Magdalini Kardara, ICCS/NTUA, National Technical University of Athens.

Since their launch, Virtual Worlds (VW) have been considered a rapidly evolving trend that could play an important role in the future internet. VWs gained enormous popularity at the beginning of the decade and although the hype around them did seem to fade down for a while, they have managed to maintain a strong fan base. According to a study by K Zero, currently 580 million people worldwide are registered as virtual world users.

A great asset of VW environments is that they provide an appealing context inside which people can interact with each other in many ways. As a result, apart from the marketing potential that the participation of so many people can offer and which businesses have already began to leverage through advertising, VWs are also offer a vast amount of user related content. More specifically, two types of content that the VWs are abundant in, namely social networking information and user generated content, could, when captured and processed appropriately, prove extremely valuable.  The following two paragraphs briefly examine those two types of knowledge that the VW environments have to offer.

Social networking information is essentially the information that can be derived by examining the VW users’ interactions with each other. Direct communication (live chatting, instant messaging etc) as well as other types of interactions (offering virtual gifts, avatar gestures etc) are commonplace in a VW; in fact it is the reason the majority of users access the VW for. A VW is a controlled environment, inside which those interactions can be easily tracked.  With the appropriate tools this information can be harvested to create a rich social network graph and leveraging this graph can bring value to a wide range of domains such as commercial applications, search engines and recommender systems.

User generated content (UGC) is media content that is provided by end users and is publicly available over the internet.  This may include photos, videos, blog articles and forum discussions among others.  VW environments are rich in such content as most users, and especially the most active ones are happy to contribute content in order to enhance their virtual profile and increase their popularity with other users. It seems that although most VWs do not offer any tangible benefits to content contributors, for many users it is being able to showcase this content that adds to the experience of VW participation. Again, as in the case of social networking information, being able to gather and exploit UGC would be valuable in many manners such as for marketing and advertising as well as for gathering public opinion.

It seems that from a data-oriented perspective, VWs can be viewed as vast resources of content and in an analogy to Cloud Computing, the VW space with its current lack of interoperability can be viewed as a Cloud of heterogeneous resources.  The challenge lies in finding a way to exploit the potential VW platforms by developing a technology that is able to manage a pool of VWs similarly to the way a middleware platform does for a Cloud of underlying data resources. A tool that allows companies and other parties to harness the VW content by granting them access to this cloud of resources while at the same time resolving interoperability issues would be a great asset for companies and other parties for which this type of content may be of value.

+Spaces is an FP7 EU project which aims to tackle this issue by creating an infrastructure that will act as a single point of access to a pool of VW platforms. The infrastructure developed will not only allow users to draw and seamlessly integrate content from a pool of heterogeneous VW platforms but will also provide them with the tools necessary in order to analyse and leverage the data captured and turn it into valuable knowledge. The project focuses on e-government and in the pilot scenarios Virtual Worlds will be used for gathering and analysing public opinion in order to incorporate it in the policy making process. The infrastructure will however be highly extensible so that, with the addition of the analysing tools and services appropriate in each case, it will be possible to use it for any other domain for which the content residing in VWs can be translated into valuable knowledge.

Panagiotis Kritikakos, EPCC, The University of Edinburgh.

The use of multi-core processors opens new horizons in the deployment and the use of computer systems as well as in the design and development of software. Moreover, the modern multi-core processors provide hardware virtualisation support by default. This gives great advantage to virtualisation platforms as virtual machines can gain increased performance and can be deployed in sectors where, traditionally, physical machines were deployed. Virtualisation uptake has been rapid on standard server applications, but has not been yet exploited in Grid and High Performance applications. We identify a number of appliances where virtualisation can be used to enhance a Grid environment, either in academia or industry:

Reliability / Availability / Fault tolerance

The cost of failure in the Grid and HPC domain applications is significant. Restarting the whole machine is not the most effective way to fix the problem. Virtualisation offers extra reliability as we can divide single systems into multiple ones for different groups of users. Having applications that need low-level access for privileged operations can lead to compromised integrity of the system. Application-induced failure of the operating system will affect only the virtual machine the application is running on. In addition, virtualisation can offer improved performance, as intelligent, pro-active, fault-tolerant solutions enable a virtual machine to migrate automatically from an ‘unhealthy‘ machine to a ‘healthy‘ one. Fault tolerance and live migration increase the probability of completion for applications with long run-times.

Portability

Virtual machines can be set up to test new systems when upgrades are needed. They can be used to exploit new hardware resources by different operating systems and different user groups. A specific virtual machine can easily be ported to another physical host which can even be a desktop or laptop.

Productivity and development

Virtual machines can be used to set up a lab grid environment for testing purposes. The operating system can be configured in a way to meet the requirements of the specific application. Any tools required can be installed without affecting other applications and users who work on different virtual machines. Geoffroy Vallee terms this “adapting systems to applications and not applications to systems”. For instance, a virtual cluster (i.e. networked virtual machines within a single physical host) could demonstrate the scaling capabilities of Grid applications before being deployed in large scale.

Virtualisation middle-ware supports all major operating systems: Linux, Solaris, BSD variants and Windows. Applications that are developed on one platform do not necessarily need to be ported to another. A virtual machine with the requested operating system can be configured to host the application. On the other hand, multiple virtual machines with different operating systems and different versions of operating systems and system libraries can be made available to developers to experiment, test and debug their code.

Management

Virtual machines and virtual clusters offer ease of management. A virtual machine template can be easily cloned to as many virtual machines as desired. Management tools provide central management of the virtual machines even if they do not run on the same physical host. Monitoring tools of virtual machine inventories help to identify faulty systems and restart or re-configure when and as needed. A crash of the operating system does not need physical presence of the administrator to reboot the machine; it can be done remotely through the management tool.

In summary, virtualisation offers significant user and provider benefits. The combination of wide virtualisation support in modern commodity hardware (Intel VT and AMD-V) shows great promise for virtualisation to become one of the default ICT infrastructure technologies of the future.

By Csilla Zsigri

2009 was a busy year for bidders in the information and communication technologies (ICT) sector in Europe (FP7 ICT call 4 and 5, FP7 Capacities – Research Infrastructures call 1 and 2, Ambient Assisted Living call 2, just to mention a few) and there is more up for 2010. European proposal solicitors and evaluators claim that many proposals lacked passion and enthusiasm which made them one among many.

Most people agree that if we want to be successful at our job, we need to be passionate about our work. Passion, zeal or enthusiasm, call it what you want, is a state of mind, a self-driven attitude about our work that can help lead us down the path to success.

Same rule applies to ICT research and development. It starts at proposal preparation stage when the basic project idea is born, sails through project development and berths at proposal writing. This last bit is crucial as it is the one that is evaluated and makes you succeed (get funding for your project) or not. If you know your subject and you’re passionate about it, this will show in your writing. Passion sells. Share your passion with the readers (evaluators) and they will be hooked. The voice and passion of the people (who will deliver the project) must come through, after all, in raising funding, people give money to people, not projects.

When referring to traditional IT and IT research, you might not relate it to passion in the first place. (This doesn’t mean that IT developers and programmers haven’t always been passionate about their work.) But, marketing –and related sciences such as psychology and sociology- have left their footprint in ICT, as elsewhere. A young and dynamic target market’s preferences and behavior drive the design of ICT products and services. Intrepid solutions that come with smart advertising are the ones which succeed. ICT is becoming passionate (e.g. iPod and iPhone).

But, what do we see on the bidder side? What other emotions may influence their passion?

On the one hand, these past 2 years were hard on most of us: drops in revenues, outstanding invoices, clients dropping out, pressure on sales people, nervous CxOs, layoffs, exponentially increasing interest in public funds accompanied by a great deal of pressure, and so on…I must say that under these circumstances is hard to keep that passion alive and above all.

On the other hand, there was a general confusion about what exactly the expectations were regarding the topics and content of the bids which did not come through so clearly for everyone. Should we address short term goals or long term goals? If it’s too long term, it may fall too far from reality and industry may not be interested in being involved even if we thought the outcomes would have been really disruptive. If it’s short term, it may not be considered research and hence it may not get funded even if we thought the outcomes would have been very useful. And, which objective does our bid belong to? It partly addresses the specifications and goals of topic X, Y and Z too. Which is the most appropriate one? Where do we expect less competition? And, regarding the collaborative nature of these bids, how do we get the best out of each participant? How do we bring the different ideas and point of views together and communicate a single (and sound) voice and passion?

Having said that, neither bidding nor evaluating is easy and the circumstances do not always help either. Nevertheless, my advice would be to keep the passion and creativity as alive as we can.

By Daniel Field

At the PoweredByCloud conference earlier this week in London, around 170 CEOs, CTOs, analysts, lawyers, universities and users from the cloud computing community met for three days discussing developments in cloud: its adoption, barriers, business models, success stories and legal issues.

Interestingly a lot of the talk actually centred on getting out of the cloud. It appears that among those users and potential users that have done their homework, the business case for cloud is satisfactory and the use cases so far disseminated encouraging. However along with the security, privacy, reliability, compliance and similar concerns that we have been talking about since the start of the field, one of the major barriers to entry for many users is that once in a given cloud, is it possible to get out again?

The scope of this question ranges from the concerns regarding provider lock-in to emergency withdrawal in the case of a breakdown of relations with the provider. The view from many of the smaller players and the “cloudarati”, as someone has coined them, is that cloud is a commodity and as such it should completely painless to move data and applications between competing clouds.

However, these are also barriers we see in a number of other sectors without such great concerns, and vendor lock in is rarely (if ever?) absolute. Really we should be talking of switching costs, a term that emphasises that it we are dealing with only half of the equation, because countering the cost is the benefit. When the benefit outweighs the cost then we are prepared to make the change. It only becomes effectively absolute when that cost is insurmountable, irrespective of the potential benefits. But switching costs are something we all accept all the time. When you change your telephone provider you may be charged a contract termination charge by your old provider, or even a connection cost by your new provider.

Let’s take another example. When it comes to the banks and mortgage lenders it is usual to find a myriad of different terms and conditions relating not just to the interest rate but also the costs of setting up the account, the cost of paying it off early, different if it is paid in full or in part, and so on. Do these deter people? Clearly they do not, despite much of them being overtly groundless charges. One has to look at the entire package. It is actually similar to cloud provision in several ways: it is a potentially long term decision, you must trust the provider (at least somewhat), banking is a commodity and cloud is heading for one, and you have relatively little loyalty to one provider or another. And yet people are happy to accept mortgages with explicit switching costs as part of the contract, when we know there is no basis for the charge, so why not for cloud?

True, when it comes to mortgages the numbers are fairly easy to compute. You know the switching cost (say 1%) of closing the mortgage to go to competitor. You know the competitor rates and you can calculate how long it takes to amortize the switching cost. You know the time remaining on the mortgage. You make the decision based on the magnitude of the eventual saving. In cloud the situation is more blurry: the time it takes to set up the new infrastructure is only an estimate as are the exact benefits from the new provider. Nonetheless, any decision to change provider is based on both sides of the same equation. Cost and benefit.

Essentially, then, the attitude of the cloud providers to deliberately building switching costs into their business model should be based on business principles. If you offer long term savings you may be able to impose higher switching costs. As you are trading a commodity, you must look at the overall benefit and cost you provide. Indeed having switching costs may well afford a buffer for fending off rivals on a temporary basis. This may actually be beneficial to the long term profitability of the market, likely to see profit margins eroded in a price war. By the same token, other providers, particularly the smaller, newer or otherwise more expensive players may need to eliminate switching costs entirely to attract clients in order to get a foothold.

However, the situation is perhaps not straight cut. As well as the economics of the situation, there is also the inertia of the situation. In banking, the first mortgage lender you approach is your existing bank. You don’t swap provider over a trivial amount. Cloud will be the same. Switching costs also include the investment in time and the consequent disruption the change causes.

Currently the market is young and even Amazon, the assumed dominant player does not have it sewn up, not by a long stretch. Most providers have some switching costs, different APIs and configurations. Providers are still competing as much on differentials as on price. However, as the market evolves towards full commoditization, the companies will become less differentiated on offering and on price. Now is the time for those with the stronger position to start a land grab. If they can keep those clients during the journey to commoditization in the next couple of years, even low switching costs may become enough to mark the difference between those still trading in 2020 and those that are not.

So in conclusion, we providers must know their switching costs. Their customers and potential customers certainly will. They are not an absolute barrier to entry, merely a hurdle, a fee. Providers should attempt to minimise them for new customers and deliberately assign their magnitude for exiting customers, high or low, as part of a larger strategy based not just on today’s market, but also tomorrow’s.

By Stephanie Parker

To ensure world-class research, energy efficiencies and competitive edge in the global marketplace, Europe needs to evolve current Distributed Computing Infrastructures (DCIs) by  encompassing new, industrial-quality technologies such as virtualization, service orientation and convergence with the digital world.  While grid infrastructures have captured the requirements of several specific communities, smaller and ad-hoc groups with significant  applications have struggled to get their requirements satisfied with grid technology because the inherent complexity and long deployment times  (with outcomes not always meeting with success). Moreover, industry adoption of grid has not taken off as widely as once expected. By contrast, a business case for cloud computing is increasingly gaining consensus in both the public and private sectors and as several standardisation development organisations focus efforts on interoperable solutions for clouds through strategic alliances in which Europe is playing a pro-active role. Furthermore, a recent Expert Group Report on the Future of Cloud Computing produced with the support of the European Commission DG INFSO recommends that the European open source movement should work strongly with industry to support commercial cloud based service provisioning.

A cloud-based e-Infrastructure for eScience, currently missing from Europe’s service portfolio, would ensure a leap forward in the European Research Area by integrating flexible and easy-to-use utility services, complementing current computing services like grids and supercomputers at the hands of researchers and scientists. Value-add needs to come from new business models in a shift away from costly and complex “run-by-scientists-for-scientists” approaches on the one hand and the use of pay on demand on the other. Sustainable growth needs to be addressed by a deeper understanding of policy and legal issues, ensuring cost-effective investment at EU level and interoperability while also fostering new public-private partnerships in the longer term. A new culture of cloud research, “scientific cloud”, and a spirit of entrepreneurship cannot be achieved without the involvement in R&D initiatives of pioneering enterprises with a commitment to industry quality standards and interoperability working alongside research organisations.

Recent developments led by experts in industry and research would help to gain efficiencies and make savings by optimising resource utilisation, reliability, energy efficiency and maintenance costs, all key objectives highlighted by EU policy bodies. This new approach focuses on the provisioning, operation and user-testing of an industrial quality, virtualised e-Infrastructure in the form of a cloud computing service platform, open for usage by the research and scientific community and tested by major categories of scientific and industrial communities across disciplines and sectors important to Europe. The aims of these new developments are to broaden inter-disciplinary scientific collaboration in Europe, ensure co-ordinated, strengthened and focused software deployments, improve the usability of DCI platforms targeting the largest possible base across a range of fields in science and engineering, and advance exploitation in the rapidly changing hardware environments through appropriate software developments.

This novel component in the e-Infrastructure ecosystem would help expand existing Distributed Computing Infrastructures (DCIs) serving eScience by ensuring easy access to virtually “infinite” resources and high mobility while hiding the complexity of set-up, maintenance and communication from users and reducing the length and costs of application porting through automation, as well as overcoming the need for in-depth knowledge of ICT technologies. Economies of scale will be achieved by optimising resources, reducing operational costs, especially energy costs, where savings are crucial for sustainability.

An ideal approach could be based on both open source and commercial solutions, combining the best of both worlds. Users would be enabled through access to a commercial multi-layer solution including compute and storage power, a development environment and immediate services, while advances in open source would also be ensured through community contributions to extend the capabilities of current DCIs and support efforts towards interoperability and portability.

Open source initiatives would be leveraged to pave the ground for interoperability. A good case in point is the Zend Framework project, which has invited the open source community and software vendors to participate in the formation of a Simple Cloud API. IBM, Microsoft, Rackspace, Nirvanix and GoGrid have already joined the project as contributors. In coming months, they will work together to define APIs for these cloud application services, enabling a generation of cloud native applications written in PHP. The Simple Cloud API is an open source project that makes it easier for developers to use cloud application services by abstracting insignificant API differences. One of the design goals of the project is to encourage innovation. To this end, the Simple Cloud API can be used for common operations while users can easily drop down to vendor libraries to access value-add features. One example of this is Microsoft Azure, which now also supports the full Java stack including open source tools such as the Apache web server, working towards interoperability.

But it doesn’t stop here. A cost and energy efficient on-demand environment has much potential to support incubators, industrial clusters and scientific parks, which are central to Europe’s economic strength, particularly in terms of high value-added categories like ICT, Biotechnology and Pharmaceuticals and R&D across diverse sectors. What’s more, such a solution would enable SME and small research labs by bringing the value-add needed to compete with the larger organisations that currently dominate the pharmaceutical landscape.

Significantly, such an approach meets with all four additional recommendations of the EC’s Expert Group Report for the future of cloud computing, that is, the need for large-scale research and experimentation test beds; developing joint programmes encouraging expert collaboration groups with industrial and public stakeholders; supporting the development of cloud interoperation standards and open source reference implementation and European leadership position in software through commercially relevant open source approaches. The time has come for Europe to tap into the expertise that will help make this happen, opening up strategic opportunities for a new scientific cloud that brings interoperability and innovation into sharp relief.

By Bastian Koller

Flexibility, interoperability or adaptability are just some of the well known buzzwords which come across when dealing with Grid or Cloud computing technologies. Even though these technologies are driven from different (end) user and provider groups, at a certain point they all face similar problems.

One of these is the limitation of existing  implementations with respect to their adaptability and extendibility in terms of the logic and capabilities they provide. Looking at the area of business relationships, a prominent example is the use of Service Level Agreements.

Current Cloud Infrastructure Services such as Amazon S3 or EC2 provide SLA capabilities, but in a very simple way.  They give its users the possibility to choose within a pre-defined set of service description the best fitting, but they provide no flexibility at all with respect to the (re-) definition of terms themselves or on how the agreement is reached. When you want to have a service, you can either take it with the pre-defined terms or leave it. There is no alternative.

Looking at current research activities, the aims are different. With the experience from handling Service Level Agreements within the Grid, it is obvious that this simple negotiation approach is needed, but it is not the “casus sui generis.”

Already heavily discussed, the list of potential ways (and by that protocols) how to reach an agreement is manifold and existing solutions are addressing a variety of them, but never all of them. Additionally the extendibility of these solutions is often not addressed adequately.

Imagine a Service Provider X which has installed an SLA Negotiation framework realizing negotiation protocol A (e.g.  Discrete Offer Protocol).  In parallel there is a potential Customer Y which is interested in X´s services, but has installed a framework, providing exclusively multi-phase SLA negotiation capabilities. By being restricted to their respective technologies (and inheriting their limitations), both entities would not be able to enter a business relationship, covering the delivery and usage of a service from X.

Generally speaking, this is only one case out of many.  Looking at the overall lifecycle of a service, it is not only about SLAs, it’s about Security, Workflow Management and many more aspects that might need this enhanced adaptability.

Lets make a mind experiment:

What may be a solution is the split of logic and base functionalities of components and structure the framework  as loosely coupled components, following the SOA paradigm. Coming back to the SLA Negotiation, an SLA Negotiator component providing capability A is in some parts similarly realized as a SLA Negotiator providing B. So why not taking out this base functionality (call it a fragment) and keep this as a stable basis for all further developments and enhance this with mechanisms to adapt this component during runtime with a logical bit.

So in our case, Service Provider X could adapt its negotiation component with logic B and by that enable interoperability with Customer Y. After successful negotiation, the provider could re-configure its component back to A.

Looking at this, there is a definitive need to perform research with respect to adaptability (and by that flexibility). If a solution like discussed in the mind experiment would exist, business relationship handling could be improved and the establishment of those relationships could be enabled, that were not possible before.

It will be a long way, but at the end, such a solution needs to be there or we won´t be able to benefit at a maximum from all the capabilities of the Cloud.

By Ignacio M. Llorente

Future enterprise data centers will look like private clouds supporting a flexible and agile execution of virtualized services, and combining local with public cloud-based infrastructure to enable highly scalable hosting environments. The key component in these cloud architectures will the cloud management system, also called cloud operating system (OS), being responsible for the secure, efficient and scalable management of the cloud resources. Cloud OS are displacing “traditional” OS, which will be part of the application stack.

Flexibility in Cloud Operating Systems

A Cloud OS administers the complexity of a distributed infrastructure in the execution of virtualized service workloads. The Cloud OS manages a number of servers and hardware devices and their infrastructure services which make up a cloud system, giving the user the impression that they are interacting with a single infinite capacity and elastic cloud. In the same way that multi-threaded OS define the thread as the unit of execution and the multi-threaded application as the management entity, supporting communication and synchronization instruments; multi-tier Cloud OS define the VM as the basic execution unit and the multi-tier virtualized service (group of VMs) as the basic management entity, supporting different communication instruments and their auto-configuration at boot time. This concept helps to create scalable applications because you can add VMs as and when needed. Individual multi-tier applications are all isolated from each other, but individual VMs in the same application are not as they all may share a communication network and services as and when needed.

A Cloud OS has a number of functions:

• Management of the Network, Computing and Storage Capacity: Orchestration of storage, network and virtualization technologies to enable the dynamic placement of the multi-tier services on distributed infrastructures
• Management of VM Life-cycle: Smooth execution of VMs by allocating the resources required for them to operate and by offering the functionality required to implement VM placement policies
• Management of Workload Placement: Support for the definition of workload and resource-aware allocation policies such as consolidation for energy efficiency, load  balancing, affinity-aware, capacity reservation…
• Management of VM Images: Exposing of general mechanisms to transfer and clone VM images
• Management of Information and Accounting. Provision of indicators that can be used to diagnose the correct operation of the servers and VMs and to support the implementation of the dynamic VM placement policies
• Management of Security: Definition of security policy on the users of the system, guaranteeing that the resources are used only by users with the relevant authorizations and isolation between workloads
• Management of Remote Cloud Capacity: Dynamic extension of local capacity with resources from remote providers

OpenNebula is an open cloud OS that provides the above functionality on a wide range of technologies. However, in my view, the main differentiation of OpenNebula is not its leading edge functionality but its open, modular and extensible architecture that enables its seamless integration with any service and component in the ecosystem. The open architecture of OpenNebula provides the flexibility that many enterprise IT shops need for internal cloud adoption. Cloud computing is about integration, one solution does not fit all. Moreover, as pointed out in the CloudScaling “Infrastructure-as-a-Service Builder’s Guide“, the right configuration and components in a Cloud architecture also depend on the execution requirements of the service workload.

Interoperability at the Cloud Management Level

The IEEE defines interoperability as “the ability of two or more systems or components to exchange information and to use the information that has been exchanged” and Wikipedia introduces  interoperability as “the property referring to the ability of diverse systems and organizations to work together (inter-operate)“. Being the core component in any cloud solution,interoperability is crucial for the success of a cloud management system. We can compare the cloud OS with a the kernel in “traditional” operating systems. The cloud OS represents the basic functions in a cloud and requires a well defined communication with underlying devices and interface to expose administration and user functionality.

At the cloud management level, interoperability means:

• Modularity and flexibility to easily interface with any service or technology in the virtualization and cloud ecosystem, and
• Standardization to avoid vendor lock-in and to create a healthy community around

In fact interoperability should be evaluated from three different angles:

• Infrastructure User Perspective: Users, application developers, integrators and aggregators are requiring a standard interface for the management of virtual machines, network and storage. OCCI is a simple REST API for Infrastructure as a Service based Clouds that is being defined in the context of OGF. This interfaces represents the first standard specification for life-cycle management of virtualized resources. OpenNebula has been the first referent implementation of this open cloud interface, and also implement the Amazon EC2 API.
• Infrastructure Management Perspective: Administrators are requiring cloud OS to inteface into existing infrastructure and management services, so fitting into any data center. OpenNebula provides a flexible back-end that can be integrated with any service for virtualization, storage and networking.
• Infrastructure Federation Perspective: Administrators are requiring cloud OS to manage resources from partner and commercial clouds

With high-end computing demands, cloud operating systems will continue to be a very active field of research and development. An open and flexible approach for cloud management ensures uptake and simplifies adaptation to different environments, being key for interoperability. The existence of an open and standard-based cloud management system like OpenNebula provides the foundation for building a complete cloud ecosystem, ensuring the new components and services in the ecosystem to have the widest possible market and user acceptability.

OpenNebula is being enhanced in the context of the RESERVOIR project, flagship of European research initiatives in virtualized infrastructures and cloud computing.

Author: Dora Varvarigou

• Introduction

Social Network (SN) environments are the ideal future service marketplaces. It is well known and documented that social networking users are increasing at a tremendous pace. Web 2.0 and (SN Sites) SNSs are attracting more than 125 million regular users within just 5 years of existence. The number of the potential customers is huge, coming from almost every societal class, cultural backgrounds, and ages. The requirements are simply a computer, a browser, network access, and the natural need for socializing. The latter results in a great number of SN service consumers who, through their interactions, create complex social schemes that are valuable to them.

Taking advantage of these social dynamics as well as the vast volumes of content generated every second is a major step towards creating a potentially huge market of services. Application developers can be anyone from an individual home user who plays around with Facebook, to a company exploiting the SN spaces to deliver its services. Providing developers with tools that enable them to manage the dynamically generated content and complex social interactions in a service application platform that allows them to build applications disregarding the underlying SN platform implementation will create an agile and profitable market of services and will bring the Internet of Services concept a step closer to realization.

Of course the basic question is why this hasn’t happened yet. Why SNSs haven’t turned into a prospective market of services? It is clear that there already is some business action going on in the SN framework. However, there are some characteristics that weaken the current case which are analysed below.

• Lack of application interoperability

Many social networking platforms are aiming at providing different types of social networking services, yet their customers overlap to a great extent. This is indicative of the need to provide a wealth of services in a common target group. This scales even more if we consider the potential that is created if we mix and match these services along with the content that they are associated with.

However, the core services provided by SN that can be used for building larger workflows are limited in number and functionality since they are platform dependent. Google’s OpenSocial and Sun’s Zembly have attempted to deal with this issue by providing a common API for the application development and deployment in various SN spaces. Even though this effort has met significant success, it has also encountered the following major issues: Weakness to incorporate all services that the SN provides, leading to almost standard workflows with few variations and platform API-dependent services; poor usability thatleads to the exclusion of the home users and the creativity that they can bring; and, specific social networking platforms not opening their APIs because they do not have the business incentives to do so.

• Support for Business-oriented Services

Modern SN platforms provide a range of utilities and services ready for consumption by the user with the purpose to entertain, educate, inform, collaborate, etc. Apart from these core functionalities, SN platforms also offer tools to allow the users themselves to become application developers and content providers. Facebook applications are a typical example of an API being provided for developers to freely build SN services given specific rules. The related Wiki* states that over 650,000 developers are using this API for contributing applications, however, a closer reading will reveal that there is a clear distinction between these developers and SN users. An evaluation of SN profile applications will soon lead to disappointment with regards to the quality, functionality and design of the application. These characteristics are not fitting for business services, which are expected to satisfy functional and non-functional requirements in an efficient way and with quality.

The reason for which this is currently happening has been summarised above: lack of adequate APIs for service composition across SN platform, lack of tools to manage content and social behaviour, and lack of social capital monetization mechanisms. The notions of QoS, trust and security, reliability, confidentiality and all these non-functional requirements, that are so important when building business services, need to be better explored in the context of social networks. Quantification of social capital in SNs implies that these concepts need to be revised and supported by appropriate mechanisms such as SLA managing mechanisms for ensuring QoS levels, reputation systems, and trust platforms, that will make it possible to evaluate and reward a good service.

SN platforms as they currently are do not provide the necessary support for developing and deploying business services. They do offer basic APIs and software libraries to allow for the development of applications but they cannot support sophisticated, high quality and business-oriented SN services since fundamental notions such as QoS, trust and security are not quantified and incorporated as mentioned above.

• Lack of tools to manage content

Social Networking platforms contain an abundance of content that generates value and hasn’t been modelled yet. 3D Virtual Worlds and microblogs are typical examples of how text, pictures, movies or even scenes can attract the interest of users and create critical mass and trends. This, plus the volume of content generated every second, lead to a challenging management problem that needs to be resolved if we are to take advantage of the content wealth.
Current social networking platforms do not possess adequate tools to manage this content in a combinatorial manner. They only deliver core services for content representation that mostly fail to incorporate the user’s reaction when invoking them. Content in social networking is a raw material that, when used wisely, can create a service market on its own.
Yet, the lack of tools to handle content ownership, consistency, confidence and privacy keep this opportunity far from being seized.

• Lack of instrumentation of social dynamics models

Most users of social networks aren’t exhibiting commercial behaviour; they are there just for having fun. Still, there is a great potential in making money out of SN and Virtual Communities. This potential has managed to generate a 130% increase on Facebook’s annual growth, escorted by 300M$ for the 2% of its shares in its first steps. And this success story follows many SNS of different types. But now that the hype around SN is starting to wear off and the SN technologies are entering the “Trough of Disillusionment”, is the time to investigate their real-world applicability and benefits and identify the actual sources of revenue. The volume of potential customers, service and application providers as well as the generated social capital and the wealth of actions and content available in these spaces are indicative of the technologies’ worth, however, we still lack the understanding of how their combination is generating value.
As a first step, we need to build utilities that capture the notions of social network dynamics and human behaviour so as to be able to build business on top of it. Identifying the actions that bring value is utterly important in supporting business models within social networks. What is more interesting is the modelling of the interactions among humans through the social networking core services as well as between humans and the virtual environment. Each action in a social network triggers a series of reactions. The reactions generate events that affect both the environment and the users. This process represents the user’s social networking behaviour and is indicative of how a critical mass of individuals might behave as customers (social network economics).
It is necessary to materialize in a tangible manner, the notions of actions, events, behaviour and trends and encompass them in a service provisioning platform operating in a service networking context. Incorporating these utilities and delivering them to users will permit them to build applications that maximize their effects and range by taking into account the social networking context.

• Incentives for Development of Business Services

By dealing with the abovementioned weaknesses, we will pave the way for building qualitative, functional and usable business applications. By providing application interoperability; support for SLAs and QoS; tools for content management and tools for materializing social behaviour; and most importantly, a usable framework to build services in SN spaces using all the above capabilities, we can provide incentives for the development of business applications, while utilizing the full potential that the openness that SNs provide as well as the wealth of content available in an efficient and intelligent manner.

Author, Csilla Zsigri

Dear Cloud Expert,

I’m a potential cloud user. Ongoing technical discussions about what cloud computing is, do not help me much in understanding what clouds are useful for, they rather confuse me. I guess I will never fully understand what you really mean when you use all those expressions like on-ramp or bursting or runbook automation. Also, my feeling is that not every company that bills itself as a cloud player has the experience or domain knowledge to back that claim. What I really want to know is why I should use a cloud, how to get started, how the different models work, which vendors I should be considering, what their competitors are doing, if there are deployment experiences and best practices I can look at, and so on.

I would appreciate if you shed some light on this.

Posted by
The Customer

Dear Customer,

I´m glad you posted your needs and concerns. I´ll try to walk you through some important business drivers which can help you understand the benefits of the cloud.

I see cloud computing as a way to use technology rather than a technology itself. It’s a logical endpoint for some combination of activities including grid and utility computing, virtualization and automation. With clouds, enterprise IT is not organized neither wholly in-house nor entirely outsourced, instead it is located at some optimal point between the two.

Cost reduction is a key driver in the short term. For instance, you can run simulations in a day and then have more time to write a report. This translates into cost savings that would otherwise have been spent on provisioning new hardware. Cloud computing eliminates the need to procure and manage hardware and you pay only for what you consume. You reduce capital spending without negatively impacting operations.

Operational flexibility (scale up/scale down) that clouds offer, the ability to more quickly respond to changing needs and faster time to market are often more important in the long term than lower cost. You can expand on on-demand and pay-per-use, scale fast and if it doesn’t, fail it cheaply.

Business agility, flexibility and execution enable you to effectively start over with new projects and reuse components between projects. This drives better utility and community across your organization or organizations. You can also support your developers by addressing their needs to create their own applications or do simulations as cloud computing allows them to quickly develop and deploy applications and services.

Automation is another key driver for using clouds. Provisioning automation is a force multiplier for overworked systems administrators. The benefits are immediate in terms of both time and money.

Faster time to market is a key enabler of innovation that gives you competitive advantage. It provides you with the ability to more quickly respond to changing needs.

Using the cloud, you can make your revenue grow and shrink your operating costs at the same time. You can quickly deploy and scale your services along with reduced administrative overhead and achieve higher total ROI.

Green issues are climbing the corporate agenda and legislation will reward them in IT as elsewhere. Choosing third-party cloud services means that you are able to reduce your own phys¬ical IT footprints and power consumption and pass along responsibility for the associated carbon use to a third party. By the same token, the use of internal cloud mechanisms enables organizations to better manage underutilized resources.

I hope you find this useful. In order to answer all your questions, let me invite you to our next event, a half-day program, where industry experts, cloud providers, financial professionals and end-user companies will join together to learn, understand, network and develop strategies for today’s cloud marketplace.

Posted by
The Cloud Expert

Author Pawel Plaszczak
Pawel also blogs regularly at bigdatamatters.com

In certain sectors that were the early adopters of Grids, migration to the Cloud is bound to happen soon.
Pharmaceuticals is a good example. As Bob Cohen pointed out in a recent presentation:

• Eli Lilly has already tried using the Amazon EC2 external Cloud,
• GlaxoSmithKline is looking at using internal Clouds

As I remember, years ago Glaxo was among the early Grid users. Like many other pharmas, they used
software from UnivaUD to distribute protein docking simulations over a large number of machines. Now UnivaUD also sells Cloud services.

This supposedly common movement from Grid to Cloud is thought provoking. What does this “evolutionary step” really mean? Something conceptually quite simple: The Grid makes it possible to manage processes in many physical machines. The Cloud offers even an greater potential: to manage processes in many virtual machines, or even to manage those virtual machines like they were processes. This is what VMware vSphere offers or what internally powers Amazon EC2. So:

Cloud = set of virtual machines managed by a scheduler (Grid).

All those above named are great products. If you want an internal Cloud. The thing is: in solving large data challenges, the Cloud is no less limited than its predecessor, the Grid. Chris Dagidigian of gridengine.info said at BioIT that he “solved real problems” on the Cloud. This is not surprising (BioTeam once teamed with Univa to demonstrate Grid Engine on AWS), but such a statement needs an explicit remark: problems solvable on the Cloud are still a small subset of the World’s important data processing challenges.

Virtualized Cloud environments are perfectly isolated from each other. If you have one, pray that you only happen to compute tasks that can be domain-decomposed into millions of perfectly independent pieces.

Protein docking, mentioned earlier, is like that: thousands of simulations, one per each set of chemical
compounds, that do not need to communicate. But most apps, in most industry sectors (not just bioinformatics) do not share these characteristics: they require intensive database querying and/or data sharing. Genomics is like that. The Cloud will not help here. Clouds may even make it more difficult. I also agree here with another of Chris’s statements: Cloud data ingest is a pain.
The answer to large data challenges is a puzzle of three pieces:

1. efficient distributed processing
2. efficient data provisioning
3. efficient storage

Workload management engines (Grids, Clouds, you name it) provide the first point. Today’s data intensive apps need the full stack, an efficient integration of (1), (2) and (3). A fully scalable data integration. Where does the challenge lie?
Efficient processing is easy. With many great scheduling vendors, this is not rocket science any more.
Efficient storage is becoming commonplace too, with interesting examples of federated storage distributions. The trick is in the middle layer: an efficient connection between these two. And that is really difficult. There is certainly no universal solution, but we have recently had some successes here.