu/ece/wolf/ Univ. of Massachusetts, Amherst, MA 01003, USA Tilman Wolf is Professor of Electrical and Computer Engineering and Senior Vice Provost for Academic Af- fairs at the University of Massachusetts Amherst. As Associate Dean of Engineering, he led major initiatives in the College of Engineering, including the establishment of a new Department of Biomedical Engineering and its degree programs, implementation of a new cohort-based distance education M.S. program, and development of a training program for graduate students who teach the college-wide freshman seminar. He is engaged in research and teaching in the areas of computer networks, cybersecurity, and embedded systems. He is a co-author of the book “Architecture of Network Systems” and has published extensively in peer-reviewed journals and conferences. His research has been supported by grants from NSF, DARPA, and industry. He has taught numerous courses on computer networks, embedded systems, programming, and digital design. PROFESSIONAL APPOINTMENTS University of Massachusetts Amherst, MA • Senior Vice Provost for Academic Affairs, September 2017 – present. • Professor of Electrical and Computer Engineering, September 2012 – present. • Senior Associate Dean of Engineering, January 2017 – August 2017. • Associate Dean of Engineering, January 2014 – December 2016. • Associate Professor of Electrical and Computer Engineering, September 2007 – August 2012. • Assistant Professor of Electrical and Computer Engineering, August 2002 – August 2007. Institute IMDEA Networks, Madrid, Spain • Visiting Researcher, July 2012 – December 2012. IBM T. J. -
Softlayer Technologies, Inc
SOFTLAYER TECHNOLOGIES, INC. SOC 3 SYSTRUST FOR SERVICE ORGANIZATIONS REPORT SYSTEM DESCRIPTION OF THE PLATFORM SERVICES RELEVANT TO SECURITY AND AVAILABILITY TABLE OF CONTENTS REPORT OF INDEPENDENT ACCOUNTANTS .......................................................................................... 1 MANAGEMENT’S ASSERTION REGARDING THE EFFECTIVENESS OF ITS CONTROLS OVER THE PLATFORM SERVICES BASED ON THE AICPA TRUST PRINCIPLES AND CRITERIA FOR SECURITY AND AVAILABILITY ...................................................................................................................................... 2 DESCRIPTION OF SOFTLAYER TECHNOLOGIES, INC.’S PLATFORM SERVICES ............................... 3 BOUNDARIES OF PLATFORM SERVICES ................................................................................................ 5 REPORT OF INDEPENDENT ACCOUNTANTS To the Management of SoftLayer Technologies, Inc.: Scope We have examined management’s assertion that SoftLayer Technologies, Inc. (SoftLayer) during the period November 1, 2013, through October 31, 2014, maintained effective controls over the Platform Services (described in the attached system/service description) to provide reasonable assurance that: the system as defined, was protected against unauthorized access (both physical and logical); and the system as defined, was available for operation and use as committed or agreed; based on the criteria for security and availability set forth in the AICPA’s TSP Section 100, Trust Services Principles, Criteria, and Illustrations -
Rfp Template for Selecting a Micro-Segmentation Solution
RFP TEMPLATE FOR SELECTING A MICRO-SEGMENTATION SOLUTION This Request for Proposal template is comprised of common requirements and questions from buyers when selecting a solution for micro-segmentation. Use it to identify your solution criteria, clarify unknowns, and prioritize potential trade-offs. SECTION 1: COMPUTING ENVIRONMENT 1.01 Does the solution support workloads deployed on bare-metal (physical servers)? Are there any limitations? 1.02 Which OS platforms are supported (Windows, Linux, AIX, Solaris, etc.)? Are there any limitations? 1.03 Does the solution support workloads deployed as virtual machines on any virtualization platform or hypervisor? Which hypervisors are supported? Do you have feature parity among hypervisor support? Please explain any feature parity if it exists. 1.04 What public clouds are supported (AWS, EC2, S3, Azure, GCP)? Are there any limitations with each provider that the solution supports? Do you have feature parity among various providers? 1.05 What private cloud stacks are supported (IBM SoftLayer, Nutanix, etc.)? Are there any limitations? 1.06 Does the solution support workloads deployed as containers? Which container platforms are supported? Describe how the solution supports, visualizes, and secures containers. 1.07 Does the solution work on any network infrastructure without dependencies on hardware, such as VMware servers or Cisco switches, or requiring changes to the network? 1.08 Is the solution able to recognize and secure homegrown and legacy applications? If yes, how does it do this? SECTION 2: VISIBILITY 2.01 Does the solution provide an operations-level “big picture” view of locations with interactive drill-down capabilities for segmentation administration? 2.02 Does the solution provide an application-centric view of the connectivity and relationships of applications and their workload components? Note: This is an application dependency map, not a network map. -
Selected HW&Co. TMT Transactions
Technology, Media & Telecom Update June 2013 Contents What We’ve Been Reading………………… 2 Highlighted M&A Transactions…………… 3 • Mobile Makes Up 15% Of All Internet Traffic • IBM To Acquire SoftLayer Technologies • Dell Special Committee Investor Presentation • Yahoo! To Acquire Tumblr • Video To Dominate Mobile Data Traffic • Dassault Systems Acquires Apriso • Security Software Market Grew 7.9 % In 2012 • McAfee To Acquire Stonesoft • EMR And HIE See Big Adoption Numbers • Healthland Acquires American HealthTech U.S. TMT M&A Overview………………………………………………………………………………………. 4 U.S. TMT Initial Public Offerings……………………………………………………………………………….. 5 TMT Public Market Overview…………………………………………………………………………………… 6 Public Market Trading Statistics by Vertical Bellwethers………………………………………………………………………………………………. 7 Data and Information Services…………………………………………………………………………... 7 Internet and Digital Media……………………………………………………………………………….. 8 IT and Tech-Enabled Services…………………………………………………………………………… 9 Software – Application…………………………………………………………………………………. 10 Software – Infrastructure……………………………………………………………………………….. 11 Software as a Service (“SaaS”) ………………………………………………………………………… 12 Selected HW&Co. TMT Transactions………………………………………………………………………….. 13 Group Harris Williams & Co.’s Technology, Media & Telecom (TMT) Group is dedicated to providing superior merger & Overview acquisition and capital markets advisory services to market leading companies through dedicated TMT professionals. Below is a list of our senior TMT contacts. Boston San Francisco London +1 (617) 482-7501 +1 -
Apache Cloudstack Un Iaas À Notre Taille Pour Nos Besoins
IaaS à la sauce Portails Focus sur Pierre Aubert Orange Portails OF/DMGP/Portails/DOP 1er Juillet 2013 Notre contexte § Quelques milliers de serveurs § Quelques centaines de services et d’applications § Une historique de startup: le modèle à façon > Des machines physiques choisies et dédiées à l’application > Un OS adapté pour l’application en terme de performance et de QoS > 100% open source § Mais nous sommes dans Orange donc > Pas d’externalisation des données des clients > Grosse volumétrie: on ne cherche pas à mettre un maximum de VM par host mais au contraire à disperser les VMs du même service sur plusieurs hosts pour assurer la stabilité, la haute disponibilité, la reprise sur erreur … > et en même temps, les moyens sont faibles et donc l’optimisation des coûts reste un critère principal 2 Différentes stratégies: les pools § Le modèle pool de serveurs pour applications de type LAMP par ex § N-Vhosts par Front; 1 étage de cache, 1 étage de BD LB F1 F2 Fn LB LB LB S1 S1 S2 S2 C1 C2 C3 1 2 1 2 M M 1 2 3 Les pools § Forces > Bonne mutualisation des ressources > Capacity planning simple > Supervision / Graphage simple > Séparation des CPU et des IO > Sécurité plus simple car architecture homogène > Simple § Faiblesses > Isolation des applications (cgroup) > Multi Datacenter complexe > Evolutions difficiles (comment upgrader un pool?) > Architecture relativement figée 4 Virtualisation § Choix historique de Xen (version opensource) > KVM mauvais sur les IO (il y a longtemps) § Modèle IaaS à la main: on place les VMs manuellement sur des -
DXC and Amazon Web Services (AWS )
May 7, 2017 DXC and Amazon Web Services (AWS) April 2017 DXC Proprietary and Confidential Agenda 1. AWS challenges industries to reinvent their IT strategy 2. AWS and DXC bring clarity and execution 3. DXC certifications with AWS 4. Market trends 5. DXC Solutions/offerings/capabilities 6. Success stories 7. Summary 8. Next Steps DXC Proprietary and Confidential May 7, 2017 2 AWS challenges industries to reinvent their IT strategy BanKing and Communications Consumer Energy and Healthcare and Insurance International Manufacturing Travel and Capital Markets and Media and Retail Technology Life Sciences Public Sector Transportation Most Companies Today What’s Possible Service Management Consulting LAN, Storage and Compute Platform DXC Proprietary and Confidential May 7, 2017 3 AWS and DXC bring clarity and execution for enterprises Automate Outcomes Digital Operating Model • Enterprises accelerate ROI by • Digital IQ provides digital moving to AWS with DXC transformation and advisory services • DXC supports automated • DXC tailors AWS environments to Business Agility capabilities for migration, expand the digital footprint and discovery, big data, and cloud experience growth into the digital age managed services with AWS to while also reducing risk ensure consistent, predictable • Our AWS Center of Excellence Cost Control outcomes provides the comprehensive knowledge and experience to ensure enterprise adoption of digital frameworks Threat Mitigation Build Success Reduce Cost • Success includes ensuring • Enterprises ensure cost reductions