Often we discuss technology trends and the changes they cause. We debated the technological complexities involved and estimated its rate of market adoption. But most of the technical articles forget one key factor: the driving force behind the adoption of any technological change is the economic factor.

When looking at the future of IT, we can learn something from the past and how organizations and society invested in these technologies. In the past, a few mainframe companies had access to computers (the computers were too expensive) and the expectation was that IT would enable them to automate their business processes, to make them faster and cheaper. Later we saw the emergence of the distributed model, client-server, which cheapened the cost of acquisition of technology, allowing you to create solutions aimed to generate more speed and functionality demanded by specific Departments. However, the rapid proliferation of different systems has created a demand for integration that culminated in the emergence of the ERPs.

The situation today is very different from years ago. The Internet is already a part of our daily life and is ingrained in the IT business. The companies did not begin to settle more in just reduced costs. This is “business as usual”, the duty of every self-respecting manager. IT has already done much in this sense, “how to create shared-services center and consolidate its data centers?“. IT now has the opportunity to be looked at from the perspective of revenue generation and as a platform for creating new business and support growth strategies and not just an operational area.

To view IT as revenue generator is a different “mind-set“, because IT was always seen as supportive for the business, but now, it generate new revenue. Now IT can be seen even as its source of income. The adoption of IT cloud computing allows you to generate revenue and profits. We can start talking at the end. Cloudnomics.

Cloudnomics can be translated as a new economic model for IT, where metrics like TCO lose enough of its importance and IT begins to be seen through the eyes of a business case. In fact, any business is started to go forward, generate revenue and profitability!

As cloud computing enters this process?

With public cloud. IT will no longer install, configure and upgrade physical servers, and the standardized and automated processes that characterize a cloud environment, the number of technicians dedicated to support greatly decreases. IT can focus on innovation and value creation for the company. The cost models also change with cloud and its concept of elasticity. You pay for the use of resources consumed, which can be directly linked to revenue generation, increased use of IT, more revenue generation. It is an economic model that changes the rules of the game. It costs the same to rent a server for 1000 hours to 1000 servers for one hour.

A practical example of how the current IT model limits the generation of significant revenue: To explore new business opportunities that have a short life. In the current model, it is not economically justifiable to purchase a technology platform and put it into production (with high up-front investment) for it to operate for only a few months, taking advantage of a unique business opportunity. The bill probably will not close. With this cloud, it is perfectly possible. A simplistic example, but it shows the idea: producing an animation, where the defendant is a huge computing power to render final film, much more than the sum of all previous months of production and that after the closure dispensing with all computers. Cloud computers are allocated as they are needed and that there is no turning off computers . The provider, in turn, also enjoys economies of scale, keeping thousands of servers to be shared by hundreds or thousands of customers.

The conceptual shift is much larger than technological change. Comes the entrepreneur CIO, attached directly to the CEO. A profile is much less technical and more focused on business and entrepreneurship. In fact, a suggestion of an MBA could be “Entrepreneurship in IT” .

Among the structural changes to IT, we see the start of an organization aimed at supporting other sectors of the company to a revenue-generating industry and the transformation of an organization focused on building activities and support systems and computing power for an organization aimed at creating a computing platform where new businesses will be generated. The choice of applications and consequent utilization can be moved to their users.

This new IT may act as an incubator for business start-ups within the company.

Finally, IT is a business unit which is simple to write, but hard to put into practice. Sure, it’s not going to happen from one day to another, but a process that will happen over the next year. But can get started today.

While in recent months, access to applications is offered in pay per use model,  being hosted on shared data centers (which is known as cloud computing), (arguments) continue flying over the issue of security as a recurring objection to the general expansion of the use of the cloud.

Without wishing to deny the existence of risks, try to propose the following hypothesis: will have to set optimal levels of security that do not impede or complicate access and use of software applications and services.

There is a maximum security level, which is credited with 100% confidence that there will be no risks: always keep your computer off.

Most studies conclude the existence of quasi-apocalyptic risks that are computer security companies or service providers that impact on their levels of safety and business case.

Those who seem to have the most spyware code distributed around the world are governments, who in turn create the laws for the security checkpoint.

The group of non-internet users is precisely the one that seems to have security issues.

The setting of restrictions on access to internet sites has meant that, in most large organizations, employees have not been able to access critical information necessary for their work when they are needed.

The use of antivirus, antispam, … and other security services consume much resources and slow down the PC so that large numbers of personnel management and maintenance of networks and teams in organizations chose to uninstall them and have a copy of their data and their applications, which are  immediately restored on regular basis.

While centers reported that high level of security has localized malware code, which is not on specific devices, internal network or don’t know what type of malware it is, so presumably it exists, but their relation to any risk of physical security is virtually nonexistent.

The greatest risk for loss of information lies in overheating of the machine where it is stored. I would not be mistaken if I say that the control measures and physical security of any data center operating internet is much higher than any company that maintains the machines on their premises.

The above statement is also valid for the control and limitation of physical access to machines.

To maintain the technology infrastructure at home is a decision being reconsidered by the companies, particularly small and medium-sized. Apparently, the computing power is no longer attached to a box, and has jumped into the clouds. The investment in solutions for the data center is high and pay per use is very attractive. This is an important lever in the model of public cloud infrastructure as a service (IaaS).

This year, growth will be even greater. The average expansion year after year is 64%, which has hooked more users so far.

In addition, 41% believe that infrastructure as a service model will be growing more in the coming years. IaaS will reach maturity in the next two years, but must go through a phase of cultural change to take off. There are vendors that point cloud as a form of outsourcing. But it is not. It takes a break from that thought.

The difference lies in customization. Cloud mass is the solution that is equal for all, not outsourcing. That’s why cloud is half of the value of outsourcing. Another point of attention in the industry is in relation to the offer. While security is still pointed out by companies and analysts as a red alert for the adoption of cloud.

Today, we have more than 33,000 customers worldwide, including users of dedicated servers, cloud computing, e-commerce and etc. The offer we have today is focused on large companies and have service level agreements that monitor downtime, response time, etc. However, the use of public cloud is still low, but the trend for the next year should be a combination of private and public cloud.

We believe in the growth of hybrid clouds. It includes mobility products, software, service, and we are increasingly following the path as a service. In November 2011, we launched eNlight Cloud Computing Solution that deliver Cloud Computing Services around the world.

The cloud computing is based on a delivery model technology in which the infrastructure is not the client, but on remote servers that offer large capacity processing and data storage resources that may be shared (in the case of smaller customers) or be of use only if the contractor needs.

In theory, this ‘cloud‘ eliminates the need for companies to have to worry about the acquisition and maintenance of application specific hardware, or group of applications. Resources are acquired (hire as a service) as the need arises and paid as per use of resources.

This business model is still in its infancy. The expert says that over the next few months, companies will focus on three points related to the cloud : understanding how to store static files; testing services and try to get some applications to the cloud without having to change them.

Listed below are four questions that often arise when talking about cloud computing. Check the answers.

Does the adoption of cloud computing affect the obligations of companies regarding the preservation of data?

Companies must follow specific policies for the preservation of their sensitive data. This is because, especially in sectors that deal with sensitive information of customers, you need to store data that can be used in the future, in the case of a judicial investigation. So, before sealing agreements for cloud with a supplier, you must ensure that such service providers are able to store confidential files. All specifications relating to protection policies, storage and retrieval of data should be expressed in formal contracts between the parties.

Stored data in “cloud” is more vulnerable?

When a company is using cloud computing services, it is creating another source of access to their data. But it does not necessarily mean that information security is impaired.

Can you preserve the confidentiality of any data?

Yes, the rights of providers to access customer information may be limited by contractual clauses. However, it is necessary that the provider has a minimum level of freedom to act efficiently and therefore extremely sensitive data should not be in the cloud, and yes, the company’s internal infrastructure.

What steps should be followed after the choice of a reliable cloud service provider?

Adopting the model of cloud computing can be a good opportunity to structure a program for data retention. That is, after choosing a service provider, the company has no policies for storage, query and retrieval of information should set them to map all of its assets. This step is important to create an inventory that indicates where and how each corporate information is stored and manipulated.

The topic cloud computing, still demands a lot of debate and conflicting opinions, it is already becoming reality. Every day we see the ecosystem built around cloud computing and to consolidate, more and more success stories are published.

I will not quote statistics and forecasts that always come from industry analysts, who provide these stats and estimates agree with each other in numbers.

The three layers of cloud, IaaS, PaaS and SaaS can be viewed as a hierarchy, where the lower layer has IaaS, above it we have the top SaaS and PaaS. The upper layers are built upon the layers below. The benefits obtained are directly related to the layer. That is, the higher the layer, the greater the potential benefits. IaaS can be considered as the commoditized layer, as it basically provides a virtual infrastructure, the users are abstracting the physical equipment. But offers no content. SaaS, in turn, enables a higher level of abstraction, because the User sees only the features of the software without needing to know what technology it uses and need not even bother with version upgrades.

The most emblematic example is the force.com that lets you create applications that extend the functionality of the salesforce. We will see later PaaS is consolidating itself, with its own technologies, separate from SaaS vendors. This will happen with maturity in the use of cloud services, when companies use the SaaS PaaS coupled to identify who will be imprisoned on these platforms.

But it is indisputable that we are still learning to exploit the potential of cloud computing and we will learn much more in the coming years. The first projects have been exploratory, which is natural. What we will see this year? Clouds filled with typical workloads to be outsourced via SaaS and on-premise applications transferred to IaaS clouds. But, although limited in their impact, are paving the way for the full adoption of the model. In fact, the cycles of technological change takes take several years to mature in 2020 and probably cloud computing is commonplace. But if this will happen in 2020, the first steps should be taken now in 2012. Cloud computing is a reality now and should already be on the radar of the IT managers of all firms.

Less well-known technologies like IaaS, PaaS and SaaS, the DaaS or Desktop as a Service, opens the way for a new generation of working environment uncorrelated positions and physical devices.

1. What is behind the acronym DaaS?

Acronym Desktop as a Service (or work environment seen as a service), the DaaS is part of the family of bricks supplied as computer services, alongside the IaaS-Infrastructure as a Service, the PaaS-Platform as a Service, and SaaS-Software as a Service. The DaaS is to deport the management and delivery of work environments (but sometimes applications) in the Cloud Computing.

2. The DaaS is it totally paperless?

Indeed. In this model it comes to providing a work environment (including both the OS, applications, and also the parameters and user preferences) on demand. This is totally uncorrelated from the terminal on which it will be displayed. Thus, a working environment like DaaS will also be distributed on traditional workstations (PCs, laptops), on a smartphone or a tablet.

3. What is the point of DaaS?

It is equivalent to that of the IaaS, PaaS and SaaS. The DaaS avoids the company to acquire assets (servers in the case of IaaS, software in the case of SaaS) recorded in the balance sheet in the form of requiring CAPEX and depreciation. It can instead be accounted for as operating expenses, thus providing flexibility for the accountant (OPEX).

4. What are the differences between the DaaS infrastructure and virtualized desktops (VDI)?

Chronologically, the concept of VDI is before DaaS that appeared over the last three years. As part of an offer to DaaS, the virtualized environment of work is provided by an operator or third party vendor responsible to host, manage and integrate the applications desired by the company. They will be provided in a secure manner from a multi-tenant Cloud, in the form of a subscription to the use of work environments.

For its part, the VDI (for Virtual Desktop Infrastructure ) is a virtualization technology designed to allow the company to virtualize its own working environments, in its own data center for example.

5. The future is in the DaaS?

In the same way that the is software provided on request in the form of services, work environment “as a Service” are required to grow strongly by various research firms, including IDC. If only because they are an opportunity for the company to better control costs and to refocus on business. In addition, unlike the traditional VDI or deployment in workstations, the time of implementation is also very short, which of course will interest companies.

Below, we have listed some of the important points that can be used to consider the idea that offers remote working for staff members which can be an excellent alternative.

1 – More Productive Officials

When they work from home, they do not have the distractions of the office, and do not spend time in   transit. Several academic studies and surveys show that corporate remote workers are often happier and more productive than those who stay at company headquarters. Some workers may need supervision, but you can do this through production targets rather than to monitor hours worked per day.

2 – Reaching The Professional Team Wherever They Are.. Regardless Of Location

Generally, the adoption of telecommuting involves building the minimum appropriate infrastructure: software and appropriate internet connection. The tools include remote control applications, collaboration software and video conferencing software. It may be easier to reach team members via the web than walk around the office.

3 – Space Saving And Cost Cutting

The remote worker not only uses his own desk and PC, but also electricity, snacks, water, broadband, telephony and more. This reduces costs for the office. Even if you reimburse some costs, such as connectivity to the Internet or using the phone, you’ll save space in the square footage of the company.

4 – Improved Management Of IT And Reduction Of Maintenance Costs

In general, remote workers provide their own connectivity and PCs If you need to install anti-virus, remote access, and other software, the total costs should be much smaller in comparison with the management in-house. You will need to set standards and perhaps implement their fulfillment, such as checking software to ensure that anyone who connects to the network is not infected with a virus or has outdated software.

5 – Enjoy Cloud-Based Services

Instead of hosting servers in your offices, you can take advantage of cloud computing applications that enable telepresence. The cloud applications can provide more reliable service than their your own servers. Cloud providers have multiple redundant data centers to ensure reliable connectivity.

Obviously, you will need to thoroughly investigate the available security and backup options for each service.

6 – Faster Business

If the tools are configured correctly, the remote working can make the company more agile, giving greater flexibility for professionals to meet project requirements. You can quickly find and recruit workers for specific projects.

7 – Cheaper Labor

If you are located in an expensive area, you can save substantial amounts of money. Professionals can live in regions with good and cheapest internet connectivity – and be satisfied with lower wages than in large cities. In addition, many employees accept a lower salary in exchange for remote working.

Finally, if you hire professionals through independent contractors, will save on the costs of payroll.

Remote work with the company can save substantial sums with few real disadvantages if you carefully manage security. The perception of difficulty in supervising remote workers, often seems to be the biggest barrier to implementing remote working, but it is possible to overcome this by looking for profit.

Projects sometimes go off track. It is almost a rule. But it is always possible to reduce the number of projects with insoluble problems.

Although many factors affect the success of a project, the failures often result from poor planning, which fail to consider the basic restrictions. In IT, there are restrictions in the following areas:

Specific skills – All planning must consider the availability of skills in high demand. A member of the retail list of Fortune 500 companies had to rebuild almost all applications in use. Initially, the plan seemed aggressive, but achievable. Further analysis, however, revealed significant personal failures. Nine key people, including architects and project managers were given assignments in excess in more than one project. Avoid this by checking the availability of personnel, even if specific skills are needed only for a limited time. This seems obvious but is often ignored.

Culture – The plans must accommodate different cultures in an organization. A global company with hundreds of small independent offices did not take into account the independence of these offices to deploy a centralized corporate help desk. The offices did not see the value in help desk and ignored.

Project managers have a habit of ignoring the organizational culture at their own risk.

Deliverability – Every IT organization has limitations imposed by the infrastructure. A food manufacturer, also part of the list of Fortune 500 companies, decided to change all his direct sales force and simultaneously his entire mix of products and credit instruments. Unfortunately, their home systems were inflexible. Old and poorly documented legacy became difficult to update. The IT planning team refused to include improvements, despite many protests. Unable to make decisions or ship products for six weeks, the company almost went out of business.

Budgets – Planning ignoring budget constraints are doomed. A CIO was forced to make eight major projects in parallel, while there were not enough managers. His requests for additional staffing or delay were always denied. IT staff, now discredited, was forced to work on plans considered unviable. Result: many chose to seek other employment opportunities.

Planning errors are often the result of weaknesses of the companies. Pressure management is one of the most common weaknesses. Inexperience is another. Planning teams need to have enough experienced participants to ensure that deadlines are realistic and the constraints and risks taken into account.

Even aggressive planning can succeed if they are realistic. The more daring the plan is, the less room for error. Planning undetected errors are a harbinger of failure.

The competitive market forces companies to be more agile and to invest more in the quality of its products and services and customer service. An appropriate ERP solutions is essential for a company to get in various sectors.

Technology evolves, grows and ERP companies should accompany these changes. There is software that allows customization, but they do not always solve the problem, and the company gets hurt with a system that no longer meets the needs. This is where the question arises: it is time to replace the ERP?

The question about changing or not changing the ERP arises because it is difficult to deploy a solution in the key sectors of a company. Employees need time to adapt to the new system. Therefore, it seems easier to make adjustments to the ERP that people are already accustomed to. But before you decide to change or do not, you have to look at some issues.

The emergence of a new technology is not essential for the exchange of ERP. More important than a new technology is to evaluate whether the company’s needs are met by the current software vendor. Growth of the organization, legal changes or changes in internal processes are situations that require modification of the system. If the current ERP can address these changes effectively, there is no need to exchange.

It is also important to note that the ERP solution has no “expiration date”. But we must consider whether the software vendor performs the technological updates in databases and applications or not. New technologies bring greater flexibility in the use of certain procedures and improve some procedures. Therefore, if the vendor does not update its ERP, there may be a need to exchange it.

To observe whether the use of spreadsheets is too much or competes with the ERP is also important. After all, if you need a parallel “system”, this demonstrates that the solution is not meeting the needs, or is obsolete.

If there is no doubt that your ERP solution is helping your company to meet its challenges, it may be time to think about parting with their ERP.

Below are some points to consider for the exchange of your ERP.

• The evolution of their ERP does not follow the dynamic growth of your company?
• Requested changes in your ERP realized to be slow?
• Its ERP infrastructure requires a high cost to be operationalized.
• The training for new users of your ERP or new modules, or implementation of new features is effective?
• When prompted for support, is your ERP vendor efficient?
• Your ERP vendor provides you with a proactive support or only when requested?
• Your ERP provider makes regular visits and evaluates the level of satisfaction?
• The care of your ERP vendor offers the agility needed to solve problems at the desired time?
• Their requests are met or need improvements to go to parallel controls?
• The delivery of your requests do not meet your expectations for desired the term?
• The quality of medical care or support requests lacks the quality improvement that is expected or desired?

In the community of IT security initiatives, identity and access management (IAM) are considered to be of high value. But the processes, technologies and policies to manage digital identities and controlling how identities can be used to access resources are notoriously problematic to implement.

This dilemma has led to the rise of what is called identity governance, which involves the definition and implementation of processes related to identifying businesses that are most critical to the organization.

Here are ten most common factors to measure the effectiveness of the governance identity.

1. Volume reset passwords per month

This is a classic in identity management, and also key to help organizations measure the effectiveness of their programs of AMI. If the passwords are not regularly exchanged, the organization’s policies, and password management tools require a closer look.

2. Average number of different logins per user

Another classic of AMI, and for many years, a justification for hiring systems Single Sign-On (SSO). A typical business user needs to log on multiple times to get access to various business applications used in their work. And the average accounts per user varies from ten to twelve.

The need to remember multiple passwords is a major cause of problems. That’s the reason why organizations should strive to make the average per-user accounts only fall to the lowest possible amount. The ability to log on once and gain access to various systems, should be the ‘golden dream’ of identity management projects.

3. Number of accounts uncorrelated

The accounts that have no owner, and occur most often when a change occurs, such as a promotion or a dismissal, and that person’s accounts are not managed properly. Many accounts uncorrelated can lead to an unnecessary risk.

4. Number of new accounts provisioned

This number should closely monitor the amount of new employees to the organization. An effective program of AMI should be prepared to welcome new users who need access to systems and applications. If there is a significant discrepancy between the number of provisioned accounts and the total number of new users during a certain period, this imbalance indicates inefficient processes and poor identity data.

5. Average time required for the supply or provision of a user

This shows the time duration a new user has to wait to access the resources they need to do their job. It has ramifications implicit in productivity and return on investment (ROI). This metric can signal a business process that needs to be reviewed and possibly adjusted.

6. Average time required to authorize a change

This metric can provide insights into the efficiency of the approval processes of an organization. For example, if there are four people involved in the adoption of access to a sales representative to the system, and the password to take two weeks to be granted, the sales representative will be limited in their ability to sell. Knowing how long it takes to get approvals can help to identify process bottlenecks.

7. Number of system or privileged accounts without owner

They appear almost always when people who had access to important resources, no longer have such access, but never have their privileges removed.

8. Number of exceptions per cycle access to the re-certification

A large number of exceptions is a strong indicator of poor quality identity data (for example, many users have access to resources that they should not have), or problems in the process (that is, the person applying for re-certification does not have all the information necessary to complete the process).

9. Number of exceptions of reconciliation

Exceptions reconciliation are typically caused by the inability of a reliable platform for AMI that bind an identity to an account in a target system. These exceptions should tend to zero over time, and any peak should trigger further investigation and further discussion.

10. Segregation of duties violations

Among common examples of violations of separation of duties are developers who have administrator access to production databases and traders can submit and approve their own transactions. They are more difficult to capture and measure, given its sophistication and natural crossing functions. Achievements of these illicit cross-profiles are the kind that often create headline. The organization shall implement control measures to prevent these violations, report them and try to remedy them.

It is often difficult to understand the scope and ramifications of these types of people and damage to the process until concrete measures are taken to resolve them.

Only with the appropriate metrics, an organization can measure its effectiveness and success in the efficient management of user access and make the necessary adjustments to reap significant operational benefits. If you got an e-governance services identity initiative, should try their best to follow some of these metrics.