The software crisis is very much alive almost 30 years after it was first defined. Only now, it is beyond crisis proportions and is eating into our GNP. With a problem so large and wide-spread, most organizations have not really addressed it. Large organizations have built massive legacy mountains of data and code; 150 terabytes of data and 200 million lines of code is not unusual for a North American telephone company. Over the past decade the information systems community has produced some brilliant ideas, including the following:
business processes re-engineering
distributed object computing
World Wide Web
business objects and rules
object-oriented type systems and languages
These revolutionary ideas have been the basis for promises of orders of magnitude improvements in productivity so as to address the software crisis. There have been rare cases in which success has been achieved. In general, however, they have made almost no impact on industrial-strength problems. More widespread success may well be achieved in some years (e.g., 20 for relational DBMSs). They cannot be applied now in vanilla programming shops with vanilla staff. In the next five years, large organizations will attempt to level legacy mountain. What are the real problems, and how can you help? Will research play a role? This talk will outline some industrial-strength information systems problems in legacy mountain, attempt to address them with some of the above ideas, and discuss why the attempts might have failed and why these brilliant ideas are so hard to put into practice.
Dr. Michael L. Brodie is a Senior Staff Scientist at GTE Laboratories, Waltham, Mass. where heworks on large scale strategic Information Technology challenges for GTE Corporation's senior executives. His industrial and research focus is on large scale information systems - their total life cycle, business and technical contexts, core technologies, and "integration" within in a large scale, operational telecommunications environment. He has authored over 120 books and articles.
If business, academic, and governmental organizations ever needed leadership, they need it now. Historically, the leaders of business have come from finance, law, marketing, and other traditional disciplines. The leaders of universities have come from arts and science, law, etc. Rarely have computer scientists or information system professionals rose to the ranks of top management.. There are signs that this is about to change. What are the advantages and disadvantages of leading from a information technology background? Why should we provide leadership? What does a technically educated professional need to do to move to senior, general management positions? What should you expect if and when you get the positions?
Abstract to come....
The Desktop Management Task Force (DMTF) have recently announced the introduction of the Common Information Model (CIM). CIM provides both a meta model and an information model. The information model defines the objects and their characteristics necessary for all aspects of systems, network and application management.
DMTF member organizations including Microsoft, IBM, SUN, Intel, Computer Associates, Hewlett Packard and Compaq have committed to support the model. For example, Microsoft's implementation of CIM will be in the form of an object manager that supports the basic CIM model together with compliant win32 extensions. This implementation will be a part of all future Microsoft operating systems. As such CIM will be one of the most widely deployed information models currently in existence and will have a profound impact on the way that systems are described and managed.
This talk describes the basic model and many of the design decisions and trade-offs considered in the design of CIM.
The ER Institute
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