Cloud Computing Series: Platform As a Service
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BEST PRACTICE GUIDE for CLOUD and AS-A-SERVICE PROCUREMENTS Executive Summary 1 Introduction
BEST PRACTICE GUIDE FOR CLOUD AND AS-A-SERVICE PROCUREMENTS Executive Summary 1 Introduction Specific Models and Understanding Cloud Procurement Service Models Data EXECUTIVE SUMMARY Breach Notification Personnel Security While private companies rapidly move systems and Vendors share blame, too. Lots of cloud providers are new to Encryption applications to the cloud, public agencies still struggle to adopt public sector business, having grown up selling to consumers Audits Operations hosted services that could save money and provide better value. and private firms. These companies don’t always understand Hybrid Cloud Environments legitimate demands that make government contracting Preparation for Migrating Yet states and localities have much to gain from the different from selling to other markets. Failure to accommodate Workloads to the Cloud technology industry’s “as-a-service” revolution. Many unique government requirements can be a deal-breaker for jurisdictions face huge legacy system replacement challenges. agencies charged with protecting the public’s interests. Conclusion They’re also under pressure to provide new classes of digital services. The cloud can offer a better path toward All too often, government and industry aren’t on the same page Workgroup Members modernization — there’s no hardware to buy, you’re always when it comes to cloud services. They may not even speak the and Contributors on the latest version of the software and system capacity same language. can be adjusted almost instantly based on your needs. Appendix 1 Bridging the Gap Model Terms and Conditions Templates So why is government lagging behind? The fact is that These pressures led us to release the first version of this guide Software-as-a-Service governments often struggle to buy cloud-based services because two years ago. -
Google Is a Strong Performer in Enterprise Public Cloud Platforms Excerpted from the Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R
FOR CIOS DECEMBER 29, 2014 Google Is A Strong Performer In Enterprise Public Cloud Platforms Excerpted From The Forrester Wave™: Enterprise Public Cloud Platforms, Q4 2014 by John R. Rymer and James Staten with Peter Burris, Christopher Mines, and Dominique Whittaker GOOGLE, NOW A FULL-SERVICE PLATFORM, IS RUNNING TO CATCH THE LEADERS Since our last analysis, Google has made significant improvements to its cloud platform — adding an IaaS service, innovated with new big data solutions (based on its homegrown dremel architecture), and added partners. Google is popular among web developers — we estimate that it has between 10,000 and 99,000 customers. But Google Cloud Platform lacks several key certifications, monitoring and security controls, and application services important to CIOs and provided by AWS and Microsoft.1 Google has also been slow to position its cloud platform as the home for applications that want to leverage the broad set of Google services such as Android, AdSense, Search, Maps, and so many other technologies. Look for that to be a key focus in 2015, and for a faster cadence of new features. Forrester Wave™: Enterprise Public Cloud Forrester Wave™: Enterprise Public Cloud Platforms For CIOs, Q4 ‘14 Platforms For Rapid Developers, Q4 ‘14 Risky Strong Risky Strong Bets Contenders Performers Leaders Bets Contenders Performers Leaders Strong Strong Amazon Web Services MIOsoft Microsoft Salesforce Cordys* Mendix MIOsoft Salesforce (Q2 2013) OutSystems OutSystems Google Mendix Acquia Current Rackspace* IBM Current offering (Q2 2013) offering Cordys* (Q2 2013) Engine Yard Acquia CenturyLink Google, with a Forrester score of 2.35, is a Strong Performer in this Dimension Data GoGrid Forrester Wave. -
Professional Heroku® Programming
ffirs.indd i 1/10/2013 1:46:29 PM PROFESSIONAL HEROKU® PROGRAMMING INTRODUCTION . xxv PART I AN OVERVIEW OF HEROKU CHAPTER 1 How Heroku Works . 3 CHAPTER 2 Architectural Considerations . .17 CHAPTER 3 Porting Your Applications to Heroku . 45 PART II CREATING AND MANAGING HEROKU APPLICATIONS CHAPTER 4 Deploying Your Applications to Heroku . 73 CHAPTER 5 Managing Releases with Heroku . 89 CHAPTER 6 Working with Add-Ons . 115 CHAPTER 7 Managing, Monitoring, and Scaling Your Heroku Applications . 133 PART III USING A DATA STORE WITH YOUR HEROKU APPLICATIONS CHAPTER 8 Using Heroku Postgres as a Data Store for Your Heroku Applications . 157 CHAPTER 9 Using Database.com as a Data Store for Your Heroku Applications . .181 CHAPTER 10 Using Third-Party Data Stores for Your Heroku Applications . .207 PART IV PROGRAMMING ON HEROKU’S POLYGLOT PLATFORM CHAPTER 11 Developing with Ruby . .233 CHAPTER 12 Developing with Java . 267 CHAPTER 13 Developing with Other Supported Languages . 301 CHAPTER 14 Understanding Buildpacks . 351 PART V CREATING A NEW GENERATION OF HEROKU APPLICATIONS CHAPTER 15 Building Mobile Applications with Heroku . 383 CHAPTER 16 Building Social Applications with Heroku . 411 APPENDIX Additional Resources . 445 INDEX . 469 ffirs.indd i 1/10/2013 1:46:29 PM ffirs.indd ii 1/10/2013 1:46:30 PM PROFESSIONAL Heroku® Programming ffirs.indd iii 1/10/2013 1:46:30 PM ffirs.indd iv 1/10/2013 1:46:30 PM PROFESSIONAL Heroku® Programming Chris Kemp Brad Gyger John Wiley & Sons, Ltd. ffirs.indd v 1/10/2013 1:46:30 PM © 2013 John Wiley & Sons, Ltd. -
Software As a Service
Software as a Service Haojie Hang Ogheneovo Dibie Executive Summary • In this presentation, we go through the Software as a Service Methodology, examine its benefits and drawbacks and talk about two state-of-art SaaS systems– Amazon Web Service and Google App Engine • We also look into Service Oriented Architecture powering SaaS applications and its impact on modern web 2.0 applications • Finally, we examine hybrids of traditional and SaaS applications Overview • What is Software as a Service (SaaS) • Background o Brief history o Concept o Big picture o Related terms • Computing Today o SasS is everywhere o The SaaS Market • Benefits of SaaS • Drawbacks of SaaS o Robustness o Privacy o Security o Reliability • Service Oriented Architectures (SOA) o Guiding principles of SOA • Case studies o Amazon Web Services (AWS) o Google App Engine • Influence of SOA on Web 2.0 development o Zend Framework • Hybrids of Traditional and SaaS applications o Dropbox o Microsoft Office • Summary • References What is SaaS? • Definition: Software as a Service (SaaS), a.k.a. on- demand software, is a software delivery model in which software and its associated data are hosted centrally and accessed using a thin-client, usually a web browser over the internet. – Wikipedia • Simply put, SaaS is a method for delivering software that provides remote access to software as a web- based service. The software service can be purchased with a monthly fee and pay as you go. What is SaaS? • Where does the term SaaS come from? o The SAAS acronym allegedly first appeared -
Noam Schmitt Rapport De Stage 7 Au 11 Décembre 2015 Google France Sarl
Noam Schmitt Rapport de Stage 7 au 11 décembre 2015 Google France Sarl Page 1 sur 14 Sommaire OBSERVATION DE L’ENTREPRISE 1 Caractéristiques de l’entreprise 1.1 Situation géographique de l’entreprise 1.2 Le statut de l’entreprise 1.3 Le type d’entreprise 1.4 Taille de l’entreprise 1.5 L’activité de l’entreprise 2 Organigramme de l’entreprise DÉCOUVERTE DE L’ENTREPRISE 1 Étude d’une profession 2 Compte rendu du stage 2.1 Une journée chez Google 2.2 Impressions personnelles QUESTIONNAIRES 1 Évaluation du stage par l’élève 2 Questionnaire "chef d'entreprise" ou tuteur 3 Questionnaire “parents” Annexe 1 - Liste des services de Google Annexe 2 - Lettre de remerciement destinée au chef d’entreprise et tuteur Annexe 3 - Emploi du temps du stage Annexe 4 - Lettre de remerciement destinée au chef d’établissement du collège Annexe 5 - Convention de stage Google France SARL - Paris Semaine du 7 au 11 décembre 2015 Page 2 sur 14 OBSERVATION DE L’ENTREPRISE 1. Caractéristiques de l’entreprise 1.1. Situation géographique de l’entreprise 1.2. Le statut de l’entreprise Le siège social de Google France est situé rue de Londres dans le 9e arrondissement de Paris. Google a été créé le 4 septembre 1998 et, depuis le 10 août 2015, est une filiale d’Alphabet. 1.3. Le type d’entreprise Il s’agit d’une entreprise multinationale d’innovations technologiques, côtée en bourse. Google est une entreprise où les bureaux sont ouverts 24h/24 et les employés travaillent en fonction d’objectifs, sans obligation d’horaires. -
Cloud Computing: a Taxonomy of Platform and Infrastructure-Level Offerings David Hilley College of Computing Georgia Institute of Technology
Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley College of Computing Georgia Institute of Technology April 2009 Cloud Computing: A Taxonomy of Platform and Infrastructure-level Offerings David Hilley 1 Introduction Cloud computing is a buzzword and umbrella term applied to several nascent trends in the turbulent landscape of information technology. Computing in the “cloud” alludes to ubiquitous and inexhaustible on-demand IT resources accessible through the Internet. Practically every new Internet-based service from Gmail [1] to Amazon Web Services [2] to Microsoft Online Services [3] to even Facebook [4] have been labeled “cloud” offerings, either officially or externally. Although cloud computing has garnered significant interest, factors such as unclear terminology, non-existent product “paper launches”, and opportunistic marketing have led to a significant lack of clarity surrounding discussions of cloud computing technology and products. The need for clarity is well-recognized within the industry [5] and by industry observers [6]. Perhaps more importantly, due to the relative infancy of the industry, currently-available product offerings are not standardized. Neither providers nor potential consumers really know what a “good” cloud computing product offering should look like and what classes of products are appropriate. Consequently, products are not easily comparable. The scope of various product offerings differ and overlap in complicated ways – for example, Ama- zon’s EC2 service [7] and Google’s App Engine [8] partially overlap in scope and applicability. EC2 is more flexible but also lower-level, while App Engine subsumes some functionality in Amazon Web Services suite of offerings [2] external to EC2. -
Model to Implement Virtual Computing Labs Via Cloud Computing Services
S S symmetry Article Model to Implement Virtual Computing Labs via Cloud Computing Services Washington Luna Encalada 1,2,* ID and José Luis Castillo Sequera 3 ID 1 Department of Informatics and Electronics, Polytechnic School of Chimborazo, Riobamba 060155, EC, Ecuador 2 Department of Doctorate in Systems Engineering and Computer Science, National University of San Marcos, Lima 15081, Peru; [email protected] 3 Department of Computer Sciences, Higher Polytechnic School, University of Alcala, 28871 Alcala de Henares, Spain; [email protected] * Correspondence: [email protected]; Tel.: +593-032-969-472 Academic Editor: Yunsick Sung Received: 1 May 2017; Accepted: 3 July 2017; Published: 13 July 2017 Abstract: In recent years, we have seen a significant number of new technological ideas appearing in literature discussing the future of education. For example, E-learning, cloud computing, social networking, virtual laboratories, virtual realities, virtual worlds, massive open online courses (MOOCs), and bring your own device (BYOD) are all new concepts of immersive and global education that have emerged in educational literature. One of the greatest challenges presented to e-learning solutions is the reproduction of the benefits of an educational institution’s physical laboratory. For a university without a computing lab, to obtain hands-on IT training with software, operating systems, networks, servers, storage, and cloud computing similar to that which could be received on a university campus computing lab, it is necessary to use a combination of technological tools. Such teaching tools must promote the transmission of knowledge, encourage interaction and collaboration, and ensure students obtain valuable hands-on experience. -
Openstack: the Path to Cloud
OpenStack: The Path to Cloud Considerations and recommendations for businesses adopting cloud technology openstack.org Table of Contents Executive Overview 1 Enterprise Cloud Strategy 2 Approaches to an OpenStack Private Cloud 5 Forming the OpenStack Team 9 Organization and Process Considerations 13 Choosing Workloads for Your Cloud 16 Implementation Phases 22 Post-deployment 30 Summary 32 References 33 Glossary 34 *Underlined gray bold words and concepts are defined in the Glossary at the end. CONTRIBUTORS Carol Barrett, Cloud Software Planner, Intel Corporation Tyler Britten, Technical Advocate, Blue Box, an IBM company Kathy Cacciatore, Consulting Marketing Manager, OpenStack Foundation Pete Chadwick, Senior Product Manager, SUSE Paula Phipps, Senior Manager, Infrastructure Software Marketing, Hitachi Data Systems Gerd Prüßmann, Director Cloud Solutions, Mirantis Megan Rossetti, Cloud Infrastructure Operations, Walmart Yih Leong Sun, PhD, Senior Software Cloud Architect, Intel Corporation Shamail Tahir, Offering Manager, IBM Heidi Joy Tretheway, Senior Marketing Manager, OpenStack Foundation Susan Wu, Director of Technical Marketing, Midokura Executive Overview This book is written to help enterprise architects implement an OpenStack® cloud. With architects with one foot in information technology and the other in business operations in mind, we want to offer insights and best practices to help you achieve multiple (and sometimes competing) goals. If you’re looking for vendor-neutral answers about planning your path to an OpenStack cloud, you’re in the right place. Members of the OpenStack community—technologists, business leaders and product managers—collaborated on this book to explain how to get started with an OpenStack cloud. We’ve included pros and cons to help you make better choices when setting up your cloud, along with anticipated investments of both time and money. -
The Google IPO Matthias Hild
Journal of Business & Technology Law Volume 3 | Issue 1 Article 4 The Google IPO Matthias Hild Follow this and additional works at: http://digitalcommons.law.umaryland.edu/jbtl Part of the Business Organizations Law Commons Recommended Citation Matthias Hild, The Google IPO, 3 J. Bus. & Tech. L. 41 (2008) Available at: http://digitalcommons.law.umaryland.edu/jbtl/vol3/iss1/4 This Articles & Essays is brought to you for free and open access by the Academic Journals at DigitalCommons@UM Carey Law. It has been accepted for inclusion in Journal of Business & Technology Law by an authorized editor of DigitalCommons@UM Carey Law. For more information, please contact [email protected]. MATTHIAS HILD* The Google IPO IN THE SPRING OF 2004, GOOGLE WAS ONE OF THE MOST TALKED-ABOUT initial public offerings (IPOs) since Netscape's public offering in 1995.' Bullish investors believed Google could set off a string of successful IPOs and put an end to a four- year lull in technology offerings. 2 Executives at Google faced several questions in the following months, beginning with whether or not to sell shares to the public market.' If they made the decision to take the company public, what options did Google have for selling those shares? Was the traditional form of book-building through an investment bank necessarily the best course of action? As large invest- ment banks were courting Google's potentially enormous business, management had to evaluate the different options available for a company ready to move for- ward. Ultimately, Google chose to sell its stock through W.R. -
Software As a Service for Data Scientists
Doi:10.1145/2076450.2076468 Globus Online manages fire-and-forget file transfers for big-data, high-performance scientific collaborations. By BRyce Allen, John BResnahan, Lisa childeRs, ian fosTeR, GoPi KanDasWaMy, RaJ KettiMuThu, JacK Kordas, MiKe LinK, Stuart Martin, Karl PicKett, anD SteVen TuecKe software as a service for Data scientists As Big Data emerges as a force in science,2,3 so, too, do new, onerous tasks for researchers. Data from specialized instrumentation, numerical simulations, and downstream manipulations must be collected, indexed, archived, shared, replicated, and analyzed. These tasks are not new, but the complexities involved in performing them for terabyte or when data volumes were measured larger datasets (increasingly common in kilobytes. The result is a computa- across scientific disciplines) are quite tional crisis in many laboratories and different from those that applied a growing need for far more powerful data-management tools, yet the typi- key insights cal researcher lacks the resources and expertise to operate these tools. The costs of research data life-cycle The answer may be to deliver re- management are growing dramatically as search data-management capabili- data becomes larger and more complex. ties to users as hosted “software as a saas approaches are a promising service,” or SaaS,18 a software-delivery solution, outsourcing time-consuming model in which software is hosted research data management tasks to third-party services. centrally and accessed by users using a thin client (such as a Web browser) Globus online demonstrates the potential over the Internet. As demonstrated in of saas for research data management, simplifying data movement for research- many business and consumer tools, ers and research facilities alike. -
Understanding the Cloud Computing Landscape
Chapter 1 Understanding the Cloud Computing Landscape Lamia Youseff, Dilma M. Da Silva, Maria Butrico, and Jonathan Appavoo Contents 1.1 Introduction .................................................................................................2 1.2 Cloud Systems Classifications ......................................................................2 1.3 SPI Cloud Classification ...............................................................................2 1.3.1 Cloud Software Systems ...................................................................3 1.3.2 Cloud Platform Systems ....................................................................3 1.3.3 Cloud Infrastructure Systems ...........................................................4 1.4 UCSB-IBM Cloud Ontology .......................................................................4 1.4.1 Applications (SaaS) ...........................................................................5 1.4.2 Cloud Software Environment (PaaS) ................................................7 1.4.3 Cloud Software Infrastructure ..........................................................8 1.4.4 Software Kernel Layer .......................................................................9 1.4.5 Cloud Hardware/Firmware ...............................................................9 1.5 Jackson’s Expansion on the UCSB-IBM Ontology .....................................10 1.6 Hoff’s Cloud Model ...................................................................................11 1.7 Discussion ..................................................................................................13 -
Virtual Desktop Services (VDS) : Netapp Solutions
Virtual Desktop Services (VDS) NetApp Solutions NetApp October 06, 2021 This PDF was generated from https://docs.netapp.com/us-en/netapp-solutions/vdi- vds/hcvdivds_use_cases.html on October 06, 2021. Always check docs.netapp.com for the latest. Table of Contents Virtual Desktop Services (VDS) . 1 TR-4861: Hybrid Cloud VDI with Virtual Desktop Service . 1 Virtual Desktop Services (VDS) TR-4861: Hybrid Cloud VDI with Virtual Desktop Service Suresh Thoppay, NetApp The NetApp Virtual Desktop Service (VDS) orchestrates Remote Desktop Services (RDS) in major public clouds as well as on private clouds. VDS supports Windows Virtual Desktop (WVD) on Microsoft Azure. VDS automates many tasks that must be performed after deployment of WVD or RDS, including setting up SMB file shares (for user profiles, shared data, and the user home drive), enabling Windows features, application and agent installation, firewall, and policies, and so on. Users consume VDS for dedicated desktops, shared desktops, and remote applications. VDS provides scripted events for automating application management for desktops and reduces the number of images to manage. VDS provides a single management portal for handling deployments across public and private cloud environments. Customer Value The remote workforce explosion of 2020 has changed requirements for business continuity. IT departments are faced with new challenges to rapidly provision virtual desktops and thus require provisioning agility, remote management, and the TCO advantages of a hybrid cloud that makes it easy