by Guy Martin (Red Hat)
“Open source is scary!”
“How can something ‘open’ be secure?”
“Won’t using open source in my products mean I have to give away my IP?”
These are all examples from real-world conversations with both external and internal stakeholders during my career as a developer and consultant. There are many more such examples, which I previously built into a blog titled Top 10 Signs Your Enterprise Doesn’t ‘Get’ Open Source. The good news is that with the emergence of Linux, Apache, JBoss and other important open source technologies, we don’t hear these kinds of things as often. The bad news is, there are still quite a few industries and companies where these fears are the norm.
Continue reading “Keep Calm and Innersource On”
by Satish Irrinki (Red Hat)
Open source adoption within public sector is no longer just theoretical – agencies across federal, state, and local governments have adopted open source software for a wide variety of computing tasks. In fact, new guidelines for software selection mandate that open source software be given equal consideration while making technology decisions. This is mostly because there are intrinsic characteristics of open source software that align with the long-term IT adoption trends within the public sector. Of course, open source’s obvious cost savings and economic value are significant drivers to adoption as well.
The 25 Point Implementation Plan to Reform Federal IT, a guideline released by the White House, clearly focuses on driving IT strategy forward with an emphasis on open source’s intrinsic characteristics — interoperability and portability. Adopting open source software perfectly meets these goals, while fostering innovation, reducing redundancy, and providing immense economic benefit to society.
Continue reading “Open source adoption in the public sector”
by Duncan Doyle
With the growing popularity of cloud environments and cloud-like architectures, the Service Oriented Architecture (SOA) paradigm has become increasingly important. Having been the previous big buzzword in IT, the term SOA has often been used as a means to sell software products instead of a term to refer to architectural style. However, in order to benefit most from the new possibilities in virtualization, just-in-time provisioning and on-demand scalability it has become a must for businesses to partition their enterprise logic and functionality into individual components which can independently be deployed in heterogeneous environments.
One of the goals of an SOA is to provide the enterprise with a set of re-usable, readily available business services, and as such reduce cost and provide greater operational agility. The autonomous nature of well-defined services make these components the perfect candidate for deployment in cloud environments. These individual services can then be combined, or composed into business applications which provide the actual business value. The specific compositions of these services in fact defines the actual business process.
Continue reading “BPM: Utilizing JBoss technologies to increase business performance and agility”
by David Kang (Red Hat)
Cloud is not software, cloud is not hardware, cloud is not virtualization, and cloud is certainly not a panacea for broken IT. Cloud is an architecture: a set of fundamental tenets that have different implications at different levels of IT, from network, to hardware, to applications, and to the IT process itself. To say you have a cloud is to say that you have a cohesive architecture, technology set, and most importantly processes, that work towards a defined goal under a set of well-understood principals. Building your cloud is as much about defining your goals and governing principals as it is about investing in technology.
Building your cloud and consuming cloud services
Step one is defining your governing principals. This is a crucial step before embarking on your cloud journey as the policies and principals you define will help you navigate your journey through the rapidly expanding cloud ecosystem. This is also an opportunity to ask tough questions and examine what your principals and processes are, and why you have them. Process is ultimately about managing risk, so consider what risks are acceptable under your governance policies and weigh them against the potential benefits cloud can offer. Both Facebook and Google have adopted “deploy to production” models that seem to fly in the face of process conventions such as ITIL or RUP, yet somehow they seem to survive. The penalty for not doing this exercise is ballooning adoption costs, or failed rollouts all together.
Continue reading “Cloud Sniff Test: Cutting through the jargon”
by Larry Spangler (Red Hat)
The funny thing about people is that as much as we complain about how bad things are, there’s a natural resistance to actual change. More often than not, the changes we long for come with a good deal of anxiety and a great deal of process pain.
This week, we moved into our new space in the “Red Hat Tower” in downtown Raleigh. There was a lot of excitement leading up to this move – new offices, new space, new neighbors, new opportunities – a fresh start all around. But that was countered by an equal amount of uncertainty and anxiety – would we like the new space, would we be giving up amenities, would the new commutes be a hassle, how long would it take to be productive again?
Continue reading “A new view on migrations”
by Vinny Valdez (Red Hat)
The following is an excerpt of a post originally published on June 29, 2012, on Vinny’s Tech Garage.
I’m really excited about CloudForms. In my recorded demo at Summit, I showed a RHEL 2-node active/passive cluster with GFS off an iSCSI target. Then I moved all the underlying CloudForms Cloud Engine components to shared storage. I was able to launch instances, fail over Cloud Engine, and see the correct status. After managing the instances, fail back, and all was good. All of this works because the RHEL HA cluster stops the databases and other services first, moves the floating ip over, then starts the services on the active node. This was a very basic deployment, much more could be explored with clustered PostgreSQL and sharded Mongo.
Continue reading “What is CloudForms?”
by Zach Rhoads (Red Hat)
One of the core tenants of agile development is to focus on the tasks that are the highest priority and immediate need. This is sometimes referred to as “Just-in-Time” development. The idea is to focus on the tasks needed to ship the feature now and worry about everything else when it is actually needed. Another tenant that goes hand-in-hand with “Just-in-Time” is the idea of failing early. Basically, a team should know as early as possible if something is going to fail, that way the team does not waste time going down the wrong path. This means the team should develop a feature and solicit feedback in short cycles, allowing the team to quickly understand what works and what does not.
Continue reading “Reducing friction in agile development using cloud”
by Guy Martin (Red Hat)
Transforming Organizational DNA – sounds like a lofty goal brought down from the ivory towers of an MBA or marketing program, doesn’t it?
While it is a lofty goal, the way companies utilize technology is fundamentally shifting, and savvy organizations realize this transformation is now well under way. In a recent keynote at the Open Source Business Conference (OSBC), Red Hat CEO Jim Whitehurst gave a talk that highlights this trend. He touched on the explosion of computing power, plummeting costs, and the near ubiquity of technology that was simply not available even a few years ago.
In 2012, most IT executives have already seen aspects of what Jim was talking about. There’s no longer any question that Linux and open source provide real enterprise options — these are not only robust and secure, but are viable alternatives to proprietary solutions. Despite this recognition, a recent Sonatype survey found that over half the respondents didn’t have a corporate open source strategy/policy. Even this far into the ‘Age of Open Source,’ policies to help corporations effectively and strategically consume open source are not the norm.
Continue reading “Transforming Organizational DNA”