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Transformation 
and Change 
100 MINI PAPERS 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
Transformation and change - 100 mini papers - eBook
TRANSFORMATION AND CHANGE 
100 MINI PAPERS 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
São Paulo 
2014
4 
PRESENTATION 
TRANSFORMATION AND CHANGE: THE DECISION IS YOURS – LEAD OR GIVE UP 
Rodrigo Kede de Freitas Lima, General Manager IBM Brasil 
We are in a moment of great changes. If you live in Brazil and 
work with technology, you have more than enough reasons to 
feel like you are on a roller coaster. Every roller coaster causes 
multiple feelings – while some are afraid, others have fun, and 
still others get goosebumps, but one thing is certain − most, at 
the end of the trip, will have a feeling of “mission accomplished” 
and of victory. 
We may start by talking about Brazil. In 1985, after 20 years of 
military dictatorship, we had a civilian president again (Tancredo 
Neves), elected by the National Congress, who did not even 
take office, since he passed away before his inauguration. The 
new generations probably do not know 
the details of the “Direct Elections Now” 
movement, which showed the strength 
that people united who fight for their 
rights have. Between 1985 and 1990, 
we went through multiple failed economic 
plans and a presidential election – the 
first in which the people went to vote 
and chose their president. We were still 
crawling in the reestablishment of the so-called 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
democracy, something completely 
forgotten in almost 21 years of military 
dictatorship. Today, looking back, it is 
easier to understand the whole story, but 
it is not possible to relearn democracy in 
5 years. We made many mistakes and 
achieved a few successes. 
In 1989, we went to the ballots and elected a young President, who 
promised to change the country, correct the wave of corruption 
that raged our beloved Brazil. Little more than two years after 
his election, the people once more went out to the streets to ask 
for the impeachment of the then President Fernando Collor. His 
Vice president took over and completed his mandate in 1995. 
Those were years of much learning for the population, for the 
politicians and the system. I usually say that this was an important 
period of transformation of the country into a democracy (no 
matter how rudimentary and problematic the period had been, 
we were able to re-establish a democratic country). 
Once again, we went to the polls and elected a new president. 
Fernando Henrique Cardoso, the ex-Finance Minister of the 
Itamar government and one of the fathers of the Real Plan, he 
built his credibility with the entire country while he was a minister, 
to run for office and win the elections. FHC, as he was known, 
was responsible for a crucial period in the development of the 
country. In his 2 terms, he was responsible for stabilizing the 
economy and changing the country's scenario; he created the 
fiscal responsibility law, sanitized the financial system, building 
it as one of the most solid in the world, and he privatized many 
sectors, such as telecommunications and energy. Prior to 
the Real Plan, we lived in a world of 
40% inflation per month; something 
unimaginable nowadays – the prices in 
the supermarkets changed many times 
throughout the day (how can someone 
live like this?). I consider the period of 
FHC government as one of operational 
efficiency and economical stability. Again, 
we are talking about almost ten years of 
much transformation. 
In 2002, the people elected Luis Inácio 
Lula da Silva, or just Lula. Lula certainly 
surprised many people during his 
administration; he was less radical than 
what was expected by some sectors. 
He honored contracts, maintained the 
economic administration philosophy of the previous government 
and placed in key positions people with great credibility, like 
the president of the Central Bank - Henrique Meirelles (ex Bank 
Boston Global CEO). Lula focused his efforts on solving the 
problem of poverty in the country, his main goal. At the end 
of his two terms, I believe there were, just like in the previous 
governments, some landmarks which were fundamental for the 
development of the country. The first one was what I call Social 
Mobility – a democracy at some moment learns how to manage its 
country and stabilize its economy. After that, it is normal that the 
social pyramid begins to change. We had a middle class which 
represented little more than 20% of the population and today
5 
we are talking about almost 60% of the population. Brazil also 
benefitted from being one of the largest commodities producers 
in the world and increased significantly the level of exports to 
China, the second economy of the world, which became our 
biggest trade partner, bringing a lot of wealth to the country. 
Naturally, after the re-establishment of the democracy and the 
stabilization of the economy. The country grew above the average 
of previous decades thanks to a new class of consumers. Our 
growth as a country was the result of the growth of the internal 
consumption and China's success. 
In 2010, Dilma was elected president. Since 2008, with the 
world economic crisis, growth became harder. Just the domestic 
consumption is not enough to make the country grow at the 
required levels. China, even though it is still growing, grows 
lesser and buys less. So, what now? The name of the game 
for Brazil is efficiency and competitiveness. To achieve this, 
we need a huge investment in infrastructure and education to 
make qualified labor available. With a 5% unemployment rate, 
how will we grow? We have to do more with the same amount of 
labor, be more efficient and productive. Ports, airports, railroads, 
technology, research and development in multiple areas, heavy 
investment in basic education. We are in the middle of this battle. 
We have already started this work as a country. There are many 
criticisms, and the people, legitimately, took to the streets to 
question and ask for solutions to their problems. 
I am an eternal optimistic and I believe that, despite the mistakes 
and the speed, we are destined to grow and become a developed 
country at some point. We have 19% of the world's arable land 
and 12% of the drinkable water. How much will this be worth in 
2050, when 70% of the world's population will be living in cities? 
We have to accelerate the investments and development. That is 
the only way to have a developed country for our grandchildren. 
We live, therefore, in a country in a huge transformation, and 
each one of us has a role in this journey. 
You must be thinking: what is the link of all this to technology 
and IBM. In my opinion, absolutely everything. All this 
transformation will only exist with the intense use of technology 
by the companies, governments and institutions. We from 
IBM invested 100 years working for the progress of society, 
therefore, we can and we will have an even more fundamental 
role in the transformation of Brazil. 
For this reason, I would like to talk about another change that 
is happening in the IT market today. The clients are more and 
more buying outcomes, business solutions, specific to each 
sector, instead of infrastructure. We have to think that now the 
commoditization will not be just of products, but also of models. 
The World walks very fast towards cloud, mobile, social business 
and big data. The technology is leaving the back office and 
going more and more to the front office. It is becoming less a 
cost and more a source of revenue. 
“Data” is already the new natural resource and companies and 
institutions that do understand this will have a head start. In IBM’s 
specific case, we are the only company in the marketplace that 
has developed Cognitive Computing technology, which, in my 
opinion, will change the way we live and work. 
We are, therefore, living in a moment of intense transformation in 
technology too. I am sure that in 5 years, we will have new players 
and a some competitors will fade away. We need, increasingly, 
to specialize in the new technology trends and not just in the 
products – and this is valid for sales, for the technical team, for 
delivery and even for the back office. 
We say that every 30-40 years, the technology undergoes a 
disruptive wave. This moment is now. 
Brazil and Technology are both in a crucial moment of change. 
A “special” combination. As I said, there are people that like 
roller coasters (like me) and others that don't. 
The journey is long, but the game is won every day. 
Lead or give up. 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
Copyright © 2014 IBM Brasil — Indústria, Máquinas e Serviços Ltda. 
All other trademarks referenced herein are the properties of their respective owners. 
Organization: Technology Leadership Council Brazil. 
Coordinators of the book: Argemiro José de Lima and Maria Carolina Azevedo. 
Graphic Design: www.arbeitcomunicacao.com.br 
Dados Internacionais de Catalogação na Publicação (CIP) 
(Câmara Brasileira do Livro, SP, Brasil) 
Transformation and change [e-book] : 100 mini 
papers. -- São Paulo : Arbeit Factory Editora e 
Comunicação, 2014. 
.E3') 
Vários autores. 
Vários tradutores. 
978-85-99220-05-4 
978-85-99220-04-7 (ed. original) 
1. Computação 2. Engenharia de software 3. IBM - 
Computadores 4. Liderança 5. Mudança 6. Tecnologia 
da informação. 
14-11614 CDD-004 
Índices para catálogo sistemático: 
1. Transformação e mudança : Liderança : 
Tecnologia da informação 004
CONTENTS 
Hybrid computers, the next frontier of computing .......................................................................................................10 
How to read in fifty years what was written today? ...................................................................................................... 11 
The Lean way of thinking .............................................................................................................................................12 
So do you want to work with IT architecture? ...............................................................................................................13 
Quantum Computing ...................................................................................................................................................14 
The challenge of legfacy systems modernization ........................................................................................................15 
Technology for Smart Cities .........................................................................................................................................16 
Everything as a Service ............................................................................................................................................... 17 
The Fog and the Frog ..................................................................................................................................................18 
Best Practices in Requirements Elicitation ..................................................................................................................19 
The man who saw the shape of things .........................................................................................................................20 
Software Metrics..........................................................................................................................................................21 
Competency-based Management: It’s KSA time ........................................................................................................22 
Daily Scrum for everyone! ...........................................................................................................................................23 
How to please the customer who contracts services? ................................................................................................24 
Special IBM Centenary: SAGE, a cradle for innovation ...............................................................................................25 
Knowledge Integration: the consultant’s challenge ....................................................................................................26 
Special IBM Centenary: IBM RAMAC: the beginning of a new era in commercial computing ...................................27 
The Evolution of the IT Services Delivery Model ..........................................................................................................28 
Special IBM Centenary: IBM 1401, When Times Were Different... ..............................................................................29 
The Internet of Things ..................................................................................................................................................30 
Special IBM Centenary: The Space Program and Information Technology ................................................................31 
Efficient collaboration in a smart planet ......................................................................................................................32 
Special IBM Centenary: Seeing the world better ........................................................................................................33 
We live in a world increasingly instrumented ...............................................................................................................34 
Special IBM Centenary: Elementary, my dear Watson! ...............................................................................................35 
Multi-core Revolution Impacts in Software Developing ...............................................................................................36 
Special IBM Centenary: The IBM and the Internet ......................................................................................................37 
Governance, Risk and Conformity ..............................................................................................................................38 
Special IBM Centenary: IBM Tape: Breaking Barriers in Data Storage .......................................................................39 
The New Millennium Bug? ...........................................................................................................................................40 
Maintenance of systems at the speed of business ..................................................................................................... 41 
Scalability and Management in Cloud Computing ......................................................................................................42 
The evolution of the Web in business management ....................................................................................................43 
Financial agility in IT ....................................................................................................................................................44 
IT Cost Management ...................................................................................................................................................45 
FCoE, integration of LAN and SAN networks ..............................................................................................................46 
Power, a lot of processing power ................................................................................................................................47
The Power of Social Technology ..................................................................................................................................48 
Girls and Technology ..................................................................................................................................................49 
About Prophets and Crystal Balls ................................................................................................................................50 
Smart cities: the work moves so that life goes on ........................................................................................................ 51 
Special Technology for Social Inclusion ......................................................................................................................52 
Agile: Are you ready? ..................................................................................................................................................53 
The Theory of Multiple Intelligences and Jobs in IT .....................................................................................................54 
Analytics at your fingertips ..........................................................................................................................................55 
The RCA process importance .....................................................................................................................................56 
Can I see the data? .....................................................................................................................................................57 
Learn while playing .....................................................................................................................................................58 
Audio processing in graphics cards ............................................................................................................................59 
Unicode ♥ דוקינו ☻ Уникод ♫ وكينوي  60 ......................................................................................................................... 
The Truth is a Continuous Path ....................................................................................................................................61 
Everything (that matters) in time ..................................................................................................................................62 
Cloud computing and embedded systems .................................................................................................................63 
Nanotechnology-How does that change our lives? ....................................................................................................64 
IT with Sustainability and Efficiency ............................................................................................................................65 
The strategy and its operationalization ........................................................................................................................66 
The evolution of NAS ...................................................................................................................................................67 
Go to the Cloud or not? ...............................................................................................................................................68 
Profession: Business Architect ....................................................................................................................................69 
Four Hours? .................................................................................................................................................................70 
If you put your reputation on the window, will it worth more than $ 1.00? ....................................................................71 
What is information security? ......................................................................................................................................72 
The mathematics of chance ........................................................................................................................................73 
The origin of the Logical Data Warehouse (LDW)........................................................................................................ 74 
Storage  Fractais .......................................................................................................................................................75 
Social Business versus Social Business Model ..........................................................................................................76 
Scientific Method and Work ........................................................................................................................................77 
What is the size of the link? ..........................................................................................................................................78 
NoSQL Databases ......................................................................................................................................................79 
The Challenges of the Internet of Things .....................................................................................................................80 
Bring your mobile device ............................................................................................................................................81 
The sky is the limit for intelligent automation ................................................................................................................82 
Security Intelligence, a new weapon against cyber crime ..........................................................................................83 
Technology Transforming Smart Cities ........................................................................................................................84 
Crowdsourcing: The power of the crowd .....................................................................................................................85 
TOGAF - What is it and why? .......................................................................................................................................86 
Reveal the client that is behind the data ......................................................................................................................87
Singularity: are you ready to live forever? ....................................................................................................................88 
Now I can Tweet ..........................................................................................................................................................89 
The new consumer ......................................................................................................................................................90 
Transforming risks into business opportunities ............................................................................................................91 
QoS in broadband access networks ...........................................................................................................................92 
Do machines feel? .......................................................................................................................................................93 
Understanding AT and IT ............................................................................................................................................94 
“Graphene’s Valley” and Technology Revolution ..........................................................................................................95 
The time doesn’t stop, but it can be best enjoyed… ...................................................................................................96 
Ontologies and the Semantic Web ..............................................................................................................................97 
Mass customization: obtaining a competitive advantage ...........................................................................................98 
Software Defined Network – The Future of the Networks ............................................................................................99 
A Privileged View of the Earth ......................................................................................................................................100 
Smile, you can be in the clouds...................................................................................................................................101 
IBM Mainframe - 50 Years of Technological Leadership and Transformation .............................................................102 
Interoperability in the Internet of Things ......................................................................................................................103 
Agile Project Management or PMBOK®? .....................................................................................................................104 
Blood, Sweat and Web: how the World Wide Web was created .................................................................................105 
Direct Memory Access: Vulnerability by design? ........................................................................................................106 
Big Data and the Nexus of Forces ...............................................................................................................................107 
Demystifying Virtual Capacity, Part I ...........................................................................................................................108 
Demystifying Virtual Capacity, Part II ..........................................................................................................................109 
Closing Remarks and Acknowledgments ................................................................................................................... 110
10 
HYBRID COMPUTERS, THE NEXT FRONTIER OF COMPUTING 
Daniel Raisch 
For over 20 years the IT industry 
has managed to maintain valid 
Moore’s Law, doubling the pro-cessing 
power of chips every 18 
months, but lately it has become 
a great challenge to maintain 
such a pace, which can pose 
a threat to market, followed by 
demand of more power. 
The current chip architecture reached its physical limitation, 
considering the performance curve versus the dissipation of 
heat generated and the energy needed for its operation. It is no 
longer possible to continue delivering more capacity without a 
change of concept and architecture. Some solutions have been 
tried, such as the manufacture of multicore chips, but that still 
could not solve this impasse. On the other hand, the IT market 
continues to need more capacity to meet the changing business 
demands through increasingly complex applications, which 
require more powerful computers ever. 
The industry is seeking alternatives to address this issue. One 
approach is to increase the level of parallelism between the 
various processing cores on the same chip, which require new 
programming concepts and redesign of existing systems so that 
they can exploit this architecture processor. Another alternative 
is to implement a new concept of computers, based on a hybrid 
processor architecture. 
Hybrid computers are composed of different types of processors, 
tightly coupled under an integrated management and control 
system, which enables the processing of complex and varying 
loads. Intel and AMD, for example, are working on multicore 
chips where the processing cores are distinct from each other, 
to enable performance gains without hitting the ceiling heat 
dissipation. However, there is still no forecast about the release 
of these new chips to market. 
IBM is working on a new server platform z / Series, which contain 
processors from their traditional families (Mainframe, POWER7 and 
x86) arranged in a single computing platform, centrally managed 
and integrated manner. In the recent past IBM released a Z/Series 
server integrated with Cell processors to meet a specific need of 
Hoplon, the Brazilian company that operates in the game market. 
This experience was very successful and enabled the advance 
towards the concept of hybrid server. With this new platform, 
which is in final stages of development, IBM intends to provide 
a solution for high-performance and scalability, able to meet 
demands for solutions that require processing power with mixed 
characteristics between traditional commercial applications and 
compute-intensive applications (High Performance Computing). 
Hybrid computers are intended to overcome the limitations 
imposed by current architectures and also solve the problems 
caused by the strong dependency between the applications and 
the computing platform for which they were originally designed. 
This new type of computer functions, as if there are several 
logical virtualized servers on a single physical server, with a 
layer of integrated management, that is able to distribute parts 
of an application to the processor that is more conducive to him. 
It provides the user the facilities and benefits of a physically 
centralized but logically distributed, addressing the current 
challenges of decentralized world relating to integration of 
applications, security, monitoring, load distribution and accounting 
of resource use, among other platforms. 
Simplifying IT, reducing the number of servers installed (and their 
requirements for space, power and cooling), larger capacity 
management of end-to-end and consequently, lower total cost 
of ownership. These are the value propositions of the hybrid 
architectures. 
We are on the verge of a new computing platform, which could 
represent a paradigm shift in the IT industry and enable new 
business solutions, opening horizons for business and society. 
For further information: 
http://www.redbooks.ibm.com/abstracts/redp4409.html 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
11 
HOW TO READ IN FIFTY YEARS WHAT WAS WRITTEN TODAY? 
Roberto F. Salomon 
Only in very recent time we have started using files on electronic 
media to store documents. Besides the paper, we already use 
many other media for our documents as wood, stone, clay 
and wax. When they used these hard media under the above 
mentioned brackets, our ancestors made them inseparable from 
the content itself. 
With the arrival of electronic media, for the first time we separated 
a document from its contents. Thus, the documents have become 
“virtual”, and stored in digital files generated by any application. 
Thanks to digital media, a copy of a document is identical to its 
original. Would be the best of all worlds if there were no question 
of recovery and subsequent reading of these documents. 
The analogy worked well to use software for producing documents: 
a sheet of paper displayed on the screen in the same position it 
would be a sheet in a typewriter. 
However until recently, it was not possible to have a proper 
discussion about the storage format of these documents, resulting 
in compatibility issues with which we live today. The linking of 
formats to software that created them became a barrier to adoption 
of new technologies and solutions. 
The issue caused due to the lack of standardization in document 
storage is only the most visible part of the problem. The lack of 
standardization in communication between software components 
has accumulated along with the large number of suppliers in 
the market. While the adoption of different solutions that support 
heterogenious open and published standards makes economic 
sense for the private sector, for public sector this adoption of 
a standard is vital for the preservation of the state information. 
The concern with the use of open standards in official documents 
led the European Union to publish a definition of what is an open 
standard. There are several perceptions, but all agree that an 
open standard should: 
• be maintained by a nonprofit organization, through an open 
process of decision: 
• be published and accessible without cost, or merely nominal 
cost; 
• ensure free access, without the payment of royalties, for any 
intellectual property associated to the standard. 
Several patterns are suited to this common definition, including 
ODF - OpenDocument Format, which defines the storage format 
for electronic textual documents. 
In Brazil, the Federal Government has already recognized the 
importance of adopting open standards that enable integration 
between their bodies and the other departments of government. 
The edition of the e-PING — Interoperability Standards for Electronic 
Government shows that the Federal Government has considered it 
necessary to establish which patterns will be used to communicate 
with society. This definition should be independent of any economic 
pressures from interest groups. Initiatives such as the e-PING 
are strategic and necessary. There is now a consensus about its 
importance, demonstrated by events such as the “Government 
Interoperability Framework Global Meeting 2010,” promoted by 
the UNDP (United Nations Development) held in Rio in May 2010. 
Policymakers need to be clear that in a world increasingly digital 
the state can not avoid establishing the use of open standards. This 
would seriously compromise the ability of collaboration between 
government agencies and between them and civil society, creating 
obstacles to preserving investments and memory of the nation. 
For further information: 
http://www.odfalliance.org 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
12 
THE LEAN WAY OF THINKING 
Diego Augusto Rodrigues Gomes 
We live in a constant change of thoughts in several spheres of 
knowledge area. For economic reason, many areas in a company 
try to decrease their expenses. In the natural environment, we 
have treaties between countries for the reduction of gases that 
affect the global warming. Beyond this, we are trying to optimize in 
regards to the economy of water usage, eletricity and the reduction 
of polution. Often we are also creating inteligent machines for 
domestic use. What is common about all of this? The effort is to 
reduce the use of resources and to find a better way of using it. 
With a structural base in the managing principles adapted from 
the Toyota System of mass production, there was a term created 
as ‘”lean’’ to describe the systems of production which tried to 
provide higher value to the clients, at a much lower cost, by the 
improvement of flows in the process. 
Whenever we eliminate waste in all flows that generate value, 
processes are created that demand less effort, less space, less 
capital and that require less time for the creation of products and 
services. All this with less number of defects and a better quality, 
whenever compared to the traditional standards. 
The five extraordinary points of thoughts about Lean, which 
reassure that it is indispensable are: 
1. Define what is best for the client and satisfy him; 
2. Define the value flow on a way which is possible to eliminate 
processes that do not add any value to the final product 
(eliminate waste); 
3. Reassure flow within the processes, creating a flow of 
continous production, quickly attending the needs of clients 
(flexibility); 
4. Do not push the product to a customer but see what really 
suits his needs; 
5. Reach to a state of excellence through perfection (quality 
and continous improvement). 
The improvement of processes, is not only factored by the reduction, 
but also by the elimination of waste, categorized in seven types; 
superproduction (production beyond demand); wait (periods of 
inactivity due to the wait time before the next step which has to 
be provisioned); transportation (moving of unecessary parts in 
the process); excess of processing (rework); reallocation (people 
or equipment moving more than necessary for the execution of a 
procedure); inventory (stock of raw materials that are not required 
for the current need); defects (loss of units of production and 
time waste to build them). 
The pursue of quality follows two strategies: train and develop 
the strength of work and make the processes consistent and 
capable of attending the needs of the client. Motivated people 
that embrace the culture and philosophy of the company are 
the heart of this model. Each one is responsible to improve 
the processes of the organization, suggest solutions and new 
approaches, eventhough they are not directly responsible for this. 
The flexibility of this model results from the professional workers 
with mutiple abilities. These professionals do not only know their 
responsability and know how to operate the tools, but they also 
know how to execute activities of other professionals, offering 
a better flow in their activities that compose the executions 
of processes. 
This model of thinking has been applied with success in many 
domains, as in manufacture, destribuition, Supply Chain, deve-lopment 
of products, engineering, and many others. Recently, 
it has been applied to the development of software processes. 
To summarize, whenever you speak Lean you speak in many 
coherent ways to eliminate what is unnecessary. It means to 
break up with thoughts ‘’the more the better’’, it means add more 
value with less work, reduce costs, optimize the timeframe of 
production and deliver and improve a better quality of products 
and services. In other words, it means to eliminate everything 
that does not add value and which is not important to the final 
result. Whenever you adopt the philosophy lean as a new way 
of thinking and acting it can be a great to transform our planet 
to an inteligent planet. 
For further information: 
http://www.lean.org 
http://www.lean.org.br 
Book: O Modelo Toyota, Jeffrey K. Liker (2005) 
http://agilemanifesto.org/ 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
13 
SO DO YOU WANT TO WORK WITH IT ARCHITECTURE? 
Cíntia Barcelos 
I still remember my Dad’s reaction when I told him that I was taking 
on a new role in the company at which I had been working for 16 
years.. I have a PhD in Physical Theory. He had a difficult time 
accepting that I was going to be a software analyst. When I told 
him that I had an excellent opportunity in the new IT architecture 
area, he was a little confused, “Daughter you have not graduated 
in engineering yet ?” Nevertheless, he was happy for me. 
Anyway what does it mean to be an IT architect ? What is this role 
about ? An IT architect solves business problems by integrating 
several systems and multiple technologies, IT products and services. 
This professional, has a vast technical knowledge and experience 
in several disciplines. She is able to identify and evaluate the 
possibilities to best suit the business needs. This is why she 
must be a professional who knows the business industry well 
and connects with the technology world. 
The Architect has extensive knowledge of and experience in 
methodology of architecture standards, system projects, technical 
modeling and technical project management skills. She also 
has a very good knowledge of the various tools available. The 
IT architect needs to quickly understand the envioronment and 
the standards established in the company for which the solution 
is to be provided. 
Despite having all this knowledge and tool skills, the IT archiitect 
never creates a solution in isolation. She always works with a team 
of specialists that owns deep knowledge in each component of 
the solution. This is where the IT architect requires additional skills 
such as leadership, communication, teamwork and business 
skills.It is basically this group of skills that differentiate these 
professionals from the others. 
Another way of understanding what the IT architect does is to 
focus on what she does not do. She is not a ‘’super specialist ‘’ 
that knows deeply all technologies and service products. However 
she has a lot of experience and good knowledge on how the 
groups of technology work together. 
The most important in his activity is to know the role of each 
technology component and the inputs and outputs rather than 
how the component functions or its underlying technology. She 
is not a project manager, but she needs to understand the basic 
concepts of this discipline, and generally, she is best equipped 
to assist the project manager and help her understand and 
orient the project implementation and solution. She is also not 
a consultant, but needs to know methodologies and techniques 
of consulting. The IT architect is neither a super developer nor 
a senior IT specialist. 
IT architects are in high demand in the job market and the 
demand continues to increase each year. In the market there 
are already certifications in this job role offered by Open Group, 
IASA, Zachman and others. 
With the IT Architect, I have found my vocation. It is a I h job 
and career which I have always looked for in the IT Architect role. 
In the IT Architect career, as an IT architect, I execute many 
functions in areas of technology leadership, and have the 
opportunity to understand the business and industry issues in-depth. 
Just as I have not fully understood th articles my father 
has published I am sure my father has not fully understood my 
work or why I find it exciting, yet. 
I think I will hand him this article. 
For further information: 
http://www.iasahome.org/web/home/certification 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
14 
QUANTUM COMPUTING 
Conrado Brocco Tramontini 
Quantum Computing (QC) consists of processing data represented 
by subatomic particles and their states. But before discussing 
QC, we need to take a look at some of the principles of quantum 
mechanics, the basis for the various branches of physics and 
chemistry. The study of QC began in the early twentieth century 
with the work of German Max Planck and Danish Niels Bohr, 
Nobel laureates in Physics in 1918 and 1927, respectively. 
The concepts of quantum mechanics are so unusual that Einstein 
himself did not accept this theory as complete. Niels Bohr had 
already warned in 1927 that “anyone not shocked by quantum 
theory has not understood it”. According to quantum mechanics 
the state of a physical system is the sum of all the 
information that can be extracted from the system 
when performing any measurement, including the 
sum of these states. In other words, the state of 
a physical system is the sum of all its possible 
states. This phenomenon called “overlay” is one 
of base principles for QC. 
A theoretical experiment known as “Schrödinger’s 
cat” demonstrates the strange nature of quantum 
overlays. Let’s suppose a cat is stuck in a box with 
a bottle of poison which is released if a reaction 
occurs in a particle quantum. The cat has a 50% 
chance to stay alive or die. Based on quantum mechanics this 
means that due to the superimposition of the states of the particle, 
the cat is alive and dead at the same time while waiting only for 
the influence of the observer to set its state. 
Here enters another important principle, the Heisenberg Uncertainty 
Principle, which states that we cannot determine simultaneously 
and accurately the position and the time of a particle. To relieve 
the cat from the situation and to know what happened, you must 
open the box and spy. As the measurement of the state of the 
system is made, it collapses into a single state, alive or dead. 
Until this occurs the states are superimposed. 
If you are a little shocked by what you are reading here, it means 
we are on the right track… 
While a classical computer uses electrical pulses to represent 
the state of the bits with values 0 or 1, QC uses particles and 
quantum properties overlapped, such as atoms that are excited or 
not, photons that can be simultaneously in two places, electrons 
and positrons or protons and neutrons with overlapping states. 
A single transistor molecule may contain several thousand protons 
and neutrons that can serve as qubits. The superimposition makes 
it possible to represent much more data, increasing the capacity 
of communication channels, allowing QC to process exponentially 
faster than traditional computing. Instead of processing one 
unit of data at a given time, QC will “think” in blocks processing 
several data units at once as if it was only one. 
Google demonstrated in December 2009 in 
a controversial quantum chip developed by 
D-wave an image search engine which, by using 
superimposition, operated faster than current 
search engines. It is as if you could search for 
your socks in all drawers at once. 
Another important application is quantum 
encryption where a server scrambles qubit A 
into qubit B and sends respectively to machines 
A and B. What the server writes in your qubit is 
replicated to the qubits of machine B, without the 
risk of being blocked since it makes no physical contact, but uses 
another phenomenon called, not coincidentally, teleportation. 
Quantum systems continue to be difficult to control because 
they are sensitive to even minimal interference and because 
the window of time to control the particles is still very small. 
However, despite these challenges, there is consensus that 
this technology has developed faster than initially imagined. 
With quantum computing, can we say that classic computation 
is alive and dead at the same time? 
For further information: 
http://www.fisica.net/computacaoquantica/ 
http://qubit.lncc.br/index.html 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
15 
THE CHALLENGE OF LEGFACY SYSTEMS MODERNIZATION 
Victor Amano Izawa 
Most companies have a need to modernize their 
systems to meet their business needs. These 
updates are complex as they often involve 
major changes to software that supports critical 
business changes. 
Modernization may be required for a variety of reasons, some of 
which include 1. Compliance with regulatory laws; 2. Cut costs; 
3. Optimize business processes. All of these are necessary for 
an enterprise to stay ahead in a highly competitive market. 
When it comes to modernization of legacy systems, cost is the 
major cause that prevents companies from updating their systems. 
Even though these expenditures are considered a critical 
investment for the business, there is another obstacle which 
discourages many ideas and proposals for modernization. 
A modernization process can be long drawn and the process 
may result in impact to their business process. 
Does this mean that they should sacrifice their business and 
remain less competitive? How can they mitigate this risk? 
One solution adopted by many companies is to modernize 
their infrastructure systems using distributed architectures 
(high-performance clusters). Thus, companies can keep their 
legacy systems with high performance and capacity, using high 
processing power computers, rapid response hard drives for 
large data volumes and optical fiber networks with high capacity 
of data transfer. 
When companies are developing a modernization strategy for 
their systems, some factors, they should consider the adoption 
of a software development process framework, scope and a risk 
management approach. 
Initially, a company must assess which of the available software 
development process frameworks such as the Open Unified 
Process (OpenUP) or Rational Unified Process (RUP), is best 
suited to their requirements. A process framework enables an 
organized and optimized modernization. 
During modernization, it is possible, that many improvements 
are presented as system requirements. It is important that each 
one is analyzed and understood so that the defined scope is 
not altered, because the inclusion of a simple enhancement can 
increase the complexity of the modernization, and consequently, 
impact other areas of the system. This could result in the creation 
of new risks to stability and the risk of increasing the cost of 
development. 
Therefore, managing risk is very important for certain modifications 
to avoid future complications. 
The challenge of modernization can be met as long as risks, 
costs and the process as a whole are managed properly. In 
the current market, a company must demonstrate competence 
to always innovate and stay ahead of competition and wisely 
manage new challenges. 
For further information: 
Legacy Systems: Transformation Strategies (2002) – William M. Ulrich; Prentice Hall PTR 
Modernizing legacy systems: Software technologies, engineering processes, and business practices 
(2003) – Robert Seacord, Daniel Plakosh, Grace Lewis; Addison-Wesley 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
16 
TECHNOLOGY FOR SMART CITIES 
José Carlos Duarte Gonçalves 
For quite a while we have been saying that globalization is 
making the world increasingly flat, with fewer geographical 
barriers. But we are beginning to realize a greater phenomenon: 
the planet is becoming smarter. 
When I started my career in IT, 33 years ago, the memory of 
an IBM S/370 computer was able to store up to 64 Kilobytes of 
information. Any mobile phone today has thousands of times 
this amount of memory. 
The reach of technology has also taken an enormous leap over 
these years. Today there are more than four billion cell phone 
users in the world, which represents nearly 70% of the world’s 
population. By the end of 2010, it is estimated that there will 
be more than a billion transistors for each human being, each 
costing one tenth of a millionth of a cent. More than 30 billion 
RFID (radio frequency identification) tags are estimated to be 
in circulation and two billion people connected to the Internet. 
What does it all mean? It means that for the first time in history the 
digital and physical world infrastructures are converging. Virtually 
anything can become digitally connected for a low cost. The world 
is moving towards a trillion connected things – the “Internet of 
Things” made up of cars, refrigerators, buildings, highways, etc. 
But to build a truly smarter world we increasingly need to worry 
about the environment, the sustainability of the planet and the 
depletion of its natural resources. 
Today we have the opportunity to use technology to solve or 
minimize major problems of society, such as traffic jams, drinking 
water conservation, distribution of food and energy and health 
services, among others. 
One of the most critical issues is transport with chaotic traffic 
jams in all major cities. 
Just in the city of São Paulo the cost of traffic jams, taking into 
consideration the idle time of commuters in peak transit times, 
has reached more than R$ 27 billion per year. If we also consider 
the cost of fuel and the impact of pollutants on the health of the 
population, we end up with an annual surcharge of R$ 7 billion. 
How to address this challenge? Cities such as Stockholm, 
Singapore, London and Brisbane are already seeking smart 
solutions to better manage traffic and reduce pollution. The 
initiatives range from traffic forecasting to intelligent and dynamic 
toll systems. In Stockholm, with the implementation of the urban 
toll, traffic jams have decreased by 25%, the pollution levels 
by 40% and the use of public transport has increased by 40 
thousand people per day. 
Government leaders and institutions need to identify the right 
opportunities and obtain the necessary investment through 
incentives and support programs. Becoming smarter applies 
not only to large corporations but also to small and medium sized 
businesses, the engines of our economic growth. 
We will be increasingly evaluated based on the way we apply 
our knowledge and our capacity to solve big problems. We must 
embrace the challenge in order to seek to solve the problems 
and make cities smarter. 
For further information: 
http://www.ibm.com/innovation/us/thesmartercity 
http://cities.media.mit.edu/ 
http://www.smartcities.info/ 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
17 
EVERYTHING AS A SERVICE 
Sergio Varga 
The evolution and robustness of virtualization technologies, the 
advances in the performance and capacity of servers and network 
components, and the increase of multi-tenant applications have 
allowed companies to provide a variety of solutions using the 
“as a Service (aaS)” model. Applications that until recently were 
not imagined to follow this model now do so. For example, in late 
2009 IBM released TivoliLive, a monitoring environment that uses 
the “Monitoring as a Service” model. Other examples include 
Box.net and Salesforce.com that integrate document storage 
and customer relationship management offering new combined 
services based on the “Software as a Service” (SaaS) model. 
Communication as a Service 
(CaaS), Infrastructure as a Service 
(IaaS), Platform as a Service 
(PaaS), and Service Management 
as a Service (SMaaS) are other 
examples of this service model 
that has gained wide adoption 
in the last few years. According 
to an IDC forecast this market 
will grow from US$ 17.4 Billion in 
2009 to more than US$ 44 Billion 
in 2013. Research from Saugatuck 
Technologies outlines that by the end of 2012 70% of the small 
and medium size companies and 60% of large companies will 
have at least one SaaS application. This shows that the service 
model will not be tied to a particular company size. 
The first large class of applications to leverage this service 
model were Customer Relationship Management (CRM) 
applications mainly targeting end-users. Following CRM other 
applications began to be ported to this model. Today the long 
list of applications includes custom applications developed 
in-house. Other relevant use cases of aaS solutions are pilot 
projects and analysis of applications to be implemented within 
companies. 
An important reason for the proliferation of aaS applications 
is cloud computing becoming a reality. Several companies 
are making cloud-based infrastructure available: Amazon 
released Elastic Compute Cloud in 2006 and IBM released 
Cloudburst in 2009. 
However, a 2008 IDC study identified four major challenges 
with making the “as a Service” model more pervasive: security, 
performance, availability, and integration. Enhancing the security 
of the deployed solutions and guaranteeing data privacy are key 
priorities for companies that offer applications using the “as a 
Service” model. Another priority is making applications available 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
at an acceptable performance level. 
In addition to deploying servers 
with high processing power, nu-merous 
network presence points 
around the globe are necessary 
to minimize network latency. High 
availability in these environments 
requires continuity planning and 
uninterrupted monitoring. A further 
challenge is enabling solutions that 
are easy to integrate with other 
client systems, possibly hosted 
on different cloud platforms in the future. 
Despite these challenges, the easy implementation, the low 
cost, and the lack of need to invest in hardware and software are 
the greatest benefits for clients adopting applications offered 
using this service model. 
What might we witness in the near future? IT companies will 
compete in this market where consumers will not invest heavily in 
IT assets but will increasingly use business solutions as services. 
For further information: 
http://blogs.idc.com/ie/?p=543 
www.ibm.com/services/us/gts/flash/tivoli_live.swf 
http://www.saugatech.com/
18 
THE FOG AND THE FROG 
Wilson E. Cruz 
One of the most disturbing facts of our time is the excess of stimuli 
that today goes through our eyes and ears and with any luck, 
invades our brains. Every time someone comes along saying: 
“it’s a lot of information! I can’t manage it!” 
The phenomenon, pretty new, growing dizzyingly, and already 
at the threshold of sanity, has disturbed at both personal and 
professional levels the majority of the “connected” people. 
To help me in the diagnosis of the situation, and open the door to 
some themes of reflection, I use here Dee Hock, the founder of 
the concept that defines the VISA Organization, and his fantastic 
book “Birth of the Chaordic Age”: “Over time, the data turns 
into information, information turns 
into knowledge, knowledge turns 
into understanding and, after a 
long time (...) understanding can 
transform into wisdom. (...). Native 
societies (...) had time to develop 
the understanding and wisdom”. 
Note that the word “time” appears 
three times. 
Leveraging the fifth anniversary 
of the Mini Paper Series, and 
its tradition as an instrument of 
dissemination, I venture some 
issues and ideas that might bring some light to those who seek 
direction in the middle of mist. Let’s start with the questions: 
• How many Mini Papers have you read? More importantly, 
how many of them have you sought information from the 
section “To find out more”? 
• Why does the result of your search in those famous sites go 
out in that order, even though all the first hundred answers 
have 100% adherence to your search argument? 
• Finally, what does a frog do when it is in the middle of a fog? 
If your answers did not bring you the feeling that you are just 
scratching the surface of the most important issues of your life, 
don’t waste your time with the rest of this article. Go to the next 
subject, and then to the next. If, on the other hand, the answers 
left you a bit uncomfortable or wary, it is worthwhile to reflect on 
some points (reflect, not necessarily agree). 
• Get out of that trap that “the most accessed is the best”. In 
any popular website, at the top of the list of recommendations, 
appears the most downloaded, the most widely read news, 
and the most watched video. Who ensures that the quantity 
(especially the amount generated by others) guarantees 
you quality? 
• Create, grow and retain your sources list, based on your 
system of values and preferences. You pay your bills, so 
you are not a slave to the “universal encyclopedia” of others. 
• Pay attention and preferably formalize your rules and merit 
criteria. What is good for you? What matters for you? 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
• Set aside time to discuss. It has 
been said here, but it is worth 
repeating that at the end of 
the frantic sequence ranging 
from noise to the wisdom, the 
discussion is the final filter. 
• Finally, slow down. Pre-med-i-tat- 
ed-ly. Cal-cu-lat-ed-ly. Note 
that, right near the ground there 
is less fog, and give little leaps, 
shorter and accurate, spending 
more time on the ground to look 
around and evaluate the world. 
In the middle of this, how about the birthday of the TLCBR 
(six years!) and the Mini Paper Series (five years)? They can 
be disseminators of information and useful knowledge, which 
is quite much in this dense and low fog. However, I hope for 
more. I hope to see them as the “native society” by Dee Hock, 
seeking the thought, reflection, and with this, the understanding 
and the wisdom. 
For further information: 
http://www.onevoeiroeosapo.blog.br 
HOCK, Dee - “Birth of the Chaordic Age” – Berrett-Koehler Publishers; 1st Edition/ 1st Printing 
edition (January 1, 2000)
19 
BEST PRACTICES IN REQUIREMENTS ELICITATION 
Cássio Campos Silva 
The activity of requirements elicitation is one of the most important 
software engineering practices. Through this activity, the aim is 
the understanding of user needs and business requirements, 
in order to address them later through a technological solution. 
In specialized literature, some works adopt the term elicitation, 
instead of gathering, because this practice is not only the 
gathering of requirements, but also the identification of facts 
that compose them and the problems to be solved. For being 
an interpersonal activity, this practice is very dependent on the 
analyst’s understanding skills and on the user skills in expressing 
their needs. 
In a survey conducted by the Standish Group, five critical factors 
for the success of a project were mapped: user engagement, 
executive management support, clear descriptions of the 
requirements, proper planning, and realistic expectations. Note 
that the text in bold are the factors directly related to requirements. 
Considering the complexity of requirements elicitation activities 
and the dependence of the relationship between involved parties, 
analysts should adopt a few good practices in order to facilitate 
this process: 
Preparation: Prepare in advance and in a proper manner for 
the planned activities, which are generally conducted through 
interviews, questionnaires, brainstorms and workshops. 
Stakeholders: Map (in advance) who will be the participants 
of the process, what are their roles in the project and in the 
organization and what are their levels of knowledge and 
influence. It is imperative that the right people are involved 
as soon as possible. 
Posture: Always look for effectiveness in communications, and 
try to demonstrate prudence during conflict situations. 
Understanding: Try to focus on understanding the problem and 
avoid precipitate conclusions. In this first moment, the most 
important thing is to know how to listen. 
Past experiences: Positively use previous experiences to better 
understand the problem. Avoid considering that the current 
problem is the same as any other that has been solved in a 
past client or project. 
Documentation: Describe the problem in a clear and objective 
manner. In case of doubt, consult the client and avoid inferences. 
Try to use examples cited by stakeholders. The adoption of diagrams 
and figures always help in the documentation and understanding 
of the requirements. The creation of prototypes also contributes 
to the common understanding of the proposed solution. 
Validation: Ensure that stakeholders validate the documentation, 
verifying the understanding of the problem and the desired 
improvements and eventually make requests for changes. 
At the end of the process it might be possible to demonstrate, in 
documental form, the understanding of the problem, customer 
needs and opportunities for improvements. This will delimit the 
scope of the project and should guide the design of the solution, 
as well as the project planning. 
The measurement of the size, complexity and risks of a project 
will depend on the quality and coherence of the requirements. It 
is crucial that this activity is performed in a criterious and detailed 
manner, because any failure in this moment could generate 
unsuccessful projects, financial losses and unsatisfied customers. 
For further information: 
http://en.wikipedia.org/wiki/Requirements_elicitation 
http://www.volere.co.uk 
Book: Requirements Engineering 2nd Edition-Ken Jackson 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
20 
THE MAN WHO SAW THE SHAPE OF THINGS 
Fábio Gandour e Kiran Mantripragada 
Benoît Mandelbrot died on October 14, 2010. He could have 
been just another exotic name of science but he was much more 
than that. Polish-born from a Jewish family, Mandelbrot was born 
in Warsaw in 1924, into a family with a strong academic tradition. 
He first studied in France and then in the United States. In 1958, 
he began working as a scientist at the IBM T.J. Watson Research 
Lab, where he advanced to IBM Fellow and Scientist Emeritus. 
Benoît Mandelbrot was the mathematician who best understood 
and published a new formulation for 
representing the natural phenomena. 
His understanding has led to the 
creation of the word “fractal”, inspired 
by the Latin word fractus meaning 
broken, or shattered. He affirmed 
that nature is governed by Fractal 
geometry, because Euclidean 
geometry couldn’t describe more 
complex natural forms such as 
clouds, trees, the path of rivers and 
mountain ranges. 
The classical Euclidean Geometry is 
built from 3 elements: point, line and 
plane. The point has no dimension, 
i.e., it is a zero-dimensional element. 
The line has a single dimension, the 
length, and therefore, can provide a measurable quantity. Finally, 
the plane presents two dimensions, length and width. With these 
3 elements, Euclid of Alexandria, who lived between 360 and 
295 B.C., built the Euclidean geometry. 
Some mathematicians, such as Bernhard Riemann, observed 
that the concepts described by Euclid can be extrapolated to 
objects of “n” dimensions, such as hiperesferas, hyperplanes, 
n-dimensional simplex and other “figures”. 
Mandelbrot, with a brilliant observation noted that there are 
“broken” dimensions, meaning that there are “n-dimensional” 
objects, where “n” is a real number. Thus, if a line has a single 
dimension and the plane has two dimensions, what would be a 
“1.5 dimensional” object? In fact, Mandelbrot showed that such 
objects exist and can be described by the theory which he called 
the fractal geometry. 
Fractal geometry study objects with interesting properties, as for 
example, the Sierpinski Carpet, which is the result of successive 
removal of the central square, after the division of the original 
major square into nine equal and smaller squares, forming an 
object with an area that tends to zero and perimeter that tends 
to infinity. The image shown below is an extrapolation from the 
“Sierpinski Carpet” to the “Sierpinski Cube”. Observe that the 
cracks [fracture] of a dimension into another minor, of the same 
shape and contained within the first, creates an endless dimension. 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
Benoît Mandelbrot may have been 
a victim of his own creation because 
the images constructed from the 
Fractal geometry had a strong 
appeal to the world of the arts. 
This appeal made Fractal geo-metry 
to be seen and used more 
as an illustration tool than as a 
mathematical model for repre-sentation 
of nature. For example, 
the search of the word “fractal” on 
Google Images features more than 
1 million results, all of them of great 
visual appeal. 
For being a mathematician, Man-delbrot 
has never been considered a candidate for the Nobel 
Prize, because there is no such category in the awards. But the 
practical use of Fractal geometry can, in the future, recognize 
his contribution to other areas, such as Physics or Economics. 
If anyone shows, for example, that the evolution of financial crises 
has also a fractal behavior, justice will have been made. In another 
line, Stephen Wolfram and cellular automata theory, explained 
in his book “A New Kind of Science”, can be the beginning of 
the correction of this historical misconception. 
For further information: 
http://tinyurl.com/34f59ty 
http://www.math.yale.edu/mandelbrot/ 
http://www.wolframscience.com/
21 
SOFTWARE METRICS 
Daniela Marques 
The fact that quality is an important item for any product or service 
is not disputed. Software that is used to support the various 
business lines in companies must also demonstrate higher quality 
levels with each new version. It is also a fact that new versions 
are required to meet new demands, as well as offering new 
features to customers. This brings up the question of how to 
increase productivity in software development while maintaining 
or increasing quality standards. 
Software metrics are among the tools employed by Software 
Engineering. These metrics can be as considered a set of attributes 
of the software development cycle, that were previously known 
and documented. 
Despite the existence of 
IEEE 1061-1998, a lack of 
consensus on the use of these 
metrics still persists, though 
few doubts remain that they 
are essential to the software 
development process. After 
all, with metrics it is possible to 
perform analysis on informa-tion 
Qualitative analysis of defects found 
Data Code Environment Requirements 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
collected in order to be 
able to track software development, make plans to keep the 
project on schedule and achieve the desired level of quality. 
Regarding quality, it is important to stress that everyone involved in 
the process of developing software must participate in determining 
the software quality levels, as well as in the resolution of any non-compliance 
to the originally specified requirements. 
Software metrics can be divided into direct measures (quantitative) 
and indirect measures (qualitative). Direct measures are those 
that represent an observed quantity, such as cost, effort, number 
of lines of code, execution time and number of defects. Indirect 
measures are those that require analysis and are related to the 
functionality, quality, complexity and maintainability. 
Software metrics directly assist in project planning. For example, 
the metric “LOC (Lines of Code)” is used to estimate time and 
cost by counting lines of code. 
The productivity during each test (derived from the execution time) 
and the number of defects found provide the information needed 
to estimate project completion and the effort required for each 
testing phase. The amount of defects found also provides data 
for determining the quality of the software (an indirect measure) 
and root cause analysis of defects helps to formalize a plan for 
improvements in future versions (see example in chart). 
There are several existing metrics with many applications 
in the software life cycle. It is the responsibility of the project 
manager to coordinate ac-tions 
to determine the quality 
standards required and defi-ne 
which elements should be 
measured and monitored 
during the cycle. Collecting 
this information allows not 
only a better monitoring of 
the software development 
process, but also the quali-tative 
analysis of the software as a product. Historical metrics 
allow change requests or new feature proposals to be more 
accurately estimated, since similar projects tend to go through 
the same problems and solutions. 
To maintain or raise the software quality level it is essential to 
measure and monitor throughout the development cycle. Metrics 
provide not only a vision of the real situation but also allow you to 
plan and take action in the search for continuous improvement. 
For further information: 
http://www.kaner.com/pdfs/metrics2004.pdf 
http://standards.ieee.org/findstds/standard/1061-1998.html
22 
COMPETENCY-BASED MANAGEMENT: IT’S KSA TIME 
Pablo Gonzalez 
It can be said that managing people is a constantly evolving 
science filled with challenges. In this context, a management 
model that is becoming increasingly popular in organizations 
is the so-called competency-based management model, with 
a main goal to nurture and better prepare employees for higher 
productivity and suitability to the business, thus enhancing the 
intellectual capital of the organization. 
Based on this, managing competencies means to coordinate 
and encourage employees to reduce their gaps (points for 
improvement), know what they are capable of executing (current 
competencies) and understand what the company expects of 
them (competencies required). 
The term “competency” can be represented 
by three correlated properties summarized 
by the acronym KSA — Knowledge, Skill and 
Attitude. Knowledge refers to the assimilation 
of information one has acquired throughout life, 
and that impacts their judgment or behavior 
— the experience. Skill refers to the productive 
application of knowledge — the know-how. 
Finally, Attitude refers to one’s conduct in 
different situations and in society — the action. 
To illustrate the application of this concept in 
an organization let us imagine that, on a scale of zero to ten, your 
skill in “negotiation” is six. Assuming the minimum level required 
by the company to be ten, we can say that you have a gap of 
value four in this competency. Based on such result, together 
with results of other techniques for performance analysis such 
as 360-degree feedback, a plan is created to reduce the gaps 
and through which the company will suggest how and when 
these gaps will be addressed. The goal is to enhance existing 
competencies aligned to the strategic objectives of the organization 
through an individual professional development plan. 
The implementation of competency-based management is not 
complex but requires a few specific methods and instruments. 
Having a well-defined mission, vision, values, strategic goals 
and processes are some of the key steps for its adoption. 
HR is responsible for setting the array of required competencies 
in collaboration with managers of each area. Another essential 
factor is to maintain active communication throughout the 
project, in order to clarify objectives and maintain evaluated 
employees awareness of the outcomes. It is also noteworthy 
that the lack of preparation for evaluators to provide feedback as 
well as resistance from employees might hinder model adoption; 
this difficulty, however, can be mitigated through prior training 
and awareness. 
The use of technology may be an accelerator since it assists in 
the identification and storage of competencies over time, as well 
as allowing for the generation of charts and reports for analysis. 
Following this model, the company can better structure the 
professional roles and competencies that 
are essential for their business, increase 
task efficiency, identify talent, and ensure 
professionals have the necessary competitive 
edge to succeed. 
Thus, competency management is flexible 
enough to be adopted by companies of all 
sizes, from small to multinational organizations, 
proving to be feasible and effective in multiple 
scenarios. 
Companies such as Coca-Cola, IBM, Embraer, 
Petrobras and Shell, among many others, have already adopted 
measures aimed at competency-based management and report 
significant improvements in terms of task effectiveness, employee 
recognition and motivation, among other benefits. 
In short, it is up to the company to use this model in a cycle 
of continuous improvement in which, at every new project or 
evaluation cycle, new indicators should be created, and old ones 
re-evaluated in order to measure results and plan the next steps. 
It is within this context that competency-based management leads 
to corporate excellence and satisfaction of those who represent 
the greatest asset of a company: its people. 
For further information: 
http://slidesha.re/19HNtL 
http://bit.ly/fMylgE 
http://www.gestaoporcompetencias.com.br 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
23 
DAILY SCRUM FOR EVERYONE! 
Renato Barbieri 
It’s lunchtime at the Morumbi 
Shopping mall in Sao Paulo. 
I arrived early since – as 
regulars know – it is the 
only way to secure spots 
at the larger tables on the 
mall’s restaurants without a 
reservation. At the chosen 
restaurant, waiters and 
maitres are all standing up, 
gathered in a circle. The 
maitres lead a quick meeting 
with general guidelines and 
a few specifics. New waiters are presented to the team and 
receive a warm welcome. Some waiters share anecdotes, ask 
quick questions and after ten to fifteen minutes the meeting is 
closed. This episode occurs daily in all restaurants of this chain, 
according to one of the maitres. Scene cut. 
The Agile Movement was born as an initiative of software developers 
with the goal of finding alternatives to traditional development 
methods so as to turn this activity into something lighter and nimbler; 
this undertaking resulted in the publication of the Agile Manifest 
in February 2001. Among the new methodologies that emerged 
from this movement, eXtreme Programming (XP) preaches, as 
one of its basic principles, to hold daily meetings taking no longer 
than fifteen minutes, in which all participants remain standing and 
share experiences and issues at hand. Another agile methodology, 
Scrum, also encourages quick daily meetings known as Daily 
Scrum Meetings (or simply Daily Scrum), with the same purpose: 
share experiences and issues in a fast, agile and frequent way. 
In a Daily Scrum, each participant must answer three basic 
questions: 
• What has been done since the last meeting? 
• What do I intend to do until the next meeting? 
• What prevents me from proceeding? 
The idea is not to turn those moments into mere status report 
meetings, but to share what each member has done and will 
do to achieve the group’s collective goal. Issues and inquiries 
are only briefly mentioned, as their details and solutions should 
be tackled externally with the appropriate people. 
The Scrum methodology includes a facilitator in the team, the 
Scrum Master, who has a fundamental role in Daily Scrum. 
He acts as a moderator and the guardian of the methodology, 
not allowing discussions to extend beyond the given time and 
scope. He keeps the focus on essentials and points out any 
overdoings and distractions. 
The practice of Daily Scrum can be adopted in many situations 
beyond software development. We have practical usage examples 
in support teams and restaurants (as shown in the example at 
the beginning of this article,), adapted to their needs but keeping 
its primary objective: collaboration in teamwork. 
And why not adapt a good idea? It is common to think of 
methodologies as “straitjackets” that, instead of supporting 
and helping professionals, restrict actions and inhibit creativity. 
This is an outdated concept unfitting of the Agile Movement. 
Best practices are flexible by nature and allow for reviewing of 
its own concepts and implementations. The Daily Scrum is no 
exception and doesn’t even need to be daily (as the original 
name suggests) but should be frequent. And most important 
of all: these meetings should foster the union of its participants 
and ensure that, for each one of them, they all collaborate to 
achieve a common goal. 
For further information: 
http://www.agilemanifesto.org 
http://www.scrumalliance.org 
http://www.extremeprogramming.org 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
24 
HOW TO PLEASE THE CUSTOMER WHO CONTRACTS SERVICES? 
Rosemeire Araujo Oikawa 
Imagine the following real-life situations: 
• Running out of towels in a hotel room after returning from a 
whole day at the beach; 
• Receiving your car from the valet with scratches after a 
perfect dinner in a restaurant; 
• Waiting ten minutes for your call to be answered by a Call 
Center and then not getting your problem solved. 
The list of adverse situations that may happen when contracting 
services is huge. As customers have become more demanding 
and aware of their rights, the tendency is that this list continues 
to grow so service provider companies must be prepared to 
deal with it. 
Nowadays, the services market 
represents 68.5% of the world’s 
GDP. Companies have learned 
to outsource what is not their 
business’ focus, to sell products 
as services, to provide specialized 
services, and many are learning 
how to work in a process-driven 
fashion. With all that being said, 
it seems some forget the most 
important thing: to meet a customer’s expectations. 
Establishing a SLA (Service Level Agreement) is the key to start 
a successful relationship with the client. This document is the 
means by which the service provider translates the customer’s 
expectations on goals to be delivered, penalties which may be 
applied and duties that should be discharged. The challenge 
here is to have well-defined SLAs, because faults occur precisely 
when client’s expectations are not correctly translated in this 
agreement. 
In order to have well-defined SLAs, the following aspects should 
be taken into consideration: 
• To understand the needs of the service’s users (‘user’ is 
the person who uses the service, and ‘customer’ is the one 
who pays for it); 
• To understand how the service will support a customer’s 
business and the impacts it can have on them; 
• To establish achievable and truly measurable levels; 
• To structure the agreement with a service provider mindset, 
and not with one of a product seller; 
• To create a cost model that supports service levels offered 
to the client; 
Agriculture Manufacture 
Service 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL 
• To specify service levels for 
all main service components, 
including outsourced parts; 
• To define agreements with the 
internal and external teams res-ponsible 
for service execution. 
The effectiveness in defining and 
managing SLAs is the basis for 
the delivery of quality services. 
The formalization of a client’s 
expectations and the clear under-standing 
between parties about what was contracted and what 
will be delivered shape the perception about a service, making 
it measurable and precise. 
To achieve a SLA is to deliver what is expected, while exceeding 
it might compromise the cost and even to pass unnoticed by 
the client. On the other hand, failing SLAs may compromise 
the relationship with the client, or the perception of the overall 
service quality. SLAs should be more than just measurements, 
but rather an instrument supporting the continuous improvement 
of services and companies’ business processes. 
For further information: 
http://www.gartner.com/DisplayDocument?id=314581 
Source of data: Banco Mundial http://data.worldbank.org 
100% 
90% 
80% 
70% 
60% 
50% 
40% 
30% 
20% 
10% 
1800 1815 1830 1845 1860 1875 1890 1905 1920 1935 1950 1965 1980 1995 2000 
Fonte dos dados: Banco Mundial (http://data.worldbank.org) 
0%
25 
SPECIAL IBM CENTENARY: SAGE, A CRADLE FOR INNOVATION 
Marcelo Sávio 
The United Stated Air force, driven by the impact of the explosion 
of soviet experimental atomic bombs in the early 50, initiated 
an ambitious project called SAGE (Semi-Automatic Ground 
Environment) for the creation and implementation of a defense 
system against bombers. 
This system was deployed between 1957 and 1961 and operated 
in a distributed fashion over twenty-three data processing centers 
installed in huge bunkers in North America, each containing two 
large computers called AN/FSQ-7 (Army-Navy Fixed Special 
eQuipment). This machine, specially designed by IBM, was 
labeled an “electronic brain” by the press headlines of the time, 
and to this date it is considered the largest computer that has 
ever existed: it weighed over 250 tons and contained over 50 
thousand electronic valves, consuming 3 megawatts of electricity. 
This system processed data from hundreds of radar stations, 
calculated air routes and compared these against stored data 
to enable quick and reliable decision-making to defend against 
enemy bombers, potentially loaded with highly destructive 
nuclear weapons. 
To make such complexity work, a number of innovations were 
introduced in the project, such as the use of modems for digital 
communication through ordinary telephone lines, interactive video 
monitors, computer graphics, magnetic-core memories, software 
engineering methods (the system had more than 500 thousand lines 
of code written by hundreds of programmers), error-detection and 
system maintenance techniques, real-time distributed processing, 
and high availability operations (each bunker had always one of 
its two computers running in stand-by mode). 
The experience acquired by participating companies (Bell, 
Burroughs, IBM, MIT, SDC and Western Electric) and individuals 
were subsequently extended to other military and civilian systems 
projects. For instance, some worked on the design of ARPANET, 
the computer network that resulted in the Internet that we all use. 
Others worked in the system of civil air traffic control for the FAA 
(Federal Aviation Administration) in the United States. SAGE 
also served as a model for the SABRE system (semi-automatic 
Business-Related Environment), created by IBM in 1964 to track 
American Airlines flight reservations in real time – a system still 
running to this date. 
SAGE was operational until the end of 1983; nonetheless, when it 
was completed in early 1962, the main threats to air safety were 
no longer bombers, but fast intercontinental ballistic missiles 
against which the system was rendered useless. Despite its 
premature obsolescence , SAGE marks an important milestone 
in the history of science and technology: by becoming the first 
real-time, geographically distributed online system in the world, 
it explored uncharted territory, with the help of innovative ideas 
and technologies that remarkably contributed to raise the then-newborn 
computer industry. 
For further information: 
http://www.ibm.com/ibm100/us/en/icons/sage/ 
http://www.youtube.com/watch?v=iCCL4INQcFo 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
26 
KNOWLEDGE INTEGRATION: THE CONSULTANT’S CHALLENGE 
Márcia Vieira 
Current society, whichis being called “Hypermodern”, promotes 
a culture marked by excessive consumption of information, 
disposable things and temporary relationships. The pace of 
change and the lack of time lead to an accelerated way of life, 
and a state of constant attention and search for information about 
multiple subjects. This new scenario generates job opportunities 
for consulting on various organizational disciplines, such as 
Corporate Governance, Information Technology, Marketing and 
Sales, amongst others. 
According to the Brazilian Institute of Organization Consultants, 
consultancy work can be defined as “the 
interactive process between a change agent 
(external and/or internal) and his/her client, 
where the agent takes the responsibility to 
help client’s executives and employees in 
the decision making, though not having 
direct control of the situation that should 
be changed by him/her”. 
As a change agent, the consultant must be 
skilled in identifying and solving problems, 
and demonstrate a passion for disseminating 
knowledge. When this does not occur, there is a risk of being 
discarded by the logic of Hypermodernity. It basically means that 
in order to be a good consultant in any organizational discipline, 
one must seek useful, practical and applicable knowledge, with 
a result-driven focus. Keeping your skills current, and extending 
one’s knowledge, is the greatest challenge and, at the same time, 
one of the biggest motivators in the consulting professional career. 
Good memories in my career as consultant remind me of 
distinguished professionals who had the ability to provide 
creative solutions and to achieve great results from a wide range 
of information and acquired knowledge. 
As knowledge is the consultant’s essential raw material, one can 
state that the knowledge generation process is the starting point, 
where consultants must always seek a cause and effect, and 
manage customer expectations regarding problem resolutions. 
Knowledge generation establishes a continuous cycle and a 
synergistic relationship between explicit and tacit knowledge. 
Explicit knowledge, in general, is easier to get, through corporate 
knowledge bases, courses, training, or available media. Yet, the 
tacit knowledge results from a professional’s work experience. In 
a globalized world, it becomes more difficult to integrate these 
knowledge types. For this reason, it is vital 
that the consultant maintains an extensive 
relationship network, and develops new ways 
of acting together, with individuals and groups 
(teamwork), for the purpose of integrating 
the parties and problem views, as well as 
deepening all its aspects. The knowledge 
integration competency and the ability to get 
an overview of the whole are fundamental 
to the consultant. 
In addition, to get the understanding of how 
the concepts are built and articulated, and not just to accept 
the parties’ point of view, helps to identify problems, suggest 
changes and bring other cultures’ view. The consultant is one that 
in addition to having the know how must learn how to think and, 
therefore, must have a high level of education and an attitude 
of lifelong learning, where learning how to learn and team work 
skills are a guiding principle. 
For further information: 
http://www.ibco.org.br/ 
Books: Apprentices and Masters: The new culture of learning. Juan Ignácio Pozo (2002) and Introduction 
to thought complex. Edgar Morin (2003) 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
27 
SPECIAL IBM CENTENARY: IBM RAMAC: THE BEGINNING OF A NEW ERA IN COMMERCIAL COMPUTING 
José Alcino Brás 
During the 1950s computers were no longer restricted to military 
applications, and started to be required for the automation of 
enterprise business processes. In order to meet this market 
demand, in 1956, IBM released the IBM 305 RAMAC (Random 
Access Method of Accounting and Control), its first mass-produced 
computer, designed to run accounting and commercial 
transactions control applications, such as order processing, 
inventory control and payroll. 
The big news with the 305 RAMAC wasn’t its processing power 
but the use of a new peripheral device for data I/O called “IBM 
350 disk storage unit”, which allowed very fast data writing and 
reading compared to other storage media used until then. Having 
the size of two refrigerators, the IBM 350 consisted of 50 disks 
of 60 cm diameter centrally mounted on a single pivot propelled 
by an engine, adding up to 5 megabytes of capacity accessed 
at a rate of 10 kilobytes per second. 
The RAMAC disk drive represented a true milestone in 
technology evolution, in which several technical barriers were 
overcome, such as finding the suitable material for making the 
disk and the magnetic surface, and creating a mechanism 
for reading and writing with a fast and accurate movement, 
by positioning it in the physical location of the data which 
spun at the speed of 1,200 rotations per minute. Besides 
that, it had to guarantee not to physically touch the magnetic 
disk surface, by injecting compressed air between the disk’s 
surface and the read and write head. 
By allowing the information to be written, read and changed in a 
few seconds, and, more important, to be accessed in a random 
fashion, it eliminated the need for sorting before data processing, 
which until then was a requirement imposed by the technology 
of magnetic tape or punch card equipment that were the most 
used data store methods at the time. 
RAMAC’s success made its production achieve more than 1,000 
units sold and installed around the world, including Brazil, where 
it arrived in 1961. This machine ended the era of punch cards 
and introduced a new era, where corporations began to use 
computers to conduct and streamline their businesses, making 
use of online transaction processing and storing large volumes 
of data on magnetic disks. 
The technology introduced by RAMAC was the seed that originated 
the magnetic disks produced up to the present day — formerly 
called “winchesters”, then “hard drives” and just “HDs”, today — 
that nowadays are available on the market with a storage capacity 
greater than 2 terabytes, spinning at 15 thousand rotations per 
minute and reaching data transfer rates that exceed 200 megabytes 
per second (more than 20 thousand times higher than IBM 350). 
Maybe that group of engineers from IBM’s lab did not imagine 
that RAMAC would represent the beginning of an era to one of 
the most important technologies in the computer industry? One 
that would completely change the storage and processing of 
information, an intangible good, with a great value to several 
society segments, which in turn keep demanding and generating 
even more information, in a last year’s estimated growth volume 
of more than 1 zettabytes (1 million terabytes). Bring on the disks 
to store it all! 
For further information: 
http://www.ibm.com/ibm100/us/en/icons/ramac/ 
http://www.youtube.com/watch?v=CVIKk7mBELI 
http://www.youtube.com/watch?v=zOD1umMX2s8 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
28 
THE EVOLUTION OF THE IT SERVICES DELIVERY MODEL 
Eduardo Sofiati 
The IT services market has evolved significantly in recent years. 
Providers and customers aim to enlarge the terms of service 
contracts, in order to obtain greater benefits – not just cost-reduction 
– through better alignment between technology solutions and 
business requirements. 
The traditional model has specialized providers to deliver repetitive 
services, which are based on efficiencies and scalability gains, 
providing competitiveness. Since the IT services market has 
many competitors, each provider aims to propose differentials 
in order to attract and keep customers and thereby increase their 
participation in this market. 
Some providers are focused on models 
that add more value to the offered services, 
meeting the business requirements of their 
customers. The provider, in this case, is 
perceived by the client as a strategic partner 
rather than a supplier and tends not to offer 
commodities, but rather solutions. 
As an example, we can mention the evolution 
in the service offerings recently launched by 
outsourcing segment of infrastructure and telecommunications, 
which are aligned with latest technology trends, such as Cloud 
Computing, SaaS (Software as a Service), Virtual Desktops, 
Unified Communications and Network Security. This evolution 
is transforming the traditional outsourcing model into a utility-based 
model, which changes the concept of IT asset ownership. 
According to Gartner, by 2012, 20% of enterprises will no longer 
have IT assets, which turns into opportunities for providers 
to leverage completed offers, capable of delivering services with 
more agility and quality through the adoption of leading-edge 
technologies 
Regarding the performance of the service providers, there has 
been a lot of evolution in recent years. 
Through the use of Key Performance Indicators (KPIs) they can 
measure the effectiveness of the processes and technology 
solutions that have been applied on contracts. SLAs (Service Level 
Agreements), which been driving the outsourcing contracts for 
quite some time, have also evolved in the definition of indicators 
more aligned to services and systems availability which impact 
clients business. 
In order to survive and grow in this market so stirred up, while 
still maintaining healthy results, service companies must follow 
strategies which are being adopted, mainly in global companies: 
Standardization: maximizing the use of common models for the 
major part of the services portfolio, in order to enable repetition 
in the delivery, resulting in economies of 
scale and simplification in the structures 
of the delivery; 
Integration: Execute delivery models, as 
efficiently as possible, using all the power 
that the provider has, in order to obtain the 
lowest possible cost with people taking 
advantage of skills availability existent in 
each region; 
Automation: Reduce manual tasks at the 
maximum in order to lower down costs and raise the quality of 
service deliverables. 
It is possible to reflect on the remarkable developments in IT 
service delivery over the years. In the old format, providers 
created a new approach for each project, offering customized 
models for each customer, an inefficient method that generates 
wastage of time and money. Currently they are looking for ways 
to simplify the design of projects, particularly their bases, through 
standardized and simplified models, based on best practices 
and industry knowledge. With that, more time is used to solve 
business problems specific to each customer, turning IT into an 
arm that stimulates growth and generates savings, making the 
company prepared to meet new challenges. 
For further information: 
http://www.ibm.com/services 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
29 
SPECIAL IBM CENTENARY: IBM 1401, WHEN TIMES WERE DIFFERENT... 
José Carlos Milano 
Given the correct proportions, it could be said that the IBM 1401 
computer was, in the Sixties, so important for the dissemination 
of enterprise computing of small and medium-sized companies 
as the PC is for consumers of today. To get an idea, over ten 
thousand units of this model had been sold, when many readers 
of this article had not even been born. Those were different 
times for sure... 
The 1401 was the first fully transistorized computer manufactured 
by IBM (when it replaced the vacuum tubes). It was smaller and 
more durable than its predecessors. It was released in 1959 and 
sold until 1971 (and many continued to work into the 1980s). Its 
success was so great and so much code had been developed 
for it, that IBM was forced to create an emulator in microcode to 
run the 1401 programs in the mainframe models that followed, 
starting with the System/360, released in 1964. Surprisingly, many 
of these emulators continued to be used in other mainframe 
models until 2000, when finally the remaining programs for the 
1401 had to be rewritten because of Y2K (millennium “bug”). 
The ease of programming languages through the SPS (Symbolic 
Programming System) and then with Autocoder were largely 
responsible for the success of the 1401. Earlier, most computing 
environments (called Data Processing Centers) consisted of the 
“mainframe”, the 1401 itself, and the “frames” of the punch unit 
and card reader (1402) and the printer (1403). Tape drives or 
magnetic disks did not exist yet. 
Since operating systems did not exist either, the creation of 
executable code, from symbolic programming made by the user, 
was very peculiar. The SPS program preceded the program written 
by the user. All of the programming was done with punched 
cards. By pressing the “load” button in the 1402 card reader, the 
SPS program was loaded into the memory of the 1401 that would 
then read and translate the user-written program to executable 
code. Actually, the translation of the user program took place 
in two stages. In the first, it generated a bunch of cards with 
the partial translation. Those cards were then fed back into the 
card reader of the 1402. Finally, the cards with the final program 
were generated and were ready for execution. 
The smallest addressable memory unit in the 1401 was the 
“character”, comprised of eight bits (physically a ferrite core 
for each bit). This “character” would be the equivalent of what 
we now call “byte”, a term that just happened to exist in the 
era of the System/360. Out of these eight bits, six were used 
to represent the character, the seventh was the parity bit and 
the eighth represented a “word mark”. A “word” in the 1401 
represented a variable sequence of consecutive characters, 
the last of which was called “word mark”. That’s why the 1401 
was known as a machine that processed words of varying 
sizes. Each instruction in its machine language could be 1, 4, 
7 or 8 characters long. 
Despite all the beauty of technology, it was not trivial to program 
these fantastic machines, especially if compared with current 
systems development environments. In the past 50 years, the 
facilities and programming techniques today allow an enormous 
productivity in code creation. Does anyone dare to estimate 
how many lines of program code must exist in the world today? 
For further information: 
http://www.ibm.com/ibm100/us/en/icons/mainframe/ 
http://ibm-1401.info/index.html 
TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
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Transformation and change - 100 mini papers - eBook

  • 1. Transformation and Change 100 MINI PAPERS TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 3. TRANSFORMATION AND CHANGE 100 MINI PAPERS TECHNOLOGY LEADERSHIP COUNCIL BRAZIL São Paulo 2014
  • 4. 4 PRESENTATION TRANSFORMATION AND CHANGE: THE DECISION IS YOURS – LEAD OR GIVE UP Rodrigo Kede de Freitas Lima, General Manager IBM Brasil We are in a moment of great changes. If you live in Brazil and work with technology, you have more than enough reasons to feel like you are on a roller coaster. Every roller coaster causes multiple feelings – while some are afraid, others have fun, and still others get goosebumps, but one thing is certain − most, at the end of the trip, will have a feeling of “mission accomplished” and of victory. We may start by talking about Brazil. In 1985, after 20 years of military dictatorship, we had a civilian president again (Tancredo Neves), elected by the National Congress, who did not even take office, since he passed away before his inauguration. The new generations probably do not know the details of the “Direct Elections Now” movement, which showed the strength that people united who fight for their rights have. Between 1985 and 1990, we went through multiple failed economic plans and a presidential election – the first in which the people went to vote and chose their president. We were still crawling in the reestablishment of the so-called TECHNOLOGY LEADERSHIP COUNCIL BRAZIL democracy, something completely forgotten in almost 21 years of military dictatorship. Today, looking back, it is easier to understand the whole story, but it is not possible to relearn democracy in 5 years. We made many mistakes and achieved a few successes. In 1989, we went to the ballots and elected a young President, who promised to change the country, correct the wave of corruption that raged our beloved Brazil. Little more than two years after his election, the people once more went out to the streets to ask for the impeachment of the then President Fernando Collor. His Vice president took over and completed his mandate in 1995. Those were years of much learning for the population, for the politicians and the system. I usually say that this was an important period of transformation of the country into a democracy (no matter how rudimentary and problematic the period had been, we were able to re-establish a democratic country). Once again, we went to the polls and elected a new president. Fernando Henrique Cardoso, the ex-Finance Minister of the Itamar government and one of the fathers of the Real Plan, he built his credibility with the entire country while he was a minister, to run for office and win the elections. FHC, as he was known, was responsible for a crucial period in the development of the country. In his 2 terms, he was responsible for stabilizing the economy and changing the country's scenario; he created the fiscal responsibility law, sanitized the financial system, building it as one of the most solid in the world, and he privatized many sectors, such as telecommunications and energy. Prior to the Real Plan, we lived in a world of 40% inflation per month; something unimaginable nowadays – the prices in the supermarkets changed many times throughout the day (how can someone live like this?). I consider the period of FHC government as one of operational efficiency and economical stability. Again, we are talking about almost ten years of much transformation. In 2002, the people elected Luis Inácio Lula da Silva, or just Lula. Lula certainly surprised many people during his administration; he was less radical than what was expected by some sectors. He honored contracts, maintained the economic administration philosophy of the previous government and placed in key positions people with great credibility, like the president of the Central Bank - Henrique Meirelles (ex Bank Boston Global CEO). Lula focused his efforts on solving the problem of poverty in the country, his main goal. At the end of his two terms, I believe there were, just like in the previous governments, some landmarks which were fundamental for the development of the country. The first one was what I call Social Mobility – a democracy at some moment learns how to manage its country and stabilize its economy. After that, it is normal that the social pyramid begins to change. We had a middle class which represented little more than 20% of the population and today
  • 5. 5 we are talking about almost 60% of the population. Brazil also benefitted from being one of the largest commodities producers in the world and increased significantly the level of exports to China, the second economy of the world, which became our biggest trade partner, bringing a lot of wealth to the country. Naturally, after the re-establishment of the democracy and the stabilization of the economy. The country grew above the average of previous decades thanks to a new class of consumers. Our growth as a country was the result of the growth of the internal consumption and China's success. In 2010, Dilma was elected president. Since 2008, with the world economic crisis, growth became harder. Just the domestic consumption is not enough to make the country grow at the required levels. China, even though it is still growing, grows lesser and buys less. So, what now? The name of the game for Brazil is efficiency and competitiveness. To achieve this, we need a huge investment in infrastructure and education to make qualified labor available. With a 5% unemployment rate, how will we grow? We have to do more with the same amount of labor, be more efficient and productive. Ports, airports, railroads, technology, research and development in multiple areas, heavy investment in basic education. We are in the middle of this battle. We have already started this work as a country. There are many criticisms, and the people, legitimately, took to the streets to question and ask for solutions to their problems. I am an eternal optimistic and I believe that, despite the mistakes and the speed, we are destined to grow and become a developed country at some point. We have 19% of the world's arable land and 12% of the drinkable water. How much will this be worth in 2050, when 70% of the world's population will be living in cities? We have to accelerate the investments and development. That is the only way to have a developed country for our grandchildren. We live, therefore, in a country in a huge transformation, and each one of us has a role in this journey. You must be thinking: what is the link of all this to technology and IBM. In my opinion, absolutely everything. All this transformation will only exist with the intense use of technology by the companies, governments and institutions. We from IBM invested 100 years working for the progress of society, therefore, we can and we will have an even more fundamental role in the transformation of Brazil. For this reason, I would like to talk about another change that is happening in the IT market today. The clients are more and more buying outcomes, business solutions, specific to each sector, instead of infrastructure. We have to think that now the commoditization will not be just of products, but also of models. The World walks very fast towards cloud, mobile, social business and big data. The technology is leaving the back office and going more and more to the front office. It is becoming less a cost and more a source of revenue. “Data” is already the new natural resource and companies and institutions that do understand this will have a head start. In IBM’s specific case, we are the only company in the marketplace that has developed Cognitive Computing technology, which, in my opinion, will change the way we live and work. We are, therefore, living in a moment of intense transformation in technology too. I am sure that in 5 years, we will have new players and a some competitors will fade away. We need, increasingly, to specialize in the new technology trends and not just in the products – and this is valid for sales, for the technical team, for delivery and even for the back office. We say that every 30-40 years, the technology undergoes a disruptive wave. This moment is now. Brazil and Technology are both in a crucial moment of change. A “special” combination. As I said, there are people that like roller coasters (like me) and others that don't. The journey is long, but the game is won every day. Lead or give up. TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 6. Copyright © 2014 IBM Brasil — Indústria, Máquinas e Serviços Ltda. All other trademarks referenced herein are the properties of their respective owners. Organization: Technology Leadership Council Brazil. Coordinators of the book: Argemiro José de Lima and Maria Carolina Azevedo. Graphic Design: www.arbeitcomunicacao.com.br Dados Internacionais de Catalogação na Publicação (CIP) (Câmara Brasileira do Livro, SP, Brasil) Transformation and change [e-book] : 100 mini papers. -- São Paulo : Arbeit Factory Editora e Comunicação, 2014. .E3') Vários autores. Vários tradutores. 978-85-99220-05-4 978-85-99220-04-7 (ed. original) 1. Computação 2. Engenharia de software 3. IBM - Computadores 4. Liderança 5. Mudança 6. Tecnologia da informação. 14-11614 CDD-004 Índices para catálogo sistemático: 1. Transformação e mudança : Liderança : Tecnologia da informação 004
  • 7. CONTENTS Hybrid computers, the next frontier of computing .......................................................................................................10 How to read in fifty years what was written today? ...................................................................................................... 11 The Lean way of thinking .............................................................................................................................................12 So do you want to work with IT architecture? ...............................................................................................................13 Quantum Computing ...................................................................................................................................................14 The challenge of legfacy systems modernization ........................................................................................................15 Technology for Smart Cities .........................................................................................................................................16 Everything as a Service ............................................................................................................................................... 17 The Fog and the Frog ..................................................................................................................................................18 Best Practices in Requirements Elicitation ..................................................................................................................19 The man who saw the shape of things .........................................................................................................................20 Software Metrics..........................................................................................................................................................21 Competency-based Management: It’s KSA time ........................................................................................................22 Daily Scrum for everyone! ...........................................................................................................................................23 How to please the customer who contracts services? ................................................................................................24 Special IBM Centenary: SAGE, a cradle for innovation ...............................................................................................25 Knowledge Integration: the consultant’s challenge ....................................................................................................26 Special IBM Centenary: IBM RAMAC: the beginning of a new era in commercial computing ...................................27 The Evolution of the IT Services Delivery Model ..........................................................................................................28 Special IBM Centenary: IBM 1401, When Times Were Different... ..............................................................................29 The Internet of Things ..................................................................................................................................................30 Special IBM Centenary: The Space Program and Information Technology ................................................................31 Efficient collaboration in a smart planet ......................................................................................................................32 Special IBM Centenary: Seeing the world better ........................................................................................................33 We live in a world increasingly instrumented ...............................................................................................................34 Special IBM Centenary: Elementary, my dear Watson! ...............................................................................................35 Multi-core Revolution Impacts in Software Developing ...............................................................................................36 Special IBM Centenary: The IBM and the Internet ......................................................................................................37 Governance, Risk and Conformity ..............................................................................................................................38 Special IBM Centenary: IBM Tape: Breaking Barriers in Data Storage .......................................................................39 The New Millennium Bug? ...........................................................................................................................................40 Maintenance of systems at the speed of business ..................................................................................................... 41 Scalability and Management in Cloud Computing ......................................................................................................42 The evolution of the Web in business management ....................................................................................................43 Financial agility in IT ....................................................................................................................................................44 IT Cost Management ...................................................................................................................................................45 FCoE, integration of LAN and SAN networks ..............................................................................................................46 Power, a lot of processing power ................................................................................................................................47
  • 8. The Power of Social Technology ..................................................................................................................................48 Girls and Technology ..................................................................................................................................................49 About Prophets and Crystal Balls ................................................................................................................................50 Smart cities: the work moves so that life goes on ........................................................................................................ 51 Special Technology for Social Inclusion ......................................................................................................................52 Agile: Are you ready? ..................................................................................................................................................53 The Theory of Multiple Intelligences and Jobs in IT .....................................................................................................54 Analytics at your fingertips ..........................................................................................................................................55 The RCA process importance .....................................................................................................................................56 Can I see the data? .....................................................................................................................................................57 Learn while playing .....................................................................................................................................................58 Audio processing in graphics cards ............................................................................................................................59 Unicode ♥ דוקינו ☻ Уникод ♫ وكينوي 60 ......................................................................................................................... The Truth is a Continuous Path ....................................................................................................................................61 Everything (that matters) in time ..................................................................................................................................62 Cloud computing and embedded systems .................................................................................................................63 Nanotechnology-How does that change our lives? ....................................................................................................64 IT with Sustainability and Efficiency ............................................................................................................................65 The strategy and its operationalization ........................................................................................................................66 The evolution of NAS ...................................................................................................................................................67 Go to the Cloud or not? ...............................................................................................................................................68 Profession: Business Architect ....................................................................................................................................69 Four Hours? .................................................................................................................................................................70 If you put your reputation on the window, will it worth more than $ 1.00? ....................................................................71 What is information security? ......................................................................................................................................72 The mathematics of chance ........................................................................................................................................73 The origin of the Logical Data Warehouse (LDW)........................................................................................................ 74 Storage Fractais .......................................................................................................................................................75 Social Business versus Social Business Model ..........................................................................................................76 Scientific Method and Work ........................................................................................................................................77 What is the size of the link? ..........................................................................................................................................78 NoSQL Databases ......................................................................................................................................................79 The Challenges of the Internet of Things .....................................................................................................................80 Bring your mobile device ............................................................................................................................................81 The sky is the limit for intelligent automation ................................................................................................................82 Security Intelligence, a new weapon against cyber crime ..........................................................................................83 Technology Transforming Smart Cities ........................................................................................................................84 Crowdsourcing: The power of the crowd .....................................................................................................................85 TOGAF - What is it and why? .......................................................................................................................................86 Reveal the client that is behind the data ......................................................................................................................87
  • 9. Singularity: are you ready to live forever? ....................................................................................................................88 Now I can Tweet ..........................................................................................................................................................89 The new consumer ......................................................................................................................................................90 Transforming risks into business opportunities ............................................................................................................91 QoS in broadband access networks ...........................................................................................................................92 Do machines feel? .......................................................................................................................................................93 Understanding AT and IT ............................................................................................................................................94 “Graphene’s Valley” and Technology Revolution ..........................................................................................................95 The time doesn’t stop, but it can be best enjoyed… ...................................................................................................96 Ontologies and the Semantic Web ..............................................................................................................................97 Mass customization: obtaining a competitive advantage ...........................................................................................98 Software Defined Network – The Future of the Networks ............................................................................................99 A Privileged View of the Earth ......................................................................................................................................100 Smile, you can be in the clouds...................................................................................................................................101 IBM Mainframe - 50 Years of Technological Leadership and Transformation .............................................................102 Interoperability in the Internet of Things ......................................................................................................................103 Agile Project Management or PMBOK®? .....................................................................................................................104 Blood, Sweat and Web: how the World Wide Web was created .................................................................................105 Direct Memory Access: Vulnerability by design? ........................................................................................................106 Big Data and the Nexus of Forces ...............................................................................................................................107 Demystifying Virtual Capacity, Part I ...........................................................................................................................108 Demystifying Virtual Capacity, Part II ..........................................................................................................................109 Closing Remarks and Acknowledgments ................................................................................................................... 110
  • 10. 10 HYBRID COMPUTERS, THE NEXT FRONTIER OF COMPUTING Daniel Raisch For over 20 years the IT industry has managed to maintain valid Moore’s Law, doubling the pro-cessing power of chips every 18 months, but lately it has become a great challenge to maintain such a pace, which can pose a threat to market, followed by demand of more power. The current chip architecture reached its physical limitation, considering the performance curve versus the dissipation of heat generated and the energy needed for its operation. It is no longer possible to continue delivering more capacity without a change of concept and architecture. Some solutions have been tried, such as the manufacture of multicore chips, but that still could not solve this impasse. On the other hand, the IT market continues to need more capacity to meet the changing business demands through increasingly complex applications, which require more powerful computers ever. The industry is seeking alternatives to address this issue. One approach is to increase the level of parallelism between the various processing cores on the same chip, which require new programming concepts and redesign of existing systems so that they can exploit this architecture processor. Another alternative is to implement a new concept of computers, based on a hybrid processor architecture. Hybrid computers are composed of different types of processors, tightly coupled under an integrated management and control system, which enables the processing of complex and varying loads. Intel and AMD, for example, are working on multicore chips where the processing cores are distinct from each other, to enable performance gains without hitting the ceiling heat dissipation. However, there is still no forecast about the release of these new chips to market. IBM is working on a new server platform z / Series, which contain processors from their traditional families (Mainframe, POWER7 and x86) arranged in a single computing platform, centrally managed and integrated manner. In the recent past IBM released a Z/Series server integrated with Cell processors to meet a specific need of Hoplon, the Brazilian company that operates in the game market. This experience was very successful and enabled the advance towards the concept of hybrid server. With this new platform, which is in final stages of development, IBM intends to provide a solution for high-performance and scalability, able to meet demands for solutions that require processing power with mixed characteristics between traditional commercial applications and compute-intensive applications (High Performance Computing). Hybrid computers are intended to overcome the limitations imposed by current architectures and also solve the problems caused by the strong dependency between the applications and the computing platform for which they were originally designed. This new type of computer functions, as if there are several logical virtualized servers on a single physical server, with a layer of integrated management, that is able to distribute parts of an application to the processor that is more conducive to him. It provides the user the facilities and benefits of a physically centralized but logically distributed, addressing the current challenges of decentralized world relating to integration of applications, security, monitoring, load distribution and accounting of resource use, among other platforms. Simplifying IT, reducing the number of servers installed (and their requirements for space, power and cooling), larger capacity management of end-to-end and consequently, lower total cost of ownership. These are the value propositions of the hybrid architectures. We are on the verge of a new computing platform, which could represent a paradigm shift in the IT industry and enable new business solutions, opening horizons for business and society. For further information: http://www.redbooks.ibm.com/abstracts/redp4409.html TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 11. 11 HOW TO READ IN FIFTY YEARS WHAT WAS WRITTEN TODAY? Roberto F. Salomon Only in very recent time we have started using files on electronic media to store documents. Besides the paper, we already use many other media for our documents as wood, stone, clay and wax. When they used these hard media under the above mentioned brackets, our ancestors made them inseparable from the content itself. With the arrival of electronic media, for the first time we separated a document from its contents. Thus, the documents have become “virtual”, and stored in digital files generated by any application. Thanks to digital media, a copy of a document is identical to its original. Would be the best of all worlds if there were no question of recovery and subsequent reading of these documents. The analogy worked well to use software for producing documents: a sheet of paper displayed on the screen in the same position it would be a sheet in a typewriter. However until recently, it was not possible to have a proper discussion about the storage format of these documents, resulting in compatibility issues with which we live today. The linking of formats to software that created them became a barrier to adoption of new technologies and solutions. The issue caused due to the lack of standardization in document storage is only the most visible part of the problem. The lack of standardization in communication between software components has accumulated along with the large number of suppliers in the market. While the adoption of different solutions that support heterogenious open and published standards makes economic sense for the private sector, for public sector this adoption of a standard is vital for the preservation of the state information. The concern with the use of open standards in official documents led the European Union to publish a definition of what is an open standard. There are several perceptions, but all agree that an open standard should: • be maintained by a nonprofit organization, through an open process of decision: • be published and accessible without cost, or merely nominal cost; • ensure free access, without the payment of royalties, for any intellectual property associated to the standard. Several patterns are suited to this common definition, including ODF - OpenDocument Format, which defines the storage format for electronic textual documents. In Brazil, the Federal Government has already recognized the importance of adopting open standards that enable integration between their bodies and the other departments of government. The edition of the e-PING — Interoperability Standards for Electronic Government shows that the Federal Government has considered it necessary to establish which patterns will be used to communicate with society. This definition should be independent of any economic pressures from interest groups. Initiatives such as the e-PING are strategic and necessary. There is now a consensus about its importance, demonstrated by events such as the “Government Interoperability Framework Global Meeting 2010,” promoted by the UNDP (United Nations Development) held in Rio in May 2010. Policymakers need to be clear that in a world increasingly digital the state can not avoid establishing the use of open standards. This would seriously compromise the ability of collaboration between government agencies and between them and civil society, creating obstacles to preserving investments and memory of the nation. For further information: http://www.odfalliance.org TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 12. 12 THE LEAN WAY OF THINKING Diego Augusto Rodrigues Gomes We live in a constant change of thoughts in several spheres of knowledge area. For economic reason, many areas in a company try to decrease their expenses. In the natural environment, we have treaties between countries for the reduction of gases that affect the global warming. Beyond this, we are trying to optimize in regards to the economy of water usage, eletricity and the reduction of polution. Often we are also creating inteligent machines for domestic use. What is common about all of this? The effort is to reduce the use of resources and to find a better way of using it. With a structural base in the managing principles adapted from the Toyota System of mass production, there was a term created as ‘”lean’’ to describe the systems of production which tried to provide higher value to the clients, at a much lower cost, by the improvement of flows in the process. Whenever we eliminate waste in all flows that generate value, processes are created that demand less effort, less space, less capital and that require less time for the creation of products and services. All this with less number of defects and a better quality, whenever compared to the traditional standards. The five extraordinary points of thoughts about Lean, which reassure that it is indispensable are: 1. Define what is best for the client and satisfy him; 2. Define the value flow on a way which is possible to eliminate processes that do not add any value to the final product (eliminate waste); 3. Reassure flow within the processes, creating a flow of continous production, quickly attending the needs of clients (flexibility); 4. Do not push the product to a customer but see what really suits his needs; 5. Reach to a state of excellence through perfection (quality and continous improvement). The improvement of processes, is not only factored by the reduction, but also by the elimination of waste, categorized in seven types; superproduction (production beyond demand); wait (periods of inactivity due to the wait time before the next step which has to be provisioned); transportation (moving of unecessary parts in the process); excess of processing (rework); reallocation (people or equipment moving more than necessary for the execution of a procedure); inventory (stock of raw materials that are not required for the current need); defects (loss of units of production and time waste to build them). The pursue of quality follows two strategies: train and develop the strength of work and make the processes consistent and capable of attending the needs of the client. Motivated people that embrace the culture and philosophy of the company are the heart of this model. Each one is responsible to improve the processes of the organization, suggest solutions and new approaches, eventhough they are not directly responsible for this. The flexibility of this model results from the professional workers with mutiple abilities. These professionals do not only know their responsability and know how to operate the tools, but they also know how to execute activities of other professionals, offering a better flow in their activities that compose the executions of processes. This model of thinking has been applied with success in many domains, as in manufacture, destribuition, Supply Chain, deve-lopment of products, engineering, and many others. Recently, it has been applied to the development of software processes. To summarize, whenever you speak Lean you speak in many coherent ways to eliminate what is unnecessary. It means to break up with thoughts ‘’the more the better’’, it means add more value with less work, reduce costs, optimize the timeframe of production and deliver and improve a better quality of products and services. In other words, it means to eliminate everything that does not add value and which is not important to the final result. Whenever you adopt the philosophy lean as a new way of thinking and acting it can be a great to transform our planet to an inteligent planet. For further information: http://www.lean.org http://www.lean.org.br Book: O Modelo Toyota, Jeffrey K. Liker (2005) http://agilemanifesto.org/ TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 13. 13 SO DO YOU WANT TO WORK WITH IT ARCHITECTURE? Cíntia Barcelos I still remember my Dad’s reaction when I told him that I was taking on a new role in the company at which I had been working for 16 years.. I have a PhD in Physical Theory. He had a difficult time accepting that I was going to be a software analyst. When I told him that I had an excellent opportunity in the new IT architecture area, he was a little confused, “Daughter you have not graduated in engineering yet ?” Nevertheless, he was happy for me. Anyway what does it mean to be an IT architect ? What is this role about ? An IT architect solves business problems by integrating several systems and multiple technologies, IT products and services. This professional, has a vast technical knowledge and experience in several disciplines. She is able to identify and evaluate the possibilities to best suit the business needs. This is why she must be a professional who knows the business industry well and connects with the technology world. The Architect has extensive knowledge of and experience in methodology of architecture standards, system projects, technical modeling and technical project management skills. She also has a very good knowledge of the various tools available. The IT architect needs to quickly understand the envioronment and the standards established in the company for which the solution is to be provided. Despite having all this knowledge and tool skills, the IT archiitect never creates a solution in isolation. She always works with a team of specialists that owns deep knowledge in each component of the solution. This is where the IT architect requires additional skills such as leadership, communication, teamwork and business skills.It is basically this group of skills that differentiate these professionals from the others. Another way of understanding what the IT architect does is to focus on what she does not do. She is not a ‘’super specialist ‘’ that knows deeply all technologies and service products. However she has a lot of experience and good knowledge on how the groups of technology work together. The most important in his activity is to know the role of each technology component and the inputs and outputs rather than how the component functions or its underlying technology. She is not a project manager, but she needs to understand the basic concepts of this discipline, and generally, she is best equipped to assist the project manager and help her understand and orient the project implementation and solution. She is also not a consultant, but needs to know methodologies and techniques of consulting. The IT architect is neither a super developer nor a senior IT specialist. IT architects are in high demand in the job market and the demand continues to increase each year. In the market there are already certifications in this job role offered by Open Group, IASA, Zachman and others. With the IT Architect, I have found my vocation. It is a I h job and career which I have always looked for in the IT Architect role. In the IT Architect career, as an IT architect, I execute many functions in areas of technology leadership, and have the opportunity to understand the business and industry issues in-depth. Just as I have not fully understood th articles my father has published I am sure my father has not fully understood my work or why I find it exciting, yet. I think I will hand him this article. For further information: http://www.iasahome.org/web/home/certification TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 14. 14 QUANTUM COMPUTING Conrado Brocco Tramontini Quantum Computing (QC) consists of processing data represented by subatomic particles and their states. But before discussing QC, we need to take a look at some of the principles of quantum mechanics, the basis for the various branches of physics and chemistry. The study of QC began in the early twentieth century with the work of German Max Planck and Danish Niels Bohr, Nobel laureates in Physics in 1918 and 1927, respectively. The concepts of quantum mechanics are so unusual that Einstein himself did not accept this theory as complete. Niels Bohr had already warned in 1927 that “anyone not shocked by quantum theory has not understood it”. According to quantum mechanics the state of a physical system is the sum of all the information that can be extracted from the system when performing any measurement, including the sum of these states. In other words, the state of a physical system is the sum of all its possible states. This phenomenon called “overlay” is one of base principles for QC. A theoretical experiment known as “Schrödinger’s cat” demonstrates the strange nature of quantum overlays. Let’s suppose a cat is stuck in a box with a bottle of poison which is released if a reaction occurs in a particle quantum. The cat has a 50% chance to stay alive or die. Based on quantum mechanics this means that due to the superimposition of the states of the particle, the cat is alive and dead at the same time while waiting only for the influence of the observer to set its state. Here enters another important principle, the Heisenberg Uncertainty Principle, which states that we cannot determine simultaneously and accurately the position and the time of a particle. To relieve the cat from the situation and to know what happened, you must open the box and spy. As the measurement of the state of the system is made, it collapses into a single state, alive or dead. Until this occurs the states are superimposed. If you are a little shocked by what you are reading here, it means we are on the right track… While a classical computer uses electrical pulses to represent the state of the bits with values 0 or 1, QC uses particles and quantum properties overlapped, such as atoms that are excited or not, photons that can be simultaneously in two places, electrons and positrons or protons and neutrons with overlapping states. A single transistor molecule may contain several thousand protons and neutrons that can serve as qubits. The superimposition makes it possible to represent much more data, increasing the capacity of communication channels, allowing QC to process exponentially faster than traditional computing. Instead of processing one unit of data at a given time, QC will “think” in blocks processing several data units at once as if it was only one. Google demonstrated in December 2009 in a controversial quantum chip developed by D-wave an image search engine which, by using superimposition, operated faster than current search engines. It is as if you could search for your socks in all drawers at once. Another important application is quantum encryption where a server scrambles qubit A into qubit B and sends respectively to machines A and B. What the server writes in your qubit is replicated to the qubits of machine B, without the risk of being blocked since it makes no physical contact, but uses another phenomenon called, not coincidentally, teleportation. Quantum systems continue to be difficult to control because they are sensitive to even minimal interference and because the window of time to control the particles is still very small. However, despite these challenges, there is consensus that this technology has developed faster than initially imagined. With quantum computing, can we say that classic computation is alive and dead at the same time? For further information: http://www.fisica.net/computacaoquantica/ http://qubit.lncc.br/index.html TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 15. 15 THE CHALLENGE OF LEGFACY SYSTEMS MODERNIZATION Victor Amano Izawa Most companies have a need to modernize their systems to meet their business needs. These updates are complex as they often involve major changes to software that supports critical business changes. Modernization may be required for a variety of reasons, some of which include 1. Compliance with regulatory laws; 2. Cut costs; 3. Optimize business processes. All of these are necessary for an enterprise to stay ahead in a highly competitive market. When it comes to modernization of legacy systems, cost is the major cause that prevents companies from updating their systems. Even though these expenditures are considered a critical investment for the business, there is another obstacle which discourages many ideas and proposals for modernization. A modernization process can be long drawn and the process may result in impact to their business process. Does this mean that they should sacrifice their business and remain less competitive? How can they mitigate this risk? One solution adopted by many companies is to modernize their infrastructure systems using distributed architectures (high-performance clusters). Thus, companies can keep their legacy systems with high performance and capacity, using high processing power computers, rapid response hard drives for large data volumes and optical fiber networks with high capacity of data transfer. When companies are developing a modernization strategy for their systems, some factors, they should consider the adoption of a software development process framework, scope and a risk management approach. Initially, a company must assess which of the available software development process frameworks such as the Open Unified Process (OpenUP) or Rational Unified Process (RUP), is best suited to their requirements. A process framework enables an organized and optimized modernization. During modernization, it is possible, that many improvements are presented as system requirements. It is important that each one is analyzed and understood so that the defined scope is not altered, because the inclusion of a simple enhancement can increase the complexity of the modernization, and consequently, impact other areas of the system. This could result in the creation of new risks to stability and the risk of increasing the cost of development. Therefore, managing risk is very important for certain modifications to avoid future complications. The challenge of modernization can be met as long as risks, costs and the process as a whole are managed properly. In the current market, a company must demonstrate competence to always innovate and stay ahead of competition and wisely manage new challenges. For further information: Legacy Systems: Transformation Strategies (2002) – William M. Ulrich; Prentice Hall PTR Modernizing legacy systems: Software technologies, engineering processes, and business practices (2003) – Robert Seacord, Daniel Plakosh, Grace Lewis; Addison-Wesley TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 16. 16 TECHNOLOGY FOR SMART CITIES José Carlos Duarte Gonçalves For quite a while we have been saying that globalization is making the world increasingly flat, with fewer geographical barriers. But we are beginning to realize a greater phenomenon: the planet is becoming smarter. When I started my career in IT, 33 years ago, the memory of an IBM S/370 computer was able to store up to 64 Kilobytes of information. Any mobile phone today has thousands of times this amount of memory. The reach of technology has also taken an enormous leap over these years. Today there are more than four billion cell phone users in the world, which represents nearly 70% of the world’s population. By the end of 2010, it is estimated that there will be more than a billion transistors for each human being, each costing one tenth of a millionth of a cent. More than 30 billion RFID (radio frequency identification) tags are estimated to be in circulation and two billion people connected to the Internet. What does it all mean? It means that for the first time in history the digital and physical world infrastructures are converging. Virtually anything can become digitally connected for a low cost. The world is moving towards a trillion connected things – the “Internet of Things” made up of cars, refrigerators, buildings, highways, etc. But to build a truly smarter world we increasingly need to worry about the environment, the sustainability of the planet and the depletion of its natural resources. Today we have the opportunity to use technology to solve or minimize major problems of society, such as traffic jams, drinking water conservation, distribution of food and energy and health services, among others. One of the most critical issues is transport with chaotic traffic jams in all major cities. Just in the city of São Paulo the cost of traffic jams, taking into consideration the idle time of commuters in peak transit times, has reached more than R$ 27 billion per year. If we also consider the cost of fuel and the impact of pollutants on the health of the population, we end up with an annual surcharge of R$ 7 billion. How to address this challenge? Cities such as Stockholm, Singapore, London and Brisbane are already seeking smart solutions to better manage traffic and reduce pollution. The initiatives range from traffic forecasting to intelligent and dynamic toll systems. In Stockholm, with the implementation of the urban toll, traffic jams have decreased by 25%, the pollution levels by 40% and the use of public transport has increased by 40 thousand people per day. Government leaders and institutions need to identify the right opportunities and obtain the necessary investment through incentives and support programs. Becoming smarter applies not only to large corporations but also to small and medium sized businesses, the engines of our economic growth. We will be increasingly evaluated based on the way we apply our knowledge and our capacity to solve big problems. We must embrace the challenge in order to seek to solve the problems and make cities smarter. For further information: http://www.ibm.com/innovation/us/thesmartercity http://cities.media.mit.edu/ http://www.smartcities.info/ TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 17. 17 EVERYTHING AS A SERVICE Sergio Varga The evolution and robustness of virtualization technologies, the advances in the performance and capacity of servers and network components, and the increase of multi-tenant applications have allowed companies to provide a variety of solutions using the “as a Service (aaS)” model. Applications that until recently were not imagined to follow this model now do so. For example, in late 2009 IBM released TivoliLive, a monitoring environment that uses the “Monitoring as a Service” model. Other examples include Box.net and Salesforce.com that integrate document storage and customer relationship management offering new combined services based on the “Software as a Service” (SaaS) model. Communication as a Service (CaaS), Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Service Management as a Service (SMaaS) are other examples of this service model that has gained wide adoption in the last few years. According to an IDC forecast this market will grow from US$ 17.4 Billion in 2009 to more than US$ 44 Billion in 2013. Research from Saugatuck Technologies outlines that by the end of 2012 70% of the small and medium size companies and 60% of large companies will have at least one SaaS application. This shows that the service model will not be tied to a particular company size. The first large class of applications to leverage this service model were Customer Relationship Management (CRM) applications mainly targeting end-users. Following CRM other applications began to be ported to this model. Today the long list of applications includes custom applications developed in-house. Other relevant use cases of aaS solutions are pilot projects and analysis of applications to be implemented within companies. An important reason for the proliferation of aaS applications is cloud computing becoming a reality. Several companies are making cloud-based infrastructure available: Amazon released Elastic Compute Cloud in 2006 and IBM released Cloudburst in 2009. However, a 2008 IDC study identified four major challenges with making the “as a Service” model more pervasive: security, performance, availability, and integration. Enhancing the security of the deployed solutions and guaranteeing data privacy are key priorities for companies that offer applications using the “as a Service” model. Another priority is making applications available TECHNOLOGY LEADERSHIP COUNCIL BRAZIL at an acceptable performance level. In addition to deploying servers with high processing power, nu-merous network presence points around the globe are necessary to minimize network latency. High availability in these environments requires continuity planning and uninterrupted monitoring. A further challenge is enabling solutions that are easy to integrate with other client systems, possibly hosted on different cloud platforms in the future. Despite these challenges, the easy implementation, the low cost, and the lack of need to invest in hardware and software are the greatest benefits for clients adopting applications offered using this service model. What might we witness in the near future? IT companies will compete in this market where consumers will not invest heavily in IT assets but will increasingly use business solutions as services. For further information: http://blogs.idc.com/ie/?p=543 www.ibm.com/services/us/gts/flash/tivoli_live.swf http://www.saugatech.com/
  • 18. 18 THE FOG AND THE FROG Wilson E. Cruz One of the most disturbing facts of our time is the excess of stimuli that today goes through our eyes and ears and with any luck, invades our brains. Every time someone comes along saying: “it’s a lot of information! I can’t manage it!” The phenomenon, pretty new, growing dizzyingly, and already at the threshold of sanity, has disturbed at both personal and professional levels the majority of the “connected” people. To help me in the diagnosis of the situation, and open the door to some themes of reflection, I use here Dee Hock, the founder of the concept that defines the VISA Organization, and his fantastic book “Birth of the Chaordic Age”: “Over time, the data turns into information, information turns into knowledge, knowledge turns into understanding and, after a long time (...) understanding can transform into wisdom. (...). Native societies (...) had time to develop the understanding and wisdom”. Note that the word “time” appears three times. Leveraging the fifth anniversary of the Mini Paper Series, and its tradition as an instrument of dissemination, I venture some issues and ideas that might bring some light to those who seek direction in the middle of mist. Let’s start with the questions: • How many Mini Papers have you read? More importantly, how many of them have you sought information from the section “To find out more”? • Why does the result of your search in those famous sites go out in that order, even though all the first hundred answers have 100% adherence to your search argument? • Finally, what does a frog do when it is in the middle of a fog? If your answers did not bring you the feeling that you are just scratching the surface of the most important issues of your life, don’t waste your time with the rest of this article. Go to the next subject, and then to the next. If, on the other hand, the answers left you a bit uncomfortable or wary, it is worthwhile to reflect on some points (reflect, not necessarily agree). • Get out of that trap that “the most accessed is the best”. In any popular website, at the top of the list of recommendations, appears the most downloaded, the most widely read news, and the most watched video. Who ensures that the quantity (especially the amount generated by others) guarantees you quality? • Create, grow and retain your sources list, based on your system of values and preferences. You pay your bills, so you are not a slave to the “universal encyclopedia” of others. • Pay attention and preferably formalize your rules and merit criteria. What is good for you? What matters for you? TECHNOLOGY LEADERSHIP COUNCIL BRAZIL • Set aside time to discuss. It has been said here, but it is worth repeating that at the end of the frantic sequence ranging from noise to the wisdom, the discussion is the final filter. • Finally, slow down. Pre-med-i-tat- ed-ly. Cal-cu-lat-ed-ly. Note that, right near the ground there is less fog, and give little leaps, shorter and accurate, spending more time on the ground to look around and evaluate the world. In the middle of this, how about the birthday of the TLCBR (six years!) and the Mini Paper Series (five years)? They can be disseminators of information and useful knowledge, which is quite much in this dense and low fog. However, I hope for more. I hope to see them as the “native society” by Dee Hock, seeking the thought, reflection, and with this, the understanding and the wisdom. For further information: http://www.onevoeiroeosapo.blog.br HOCK, Dee - “Birth of the Chaordic Age” – Berrett-Koehler Publishers; 1st Edition/ 1st Printing edition (January 1, 2000)
  • 19. 19 BEST PRACTICES IN REQUIREMENTS ELICITATION Cássio Campos Silva The activity of requirements elicitation is one of the most important software engineering practices. Through this activity, the aim is the understanding of user needs and business requirements, in order to address them later through a technological solution. In specialized literature, some works adopt the term elicitation, instead of gathering, because this practice is not only the gathering of requirements, but also the identification of facts that compose them and the problems to be solved. For being an interpersonal activity, this practice is very dependent on the analyst’s understanding skills and on the user skills in expressing their needs. In a survey conducted by the Standish Group, five critical factors for the success of a project were mapped: user engagement, executive management support, clear descriptions of the requirements, proper planning, and realistic expectations. Note that the text in bold are the factors directly related to requirements. Considering the complexity of requirements elicitation activities and the dependence of the relationship between involved parties, analysts should adopt a few good practices in order to facilitate this process: Preparation: Prepare in advance and in a proper manner for the planned activities, which are generally conducted through interviews, questionnaires, brainstorms and workshops. Stakeholders: Map (in advance) who will be the participants of the process, what are their roles in the project and in the organization and what are their levels of knowledge and influence. It is imperative that the right people are involved as soon as possible. Posture: Always look for effectiveness in communications, and try to demonstrate prudence during conflict situations. Understanding: Try to focus on understanding the problem and avoid precipitate conclusions. In this first moment, the most important thing is to know how to listen. Past experiences: Positively use previous experiences to better understand the problem. Avoid considering that the current problem is the same as any other that has been solved in a past client or project. Documentation: Describe the problem in a clear and objective manner. In case of doubt, consult the client and avoid inferences. Try to use examples cited by stakeholders. The adoption of diagrams and figures always help in the documentation and understanding of the requirements. The creation of prototypes also contributes to the common understanding of the proposed solution. Validation: Ensure that stakeholders validate the documentation, verifying the understanding of the problem and the desired improvements and eventually make requests for changes. At the end of the process it might be possible to demonstrate, in documental form, the understanding of the problem, customer needs and opportunities for improvements. This will delimit the scope of the project and should guide the design of the solution, as well as the project planning. The measurement of the size, complexity and risks of a project will depend on the quality and coherence of the requirements. It is crucial that this activity is performed in a criterious and detailed manner, because any failure in this moment could generate unsuccessful projects, financial losses and unsatisfied customers. For further information: http://en.wikipedia.org/wiki/Requirements_elicitation http://www.volere.co.uk Book: Requirements Engineering 2nd Edition-Ken Jackson TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 20. 20 THE MAN WHO SAW THE SHAPE OF THINGS Fábio Gandour e Kiran Mantripragada Benoît Mandelbrot died on October 14, 2010. He could have been just another exotic name of science but he was much more than that. Polish-born from a Jewish family, Mandelbrot was born in Warsaw in 1924, into a family with a strong academic tradition. He first studied in France and then in the United States. In 1958, he began working as a scientist at the IBM T.J. Watson Research Lab, where he advanced to IBM Fellow and Scientist Emeritus. Benoît Mandelbrot was the mathematician who best understood and published a new formulation for representing the natural phenomena. His understanding has led to the creation of the word “fractal”, inspired by the Latin word fractus meaning broken, or shattered. He affirmed that nature is governed by Fractal geometry, because Euclidean geometry couldn’t describe more complex natural forms such as clouds, trees, the path of rivers and mountain ranges. The classical Euclidean Geometry is built from 3 elements: point, line and plane. The point has no dimension, i.e., it is a zero-dimensional element. The line has a single dimension, the length, and therefore, can provide a measurable quantity. Finally, the plane presents two dimensions, length and width. With these 3 elements, Euclid of Alexandria, who lived between 360 and 295 B.C., built the Euclidean geometry. Some mathematicians, such as Bernhard Riemann, observed that the concepts described by Euclid can be extrapolated to objects of “n” dimensions, such as hiperesferas, hyperplanes, n-dimensional simplex and other “figures”. Mandelbrot, with a brilliant observation noted that there are “broken” dimensions, meaning that there are “n-dimensional” objects, where “n” is a real number. Thus, if a line has a single dimension and the plane has two dimensions, what would be a “1.5 dimensional” object? In fact, Mandelbrot showed that such objects exist and can be described by the theory which he called the fractal geometry. Fractal geometry study objects with interesting properties, as for example, the Sierpinski Carpet, which is the result of successive removal of the central square, after the division of the original major square into nine equal and smaller squares, forming an object with an area that tends to zero and perimeter that tends to infinity. The image shown below is an extrapolation from the “Sierpinski Carpet” to the “Sierpinski Cube”. Observe that the cracks [fracture] of a dimension into another minor, of the same shape and contained within the first, creates an endless dimension. TECHNOLOGY LEADERSHIP COUNCIL BRAZIL Benoît Mandelbrot may have been a victim of his own creation because the images constructed from the Fractal geometry had a strong appeal to the world of the arts. This appeal made Fractal geo-metry to be seen and used more as an illustration tool than as a mathematical model for repre-sentation of nature. For example, the search of the word “fractal” on Google Images features more than 1 million results, all of them of great visual appeal. For being a mathematician, Man-delbrot has never been considered a candidate for the Nobel Prize, because there is no such category in the awards. But the practical use of Fractal geometry can, in the future, recognize his contribution to other areas, such as Physics or Economics. If anyone shows, for example, that the evolution of financial crises has also a fractal behavior, justice will have been made. In another line, Stephen Wolfram and cellular automata theory, explained in his book “A New Kind of Science”, can be the beginning of the correction of this historical misconception. For further information: http://tinyurl.com/34f59ty http://www.math.yale.edu/mandelbrot/ http://www.wolframscience.com/
  • 21. 21 SOFTWARE METRICS Daniela Marques The fact that quality is an important item for any product or service is not disputed. Software that is used to support the various business lines in companies must also demonstrate higher quality levels with each new version. It is also a fact that new versions are required to meet new demands, as well as offering new features to customers. This brings up the question of how to increase productivity in software development while maintaining or increasing quality standards. Software metrics are among the tools employed by Software Engineering. These metrics can be as considered a set of attributes of the software development cycle, that were previously known and documented. Despite the existence of IEEE 1061-1998, a lack of consensus on the use of these metrics still persists, though few doubts remain that they are essential to the software development process. After all, with metrics it is possible to perform analysis on informa-tion Qualitative analysis of defects found Data Code Environment Requirements TECHNOLOGY LEADERSHIP COUNCIL BRAZIL collected in order to be able to track software development, make plans to keep the project on schedule and achieve the desired level of quality. Regarding quality, it is important to stress that everyone involved in the process of developing software must participate in determining the software quality levels, as well as in the resolution of any non-compliance to the originally specified requirements. Software metrics can be divided into direct measures (quantitative) and indirect measures (qualitative). Direct measures are those that represent an observed quantity, such as cost, effort, number of lines of code, execution time and number of defects. Indirect measures are those that require analysis and are related to the functionality, quality, complexity and maintainability. Software metrics directly assist in project planning. For example, the metric “LOC (Lines of Code)” is used to estimate time and cost by counting lines of code. The productivity during each test (derived from the execution time) and the number of defects found provide the information needed to estimate project completion and the effort required for each testing phase. The amount of defects found also provides data for determining the quality of the software (an indirect measure) and root cause analysis of defects helps to formalize a plan for improvements in future versions (see example in chart). There are several existing metrics with many applications in the software life cycle. It is the responsibility of the project manager to coordinate ac-tions to determine the quality standards required and defi-ne which elements should be measured and monitored during the cycle. Collecting this information allows not only a better monitoring of the software development process, but also the quali-tative analysis of the software as a product. Historical metrics allow change requests or new feature proposals to be more accurately estimated, since similar projects tend to go through the same problems and solutions. To maintain or raise the software quality level it is essential to measure and monitor throughout the development cycle. Metrics provide not only a vision of the real situation but also allow you to plan and take action in the search for continuous improvement. For further information: http://www.kaner.com/pdfs/metrics2004.pdf http://standards.ieee.org/findstds/standard/1061-1998.html
  • 22. 22 COMPETENCY-BASED MANAGEMENT: IT’S KSA TIME Pablo Gonzalez It can be said that managing people is a constantly evolving science filled with challenges. In this context, a management model that is becoming increasingly popular in organizations is the so-called competency-based management model, with a main goal to nurture and better prepare employees for higher productivity and suitability to the business, thus enhancing the intellectual capital of the organization. Based on this, managing competencies means to coordinate and encourage employees to reduce their gaps (points for improvement), know what they are capable of executing (current competencies) and understand what the company expects of them (competencies required). The term “competency” can be represented by three correlated properties summarized by the acronym KSA — Knowledge, Skill and Attitude. Knowledge refers to the assimilation of information one has acquired throughout life, and that impacts their judgment or behavior — the experience. Skill refers to the productive application of knowledge — the know-how. Finally, Attitude refers to one’s conduct in different situations and in society — the action. To illustrate the application of this concept in an organization let us imagine that, on a scale of zero to ten, your skill in “negotiation” is six. Assuming the minimum level required by the company to be ten, we can say that you have a gap of value four in this competency. Based on such result, together with results of other techniques for performance analysis such as 360-degree feedback, a plan is created to reduce the gaps and through which the company will suggest how and when these gaps will be addressed. The goal is to enhance existing competencies aligned to the strategic objectives of the organization through an individual professional development plan. The implementation of competency-based management is not complex but requires a few specific methods and instruments. Having a well-defined mission, vision, values, strategic goals and processes are some of the key steps for its adoption. HR is responsible for setting the array of required competencies in collaboration with managers of each area. Another essential factor is to maintain active communication throughout the project, in order to clarify objectives and maintain evaluated employees awareness of the outcomes. It is also noteworthy that the lack of preparation for evaluators to provide feedback as well as resistance from employees might hinder model adoption; this difficulty, however, can be mitigated through prior training and awareness. The use of technology may be an accelerator since it assists in the identification and storage of competencies over time, as well as allowing for the generation of charts and reports for analysis. Following this model, the company can better structure the professional roles and competencies that are essential for their business, increase task efficiency, identify talent, and ensure professionals have the necessary competitive edge to succeed. Thus, competency management is flexible enough to be adopted by companies of all sizes, from small to multinational organizations, proving to be feasible and effective in multiple scenarios. Companies such as Coca-Cola, IBM, Embraer, Petrobras and Shell, among many others, have already adopted measures aimed at competency-based management and report significant improvements in terms of task effectiveness, employee recognition and motivation, among other benefits. In short, it is up to the company to use this model in a cycle of continuous improvement in which, at every new project or evaluation cycle, new indicators should be created, and old ones re-evaluated in order to measure results and plan the next steps. It is within this context that competency-based management leads to corporate excellence and satisfaction of those who represent the greatest asset of a company: its people. For further information: http://slidesha.re/19HNtL http://bit.ly/fMylgE http://www.gestaoporcompetencias.com.br TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 23. 23 DAILY SCRUM FOR EVERYONE! Renato Barbieri It’s lunchtime at the Morumbi Shopping mall in Sao Paulo. I arrived early since – as regulars know – it is the only way to secure spots at the larger tables on the mall’s restaurants without a reservation. At the chosen restaurant, waiters and maitres are all standing up, gathered in a circle. The maitres lead a quick meeting with general guidelines and a few specifics. New waiters are presented to the team and receive a warm welcome. Some waiters share anecdotes, ask quick questions and after ten to fifteen minutes the meeting is closed. This episode occurs daily in all restaurants of this chain, according to one of the maitres. Scene cut. The Agile Movement was born as an initiative of software developers with the goal of finding alternatives to traditional development methods so as to turn this activity into something lighter and nimbler; this undertaking resulted in the publication of the Agile Manifest in February 2001. Among the new methodologies that emerged from this movement, eXtreme Programming (XP) preaches, as one of its basic principles, to hold daily meetings taking no longer than fifteen minutes, in which all participants remain standing and share experiences and issues at hand. Another agile methodology, Scrum, also encourages quick daily meetings known as Daily Scrum Meetings (or simply Daily Scrum), with the same purpose: share experiences and issues in a fast, agile and frequent way. In a Daily Scrum, each participant must answer three basic questions: • What has been done since the last meeting? • What do I intend to do until the next meeting? • What prevents me from proceeding? The idea is not to turn those moments into mere status report meetings, but to share what each member has done and will do to achieve the group’s collective goal. Issues and inquiries are only briefly mentioned, as their details and solutions should be tackled externally with the appropriate people. The Scrum methodology includes a facilitator in the team, the Scrum Master, who has a fundamental role in Daily Scrum. He acts as a moderator and the guardian of the methodology, not allowing discussions to extend beyond the given time and scope. He keeps the focus on essentials and points out any overdoings and distractions. The practice of Daily Scrum can be adopted in many situations beyond software development. We have practical usage examples in support teams and restaurants (as shown in the example at the beginning of this article,), adapted to their needs but keeping its primary objective: collaboration in teamwork. And why not adapt a good idea? It is common to think of methodologies as “straitjackets” that, instead of supporting and helping professionals, restrict actions and inhibit creativity. This is an outdated concept unfitting of the Agile Movement. Best practices are flexible by nature and allow for reviewing of its own concepts and implementations. The Daily Scrum is no exception and doesn’t even need to be daily (as the original name suggests) but should be frequent. And most important of all: these meetings should foster the union of its participants and ensure that, for each one of them, they all collaborate to achieve a common goal. For further information: http://www.agilemanifesto.org http://www.scrumalliance.org http://www.extremeprogramming.org TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 24. 24 HOW TO PLEASE THE CUSTOMER WHO CONTRACTS SERVICES? Rosemeire Araujo Oikawa Imagine the following real-life situations: • Running out of towels in a hotel room after returning from a whole day at the beach; • Receiving your car from the valet with scratches after a perfect dinner in a restaurant; • Waiting ten minutes for your call to be answered by a Call Center and then not getting your problem solved. The list of adverse situations that may happen when contracting services is huge. As customers have become more demanding and aware of their rights, the tendency is that this list continues to grow so service provider companies must be prepared to deal with it. Nowadays, the services market represents 68.5% of the world’s GDP. Companies have learned to outsource what is not their business’ focus, to sell products as services, to provide specialized services, and many are learning how to work in a process-driven fashion. With all that being said, it seems some forget the most important thing: to meet a customer’s expectations. Establishing a SLA (Service Level Agreement) is the key to start a successful relationship with the client. This document is the means by which the service provider translates the customer’s expectations on goals to be delivered, penalties which may be applied and duties that should be discharged. The challenge here is to have well-defined SLAs, because faults occur precisely when client’s expectations are not correctly translated in this agreement. In order to have well-defined SLAs, the following aspects should be taken into consideration: • To understand the needs of the service’s users (‘user’ is the person who uses the service, and ‘customer’ is the one who pays for it); • To understand how the service will support a customer’s business and the impacts it can have on them; • To establish achievable and truly measurable levels; • To structure the agreement with a service provider mindset, and not with one of a product seller; • To create a cost model that supports service levels offered to the client; Agriculture Manufacture Service TECHNOLOGY LEADERSHIP COUNCIL BRAZIL • To specify service levels for all main service components, including outsourced parts; • To define agreements with the internal and external teams res-ponsible for service execution. The effectiveness in defining and managing SLAs is the basis for the delivery of quality services. The formalization of a client’s expectations and the clear under-standing between parties about what was contracted and what will be delivered shape the perception about a service, making it measurable and precise. To achieve a SLA is to deliver what is expected, while exceeding it might compromise the cost and even to pass unnoticed by the client. On the other hand, failing SLAs may compromise the relationship with the client, or the perception of the overall service quality. SLAs should be more than just measurements, but rather an instrument supporting the continuous improvement of services and companies’ business processes. For further information: http://www.gartner.com/DisplayDocument?id=314581 Source of data: Banco Mundial http://data.worldbank.org 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 1800 1815 1830 1845 1860 1875 1890 1905 1920 1935 1950 1965 1980 1995 2000 Fonte dos dados: Banco Mundial (http://data.worldbank.org) 0%
  • 25. 25 SPECIAL IBM CENTENARY: SAGE, A CRADLE FOR INNOVATION Marcelo Sávio The United Stated Air force, driven by the impact of the explosion of soviet experimental atomic bombs in the early 50, initiated an ambitious project called SAGE (Semi-Automatic Ground Environment) for the creation and implementation of a defense system against bombers. This system was deployed between 1957 and 1961 and operated in a distributed fashion over twenty-three data processing centers installed in huge bunkers in North America, each containing two large computers called AN/FSQ-7 (Army-Navy Fixed Special eQuipment). This machine, specially designed by IBM, was labeled an “electronic brain” by the press headlines of the time, and to this date it is considered the largest computer that has ever existed: it weighed over 250 tons and contained over 50 thousand electronic valves, consuming 3 megawatts of electricity. This system processed data from hundreds of radar stations, calculated air routes and compared these against stored data to enable quick and reliable decision-making to defend against enemy bombers, potentially loaded with highly destructive nuclear weapons. To make such complexity work, a number of innovations were introduced in the project, such as the use of modems for digital communication through ordinary telephone lines, interactive video monitors, computer graphics, magnetic-core memories, software engineering methods (the system had more than 500 thousand lines of code written by hundreds of programmers), error-detection and system maintenance techniques, real-time distributed processing, and high availability operations (each bunker had always one of its two computers running in stand-by mode). The experience acquired by participating companies (Bell, Burroughs, IBM, MIT, SDC and Western Electric) and individuals were subsequently extended to other military and civilian systems projects. For instance, some worked on the design of ARPANET, the computer network that resulted in the Internet that we all use. Others worked in the system of civil air traffic control for the FAA (Federal Aviation Administration) in the United States. SAGE also served as a model for the SABRE system (semi-automatic Business-Related Environment), created by IBM in 1964 to track American Airlines flight reservations in real time – a system still running to this date. SAGE was operational until the end of 1983; nonetheless, when it was completed in early 1962, the main threats to air safety were no longer bombers, but fast intercontinental ballistic missiles against which the system was rendered useless. Despite its premature obsolescence , SAGE marks an important milestone in the history of science and technology: by becoming the first real-time, geographically distributed online system in the world, it explored uncharted territory, with the help of innovative ideas and technologies that remarkably contributed to raise the then-newborn computer industry. For further information: http://www.ibm.com/ibm100/us/en/icons/sage/ http://www.youtube.com/watch?v=iCCL4INQcFo TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 26. 26 KNOWLEDGE INTEGRATION: THE CONSULTANT’S CHALLENGE Márcia Vieira Current society, whichis being called “Hypermodern”, promotes a culture marked by excessive consumption of information, disposable things and temporary relationships. The pace of change and the lack of time lead to an accelerated way of life, and a state of constant attention and search for information about multiple subjects. This new scenario generates job opportunities for consulting on various organizational disciplines, such as Corporate Governance, Information Technology, Marketing and Sales, amongst others. According to the Brazilian Institute of Organization Consultants, consultancy work can be defined as “the interactive process between a change agent (external and/or internal) and his/her client, where the agent takes the responsibility to help client’s executives and employees in the decision making, though not having direct control of the situation that should be changed by him/her”. As a change agent, the consultant must be skilled in identifying and solving problems, and demonstrate a passion for disseminating knowledge. When this does not occur, there is a risk of being discarded by the logic of Hypermodernity. It basically means that in order to be a good consultant in any organizational discipline, one must seek useful, practical and applicable knowledge, with a result-driven focus. Keeping your skills current, and extending one’s knowledge, is the greatest challenge and, at the same time, one of the biggest motivators in the consulting professional career. Good memories in my career as consultant remind me of distinguished professionals who had the ability to provide creative solutions and to achieve great results from a wide range of information and acquired knowledge. As knowledge is the consultant’s essential raw material, one can state that the knowledge generation process is the starting point, where consultants must always seek a cause and effect, and manage customer expectations regarding problem resolutions. Knowledge generation establishes a continuous cycle and a synergistic relationship between explicit and tacit knowledge. Explicit knowledge, in general, is easier to get, through corporate knowledge bases, courses, training, or available media. Yet, the tacit knowledge results from a professional’s work experience. In a globalized world, it becomes more difficult to integrate these knowledge types. For this reason, it is vital that the consultant maintains an extensive relationship network, and develops new ways of acting together, with individuals and groups (teamwork), for the purpose of integrating the parties and problem views, as well as deepening all its aspects. The knowledge integration competency and the ability to get an overview of the whole are fundamental to the consultant. In addition, to get the understanding of how the concepts are built and articulated, and not just to accept the parties’ point of view, helps to identify problems, suggest changes and bring other cultures’ view. The consultant is one that in addition to having the know how must learn how to think and, therefore, must have a high level of education and an attitude of lifelong learning, where learning how to learn and team work skills are a guiding principle. For further information: http://www.ibco.org.br/ Books: Apprentices and Masters: The new culture of learning. Juan Ignácio Pozo (2002) and Introduction to thought complex. Edgar Morin (2003) TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 27. 27 SPECIAL IBM CENTENARY: IBM RAMAC: THE BEGINNING OF A NEW ERA IN COMMERCIAL COMPUTING José Alcino Brás During the 1950s computers were no longer restricted to military applications, and started to be required for the automation of enterprise business processes. In order to meet this market demand, in 1956, IBM released the IBM 305 RAMAC (Random Access Method of Accounting and Control), its first mass-produced computer, designed to run accounting and commercial transactions control applications, such as order processing, inventory control and payroll. The big news with the 305 RAMAC wasn’t its processing power but the use of a new peripheral device for data I/O called “IBM 350 disk storage unit”, which allowed very fast data writing and reading compared to other storage media used until then. Having the size of two refrigerators, the IBM 350 consisted of 50 disks of 60 cm diameter centrally mounted on a single pivot propelled by an engine, adding up to 5 megabytes of capacity accessed at a rate of 10 kilobytes per second. The RAMAC disk drive represented a true milestone in technology evolution, in which several technical barriers were overcome, such as finding the suitable material for making the disk and the magnetic surface, and creating a mechanism for reading and writing with a fast and accurate movement, by positioning it in the physical location of the data which spun at the speed of 1,200 rotations per minute. Besides that, it had to guarantee not to physically touch the magnetic disk surface, by injecting compressed air between the disk’s surface and the read and write head. By allowing the information to be written, read and changed in a few seconds, and, more important, to be accessed in a random fashion, it eliminated the need for sorting before data processing, which until then was a requirement imposed by the technology of magnetic tape or punch card equipment that were the most used data store methods at the time. RAMAC’s success made its production achieve more than 1,000 units sold and installed around the world, including Brazil, where it arrived in 1961. This machine ended the era of punch cards and introduced a new era, where corporations began to use computers to conduct and streamline their businesses, making use of online transaction processing and storing large volumes of data on magnetic disks. The technology introduced by RAMAC was the seed that originated the magnetic disks produced up to the present day — formerly called “winchesters”, then “hard drives” and just “HDs”, today — that nowadays are available on the market with a storage capacity greater than 2 terabytes, spinning at 15 thousand rotations per minute and reaching data transfer rates that exceed 200 megabytes per second (more than 20 thousand times higher than IBM 350). Maybe that group of engineers from IBM’s lab did not imagine that RAMAC would represent the beginning of an era to one of the most important technologies in the computer industry? One that would completely change the storage and processing of information, an intangible good, with a great value to several society segments, which in turn keep demanding and generating even more information, in a last year’s estimated growth volume of more than 1 zettabytes (1 million terabytes). Bring on the disks to store it all! For further information: http://www.ibm.com/ibm100/us/en/icons/ramac/ http://www.youtube.com/watch?v=CVIKk7mBELI http://www.youtube.com/watch?v=zOD1umMX2s8 TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 28. 28 THE EVOLUTION OF THE IT SERVICES DELIVERY MODEL Eduardo Sofiati The IT services market has evolved significantly in recent years. Providers and customers aim to enlarge the terms of service contracts, in order to obtain greater benefits – not just cost-reduction – through better alignment between technology solutions and business requirements. The traditional model has specialized providers to deliver repetitive services, which are based on efficiencies and scalability gains, providing competitiveness. Since the IT services market has many competitors, each provider aims to propose differentials in order to attract and keep customers and thereby increase their participation in this market. Some providers are focused on models that add more value to the offered services, meeting the business requirements of their customers. The provider, in this case, is perceived by the client as a strategic partner rather than a supplier and tends not to offer commodities, but rather solutions. As an example, we can mention the evolution in the service offerings recently launched by outsourcing segment of infrastructure and telecommunications, which are aligned with latest technology trends, such as Cloud Computing, SaaS (Software as a Service), Virtual Desktops, Unified Communications and Network Security. This evolution is transforming the traditional outsourcing model into a utility-based model, which changes the concept of IT asset ownership. According to Gartner, by 2012, 20% of enterprises will no longer have IT assets, which turns into opportunities for providers to leverage completed offers, capable of delivering services with more agility and quality through the adoption of leading-edge technologies Regarding the performance of the service providers, there has been a lot of evolution in recent years. Through the use of Key Performance Indicators (KPIs) they can measure the effectiveness of the processes and technology solutions that have been applied on contracts. SLAs (Service Level Agreements), which been driving the outsourcing contracts for quite some time, have also evolved in the definition of indicators more aligned to services and systems availability which impact clients business. In order to survive and grow in this market so stirred up, while still maintaining healthy results, service companies must follow strategies which are being adopted, mainly in global companies: Standardization: maximizing the use of common models for the major part of the services portfolio, in order to enable repetition in the delivery, resulting in economies of scale and simplification in the structures of the delivery; Integration: Execute delivery models, as efficiently as possible, using all the power that the provider has, in order to obtain the lowest possible cost with people taking advantage of skills availability existent in each region; Automation: Reduce manual tasks at the maximum in order to lower down costs and raise the quality of service deliverables. It is possible to reflect on the remarkable developments in IT service delivery over the years. In the old format, providers created a new approach for each project, offering customized models for each customer, an inefficient method that generates wastage of time and money. Currently they are looking for ways to simplify the design of projects, particularly their bases, through standardized and simplified models, based on best practices and industry knowledge. With that, more time is used to solve business problems specific to each customer, turning IT into an arm that stimulates growth and generates savings, making the company prepared to meet new challenges. For further information: http://www.ibm.com/services TECHNOLOGY LEADERSHIP COUNCIL BRAZIL
  • 29. 29 SPECIAL IBM CENTENARY: IBM 1401, WHEN TIMES WERE DIFFERENT... José Carlos Milano Given the correct proportions, it could be said that the IBM 1401 computer was, in the Sixties, so important for the dissemination of enterprise computing of small and medium-sized companies as the PC is for consumers of today. To get an idea, over ten thousand units of this model had been sold, when many readers of this article had not even been born. Those were different times for sure... The 1401 was the first fully transistorized computer manufactured by IBM (when it replaced the vacuum tubes). It was smaller and more durable than its predecessors. It was released in 1959 and sold until 1971 (and many continued to work into the 1980s). Its success was so great and so much code had been developed for it, that IBM was forced to create an emulator in microcode to run the 1401 programs in the mainframe models that followed, starting with the System/360, released in 1964. Surprisingly, many of these emulators continued to be used in other mainframe models until 2000, when finally the remaining programs for the 1401 had to be rewritten because of Y2K (millennium “bug”). The ease of programming languages through the SPS (Symbolic Programming System) and then with Autocoder were largely responsible for the success of the 1401. Earlier, most computing environments (called Data Processing Centers) consisted of the “mainframe”, the 1401 itself, and the “frames” of the punch unit and card reader (1402) and the printer (1403). Tape drives or magnetic disks did not exist yet. Since operating systems did not exist either, the creation of executable code, from symbolic programming made by the user, was very peculiar. The SPS program preceded the program written by the user. All of the programming was done with punched cards. By pressing the “load” button in the 1402 card reader, the SPS program was loaded into the memory of the 1401 that would then read and translate the user-written program to executable code. Actually, the translation of the user program took place in two stages. In the first, it generated a bunch of cards with the partial translation. Those cards were then fed back into the card reader of the 1402. Finally, the cards with the final program were generated and were ready for execution. The smallest addressable memory unit in the 1401 was the “character”, comprised of eight bits (physically a ferrite core for each bit). This “character” would be the equivalent of what we now call “byte”, a term that just happened to exist in the era of the System/360. Out of these eight bits, six were used to represent the character, the seventh was the parity bit and the eighth represented a “word mark”. A “word” in the 1401 represented a variable sequence of consecutive characters, the last of which was called “word mark”. That’s why the 1401 was known as a machine that processed words of varying sizes. Each instruction in its machine language could be 1, 4, 7 or 8 characters long. Despite all the beauty of technology, it was not trivial to program these fantastic machines, especially if compared with current systems development environments. In the past 50 years, the facilities and programming techniques today allow an enormous productivity in code creation. Does anyone dare to estimate how many lines of program code must exist in the world today? For further information: http://www.ibm.com/ibm100/us/en/icons/mainframe/ http://ibm-1401.info/index.html TECHNOLOGY LEADERSHIP COUNCIL BRAZIL