Home Switchboard Unix Administration Red Hat TCP/IP Networks Neoliberalism Toxic Managers
May the source be with you, but remember the KISS principle ;-)
Bigger doesn't imply better. Bigger often is a sign of obesity, of lost control, of overcomplexity, of cancerous cells

Hybrid Cloud as Alternative to "Pure" Cloud Computing


Slightly Skeptical View on Enterprise Unix Administration

Recommended Links

Webliography of problems with "pure" cloud environment

Bandwidth communism

Problem of loyalty
Issues of security and trust in "pure" cloud environment Questionable costs efficiency of pure cloud Lock in related problems Cloud Mythology Cloud providers as intelligence collection hubs Is Google evil ?
Troubleshooting Remote Autonomous Servers Configuring Low End Authonomous Servers Review of Remote Management Systems Virtual Software Appliances Working with serial console System Management
iLO 3 -- HP engineering fiasco Dell DRAC ALOM Setup

Typical problems with IT infrastructure

Heterogeneous Unix server farms Sysadmin Horror Stories Humor Etc

We can define "pure cloud" approach as one in which IT services are provided:

From the historical standpoint "pure cloud" providers represent the return to the mainframe era on a new technology level. And older folks remember quite well how much IBM was hated in 60th and 70th and how much energy and money people have spent trying to free themselves from this particular "central provider of services" model.

And to what extent rapid adoption of PC was driven by the desire to send a particular "central service provider" to hell. That historical fact raises a legitimate question of the user resistance to "pure cloud" model. Now security consideration and widespread NSA interception of traffic and access to major cloud providers webmail also became hotly debated issues.

And like any new service along with solving one old problems it creates new, often more complex and less solvable. Proponents often exaggerate positive features and underestimate problems and costs. The vision of the IT future based on a remote centralized and outsourced datacenter that provides services via "cloud" using high speed fiber links is utopian.

It is very true that the huge bandwidth of fiber optic lines made "in the cloud" computing more acceptable and some business models impossible in the past quite possible (Netflix). But that does not mean that this technology is a "universal bottle opener". Bottlenecks remain. I would like to stress that this is just another example of distributed computing model (with usage of WAN instead of LAN) and as such it has its limits. According to Wikipedia "The Fallacies of Distributed Computing" are a set of common but flawed assumptions made by programmers in development of distributed applications. They were originated by Peter Deitch and his "eight classic fallacies" can be summarized as following:

  1. The network is reliable.
  2. Latency is zero.
  3. Bandwidth is infinite.
  4. The network is secure.
  5. Topology doesn't change.
  6. There is one administrator.
  7. Transport cost is zero.
  8. The network is homogeneous.

Giants of cloud computing such as Amazon, Google, Yahoo push the idea of "pure" centralized "cloud-based" services to the extreme. They essentially are trying to replicate mainframe environment on a new level. Inheriting all the shortcoming of such an approach. Many companies is such industries as aerospace, financial services, chemical and pharmaceutical industries are likely to avoid "pure" cloud computing model because of their trade secrets, patented formulas and processes as well as compliance concerns. Also large companies usually run multiple datacenters and it is natural for them to be integrated into private "gated" cloud. No rocket science here.

These private clouds use a dedicated private network that connect their members and that help to avoid the problem of "bandwidth communism". At the same time a private cloud can consolidate the hardware and software needs of multiple companies, provide load balancing and better economies of scale.

There is also a complimentary trend of creating remote autonomous datacenters controlled and managed from the well equipped central command&control center. Server remote control tool now reached the stage than you can mange server hunreds miles from your office as well as if you can wlkt to the server room. Actually not quite, and here much depends on your ingenuity.

But having central control center instead of centralized serve farm is more flexible approach as you can provide computer power directly were it is needed at the cost of a typical large server hosting provider.

Distributed scheme also requires much less WAN bandwidth and is more reliable as in case of problems with WAN connectivity of local hurragane that cut electricity supply local services remain functional. IBM promote this approach under the name of "autonomic computing".

The level of automation strongly influences how efficiently IT is running. This factor alone might have greater influence on the future shape of IT than then all this "in the cloud" buzz. Vendors propose multiple solutions know as Enterprise System Management (ESM), computer grid (Sun), etc. Such products as HP Openview and BMC Software Patrol Service Impact Manager (former MasterCell 3.0). The vision here are autonomous centrally controlled computational entities, controlled from a common control center. This approach can be combined with several other alternatives to "in the cloud" computing, such as "datacenter in the box", virtual appliances, and application streaming.

One important advantage of hybrid approach is the possibility of using autonomous servers. This is pretty new development that became possible due to advances in hardware (DRAC 7, blades) and software (Virtual Software Appliances). By autonomous server we will understand a server installed in location where there is no IT staff. There can be local staff knowledgeable on the level of a typical PC user, but that's it. Such servers can be managed centrally from a specialized location which retains highly qualified staff. Such location can be even on a different continent.

This type of infrastructure is pretty common for large chemical companies, banks (with multiple branches) and many other companies with distributed infrastructure. Details of implementation of course differ. Here we will concentrate on common features rather then differences. The key advantage of local autonomous servers (and by extension small local autonomous datacenters) is that local services and local traffic remains local. The latter provides several important advantages. Among them:

The attraction of hybrid cloud environment is directly connected with advances of modern hardware and software:

Problems with "pure" cloud computing

Cloud computing in it "pure" form (100% on remote datacenter) is centralized mainframe-style solution and it suffers from all limitations inherent in centralization. All powerful remote datacenters with minimum local client functionality are actually pretty costly and savings sited if advertisements are more often then not pure fiction. They are attractive for higher management as "stealth" outsourcing solution, but that's it. As any outsourced solution it suffers from loyalty problem. Cole combination of local and centralized capabilities are much more optimal. There are several important concerns with "pure" centralized solution (single remote datacenters-based cloud provider):

Cloud computing as a technology is already more then ten years old ;-) and now we know quite a bit about its limitations.

While an interesting form of reincarnation of mainframes, it is critically dependent on availability of high speed fiber WAN networks. But this technology can be implemented in many flavors: can be a pure play (everything done on the servers of the cloud provider, for example Amazon or Google) or mixed approach with a significant part of the processing done at the client (more common and more practical approach). In no way it presuppose simplistic variant in which the everything should be done of the server while for some strange reasons rich client considered to be not kosher.

In no way "in the cloud" software services model presuppose the everything should be done of the server and that rich powerfule client is not kosher. Also it ignores low cost of modern server and their excellent remote administration capabilities

What is more important is providing Software as a Service (SaaS) . SaaS is a model of software deployment where an application is hosted as a service provided to customers across the network (local or Internet). By eliminating the need to install and run the application on the customer's own computer, SaaS alleviates the customer's burden of software maintenance, ongoing operation, and support. Various appliances (email, DNS, etc) are one popular implementation of SaaS.

Webmail, web hosting and other new "groupware" technologies (blogs, wikis, web-conferencing, etc) can he hosted on the local network cheaper and more reliably then on Google or Amazon and they enjoy tremendously better bandwidth due to usage of local network (which now is often 10Gbit/sec) instead of much slower (and in case of private networks more expensive) WAN. Web hosting providers emerged as a strong, growing industry that essentially pioneered the commercialization of SaaS model and convincingly proved its commercial viability. As Kismore Swaminathan aptly noted in his response to Alastair McAulay's article

.... as presently constituted, cloud computing may not be a panacea for every organization. The hardware, software and desktop clouds are mature enough for early adopters. Amazon, for example, can already point to more than 10 billion objects on its storage cloud; generated more than $740 million in revenues for its 2008 fiscal year; and Google includes General Electric and Procter & Gamble among the users of its desktop cloud.

However, several issues must still be addressed and these involve three critical matters: where data resides, the security of software and data against malicious attacks, and performance requirements.

Hillary Clinton private emails server scandal and Podesta email hack provides additional interesting view of the problems of cloud computing,

Actually the fact that General Electric and Procter & Gamble use Google arises strong suspicion about quality of high IT management in those organizations. IMHO this is too risky gamble to play for any competent IT architect. For a large company IT costs already are reduced to around 1% or less, so there are no big saving in going further in cost saving direction. But there are definitely huge risks, as as some point quantity of cost cutting turns in real quality of service issue.

I would argue that "in the cloud" paradise looks more like software demo from a popular anecdote about the difference between paradise and hell ;-). It turns out that for the last five years there are several competing technologies such as usage of virtual appliances and autonomous datacenters or as they are sometimes called "datacenter in the box".

Usage of a local network eliminates the main problem of keeping all your data "in the cloud": possibility of network outages and slowdowns. In this case all local services will continue to function, while in the "pure" cloud services are dead. From the end user perspective, it doesn't make a difference if a server glitch is caused by a web host or a software service provider. Your data is in the cloud, and not on your local PC. If the cloud evaporates you can't get to your data. This iss well known to Google users. If the service or site goes down, you can't get to your data and have nobody to contact. And even if you have somebody to contact as this is a different organization, they have their own priorities and challenges.

While software as a service might represent a licensing savings, there might be a better way to achieve the middle ground and lot to lose all advantages of local storage of data. For example by using some kind of P2P infrastructure automatically synchronized so that you can view/edit data locally. Data should not be held hostage until the user can get back to the cloud. In this sense Microsoft's Microsoft Live Mesh might be a step in right direction as it provides useful middle grown by synchronizing data across multiple computers belonging to a users (home/office or office1/office2, etc).

But the key problem with "in the cloud" delivery of services is that only some services, for example Web sites and email, as well as others with limited I/O (both ways) are suitable for this deployment mode. Attempting to do company wide videoconference via cloud is a very risky proposition.

That does not means that the list of services that are OK for centralization and can benefit from it is short. Among "limited I/O" services we can mention payroll and enterprise benefits services -- another area where "in the cloud" computing definitely makes sense. But most I/O intensive enterprise processing like file sharing is more efficiently done on a local level. That includes most desktop Office related tasks, ERP tasks to name just a few. They are more difficult and more expensive to move into the cloud and economic justification for such a move is open for review. So in a way it is a complementary technology to the local datacenter not an alternative one. Moreover "in the cloud" approach can be implemented on a local level over LAN instead of WAN ("mini cloud" or "cloud in the box").

Actually cloud-based services itself are not that cheap so cost savings in switching to the "in the cloud" service provider for large organizations are typically exaggerated and might even be illusory.

The top rated providers such as Amazon are mainly interesting, if you experience substantial, unpredictable peaks in your workloads and or bandwidth use. For stable, consistent workloads you usually end paying too much . Spectrum of available services is limited and outside running your own virtual servers it is difficult to replace services provided by a real datacenter. May be except small startups. The most commercially viable part is represented by Web hosting and rack hosting providers. For web hosting providers the advantages are quickly diminishing with the complexity of website, though. Among Amazon Web services only S3 storage currently can be called a successful, viable service. Microsoft Live Mesh is mostly a data synchronization service. It presuppose existence of local computers and initially provides syncing files between multiple instances of local computers belonging to the same user. This is an important service, but this not a pure "in the cloud" provider model. It is a more realistic "mixed" approach.

Again, with the current prices of servers and network equipment, most existing services are not cheap and became really expensive as you scale them up. We will discuss this issue later.

All-in-all it is not very clear what market share "in the cloud" services deserve and but it is clear that "in the cloud" service providers can't fit all enterprise needs. Currently, there are a lot more places to run software than there used to be, thanks to the proliferation of powerful laptops, mobile phones like iPhone/Android phones, tablets, etc. Actually smartphones represent another interesting development that runs in the direction opposite to the move to the "in the cloud" computing. It is a powerful local device with wireless network connectivity. The key here is substantial processing power and storage capacity available on the device which is increasing with each new model.

From social standpoint cloud provider services are also problematic. Service providers mind their own interests first. also large service provider is the same bureaucratic monster as a typical datacenter that share with the latter all the spectrum of Dilbertalization problems. Large customers experience "vendor lock-in" working with service providers as it involves significant effort to adapt on both sides. So walk-out is a less viable option that one can assume on pure theoretical backgrounds. It is also possible that outsourcing to "software service providers" like any outsourcing can be used as a negotiating tool (aka "method of blackmail"), to force wage concessions from workers, tax breaks from governments, etc., even when the actual savings would be small, or even when they are negative and moving makes no business sense whatsoever.

Bandwidth communism

Promoters of remote outsourced datacenter, such as Nicholas Carr usually ignore the availability and the cost bandwidth. Think Netflix and all conflicts it is fighting with the local cable internet providers. We can't assume that free Internet connectivity is adequate for all business purposes. such an assumption is corrected called "bandwidth communism". Yes, fiber-optic changed WAN landscape making remote services more viable and Internet tremendously more powerful. But the devil is in details. For example file sharing for a large company over WAN is still bad idea as public bandwidth is insufficient and private is costly. Also any enterprise making bet of 24x7 availability of public bandwidth for vital corporate services looks slightly suicidal because of the "tragedy of commons" problem, which already demonstrated itself in repressions against P2P enthusiasts by large ISPs. All-in-all this "grand utility computing" vision ("bandwidth communism") is problematic because somebody needs to pay for all this expensive infrastructure.

Fiber networks increased both Internet and LAN bandwidth substantially and revitalized distributed computing. But there is a big difference whether you distribute over LAN or WAN. The latter is much tougher case. With all the tremendous progress of Internet available bandwidth does not increase as quickly as computing power. Nowhere close, and it never has. If anything, due to increased scrutiny and "shaping" by ISPs (they are not a charity and need to be profitable) bandwidth "per user" might recently start decreasing as such resource hogs as YouTube and video programming distribution services (movies on demand) are becoming more and more prominent. Ability of video streams and P2P services to clog the Net in the most inopportune moment now is well established fact and is a real curse for university networks.

For i/o intensive tasks, unless you pay for the quality of service, "in the cloud" computing model stands on a very shaky ground. Reliable 24x7 bandwidth cannot be free for all users in all circumstances and for all protocols. Substantial amount of traffic with the remote datacenter is not that easy to transmit reliably and with minimal latency via public channels in rush hours. But buying private links to remote datacenters can be extremely expensive: for mid-side companies it is usually as expensive as keeping everything in house. For multinationals it is more expensive, so only "other considerations" (like "jurisdiction over the data") can sustain the centralization wave to the large remote datacenters. For many multinationals SOX was the last straw that made move of datacenters out of the USA desirable, costs be damned. Now the shadow of NSA serves as keeping this scare alive and well. Cost of private high speed links limits cost efficiency of the "in the cloud" approach to any service where disruptions or low bandwidth in certain times of the day cannot lead to substantial monetary losses. For critical business services such as ERP public data channel can be too brittle.

But it is fair to state that the situation is different for different services. For example for SMTP mail outsourcers like Google/Postini, this problem is not relevant due to the properties of the SMTP protocol: they can communicate via regular Internet. The same is true to DNS services providers, webmail and instant messaging. CRM is also pretty close. But for ERP, file sharing and WAN based backup the situation is very different: providing high speed networking services over WAN is a very challenging engineering task to say the least. The cost of bandwidth also puts natural limits on service providers growth as local networks are usually much cheaper and much faster. Achieving 1Gbit/s speed on LAN is extremely cheap (even laptops now have 1Gbit adapters) while it is quite expensive over WAN. There are also other limiting factors:

  1. The possibility of creation of local LAN backbone with speeds higher the 1 Gbit/s. 10Gbit/s backbones are becoming more and more common.
  2. Limited bandwidth at the point of connection of provider to the Internet. Every provider is connected to the Internet via a pipe and that pipe is only so big. For example OC-1 and OC-3 have their upper limit of 51.84Mbit/s and 155.2 Mbit/s correspondingly. Funny the upper speed of OC-3 (which is pretty expensive) is only slightly higher that 100Mbit/s which long ago became the lowest common denominator for LANs. Large service providers typically use OC-46 with speed up to 2488.32 Mbit/s which is similar to the speed of gigabit Ethernet. 10 Gigabit Ethernet is the fastest commonly available network standard for LANs. It is still emerging technology with only 1 million ports shipped in 2007 but it is quickly growing in importance. It might be eventually used in modified form for WANs too. Anyway as WAN bandwidth is limited and shared between multiple customers the spike in activity of one customer might negatively affect others. Networking problems at the provider level affect all its customers and recovery period might lead to additional spikes of activity.
  3. Local vs. remote storage of data. Recent enterprise level hardrives (Cheetah 15K) have speed up to 164 MB/sec (Megabytes, not megabits). From the speed and cost point of view the ability to keep data/programs local is a big technological advantage. For I/O intensive applications it might be that the only viable role for remote providers is synchronization with local data ;-). Example of this approach is Microsoft's Live Mesh
  4. Interdependence of customers on the transport level. This is jut another incarnation of "tragedy of commons" problem. Bandwidth hogs like game, P2P, music and video enthusiasts do not care a dime about your SLA and can easily put a company that uses public links into disadvantage any time of the day if and when something new and exiting like a new HD movie was released. Also providers are not willing to sacrifice their revenue to accommodate "free-riders.": as soon as usage of bandwidth cuts into profits it is punishable and no amount of rhetoric about "Internet freedom" and "Net neutrality" can change that. That means that enterprise customers relying on public bandwidth can suffer from the effort of providers to manage free-riding. That means the corporation which moved services to the cloud competes with various bandwidth hogs who do not want to scarifies any ground and ready to go quite far to satisfy their real or perceived needs. My university experience suggest that corporate users can suffer from Internet clogging in the form of sluggish download speeds, slow response times and frustration with i/o intensive services that become much less useful and/or enjoyable. See for example Time Warner Cable Vs. The Horde.
  5. Competition for the resources at remote datacenter level. For any successful service providing all the necessary bandwidth is costly and cuts into margins. Recently Amazon faced the situation when bandwidth required for its Elastic Compute Cloud (EC2) proved to be higher then by all of's global websites combined. You can read between lines how that affect profitability:

Adoption of Amazon Elastic Compute Cloud (EC2) and Amazon Simple Storage Service (S3) continues to grow. As an indicator of adoption, bandwidth utilized by these services in fourth quarter 2007 was even greater than bandwidth utilized in the same period by all of's global websites combined.

Web services providers which offer customers unlimited bandwidth are banking on the fact that the majority of their customers will not use much of their bandwidth. This is essentially a marketing trick. As soon as you exceed a fraction of what is promised they may well kick you out. People who tried to implement software , mp3 or video sharing services on low cost ISP accounts realized that very soon. See for example references that I collected under "Unlimited bandwidth myth". Web neutrality does not mean the tragedy of commons is not applicable. As Bernardo A. Huberman, Rajan M. Lukose noted:

Because the Internet is a public good and its numerous users are not charged in proportion to their use, it appears rational for individuals to consume bandwidth greedily while thinking that their actions have little effect on the overall performance of the Internet. Because every individual can reason this way, the whole Internet's performance can degrade considerably, which makes everyone worse off. An analysis of the congestions created by such dilemmas predicts that they are intermittent in nature with definite statistical properties leading to short-lived spikes in congestion. Internet latencies were measured over a wide range of conditions and locations and were found to confirm these predictions, thus providing a possible microscopic mechanism for the observed intermittent congestions of the Internet.

So a company which will try to implement Web based streaming of say corporate video conference via cloud is up to nasty surprises unless it paid "arm and leg" for dedicated lines to its headquarters and other major locations (which make the whole idea much less attractive in comparison with the local datacenter). The ability to stream video of any considerable quality in real-time between two (or more!) arbitrary points in the network is not really something that can be easily done over the current Internet.

The main point to make is that a reliable WAN network connectivity cost a lot of money is difficult to achieve. This problem is unavoidable if your major components are "in the cloud" (in WAN). Also in the "free internet" enterprises are starting to compete for bandwidth with streaming media (films over Internet). The latter proved to be a huge resource hog and quality of a typical Internet connection now fluctuates widely during the day. That means that in order to achieve respectable quality of service for bandwidth intensive applications enterprises need to buy dedicated WAN connections. That is a very expensive habit to say the least. In typical for multinationals moves, say, relocation of SAP/R3 instance from USA to Europe (just from one continent to another) to achieve reasonable latency for requests coming from the USA is not that easy and definitely not cheap. The cost of high bandwidth transatlantic connection is the major part of additional costs and eats all savings from the centralization. The same effect is true about any WAN connection: reliable high-bandwidth WAN connections are expensive. Moreover the reliability needs to be carefully monitored and that also cost money as anybody who was responsible for the company WAN SLA can attest.

Sweeping under the carpet bureaucratization and mainframe-style problems
with external providers of IT services

Centralisation, or centralization (see spelling differences), is the process by which the activities of an organization, particularly those regarding decision-making, become concentrated within a particular location and/or group.


There is a shadow of mainframes over the whole idea of "in the cloud" software services providers. Excessive centralization has its own perils, perils well known from the days of IBM360/370 and "glass datacenters". While at the beginning growth of "cloud services" providers increase profit margins and may even increase the quality of the service eventually each organization hits "size" wall.

That's why businesses tend to perceive such providers as inflexible, and, due to natural pre-occupation with profit margins, hostile to their business needs: exactly like their perceived "grass datacenter" in not so distant past. So much for the improvement of the business model in comparison with traditional local datacenters, as problematic as they are (and I would be the last to deny that they have their own set of problems).

As one reader of Calculated Risk blog noted in his comments to the post Popular Google Product Suffers Major Disruption

Lucifer (profile) wrote on Sat, 6/20/2009 - 12:06 pm

They started employing more MBAs at Google? Seriously, any creative company that "grows up" and starts taking advice from bean counters/ entrail readers and sociopaths is doomed.

Microsoft's greatest strength was that its founders never lost control.. so even though their products were inferior (at least initially), their competitors took advice from MBAs and f**ked themselves up, leaving MS as the only survivor.

It's very hard to scale service-based tech firm and keep the mojo that made the startup successful in the first place, especially via acquisitions or employing 'professional managers' to operate the company. Basically I think the story is simple -- Parkinson's law -- bureaucracies naturally grow without limit. That includes the management of large "cloud-services" providers including Google. Excessive layers of middle managers and affiliated cronies ("shadow secretaries") count in the denominator of labor productivity. Everyone knows that many middle managers (often called PHBs) are mainly "inventing" work for themselves and other middle managers writing memos and calling meetings and stuff. Middle management is all about sustaining internal information flow; technology makes good middle management more efficient since it enables better information flow but it makes bad middle manager even more harmful as they "invent" useless information flow (spam) and block useful information in order to survive.

Issues of quality, loyalty, knowledge of the business are automatically surfaced and as a result customers suffer. Mainframe-style utility model encourages excessive bureaucratization with rigid procedures, stupid customer service and power concentrated at the top. That means that the issues of sociopathic leadership and sycophant managers replacing founders is even more acute then in regular IT firms. Corporate predators prefer large companies. As a result demoralization surface and IT personnel, that is cubicle serfs, now spend a large fraction of their time in the office, surfing the internet.

Contrary to simplistic description and assumptions typical for writers like Carr mainframe warts are very difficult, if not impossible to overcome. And they can be amplified by low cost of free services with no reliability guarantee. Disappearance of data usually is not covered. There is a danger of relying of semi-free (advertisement supported) services too much.

For example anybody who used low cost Web-hosting provider can attest that interests of providers run contrary to the interests of advanced users and as such often stifle advanced technology adoption even if they are supported by a particular provider because they, for example, might increase the load on the server. Also provision of the adequate bandwidth for multiple users (and decent responses times) can be a shaky area. Especially during rush period like 8-11 EST. Typically customer service is far from being responsive to any complains.

Security is another important (and costly to resolve) challenge: break-in into a large provider affects all its customers. There were several high profile break-ins into large Web hosting providers during the last two years, so this is not a theoretical threat. Claiming that Web provider are a total solution for any organization is like saying that just because the Big 4 accounting firms (with their the army of accountants, tax specialists and so on) exist, organizations can do away with internal accountants altogether. The hybrid platforms, such as's application upgrades and quality of service issue still are of major concern.

Relying on advertisement is another mine field. Many people hesitate to send anything important to a Gmail address, knowing that the mail will be scanned (by what is an advertising company) in transit.

Still there is a lot of disappointments with this model as exemplified with the following characterization of "cloud-based" services and outsourcing:

'We thought that we are like a farmer shooing a fat rabbit, but it turned out that the rabbit is shooing at us."

This quote suggests that providers of such services as any outsourcers in the future might have difficulties to shake money loose from the organizations, as customers discover that the interests are highly divergent. IBM already discovered that this is an inherent limit of their push to the "'service oriented organization". Recently they even experienced a backlash.

Because we need to bridge interests of two or more different organization, there are several significant problems in interaction with "in the cloud" providers. Among them

  1. Problem of loyalty. It cuts both ways. First of all in case you use external providers loyalty of staff disappears and for any complex service you face "all or nothing situation": If service works everything is wonderful, but if it does not troubleshooting is extremely difficult and fixing the problem is almost impossible even if you understands what is happening -- infrastructure belongs to other organization. Anybody who used Web hosting (the most successful example of such services) can attest that this is a wonderful service as long as it works. But if you have a problem you have a big problem: local staff has no loyalty to the particular organization and competition does not work as another provider can be as bad or even worse; so switching brings you nothing but additional headache and losses. Even elementary problem can take several months to be resolved and I am not joking I experience it myself. Oversubscription which leads to highly loaded servers and insufficient network bandwidth is another common problem. There are also problems related to the "race to the bottom" in such services: the main differentiator becomes price and to attract new customers Web providers often make claims that are untrue (unlimited bandwidth is one typical example). As a result naive customers who believe in such claims are burned.
  2. Forced upgrades. In case of external providers that platform is owned by the provider and if his financial or technological interests dictate that upgrade is necessary it will be done. That means that customers have to adapt or leave. And upgrade for a provider with large number of customers can be huge mess that cost clients dearly. I experienced this situation myself and can attest that the level of frustration involved is substantial and the mess can easily last several months.
  3. Compatibility problems. As provider uses specific technology the level of interoperability of this technology with other important for the company technologies is not under the control of the user of such services. It can lead to significant costs due to luck of interoperability. In the simplest example lack of interoperability with Microsoft Office is a serious problem for Sun which uses Open Office (Star Office to be exact).
  4. The loss of operational flexibility When switch to "in the cloud" provider is done on cost grounds alone, that usually creates new (and initially mostly unrecognized) dependencies that deprive the company from much of the operational flexibility. Typically security departments are direct beneficiary as security-related spending tend to grow dramatically as a defensive reaction of the organism. The main consequence of the bureaucratization is the loss of flexibility, and sooner or later this lack of flexibility can come back and haunt the company.

    In the recent interview Bill Gates noted that "The IT systems are your brain. If you take your brain and outsource it then any adaptability you want (becomes) a contract negotiation". After you negotiated the contact with the "in the cloud" provider any flexibility you used to have is lost as every change explicitly or implicitly become a change of the contact negotiation. Moreover, if the company lost its key IT staff and key architectural issues are decided by outsourcers, then essentially the company becomes a hostage of outsourcers as it no longer has brain power to access the options and the architecture (and thus the costs) are by-and-large controlled by forces outside your control. That is much more serious risk that many PHB assume: the line between architectural decisions and implementation decisions is pretty fuzzy. There is also associated brain-drain risk – if you outsource important functions, you irrevocable erode the capabilities within your firm. When problems arise, internal IT staff can often resolve the problem more quickly, with less bureaucratic overhead inherent when two corporations are involved.

    The fist category of factors that lead to loss of flexibility is connected with additional standards, policies and procedures that are usually introduced in external service provider situation.

    The other important aspect of the loss of remnants of competitive advantage, if any, as the service provider is now the place were the critical mass of know-how and talent pool reside. That somewhat reverses "client-provider" relationship: it is service provider who now can dictate the rules of the game and who is the only party who understands the precise nature of the tasks involved and can conceal this knowledge for his own advantage from the other party. That usually is helped by the demoralization of the remaining staff in the company

  5. Amplification of the management missteps.

    Their first and most important desire of service provider is to keep the client, even if client's situation changed and no more lend itself easily to the services provided. That can lead to huge architectural blunders. Those things are not limited to offshoring but happened often with complex projects like ERP were external consultants are involved, especially in case big consultant firms are involved. Several large companies went out of business or were bought as a result. Among example we can list FoxMeyer, AT&T Wireless. Several companies were severely hurt (Herschel, etc). This is might actually include Compaq.

    As for Compaq, the story is more complex. Dot-com bust hurt "value added" companies like HP and Compaq disproportionally and increased appetite for mergers and acquisitions activities. Dogged determination of Carly Fiorina about the merger (which served both for self-promotion and as a smokescreen for her own problems at struggling HP) and the ability of former Compaq boss, a certified public accountant Michael Capellas, to understand personal benefits from Carly Fiorina proposition proved to be a winning combination. Capellas who proved to be a "serial CEO", , was a big fan of SAP and that probably was a contributed factor is Compaq troubles. When he was appointed, he promised to turn around struggling Compaq in 180 days. Now we know that after just 84 he found a much better financial solution, at least for himself. A shortcut for a turnaround ;-). It is interesting to note that in 2000, based on iPAQ success, he declared[,Feb 2000] :

    "There will be an explosion in devices, all attached to the Web. We are going to simplify the PC radically." Capellas promises that future desktop computers will be easier to manage than today's machines.

Large companies have become very adept at establishing remote teams in places like India, Russia, etc. Due to their ability to offer higher wages and better environment they are able to attract local talent and run challenging research and development projects. Often, though, these outposts become disconnected from their parent companies because they fail to establish rapport with key participants in the central office. Foreign prophets are usually ignored. There is something fundamental in this "tragedy of local talent" and communication is still a problem even in the age of videoconferences. Without "warm-body" personal contacts it is difficult to build long-term trust based relationships.

Many organizations who thought outsourcing IT was the key to success miserably failed. Whose who did not failed lost competitive advantage, experienced the demoralizing effect of vendor lockdown and QOC hokey-pokey which just simply made no sense. Some in-sourced the IT back, some recreated it from scratch, are still in denial.

That means that client of service providers will be implicitly pushed to lowest common denominator and cannot utilize local expertise, even if such exists. They face "helpdesk level" people and instead of benefiting from specialized provider are often proposed wrong solutions to misdiagnosed problems. my experience with WEB providers suggests that trivial problems like an error in DNS record or wrong permissions can became real production issues.

Service providers can evolve and upgrade software independently of wishes of some or all of the customers. That means that customers who are not satisfied with the direction taken need either to adapt or abandon the service.

When the cloud evaporates: performance issues and dealing with WAN and provider outages

Public internet is unsuitable for handling large volume of transaction with stringent performance criteria. That means that it is dangerous to put databases at "in the cloud providers" : the more successful "in the cloud" providers are ( or if there just are too many P2P and or multiplayer videogames enthusiasts in the same subnet), the slower your WAN connection will be ("tragedy of commons").

Moreover, in comparison with LAN, WAN-based provision of software services is more complex system and as such is less reliable especially at bottlenecks (which are service provider "entry points" and associated infrastructure (DNS, routers, switches, etc). With WAN outage the situation can became a lot worse then when just when spreadsheets or MS Word documents suddenly are inaccessible on the local server due to LAN outage (but you can still download then into USB stick directly from the server and work with the local copy until network connectivity is restored, because your departmental file server is just several dozens of yards away and friendly administrator probably can help you to get to the data. In case of WAN there is no way to put a USB stick on the server or use other shortcut to avoid effects of network downtime: if WAN connection is down you are really down. Generally not only you can do nothing about the outage, its effects might be amplified by the fact that there are many customers affected. All you will get is the message like this:

The service is experiencing technical difficulties. We apologize for the inconvenience. Please try again later .

That means that in some cases the effect on organization of external outage might be such that the head of the person who enthusiastically recommended company to move "into the cloud" rolls down independent of his position, real or faked IQ and technical competence. Recently both Gmail and Amazon services experienced multiple outages. As Brad Stone noted in NYT:

There is plenty of disappointment to go around these days. Such technology stalwarts as Yahoo, and Research in Motion, the company behind the BlackBerry, have all suffered embarrassing technical problems in the last few months.

About a month ago, a sudden surge of visitors to Mr. Payne's site began asking about the normally impervious Amazon. That site was ultimately down for several hours over two business days, and Amazon, by some estimates, lost more than a million dollars an hour in sales.

The Web, like any technology or medium, has always been susceptible to unforeseen hiccups. Particularly in the early days of the Web, sites like eBay and regularly went dark.

But since fewer people used the Internet back then, the stakes were much lower. Now the Web is an irreplaceable part of daily life, and Internet companies have plans to make us even more dependent on it.

Companies like Google want us to store not just e-mail online but also spreadsheets, photo albums, sales data and nearly every other piece of personal and professional information. That data is supposed to be more accessible than information tucked away in the office computer or filing cabinet.

The problem is that this ideal requires Web services to be available around the clock - and even the Internet's biggest companies sometimes have trouble making that happen.

Last holiday season, Yahoo's system for Internet retailers, Yahoo Merchant Solutions, went dark for 14 hours, taking down thousands of e-commerce companies on one of the busiest shopping days of the year. In February, certain Amazon services that power the sites of many Web start-up companies had a day of intermittent failures, knocking many of those companies offline.

The causes of these problems range widely: it might be system upgrades with unintended consequences, human error (oops, wrong button) or even just old-fashioned electrical failures. Last month, an electrical explosion in a Houston data center of the Planet, a Web hosting company, knocked thousands of Web businesses off the Internet for up to five days.

"It was prolonged torture," said Grant Burhans, a Web entrepreneur from Florida whose telecommunications- and real-estate-related Web sites were down for four days, costing him thousands of dollars in lost business.

I was actually surprised how much posts each "in the cloud" service outage generates and how significant were losses reported by some users; in addition to Official Gmail Blog one of the best places to track Gmail outages proved to be Twitter; there is also a site which provides a free check for frustrated Gmail and other "in the cloud" services users). Some reactions are pretty funny:

As any self-respecting obsessive business e-mail checker could tell you, each outage is a real shock and fails on the most inopportune moment. In reality most email outages does not make users less productive, they just deprive them from their favorite tool of wasting own and other time and procrastination ;-)

Here is a short but pretty sobering list for 2008. It neither complete not contains the most important posts about particular outage.

[Jan 28, 2008] Gmail OUTAGE, relying on Google too much -

Google services are usually rock solid reliable, but earlier today some Gmail users lost service for a couple of hours. That begs the question, are we relying on Google too much?

Gmail outages are peppered over the last few years and every time it creates a flurry of activity as businesses and individuals realize how much they rely on a single business and platform for all of their messaging needs.

The same concept is mirrored with search engine traffic, where many people don't even realize there are search engines out there other than Google.

[Feb 16, 2008] Amazon explains its S3 outage Between the Lines

Amazon has issued a statement that adds a little more clarity to its Web services outage on Friday.

Here's Amazon's explanation of the S3 outage, which wreaked havoc on startups and other enterprises relying on Amazon's cloud.

Early this morning, at 3:30am PST, we started seeing elevated levels of authenticated requests from multiple users in one of our locations. While we carefully monitor our overall request volumes and these remained within normal ranges, we had not been monitoring the proportion of authenticated requests. Importantly, these cryptographic requests consume more resources per call than other request types.

Shortly before 4:00am PST, we began to see several other users significantly increase their volume of authenticated calls. The last of these pushed the authentication service over its maximum capacity before we could complete putting new capacity in place. In addition to processing authenticated requests, the authentication service also performs account validation on every request Amazon S3 handles. This caused Amazon S3 to be unable to process any requests in that location, beginning at 4:31am PST. By 6:48am PST, we had moved enough capacity online to resolve the issue.

As we said earlier today, though we're proud of our uptime track record over the past two years with this service, any amount of downtime is unacceptable. As part of the post mortem for this event, we have identified a set of short-term actions as well as longer term improvements. We are taking immediate action on the following: (a) improving our monitoring of the proportion of authenticated requests; (b) further increasing our authentication service capacity; and (c) adding additional defensive measures around the authenticated calls. Additionally, we've begun work on a service health dashboard, and expect to release that shortly.

The Amazon Web Services Team

[Jun 9, 2008] Surviving gMail 502 outages SKFox

I use mint to see live stats for the traffic to and Google Analytics for the long term statistics. I've seen a resurgence today of traffic to my two blog posts (in March and again in May) about my gMail account being down. The most common for me is a "Temporary Error (502)" and it would seem to be happening to other users too. I hate to be the bearer of bad news, but there isn't a whole lot you can do about it. On the short side, most of the outages only last 30 minutes or so with the longest being 3.5 hours. It can be terribly frustrating, but there are a few things you can do to alleviate the pain.

Some users have reported success getting to their mail during outages by using any number of alternative links to gmail. Your mileage may vary, but here they are:

Today's outage is a known issue, and I hope for all of your coming here from search engines, that it comes back up quickly for you.

[Jul 20, 2008] Amazon's S3 Storage Outage Busts Web Sites, Crashes iPhone Apps

What happened? Sometime this morning, Amazon's (AMZN) S3 storage service went down. Or, according to Amazon's official note, S3 is "experiencing elevated error rates." A lot of companies -- Twitter, 37signals, etc. -- rely on S3 to host static files like images, style sheets, etc. for their Web apps. So when S3 goes down, those sites lose some/most/all functionality, depending on what the company uses S3 for.

So how'd Amazon's storage service bork my iPhone? Tapulous relies on S3 for images like Twinkle user icons. And they must not have included a "plan B" in their code to handle an image server outage. So when S3 hiccuped, and Twinkle couldn't download images, the app crashed, taking me back to the iPhone home screen. (And, hours later, it's still crashing.)

[Aug 11, 2008] Business Google Gmail users having troubles

SEATTLE–Google Inc said Monday that many users of its Gmail service are having trouble accessing their online e-mail accounts due to a temporary outage in a contacts system used by Gmail.

The problems began at about 5 p.m., and a company spokesman said Google is starting to implement a fix for the problem right now.

"We are starting to roll out a fix now and hope to have the problem resolved as quickly as possible," said a Google spokesman.

[Aug 25, 2008] - Amazon's Site Outage Raises Scalability Questions - Science News Science & Technology Technology News has built a reputation for being an aggressive, take-no-prisoners kind of company, but it showed its more cooperative side this week.

Late last week, Internet traffic monitoring firm Keynote Systems issued a report that said many of the largest e-commerce players will face major load-handling challenges for the holidays if they don't make big changes by the fourth quarter.

However, after so many years of holiday shopping seasons, some in the industry scoffed that the majors could be caught so short.

To help out, Amazon (AMZN) generously knocked out its own servers for almost 2 hours on Aug. 21.

OK, OK. Amazon probably didn't crash just to help Keynote make a point. But its timing was impeccable nonetheless.

It's interesting to note that within a few days this month, three of the industry's most powerful retail forces - Wal-Mart (WMT), Amazon and Google (GOOG) - all suffered problems that, one way or the other, can be classified as scalability-related.

While there is nothing strange about such outages as large distributed datacenters are notoriously difficult to operate, please note that in case the organization uses both Amazon and Gmail they have multiple noticeable outages during the first half of 2008. At the same time it is impossible to deny that such outages definitely make fragility of in the cloud model visible even for the most "pro-clouds" observer such as Mr. Carr although I doubt that he'll reproduce the statistics listed above in his blog.

But the most important difference between "in the cloud" services and local services is not duration or frequency of the outages. The most important is the level and quality of information available about the situation. In case of local services all information about the situation is readily available and thus some countermeasures can be taken. In military world such difference is of paramount important. IT is not the different in this respect from military world. In case of "in the cloud" the amount and quality of information about the outage are very low; services customers are essentially in the dark. Services just abruptly seizes to exists and then magically comes back. This lack of information has its own costs.

The most important difference between "in the cloud" services and local services is not duration or frequency of the outages. The most important is the level and quality of information available about the situation. In case of local services all information about the situation is readily available and thus some countermeasures can be taken. In military world such difference is of paramount important. IT is not the different in this respect from military world.

Virtualization generally magnifies failures. In the physical world, a server failure typically would mean that backup servers would step in to prevent downtime. In the virtual world, depending on the number of virtual machines residing on a physical box, a hardware failure could impact multiple virtual servers and the applications they host. As a result failures have a much larger impact, effecting multiple applications and multiple users. Little fires turn into big fires. Virtualization might also increase two other problems:

All-in-all the more a particular company relies on "in the cloud computing", the more severe will be effect of the outages. And in comparison with traditional local LAN-based "physical server" deployment there are several sources of them:

The first thing you notice during large outage of "in the cloud" service provider is that customer service is overloaded and you need to wait a long time to get to the human voice. There are usually just too many angry and frustrated customers before you. Also bad is that the nature of the problem and the estimate of the time needed to resolve is usually are not communicated, keeping you in the dark. Moreover even after you get to a support person the information you get will be sketchy. Here is one example:

I was working on a client webinar using WebEx Event Center. I tried to log onto our site and got a cryptic message saying the site was unavailable. Whammo. I got on the line to technical support and waited my turn in queue, along with what must have been quite a few other panicked or angry customers. My support person was surprisingly calm and good natured, given the call volume they must have been processing. He confirmed that there were network problems on their side and said that while he didn't know details of the problem, he was certain it would be all right soon. I had a little time before our event, so I agreed to try again later.

Sure enough, our site came up, but on a backup network. This wasn't completely clean, as one of our scheduled future events had disappeared from our registration page, meaning people couldn't sign up. But at least we could carry on with today's show. Unfortunately, performance was quite a bit below normal standards, with slides and annotations taking inconsistent and sometimes very long time lags to appear on participants' computers.

After the event, strange behavior continued, with an inability to access post-event reports through the WebEx administrator interface. I called technical support again and got agreement that it certainly was strange behavior and we should all hope it would correct itself once the system was back to normal again. Whenever that might be.

Now, I'm not singling out WebEx for any particular acrimonious treatment here. I happened to be using them when this problem occurred. Any provider can have a similar problem. At least WebEx had a backup network plan in place and we were technically able to carry on with our scheduled event. But it's worth noting that there is a frustrating sense of powerlessness while a problem like this is going on. You can't prod anybody for more details, because you don't have access to the people trying to fix the problem as you might if a similar situation occurred with your own business network. You can't get much in the way of progress updates. And you can't put your own backup plan into effect.

One interesting difference in "horror stories" between loacl and "in the cloud" datacenter was aptly outlined in the following Computerworld quote:

Just after midnight on Jan. 22, 2006, Con Edison began telling the Internet that it was Martha Stewart. That is, Con Edison erroneously began sending out routing information to redirect Internet traffic intended for Martha Stewart Living Omnimedia to its own servers.

The publishing company was a Con Edison customer. So were other businesses and Internet providers whose routing information Con Edison hijacked at the same time. The result was a mess that wasn't completely cleared up for 18 hours - and some businesses were offline for most of that time.

But not Martha Stewart, whose CIO, Mike Plonski, wrote to me to clarify what happened at his company.

Plonski's secret sauce? No big secret - just network monitoring and redundancy.

Plonski said: "While one of the Internet connections at our corporate offices was impacted by the ConEd issue you describe, we, as a company, are smart enough to have employed redundancy, both by location and carrier, for our network operations. As a result, during this time frame, we simply flipped all of our Internet traffic to run over our secondary line until ConEd resolved their issue."

OK, it was a little more complicated than that. Plonski said his staff spotted the problem through routine network monitoring. There was clearly something wrong with network traffic coming to the corporate office over the Con Edison line. Thanks to the monitoring, the company knew about the problem about 30 minutes after it started.

Because of the type of outage, an IT staffer had to connect and manually switch over to a redundant line. That took another hour.

Total time for the outage: about 90 minutes in the wee hours of a Sunday morning. Total impact: minimal.

An outage? Yes. A knockout? No way. And handling the problem didn't require rocket science - just monitoring, redundancy and sharp IT staff work.

Repeat after me: [in case of local datacenters "handling the problem didn't require rocket science - just monitoring, redundancy and sharp IT staff work."

Interoperability problems

While individual "in the cloud" service provider can do a decent job in providing the required functionality, the problem arise when you need to use several such providers and issues of interoperability arise.

The lack of interoperability between different SaaS applications is one of the most well known and, at the same time, largest problems with SaaS. In a way companies who are using several different providers spending way too much money with the side effect of creating a problematic, cumbersome IT architecture that lack flexibility and efficiency and as such is inferior to the integrated datacenter architecture. The focus of vendors is on the adaptation of the SaaS model to enterprise requirements (enterprise-level integration), but there is a growing need for vendor-to-vendor integration. How and when those needs will be addressed remains to be seen.

In a way SaaS application emphasize too much GUI portion of functionality of application at the expense of the ability of smoothly exchange data with other, often similar applications.

The emergence of a several classes of enterprise SaaS (for email, CRM, supply chain management, benefits and other HR-related applications, etc ) creates problems of similar or identical data existing in various formats in different providers and their synchronization and timely updates. It providers does not share common "hardware cloud" we have a huge problems as not only protocols of data exchange, but reliability and security issues are pretty complex.

Also the existing interoperability can be broken anytime by software updates by one of several for existing "in the cloud" providers.

Other competing technologies

Pure cloud approach is just one instance of Service Oriented Architecture (SOA). The latter emphasizes the grouping of software functionality around business processes and packaging software as network services. SOA also presuppose network usage as a channel for the exchange for data between applications. It also relied on standard protocols that provide a loose coupling of services with particular OS and implementation language. Here is how Wikipedia defines SOA:

SOA separates functions into distinct units, or services[ which are made accessible over a network in order that they can be combined and reused in the production of business applications. These services communicate with each other by passing data from one service to another, or by coordinating an activity between two or more services. SOA concepts are often seen as built upon, and evolving from older concepts of distributed computing and modular programming.

I would also say that SOA concept is connected with the concept of Unix , especially pipes and co-routines. SaaS represents just one limited architecture for implementing SOA and while "in the cloud" services providers are good for certain production tasks they are bad and/or too costly for others. Webmail providers are the most prominent examples of successful SaaS application; mail filtering (for example Google Postini) and teleconferences are two other examples of successful delivery of functionality over the Internet. But they are not so good for complex enterprise applications (for example SAP/R3) and they are questionable for file and documents sharing.

Existing "legacy" applications

In many cases existing "legacy" IT solutions are working very well and are cost more efficient then pure cloud. It can be the system that was installed five yeas ago, but it can be even the system that was installed 15 years ago (some publishing companies are still using PDP-based systems to run the business), but they are by-and-large running "by-themselves" without need for intervention for months if not years. All the painful deployment problems were ironed out a long time ago, users know the software well and everything is as smooth as it should be. Why bother to rock the boat and pay greedy service providers per user fees for the solution that you already have and paid for ? It would be interesting if Carr tried to explain the reason why this is can be cost efficient for the enterprise...

Hardware Appliances

Appliance are specialized computers which have stripped OS specifically tuned to perform only the functions required for a particular application (or set of applications). Support is remote and performed by the vendor via WAN. In a sense they represent approach which can be called "local cloud".

Most popular type of appliances are firewalls, proxy servers and IDS sensors, but mail server appliances are also popular. They are real and battle tested. Some versions of Microsoft OS (Windows Server, Small Business Edition) can be considered to be appliances in disguise.

Application streaming

In case of application streaming applications are located on a remote computer and are accessed 'as needed" using network protocols ("on the fly" installation). The key advantage of application streaming is that you use local computing power for running the application, not a remote server. That removes the problem of latency in transmitting video stream generated by GUI interface on the remote server (were the application is running) to the client.

Also modern laptops have tremendous computing power that is difficult (and very expensive) to match in remote server park. Once you launch the application on the client (from a shortcut ) the remote server streams (like streaming video or audio) the necessary application files to your PC and the application launches. This is done just once. After that application works as if it is local. Also only required files are sent (so if you are launching Excel you do NOT get those libraries that are shared with MS Word if it is already installed). But each time you launch an application verification of the current version is performed in in case of upgrades or patches launching of a new version is transparent.

In a way Microsoft patching system in automatic mode can be considered as a rudimentary application streaming framework so this approach is not as exotic as it sounds. It implements some neat tricks: downloading new version in the background while you are working with the new version and upgrade during the next reboot.

Virtualization and virtual appliances

Virtualization promises more agile and more efficient local datacenters and undercut "in the cloud" software services model in several ways. First of all it permits packaging a set of key enterprise applications as "virtual appliances". The latter like streamed applications run locally, store data locally, are cheaper, have better response time and are more maintainable. This looks to me as a more promising technical approach for complex sets of applications with intensive I/O requirements. For example, you can deliver LAMP stack virtual appliance (Linux-Apache-PHP-MySQL) and use it on a local server for running your LAMP-applications (for example helpdesk) enjoying the same level of quality and sophistication of packaging and tuning as in case of remote software providers. But you do not depend on WAN as users connect to it using LAN which guarantees fast response time. And your data are stored locally (but if you wish they can be backed up remotely to Amazon or to other remote storage provider).

With the virtual appliances model the underlying infrastructure is still owned by the end-user business but they pay for compete delivery of the actual application in a highly compartmentalized fashion, which is a much simpler and more efficient way of working. It is not hard then to understand where the demand for virtual appliances comes from.

You might ask why virtual appliances have been deployed widely during the last three years or so. The answeris that virtualization started to became more mature and commodization only with the development of Intel 5160 CPUs. At this point even mid range servers became able to consolidate several old servers without breaking much of a sweet. Virtual appliances can be very quickly provisioned to meet customer demand, and automation tools can be used to reduce the management headache and simplify the process. Multiple vendors gives businesses possibility to select the offering which provides real value.

"Cloud in a Box"

The other trend is the emergence of higher level of standardization of datacenters ("'Cloud in a Box"" trend). It permits cheap prepackaged local datacenters to be installed everywhere. Among examples of this trend are standard shipping container-based datacenters which are now sold by Sun and soon will be sold by Microsoft. They already contain typical services like DNS, mail, file sharing, etc preconfigured. For a fixed cost an organization gets set of servers capable of serving mid-size branch or plant. In this case the organization can avoid paying monthly "per user" fees -- a typical cost recovery model of software service providers. It also can be combined with previous two models: it is easy to stream both applications and virtual appliances to the local datacenter from central location. For a small organization such a datacenter now can be pre-configured in a couple of servers using Xen or VMware plus necessary routers and switches and shipped in a small rack. This spring IBM started offering BladeCenter servers with power and x86 processors, and service management software.

Liquid cooling, once used in mainframes and supercomputers, may be returning to data centers as an alternative to air conditioning. Solutions include modular liquid-cooling units placed between racks of servers; a new door at the back of a server rack with tubes in which chilled water is circulating; and server racks with integrated power supply (three-phase convertors to DC, DC distribution to servers and liquid cooling. It permits significantly increase density of servers be it blades or regular multicore servers.

I would like to stress that the power and versatility of modern laptop is the factor that should not be underestimated. It completely invalidates Carr's cloudy dream of users voluntarily switching to network terminal model inherent is centralized software service provision ( BTW mainframe terminals and, especially, "glass wall datacenters" were passionately hated by users). Such a solution can have a mass appeal only in very limited cases (webmail). I think that users will fight tooth and nail for the preservation of the level of autonomy provided by modern laptops. Moreover, in no way users will agree to sub-standard response time and limited feature set of "in the cloud" applications as problems with Google apps adoption demonstrated.

While Google apps is an interesting project, they can serve as a litmus test for the difficulties of replacing "installed" applications with "in the cloud" applications. First of all functionality is really, really limited. At the same time Google have spend a lot of money and efforts creating them but never got any significant traction and/or sizable return on investment. After several years of existence this product did not even match the functionality of Open Office. To increase penetration Google recently started licensing them to Salesforce and other firms. That means that the whole idea might be flawed because even such an extremely powerful organization as Google with its highly qualified staff and huge server power of datacenters cannot create an application suit that can compete with preinstalled on laptop applications, which means cannot compete with the convenience and speed of running applications locally on modern laptop.

In case of corporate editions the price is also an issue and Google apps in comparison with Office Professional ($50 per user per year vs. $ 220 for Microsoft Office Professional) does not look like a bargain if we assume five years life scan for the MS Office. The same situation exists for home users: price-wise Microsoft Office can be now classified as shareware (in Microsoft Office Home and Student 2007 which includes Excel, PowerPoint, Word, and OneNote the cost is $25 per application ). So for home users Google need to provide Google apps for free, which taking into account the amount of design efforts and complexity of the achieving compatibility, is not a very good way of investing available cash. Please note that Microsoft can at any time add the ability to stream Office applications to laptops and put "in the cloud" Office-alternative software service provider in a really difficult position: remote servers need to provide the same quality of interface and amount of computing power per user as the user enjoys on a modern laptop. That also suggests existence of some principal limitations of "in the cloud" approach for this particular application domain. And this is not unique case. SAP has problems with moving SAP/R3 to the cloud too and recently decided to scale back its efforts in this direction.

All-in-all computing power of a modern dual core 2-3GHz laptops with 2-4G of memory and 100G-200G hard drives represent a serious challenge for "in the cloud" software services providers. This makes for them difficult to attract individual users money outside advertising-based or other indirect models. It's even more difficult for them "to shake corporate money loose": corporate users value the independence of locally installed on laptop applications and the ability to store data locally. Not everybody wants to share with Google their latest business plans.

Top Visited
Past week
Past month


Old News ;-)

[Sep 16, 2017] Google Drive Faces Outage, Users Report

Sep 16, 2017 |

( 75

Posted by msmash on Thursday September 07, 2017

Numerous Slashdot readers are reporting that they are facing issues access Google Drive, the productivity suite from the Mountain View-based company. Google's dashboard confirms that Drive is facing outage .

Third-party web monitoring tool DownDetector also reports thousands of similar complaints from users. The company said, "Google Drive service has already been restored for some users, and we expect a resolution for all users in the near future.

Please note this time frame is an estimate and may change. Google Drive is not loading files and results in a failures for a subset of users."

[Jul 02, 2017] The Details About the CIAs Deal With Amazon by Frank Konkel

Jul 17, 2014 |

The intelligence community is about to get the equivalent of an adrenaline shot to the chest. This summer, a $600 million computing cloud developed by Amazon Web Services for the Central Intelligence Agency over the past year will begin servicing all 17 agencies that make up the intelligence community. If the technology plays out as officials envision, it will usher in a new era of cooperation and coordination, allowing agencies to share information and services much more easily and avoid the kind of intelligence gaps that preceded the Sept. 11, 2001, terrorist attacks.

For the first time, agencies within the intelligence community will be able to order a variety of on-demand computing and analytic services from the CIA and National Security Agency. What's more, they'll only pay for what they use.

The vision was first outlined in the Intelligence Community Information Technology Enterprise plan championed by Director of National Intelligence James Clapper and IC Chief Information Officer Al Tarasiuk almost three years ago. Cloud computing is one of the core components of the strategy to help the IC discover, access and share critical information in an era of seemingly infinite data.

For the risk-averse intelligence community, the decision to go with a commercial cloud vendor is a radical departure from business as usual.

In 2011, while private companies were consolidating data centers in favor of the cloud and some civilian agencies began flirting with cloud variants like email as a service, a sometimes contentious debate among the intelligence community's leadership took place.

... ... ...

The government was spending more money on information technology within the IC than ever before. IT spending reached $8 billion in 2013, according to budget documents leaked by former NSA contractor Edward Snowden. The CIA and other agencies feasibly could have spent billions of dollars standing up their own cloud infrastructure without raising many eyebrows in Congress, but the decision to purchase a single commercial solution came down primarily to two factors.

"What we were really looking at was time to mission and innovation," the former intelligence official said. "The goal was, 'Can we act like a large enterprise in the corporate world and buy the thing that we don't have, can we catch up to the commercial cycle? Anybody can build a data center, but could we purchase something more?

"We decided we needed to buy innovation," the former intelligence official said.

A Groundbreaking Deal

... ... ...

The Amazon-built cloud will operate behind the IC's firewall, or more simply: It's a public cloud built on private premises.

Intelligence agencies will be able to host applications or order a variety of on-demand services like storage, computing and analytics. True to the National Institute of Standards and Technology definition of cloud computing, the IC cloud scales up or down to meet the need.

In that regard, customers will pay only for services they actually use, which is expected to generate massive savings for the IC.

"We see this as a tremendous opportunity to sharpen our focus and to be very efficient," Wolfe told an audience at AWS' annual nonprofit and government symposium in Washington. "We hope to get speed and scale out of the cloud, and a tremendous amount of efficiency in terms of folks traditionally using IT now using it in a cost-recovery way."

... ... ...

For several years there hasn't been even a close challenger to AWS. Gartner's 2014 quadrant shows that AWS captures 83 percent of the cloud computing infrastructure market.

In the combined cloud markets for infrastructure and platform services, hybrid and private clouds-worth a collective $131 billion at the end of 2013-Amazon's revenue grew 67 percent in the first quarter of 2014, according to Gartner.

While the public sector hasn't been as quick to capitalize on cloud computing as the private sector, government spending on cloud technologies is beginning to jump.

Researchers at IDC estimate federal private cloud spending will reach $1.7 billion in 2014, and $7.7 billion by 2017. In other industries, software services are considered the leading cloud technology, but in the government that honor goes to infrastructure services, which IDC expects to reach $5.4 billion in 2017.

In addition to its $600 million deal with the CIA, Amazon Web Services also does business with NASA, the Food and Drug Administration and the Centers for Disease Control and Prevention. Most recently, the Obama Administration tapped AWS to host portions of

[Jun 09, 2017] Amazon's S3 web-based storage service is experiencing widespread issues on Feb 28 2017

Jun 09, 2017 |

Amazon's S3 web-based storage service is experiencing widespread issues, leading to service that's either partially or fully broken on websites, apps and devices upon which it relies. The AWS offering provides hosting for images for a lot of sites, and also hosts entire websites, and app backends including Nest.

The S3 outage is due to "high error rates with S3 in US-EAST-1," according to Amazon's AWS service health dashboard , which is where the company also says it's working on "remediating the issue," without initially revealing any further details.

Affected websites and services include Quora, newsletter provider Sailthru, Business Insider, Giphy, image hosting at a number of publisher websites, filesharing in Slack, and many more. Connected lightbulbs, thermostats and other IoT hardware is also being impacted, with many unable to control these devices as a result of the outage.

Amazon S3 is used by around 148,213 websites, and 121,761 unique domains, according to data tracked by SimilarTech , and its popularity as a content host concentrates specifically in the U.S. It's used by 0.8 percent of the top 1 million websites, which is actually quite a bit smaller than CloudFlare, which is used by 6.2 percent of the top 1 million websites globally – and yet it's still having this much of an effect.

Amazingly, even the status indicators on the AWS service status page rely on S3 for storage of its health marker graphics, hence why the site is still showing all services green despite obvious evidence to the contrary. Update (11:40 AM PT): AWS has fixed the issues with its own dashboard at least – it'll now accurately reflect service status as it continues to attempt to fix the problem .

[Apr 01, 2017] Amazon Web Services outage causes widespread internet problems

Apr 01, 2017 |
Feb 28, 2017 6:03 PM EST NEW YORK -- Amazon's cloud-computing service, Amazon Web Services, experienced an outage in its eastern U.S. region Tuesday afternoon, causing unprecedented and widespread problems for thousands of websites and apps.

Amazon is the largest provider of cloud computing services in the U.S. Beginning around midday Tuesday on the East Coast, one region of its "S3" service based in Virginia began to experience what Amazon, on its service site, called "increased error rates."

In a statement, Amazon said as of 4 p.m. E.T. it was still experiencing "high error rates" that were "impacting various AWS services."

"We are working hard at repairing S3, believe we understand root cause, and are working on implementing what we believe will remediate the issue," the company said.

But less than an hour later, an update offered good news: "As of 1:49 PM PST, we are fully recovered for operations for adding new objects in S3, which was our last operation showing a high error rate. The Amazon S3 service is operating normally," the company said.

Amazon's Simple Storage Service, or S3, stores files and data for companies on remote servers. It's used for everything from building websites and apps to storing images, customer data and customer transactions.

"Anything you can think about storing in the most cost-effective way possible," is how Rich Mogull, CEO of data security firm Securosis, puts it.

Amazon has a strong track record of stability with its cloud computing service, CNET senior editor Dan Ackerman told CBS News.

"AWS... is known for having really good 'up time,'" he said, using industry language.

Over time, cloud computing has become a major part of Amazon's empire.

"Very few people host their own web servers anymore, it's all been outsourced to these big providers , and Amazon is one of the major ones," Ackerman said.

The problem Tuesday affected both "front-end" operations -- meaning the websites and apps that users see -- and back-end data processing that takes place out of sight. Some smaller online services, such as Trello, Scribd and IFTTT, appeared to be down for a while, although all have since recovered.

Some affected websites had fun with the crash, treating it like a snow day:

[Apr 01, 2017] After Amazon outage, HealthExpense worries about cloud lock-in by Maria Korolov

Notable quotes:
"... "From a sustainability and availability standpoint, we definitely need to look at our strategy to not be vendor specific, including with Amazon," said Lee. "That's something that we're aware of and are working towards." ..."
"... "Elastic load balances and other services make it easy to set up. However, it's a double-edged sword, because these types of services will also make it harder to be vendor-agnostic. When other cloud platform don't offer the same services, how do you wean yourself off of them?" ..."
"... Multi-year commitments are another trap, he said. And sometimes there's an extra unpleasant twist -- minimum usage requirements that go up in the later years, like balloon payments on a mortgage. ..."
Apr 01, 2017 |

The Amazon outage reminds companies that having all their eggs in one cloud basket might be a risky strategy

"That is the elephant in the room these days," said Lee. "More and more companies are starting to move their services to the cloud providers. I see attackers trying to compromise the cloud provider to get to the information."

If attackers can get into the cloud systems, that's a lot of data they could have access to. But attackers can also go after availability.

"The DDoS attacks are getting larger in scale, and with more IoT systems coming online and being very hackable, a lot of attackers can utilize that as a way to do additional attacks," he said.

And, of course, there's always the possibility of a cloud service outage for other reasons.

The 11-hour outage that Amazon suffered in late February was due to a typo, and affected Netflix, Reddit, Adobe and Imgur, among other sites.

"From a sustainability and availability standpoint, we definitely need to look at our strategy to not be vendor specific, including with Amazon," said Lee. "That's something that we're aware of and are working towards."

The problem is that Amazon offers some very appealing features.

"Amazon has been very good at providing a lot of services that reduce the investment that needs to be made to build the infrastructure," he said. "Elastic load balances and other services make it easy to set up. However, it's a double-edged sword, because these types of services will also make it harder to be vendor-agnostic. When other cloud platform don't offer the same services, how do you wean yourself off of them?"

... ... ...

"If you have a containerized approach, you can run in Amazon's container services, or on Azure," said Tim Beerman, CTO at Ensono , a managed services provider that runs its own cloud data center, manages on-premises environments for customers, and also helps clients run in the public cloud.

"That gives you more portability, you can pick something up and move it," he said.

But that, too, requires advance planning.

"It starts with the application," he said. "And you have to write it a certain way."

But the biggest contributing factor to cloud lock-in is data, he said.

"They make it really easy to put the data in, and they're not as friendly about taking that data out," he said.

The lack of friendliness often shows up in the pricing details.

"Usually the price is lower for data transfers coming into a cloud service provider versus the price to move data out," said Thales' Radford.

Multi-year commitments are another trap, he said. And sometimes there's an extra unpleasant twist -- minimum usage requirements that go up in the later years, like balloon payments on a mortgage.

[Mar 03, 2017] Do You Replace Your Server Or Go To The Cloud The Answer May Surprise You

Mar 03, 2017 |
Is your server or servers getting old? Have you pushed it to the end of its lifespan? Have you reached that stage where it's time to do something about it? Join the crowd. You're now at that decision point that so many other business people are finding themselves this year. And the decision is this: do you replace that old server with a new server or do you go to: the cloud.

Everyone's talking about the cloud nowadays so you've got to consider it, right? This could be a great new thing for your company! You've been told that the cloud enables companies like yours to be more flexible and save on their IT costs. It allows free and easy access to data for employees from wherever they are, using whatever devices they want to use. Maybe you've seen the recent survey by accounting software maker MYOB that found that small businesses that adopt cloud technologies enjoy higher revenues. Or perhaps you've stumbled on this analysis that said that small businesses are losing money as a result of ineffective IT management that could be much improved by the use of cloud based services. Or the poll of more than 1,200 small businesses by technology reseller CDW which discovered that " cloud users cite cost savings, increased efficiency and greater innovation as key benefits" and that " across all industries, storage and conferencing and collaboration are the top cloud services and applications."

So it's time to chuck that old piece of junk and take your company to the cloud, right? Well just hold on.

There's no question that if you're a startup or a very small company or a company that is virtual or whose employees are distributed around the world, a cloud based environment is the way to go. Or maybe you've got high internal IT costs or require more computing power. But maybe that's not you. Maybe your company sells pharmaceutical supplies, provides landscaping services, fixes roofs, ships industrial cleaning agents, manufactures packaging materials or distributes gaskets. You are not featured in Fast Company and you have not been invited to presenting at the next Disrupt conference. But you know you represent the very core of small business in America. I know this too. You are just like one of my company's 600 clients. And what are these companies doing this year when it comes time to replace their servers?

These very smart owners and managers of small and medium sized businesses who have existing applications running on old servers are not going to the cloud. Instead, they've been buying new servers.

Wait, buying new servers? What about the cloud?

At no less than six of my clients in the past 90 days it was time to replace servers. They had all waited as long as possible, conserving cash in a slow economy, hoping to get the most out of their existing machines. Sound familiar? But the servers were showing their age, applications were running slower and now as the companies found themselves growing their infrastructure their old machines were reaching their limit. Things were getting to a breaking point, and all six of my clients decided it was time for a change. So they all moved to cloud, right?

Nope. None of them did. None of them chose the cloud. Why? Because all six of these small business owners and managers came to the same conclusion: it was just too expensive. Sorry media. Sorry tech world. But this is the truth. This is what's happening in the world of established companies.

Consider the options. All of my clients' evaluated cloud based hosting services from Amazon , Microsoft and Rackspace . They also interviewed a handful of cloud based IT management firms who promised to move their existing applications (Office, accounting, CRM, databases) to their servers and manage them offsite. All of these popular options are viable and make sense, as evidenced by their growth in recent years. But when all the smoke cleared, all of these services came in at about the same price: approximately $100 per month per user. This is what it costs for an existing company to move their existing infrastructure to a cloud based infrastructure in 2013. We've got the proposals and we've done the analysis.

You're going through the same thought process, so now put yourself in their shoes. Suppose you have maybe 20 people in your company who need computer access. Suppose you are satisfied with your existing applications and don't want to go through the agony and enormous expense of migrating to a new cloud based application. Suppose you don't employ a full time IT guy, but have a service contract with a reliable local IT firm.

Now do the numbers: $100 per month x 20 users is $2,000 per month or $24,000 PER YEAR for a cloud based service. How many servers can you buy for that amount? Imagine putting that proposal out to an experienced, battle-hardened, profit generating small business owner who, like all the smart business owners I know, look hard at the return on investment decision before parting with their cash.

For all six of these clients the decision was a no-brainer: they all bought new servers and had their IT guy install them. But can't the cloud bring down their IT costs? All six of these guys use their IT guy for maybe half a day a month to support their servers (sure he could be doing more, but small business owners always try to get away with the minimum). His rate is $150 per hour. That's still way below using a cloud service.

No one could make the numbers work. No one could justify the return on investment. The cloud, at least for established businesses who don't want to change their existing applications, is still just too expensive.

Please know that these companies are, in fact, using some cloud-based applications. They all have virtual private networks setup and their people access their systems over the cloud using remote desktop technologies. Like the respondents in the above surveys, they subscribe to online backup services, share files on DropBox and Microsoft MSFT +1.45% 's file storage, make their calls over Skype, take advantage of Gmail and use collaboration tools like Google GOOG +1.45% Docs or Box. Many of their employees have iPhones and Droids and like to use mobile apps which rely on cloud data to make them more productive. These applications didn't exist a few years ago and their growth and benefits cannot be denied.

Paul-Henri Ferrand, President of Dell DELL +% North America, doesn't see this trend continuing. "Many smaller but growing businesses are looking and/or moving to the cloud," he told me. "There will be some (small businesses) that will continue to buy hardware but I see the trend is clearly toward the cloud. As more business applications become more available for the cloud, the more likely the trend will continue."

[Jan 12, 2017] Digitopoly Congestion on the Last Mile

Notable quotes:
"... By Shane Greenstein On Jan 11, 2017 · Add Comment · In Broadband , communication , Esssay , Net Neutrality ..."
"... The bottom line: evenings require far greater capacity than other times of the day. If capacity is not adequate, it can manifest as a bottleneck at many different points in a network-in its backbone, in its interconnection points, or in its last mile nodes. ..."
"... The use of tiers tends to grab attention in public discussion. ISPs segment their users. Higher tiers bring more bandwidth to a household. All else equal, households with higher tiers experience less congestion at peak moments. ..."
"... such firms (typically) find clever ways to pile on fees, and know how to stymie user complaints with a different type of phone tree that makes calls last 45 minutes. Even when users like the quality, the aggressive pricing practices tend to be quite irritating. ..."
"... Some observers have alleged that the biggest ISPs have created congestion issues at interconnection points for purposes of gaining negotiating leverage. These are serious charges, and a certain amount of skepticism is warranted for any broad charge that lacks specifics. ..."
"... Congestion is inevitable in a network with interlocking interests. When one part of the network has congestion, the rest of it catches a cold. ..."
"... More to the point, growth in demand for data should continue to stress network capacity into the foreseeable future. Since not all ISPs will invest aggressively in the presence of congestion, some amount of congestion is inevitable. So, too, is a certain amount of irritation. ..."
Jan 12, 2017 |
Congestion on the Last Mile
By Shane Greenstein On Jan 11, 2017 · Add Comment · In Broadband , communication , Esssay , Net Neutrality It has long been recognized that networked services contain weak-link vulnerabilities. That is, the performance of any frontier device depends on the performance of every contributing component and service. This column focuses on one such phenomenon, which goes by the label "congestion." No, this is not a new type of allergy, but, as with a bacteria, many users want to avoid it, especially advanced users of frontier network services.

Congestion arises when network capacity does not provide adequate service during heavy use. Congestion slows down data delivery and erodes application performance, especially for time-sensitive apps such as movies, online videos, and interactive gaming.

Concerns about congestion are pervasive. Embarrassing reports about broadband networks with slow speeds highlight the role of congestion. Regulatory disputes about data caps and pricing tiers question whether these programs limit the use of data in a useful way. Investment analysts focus on the frequency of congestion as a measure of a broadband network's quality.

What economic factors produce congestion? Let's examine the root economic causes.

The Basics

Congestion arises when demand for data exceeds supply in a very specific sense.

Start with demand. To make this digestible, let's confine our attention to US households in an urban or suburban area, which produces the majority of data traffic.

No simple generalization can characterize all users and uses. The typical household today uses data for a wide variety of purposes-email, video, passive browsing, music videos, streaming of movies, and e-commerce. Networks also interact with a wide variety of end devices-PCs, tablets, smartphones on local Wi-Fi, streaming to television, home video alarm systems, remote temperature control systems, and plenty more.

It is complicated, but two facts should be foremost in this discussion. First, a high fraction of traffic is video-anywhere from 60 to 80 percent, depending on the estimate. Second, demand peaks at night. Most users want to do more things after dinner, far more than any other time during the day.

Every network operator knows that demand for data will peak (predictably) between approximately 7 p.m. and 11 p.m. Yes, it is predictable. Every day of the week looks like every other, albeit with steady growth over time and with some occasional fluctuations for holidays and weather. The weekends don't look any different, by the way, except that the daytime has a bit more demand than during the week.

The bottom line: evenings require far greater capacity than other times of the day. If capacity is not adequate, it can manifest as a bottleneck at many different points in a network-in its backbone, in its interconnection points, or in its last mile nodes.

This is where engineering and economics can become tricky to explain (and to manage). Consider this metaphor (with apologies to network engineers): Metaphorically speaking, network congestion can resemble a bathtub backed up with water. The water might fail to drain because something is interfering with the mouth of the drain or there is a clog far down the pipes. So, too, congestion in a data network can arise from inadequate capacity close to the household or inadequate capacity somewhere in the infrastructure supporting delivery of data.

Numerous features inside a network can be responsible for congestion, and that shapes which set of households experience congestion most severely. Accordingly, numerous different investments can alleviate the congestion in specific places. A network could require a "splitting of nodes" or a "larger pipe" to support a content delivery network (CDN) or could require "more ports at the point of interconnection" between a particular backbone provider and the network.

As it turns out, despite that complexity, we live in an era in which bottlenecks arise most often in the last mile, which ISPs build and operate. That simplifies the economics: Once an ISP builds and optimizes a network to meet maximum local demand at peak hours, then that same capacity will be able to meet lower demand the rest of the day. Similarly, high capacity can also address lower levels of peak demand on any other day.

Think of the economics this way. An awesome network, with extraordinary capacity optimized to its users, will alleviate congestion at most households on virtually every day of the week, except the most extraordinary. Accordingly, as the network becomes less than awesome with less capacity, it will generate a number of (predictable) days of peak demand with severe congestion throughout the entire peak time period at more households. The logic carries through: the less awesome the network, the greater the number of households who experience those moments of severe congestion, and the greater the frequency.

That provides a way to translate many network engineering benchmarks-such as the percentage of packet loss. More packet loss correlates with more congestion, and that corresponds with a larger number of moments when some household experiences poor service.

Tradeoffs and Externalities

Not all market participants react to congestion in the same way. Let's first focus on the gazillion Web firms that supply the content. They watch this situation with a wary eye, and it's no wonder. Many third-party services, such as those streaming video, deliver a higher-quality experience to users whose network suffers less congestion.

Many content providers invest to alleviate congestion. Some invest in compression software and superior webpage design, which loads in ways that speeds up the user experience. Some buy CDN services to speed delivery of their data. Some of the largest content firms, such as YouTube, Google, Netflix, and Facebook, build their own CDN services to improve delivery.

Next, focus on ISPs. They react with various investment and pricing strategies. At one extreme, some ISPs have chosen to save money by investing conservatively, and they suffer the complaints of users. At the other extreme, some ISPs build a premium network, then charge premium prices for the best services.

There are two good reasons for that variety. First, ISPs differ in their rates of capital investment. Partly this is due to investment costs, which vary greatly with density, topography, and local government relations. Rates of investment tend to be inherited from long histories, sometimes as a product of decisions made many years ago, which accumulated over time. These commitments can change, but generally don't, because investors watch capital commitments and react strongly to any departure from history.

The second reason is more subtle. ISPs take different approaches to raising revenue per household, and this results in (effectively) different relationships with banks and stockholders, and, de facto, different budgets for investment. Where does the difference in revenue come from? For one, competitive conditions and market power differ across neighborhoods. In addition, ISPs use different pricing strategies, taking substantially different approaches to discounts, tiered pricing structures, data cap policies, bundled contract offerings, and nuisance fees.

The use of tiers tends to grab attention in public discussion. ISPs segment their users. Higher tiers bring more bandwidth to a household. All else equal, households with higher tiers experience less congestion at peak moments.

Investors like tiers because they don't obligate ISPs to offer unlimited service and, in the long run, raise revenue without additional costs. Users have a more mixed reaction. Light users like the lower prices of lower tiers, and appreciate saving money for doing little other than email and static browsing.

In contrast, heavy users perceive that they pay extra to receive the bandwidth that the ISP used to supply as a default.

ISPs cannot win for losing. The archetypical conservative ISP invests adequately to relieve congestion some of the time, but not all of the time. Its management then must face the occasional phone calls of its users, which they stymie with phone trees that make service calls last 45 minutes. Even if users like the low prices, they find the service and reliability quite irritating.

The archetypical aggressive ISP, in contrast, achieves a high-quality network, which relieves severe congestion much of the time. Yet, such firms (typically) find clever ways to pile on fees, and know how to stymie user complaints with a different type of phone tree that makes calls last 45 minutes. Even when users like the quality, the aggressive pricing practices tend to be quite irritating.

One last note: It is a complicated situation where ISPs interconnect with content providers. Multiple parties must invest, and the situations involve many supplier interests and strategic contingencies.

Some observers have alleged that the biggest ISPs have created congestion issues at interconnection points for purposes of gaining negotiating leverage. These are serious charges, and a certain amount of skepticism is warranted for any broad charge that lacks specifics.

Somebody ought to do a sober and detailed investigation to confront those theories with evidence. (I am just saying.)

What does basic economics tell us about congestion? Congestion is inevitable in a network with interlocking interests. When one part of the network has congestion, the rest of it catches a cold.

More to the point, growth in demand for data should continue to stress network capacity into the foreseeable future. Since not all ISPs will invest aggressively in the presence of congestion, some amount of congestion is inevitable. So, too, is a certain amount of irritation.

Copyright held by IEEE.

To view the printed essay, click here.

[Nov 09, 2015] Thoughts on the Amazon outage

Notable quotes:
"... The 'Cloud' isn't magic, the 'Cloud' isn't fail-proof, the 'Cloud' requires hardware, software, networking, security, support and execution – just like anything else. ..."
"... Putting all of your eggs in one cloud, so to speak, no matter how much redundancy they say they have seems to be short-sighted in my opinion. ..."
"... you need to assume that all vendors will eventually have an issue like this that affects your overall uptime, brand and churn rate. ..."
"... Amazon's downtime is stratospherically high, and their prices are spectacularly inflated. Their ping times are terrible and they offer little that anyone else doesn't offer. Anyone holding them up as a good solution without an explanation has no idea what they're talking about. ..."
"... Nobody who has even a rudimentary best-practice hosting setup has been affected by the Amazon outage in any way other than a speed hit as their resources shift to a secondary center. ..."
"... Stop following the new-media goons around. They don't know what they're doing. There's a reason they're down twice a month and making excuses. ..."
"... Personally, I do not use a server for "mission critical" applications that I cannot physically kick. Failing that, a knowledgeable SysAdmin that I can kick. ..."
Disaster Recovery needs to be a primary objective when planning and implementing any IT project, outsourced or not. The 'Cloud' isn't magic, the 'Cloud' isn't fail-proof, the 'Cloud' requires hardware, software, networking, security, support and execution – just like anything else.

All the fancy marketing speak, recommendations and free trials, can't replace the need to do obsessive due diligence before trusting any provider no matter how big and awesome they may seem or what their marketing department promise.

Prepare for the worst, period.

Putting all of your eggs in one cloud, so to speak, no matter how much redundancy they say they have seems to be short-sighted in my opinion. If you are utilizing an MSP, HSP, CSP, IAAS, SAAS, PAAS, et all to attract/increase/fulfill a large percentage of your revenue or all of your revenue like many companies are doing nowadays then you need to assume that all vendors will eventually have an issue like this that affects your overall uptime, brand and churn rate. A blip here and there is tolerable.

Amazon's downtime is stratospherically high, and their prices are spectacularly inflated. Their ping times are terrible and they offer little that anyone else doesn't offer. Anyone holding them up as a good solution without an explanation has no idea what they're talking about.

The same hosting platform, as always, is preferred: dedicated boxes at geographically disparate and redundant locations, managed by different companies. That way when host 1 shits the bed, hosts 2 and 3 keep churning.

Nobody who has even a rudimentary best-practice hosting setup has been affected by the Amazon outage in any way other than a speed hit as their resources shift to a secondary center.

Stop following the new-media goons around. They don't know what they're doing. There's a reason they're down twice a month and making excuses.

Personally, I do not use a server for "mission critical" applications that I cannot physically kick. Failing that, a knowledgeable SysAdmin that I can kick.

MAT Monitoring and Administration Tool

MAT is an easy to use network enabled UNIX configuration and monitoring tool. It provides an integrated tool for many common system administration tasks, including Backups and Replication It includes a warning system for potential system problems, and graphing of many common system parameters. Click here for more.
Coming soon in version 0.24 will be an embedded interpreter with it you will be able to monitor any parameter you can write a script to capture. It also will create the ability to have OS specific configuration tools.

Unix SysAdm Resources Automated Unix SysMgmt Software

Recommended Links

Google matched content

Softpanorama Recommended

Top articles


Conveniently Administering Remote Servers



Groupthink : Two Party System as Polyarchy : Corruption of Regulators : Bureaucracies : Understanding Micromanagers and Control Freaks : Toxic Managers :   Harvard Mafia : Diplomatic Communication : Surviving a Bad Performance Review : Insufficient Retirement Funds as Immanent Problem of Neoliberal Regime : PseudoScience : Who Rules America : Neoliberalism  : The Iron Law of Oligarchy : Libertarian Philosophy


War and Peace : Skeptical Finance : John Kenneth Galbraith :Talleyrand : Oscar Wilde : Otto Von Bismarck : Keynes : George Carlin : Skeptics : Propaganda  : SE quotes : Language Design and Programming Quotes : Random IT-related quotesSomerset Maugham : Marcus Aurelius : Kurt Vonnegut : Eric Hoffer : Winston Churchill : Napoleon Bonaparte : Ambrose BierceBernard Shaw : Mark Twain Quotes


Vol 25, No.12 (December, 2013) Rational Fools vs. Efficient Crooks The efficient markets hypothesis : Political Skeptic Bulletin, 2013 : Unemployment Bulletin, 2010 :  Vol 23, No.10 (October, 2011) An observation about corporate security departments : Slightly Skeptical Euromaydan Chronicles, June 2014 : Greenspan legacy bulletin, 2008 : Vol 25, No.10 (October, 2013) Cryptolocker Trojan (Win32/Crilock.A) : Vol 25, No.08 (August, 2013) Cloud providers as intelligence collection hubs : Financial Humor Bulletin, 2010 : Inequality Bulletin, 2009 : Financial Humor Bulletin, 2008 : Copyleft Problems Bulletin, 2004 : Financial Humor Bulletin, 2011 : Energy Bulletin, 2010 : Malware Protection Bulletin, 2010 : Vol 26, No.1 (January, 2013) Object-Oriented Cult : Political Skeptic Bulletin, 2011 : Vol 23, No.11 (November, 2011) Softpanorama classification of sysadmin horror stories : Vol 25, No.05 (May, 2013) Corporate bullshit as a communication method  : Vol 25, No.06 (June, 2013) A Note on the Relationship of Brooks Law and Conway Law


Fifty glorious years (1950-2000): the triumph of the US computer engineering : Donald Knuth : TAoCP and its Influence of Computer Science : Richard Stallman : Linus Torvalds  : Larry Wall  : John K. Ousterhout : CTSS : Multix OS Unix History : Unix shell history : VI editor : History of pipes concept : Solaris : MS DOSProgramming Languages History : PL/1 : Simula 67 : C : History of GCC developmentScripting Languages : Perl history   : OS History : Mail : DNS : SSH : CPU Instruction Sets : SPARC systems 1987-2006 : Norton Commander : Norton Utilities : Norton Ghost : Frontpage history : Malware Defense History : GNU Screen : OSS early history

Classic books:

The Peter Principle : Parkinson Law : 1984 : The Mythical Man-MonthHow to Solve It by George Polya : The Art of Computer Programming : The Elements of Programming Style : The Unix Hater’s Handbook : The Jargon file : The True Believer : Programming Pearls : The Good Soldier Svejk : The Power Elite

Most popular humor pages:

Manifest of the Softpanorama IT Slacker Society : Ten Commandments of the IT Slackers Society : Computer Humor Collection : BSD Logo Story : The Cuckoo's Egg : IT Slang : C++ Humor : ARE YOU A BBS ADDICT? : The Perl Purity Test : Object oriented programmers of all nations : Financial Humor : Financial Humor Bulletin, 2008 : Financial Humor Bulletin, 2010 : The Most Comprehensive Collection of Editor-related Humor : Programming Language Humor : Goldman Sachs related humor : Greenspan humor : C Humor : Scripting Humor : Real Programmers Humor : Web Humor : GPL-related Humor : OFM Humor : Politically Incorrect Humor : IDS Humor : "Linux Sucks" Humor : Russian Musical Humor : Best Russian Programmer Humor : Microsoft plans to buy Catholic Church : Richard Stallman Related Humor : Admin Humor : Perl-related Humor : Linus Torvalds Related humor : PseudoScience Related Humor : Networking Humor : Shell Humor : Financial Humor Bulletin, 2011 : Financial Humor Bulletin, 2012 : Financial Humor Bulletin, 2013 : Java Humor : Software Engineering Humor : Sun Solaris Related Humor : Education Humor : IBM Humor : Assembler-related Humor : VIM Humor : Computer Viruses Humor : Bright tomorrow is rescheduled to a day after tomorrow : Classic Computer Humor

The Last but not Least

Copyright © 1996-2018 by Dr. Nikolai Bezroukov. was initially created as a service to the (now defunct) UN Sustainable Development Networking Programme (SDNP) in the author free time and without any remuneration. This document is an industrial compilation designed and created exclusively for educational use and is distributed under the Softpanorama Content License. Original materials copyright belong to respective owners. Quotes are made for educational purposes only in compliance with the fair use doctrine.


FAIR USE NOTICE This site contains copyrighted material the use of which has not always been specifically authorized by the copyright owner. We are making such material available to advance understanding of computer science, IT technology, economic, scientific, and social issues. We believe this constitutes a 'fair use' of any such copyrighted material as provided by section 107 of the US Copyright Law according to which such material can be distributed without profit exclusively for research and educational purposes.

This is a Spartan WHYFF (We Help You For Free) site written by people for whom English is not a native language. Grammar and spelling errors should be expected. The site contain some broken links as it develops like a living tree...

You can use PayPal to make a contribution, supporting development of this site and speed up access. In case is down you can use the at


The statements, views and opinions presented on this web page are those of the author (or referenced source) and are not endorsed by, nor do they necessarily reflect, the opinions of the author present and former employers, SDNP or any other organization the author may be associated with. We do not warrant the correctness of the information provided or its fitness for any purpose.

The site uses AdSense so you need to be aware of Google privacy policy. You you do not want to be tracked by Google please disable Javascript for this site. This site is perfectly usable without Javascript.

Last modified: April 18, 2018