smau bari 2010 gianni sebastiano
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Il Distretto Produttivo dell’Informatica di Puglia - Nuovi paradigmi di erogazione delle applicazioni softwareTRANSCRIPT
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Il Distretto Produttivo dell’Informatica di
Puglia - Nuovi paradigmi di erogazione
delle applicazioni software
Gianni Sebastiano, Cezanne Software
Presidente Distretto Produttivo dell‘Informatica
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DISTRETTO PRODUTTIVO
DELL’INFORMATICA DI
PUGLIA
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I numeri
87
3
43 3 1
Imprese ed Enti Sottoscrittori
Imprese
Consorzi
Università
Associazioni Datoriali
Sindacati
Altri
63%10%
9%
13%4% 1%
Distribuzione geografica delle Imprese ed altri Enti
Bari
Brindisi
Foggia
Lecce
Taranto
Altri
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16, 20%
27, 34%
36, 46%
Classi di fatturato delle Imprese
>= 5 ml
>= 1 ml, < 5 ml
< 1 ml
400 ml fatturato
I numeri
3200 addetti
15, 18%
26, 30%
45, 52%
Dimensione delle Imprese per numero dipendenti
> 50
> 15, < =50
< =15
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firmware, sw. di sistema
tecn. dvd
cavi
tecn. staellitari
reti
informatiche
hi fi
impianti
telefonici wireless
distribuzione hw
installazione
manutenzione
connessioni
servizi IT
teledinamica
controllo di processo
computer
elaborazione dati
gest. sistemi
informativi
sistemi
gestionali
internet
e-commerce
web
produzione
contenutiinformazione
multimediale
radio e video
broadcastingconsulenza
informatica
call center
Manifatturiero (Produzione)
Terziario (Servizi)
Ta
ng
ibil
e(H
ard
wa
re)
Inta
ng
ibil
e(S
oft
wa
re)
system
integration
firmware, sw. di sistema
tecn. dvd
cavi
tecn. staellitari
reti
informatiche
hi fi
impianti
telefonici wireless
distribuzione hw
installazione
manutenzione
connessioni
servizi IT
teledinamica
controllo di processo
computer
elaborazione dati
gest. sistemi
informativi
sistemi
gestionali
internet
e-commerce
web
produzione
contenutiinformazione
multimediale
radio e video
broadcastingconsulenza
informatica
call center
Manifatturiero (Produzione)
Terziario (Servizi)
Ta
ng
ibil
e(H
ard
wa
re)
Inta
ng
ibil
e(S
oft
wa
re)
system
integration
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Le tappe della aggregazione
• Giugno 2009
– Insediamento assemblea e nomina componenti del Comitato
di Distretto, nomina Presidente
– Costituzione dei Gruppi di Supporto Tecnico (GST)
• Agosto 2009
– Programma di Sviluppo e Vision del Distretto, Regolamento
• Settembre 2009
– Consegna alla Regione
• Novembre 2009
– Costituzione della Associazione
– Presentazione alla stampa (launch meeting)
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Quadro prospettico
• L‘esperienza distrettuale …
• Coglie il meglio dei prodotti, servizi ed esperienze già
a disposizione delle imprese.
• Individua i fattori comuni di sviluppo in una visione di
comparto.
• Istanzia tale visione attraverso una serie di progetti di
dimensione e ambizione considerevoli.
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Le grandi questioni
• Può l‘aggregazione favorire lo sviluppo delle imprese
(di ciascuna impresa)?
• E‘ immaginabile una identità dell‘IT Pugliese
nell‘arena internazionale?
• Quali tendenze globali vengono assunte a
fondamento dello sviluppo dell‘IT pugliese?
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Le opportunità dell’aggregazione
• Eliminazione delle ridondanze
• Sinergie di business
• Complementarietà dell‘offerta
• Emulazione dei comportamenti
• Capacità di fare squadra
• Supporto dell‘accademia strutturato
• Crescita dimensionale
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I trend
• Trasformazione nei modelli di produzione/erogazione/distribuzione del software
• Crisi economica globale
• Alternative più flessibili all‘acquisto di asset
• Budget sulla gestione caratteristica
• Fuori tutto ciò che non è nel core business
• Software come commodity
• Esigenze dell‘utente professionale sempre più aderenti all‘utente home
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I trend
• Software come servizio– non solo nuova modalità di erogazione
– modo nuovo di affiancare il cliente,
– aiutarlo a far emergere esigenze di business,
– aiutarlo a trasformare tramite servizi informatici le idee di business in valore concreto
• Software come Servizio– no ASP
– no solo erogazione
– no mercati consueti
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Punti di Forza Punti di Debolezza
1. Cultura IT radicata 1. Preponderanza di micro-imprese
2. Presenza imprese locali che operano con cultura
e in mercati multinazionali2. Insufficiente livello di spesa nella ricerca
3. Presenza imprese locali con spiccata cultura
manageriale
3. Posizionamento competitivo debole (forte
concorrenza domestica, scarsa abitudine a
competere all'estero, …)
4. Significativa capacità di permanenza in reti
lunghe internazionali4. Prevalente operatività locale delle imprese
5. Rilevante numero di laureati e personale IT
qualificato
5. Sbilanciamento dell'offerta verso la domanda
pubblica
6. Relazioni radicate tra docenti e ricercatori
universitari e imprenditori, manager e tecnici delle
imprese
Opportunità Minacce
1. Definizione di una Vision di sistema sulla quale
tutte le imprese orientano i propri investimenti
1. Consolidamento dell'offerta IT intorno pochi
grandi vendor globali
2. Sinergie nella competizione oltre i confini
regionali
2. Decisioni assunte a livello globale (vedi
piattaforma IT europee) che estromettono la Puglia
nella formulazione delle strategie
3. Aggregazione delle imprese con legami forti fino
alla fusione
3. Assenza dai circuiti nazionali (vedi banda larga)
del management IT pugliese
4. Aggregazioni dimensionali attraverso
l'eliminazione delle ridondanze nell'offerta
4. Perdita di competitività nel mantenimento in
Puglia di siti di progettazione e sviluppo
5. Fattori di emulazione dei comportamenti di
maggior successo
5. Fenomeno di emigrazione dei neolaureati e del
management qualificato
6. Capitalizzazione delle imprese6. Tempi di reazione dell'Amministrazione Pubblica
non compatibili con ilsettore IT
7. Connessione funzionale, strutturata e
continuativa con il mondo della Ricerca
Analisi Esterna
Analisi Interna
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VisionAttraverso l’esaltazione della identità
collettiva di imprese e istituzioni di ricerca
che operano nell’IT regionale, e
nell’ambito di una’organizzazione
distrettuale, l’IT pugliese diventa un
“luogo-comunità” in grado di attrarre e
trattenere i migliori cervelli e nuovi
capitali, riconoscibile nel panorama
internazionale del ”Software come
Servizio”, per le proprie Applicazioni
Gestionali di Impresa.
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I contenuti dell’aggregazione
• Identità
• Ricerca e Innovazione
• Internazionalizzazione
• Infrastrutture
• Formazione
• Capitalizzazione
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I progetti del DistrettoMacrolinea e priorità Nome progetto Investimento
lordo
Identità Creazione del Sistema della Conoscenza per lo sviluppo
e la promozione delle imprese del Distretto
€ 1,0 ml
Infrastrutture DiSeF – District Service Farm € 1,9 ml
Ricerca e Innovazione SMART - Strategies, Metodologies and
technologies for Agile Review and Tranformation
Lean Software Process
La Qualità nei processi produttivi per rafforzare la
competitività
€ 4,4 ml
€ 18,0 ml
€ 10,0 ml
Internazionalizzazione Toolkit per l’Internazionalizzazione € 41,0 ml
Formazione CIMACEC - Change Integrated Management And
Continuing
€ 3,0 ml
Capitalizzazione Accrescere la capitalizzazione delle imprese del
comparto IT pugliese
€ 6,0 ml
[1] A cui si aggiungono € 3,8 ml per costi di esercizio dei due anni successivi all‘investimento.
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SAAS
SOFTWARE AS A SERVICE
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Il clima economico attuale
• Il peggio sta passando, MA …
– Tutti continueranno a tagliare i costi
– La domanda non verrà espressa mai più come prima
della crisi
– Tutti salavguardano il cash
– Grandi budget non se ne vedono …
• Come trasformare il problema in opportunità?
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Perché SaaS
• E‘ dove sta andando il mercato
• Grandi investimenti in IT diventeranno sempre meno
frequenti
• Aumentare l‘incidenza delle ―recurring revenues‖
accresce la stabilità finanziaria delle imprese IT
• E‘ più facile da vendere in periodi di budget ridotti
• Accresce il valore delle imprese IT attraendo capitale
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SaaS continues to grow…
• SaaS is forecast to have a 17.7% compound annual
growth rate through 2013 for the aggregate enterprise
application markets, nearly five times the total application
market 3.6% CAGR (1).
• Europe lags – but some markets more advanced:
– 71% of French survey respondents said that their organization
currently uses SaaS for enterprise applications, compared to 68%
in the UK and 45% in Germany.
Gartner Group 2009(1) Compound Annual Growth Rate
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Definizione …
La principale novità è rappresentata da un nuovo
modello di delivery di prodotti e servizi IT che
focalizza l'attenzione su ciò che le tecnologie
consentono di realizzare, piuttosto che sulle
tecnologie in sé, con il risultato che il software non è
più un asset gestito in proprio dall'utilizzatore ma è
quest'ultimo che sceglie i servizi di cui usufruire, in
base alle proprie reali necessità, contribuendo alla
diffusione di un modello economico orientato al
consumo IT.
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Across large software vendors
SaaS growth healthier than on premise
Saugatuck – Oct. 2009
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SaaS definitions
What is SaaS?
• 101 definitions…
• …and now we
have SaaS in the
cloud too….
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Purist?
Microsoft
Multi-tenanted architecture
approach….
1) Ad hoc customisation
2) Configurable
3) Configurable, multi-tenant
efficient
4) Scaleable, configurable,
multi-tenant efficient
‗Long tail‘ SaaS architecture
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Purist?
Salesforce.com• Multi tenant Architecture - in which all users and applications share a
single, common infrastructure and code base that is centrally maintained.
Because SaaS vendor clients are all on the same infrastructure and code base,
vendors can innovate more quickly and save the valuable development time
previously spent on maintaining numerous versions of outdated code.
• Easy Customization -The ability for each user to easily customize
applications to fit their business processes without affecting the common
infrastructure. Because of the way SaaS is architected, these customizations
are unique to each company or user and are always preserved through
upgrades. That means SaaS providers can make upgrades more often, with less
customer risk and much lower adoption cost.
• Better Access - Improved access to data from any networked device while
making it easier to manage privileges, monitor data use, and ensure everyone
sees the same information at the same time.
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Purist?
“Gartner defines SaaS as software that is owned,
delivered and managed remotely by one or more
providers. The provider delivers an application based
on a single set of common code and data
definitions, which are consumed in a one-to-many
model by all contracted customers anytime on a pay-
for-use basis, or as a subscription based on use
metrics.”
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Pragmatist?
• Gartner Group:
―The effectiveness of SaaS is as much about the discipline
it enforces in implementation and upgrade practices as
it is about technical architecture.‖
– Lower up front costs
– Easier upgrades
– More frequent functionality delivery
– Recognises that for vendors not on a ―pure web platform‖
there a higher cost, but for buyer it‘s not so easy to tell the
difference
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• SaaS demands much larger
framework than on-premise
systems
• Most hidden ―under the water‖
• Need majority of framework in
place to build apps
Visible part of applications:
User interface, help/docs, eLearning, etc
Framework, business logic,
tools, etc.
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3 SaaS approaches
• A fully packaged SaaS Solution • ―better, faster, cheaper‖ (All-in-one solution with built-in data, reports,
analytics , business process and methodology)
better, faster, cheaper
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3 SaaS approaches
• Best-of-Breed SaaS-es• where customers CUSTOMIZE their own instance to meet their specific
needs. Generally they would prefer to not build it from scratch
pick what you want(from available choices)
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3 SaaS approaches
• Platform as a Service • allowing also the creation of new applications (platform whose value is
defined by its ability to aggregate data and processes in the Cloud)
create it just as
you want
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CONFIGURABILITY is always a Key Point
1st approach: Configuration focused mainly on Deployment
and UI layout
2nd approach: Configurability options built into the application
side:
Multiple predefined solutions
Customer selects from available options using switches
3rd approach: Platform provides ability for customers to define
customisations as a Tenant Configuration
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The big CHALLENGE
Convert Customization into
Configurability
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Multi-tenant architecture and
e-provisioning
All customers share a single common infrastructure and code
base that is centrally maintained
Economies of scale will make cost (and consequently price) more
and more competitive
E-provisioning : furnishing a tenant instance with one-click
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Global native
Language – Country - Currency Multi- browser
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Global native
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Global native
Accessibility Support
Global Security Profiling
Data Protection (Audit-Encryption)
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Global native
Document Management and
record-level attachment
Shared visibility
and Public Group
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Global Metadata Dictionary
A Central Metadata
Dictionary
to represent, to adapt and
tailor the system to fit each
Tenant’s particular
instance
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An easy way to adapt and restrict the available schema to fit
Your universe
ONE CLICK to Disable Objects and Fields and so reduce the scope of your
instance. All related concepts e.g. Search Type , Page Layout, Report Object, Batch Flow
will be automatically updated throughout the application.
Global Metadata Dictionary
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A single central repository to adjust your terminology
ONE SINGLE PLACE to Rename Objects and Fields When renaming a field this is carried through to searches, objects, reports and page
layout form
Global Metadata Dictionary
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Security
&
Recovery
Monitoring
Capacity
& Scalability
Virtualization
Third Party
monitor service
Disaster
Recovery
Procedures
Security Policies
Internal monitor
service
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SaaS – points of strength
• Lower cost
• Quick deployment
• Faster ROI
• Free customers from backup, maintenance and
upgrade daily activities
• Scalable and flexible solutions
• ….
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User Experiences of SaaS
• Organization‘s SaaS purchase intents in the next two
years
– 58 percent will maintain current levels
– 32 percent will expand
– 5 percent will discontinue
– 5 percent will decrease
Gartner‘s survey - July 2009
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User Experiences of SaaS
• Organizations are somewhat satisfied with SaaS
• All 16 aspects included in the survey rated similarly
with an average score 4.74 on a 7-point scale
1. functionality for business users
2. provider responsiveness
3. reliability of performance to technical specifications
4. service reliability and support compliance
5. risk management
Gartner‘s survey - July 2009
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User Experiences of SaaS
Top three factors considered in making their decisions
• Who decided to deploy it
– 46 percent ―meeting technical requirements‖
– 33 percent ―security, privacy and/or confidentiality‖
– 29 percent ―ease of integration‖
– 29 ―functionality needed for business unit owners‖
• Who have considered using it, but decided not to
– 42 percent ―high cost of service‖
– 38 percent ―difficulty with integration‖
– 33 percent ―the solution didn‘t meet technical requirements‖
Gartner‘s survey - July 2009
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Users Experiences of SaaS
• Findings
– In contradiction to the general impression that SaaS could help
alleviate costs and also that it does not require much integration
and technical requirements
• Recommendations for SaaS vendors
– Delivering lower TCO
– Facilitating easier deployments that negate the need for expensive
consulting support
– Providing more robust integration strategies
―Most importantly, vendors must reaffirm the fundamentals of the
SaaS model — that SaaS solutions are lighter, simpler, more
intuitive, more agile and more modest.‖
Gartner‘s survey - July 2009
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Investor experiences of SaaSBessemer‘s Top 10 Laws of Cloud Computing and SaaS
(Winter 2010 Release)
1. Less is more!
2. Get Instrument rated, and trust the 6C‘s of Cloud Finance
3. Study the Sales Learning Curve and Only Invest behind Success
4. Forget everything you learned about software channels
5. Build Employee Software. Employees are now powerful customers, not just their managers! We‘re
witnessing the ―Consumerization of Software‖ so focus on ease of use
6. By definition, your sales prospects are online - Savvy online marketing is a core competence
(sometimes the only one) of every successful Cloud business
7. The most important part of Software-as-a-Service isn‘t ―Software‖ it‘s ―Service‖! Support, support,
support!
8. Leverage and monetize the data asset
9. Mind the GAAP!
10. Cloudonomics requires that you plan your fuel stops very carefully
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Italian SaaS market - The demand
• Security (companies are still doubtful)
• Service Level Agreement
• Easy-to-use subscription services (pay for current
use, not future capacity)
• Customizations
• Integration with other software systems
• …
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Italian SaaS market - The offer
• Security
• Service Level Agreement
• Pricing model: pay per use or subscription fee
• Standard product
(but...we could make an arrangement)
• Professional services
• …
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What need to achieve What need to avoid
Higher configurability Customization approach at any cost
Self-teaching application Inconsistent view and positioning
Continuous functional improvements Shortcuts on the bug-resolution and
enhancement-development process
Top-class security Drop our guard on critical developments
Ready-made vertical solutions Loose common implementation
experiences
Reasonable costs for medium orgs
(competitiveness of SaaS vs On-
Premise)
Keep or even raise hosting
management costs