These are the (German) slides of my Keynote "Business. Value. Cloud." given at the IBS Workshop "Cloud Computing - Concepts and Applications" - the talk focuses on how business/value-thinking and development/co-creation is evolving and becoming one single approach from idea to product/service within 5 minutes (I believe this will be much faster in the future, i.e. towards seconds). The key drivers to this new approach are manifold - provided by the always on possibilities of the cloud, matching the philosophy of building things out of components with the iterative approaches of agile and lean development, and a change of our society's value systems expanding from a transaction-oriented economy towards a sharing economy.
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Business. Value. Cloud.
1. VSR.Informatik.TU-Chemnitz.de
GoldenCut
(a/b
==
1,61803)
GoldenCut
Business. Value. Cloud.
/////// Die Cloud aus Sicht der Komposition ///////////////////
Prof.Dr.MartinGaedke.com
@gaedke
Technische Universität Chemnitz
Fakultät für Informatik
VSR Research Group
2. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
The
Future
of
Cloud
Computing
Brüssel,
Jan
2010
http://cordis.europa.eu/fp7/ict/ssai/events-‐20100126-‐cloud-‐computing_en.html
3. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
Zur Einstimmung auf die nächsten
Gespräche und Vorträge
1. Kurze Übersicht zur Evolution im
Cloud Computing
2. Wirtschaftliche Betrachtungen aus
Sicht der Komposition
3. Entwicklungstrends von und mit Cloud
Computing
4. 1
4
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
Evolution im
Cloud Computing
5. cloud
(klaʊd)
–
is
an
elastic
execution
environment
of
resources
involving
multiple
stakeholders
and
providing
a
metered
service
at
multiple
granularities
for
a
specified
level
of
quality
(of
service).
[Definition
of
Expert
Group
Report]
http://cordis.europa.eu/fp7/ict/ssai/events-‐20100126-‐cloud-‐computing_en.html
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
5
6. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
6
Quelle: http://cordis.europa.eu/fp7/ict/ssai/events-20100126-cloud-computing_en.html
Nutzungsmuster
für
Cloud
Systeme
zur
Implementierung
von
Software-‐
Komponenten,
Grid,
SOA,
IoS,
WS,
etc.
IaaS:
Amazon
S3
und
EC2,
SQL
Azure…
PaaS:
Google
App
Engine,
Microsoft
Azure…
SaaS:
Google
Docs,
Salesforce,
SAP…
7. Von Objektorientierung zu
Software aus Komponenten
(ECOOP’96)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
7
Bilder Quelle: http://de.wikipedia.org/wiki/Kompositum_(Entwurfsmuster)
Component
Software,
C.
Szypersky:
“…
A
software
component
can
be
deployed
independently
and
is
subject
to
composition
by
third
parties.”
Entwurfsmuster
zur
Komposition
(Composite
Design
Pattern)
Fokus:
Technologie
(Web-‐Component,
Web
Service,
Widget,
Apps…)
Fokus:
Nutzung
&
Collaboration
(wirtschaftlich
interessant)
Spannend
-‐
wenn
die
Komponente
per
Kommunikation
genutzt
werden
kann
–
also
zum
Service
wird.
HTTP
HTTP
HTTP
13. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Wie
realisieren?
Was?
(VP)
Ausgaben?
Einnahmen?
Für
Wen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
13
14. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Wie
realisieren?
Was?
(VP)
Ausgaben?
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
14
15. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Wie
realisieren?
Ausgaben?
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
15
16. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Web
Internet
Festplatten
-‐Transport
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Wie
realisieren?
Ausgaben?
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
16
17. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Web
Internet
Festplatten
-‐Transport
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Ausgaben?
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
17
18. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Web
Internet
Festplatten
-‐Transport
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
Einnahmen?
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
18
19. BusinessModel
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Web
Internet
Festplatten
-‐Transport
Data
Center
Energie-‐
Lieferant
IaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Elastische
Infrastruktur
Personal-‐
kosten
Entwickler
Administra
tion
BMC für klassische Infrastruktur-Anbieter
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
19
21. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
1
Entwicklungstrends
• Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der
Geschäftsmodelle
(VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-
Betrieb durch Komposition von Cloud
Diensten zur schnelleren Umsetzung von
Geschäftsideen
• Cloud zur Komposition durch
Endanwender (und Sensoren)
22. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Plattform
Cloud-‐
Kunden
Software
Cloud-‐
Kunden
Infrastruktur
Cloud-‐
Kunden
Energie
Hardware
Software
Pay
Model
Web
Internet
BMC für klassischen
Cloud-Business
Festplatten
-‐Transport
Data
Center
Energie-‐
Lieferant
IaaS
PaaS
SaaS
Hardware-‐
Lieferant
Netzwerk-‐
Betreiber
Pay
per
HW-‐
Unit,
per
Time
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Elastische
Infrastruktur
Elastische
Plattformen
Elastische
Software
Personal-‐
kosten
Entwickler
Administra
tion
Gebhardt,
Gaedke,
Daniel,
Soi,
Casati,
Iglesias,
Wilson:
From
Mashups
to
Telco
Mashups:
A
Survey;
IEEE
Internet
Computing,
vol.
16,
no.
3
Pay
per
Byte-‐
Unit,
per
Time
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
22
23. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
3
Entwicklungstrends
• Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der
Geschäftsmodelle
(VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-
Betrieb durch Komposition von Cloud
Diensten zur schnelleren Umsetzung von
Geschäftsideen
• Cloud zur Komposition durch
Endanwender (und Sensoren)
24. Geschäftsidee
...
Lean
Startup.
Entwicklung
...Agile.
Betrieb
...DevOps.
VP
/
Wertv.
Experiment
Kunden
Test
Janus,
Jäger,
Gaedke:
Agile
Praktiken
-‐
oder
doch
Impediments?
Bewertung
der
Agilität
von
Praktiken
in
der
Softwareentwicklung,
in
OBJEKTspektrum
05
(2012)
Agile
Development
von
Services
(schnelle
Iterationen)
Betrieb
(Operations)
Internet
of
Services
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
24
Jede
Phase
wird
durch
Cloud-‐Angebote
unterstützt.
(Ziel:
von
der
geprüften
Idee
zum
Web-‐Angebot
in
5
Minuten)
25. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
2
5
Entwicklungstrends
• Komposition der “as a Service”-Ansätze
durch Cloud Anbieter zur Optimierung der
Geschäftsmodelle
(VP, Costs, Revenue-Ansätze)
• Abstimmung von Idee-Entwicklung-
Betrieb durch Komposition von Cloud
Diensten zur schnelleren Umsetzung von
Geschäftsideen
• Cloud zur Komposition durch
Endanwender (und Sensoren)
26. What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
Software
Cloud-‐
Kunden
Software
Pay
Model
Web
Internet
BMC für End User Development
SaaS
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Software
Pay
Model
Elastische
Software
Entwickler
Administra
tion
Software
Cloud-‐
Kunden
EUD
provided
Data
&
Bewert-‐
ungen
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
26
27. simplify
Innovative
Mashup-‐Solutions
for
telco
services
in
Internet
of
Services(IoS)
Project:
§ Group
VSR
/
Gaedke
§ Cloud
Computing,
IoS
§ October
2010
–June
2013
§ Costs:
6.117.391
€
Mashup-‐Software
Plattform
für
Komposition
von
Komponenten
im
Web
End-‐User
Development
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
27
28. 2
8
Komponenten (Widgets / Apps)
Netvibes
(284.508)
Opera
(1834)
iGoogle
(327.458)
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
Automatische
Transformation
in
W3C
Widgets
29. Publish/Subscribe-basierte
Komposition – Mix von IoS & IoT
29
Message
Bus
Location
Location
Location
Chudnovskyy
O.,
Fischer
C.,
Pietschmann
S.,
Gaedke
M.
Inter-‐Widget
Communication
by
Demonstration,
ICWE2013
Demo,
July
2013.
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
31. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
1
End-User Development fängt erst
richtig an…
…Software-Verbesserung:
– Dynamische Komposition
– Eigenständige Weiterentwicklung
durch die eigenen Benutzer
(User as a Service ==> Developer)
…IoT & IoS
– Innovative Komposition
von virtuellen und
physikalischen
Diensten
– Auch hinsichtlich
Human-Provided Services
Speicher,
Both,
Gaedke:
TellMyRelevance!
Predicting
the
Relevance
of
Web
Search
Results
from
Cursor
Interactions;
Proceedings
of
22nd
ACM
International
Conference
on
Information
and
Knowledge
Management
33. Everything as a Service?? Ja, und noch viel mehr…Hin zu
Human-, Device, and Software-provided Service-Compositions
IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
3
http://vsr.informatik.tu-chemnitz.de/demo/chrooma/icwe14
Krug,
Wiedemann,
Gaedke:
SmartComposition:
A
Component-‐Based
Approach
for
Creating
Multi-‐Screen
Mashups;
Companion
Proceedings
of
14th
International
Conference
on
Web
Engineering
34. IBS Workshop Cloud Computing / Prof.Dr.MartinGaedke.com / May 22, 2014
3
4
Herausforderungen und Chancen
• Sicherheit
• Privatsphäre
• Netz-Qualität – insbesondere auch mobil
• Netz-Geschwindigkeit – etwa 5G
• Einfachheit in Bedienung
• Beschreibung von Komposition – OMDL,
OSCL, Federated Web, FOAF, etc.
• Chancen: Vielfältig!