Tuesday, December 4, 2012

Transavia.com stroomlijnt HR met Unit4 Emplaza

De Nederlandse luchtvaartmaatschappij Transavia.com gaat de bedrijfsbrede personeelsadministratie voeren met Unit4 Emplaza. De automatisering van handmatige werkzaamheden leidt tot kostenbesparingen en meer transparantie in de hr-processen. Unit4 gaat met de e-hrm-oplossing 33 sterk uiteenlopende hr-processen inrichten, waaronder de in-, door- en uitstroom van cabine-, grond- en kantoorpersoneel.
Alle ruim 2200 medewerkers van de luchtvaartmaatschappij gaan met het selfserviceportaal voor medewerkers en managers werken. De e-hrm-oplossing geeft meer inzicht in de hr-processen. Zo kunnen managers in één oogopslag alle relevante informatie over hun medewerkers inzien en beheren.
De digitalisering van de hr-processen zal ervoor zorgen dat de papierstroom verdwijnt. Daarnaast neemt de administratieve druk aanzienlijk af, met name door de geautomatiseerde workflow en de daaraan gekoppelde accordering. Aangezien Transavia.com met veel tijdelijke krachten werkt, vinden er veel personeelsmutaties plaats. Al deze digitale mutaties worden straks volledig decentraal verwerkt bij de luchtvaartmaatschappij.
De luchtvaartmaatschappij werkte al met de salaris- en financiële software van Unit4. Na een uitgebreide testfase is de software na de zomer in gebruik genomen.


Read more: http://www.computable.nl/artikel/nieuws/ehrm/4611288/2379235/transaviacom-stroomlijnt-hr-met-unit4-emplaza.html#ixzz2E5ENyMfA

2012

Imtech vernieuwt infrastructuur bij Transavia

Imtech, projectmanagementbureau Brighthouse en IBM hebben een nieuwe datacenterinfrastructuur geleverd aan luchtvaartmaatschappij Transavia. De infrastructuur van bedrijfskritische applicaties is dubbel uitgevoerd.
Dienstverlener Imtech ICT heeft samen met projectmanagementbureau Brighthouse een dubbel uitgevoerde datacenterinfrastructuur geleverd voor de bedrijfskritische systemen van luchtvaartmaatschappij Transavia. Beide datacenters zijn uitgerust met onder andere apparatuur van IBM. Het gaat om System i Power Systems en IBM System Storage N Series. De apparatuur is verdeeld over twee aparte machineruimtes. De ruimtes zijn ondergebracht op Schiphol-Oost, waar transavia.com het onderhoud aan zijn vloot uitvoert, en op de hoofdvestiging op Schiphol, dat dienst doet als back-upfaciliteit.
De dienstverlening is gebaseerd op een flexibele overeenkomst. Bij piekbelastingen kan extra capaciteit worden ingeschakeld. Er zijn geen financiële details van de overeenkomst bekendgemaakt.
Luchtvaartmaatschappij Transavia zegt 95 procent van haar omzet via het internet te behalen. Maandelijks zouden ruim anderhalf miljoen mensen de website van de luchtvaartmaatschappij bezoeken. Het bedrijf zegt jaarlijks meer dan vijf miljoen passagiers te vervoeren.

Read more: http://www.computable.nl/artikel/nieuws/infrastructuur/2695200/2379248/imtech-vernieuwt-infrastructuur-bij-transavia.html#ixzz2E5E9CWLX

2008

Saturday, October 27, 2012

Keala | Servers: System i kent trouwe aanhang

Keala | Servers: System i kent trouwe aanhang


Ex-gebruikers relatief vaak spijtoptant. IBM's System i-platform - bij velen beter bekend als de AS/400 - houdt zich nog goed staande onder het geweld van de Windows- en Unix-servers. Dit dankzij de stabiliteit van het platform en de centrale rol die het speelt in de backoffice. Dat concludeert Keala uit zijn System i-monitor, die in 2010 gestart is.
(Breda: 25 oktober 2012)

Tuesday, October 23, 2012

IBM Systems Magazine - Raz-Lee Announces Enhanced Change Tracker Product

IBM Systems Magazine - Raz-Lee Announces Enhanced Change Tracker Product

Nanuet, NY (October 15, 2012) – Raz-Lee Security announced today that its recently released Change Tracker product now supports tracking IBM i PTFs installed on the system. Change Tracker enables IBM i (AS/400) companies to automatically and comprehensively track software modifications made in production libraries, at both the source and object levels.
With the increasing awareness of industry-wide regulations such as SOX, HIPAA and PCI, auditing and traceability have become issues of major importance. Change Tracker is dedicated to automatically monitoring and logging programs, files and other types of objects at both the source and object levels. Change Tracker requires no operator intervention, relies on the actual updates performed within a library, and is a “fool-proof” solution for tracking object changes without requiring any manual intervention.
Change Tracker for IBM i PTFs incorporates a real-time tracking component which automatically tracks PTF Apply and Remove activity including all objects comprising the PTF. In addition, it records the current status of each PTF in the system.
The information collected by the product relates to the transaction (what, when, by who), the PTF itself (PTF ID, Licensed product, Release level) and the objects installed by the PTF (name, type, modules). All data can easily be classified into site-specific Projects such as “Upgrading to TR5”. Besides interactive interrogation, the product incorporates many built-in yet customizable reports as well as an internal report generator which enables standard reporting as well as e-mailed HTML, PDF and CSV output.
Multi-LPAR / Multi-Site organizations can produce organization-wide reporting with the addition of the Central Administration product.
Shmuel Zailer, CEO and CTO at Raz-Lee Security stated: “PTFs are changes to the most important production library – the operating system itself. PTFs can be applied temporarily and then removed, so it is extremely important to be able to know the status of a PTF at a certain time. With the addition of support for tracking IBM i PTFs, Change Tracker can be used by system administrators and IT management to audit the status of PTFs.”
About Raz-Lee Security Inc. and iSecurity
Raz-Lee Security is a leading international provider of security, auditing and compliance (SOX, PCI, HIPAA, etc.) solutions for the IBM i. Raz-Lee’s customers include companies of all sizes, from SMBs to enterprises with hundreds of systems in all vertical markets and industries. Financial institutions such as banks and insurance companies are especially well represented amongst Raz-Lee’s clientele.

Sunday, September 9, 2012

IBM i An executive guide to IBM’s strategy and roadmap for its integrated operating environment for Power Systems


Introduction
IBM i is the integrated operating environment for IBM Power Systems™, which is used by over
150,000 businesses around the world.  The integrated database architecture of IBM i, with its
heritage in the AS/400, iSeries and System i,  provides a foundation for running a wide variety of
industry applications, and helps businesses deliver services faster, with higher quality and with
superior economics.
In 2008, IBM brought together System i and System p
®
 into a unified POWER processor-based
platform: IBM Power Systems.  In 2010, IBM delivered new POWER7 processor-based systems,
a new release of IBM i, and enhancements across our Power Systems Software portfolio,
including PowerVM virtualization and PowerHA resiliency software.  Our IBM i clients can take
full advantage of IBM’s leading processors, servers, storage and software portfolio.  
 
We prioritize our IBM i strategy and new capabilities based on
requirements and feedback on business value from our client advisory
councils: representing mid-sized companies, large enterprises and our
solutions providers.    Their input and our technology investments have
ensured that our IBM i clients are in the mainstream of major industry
initiatives including business analytics, cloud technologies, and enterprise
application modernization.  
Colin Parris
General Manager
This white paper is designed to
IBM Power Systems
help IT executives understand of our
strategy and roadmap for the IBM i operating environment


Monday, August 27, 2012

Audi gears up for continued success with IBM private cloud (IBM AIX en DB2)

https://www-01.ibm.com/software/success/cssdb.nsf/cs/STRD-8XCDVD?OpenDocument&Site=default&cty=en_us

Published on 22-Aug-2012

"This really was an impressive accomplishment by the IBM team: migrating more than 100 SAP systems to a completely new operating system and database in six months and with no disruption." - Markus Wierl, Service Owner of SAP Infrastructure, AUDI AG
Customer:
Audi AG
Industry:
Automotive
Deployment country:
Germany
Solution:
Enabling Business Flexibility, Energy Efficiency, Enterprise Resource Planning, High Availability , Transforming Business, Virtualization
IBM Business Partner:
SAP AG

Overview

AUDI AG, part of the Volkswagen Group, is a leading global car manufacturer operating in the premium vehicle segment. With three brands – Audi, Lamborghini and Ducati – the company has eight production plants worldwide and a range that runs from small luxury family cars to high-performance supercars. Audi Group employs more than 65,000 people globally, and delivered more than 1.3 million premium cars to customers in 2011 – the highest output in its corporate history.
Business need:
AUDI AG builds family, sport and luxury supercars, competing with global auto companies. As low-cost manufacturers develop their own brands, Audi seeks to turn the tables by creating super-efficient business processes. The IT Services Department at Audi needed to help the company address several broad business challenges, including: increasing demands from employees, customers and suppliers; the need to support new technologies; rising cost pressures; variable sales volumes; and growing competition.
Solution:
Working with IBM Systems and Technology Group, IBM Global Technology Services and IBM Software Group, Audi migrated more than 100 SAP systems (including more than 30 SAP landscapes and 26 high-availability clusters) from HP-UX with Oracle 10g database to IBM AIX 6.1 with IBM DB2 9.7. This huge migration was completed in just six months, with no disruption to Audi’s business.
Benefits:
The IBM Power Systems and BladeCenter hardware requires 20 to 40 percent less energy than competing solutions from other vendors, while delivering higher performance and availability. With on-demand server capacity, Audi can expand and shrink processing capacity on the fly, switching on additional processors and memory on a temporary basis and paying only for what is used, enabling it to synchronize its IT capabilities and costs with changing patterns in external demand. The ability to switch on space capacity also enables greater business growth within the existing infrastructure.

Case Study

AUDI AG, part of the Volkswagen Group, is a leading global car manufacturer operating in the premium vehicle segment. With three brands – Audi, Lamborghini and Ducati – the company has eight production plants worldwide and a range that runs from small luxury family cars to high-performance supercars. Audi Group employs more than 65,000 people globally, and delivered more than 1.3 million premium cars to customers in 2011 – the highest output in its corporate history. In common with many other major automotive companies, Audi had implemented SAP® ERP to manage many aspects of its business operations, from human resources and cost control to supply chain and plant maintenance. Over time, the company had expanded its SAP environment to encompass around 100 separate systems, running on 12 HP servers with Oracle databases and an additional 24 HP blades. The company wanted to improve its IT efficiency, both in order to reduce capital and operational costs and in order to create a greener infrastructure, which was one of the key projects within the company’s sustainability strategy. Equally, it wanted to increase the availability and performance of its SAP systems, while making them much more scalable and flexible. In more general terms, the IT Services Department at Audi was also tasked with helping the company to face up to several broad business challenges, including: increasing demands from employees, customers and suppliers; the need to support new technologies; rising cost pressures; and growing competition. These challenges required the IT Services Department to strengthen its business process management capabilities, to enable greater focus on core competencies, and generally to improve the professionalism of its project management, service and delivery processes.Selecting the cloud option
Audi decided that an implementation which is ready for a private cloud would be the best option for the future: building a completely virtualized infrastructure with the ability to add or remove computing capacity on demand. This would solve the immediate issues with the SAP environment, and also create a new approach to managing and delivering IT services whereby the IT Services Department could focus on desired business outcomes rather than on low-level infrastructure concerns.Markus Wierl, Service Owner SAP Infrastructure, AUDI AG, explains: “We wanted to create a flexible virtualized infrastructure that would enable us to grow and add new services without needing to consider the underlying hardware or any other constraints. The IBM Power Systems™ offerings were highly attractive because of their mature virtualization capabilities. So we invited IBM to propose two options: one using our existing Oracle database, and one with the IBM DB2® database.”Proving the IBM concept
The IBM proposals suggested that the DB2 option would not only offer significantly better interactive and batch performance, but also that it would use considerably less disk capacity. Audi requested hard evidence for the DB2 claims. With the Audi IT team keen to finalize the deal within a strict deadline, IBM worked fast to build a successful Proof-of-Concept (PoC) for the new private cloud ready infrastructure for SAP. “We were impressed that IBM was able to organize the Proof-of-Concept in only three weeks,” says Markus Wierl. “IBM created an environment that enabled us to compare DB2 9.7 with a reorganized Oracle 10g database, both running on IBM Power Systems servers. The results were clear: storage savings in the range of 50 to 70 percent, and much higher performance when using DB2.” He adds: “We visited the IBM SAP International Competence Center and learnt more about the partnership and long-term collaboration between the two vendors. We also heard from SAP that they themselves use IBM DB2 to develop their software, which convinced us that migration was not a risky option. Combined with the virtualization capabilities and performance of the IBM servers we decided that our strategic platform for SAP should be DB2 and IBM Power Systems.”Large-scale migration
Audi moved ahead with the proposed solution from IBM: the creation of a ‘private-cloud ready’ infrastructure with SAP databases on DB2 on four IBM Power® 570 servers and SAP application servers on 21 IBM BladeCenter® PS702 Express servers. The key to the success of the solution was the migration process. It was necessary to migrate more than 100 SAP systems from HP-UX to IBM AIX® 6.1 and from Oracle 10g to IBM DB2 9.7.Working with IBM Systems and Technology Group and IBM Global Technology Services®, Audi successfully migrated the SAP systems – one third of them production systems. The migration took just six months to complete. The combined team added several new SAP systems to the new platform since the start of migration and the environment continues to grow in this way.The initial migrations were handled at a rate of between two and five SAP systems per week – this fast- paced approach and the criticality of the business systems made it vital for Audi to have a strong partner with a rigorous approach to project management and risk mitigation.The only available time for the migrations was over weekends, and all systems needed to be operational again in time for the restarting of the manufacturing production lines each Monday morning. The combined IBM and Audi team successfully completed all the migrations with no disruption to Audi’s business.“The outstanding collaboration between the various parts of the IBM team and our team ensured that we overcame all potential areas of risk during these highly complex migration projects,” says Markus Wierl. “The positive results we saw in the Proof-of-Concept have been reflected in our production environment, and the business is already seeing the benefits. We have improved system performance and adherence to SLAs, and we have also reduced our energy requirements and costs for IT through virtualization.”IBM provided a highly professional migration service that took into account all the potential business risks and took steps to mitigate them. The IBM project team was able to call on the experience and knowledge of IBM’s global pool of SAP, DB2 and Power Systems experts, including IBM GTS Migration Factory, ensuring that the migrations were completed on schedule and without any service interruptions.“This really was an impressive accomplishment by the IBM team: to migrate more than 100 SAP systems to a completely new operating system and database in six months and with no disruption,” says Markus Wierl.Robust and efficient platform
The new landscape for SAP at Audi is based around four IBM Power 570 servers with a total of 80 active IBM POWER6® cores, running the SAP database and central instance. The virtual AIX servers in this environment are all clustered for high availability using IBM PowerHA®. A further 48 POWER6 cores are available on demand – and Audi effectively only pays for these as it uses them. The Power Systems servers have a total of 1.5 TB memory, with a further 0.8 TB available on demand, and can scale from 745,000 to 850,000 SAPS with SAP ERP.Audi’s contract with IBM includes a provision for upgrading the current Power Systems servers to four Power 770 servers with POWER7® processors in 2012 which will offer up to 1.1 million SAPS with SAP ERP. The total potential of the IBM cloud ready solution could be extended almost infinitely, giving Audi plenty of headroom for business growth.The SAP application, management and monitoring servers also run on AIX 6.1, on 21 IBM BladeCenter PS702 Express servers. Of these, 18 are configured with 16 IBM POWER7 cores and three with four IBM POWER7 cores. The IBM BladeCenter servers offer a total of 300 POWER7 cores supported by 4.14 TB memory to operate and monitor Audi’s SAP applications.Audi’s SAP Infrastructure is operated by IBM. The chosen solution offered significant benefits over competing options, including 20 to 40 percent greater energy efficiency projected over four years. This comparison, made by Audi itself, was for the new IBM hardware against the new hardware from two other vendors. The higher energy efficiency not only enabled IBM to offer keen pricing for hosting the solution, but also enabled Audi to meet its internal requirements for a green and sustainable solution. The use of DB2 compression also helps here, by significantly reducing the total database size and therefore the number of disks that the environment requires.The SAP solutions used by Audi include human resources, business warehouse, financials, cost controlling, client relationship management, supplier relationship management, portals, production, logistics and an e-recruitment solution. While IBM manages the hardware, operating system and virtualization, Audi manages the SAP solutions, SAP basis and DB2.Cloud for flexibility and speed
The private cloud infrastructure based on IBM Power Systems and BladeCenter servers offers Audi high availability and performance, and enables the rapid provisioning of new LPAR’s as well as the additionof on-demand computing resources to existing systems. Audi has known costs for hardware and services with transparent pricing and on-demand billing. The IBM solution provides a day-based capacity pricing model, giving Audi the ability to precisely flex its IT resources and costs up and down as business requirements change.Server virtualization using IBM PowerVM® is the corner-stone of the new solution. It enables Audi to pack a large number of separate business systems onto a small number of physical servers, pushing up utilization and largely eliminating costly unused capacity. The use of virtualization also enables greater flexibility and responsiveness. Rather than having each logical system tied to a particular physical server, and only able to expand through the physical addition of new hardware, Audi can reallocate resources on the fly from one system to another as required.With the Live Partition Mobility feature of IBM PowerVM, live systems can be moved even from one physical server to another without any loss of service. The use of server virtualization also enables the Audi IT Services Department to respond faster and more cost- effectively to new requirements from the business. Where it might previously have taken days or even weeks to procure, install and set up a new physical server, Audi can create new virtual servers within minutes, fully configured and ready to install new applications on.“The ability to turn on and off additional server resources is a great benefit, and we make active use of this feature of IBM Power Systems,” says Markus Wierl. “We can add resources on a day-by-day basis as we need them, and pay for the additional capacity on a monthly basis.”The IBM private cloud ready solution includes integrated management and provisioning tools, enabling an approach to systems management that is more business-centric rather than IT-centric. To implement cloud functionality a proof of concept was successfully done with some use cases in 2011. At the end of 2011 the implementation of cloud functionality to support the IT operations team started.Rather than spending time and effort managing a disparate set of hardware, Audi now has an efficient, compact and highly standardized infrastructure that requires little physical maintenance and that is managed by IBM. What’s more, the cloud concept allows a group of physically separate hardware resources to be orchestrated and managed as a single pool of virtualized resources. As Audi continues to expand the SAP environment, it is also further developing the management of cloud and embedding the new management processes into its organization.Rapid results
Almost immediately after the migration, Audi began to see the benefits of its strategic decision to run SAP on IBM Power Systems with IBM DB2. The professional IBM migration specialists met the Audi timeline.One of the DB2 databases, a 2.8 TB database for the SAP NetWeaver® Business Warehouse, is split into eight partitions using the database partitioning feature (DPF). This provides a shared-nothing architecture that offers greater scalability, with the ability to spread the database across multiple virtual or physical machines to use their resources.The Oracle DBAs at Audi took a one week internal training course in DB2, and were then coached by IBM DB2 experts to be capable of managing the SAP base operations.Data protection
Audi is using IBM Database Encryption Expert software help protect sensitive data associated with its SAP E-Recruiting system. IBM Database Encryption Expert includes centralized policy and key management to simplify data security management, and helps Audi to maintain and demonstrate compliance with internal audit regulations and external laws.Supporting business excellence
With the IBM private cloud ready infrastructure underpinning its SAP systems, Audi has a robust, high- performance platform for managing its business operations that also offers superb flexibility. As the company tackles increasing competition the ability to expand and contract its SAP solutions in line with changing patterns of demand will help Audi to ensure that it has the right IT resources in place, at the right cost of ownership.The IBM private cloud-ready infrastructure now runs the entire SAP landscape at Audi, serving practically a lot of business and supporting core business processes. From January 2011, operational support for production systems was handed to a team of IBM Global Technology Services as planned.“We trust the IBM infrastructure to run our production systems, which are absolutely business-critical,” says Markus Wierl. “Any significant unplanned downtime could lead to a stoppage on our production lines. Modern automotive manufacturing is based on just-in-time concepts, and involves a large and complex partner ecosystem. So any minor disruption to production can rapidly turn into a major problem for multiple parties. For this reason, we highly value the robustness and availability of the IBM Power Systems and BladeCenter technology for our SAP solutions.”

Products and services used

IBM products and services that were used in this case study.
Hardware:
BladeCenter, BladeCenter PS702 Express, BladeCenter running OS - AIX, Power 570, Power Systems running AIX 6
Software:
DB2 for AIX
Operating system:
AIX
Service:
GTS Data Center Services, GTS ITS Server: Server Managed Services, IBM-SAP Alliance, IBM Global Services

Legal Information

IBM Deutschland GmbH, D-71137 Ehningen. ibm.com/solutions/sap. IBM, the IBM logo, ibm.com, BladeCenter, DB2, Global Technology Services, Power, PowerHA and PowerVM are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. A current list of other IBM trademarks is available on the Web at “Copyright and trademark information” at http://www.ibm.com/legal/copytrade.shtml. Other company, product or service names may be trademarks, or service marks of others. This case study illustrates how one IBM customer uses IBM and/or IBM Business Partner technologies/services. Many factors have contributed to the results and benefits described. IBM does not guarantee comparable results. All information contained herein was provided by the featured customer and/or IBM Business Partner. IBM does not attest to its accuracy. All customer examples cited represent how some customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics will vary depending on individual customer configurations and conditions. This publication is for general guidance only. Photographs may show design models.© Copyright IBM Corp. 2012. All rights reserved. © 2012 SAP AG. All rights reserved. SAP, SAP NetWeaver and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries. Data contained in this document serves informational purposes only. National product specifications may vary. These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies (“SAP Group”) for informational purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty.

SAP On IBM i: The Best Alternative?

Published: August 27, 2012

by Dan Burger

IBM considers SAP to be one of its top independent software vendors (ISVs) on the IBM i platform. As such, SAP gets preferred treatment. If SAP suggests certain features for the operating system or the database that would help its game, it is likely to get done. Technical advice from IBM that benefits its SAP software development is part of the living arrangements. Some of the best brains IBM i has work with SAP customers.

How's that working out?

A lot of people would rather slow dance with a half-starved grizzly bear than mess with an existing ERP system. What makes companies want to bring in SAP on i if they never ran SAP or IBM i? What gets the deal done?

Here's what I got from a conversation last week with Alison Butterill, IBM i product offering manager; Jim Effle, manager of IBM i top ISV development support; and Ron Schmerbauch, technical leader of IBM's SAP on i team.

SAP customers, at least the ones that Schmerbauch works with, are technologically savvy and willing to take on more than a hardware-software-operating system upgrade. The projects involve independent ASPs, external storage, solid state drives, PowerHA clustering, PowerVM virtualization, and even live partition mobility. Not all the projects are wrapped in all these technologies, but this panorama is indicative of the business discussions Schmerbauch and Effle are having with SAP and SAP's customers. These are all important aspects when preparing an infrastructure, Schmerbauch points out.

Infrastructure that supported an ERP foundation that is 20 years old or more is not the infrastructure that is built for the next 20-plus years. At some point, old tires will blow out. However, the cost of infrastructure upgrades has to be covered somehow within budgets that, if increased at all, have only inched upward. For many shops budgets have stayed even or retracted as part of the "do more with less" philosophy that haunts IT initiatives.

The infrastructure integration capability of IBM i is one of its strengths and it is emphasized to a large extent when companies are comparing whether to run SAP on IBM i or another platform.

Schmerbauch works exclusively with customers that run SAP on IBM i and DB2 with Power hardware. These are constants. They can be a big deal when attempting to add new levels of effectiveness to infrastructure. When SAP runs on other platforms, he says, the typical scenario includes a variety of operating systems and databases, which complicates integration and frustrates infrastructure upgrades.

To make some points in budget discussions, IBM i has some built-in assets that require getting beyond initial cost. Savings on the infrastructure side, projected over several years, have been a part of the IBM i story since the days of its ancestors. The integrated database has been a factor. Simplified system management is another. But lately there is more attention being paid to subsystems capability and its impact on server consolidation and the savings that brings in terms of hardware and the people who manage systems.

The IBM i operating system's use of subsystems is an intrinsic advantage emphasized by Schmerbauch. "Subsystems allow a consolidation to fewer footprints," he notes. "They allow more money to be spent on the SAP side (software features and functions) because less is spent on the infrastructure. When customers move from Windows to i, they typically move into fewer LPARs because they are taking advantage of subsystems. SAP systems install to subsystems. It's how it works. Customers set up multiple SAP systems within an LPAR. We have some that are using 10 to 20 SAP systems in the same LPAR. On other platforms, it is usually one SAP system per partition or server."

From the IBM i perspective, this lowers SAP implementation costs and allows companies with IBM i skills to move to an SAP solution as an alternative to whatever legacy ERP system they are struggling with.

An example of how this can work is illustrated by AriZona Beverage Company, where the core SAP distribution business ran on Intel X86 servers, while IBM i on Power ran other SAP business applications.

According to a case study on the IBM website, capacity limits on Intel-based processing side led to reliability and performance issues. It was estimated that the existing 80-core Intel architecture with 10 TB of external storage would require an additional 48 Intel processor cores to provide development, quality assurance, and SAP services.

Taking into consideration memory, disk, operating system, database, and virtualization, along with the savings in maintenance and license expenses it was determined that a three-year savings by moving to IBM i on Power would be close to $100,000.

The replacement SAP architecture supports 200 users, on a single instance running on one logical partition (LPAR) on an IBM Power 720 Solution Edition server, which has the processing capacity of the previous six-server Intel set up (that's because the Power system is running at very high utilization). It also includes 9.2 TB of integrated storage. It's the kind of integrated system that other platforms are working to create and maniacally market as ground-breaking technology.

The migration and upgrade work was accomplished with the help of IBM Lab Services connected to the SAP on i Center of Excellence. This is a four-person team specifically organized for this type of assignment involving optimized software and integration. The CoE is one of those things that result from being a top ISV.

I get a little uneasy because no one will provide estimates that could lead to even a sniff of the frequency with which these projects are occurring, but it's probably safe to say a few have been completed during the past five years or so, and a few more are under way.

In addition to the AriZona Beverage case study, which was published in 2012, there are four others to support the SAP on i migration: Pentair, 7-Eleven Stores, Movado Group, and Border States Electric. They date from 2008 to 2010.

"We have [SAP on i] customers that are running on two cores with only a handful of users and customers with thousands of users and running on 795 machines." Schmerbauch says.

One of the topics that came up in the discussion was the introduction about one year ago of SAP's real-time, in-memory, data analytics appliance called HANA. SAP is marketing HANA (pronounced like Honda without the "d") for business intelligence workloads, but says it will eventually replace any underlying relational database.

In the original announcement of SAP HANA, it is described as "an integrated database and calculation layer that allows the processing of massive quantities of real-time data in main memory to provide immediate results from analyses and transactions." I added the italics to emphasize the marketing language that tends to over-promise all new product announcements.

"HANA is used as an appliance to ERP in certain situations," Schmerbauch says. "It can connect to any SAP platform as an accelerator appliance and it can be used as a business warehousing database. But there still needs to be an application server on top of HANA, and that application server can be IBM i."

I got the impression IBM is not worried HANA is destined to replace the DB2 relational database in SAP on i implementations. In its present form as a business intelligence/data warehousing appliance, it certainly has a long ways to go. IBM has time on its side in this regard, but I suspect there are watchful Big Blue eyes on the progress of HANA. And the fact that Oracle has a similar device, called Exalytics, has not gone unnoticed.

Working with existing SAP on i customers to move forward with operating system upgrades is where much of the IBM interaction with SAP is these days. With the end of support for V5R4 established as September 2013, companies are reacting.

"We see a lot of activity and it is increasing," Butterill says in regard to IBM i upgrades to 6.1, and much more frequently to 7.1. "Features and functions in the operating system get people to upgrade and so does end of support. Some newly added ISV functionality, particularly in the area of compliance, sparks end users to upgrade. Companies are very careful when it comes to compliance and industry standards."

Sunday, August 12, 2012

Windows Replaced By IBM i, Hosted Software, And Web Portal

ublished: August 13, 2012 by Dan Burger Getting something for free sounds good until you discover that it's worth pretty much what you paid for it. In this case, Windows-based Web applications are delivered as a free hosted service. Some of the users would pay to have a better alternative. And that's where Nathan Andelin steps in. Andelin writes applications in RPG and hosts them on an IBM Power Systems 720 running IBM i. And he's found customers who will give up their free option for something better. Even though the hosted service Andelin offers has a fee, that is not a deterrent. It's a matter of being more responsive to the individual needs of the users, Andelin says. The users Andelin hopes to appeal to are school systems. Internet resources and vendor-hosted applications are an important part of the core business processes in many school systems these days. Some of those processes are identical from one school to another and some processes are unique, just like we find in most organizations. Financial processes are likely very similar, while administrative policies and curriculum may be more diverse. It's not a one-size-fits-all universe. Applications cover such things as student information systems; online assessments for students, faculty, and administrators; and instructional portals. If applications don't function adequately or integrate properly, someone is going to be wearing the dunce cap. In Andelin's home state of Utah, his primary target is the charter schools. Operational activities tend to vary more from the public schools and attention to those differences--receiving and implementing input from the schools--has paid off for Andelin's company Relational Database Corp (RDC). Creating a user interface that is efficient and highly functional certainly helps as well. The free hosted system provided by the state was a mish-mash of applications partially written in Visual FoxPro, with a desktop interface partially written in Microsoft .NET, and a Web interface partially written in Adobe ColdFusion. Like one of those school cafeteria mystery meals you were served as a kid, the integration was less than appetizing. For one thing, Visual FoxPro doesn't allow the schools to access Microsoft's SQL Server database. There is no ODBC-like connection. The system is constructed through remote terminal services so that only screens are translated back to workstations. The resources to manage that are extensive. It takes a lot of processing cores and memory to provide efficient interfaces and that means a lot of software licenses, and therefore higher costs. The taxpayers of Utah foot that bill. "That system is like having an instance of Microsoft Windows running for every user," Andelin says. "You get something like 50 users on a 16-core server." RDC is still in the early stages of building a customer base among the Utah schools, but its system is hosting 1,500 users on its Power Systems 720 server with two of the four processors activated and 32 GB of main memory. It has eight disk drives installed. And that system has a lot of room to grow. The Power 720 is one of the Gen2 boxes, also known as a Power7 or Power7 Prime machine within IBM, which is a 4U rack-mounted machine with a single processor card that has one four-core Power7 chip running at 3 GHz. Main memory peaks at 128 GB in the machine, which has eight drive bays plus five PCI-Express 2.0 peripheral slots and an optional four low-profile PCI-Express 2.0 slots that can be added through a riser card. (You need to buy the six-core or eight-core Power 720 to get the one GX++ bus slot to implement 12X remote I/O drawers for external peripherals.) On the application development side, Andelin's approach involves a single user interface, so all the screens look and behave similarly, whether the apps are for financials or for activates relating to students, teachers, or administrators activities. "We just expose our apps through the HTTP server," he points out. "It's more efficient and requires fewer resources." Relational Database has written more than 400 RPG applications that include development frameworks, application generators, and a Web portal. Very few of the apps require customization from one school to another. Andelin is one of two programmers doing the programming work. His choice of development tools is maybe not what you would expect. Andelin prefers the old school PDM and SEU contraptions. (I use the word "contraptions" lovingly, knowing there are people who believe those tools should be in museums and modern development tools will increase productivity.) "I recognize the productivity gains in some areas of the Rational tooling," Andelin admits, "but there are some areas that are not as productive." His viewpoint is that if you are really skilled with a tool and you balance the gains and loses when using another tool, there may not be reason to change. The other factor in this, he says, is that RDC developers don't spend a lot of time coding. "We spend more time in the design and the user interface development using Dreamweaver." The work on the RPG code is handled by a home-grown application generator that does model-based generation of RPG code. The application generation technology relies on a CL-based scripting language and a tool that dynamically reads and runs the CL rather than traditionally compiling it into a program and running it. "I promote native RPG solutions," Andelin says. "There are good tools and frameworks out there. People should look into them. We are not using them (he prefers to build his own software), but I am supportive of them." Subsystems Not Partitions As this hosted services model is laid out, each school system customer will have its own instance of the IBM i HTTP server. The architecture is devised with separate customer subsystems for the applications rather than using logical partitioning, which is an architectural decision others may choose. Andelin chose to divide customer workloads into customer subsystems. His thinking takes into account the one of the IBM i's greatest assets: it manages workloads really well. "When you partition and use a hypervisor to switch between partitions, the hypervisor doesn't have a lot of knowledge of the precise work that is going on in a partition," Andelin says. "It just knows when resources are needed and it provides what is necessary. We can use IBM's performance management tools. The IBM i itself can manage workloads by knowing the job priorities. I think the utilization will be more efficient compared to partitioning." For the time being and until RDC's customer base grows significantly, the attributes of subsystems are the same from one school to another. Subsystems provide the option of configuring the maximum number of jobs, the memory associated with the subsystems, the priorities, and other performance criteria. Memory allocation is based on the application interfaces exposed to the users who have access to a sign-on screen, a menu system, and the RDC applications. The amount of memory the app consumes is controlled by its design. There's no exposing of SQL commands, ODBC or OLE DB interfaces, or any database interface, for instance. The IBM i operating system, Andelin points out, is capable of managing thousands and maybe tens of thousands of jobs. With the machine configured as it is now, he believes it will handle 2,000 concurrent users. Proving that this small-footprint system has the capability to run Web applications for thousands of concurrent users gives Andelin a great amount of satisfaction. He relishes the opportunity to compare this to other technologies. In coming years, he anticipates replacing dozens of Windows systems. "Over the past 20 years, a lot of organizations have tried to integrate various Windows applications with the IBM i (and its predecessors) applications and databases," he says. "That has led to arguably the most difficult and costly challenge facing IT today. It's just plain hard to create, manage, maintain, and support disparate technologies. It takes inordinate manpower and computing resources." The constraints of the 5250 interface is being erased by Web technologies that allow almost any number and any type of application servers deployed under an IBM i Web portal. It's good to see people like Nathan Andelin being successful with this. RELATED STORIES Abacus Solutions Puffs Up An IBM i Cloud Connectria Hosting Unveils an IBM i Cloud Appreciation Rising for Web Serving on IBM i Hosted Services And Great Expectations KS2 Expands IBM i Managed Services Biz Into Hosting, Co-Lo SafeData Cloud Runs IBM i DR and Production Workloads Hubspan Automates B2B from the Cloud

Friday, June 29, 2012

Utrecht start met regionale ICT-dienst

29-06-2012 11:45 | Door Sander Hulsman | Er zijn 2 reacties op dit artikel | Permalink http://www.computable.nl/artikel/nieuws/4535629/250449/utrecht-start-met-regionale-ictdienst.html Zes Utrechtse gemeenten voegen per 1 juli 2012 hun ict-diensten samen tot één regionale sociale dienst: RID Utrecht (Regionale ICT-Dienst Utrecht). Het gaat om de gemeenten Baarn, Bunnik, De Bilt, Soest, Utrechtse Heuvelrug en Wijk bij Duurstede, en de Regionale Sociale Dienst Kromme Rijn Heuvelrug. De RID Utrecht is voorlopig gevestigd in Soesterberg en verhuist volgend jaar naar Doorn. Directeur Douwe Woudstra heeft als kwartiermaker, samen met medewerkers van de deelnemende organisaties, de RID Utrecht in enkele maanden opgebouwd. De meeste medewerkers van de RID Utrecht zijn doorgestroomd vanuit functies bij de gemeenten en de sociale dienst. De organisatie begint met het overnemen van de bestaande systemen en zal de ict stapsgewijs verder ontwikkelen. Bij de samenwerkende organisaties werken in totaal achttienhonderd medewerkers. De ict-systemen waarmee zij werken worden steeds complexer en de dienstverlening aan de inwoners wordt daarvan steeds meer afhankelijk. Samenwerking maakt de systemen van de deelnemende organisaties minder kwetsbaar. Daardoor kunnen de organisaties hun dienstverlening verbeteren. Gezamenlijke ict is bovendien goedkoper en beter. Veelal kunnen problemen op afstand worden opgelost. De medewerkers van de RID Utrecht werken in een interessante professionele omgeving, waarin zij opgedane kennis en ervaring delen. Dat komt de kwaliteit van hun werk ten goede. Oplossingen voor complexe ict-vraagstukken worden haalbaar zonder het inhuren van externen. Read more: http://www.computable.nl/artikel/nieuws/infrastructuur/4535629/2379248/utrecht-start-met-regionale-ictdienst.html#ixzz1zBWCRaAG

Tuesday, April 3, 2012

25 Years of IBM’s OS/2: The Strange Days and Surprising Afterlife of a Legendary Operating System Read more: http://techland.time.com/2012/04/02/25-years-of-ibms-os2-the-birth-death-and-afterlife-of-a-legendary-operating-system/#ixzz1qyuPiTWr

Big Blue's next-generation operating system was supposed to change everything. It didn't. But it's also never quite gone away. By HARRY MCCRACKEN | @harrymccracken | April 2, 2012 | PCWORLD The July 1987 issue of PC World magazine featured a centerfold (!) of Microsoft CEO Bill Gates. In it, the pinup boy proudly sported an OS/2 button. It was one of the most ambitious computer product announcements in history. On April 2, 1987, at twin press conferences in New York and Miami, IBM unveiled its plans to reinvent the PC industry which it had jump-started less than six years earlier with the introduction of the first IBM PC. The company introduced four new computers dubbed the PS/2 line, including an $11,000 model which it said was seven times faster than current models. The new products were rife with advanced features, including 32-bit processors, fancy graphics, 3.5″ hardshell floppy-disk drives and optical storage. And the new hardware was accompanied by a next-generation operating system, OS/2. Co-developed by IBM and Microsoft, it was intended to replace DOS, the aging software that then powered most of the planet’s microcomputers. (PHOTOS: A Brief History of the Computer) It never did. Instead, Microsoft’s Windows reinvigorated DOS, helping to end IBM’s control of the PC standard it had created. By the mid-1990s, IBM had given up on OS/2 — a major step in the company’s slow-motion retreat from the PC industry, which it completed in 2005 by agreeing to sell its PC division to China’s Lenovo. But while OS/2 never truly caught on, it’s also never gone away. Even if you believe that you never saw it in action, there’s a decent chance that you unwittingly encounter it at least occasionally to this day. More on that later. Back in 1987, the possibility that the world might politely refuse to do as IBM instructed would have seemed implausible. Apple’s iconic “1984″ TV commercial, which showed IBM customers as an army of unquestioning drones, was fantasy — but fantasy based on a certain degree of truth. Nobody, it was famously said, was ever fired for buying IBM. Yet OS/2 was an IBM product that the market, in general, chose not to buy. When it was announced, however, the need seemed obvious and its potential appeared to be huge. Tech writer Esther Schindler remembers: I happened to be working at [leading software developer] Lotus as a contractor 25 years ago, on the day OS/2 1.0 was announced. A couple of guys had been locked in a room in the basement with several PS/2s and OS/2 1.0…and emerged to show up the marvelous capabilities of the new hardware. OS/2 promised multitasking, not just task switching. It knew how to handle memory…It did a heck of a lot of cool things…I don’t think it’s easy for young whippersnappers to grasp how big a deal the PS/2 and OS/2 were at the time. We were certain, absolutely certain, that nothing would be the same again. The closest I can come to it was the reaction after the first iPhone was released: the sense that It’s all different now. As it turns out, the PS/2 and OS/2 1.0 didn’t have the impact everyone expected…but we thought they would. OS/2 felt so important at first because DOS was still a gussied-up version of the rickety 16-bit software that Microsoft had licensed in 1980 for $10,000 from a tiny company called Seattle Computer Products. Windows, which first appeared in 1985, sat atop DOS and inherited its many flaws, such as the inability to utilize large amounts of memory and an eight-character limit on file names. The whole mess couldn’t utilize memory properly and was prone to frequent crashes. It was just begging to be replaced. Vaporous Beginnings Of course, OS/2 couldn’t begin to replace anything until it shipped. And like many a technology product before and after, it remained vaporware for months after being announced. At the April 1987 launch, IBM had said that it intended to release the software in 1988, so when it finished the first version in December 1987 it got to say that OS/2 1.0 had shipped ahead of schedule. GUIDEBOOK OS/2 1.3.1 But OS/2 stayed vaporous and incomplete for years after that. The first version let you use DOS-style commands such as DIR and COPY, but had no mouse-driven graphical user interface; that didn’t show up until version 1.1 appeared in October 1988. By November of 1989 fewer than 200,000 copies of OS/2 had been sold, in part because it was far too resource-hungry to run on most existing computers. It needed a bare minimum of 4 megabytes of memory to run adequately, in an era when it wasn’t a given that PCs had even one megabyte. PC World magazine later referred to the software’s “gargantuan size” and “lethargy.” “[E]ven the recent 1.2 release is too buggy for general use,” carped PC World‘s Robert Lauriston in the magazine’s February 1990 issue. “Consequently, it’s little used except by software developers, and large corporations with on-staff programmers.” Meanwhile, Microsoft was two-timing the operating system it had co-created. In May 1990, it released Windows 3.0, the first version that was sort of decent. In terms of technical underpinnings, it remained creaky, but it gave garden-variety PCs the same sort of Mac-like pretty front end that OS/2 aspired to deliver. Consumers and businesses embraced Windows by the millions, instantly turning it from an apparent dud into a blockbuster. Every PC maker in the industry except IBM soon standardized on it. With Windows suddenly flourishing, Microsoft decided that it didn’t have to share the future of operating systems with anyone else. It not only began to sever ties with IBM, but argued that OS/2 was, in Senior Vice President of Systems Software Steve Ballmer’s cheery words, “a dead end.” The software that was originally supposed to be OS/2 3.0 morphed into Windows NT, the modernized version of Windows that both Windows XP and Windows 7 eventually descended from. WIKIPEDIA IBM soldiered on by itself, releasing OS/2 2.0 in April 1992. five years after the original OS/2 announcement. It was the first version which felt less like an experiment and more like a fully-realized commercial product. Unlike Microsoft’s Windows 3.1, OS/2 2.0 was a (mostly) 32-bit piece of software, capable of harnessing the full computing power of PCs that used 386 and 486 processors. It could effortlessly and safely multitask OS/2 programs, Windows programs and DOS programs; IBM marketed it heavily as “a better Windows than Windows,” a claim that had some merit. More than 250 companies declared their intention to deliver OS/2 apps, including biggies such as Lotus, WordPerfect, Borland and Novell. “Back from the dead?” wrote PC World‘s Anita Amirrezvani in the July 1992 issue. “Not quite, but OS/2 has made an unexpected comeback.” She said that business types were giving version 2.0 consideration. But she also pointed out all of Windows’ advantages and noted that OS/2 really needed a fast 386 computer with 6MB of memory and 15MB to 30MB of hard-disk space — daunting hardware requirements at the time. PCWORLD In 1993, PC World liked OS/2 2.1. The new version helped OS/2′s prospects, at least somewhat: in October, IBM said it had shipped 1.7 million copies, more than all previous OS/2 versions put together. In May, 1993, IBM released OS/2 2.1; like 2.0 before it, it was greeted as the version of OS/2 that might end the operating system’s underdog status. IBM’s John Patrick told PC World that even Windows devotees would switch to OS/2, since it multitasked better and crashed less. A 1993 episode of the public TV series The Computer Chronicles had a skeptical-sounding title — “Whatever Happened to OS/2?” — but provided a largely upbeat update on 2.1′s prospects: Still, any evidence that OS/2 was succeeding tended to look pretty puny in the shadow of the overwhelming success of Windows. Most of the software companies that had pledged their support to IBM redeployed their energies to the vastly larger Windows market. In a move that was both symbolic and practical, a magazine that had started out with the name OS/2 changed its name to OS/2 and Windows. And then to Windows and OS/2. And then, inevitably, to Windows. Getting Warped OS/2 3.0, released in November, 1994, was dubbed OS/2 Warp — part of a concerted effort on IBM’s part to make the operating system feel less nerdy and more hip and consumer-friendly. It even advertised the product on TV. Here’s a commercial that tries to explain OS/2 to non-nerds, although it feels like the spot gives up halfway through. At the end, it simply says that OS/2 is “a totally cool way to run your computer,” which is both vague and patronizing. Warp included features, such as the ability to tweak any object’s settings by right-clicking it, that would show up in Windows only years later. Microsoft’s big Windows upgrade — code-named “Chicago” and eventually released as Windows 95 — was still vaporware, and IBM and OS/2 fans hoped that its continued absence might lead Windows to look elsewhere. One OS/2 aficionado, Charles Forsythe, composed a widely-circulated satirical press release which had Microsoft offering to put Windows users into cryogenic suspension until Windows 95 was released. (He happened to be the high-school buddy with whom I spent countless hours futzing around with computers, a few years before either Windows or OS/2 existed.) “Like anything that was in some ways ahead of its time,” Forsythe remembers, OS/2 “missed some features that seem obvious now. Probably its biggest weakness was one no one really noticed at the time: it was a single-user operating system at a time when networking was about to make it really important to know ‘who or what is doing this?’ Today, even consumer OSes such as OS X and Windows 7 make a clear distinction between regular and administrative users — even in cases where a PC only has one actual person who uses it.” nce again, OS/2 seemed to have an opportunity to go mainstream; once again, it didn’t happen. Windows users, by and large, were content to wait for Windows 95, and OS/2′s market share remained in the single digits. GUIDEBOOK OS/2 3.0, also known as Warp. By then, I was working at PC World, where I edited a story for the February, 1995 issue which attempted to rate the relative usability of Windows 95, Windows NT, OS/2 and Apple’s Mac OS. We found real people, brought them to our test center, and asked them to perform typical tasks such as formatting a floppy disk and installing a fax modem. As they worked in each operating system, we observed through one-way mirrors, took copious notes and videotaped everything. (I’m exhausted all over again just remembering it.) After conducting exit interviews with our test subjects, we converted their comments into numerical scores. The article gave OS/2 a rating of 2.8 — the worst of the bunch. ”In almost every case,” we lamented, “the testers complained about how difficult it was to accomplish everyday tasks.” One of them, we noted, managed to accidentally destroy OS/2 by dragging vital system files to the “Shredder.” (MORE: Bill Gates: The Wizard Inside the Machine) Another of our Guinea Pigs, already an OS/2 fan, neatly summed up the software when he told us that it “thinks the way I think. [But] it’s not an end-user operating system; it’s a nerd operating system.” Increasingly, evidence suggested that IBM was preparing to acknowledge that OS/2 was a lost cause. In August 1995, CEO Lou Gerstner was quoted by the New York Times‘ Laurence Zuckerman arguing that operating systems were “the last war” and that it was “too late to go after the desktop.” The same month, IBM employee Dave Barnes, responsible for evangelizing OS/2, admitted to Peter Lewis of the Times that he was installing Windows 95 on his own home PCs. Barnes also compared OS/2 to Sony’s ill-fated Betamax. As Lewis recalls: I had received a review copy of OS/2 from IBM, but repeated attempts failed to get it to install properly. IBM’s PR people said they had no idea what the problem might be, as they had not heard of any other people having problems with it. I was living in Austin, so IBM dispatched its chief OS/2 evangelist to my home office to go through the installation with me. Dave arrived. Very nice guy. But after a half-hour of futzing with my system, he said, “I just can’t do this any more.” Even John Akers (former chairman of IBM) was unable to get the new version of OS/2 installed properly on his home PC and had to have someone sent over to install it for him, he said. It wasn’t ready for prime time, he said. I reminded him the session was on the record. He kept going. The day my column ran in the NYT, IBM’s CEO blasted me publicly for an assortment of reporting sins and for taking Dave’s comments out of context. I expected that. But then IBM released a statement by Dave saying his comments were taken out of context, which I can only assume he was compelled to say after IBM took him to the woodshed. I called IBM PR and told them I had tape-recorded the entire conversation with their evangelist, and that if they persisted in accusing me of making things up and taking quotes out of context, I would be happy to print the exact transcript. They immediately stopped blasting me and the NYT. At the time, OS/2 fans were outraged by press coverage such as the Zuckerman and Lewis stories, and believed IBM when it said it was committed to the software’s future. Later, in his 2002 memoirs, CEO Gerstner revealed that the company was already plotting to wind down the OS/2 business when it released Warp. The Fans Go Wild OS/2 may have stubbornly refused to become a breakout hit, but it would be grossly misleading to suggest that nobody liked it. Actually, the people who did appreciate OS/2 loved it with an intensity that was unknown in the Windows world. Much of that love was channeled into an organization called Team OS/2, originally instigated by IBM but mostly made up of thousands of smitten users who were paid only in tchotchkes such as T-shirts. As its FAQ explained: Team OS/2 is a highly informal organisation dedicated to telling the world about the advantages of Operating System/2 (OS/2), an advanced operating system for personal computers. Faced with a large amount of ignorance and misinformation about OS/2, Teamers respond by demonstrating the operating system to others, and educating them about its strengths and weaknesses. Teamers are all volunteers with a genuine enthusiasm for OS/2 that translates into a wish to spread that enthusiasm to others. “[T]he community was so wonderful,” remembers Esther Schindler, an OS/alumna who was also involved in the Phoenix OS/2 Society, a user group with members in 28 countries. “We felt as though we were making a difference. We were keeping people from automatically moving to the always-late, over-promised-and-under-delivered Windows 95.” She calls the grass-roots online efforts of Teamers such as Vicci Conway and Janet Gobeille “Social Media 15 years before it had a name.” Team OS/2 members and other admirers of the software descended on trade shows, corresponded with publications that covered OS/2 (pro or con) and generally spread the word. As the FAQ’s cranky reference to a “large amount of ignorance and misinformation” suggests, they often behaved like they were on a crusade, leading to a zealousness that was occasionally scary if you were an unbeliever. Tech journalists discovered that it was difficult to write about the software without incurring wrath: one of my bosses told me that only Amiga owners rivaled OS/2 users for maniacal missionary zeal. I learned that for myself after I wrote what I thought was a mostly sympathetic story on OS/2. One user wrote a letter of complaint that compared me to Norman Bates, hitting OS/2 in the back of the head with a shovel — a missive which stands as the finest attack on my professionalism that I’ve ever received. (On some level, I’ll be disappointed if this article doesn’t get any comments accusing it of being insufficiently appreciative of OS/2.) The Long Goodbye GUIDEBOOK OS/2 Warp 4. In September 1996, IBM introduced OS/2 Warp 4, formerly code-named “Merlin.” It improved Warp 3′s interface and added features such as built-in voice recognition. But IBM, which was already conspiring to exit the PC operating-system business, released it only grudgingly. “John W. Thompson, the I.B.M. general manager in charge of the software, implied in an interview last week that the company had little choice but to continue supporting OS/2 because I.B.M.’s most important business customers still use it,” reported Laurence Zuckerman of the New York Times. “But the company has all but conceded that OS/2 will not compete for users in the consumer market.” “By the time OS/2 Warp 4 came along, the company was no longer behind it,” agrees Esther Schindler. “They had publicly said they were going to do such-and-so, but at the top levels their hearts weren’t in it. And one by one they dismantled what they had spent at least a decade building…Team OS/2 fell apart, too, because how could we believe in their product if they didn’t?” Read more: http://techland.time.com/2012/04/02/25-years-of-ibms-os2-the-birth-death-and-afterlife-of-a-legendary-operating-system/2/#ixzz1qyunx2Lp Pages: 1 2 3 Related Topics: IBM, operating systems, OS/2, Apps & Software, Apps & Web, Microsoft, Reviews & Features, Technologizer Read more: http://techland.time.com/2012/04/02/25-years-of-ibms-os2-the-birth-death-and-afterlife-of-a-legendary-operating-system/#ixzz1qyuVhApT

Friday, March 16, 2012

Temenos staakt fusiegesprek met Misys

Temenos staakt fusiegesprek met Misys 16-03-2012 11:55 | DoorRik Sanders | Lees meer artikelen over: Fusies | Lees meer over de bedrijven: Misys, Temenos | Er zijn nog geen reacties op dit artikel | Permalink Het Zwitserse financiële softwarebedrijf Temenos ziet af van een fusie met de Britse concurrent Misys. Beide bedrijven kondigden in februari een voorgenomen fusie aan, maar sindsdien hebben zich diverse durfkapitalisten gemeld met belangstelling om Misys over te nemen. Daaronder bevindt zich ook Valueact, de grootste aandeelhouder van Misys. Temenos stelt in een verklaring dat het bedrijf niet tot overeenstemming kon komen met de aandeelhouders van Misys. Het Zwitserse softwarebedrijf zegt teleurgesteld te zijn over het afketsen van de fusie. Temenos gaat op zoek naar andere mogelijke fusie- of overnamekandidaten die een aanvulling kunnen betekenen op het eigen portfolio. Het vlaggenschip van Temenos (opgericht in 1993) is het pakket T24 voor banken. Temenos bereikte in 2010 een omzet van 338 miljoen euro en telt ruim zeshonderd medewerkers. Misys (gestart in 1979, omzet 2010: 431 miljoen euro, elfhonderd medewerkers) is vooral sterk in transactiegerichte backofficesystemen; Bankfusion is de bekendste oplossing. Na het afblazen van de fusie met Temenos is het voor het bedrijf afwachten geblazen. Van de Amerikaanse durfkapitalist Vista Equity Partners ligt een bod van 1,9 miljoen dollar op tafel. De combinatie CVC Capital Partners en Valueact Capital heeft gemeld ook belangstelling te hebben in een overname en moet uiterlijk begin april met een bod komen. Read more: http://www.computable.nl/artikel/nieuws/erp/4447120/1276992/temenos-staakt-fusiegesprek-met-misys.html#ixzz1pHYA2QYX

Tuesday, February 14, 2012

Multivac modernises machines for maximum efficiency

Multivac modernises machines for maximum efficiency
Date Posted: February 10, 2012 07:53 AM
Author: Seamus Quinn

German packaging equipment giant Multivac has installed two new Power 740s plus a pair of 720s in the latest part of an eight-year global SAP-on-i rollout.

After looking at Microsoft and AIX and deciding to keep the faith with IBM i, Multivac embarked on a migration to SAP in 2004. It started with SAP ERP 4.6c on an i825 for ten users. By 2007, it was running two i570s with SAP add-ons such Human Capital Management and NetWeaver Business Warehouse for around 1,000 users in 16 countries. In 2010, it added IBM System Storage DS5100 hardware and SAN Volume Controller software to the mix. Domino is also firmly embedded in the ever-expanding project and, notably, the whole set-up is managed by just a five-man IT team that now serves 24 countries.

Wolfertschwenden-based Multivac makes and sells packaging machines such as thermoformers, traysealers and vacuum-chamber machines. It is a massive name in food and medical equipment markets and employs more than 3,400 people at over 60 subsidiaries in 140 countries. Its new Power 740s, each with nine Power7 processors and 256 GB main memory, and two IBM Power 720 servers with four processors and 64 GB memory apiece, will help it continue the worldwide roll-out.

The new hardware came courtesy of Fritz & Macziol, part of the ever-expanding Netherlands-based technical services outfit Imtech. However, the Multivac team says there was no pressing capacity-related or technical need for the upgrade. Instead, its motivation was driven purely by the desire to reduce costs and optimise its infrastructure. For instance, unlike many upgrade projects, Multivac decided to implement pretty much the same processing capacity but take advantage of new licensing models. For its 740s, the company selected CPU-based licensing, while for the Power 720 machines it opted for user-based licensing.

At the end of the leases for its old gear, the company was obliged to return its servers and storage devices. This introduced something of a challenge, as Jürgen Dauner, IT team leader of system integration at Multivac, reports: "A big part of the upgrade to the Power7 technology was about logistics. We needed to store our old systems temporarily. Because we are talking about six tonnes of server, storage and backup hardware, this was quite a challenge."

To replace its old Power6 servers, Multivac set up a new 740 system in parallel, integrated it into its cluster solution and then transfered the workloads to the new box. "We migrated our main SAP systems to the new Power7 servers without interruption of the production applications," says Jürgen Dauner. "And half-an-hour later, all systems were back in normal operation on the new hardware."

Multivac uses dynamic LPARs for all its core applications (SAP Business Suite and IBM Lotus Notes) on four physical servers – three for production and one for development and testing systems. Each 740 runs four LPARs. In two LPARs, Multivac runs Virtual I/O Servers to ensure redundancy for the virtualisation layers; one LPAR hosts the company’s mission-critical SAP ERP and CRM applications. The final LPAR is configured to run its Notes and Domino environment.

The deployment takes a shared LPAR approach, where a number of LPARs share a given hardware environment of CPU and memory. Instead of a fixed assignment of CPU and memory resources, each shared LPAR is assigned a floating min/max entitlement and a priority rating. As long as sufficient hardware resources are available, all LPARs receive their maximum entitlement. In case of a shortage of resources, CPU and memory are automatically re-assigned, increased or reduced according to set priorities and minimum entitlements.

Multivac’s DR strategy is also based on LPAR. To prepare the server upgrade, Multivac moved from internal disk systems supported by an Enterprise Storage Server 6000 to a SAN solution with System Storage DS5100 disk systems and SAN Volume Controller.