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Saturday, July 13, 2013

Mobile Cloud dan Enterprise saat ini



[Infographic]: Mobile Cloud And Enterprises Today


Written by  Raja Rao | 09 July 2013
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mobile cloudCloud Technology is proving to be beneficial to companies in many ways. Companies, even though sceptical initially; began to accept this fast growing technology. Especially for companies with a lot of mobile workforce this technology seems to be facilitating their capabilities to some extent.
Mobile and cloud technologies together are creating new market opportunities that were not available to companies before. SAP teamed up with Oxford Economics and conducted a global survey of 200 senior business and IT executives. They have put the information gathered in an infographic about Mobile Cloud.
The infographic shows how the companies are unlocking mobile cloud; making changes to their strategies and how this new concept is making a difference in various areas of their businesses. It highlights the key themes of mobile cloud platforms.

mobile cloud


[Image Credits: datacenterknowledge.com]
Raja Rao

Raja Rao


RajaRao is our Cloud Journalist writing for ToolsJournal on Cloud Tools, Latest updates, Cloud Quick Lists and more. He has done his Bachelors of Engineering in Civil and has been in IT for over 15 years with good expertise on CRM, Peoplesoft, SAP, Microsoft and .Net technologies. Raja comes with fantastic blend of Technical, Solutions and Delivery expertise. Loving the concept of ToolsJournal he has joined us full time and has been tremendous help to take this portal forward. 

You can reach Raja at raja@toolsjournal.com 
- See more at: http://www.toolsjournal.com/cloud-articles/item/1960-infographic-mobile-cloud-and-enterprises-today#sthash.2wyPQy7Q.dpuf

Menebak masa depan IoT

Present and Future Technologies for Internet of Things (IoT) - 11 July 2013

An Interesting presentation from our Future of Wireless Conference (#FWIC2013) in Cambridge earlier this month. A question being asked is what technology will be used for Internet of Things (IoT) or Internet of Everything (IoE) as its also referred to nowadays. These 3 slides below summarises what technologies are see applicable to which scenarios.





Wednesday, July 10, 2013

Penetrasi tablet hingga 17%




Mobile Devices Lead Electronics Purchases, Finds CEA’s Annual Ownership Study
Arlington, VA – 04/22/2013 – Consumers’ desire for mobility is driving sales of tablets, smartphones, e-readers and wireless mobile hotspots, according to a new study released today by the Consumer Electronics Association (CEA)®. The 15th Annual Household CE Ownership and Market Potential Study also found that consumer electronics (CE) spending is up for individuals (35 percent) and households (36 percent) over the last 12 months.

Mobile Devices 
Sales of tablet computers are driving growth in the CE industry; household penetration of tablets is up 17 percent year over year. The CEA study also found household increased penetration rates for smartphones (12 percent), e-readers (10 percent) and wireless mobile hotspots (10 percent).
 
 Year-over-Year Increase in Household Penetration Rate
Tablet Computers17%
Smartphones12%
E-readers10%
Wireless Mobile Hotspot10%
 

“For the first time in the 15 years we’ve conducted this survey, the top four products making headway in U.S. households are mobile devices,” said Kevin Tillmann, senior research analyst, market research, CEA. “We’re seeing overall household penetration rates for smartphones and tablets at 58 percent and 39 percent respectively, and we expect they will continue to dominate the marketplace in the coming year.”

Smartphone ownership continues to flourish, with 69 million U.S. households now owning a smartphone. As a result, basic cell phone (non-smartphone) ownership is steadily declining.

E-reader ownership increased from 19 percent in 2012 to 29 percent in 2013, and wireless mobile hotspot devices nearly doubled in ownership from 11 percent in 2012 to 21 percent in 2013.

Televisions
Televisions are the most universally-owned CE devices, with 98 percent of U.S. households owning at least one TV. In the last year, Internet-enabled TVs experienced a six point increase in household penetration rates, and can now be found in 15 percent of U.S. households.

Nearly three in four (74 percent) U.S. households report owning at least one HDTV. Among HDTV sets, LCD TVs remain the preferred choice, with more than six in ten (61 percent) U.S. households owing at least one LCD TV.

 Households owning DVD players decreased by four percentage points in 2012, while ownership of Blu-ray disc players increased by five percentage points. This serves as an indication that households are continuing to replace DVD players with Blu-ray disc players, optimizing picture quality on their HDTV sets.

Subscription Services 
Nearly 43 million U.S. households (36 percent) subscribe to video rental and streaming services, and another 15 percent of households said they expected to subscribe to at least one of these services in the year ahead. Video subscription services are expected to continue to grow as these services evolve. Internet phone, digital file back-up, and music subscription services all experienced five percentage point increases over 2012 levels.

Top Planned CE Purchases
In terms of anticipated purchases over the next year, the mobility trend continues; 29 percent of consumers said they plan to buy smartphones, second only to the 33 percent who indicated that they were planning to purchase headphones. Other planned purchases include  notebook/laptop/netbook computers (22 percent), tablets (21 percent) and HDTVs (20 percent).

Overall CE Spending
CE spending over the past 12 months is up considerably for both individuals and households. On average, U.S. adults reported spending $746 on CE products, a 35 percent increase over the prior year, while the average American household spent $1,312, an increase of 36 percent. Spending increased most dramatically for adults ages 25-34, up 62 percent from 2012 levels to $1,171.

 “Several factors are contributing to an increase in consumer spending. Unemployment numbers are declining. And prices are falling across several CE product categories as competition increases within these market segments,” said Tillmann. “This bodes well for consumers, affording them the opportunity to purchase more products and upgrade with greater frequency.”

The 15th Annual Household CE Ownership and Market Potential Study (April 2013) was conducted between January 25-28 and February 1-4, 2013. It was designed and formulated by CEA Market Research, the most comprehensive source of sales data, forecasts, consumer research and historical trends for the consumer electronics industry. Please cite any information to the Consumer Electronics Association (CEA)®. The complete study is available for free for CEA member companies atmembers.CE.org. Non-members may purchase the study for $1,200 at the CEA Store.
About CEA
The Consumer Electronics Association (CEA) is the preeminent trade association promoting growth in the $209 billion U.S. consumer electronics industry. More than 2,000 companies enjoy the benefits of CEA membership, including legislative advocacy, market research, technical training and education, industry promotion, standards development and the fostering of business and strategic relationships. CEA also owns and produces the International CES – The Global Stage for Innovation. All profits from CES are reinvested into CEA’s industry services. Find CEA online:www.CE.org and www.DeclareInnovation.com. Follow CES at www.CESweb.org and through both CEA and CES social media channels.

Hal yang harus diperhatikan dalam COPE




Why the COPE model isn't a slam-dunk alternative to BYOD

On paper, the COPE model sounds like a win-win for IT and end users, but if you pull back the curtains, you'll find that it has its own set of challenges.
Compared to BYOD, the corporate-owned, personally enabled (COPE) model gives IT administrators more control. But users might see such a move as a Big Brother situation, rather than a partnership with their employers. Finances can also pose problems.

Parsing the COPE model's details

COPE imposes fully managed and monitored devices. IT might offer multiple devices, apps and services from which to choose, but the available options might not be what users want or need. And employees today are used to getting exactly what they want when they want it from their mobile devices. Users don't want to juggle different devices for work and play, which is one issue that bring your own device (BYOD) helps to avoid.
Under the COPE model, workers use devices for personal tasks that are within reason, but it's that "within reason" part that companies have to worry about. On the surface, it might sound like a sensible approach, but trying to get any two people --let alone an entire organization-- to agree on what is "within reason" is almost impossible when it comes to personal use.
Another challenge is managing the financial details of COPE. Making sure that users stay within their service plans' stated cost thresholds, deciding who pays for it when they exceed those thresholds, etc., can become a burden. All these transactions must be carefully managed.

How to make COPE work

BYOD VS. COPE

Part 1: A corporate ownership comeback?
Part 2: The challenges of the COPE model
Despite the challenges associated with the COPE model, some organizations might greatly benefit from the control it returns to their IT departments, especially when it comes to protecting sensitive data. But COPE calls for a shift in thinking on everyone's part. IT must be willing to relinquish some of its control to allow workers to use company devices for personal tasks. Workers must be willing to give up some of their freedom so IT can control their devices. In the end, it comes down to the same old battle that BYOD creates: management and security concerns versus flexibility and productivity.
An organization willing to corral its workers into the COPE model will need to build a short list of approved services and devices and be willing to reconsider and update that list as needed. The company will also need a concrete mobility policy in place and will have to invest the resources necessary to educate users about that policy. It's worth noting that these are things a company should be doing for BYOD programs, as well.

BYOD vs COPE

Salah satu kendala dengan BYOD adalah bahwa perangkat dimiliki oleh karyawan, bukan melulu punya perusahaan. Oleh karena itu, tidak semua policy dapat dipaksakan ke perangkat tersebut.  Maka konsep Corporate Owned Personally Enabled (COPE) kembali muncul.


BYOD vs. COPE: Why corporate device ownership could make a comeback

There's a new debate when it comes to enterprise mobility: BYOD versus COPE.
It seems that the bring your own device (BYOD) trend isn't panning out the way some people had hoped. BYOD brings with it a number of security and manageability concerns. When mobile devices don't belong to the enterprise, workers use them for whatever they want, and it's nearly impossible for IT to police.
COPE, or "corporate-owned, personally enabled," promises to clean up some of the mess that BYOD has created. The COPE model offers businesses a new way of acknowledging and embracing consumerization by giving some control back to IT without depriving users of devices that make them more productive.
First, there's the corporate-owned part. In the COPE model, workers use devices issued and sanctioned by the organization instead of using their own devices for work. Though that idea may sound like a throwback to the thumbscrew days of IT domination -- one of the things BYOD seeks to eradicate -- the personally enabledqualifier means IT loosens its reins a bit. With COPE, employees can use corporate devices for personal tasks. Workers can post, text, tweet and launch cartoon birds to their hearts' desire.

Evaluating BYOD vs. COPE

Many consumers love their smartphones and tablets, and that's probably not going to change anytime soon. According to a 2013 Consumer Electronics Association study, the annual rates of smartphone and tablet sales are increasing faster than those of any other household electronic products. So in love are consumers with their gadgets, they gladly tote them into the workplace.
Many organizations have embraced the influx of electronic devices and tried to accommodate them as best as they know how, appeasing gadget-gathering workers who want to choose the devices, apps and services that best meet their personal and business needs. Some companies have seen happier, more productive workers and cost savings. Other organizations have been so pleased with their BYOD programs that they subsidize employees' mobile habits.

BYOD VS. COPE

Part 1: A corporate ownership comeback?
But at its most untamed, BYOD leaves IT to manage and control a chaotic mix of apps, services and device types, forcing administrators to find ways to ensure compliance and data security. There have been great improvements in the area of BYOD management, but security still remains an immense concern.
The COPE model aims to ease some security concerns by making it easier for IT to monitor and protect devices, because they're corporate-owned while still offering many of the benefits of BYOD. With COPE, employees can still select the devices, services and apps they want to use, but IT gets to limit what those choices are, how they're implemented and the cost thresholds associated with them. Rather than trying to carve out a space on a personal device for secure data and device management -- as IT would with a secure container or dual persona technology in a BYOD scenario -- COPE lets admins create space on a fully managed device for personal uses.
The COPE model can also help IT work within legal and regulatory parameters. For example, some European countries prohibit companies from wiping data on personal devices; if an employee loses a device, IT can do nothing to prevent sensitive data from being compromised. COPE eliminates this concern because the device belongs to the organization, so IT has every right to remotely wipe it if and when such action becomes necessary.
Organizations can also install management software, apply patches and enroll the devices in MDM systems more easily under COPE. This model also puts organizations in a better position to negotiate service contracts, pool minutes, buy devices in bulk and reap other cost-saving benefits. Companies can even determine which devices, services and apps they'll support. Although BYOD programs might provide these types of controls to a limited degree, IT still has a difficult time preventing workers from using services and apps that could compromise devices and line-of-business applications.

Tuesday, July 09, 2013

Bergulat dengan SLA

Bicara-bicara soal SLA, bisa sampai berbusa. Ternyata, dalam keseharian kita pun, kita bergulat dengan SLA

Apa sih SLA ?

Service Level Agreement (SLA)

service level agreement (SLA) is a part of a contract where the level of service is formally defined. The SLA records a common understanding about services, priorities, responsibilities, guarantees, and warranties. Each area should have the “level of service” defined. The SLA may specify the levels of availability, serviceability, performance, operation, or other attributes of the service, such as billing.
It is very common to append a Service Level Agreement to your contract with your Email Service Provider, may it be a hosted service or even an in-house solution.

Why a Service Level Agreement (SLA)?

With a Service level agreement a client knows the level of services to expect in combination with the price of those services. This makes it possible to evaluate those services and compare them with other email service providers. In case of non-compliance with the SLA, improvements should be made. The supplier can be held to the agreement, in some cases with penalty. Service level agreements are also used as a starting point for cost control and quality improvements.

Target and Minimum

The service level can also be specified as “target” and “minimum,” which allows customers to be informed what to expect (the minimum), whilst providing a measurable (average) target value that shows the level of organization performance.

Elements of a Service Level Agreement

You might want to consider including the following often used elements in your SLA:
  • Definition of services
  • Reaction time & Availability
  • Performance
  • Problem management
  • Reporting
  • Sanctions
  • Customer duties
  • Warranties
  • Disaster recovery
  • Termination of agreement
  • Cost control
  • Monitoring, performance measurement and audit
Related terms: Uptime, deliverability, service desk, reliability.

Sunday, July 07, 2013

Buatlah Strategi Mobile Platform

Creating a fluid mobile platform strategy to manage mobile diversity

Why is creating a mobile platform strategy so important? A mobile platform is not just the individual device or operating system (OS) it runs, but it encompasses an ecosystem that includes the end user, the IT infrastructure and the app environment—all contained in the most cost-effective, manageable and secure package. This definition provides the basis for creating a mobile platform strategy.
Our research at J. Gold Associates indicates that a strong mobile platform strategy can do the following:
  • Increase end-user productivity by 10% to15% if done right.
  • Have a negative impact of 25% to 50% on TCO if done badly.
  • Significantly increase the burden on IT resources if not handled properly.
  • Create a catastrophic cost liability through failed security.
  • Significantly impact the availability and functioning of the mobile application environment.
Therefore, the implications associated with creating a proper mobile platform strategy range far beyond the individual user and/or device.
Managing the diversity of mobile platforms
Mobility is an enabling technology and not a uniquely different way to do business. Any mobile platform strategy should be an extension of the existing corporate strategy and not a one-off, stand-alone plan. Use existing corporate policies—especially security and user policies as a starting point—and extend and modify these policies for the unique characteristics of mobility.
We recommend companies focus on several areas when developing a mobile platform strategy including the following:
  • Identifying the end-user needs and creating user classes that allow for several—three to five at most—different types of users with different needs and capabilities. User classes should not only be based on the organizational position within the enterprise, but also by function and/or departmental needs, such as sales, marketing or services.
  • Selecting a limited number of device form factors and manufacturers that can be managed and secured by the organization. It may not be possible to support all users on all devices, and this should be acknowledged as part of the mobile strategy. Most companies will be best served by limiting/restricting the choices so the IT burden is manageable.
  • Creating specific policies based on the applications required by user types, and mapping these applications to a series of smart device types. Not all users will get equivalent capabilities on every device. This should be based on end-user needs, and the ability of the user-selected device to be effectively secured and managed.
  • Determining the mobile “risk profile” of both the company and the individual users and their devices. This will be used to assess whether certain users, apps and devices are appropriate for corporate use.
  • Evaluating and deploying the right products to enhance individual devices and provide security, management and policy enforcement. Many mobile management vendors have products that can create a more secure and manageable infrastructure, such as Sybase,McAfeeRIMZenpriseMobileIronAirWatch and BoxTone. These mobile management solutions should be used to supplement any existing corporate infrastructure to provide the broadest capabilities to enable user choice.
  • Educating and informing end users on the issues and concerns regarding data protection and personal use within the corporate environment. Provide input on the security capabilities of the various choices that the end user can make, and map that to the types of uses allowed for that device. This is an area many companies fail to do adequately, and it is often why there is so much dissatisfaction within the end-user community. Most users will work with the company and IT if they know why policies are created. IT should use this as an opportunity to build allies rather than simply be seen as being dictatorial.
Completing these steps will lead your company to a mobile platform strategy that can embrace the widest possible needs of your mobile workers. With the rapid pace of innovation within the mobile space, particularly with tablets, mobile policies will need to be fluid and dynamic. Do not expect to create a static plan that will make sense for years; the strategy needs to be reviewed on a regular basis—at least every six months—to properly enable the maximum benefit.
Clearly, each organization will have unique and specific needs. But there is a core mobile policy and strategy that all organizations should implement if they are going to enable end users to bring their own devices to work. Done well, the end-user community will be satisfied, and the corporation will enhance end-user productivity while maintaining the lowest cost and highest level of security.
In part one of this series, read why the tablet invasion has many enterprises bypassing mobile device strategies and dealing with mobile security and policies on an ad hoc basis.

Jack E. Gold, J. Gold AssociatesAbout the author: Jack E. Gold is founder and principal analyst at J. Gold Associates. Gold is a leading authority on mobile, wireless and pervasive computing. He advises clients on business analysis, strategic planning, architecture, product evaluation/selection and enterprise application strategies. Before founding J. Gold Associates, Gold was a vice president of Technology Research Services with Meta Group, and also held positions in technical and marketing management at Digital Equipment Corporation and Xerox. He can be reached atjack.gold@jgoldassociates.com.