Tuesday, August 9, 2011

4 reasons Windows Phone 7 will beat iPhone and Android


And three reasons it won't

Microsoft has a relatively long history with mobile operating systems, stretching back to the mid-1990s and Windows CE. Developed originally for "embedded systems," Windows CE quickly found its way into PDAs and eventually phones, and while consumers never warmed to the platform, it did achieve a level of success in the enterprise.



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4. Will: Moving beyond tablets and smartphones

Tablets and smartphones are all the rage today, but neither became popular overnight. Who knows what devices will catch fire in coming years?

Chris Fleck of Citrix believes that Microsoft should do its best to bring new classes of mobile devices to market. "The Windows Phone hardware today is good enough to use but not innovative enough to prompt users to change," he says. "A smartphone was a phone plus a PDA. Now, there's an opportunity to develop 'Nirvana phones.' Take the phone and do more with it. Dock it. Connect it to virtual desktops. Connect it to high-resolution video displays."

Of course, such devices exist today — the Android-based Motorola Atrix being the best example — but they're not really capturing consumers' attention yet. As prices come down, that should change, perhaps giving Microsoft just enough time to work on its vision for the so-called "Nirvana phone" before competitors beat them to the mobile punch yet again.

1. Won't: Apple and Android's head start

Windows Phone 7 just came out last fall, meaning that iPhone and Android are generations ahead of Microsoft. Making matters worse, Microsoft has been lollygagging when it comes to updates, which are crucial as Microsoft plays catch-up.

"I would prefer to see much more frequent updates, rather than one big dump. As opposed to 500 updates per year, all coming at once, how about 40 each month?" says Philippe Winthrop, managing director of The Enterprise Mobility Foundation.

The second-generation of the Windows Phone 7 OS, Mango, was released to developers in May, but Mango-based phones won't be out until the end of this year. Meanwhile, iOS 5 phones are due out in the fall, meaning that Apple will have gone from the original iPhone to iOS 5 in less than four years.

Google hasn't been sitting on its hands either. The first Android phone came out in the fall of 2008, and Android Ice Cream Sandwich is due out at the end of this year. Moreover, Ice Cream Sandwich is intended to assuage one of Android's biggest drawbacks, OS fragmentation. Ice Cream Sandwich combines features from Gingerbread (for smartphones) and Honeycomb (for tablets) and will standardize updates across devices from various manufacturers, leading to a more consistent user experience.

2. Won't: The rate of change in the mobile market

Microsoft is accustomed to the slower rate of change of the PC market. Wait a few years between major OS upgrades? With PCs, it made sense.

With handsets, consumers expect a major OS upgrade or two during the short life cycle of the device, and many gadget hounds don't even wait for the carrier contracts to expire before they get a new mobile phone.

Even those who wait tend to replace phones around the time they sign a new contract, cashing in on handset subsidies. According to Recon Analytics, the average replacement cycle in the U.S. is just less than 22 months.

Not all of those users simply replace the handset with another from the same vendor, nor do they always stay loyal to carriers. According to MetaFacts, the churn rate for smartphone users is higher than it was for feature phones, with 21% of consumers planning to shop around when their contracts are up.

Of course, this means that Microsoft has more opportunities to entice users to change platforms. Compelling device subsidies, product tie-ins with, say, Xbox or Kinect, or even being the first vendor to add some new feature that no one is thinking about today could shift things in Windows Phone's favor quickly.

But once users switch over to Windows Phone, will Microsoft be able to keep them? Other platforms, including the PC and even game consoles, require enough upfront investment that people stick with them for a reasonable amount of time. Will Microsoft adapt to how consumers make choices and develop loyalty, especially when a critical partner - the carriers - tends to rank low on customer-satisfaction surveys?

3. Won't: Apps and marketplace

The iPhone App Store currently offers over 500,000 apps: double the number available in the Android Market. Windows Phone lags far, far behind with about 20,000 available apps. Even BlackBerry, often left out of any discussions about the future of smartphones, provides 25,000 apps.

Of course, size isn't everything in an app store. Certain demographics will favor Android simply because it delivers a larger percentage of free apps.

According to Chris Fleck, vice president of mobility solutions at Citrix Systems, it's also important to remember that apps are a secondary, often even tertiary, activity on smartphones. "What's the No.1 thing people spend time on with smartphones? Email," he says.

Despite the popularity of apps, there are three or four common activities that capture the bulk of our attention. Email, texting, Web search, and of course, let's not forget that these things are phones, or something people are buying to actually talk on.

Windows Phone has a long way to go to compete with apps, but simply offering good voice, email and search goes a long way towards leveling the playing field.

Sunday, August 7, 2011

Hackers Break Into 70 Law Enforcement Websites

Those hackers calling themselves Anonymous are at it again, this time breaking into 70 law enforcement websites and spreading 10GB of email addresses and confidential credit card data.

Members of the group said they were hacking into the law enforcement websites, most located in the Southern and Central portions of the U.S., in retaliation for arrests of its members in the U.S. and Europe last month. According to the Associated Press, the group said in a statement:





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“We are releasing a massive amount of confidential information that is sure to (embarrass), discredit and incriminate police officers across the US,” adding that it hoped the leak would “demonstrate the inherently corrupt nature of law enforcement using their own words” and “disrupt and sabotage their ability to communicate and terrorize communities.”

The group was apparently following through on a joint statement it issued last month along with members of another hacking group known as LulzSec:

“These governments and corporations are our enemy,” the statement said. “And we will continue to fight them, with all methods we have at our disposal, and that certainly includes breaking into their websites and exposing their lies.”

Anonymous and others have become significantly more successful at breaking into websites in the past few months, targeting such sites as PayPal, the CIA, the U.S. Senate’s site, Sony’s PlayStation Network and Rupert Murdoch’s Sun newspaper.

What is it going to take to stop these criminals?

Friday, August 5, 2011

Oracle Launches Java 7 as Innovation Sprouts From the Community, Others

Oracle will release Java 7 on July 28 with a host of incremental enhancements to make life easier for developers. Meanwhile, Java innovation continues outside Oracle.

Oracle Launches Java 7 as Innovation Sprouts From the Community, Others
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With the theme of moving Java forward, Oracle will launch the latest version of Java—Java 7—on July 28.





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Ironically, although Java 7 is the first major Java revision in about five years, the changes in the language and platform are more evolutionary than revolutionary, Java experts say—including Mark Reinhold, chief architect of the Java Platform group at Oracle.

Yet the new moves are welcome by Java developers the world over, as Oracle demonstrated in a Webcast that ran more than four hours. “Java 7 is the most anticipated release ever,” said Bruno Souza, president of SOUJava, a Brazilian Java User Group.

In essence, Java is movin’ on up, but perhaps more in the mode of The Jeffersons’ George and Weezie as opposed to the more revolutionary moving up Curtis Mayfield & the Impressions touted in “We’re a Winner.”

Progressing the language became difficult as Java was plagued by political and market unrest, first at Sun and then at Oracle after its acquisition of Sun. The Java Community Process, which governs the progress of Java, was rife with infighting and accusations of favoritism by Sun and then Oracle. And “Moving Java Forward” became a mantra at Oracle, as if to say, "It’s ours now and we’re going to take it forward no matter what."

“Java 7 is the release everybody has been waiting for, for quite a long time,” said Ben Evans of the London Java Community. Evans, who also is the LJC’s representative on the Java SE/EE (Java Standard Edition/Enterprise Edition) Executive Committee, added that Java 7 is “an enabler” that will give developers more options for building better Java applications—particularly in London’s financial sector, which relies heavily on Java apps, he said.

“The most significant thing is the fact that we’re shipping,” Reinhold said. “It’s been almost five years.”

Meanwhile, Adam Messinger, vice president of product development at Oracle, said Java has been at Oracle for 18 months since the company acquired Sun and Java is in good hands. Acknowledging that Oracle is “standing on the shoulders of giants” with Java, Messinger noted that Oracle is investing heavily in Java by putting together “the largest team ever” to work on the language and platform by combining the HotSpot and JRockit teams. Messinger also said Oracle is working to continue to build out the Java community and has moved to make the JCP (Java Community Process) more open.

“Java is strategic to Oracle; we’ve got skin in the game just like all of you do,” Messinger said to an audience of Java developers during Oracle’s Webcast.

Java 7 brings several new features to the platform, including Project Coin, also known as Java Specification Request 334: Small language enhancements. The project consists of a set of small language changes intended to simplify common, day-to-day programming tasks. The Project Coin language changes enhance developer productivity and reduce the amount of code needed to do certain tasks. Key Project Coin features include the diamond operator, try-with-resources and strings in switch.

With the new InvokeDynamic feature, Oracle has enhanced support for dynamic languages such as Ruby, Python and JavaScript to run on the JVM (Java Virtual Machine). InvokeDynamic enables these languages to run with greater performance on the JVM.

Alex Buckley of the Java Platform Group at Oracle said Java 7 represents “the first time we see the JVM set its own course.”

The JVM was obviously designed for Java, and “all the invocation modes are organized around Java semantics,” said John Rose, an Oracle engineer who headed up the InvokeDynamic effort. “But we add one more mode for other languages,” he said. InvokeDynamic adds “low-level support and a stronger undergirding for other language features” on the JVM.

JDK (Java Development Kit) 7 also features a new API for parallel programming or building applications for multicore systems. The new Fork/Join Framework enables developers to break down problems into subtasks that can be executed in parallel across a number of processors. And Java 7 also adds a new I/O for working with different file systems, new networking and security features, and backward compatibility with other versions of the platform.

Meanwhile, from an industry observer’s perspective, Al Hilwa, an analyst with IDC, said:

“The three big things from a feature perspective here is the multicore support with Fork/Join, the support for dynamic languages and the new file-system API. All these have been on the drawing board for some time, so it is great for Java developers to finally see them happen. One important message that comes through from all that has transpired around Java over the last year and a half is that Oracle appreciates the value of Java and will move it forward through solid investment. This has to be a great relief for the community.”

Support for dynamic languages also resonated with Mik Kersten, CEO of Tasktop Technologies and creator of the open-source Mylyn project. However, Kersten said he believes the bulk of the updates coming in Java 7 are too incremental for most developers to get excited about. Yet, this is a positive indicator of Java’s dominance in the enterprise, which demands slow and steady change, he said.

However, “What is noteworthy is the changes in Java 7 that embrace innovations beyond the Java language,” Kersten said. “The ‘invokedynamic’ instruction promises dramatic performance improvements for dynamic languages like Groovy and JRuby. The new Fork/Join framework will help the implementation of functional languages including Clojure and Scala. Where a decade ago we had to jump through major hoops to create AspectJ on top of the JVM, these new Java 7 features will help the JVM continue to establish itself as the leading runtime for programming language innovation.”

Saturday, July 30, 2011

Cisco CCNA Certification Training

The Cisco Certified Network Associate or CCNA certification is Cisco's most popular credential. As an Associate, or entry-level certificate, the CCNA is a common prerequisite for more advanced professional credentials.




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According to the U.S. Bureau of Labor Statistics (BLS), employers increasingly prefer to hire certified professionals, so CCNA certification can boost one's overall employment potential, not to mention salary. BLS data shows that the mean wage for network administrators in 2009 was $70,930. According to Global Knowledge's IT Skills and Salary Report, however, the mean wage for CCNA professionals in 2011 was $79,536, an improvement that far outpaces growth attributed to inflation.
Who should consider CCNA certification?

The CCNA cert is designed for either entry-level networking pros or for more advanced professionals who must earn CCNA certification before pursuing more advanced credentials. CCNA certified professionals are often sought out by mid-sized corporations of virtually any industry that rely on secure networks to maintain company operations and communications.
What will CCNA candidates learn?

According to Cisco, the CCNA certification validates one's ability to install, operate and troubleshoot medium-size route and switched networks. This also includes the implementation and verification of connections to remote sites in a WAN. In order to meet these requirements, Cisco's curriculum touches upon the following areas:

* Basic mitigation of security threats
* Entry-level wireless networking concepts and terminology
* Performance-based skills
* The following protocols: IP, Enhanced Interior Gateway Routing Protocol (EIGRP), Serial Line Interface Protocol Frame Relay, Routing Information Protocol Version 2 (RIPv2),VLANs, Ethernet, access control lists (ACLs).

What are the CCNA exams like?

Cisco allows CCNA candidates to earn certification two ways. The first option allows students to complete the Interconnecting Cisco Networking Devices Parts 1 and 2 (640-822 ICND1 and 640-816 ICND2) separately. Students are given 90 minutes to complete 40 to 50 questions for each exam. Once they pass Part 1, students have three years to pass Part 2. The second option allows students to take a composite exam (640-802 CCNA) combining Interconnecting Cisco Networking Devices Parts 1 and 2. This exam is also 90 minutes in length, but includes 45 to 55 questions.

All CCNA certification exams can include the following types of questions: multiple-choice single-answer, multiple-choice multiple-answer, drag-and-drop, fill-in-the-blank, and simulations. Tests are given online, in an official test center. Candidates are not able to return to skipped questions or review previous answers, so they need to be able to manage their time and choose answers wisely. Simulations tend to take the longest and contribute heavily to one's final score, in turn, making them require extra time and attention.

An organized candidate can typically prepare for each of the two separate CCNA certification exams in about a month, or in about a month and a half for the composite exam. One can access official study materials and practice tests on Cisco's website. The Association for Computing Machinery, an organization for IT professionals, also offers study guides.
How long is a CCNA certification valid?

All associate-level Cisco credentials, including the CCNA certification, are valid for three years. According to Cisco, those who wish to re-certify can do so by passing any of the following exams:

* ICND2 exam
* CCNA exam
* CCDA Design exam
* CCNA Concentration exam
* Any 642-xxx Professional-level exam
* Certain Cisco Specialist exams
* CCIE written exam
* CCDE written or practical exam
* Cisco Certified Architect (CCAr) interview and board review

What are CCNA specialties?

Cisco offers additional CCNA certifications in the following specialties:

* Security
* Service Provider Operations
* Voice
* Wireless

Note that these CCNA credentials are different from the basic CCNA certification described above, which serves as a prerequisite for specialty-based certifications.

Tuesday, July 26, 2011

Should Microsoft unload Bing? Heck, no!

A pair of bloggers in the New York Times today recommend that Microsoft sell Bing as a way to pare the company's online losses and fatten the bottom line for investors. Selling Bing may save money in the short term, but in the long term it would ensure Microsoft's eventual irrelevancy in the Internet and mobile future.





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Robert Cyran and Martin Hutchinson, in their Reuters Breakingviews blog, have this to say about selling Bing:

Microsoft needs to concentrate on a different kind of search: finding a buyer for Bing, its online search business. Bing is the industry's distant No. 2 after Google. It has become a distraction for the software giant --- one that costs shareholders dearly. The division that houses Bing lost $2.6 billion in the latest fiscal year. Facebook, or even Apple, might make a better home for Bing. A sale would be a boon for Microsoft's investors.

They go on to claim that Microsoft could sell Bing for $11 billion, based on sales related to search, and that overall, it would result in a 10 percent increase in profit for the company by unloading the search engine.

There's so much wrong with the argument, it's hard to know where to begin. First is that the numbers are off-kilter; Bing didn't lose $2.6 billion for Microsoft in the past year; the entire online division did. There are plenty of other products and services in the division that bring in little or no revenue. As the bloggers themselves write, Bing brought in $2.5 billion in sales for the year that just ended on June 30. So it's hard to know the bottom line numbers for Bing by itself.

Beyond that, though, Bing is central to the future of Microsoft, especially in mobile, where the greatest growth is. Ultimately, a major reason Microsoft needs Windows Phone to succeed is because of ad revenue from online searching, which is a tremendous growth market. In addition, mobile search will become the glue that holds many other mobile services together, an area where Microsoft desperately needs to succeed.

Google, for example, doesn't get any money at all from licensing Android; its revenue comes from search, maps, Gmail, and other Google services. Microsoft will need the same business plan if it is to succeed in mobile. And for that it needs a search engine, and a very good one. And Bing is a very good one, and constantly getting better.

In addition, as the bloggers themselves note, Bing and sites it powers like Yahoo make up 27 percent of the U.S. market. They see this as a bad thing. But it's certainly not that --- 27 percent of the U.S. search market is a tremendous revenue opportunity. In addition, if Microsoft abandons Bing, it might as well just about abandon its entire online presence, because, aside from Hotmail, Bing is its only substantial Internet service. But giving up online as well as mobile would ensure that Microsoft will never see high-growth days.

So yes, selling Bing would certainly be good in the very short term for Microsoft, because it would bring in substantial revenue from the sale and pare short-term losses. In the long run, though, it would be a disaster.

Monday, July 25, 2011

Microsoft expands Intune services

IDG News Service - Anticipating use of Intune by larger organizations, Microsoft is outfitting the managed desktop service with a number of new capabilities that should make its use more appealing in enterprise settings.

The functionality draws from Microsoft System Center, though it has an entirely different interface, Heaton said.




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Other new features include the ability to scan a machine for viruses and malware without manual help from the user -- a step that was required before -- and the ability to tally all the copies of a given third-party software program, which can be handy for assuring software license compliance. Also, the user interface has been updated in various ways to make it more intuitive.

This new beta service, named Intune July 2011, will be run separately from the commercial version of Intune. Eventually, all the new features of the beta will be folded into the paid Intune service, which should take place by the end of this year, Heaton said.

Users of the current Intune service can try the beta of the new version of the service, though the beta service cannot be used on the same computers using the production version of Intune. Users of the commercial version of Intune will be able to use the new features after they have been incorporated into the paid service. At that time, beta users will be able to use the trial service for an additional 30 days. If they wish to use the paid version, they will need to set up their accounts again.

Monday, July 18, 2011

Should CIOs have a foreign policy?

With business operations entangled in the unpredictable and sometimes volatile global scene, the answer is a resounding 'yes' (and the more detailed, the better).

Computerworld - In July 2005, a series of suicide bomb attacks in London's transit system killed 56 people and threw the city into a state of confusion. The U.S.-based CEO of a multinational financial company with offices in London posed what to him seemed a simple and essential question: "Are all our people OK?"





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Getting an answer proved challenging. First, there was no single staff directory that covered the entire company and was kept up to date with ongoing staff changes. Nor was there a single directory of every person's location and contact information. Second, even if it existed, such a directory would not have included contractors, who nonetheless fit within the CEO's definition of "our people."

Third, there was no central record of which London employees were on vacation, on leave or traveling that day, or -- more worrisome -- which employees from other locations might be visiting London. And finally, even for those employees who were known to be in London and for whom the company had addresses and phone numbers, it was hard to make contact.

"Transportation was disrupted, cellphone service was down, SMS was down, and it was very unclear for most of the day just what had happened," recalls Andrew Marshall, director of Consultifi, which helps companies understand business risks.

The company's HR and IT departments weren't able to provide a timely answer to the CEO's questions, he says. "It turned into a conversation that involved philosophy and technology as well as HR," Marshall notes.

There are several lessons any IT leader can draw from this tale. First, there's no such thing as a safe location: Disruptions can happen anywhere. Second, it's important to have a plan that spells out what everyone's responsibilities will be and includes all the information you'll need. And finally, you need redundant communications systems, because "normal" methods of communication will likely fail -- especially mobile, which is quickly overwhelmed by the spike in local demand that takes place during any crisis.
Concerns About Crisis Events Grow

It would be impossible to think about events of the past 12 months without having at least a few qualms over systems, data and employees, especially those outside the U.S., and the possible effect of local unrest, epidemics, earthquakes or other hazards. Indeed, in a 2010 survey of the 100 largest technology companies, 55% of executives reported worrying about "natural disasters, war, conflicts and terrorist attacks." When the same executives were again asked that question in 2011, that percentage rose to 81%.

In this increasingly global and interconnected world, it's easy to see why they're concerned. Power outages, weather events, political unrest or even something as mundane as a ship dragging its anchor over a fiber-optic cable can disrupt your operations in unexpected ways. Data centers could go offline. Data stored in remote locations could become unavailable, as could your supply chain. You could lose contact with offshore service providers due to interrupted communications. Software-as-a-service applications could go offline. And although cloud-based infrastructure is mostly hosted in the U.S. now, that's expected to change in the next few years, posing even greater risks.