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IBM is launching what it calls a “skinny mainframe” for cloud computing. The equipment is built round IBM z14 mainframe technology, and it features a 19-inch business typical, single-body case design, allowing for handy placement into public cloud information facilities and for personal cloud deployments.
IBM wishes the getting older typical mainframe to live to tell the tale in the period of digital enterprise, and it argues that the mainframe is still essentially the most stable, relaxed, and mature environment for information know-how, together with blockchain-based processing.
“this will deliver the vigor of the IBM Z to an even broader center of shoppers looking for strong security with pervasive encryption, computer getting to know, cloud capabilities and robust analytics,” talked about Ross Mauri, normal manager of IBM Z, in an announcement. “now not handiest does this increase safety and potential in on-premises and hybrid cloud environments for clients, they additionally will deploy the brand new methods in their IBM public cloud facts facilities as they focal point on improving security and performance for more and more intensive statistics masses.”
according to IBM, 87 percent of all bank card transactions and well-nigh $eight trillion funds a 12 months are processed on mainframes. extra, the platform manages 29 billion ATM transactions each and every yr, reminiscent of practically $5 billion per day. in case you’re traveling via airplane, you could thank a mainframe, as they are additionally accountable for processing four billion passenger flights each and every year.
IBM mentioned mainframes are additionally crucial in a world of increasing cybersecurity issues. in line with Gemalto’s Breach level Index, of the just about 10 billion facts breached seeing that 2013, only 4 % of the stolen records was encrypted and as a consequence rendered unnecessary to hackers.
able to processing over 850 million wholly encrypted transactions a day on a single system, skinny mainframes won't have particular area, cooling, or energy requirements, however they nonetheless deliver pervasive encryption and at ease carrier Container technology for at ease facts serving at big scale, IBM referred to.
With the mainframe in high demand and greater relevant than ever, IBM worked intently on the design with more than 80 consumers, including managed provider providers, on-line banks, and assurance firms, to reinvent the mainframe for a whole new classification of clients.
the new z14 and LinuxOne offerings additionally deliver tremendous raises in potential, efficiency, reminiscence, and cache throughout very nearly all facets of the device. an entire system redesign can provide this capability increase in forty % much less house, standardized to be deployed in any data center. The z14 ZR1, introduced nowadays, may also be the groundwork for an IBM Cloud inner most answer, making a “statistics center in a field” by way of co-locating storage, networking, and different facets within the same actual frame as the mainframe server.
The z14 ZR1 gives you 10 % more skill than its predecessor, the z13s, and, at 8TB, twice the reminiscence. The gadget can address more than 850 million utterly encrypted transactions per day.
IBM is going all in with its internet of issues marketing effort. Thursday it announced a deepened relationship with ARM, a licensing firm whose chip designs are the brains of many related gadgets, extra services for its IoT Foundations cloud product, and a new service that it designed for businesses making connected electronics. large Blue isn’t by myself in making a huge deal of its choices within the cyber web of things, but it does have credibility that lots of its smaller competitors lack. There’s a purpose americans say no one ever acquired fired for purchasing IBM (IBM).
The greatest fuss today is around the partnership IBM has with ARM(ARMH), which enables builders who're building items that use ARM’s mbed operating gadget to hyperlink their devices to IBM’s primarily designed cloud for the internet of issues, with little or no effort. ARM’s new OS isn’t in fact publicly attainable, besides the fact that children developers can get beta types of the working system, but it’s designed to run on small microcontrollers which are utilized in sensors and embedded instruments corresponding to home equipment and even endeavor trackers.
ARM developed mbed as a result of pretty much each microcontroller vendor has their personal working equipment, which made for a fragmented market and a complicated development ambiance. imagine attempting to build an app ecosystem if every single telephone had a different working device as a substitute of working iOS or Android. That’s at the moment the case within the information superhighway of things. ARM hopes to change that with mbed, which is aimed at organizations that are looking to construct related products however don’t want to ought to be troubled a couple of proprietary operating gadget.
With IoT foundation, IBM is concentrated on an identical problem. There are a lot of clouds that wish to shop your linked records, however IBM is making the case that it has every little thing developers need in a single official cloud. IoT Foundations has the IBM company, new capabilities introduced Thursday to deal with data analytics (it makes use of a variation of the Spark precise-time facts processing general) and gadget management capabilities. The hyperlink with ARM should still aid the engineers at a big identify company or startup in order that they don’t must worry in regards to the mechanics of connecting their machine to the web and offloading the data. as an alternative, they could just make it turn up with a couple of clicks on a cloud dashboard.
IBM will certainly disagree, however the imaginative and prescient it and ARM is providing isn’t in reality designed for an industrial IoT circumstance where an organization must join an superior manufacturing operation. This isn’t a complete offering for a corporation that needs to prioritize precise-time information flows to a gateway machine that may additionally make decisions on the floor and ship one of the information lower back to the cloud for later processing. Chris O’Connor, a universal manager at IBM, says that the IBM platform may tackle any such use case, however there are certainly some items missing from the announcement that become made nowadays, if a corporation needs it to be as handy as snapping an ARM microcontroller on a board and adding a number of strains of code to integrate it back to IBM’s cloud.
but what this can do is present a large assortment of involved groups a method to delivery small with a connected product and get it related and reporting data. if it is a hit ,it may well grow seamlessly, all backed via a reputable company that appears hell bent on making this convenient for americans who simply want to get their statistics from a device and onto a server to be analyzed.
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Businesses are now overwhelmed with AI sales pitches promoting the technology’s potential to automate tasks, cut costs and improve performance.
Some of you are probably thinking about integrating an AI-based solution into your organization. Well, the good news is that you do not need to be an expert on AI, but you do need to understand the basics (many articles are available for non-tech people on Medium). Once this is done, you can proceed to automate key tasks and use data to detect patterns and outcomes.
Before jumping into the AI bandwagon, please ask yourself these three questions:
It might be tempting to start your AI transformation by trying to completely reinvent your business process. However, this is the best way to fail. It is wiser to gain experience from smaller projects that will create a solid foundation to move onto bigger, more complex human interactions and AI challenges. Moreover, I recommend to focus on projects that have mature user cases with a proven ROI.
Try to avoid tasks with too many variables and potential outcomes.
In AI, it is better to focus on small parts of a process rather than the entire one. Given today’s capabilities., it is very difficult to replace a complete process with a single AI solution, designing such a system can be very hard. However, that same process can be broken down into smaller parts and some of those can be very easily automated.
Organizations should question whether the task they want to “automate” allows for repetition, and low cost of mistakes. The tasks that satisfy these specific criteria are excellent starting points for AI implementation.Know exactly what you want
In many projects, I noticed that decision-makers do not have a clear vision of what their goal is with AI. Individuals can have different perspectives about the same problem and how to solve it. In the end, the lack of a clear vision can prevent full realization of benefits. My recommendation is to always spend time defining the goal. What are you trying to achieve and why?
You also need to have the right people part of the definition process. Indeed, it has to be a conversation between business decision-makers and data scientists that truly understand the business case and that can identify the right methodology and work with it best.
Indeed, your developers aren’t machine learning specialists. There is a difference between developers and data scientists. At the same time, you need to make sure that the AI will be easy-to-use and represent a long-term solution.
There are a lot of different ways to do machine learning, and the right solution is going to depend on a good understanding of the problem. If you lack the necessary human ressources, I strongly recommend you to sollicitate the services of an AI specialized development agency. Indeed, working out what kind of AI is needed for different processes and whether these will be carried out in-house, outsourced or in partnership is an important step to developing a strategy.
If you decide to develop an AI solution within your organization, don’t forget that the learning curve is steep and the required resources to build your own can be very high. For example, a simple recognition model solution can be worth over 100K. It is worth it to have a look at the market for plug-and-play variants that piggyback on existing software services or platforms that are already familiar to companies. Most of the time, these solutions either require a few weeks of integration before they’re up and running.
The downside is that you’ll still need a technical team to customize a solution.
After having established a clear definition of what the AI must achieve, you need to create a roadmap with deliverables. If you decide to outsource the development of an AI solution, it would be wise to have both a technical and business specialist (potentially an end-user) involved in the development process. Moreover, data scientists, data engineers and operational systems engineers need to come together as a team to deliver a solution that can perfectly be used within your technical environement.
Furthemore, it is mandatory that your “AI solution has built-in feedback loops so that predictions and outputs from the AI can be corrected by those employees overseeing operations.” (source)
Finally, you need to build an interface to possibly interact with your new AI tool. In that context, it has to be easy-to-use, scalable and safe.
I recently worked for a company that wanted to develop an image recognition model to identify products in videos for marketing purposes. The AI did exactly what it was created to do. However, the company had issues with the solution because of the complex interface. It was basically made for technical users…Best ways to fail an AI project
Based on my experience, most AI projects became issues because of the following elements:
In most AI projects, companies tend to ignore the human factor. Indeed, AI isn’t just about frameworks, data and algorithms — it’s also about people. Your organization must have executive leadership support and the right talent in key AI roles. When it comes to development, I invite you to become familiar with the “Human in the loop” concept. This concept leverages both human and machine intelligence to create machine learning models. In this approach, humans are directly involved in training, tuning and testing data for a particular ML algorithm.
I noticed that successful projects always have one thing in common. The new AI deployment is always tested within a small group of employees who will provide you with honest feedback on the system’s interface.3 ways to start an AI solution
For your AI needs, three basic options have emerged:
I noticed that most companies I worked with, tend to start with the second solution. It is a good way to gain experience and don’t lose time against your competitors.The Data issue
Most projects are based on Machine learning and it requires data… a lot of it. With enough decisions and data, patterns emerge that can be leveraged to make predictions for future decisions which is what companies mostly are looking for.
Before starting your AI journey, you have to make sure that your data from all the operational systems are pipelined and warehoused in a big data store for consumption by the AI solutions.
How much data do you need? It depends, but be prepared to have at least hundreds of examples of decisions and the factors that went into them.
Your data also needs to be labeled in a structured way — either fields in a system, database or a spreadsheet with rows and columns.
Labeled data: a group of samples that have been tagged with one or more labels. Labeling typically takes a set of unlabeled data and augments each piece of that unlabeled data with meaningful tags that are informative.
It can happen that an organization does not have enough labeled data. In that context, you need to start gathering the factors and decisions in a structured way, so that you can use it to feed the AI platform in the near future.
Another issue could be the dataset.
A data set (or dataset) is a collection of data.
Having the right dataset is crucial. However, the size of the dataset isn’t the real problem, it’s the scope. The challenge with AI is not so much with implementation; the big question is going to be how do you train the AI? That’s why you need to spend time to make sure your data is compatible with an AI solution.
In general, you need to modernize your data management technologies, simultaneously. Data is the foundation for successful AI strategies — ensure that your data integration, database, and data warehouses are ready to power your AI initiatives.Source
Moreover, you should invest in the infrastructure hardware required for your AI transformation. Machine learning requires a high level of computational power, as well as high-bandwidth and storage.
AI represents a fantastic opportunity for companies. However, it is easy to make mistakes since it is a new and complex technology. For instance, if you’re interested about solutions that somehow underestimate the importance of your business, ignore the data, are technology-orientated and that put promises before the problem, then it’s probably a bad solution for your organization. It is ket to take your time and don’t rush the AI development.
The IT Infrastructure Library (ITIL) is a library of volumes describing a framework of best practices for delivering IT services. ITIL has gone through several revisions in its history and currently comprises five books, each covering various processes and stages of the IT service lifecycle. ITIL’s systematic approach to IT service management can help businesses manage risk, strengthen customer relations, establish cost-effective practices, and build a stable IT environment that allows for growth, scale and change.
Developed by the British government's Central Computer and Telecommunications Agency (CCTA) during the 1980s, the ITIL first consisted of more than 30 books, developed and released over time, that codified best practices in information technology accumulated from many sources (including vendors' best practices) around the world. IBM, for example, says that its four-volume series on systems-management concepts, A Management System for Information Systems, known as the Yellow Books, provided vital input into the original ITIL books.
In April 2001, CCTA, along with several other agencies, were rolled into the Office of Government Commerce (OGC), which is now known as the Cabinet Office. The OGC adopted the project as part of its mission to work with the U.K. public sector as a catalyst to achieve efficiency, value for money in commercial activities, and improved success in the delivery of programs and projects.
The goal wasn't to create a proprietary product that could be commercialized; rather, it was to gather best practices that could assist with what the government recognized was an increasing dependence within the government on IT combined with a painful lack of standard procedures that were increasing costs and allowing errors to perpetuate. It quickly became apparent that distributing these best practices would profit both public and private-sector organizations.
Over the years, ITIL's credibility and utility became recognized, and in 2005 its practices contributed to and aligned with the ISO/IEC 20000 Service Management standard, the first international standard for IT service management; it is based on British standard BS15000.
Since 2013, ITIL is owned by Axelos — a joint venture between the Cabinet Office and Capita. Axelos gives businesses the license to use the ITIL framework, while managing updates and process changes. However, to use ITIL internally, organizations do not need a license. ITIL v3 was released in 2011, under the Cabinet Office, bringing updates to the 2007 version published under OGC.
In 2018, Axelos announced ITIL 4 – a major overhaul to the entire framework and the biggest change since ITIL v3 was published in 2007. ITIL 4, which started rolling out in Q1 of 2019, offers a more agile, flexible and customizable version of ITIL that is updated for modern businesses. The latest version encourages less siloes, more collaboration, communication across the entire business and integrating agile and DevOps into ITSM strategies.What's in the ITIL?
The ITIL has gone through several revisions in its history. The original 30 books of the ITIL were first condensed in 2000 (when ITIL V2 was launched) to seven books, each wrapped around a facet of IT management. Later, the ITIL Refresh Project in 2007 consolidated the ITIL to five volumes consisting of 26 process and functions – this is referred to as the ITIL 2007 edition. In 2011, another update — dubbed ITIL 2011 — was published under the Cabinet Office. The five volumes remained, and ITIL 2007 and ITIL 2011 remained similar.
ITIL 4, which was released in 2019, maintains the same focus on automating processes, improving service management and integrating the IT department into the business. However, it also updates the framework to accommodate and answer to modern technology, tools and software. Since ITIL’s last update, the IT department has grown to become integral to every business and the new framework accommodates this by being more agile, flexible and collaborative.
ITIL 4 contains nine guiding principles that were adopted from the most recent ITIL Practitioner Exam, which covers organizational change management, communication and measurement and metrics. These principles include:
The newest version of ITIL focuses on company culture and integrating IT into the overall business structure. It encourages collaboration between IT and other departments, especially as other business units increasingly rely on technology to get work done. ITIL 4 also emphasizes customer feedback, since it’s easier than ever for businesses to understand their public perception, customer satisfaction and dissatisfaction.
For more information on the benefits of the latest version of ITIL, see “ITIL 4: ITSM gets agile.”How do I put ITIL into practice?
ITIL is a collection of e-books, but merely going on a reading binge won't improve your IT operations. First, you have to wrap your brain around the concepts and then get staff buy-in. Getting some IT personnel to adopt new procedures can be like herding cats, but there are tools that can help.
Along with the ITIL comes a whole suite of consulting, training and certification services. From the early 1990s, certifications were administered by two independent bodies: EXIN and ISEB, depending on your location. The two bodies formed an alliance at the end of 2006 to further IT service management.
Since 2014, Axelos is the owner of the ITIL personnel certification and exams are administered by Accredited Training Organizations (ATOs). Accreditations are administered by Strategic Examination Institutes (EIs). EIs need to be accredited directly by Axelos in order to offer accreditation to ATOs.
Before implementing ITIL at your organizations, there are several questions you should answer, such as what problems your organization is trying to solve and what is your route to continual service improvement.
For a deeper look at putting ITIL into practice, see "7 questions to ask before implementing ITIL" and "How to get started with ITIL."What is ITIL certification and is it worth it?
The ITIL v3 certification scheme previously consisted of five levels: Foundation, Practitioner, Intermediate, Expert and Master. Each level required a stronger depth of knowledge and understanding of ITIL. The certification scheme under ITIL 4 has been streamlined to include the ITIL Foundation and the ITIL Master exams. The ITIL Foundation exam has two paths, ITIL Managing Professional (MP) or ITIL Strategic Leader (SL), which each have their own modules and exams.
The ITIL Managing Professional (MP) exam is designed for IT practitioners who are involved with technology and digital teams throughout the organization, not just in the IT department. This path will teach professionals everything they need to know about running successful IT projects, teams and workflows.
The ITIL Strategic Leader (SL) exam is designed for those who deal with “all digitally enabled services,” and not just those that fall under IT operations. This path focuses on how technology directs business strategy and how IT plays into that.
Both paths can lead to the ITIL Master exam, which is the highest level of certification you can achieve with ITIL 4.
For those already in the middle of working towards a ITIL v3 certifications, credits will transfer over to the new certifications. Axelos recommends that all ITIL certification candidates continue the path towards ITIL master.
For in-depth analysis of ITIL certification, see "What ITIL certifications mean to your IT management practices."How can ITIL improve my company's business performance?
A well-run IT organization that manages risk and keeps the infrastructure humming not only saves money, but it also allows the business people to do their jobs more effectively. For example, brokerage firm Pershing reduced its incident response time by 50 percent in the first year after restructuring its service desk according to ITIL guidelines, allowing users with problems to get back to work much more quickly.
ITIL provides a systematic and professional approach to the management of IT service provision, and offers the following benefits:
According to Axelos, ITIL can also help businesses improve services by:
For a deeper look at how to get the most from ITIL, see "5 steps to successful ITIL adoption."What will ITIL cost?
Getting started involves the purchase of the ITIL either as hardcopy, PDF, ePub or through an online subscription directly from Axelos. Then there's the cost of training, which fluctuates each year. The course leading to the initial Foundation Certificate typically runs for two days, and courses leading to higher certifications can be a week or more.
Add to that the inevitable cost of re-engineering some processes to comply with ITIL guidelines, and adjustment of help desk or other software to capture the information you need for tracking and generating metrics.
There is, by the way, no such thing as "ITIL-compliant" software; the ITIL is a framework, not a standard. Some help desk and management software has been engineered with ITIL practices in mind, however, and so will lend themselves better to teams working within the framework.
Examples of software and services designed with ITIL and ITSM in mind include:
ITIL is not a "project"; it's an ongoing journey to improve IT service management. Best practices have to be baked into everything, and they have to evolve as the enterprise evolves. With IT staff buy-in, changes can begin once staff are trained, and some results should be apparent within weeks or months. Process changes do take time, however, as entrenched bad practices are rooted out and modified (and, potentially, staff changes occur), but many companies have reported substantial savings after their first year.
To get a better idea of what it will take to adopt and implement ITIL, you can browse through case studies on the Axelos website. Recent case studies include companies like Sony and Disney — two companies with massive IT operations to manage.What savings can I expect?
Corporations and public sector organizations that have successfully implemented ITIL best practices report huge savings.
For example, in its Benefits of ITIL paper, Pink Elephant reports that Procter and Gamble saved about $500 million over four years by reducing help desk calls and improving operating procedures. Nationwide Insurance achieved a 40 percent reduction in system outages and estimates a $4.3 million ROI over three years, and Capital One reduced its "business critical" incidents by 92 percent over two years. After three years of ITIL implementation, forest products company MeadWestvaco claimed to have eliminated more than $100,000 annually in IT maintenance contracts and recognized a 10 percent gain in operational stability thanks to ITIL.
Without buy-in and cooperation from IT staff, however, any implementation is bound to fail. Bringing best practices into an organization is as much a PR job as it is a technical exercise.
Other criticisms include the fact that it’s impossible to plan for every failure, event or incident so it’s not an exact science. In reality, you won’t know the exact ROI on ITIL until you implement it within your organization and use it effectively. Ultimately, since ITIL is a framework, it can only be as successful as corporate buy-in allows. Embracing certifications, training and investing in the shift will help increase the chances of success and savings.
It is no surprise then that major companies and service providers, such as IBM and Vodafone, are forming joint-venture initiatives to test and develop a 5G ecosystem which, according to President of Mobile Networks with Nokia, Tommi Uitto, can generate new potential for automated operations and artificial intelligence.
While the worldwide implications of 5G technology are myriad, with leading companies Nokia and China Mobile seeking to create a more open and interoperable form of architecture for high-speed networks, its application to the ports and terminals sector could be game-changing.
As Dr. Yvo Saanen, Founder of simulation specialists TBA Group explains above, there is a need to connect a port’s assets, machines and people to systems, thereby increasing the safety and efficiency of cargo-handling operations.
The ability of 5G to optimize operations and “transmit data safely within milliseconds” is already being trialled as part of the Wireless for Verticals (WIVE) research project, one of many initiatives demonstrating the technology’s value as a catalyst for improved performance.Derek Kober, Navis, emphasises the importance of data sharing as a method of collaboration in a recent Port Technology technical paper
Faster and Smarter Networks
It would be easy to focus on the speed of 5G alone, especially when the development of this technology is likely to produce much shorter network response times for a wide variety of industries, including the logistics and port sectors.
However, as the University of Surrey’s world-leading 5G Innovation Centre underlines, the next evolution of connectivity is more significant than catering to the individual needs of everyday consumers: 5G is as much about “machine-to-machine” as it is “people-to-people”.
For more on the University of Surrey's 5G Innovation Centre, please visit their website
The flexibility of 5G networks, to “evolve, adapt and grow” is vital to the progress and implementation of this next technological phase which will allow applications to perform the “bandwidth-heavy” tasks demanded in the future.
Other benefits of 5G, as explored by key industry players like Nokia, include its prediction capabilities, security and reliability, positioning the technology as a crucial foundation for the development of machine learning tools.
Marc Rouanne, the ex-President of Mobile Networks at Nokia, once stated that “AI and machine learning will enable a myriad of new service opportunities”, in addition to reducing end user costs and minimizing the consumption of energy.
Like a whole host of other industries seeking to ride the wave of digitization, businesses in the maritime sector, such as service providers, are hoping to leverage 5G to their collective benefit.
Kalmar, a provider of lifting solutions, is already trialling 5G applications and building a “technology road map” that will make the next stage of connectivity part of the “industrial standard of the future”.
Forecasting the revolutionary potential of 5G, Kalmar’s Director of Automation Research Pekka Yli-Paunu has predicted that “advances in connectivity give us the opportunity to develop the next generation of remote control that may utilise not only video, but audio and haptics as well”.
In addition to this, major ports are conducting their own 5G trials, testing its capability to drive advancement in other areas and provide a bedrock for smarter, more efficient operations.
The Port of Hamburg has already hailed the success of their project, with intermediate results indicating that “5G enables new types of mobile applications for the Hamburg Port Authority’s business”.
Looking ahead, Hamburg has isolated “5G network slicing” as an area that will have a particular impact on operations, laying the “foundation for new IoT applications” and “business models” that will boost the competitiveness of the entire port industry.
5G and mobile networks for ports will be a key topic of discussion at the Container Terminal Automation Conference 2019
Unlocking the Potential
The cooperation of key players from multiple industrial and technological fields is currently forming an access point to 5G for businesses in all sectors.
Nokia has emphasized their work with “a lot of partners in the ports and terminals space, such as Konecranes, to enable the development of a connected ecosystem,” with the company “well positioned to understand the applications and savings made possible by mission-critical wireless technologies”.
According to Nokia’s statistics, ports and harbours make up a significant proportion of its vertical enterprise customers, all of which are currently deploying private LTE networks for their operational campus needs.Read more: Nokia Drives Digitalization at Finland Terminal
In the case of ports like HaminaKotka (located in Finland) the focus of “operational needs” once again shifts to connectivity, correlating to the intelligent machine Dr. Yvo Saanen imagines in his assessment of 5G.
Based on the sound situational awareness of container handling, warehouse logistics, and port security which machine-to-machine and machine-to-person connectivity offers, operations can be improved across multiple areas, from safety and efficiency to environmental performance and cost-effectiveness.
The extent of 5G’s potential impact on ports and terminals is still uncertain, but as operators and service providers search for smarter solutions, and ways to leverage automated technologies, the key word for the future is connectivity.Read more:
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