Downloads for Developers

The news here isn’t that the 'new king-makers', as Savio put it, look a lot like the old kingmakers: developers. The news is that management may finally be realizing it.

Stephen O'Grady, Redmonk

Developers, developers, [...] developers

- Steve Balmer

Most software platform companies at least partially get it these days - developers drive adoption and quality among technical groups. The software that has quality developers on its side will look better to both business and technical interest groups than the same software that is dragged down by developer indifference or animosity.

These points can be debated to a certain extent.

There are plenty of non-technical power-centers that drive adoption of software platforms in the enterprise. Preferred-vendor arrangements are common and historically were often negotiated at the CIO or higher level, with little developer involvement. Further, application vendors attempt (often with good success) to sell into business units rather than IT groups.

But in both cases developers still drive quality and adoption. Business units that buy applications directly often find themselves in need of connections to other systems or extensions to the application. This means developers are involved, either via an IT group, or as outside consultants.

Meanwhile, preferred-vendor agreements are constantly undermined and even when they are successful they may very well promote homogeneity and management ease at the expense of long-term quality in people and software. In order to make good software development and vendor management decisions, one must be well aware of the world beyond a single vendor bubble.

In order to bring developers on board with a vendor's offerings, to increase general awareness, and to drive sales, vendors need to get their software into the hands of developers. In the case of open source vendors, this is mostly an issue of getting the word out, as the software itself is only a download away. But in the case of more traditional enterprise vendors this can be a complicated proposition. Most enterprise vendors now provide downloads of some version of most of their platform software. Some vendors provide downloads of much of their application software as well.

Some example download sites:

These downloads are usually made under a fairly restrictive license and are usually not available for all parts of the application or platform software. Because of vendors' business model it is somewhat costly to provide these downloads because they appear in a format that is not the standard distribution format for the vendor's software. There are also legal costs associated with writing and maintaining the developer licenses that are applied to these downloads.

I believe that vendors have a tendency to see these sorts of downloads as an overhead cost. They are not. They are a key step in driving both sales and developer adoption, which are closely linked.

Here's how:

  • Ability to prototype before purchasing is a key part of the software selection process for responsible companies.
  • Today's developers will guide tomorrow's purchasing decisions.
  • A healthy developer ecosystem is necessary condition for a strong third-party application ecosystem.
  • A skilled, and preferably large, pool of developers is necessary for good project success rates.

In his article "The CIO is the last to know", Billy Marshall talks about the CIO of a financial services company who is surprised to find that his operations people are running Red Hat Linux. This CIO was handed a decision via bottom-up fiat. It is a story that is played out again and again in the enterprise space.

The point is not that CIOs aren't doing their jobs. It's that the decision is inevitably influenced from a different level: the level of those actually carrying out development and operations. Maybe these people aren't actually making the purchasing decisions, but they talk to the people who are. And if someone makes a purchasing decision that development and operations disagree with or are unable to execute, that person is going to hear it. And they'll probably feel it when their group's productivity falls off a cliff.

CIOs either are or should be listening to their developers' opinions. It would be wise for enterprise vendors to divert some sales attention into making sure that those developers have good opinions of their software.

The first step is getting that software into developers' hands quickly and with a minimum of developer effort.

SAP's HANA and "the Overall Confusion"

I threw together a very long response to a very long question on the SCN forums, regarding SAP's HANA application and its impact on business intelligence and datawarehousing activities. The original thread is here and I'm sure it will continue to grow. But since my response was pretty thorough and contains a ton of relevant links, I thought I would reformat it and post it here as well. In order to get a good overview of the HANA situation, I strongly recommend that anyone interested check out the following blogs and articles by several people, myself included:

Some of these blogs are using out of date terminology, which is hard to avoid since SAP seems to change its product names every 6 months. But hopefully if you read them they will give you some insight into the overall situation unfolding around HANA. With regards to DW/BI and HANA, these blogs address many of those issues as well. Now, to try answering the questions:

1. Does SAP HANA replace BI?

It's worth noting that HANA is actually a bundle of a few technologies on a specific hardware platform. It includes ETL (Sybase Replication Server and BusinessObject Data Services), Database and database-level modeling tools (ICE, or whatever it's called today), and reporting interfaces (SQL, MDX, and possibly bundled BusinessObjects BI reporting tools). So, in the sense that your question is "does anything change as far as needing to do ETL, modeling, and reporting work to develop BI solutions?", then the answer is no. If you are asking about SAP's overall strategy regarding BW, then this is open to change and I think the blogs above will give you some answers. The short answer is that I see SAP supporting both the scenario of using BW as a DW toolkit (running on top of BWA or HANA) as well as the scenario of using loosely coupled tools (HANA alone, or the database of your choice with BusinessObjects tools) for the foreseeable future. At least I hope this is the case, as I think it would be a mistake to do otherwise.

2. Will SAP continue 5-10 years down the road to support "Traditional BI"?

I hope so. If you read my last blog listed above you will see that HANA actually solves none of the traditional BI problems, and addresses only a few of them. So we still need "traditional" (read "good old hard work") approaches to address these problems.

3. What does this mean for our RDBMS, meaning Oracle?

Very interesting question. For a long time, SAP has supported competitive products to Oracle offerings. In my view, this was to give SAP and its customers options other than the major database vendors, and to give itself an out in the event that contract negotiations with a major vendor went south. So in a sense, HANA can be seen as maintaining this alternative offering. Of course, SAP says HANA is more than that, and I think they are right. Analytic DBMSes have been relatively slow catching on and as SAP's business slants more and more towards BI, the fact is that the continued use of traditional RDBMSes in BI and DW contexts has done a lot of damage by making it difficult to achieve good performance. It's a lot easier to sell fast reports than slow reports :-) So that is another driver. Personally, I don't agree with SAP's rhetoric about HANA being revolutionary or changing the industry. The technologies and approaches used in the ICE are not new, as far as I have seen. As far as changing the industry from a performance or TCO perspective, I'm reserving judgement on that until SAP releases some repeatable benchmarks against competing products. I doubt that HANA will significantly outperform competitive columnar in-memory databases like Exasol and ParAccel. If you are Oracle, you have a rejuvenated, and perhaps slightly more frightening competitor. I don't think anyone really thought that MaxDB was a danger to Oracle, but HANA holds more potential as a competitor to Exadata. Licensing discussions could get interesting.

4. Is HANA going to be adopted and implemented more quickly on the ECC side than BI side first?

Everything I have seen has indicated that SAP will be driving adoption in BI/Analytic scenarios first and then in the ECC/Business Suite scenario once everyone is satisfied with the stability of the solution. Keep in mind, the first version of HANA is still in ramp-up. SAP is usually very conservative in certifying databases to run Business Suite applications.

What is a commodity?

Lately I've seen several discussions of commoditization in the enterprise software space. Or perhaps "commoditisation", depending on which side of the Great English-language Divide on which you happened to spend your school years. Specifically the claim has been made that applications (ERP, BI, analytics) or skills (programming, project management, for example) are becoming commoditized.

I'm not going to link to any of these claims because my claim is that the word is being subject to rampant misuse and I'd rather not call out anyone specific. The misuse is widespread and I don't think it would be fair to name individuals.

This misuse is a shame. There is a lot of really useful economic and social theory around commoditization. Incorrectly labeling a market trend as "commoditization" creates the incorrect impression that these bodies of theory are applicable, and this can result in incorrect analysis.

See, for example, the insightful discussion of commoditization as a competitive strategy in this blog about Facebook's Open Compute Project by Marco Arment. When we use the term incorrectly, we poison the well from which this sort of analysis is drawn.

So, what is commoditization? Wikipedia, as usual, has a fairly good definition. To break it down, a commodity is:

  1. Undifferentiated - a commodity from supplier X is basically the same as the same product from supplier Y
  2. Fungible - an instance of a commodity can easily be switched for another instance of the same commodity without significant impact on the user of the commodity - in other words, a commodity has low switching costs

When a product is a commodity it will usually have a price that is determined by a market of exchange. Markets are not always efficient, and very few products are truly commodities, but there are some products that come fairly close. Wikipedia gives several examples, but here are a couple for your consideration:

  • Salt - All salt is basically the same, and switching from one brand of salt to another has no noticeable impact on the user (not withstanding "premium" salts, for example sea-salt).
  • Unskilled labor - The initial pay of grocery store shelf-stockers, for example, is determined primarily by market forces or minimum wage as the labor pool is considered fairly undifferentiated and the cost of hiring a different employee is fairly low in some labor markets.

So what about enterprise software? I can't think of anything that's a commodity in enterprise software. Maybe servers, as the advent of virtualization and cloud computing begins to lower switching costs (improving fungibility).

What is not a commodity in enterprise software? Lots of stuff. Here are some examples:

  • ERP and BI software - Different offerings are still quite differentiated, and switching costs are astronomical because of the amount of customization required of all solutions. Additionally, cloud vendors are now creating data lock-in scenarios that can make it very difficult to migrate old data to a new solution.
  • Switching from "build" to "buy" does not commoditize a market - An IT department switching from a "build" to a "buy" approach, or a vendor pushing solutions that require less customization, does not result in commoditization of a market. This is because different solutions are still differentiated based on features, performance, or ease-of-use, and because switching costs remain high. Switching costs should be lower when going from a custom solution to an "off-the-self" solution than the other way around, perhaps making the product more commodity-like, but this is a stretch. Implementation costs are still going to be quite high.
  • Developers and consultants - There is lots of suspect research talking about how the best developers are some multiplier (usually 6-20X) more productive than the average developer. In fact, it's probably worse because this research tends to focus on long-term employment. Because of the time taken for on-boarding (switching costs) and the increased administration costs that come with a larger team, hiring a middling developer or consultant for your project can often make the project progress even more slowly than hiring no one at all!
  • Tool-kits - Development tool-kits have a real impact on the performance of custom development. The choice to use language A versus language B for a given development project is not academic. The differentiation equation depends on your existing skill-set as well as features of the tool-kit and switching costs are high due to the need for retraining and reorientation.

Commodity theory does not apply to any of these areas. The goods are not fungible and the products are differentiated.

Any vendor who says otherwise is probably peddling a subpar product (or labor). Any IT department that believes this is probably making some bad purchasing decisions. And every purchasing department likely talks to their suppliers about how this is a commodity market ... because they are trying to negotiate a better price.

Musing about semantics in BI

Recently I've been blogging mostly about SAP's new HANA product and the general in-memory approach. My deeper professional focus is a little further from the metal, in datawarehousing, business intelligence, and planning processes and architectures. Some recent emails, tweets, and discussions have prompted me to get back to my roots ... but roots are hidden and hard to conceptualize. So I brought diagrams!

One of the hard problems in datawarehousing and business intelligence is semantics, or meaning. We need to integrate the semantics in user requirements with the semantics of the underlying systems. We need to integrate the semantics of underlying systems with each other. And we need to integrate the semantics of a system with itself!

That wasn't very clear. Here's an example: Revenue.

Simple right? Not so fast!

Our users want a revenue report. When our finance users say revenue, they might mean the price on the invoice, without any discounts. But our ERP system may display revenue as a number that includes certain types of discounts. (This is the problem of integrating user's semantics with system semantics.) And our other ERP system may include a different mix of discounts in the revenue number. (The problem of integrating the semantics of underlying systems with each other.) Meanwhile, a single SAP ERP system will record revenue from a sales in several different places: On the invoice, in the G/L, maybe in a CO-PA document. Each of these records is going to have a different semantics and it's quite possible that it is difficult to derive the number the system displays to us from the data in the underlying tables. (The challenge of integrating the semantics of systems with themselves.)

Wow! That's just the first line of the P&L statement!

This example is a little contrived, but it's not too far from the truth. At this point, I just want to recognize that this is a tough problem and we really don't have a very good solution to it aside from the application of large amounts of effort. The interesting question to me right now is where this effort is already embedded into our systems (so we don't have to expend as much effort in our implementations) and what affect SAP's new analytics architectures might have in this area.

I promised diagrams and musing, so here we go. I want to talk a little bit about layering semantic representations on top of ERP data models, which tend to be highly optimized for performance and therefore quite semantically opaque. In order to think more clearly about the different ways of doing this and the trade-offs involved, I cooked up some pictures. We'll start simple and move on to more complex architectures.

This is a naive model of an ERP system. It's got a lot of tables: 5 (multiply by at least 1000 for a real ERP system). These tables have a lot of semantic relationships between themselves that the ERP system keeps track of. It knows which tables hold document headers and which tables hold the line items for those documents. It knows about all the customers, and the current addresses of those customers, and it knows how to do the temporal join to figure out what the addresses of all our customers was in the middle of last year. I don't have much more to say about this. It just is how it is: Complicated

This is an ERP system that has semantic views built into it. These views turn the underlying tables into something that makes sense to us - we might call them views of business objects. Maybe the first view is all of those customers with start and end dates for each address. And the second view might be our G/L entries with line item information properly joined to document header information.

Interestingly, creating semantic views like this is almost exactly what BW business content extractors do. These extractors have been built up over more than a decade of development. They were built by the application teams, so if anyone knows how the application tables are supposed to fit together, it's the people who built these extractors. There is a lot not to like about various business content extractors but we can't deny the huge amount of semantic knowledge and integration work embedded in these tools.

Other tools, like the BusinessObjects Rapidmart solutions also know how to create semantic views of underlying ERP tables, though Rapidmarts accomplish this in a slightly different way. There is a lot of knowledge and work embedded in these solutions as well.

When we use the business content extractors with BW, we move the semantic view that the ERP system creates into a structure in the datawarehouse. As long as you use the business content extractors you don't need to worry much about the ERP data models. This diagram shows a fairly traditional datawarehousing approach. The same sort of thing happens with other solutions based on semantic representations of ERP data.

Another option is to directly replicate our ERP tables into an analytic layer. This is what happens in the case of SAP HANA if you are using Sybase Replication Server to load data into HANA. Notice the virtual semantic views that are created in the datawarehouse system. This work must be done for most ERP data structures, because as we've already discussed, these ERP data structures don't necessarily make any sense on their own. Creating these views is one thing we have been hearing from Vitaliy Rudnytskiy that IC Studio will be used for. Ingo Hilgefort touches on some of the same points in his blog on the HANA architecture. And Brian Wood also briefly touches on his role in developing semantic views for ERP data in HANA in his TechEd 2010 presentation.

I find that there are two interesting things about this approach, and these are things to watch out for if you are implementing a system like this:

First, whereas the semantic views in the previous diagram are materialized (meaning pre-calculated), these views are not, meaning that they need to be calculated at query run-time. Even on a system as blazing fast as HANA, I can see the possibility of this turning into a problem for certain types of joins. No matter how fast you are going, some things just take time. Vitaliy, again, does a great job of discussing this in his comment on Arun's blog musing on the disruption that HANA may cause to the datawarehousing space: http://www.sdn.sap.com/irj/scn/weblogs?blog=/pub/wlg/22570.

The second musing I have is that until SAP or partners start releasing semantic integration content, each customer or systems integrator is going to need to come up with their own strategy for building these semantic views. In some cases this is trivial and it's going to be tough to get wrong, but in a lot of cases the semantics of ERP tables are extremely complex and there will be lots of mistakes made. It is going to take a while for semantic content to reach a usable level, and it will take years and years for it to reach the level of the current business content extractors. Customers who are used to using these extractors with their BW installations should take note of this additional effort.

The solution to semantic views that are too processing intensive to run in the context of a query is to materialize the view. It is unclear to me whether or not you can use IC Studio to do this in HANA. At worst you can use BusinessObjects Data Integrator to stage data into a materialized semantic view, then query on this view in HANA. Of course, now we are storing data twice in HANA, and these blades aren't exactly cheap!

When we do this, using the tools currently available to us in HANA, we also lose the concept of real time. This is because our ETL process is no longer only a push process using Sybase Replication Server; now there is also a batch ETL process that populates the materialized view. We are back in the same trade-off between load-time complexity and query-time complexity that we face and struggle with in any BI system.

One possible solution to the second problem mentioned above (the difficulty of building semantic views on very complex and heterogeneous data models), is for SAP and partners to deliver semantic integration logic in a specialized semantic unification layer. We might call this layer the Semantic Layer, which Jon Reed, Vijay Vijayasankar, and Greg Myers discuss very insightfully in this podcast: http://www.jonerp.com/content/view/380/33/. I suspect that this layer will be a central piece in the strategy to address the semantic integration problem that is introduced when we bypass the business content extractors or source datawarehouse structures from non-SAP systems.

This is even possible across source systems in BusinessObjects 4.0 with the use of Universes that support multiple sources, a feature that is new to this release. It is a very powerful idea and I really look forward to seeing what SAP, customers, and partners build on this new platform.

But I'm a little worried about this approach in the context of higher-volume data, and the reason is those stripped arrows crossing the gap between the datawarehouse system and the semantic layer system. If you look back at the previous diagrams, the initial semantic view is always in the same physical system as the tables that the semantic view is based on. Except in the last diagram. In this diagram the semantic view is built on a different platform than the data is stored in.

What does this mean? It means for certain types of view logic, we are going to be in one of two situations: Either we are going to need to transfer the entire contents of all tables that feed the view into the semantic layer, or we are going to need to do large numbers of round-trip queries between the semantic layer and the datawarehouse layer as the semantic layer works to incrementally build up the view requested by the query. Either of these integration patterns is very difficult to manage from a performance perspective, especially when the integration is over a network between two separate systems.

There are ways around this, including (re)introducing the ability to easily move semantically integrated data from an ERP system into a hypothetical future HANA datawarehouse, or tight integration of the semantic layer and the datawarehouse layer that allows the logic in the semantic layer to be pushed down into the datawarehouse layer.

I wonder if we'll see one or both of these approaches soon. Or maybe something different and even better!