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Wednesday, December 16, 2015

Our millennial kids

Anak-anak sekarang sulit lepas dari gadget. Mereka akrab dengan dunia baru mereka, yang hanya berukuran kecil dan tanpa batas itu.

Sulit untuk mencegah, dimana semua anak menggunakan gadget menjadi teman terbaik mereka.

Tidak banyak yang bisa orang Tua lakukan selain mengarahkan mereka menggunakan gadget dengan baik dan bijaksana.

Saya harus akui, ada juga banyak orangtua yang menggunakan gadget malah untuk menenangkan anal mereka, dan membiarkan mereka menggunakan nya berjam-jam setiap hari.

Tuesday, December 15, 2015

4 hal mendasar di Otomatisasi di tempat kerja

The potential of artificial intelligence and advanced robotics to perform tasks once reserved for humans is no longer reserved for spectacular demonstrations by the likes of IBM’s Watson, Rethink Robotics’ Baxter, DeepMind, or Google’s driverless car. Just head to an airport: automated check-in kiosks now dominate many airlines’ ticketing areas. Pilots actively steer aircraft for just three to seven minutes of many flights, with autopilot guiding the rest of the journey. Passport-control processes at some airports can place more emphasis on scanning document bar codes than on observing incoming passengers.
What will be the impact of automation efforts like these, multiplied many times across different sectors of the economy?1Can we look forward to vast improvements in productivity, freedom from boring work, and improved quality of life? Should we fear threats to jobs, disruptions to organizations, and strains on the social fabric?2
Earlier this year, we launched research to explore these questions and investigate the potential that automation technologies hold for jobs, organizations, and the future of work.3 Our results to date suggest, first and foremost, that a focus on occupations is misleading. Very few occupations will be automated in their entirety in the near or medium term. Rather, certain activities are more likely to be automated, requiring entire business processes to be transformed, and jobs performed by people to be redefined, much like the bank teller’s job was redefined with the advent of ATMs.
More specifically, our research suggests that as many as 45 percent of the activities individuals are paid to perform can be automated by adapting currently demonstrated technologies.4 In the United States, these activities represent about $2 trillion in annual wages. Although we often think of automation primarily affecting low-skill, low-wage roles, we discovered that even the highest-paid occupations in the economy, such as financial managers, physicians, and senior executives, including CEOs, have a significant amount of activity that can be automated.
The organizational and leadership implications are enormous: leaders from the C-suite to the front line will need to redefine jobs and processes so that their organizations can take advantage of the automation potential that is distributed across them. And the opportunities extend far beyond labor savings. When we modeled the potential of automation to transform business processes across several industries, we found that the benefits (ranging from increased output to higher quality and improved reliability, as well as the potential to perform some tasks at superhuman levels) typically are between three and ten times the cost. The magnitude of those benefits suggests that the ability to staff, manage, and lead increasingly automated organizations will become an important competitive differentiator.
Our research is ongoing, and in 2016, we will release a detailed report. What follows here are four interim findings elaborating on the core insight that the road ahead is less about automating individual jobs wholesale, than it is about automating the activities within occupations and redefining roles and processes.

1. The automation of activities

These preliminary findings are based on data for the US labor market. We structured our analysis around roughly 2,000 individual work activities,5 and assessed the requirements for each of these activities against 18 different capabilities that potentially could be automated (Exhibit 1). Those capabilities range from fine motor skills and navigating in the physical world, to sensing human emotion and producing natural language. We then assessed the “automatability” of those capabilities through the use of current, leading-edge technology, adjusting the level of capability required for occupations where work occurs in unpredictable settings.

Exhibit 1

The bottom line is that 45 percent of work activities could be automated using already demonstrated technology. If the technologies that process and “understand” natural language were to reach the median level of human performance, an additional 13 percent of work activities in the US economy could be automated. The magnitude of automation potential reflects the speed with which advances in artificial intelligence and its variants, such as machine learning, are challenging our assumptions about what is automatable. It’s no longer the case that only routine, codifiable activities are candidates for automation and that activities requiring “tacit” knowledge or experience that is difficult to translate into task specifications are immune to automation.
In many cases, automation technology can already match, or even exceed, the median level of human performance required. For instance, Narrative Science’s artificial-intelligence system, Quill, analyzes raw data and generates natural language, writing reports in seconds that readers would assume were written by a human author. Amazon’s fleet of Kiva robots is equipped with automation technologies that plan, navigate, and coordinate among individual robots to fulfill warehouse orders roughly four times faster than the company’s previous system. IBM’s Watson can suggest available treatments for specific ailments, drawing on the body of medical research for those diseases.

2. The redefinition of jobs and business processes

According to our analysis, fewer than 5 percent of occupations can be entirely automated using current technology. However, about 60 percent of occupations could have 30 percent or more of their constituent activities automated. In other words, automation is likely to change the vast majority of occupations—at least to some degree—which will necessitate significant job redefinition and a transformation of business processes. Mortgage-loan officers, for instance, will spend much less time inspecting and processing rote paperwork and more time reviewing exceptions, which will allow them to process more loans and spend more time advising clients. Similarly, in a world where the diagnosis of many health issues could be effectively automated, an emergency room could combine triage and diagnosis and leave doctors to focus on the most acute or unusual cases while improving accuracy for the most common issues.
As roles and processes get redefined, the economic benefits of automation will extend far beyond labor savings. Particularly in the highest-paid occupations, machines can augment human capabilities to a high degree, and amplify the value of expertise by increasing an individual’s work capacity and freeing the employee to focus on work of higher value. Lawyers are already using text-mining techniques to read through the thousands of documents collected during discovery, and to identify the most relevant ones for deeper review by legal staff. Similarly, sales organizations could use automation to generate leads and identify more likely opportunities for cross-selling and upselling, increasing the time frontline salespeople have for interacting with customers and improving the quality of offers.

3. The impact on high-wage occupations

Conventional wisdom suggests that low-skill, low-wage activities on the front line are the ones most susceptible to automation. We’re now able to scrutinize this view using the comprehensive database of occupations we created as part of this research effort. It encompasses not only occupations, work activities, capabilities, and their automatability, but also the wages paid for each occupation.6
Our work to date suggests that a significant percentage of the activities performed by even those in the highest-paid occupations (for example, financial planners, physicians, and senior executives) can be automated by adapting current technology.7 For example, we estimate that activities consuming more than 20 percent of a CEO’s working time could be automated using current technologies. These include analyzing reports and data to inform operational decisions, preparing staff assignments, and reviewing status reports. Conversely, there are many lower-wage occupations such as home health aides, landscapers, and maintenance workers, where only a very small percentage of activities could be automated with technology available today (Exhibit 2).

Exhibit 2

4. The future of creativity and meaning

Capabilities such as creativity and sensing emotions are core to the human experience and also difficult to automate. The amount of time that workers spend on activities requiring these capabilities, though, appears to be surprisingly low. Just 4 percent of the work activities across the US economy require creativity at a median human level of performance. Similarly, only 29 percent of work activities require a median human level of performance in sensing emotion.
While these findings might be lamented as reflecting the impoverished nature of our work lives, they also suggest the potential to generate a greater amount of meaningful work. This could occur as automation replaces more routine or repetitive tasks, allowing employees to focus more on tasks that utilize creativity and emotion. Financial advisors, for example, might spend less time analyzing clients’ financial situations, and more time understanding their needs and explaining creative options. Interior designers could spend less time taking measurements, developing illustrations, and ordering materials, and more time developing innovative design concepts based on clients’ desires.
These interim findings, emphasizing the clarity brought by looking at automation through the lens of work activities as opposed to jobs, are in no way intended to diminish the pressing challenges and risks that must be understood and managed. Clearly, organizations and governments will need new ways of mitigating the human costs, including job losses and economic inequality, associated with the dislocation that takes place as companies separate activities that can be automated from the individuals who currently perform them. Other concerns center on privacy, as automation increases the amount of data collected and dispersed. The quality and safety risks arising from automated processes and offerings also are largely undefined, while the legal and regulatory implications could be enormous. To take one case: who is responsible if a driverless school bus has an accident?
Nor do we yet have a definitive perspective on the likely pace of transformation brought by workplace automation. Critical factors include the speed with which automation technologies are developed, adopted, and adapted, as well as the speed with which organization leaders grapple with the tricky business of redefining processes and roles. These factors may play out differently across industries. Those where automation is mostly software based can expect to capture value much faster and at a far lower cost. (The financial-services sector, where technology can readily manage straight-through transactions and trade processing, is a prime example.) On the other hand, businesses that are capital or hardware intensive, or constrained by heavy safety regulation, will likely see longer lags between initial investment and eventual benefits, and their pace of automation may be slower as a result.
All this points to new top-management imperatives: keep an eye on the speed and direction of automation, for starters, and then determine where, when, and how much to invest in automation. Making such determinations will require executives to build their understanding of the economics of automation, the trade-offs between augmenting versus replacing different types of activities with intelligent machines, and the implications for human skill development in their organizations. The degree to which executives embrace these priorities will influence not only the pace of change within their companies, but also to what extent those organizations sharpen or lose their competitive edge.
About the authors
Michael Chui is a principal at the McKinsey Global Institute, whereJames Manyika is a director; Mehdi Miremadi is a principal in McKinsey’s Chicago office.
The authors wish to thank McKinsey’s Rick Cavolo, Martin Dewhurst, Katy George, Andrew Grant, Sean Kane, Bill Schaninger, Stefan Spang, and Paul Willmott for their contributions to this article.

The Top 10 Skills of Effective Operations Managers


The Top 10 Skills of Effective Operations Managers

By Joanna Wyganowska

here is no doubt that the effective operations manger contributes directly to the organization's success. If you are a recreational facility manager, golf course superintendent, school administrator, shift manager at a resort or hotel—you name it—you are basically asked only one thing: to ensure that customer service standards are met. But in order to do that there are certain skills that an effective operations manager must possess. Here are 10 traits of successful operations supervisors. How many of them do you share?
1. UNDERSTANDS CUSTOMER NEEDS
A successful operations manager needs to have a deep acknowledgment of customer needs. That requires an understanding of what is a true measure of satisfaction to a customer. Maybe it is an immediate response to customer inquiries, a safe environment or fair price assurance. By knowing what makes your customers happy, you will be able to connect with them and provide guidance to your subordinates on how to take care of customers' needs.
2. COMMUNICATES EFFECTIVELY
An effective operations manager knows how to communicate on many different levels with all types of people. The ability to get your message across to your staff, your superiors and, most importantly, your customers is an essential skill that will be put to the test each day. Using a wide array of communication vehicles, including verbal, written and body language techniques, will allow you to establish a rapport with each audience.
3. UNDERSTANDS THE ORGANIZATION'S FINANCIAL PERFORMANCE
Operations managers are directly responsible for contributing to their organizations' financial performance. A successful operations manager knows how to prepare sales projections and expense budgets, and analyze profit & loss statements and balance sheets. To simplify the process of creating financial projections, an efficient operations manager should utilize business planning software, which allows one to build a comprehensive set of financial projections, reports and charts in less time.
4. MOTIVATES THE TEAM
Organizations don't get much done unless their people are motivated. A successful operations manager knows the importance of building a strong team and developing positive relationships among team members. This can be achieved by understanding and addressing the individual needs and concerns of your staff.
5. TRACKS AND MEASURES STAFF PERFORMANCE
It's essential to set work objectives for each of your team members and be able to measure their progress. As an operations manager, you need to establish specific measurements that tell your staff how they are doing against the goal. This will provide you with the clear base for employee recognition, but also for staff development. In addition, measuring and tracking individual personnel performance will provide feedback that helps focus on issues and success factors that will improve the overall organization's performance. An effective operations manager should look into utilizing human resource software, which streamlines the process of setting performance goals, evaluating employees and maintaining up-to-date training and certification information.
6. CREATES A POSITIVE LEARNING ENVIRONMENT
Successful operations mangers understand the need to surround themselves with highly skilled and capable employees. You can accomplish this by providing specific, timely and respectful coaching and feedback to your crew to ensure operational excellence and to improve individual performance. As a role model to your staff you also need to be responsible for your own self-development.
7. MAXIMIZES STAFF UTILIZATION 
An operations manager is responsible for proper management of the organization's most critical asset—its people. As an operations manager, you need to ensure proper staffing for any given time. By establishing staffing threshold levels, you will be able to immediately assess staffing shortfalls and adjust. This will include directing your crew to other tasks to reduce bottlenecks or finding replacements in case of no-shows. Utilizing scheduling software will allow you to reduce time needed to perform the tedious task of staff scheduling. With the help of scheduling software, operations managers can schedule their personnel based on skills, seniority or desired workload, as well as track time off and view staff availability and number of hours scheduled. This will help ensure proper coverage and reduce overtime.
8. DELEGATES
The difference between successful, happy operations managers and successful but unhappy operations managers can be found in the ability to get things done through others. As an operations manager, you need to learn how to hand over specific tasks to your team members. This should not be perceived by anyone on your team, including you, as putting additional burden on others, but a way to give you—the team leader—the time to concentrate on strategic projects that your entire team will ultimately benefit from.
9. ENFORCES STANDARDS 
As an operations supervisor, you need to ensure your staff adheres to all policies and practices established by your organization and government regulations. If your company does not provide clearly written policies to your employees, you are putting yourself and your staff at risk of legal ramifications and implications. Utilizing human resource software will allow your organization to quickly create employee handbooks, utilize office policy examples and various HR forms and checklists, as well as a library of IRS forms and U.S. Department of Labor posters. This should help protect not only your customers, but also you and your staff.
10. INFUSES PRIDE IN ORGANIZATIONAL VALUES AND MISSION
Effective operations managers act with integrity, honesty and knowledge that promote the culture and mission of the company. You cannot expect your staff to adhere to company values or even operational polices if you do not demonstrate a full understanding of company strategy.

What do you think now? How many of the top 10 traits of an effective operations manager do you possess? If you think you've got them all, good for you! And while all of the skills listed above are indeed strong identifiers of an effective operations manager, there's a lot more to being a good operations manager than this. For one, the acknowledgment that there is always room to improve.

Monday, November 16, 2015

Minimalkan Jejak Karbon Kita


Penambangan minyak fosil dan dam buangan karbon berimbas kepada spesies, tempat mereka hidup dan manusia yang tergantung kepadanya di seluruh dunia. Dengan mengurangi penggunaan energi dan minyak fossil anda, anda menyelamatkan lingkungan dari kehancuran lebih jauh.
  • Belilah teknologi yang hemat energi ketika anda memerlukan mesin cuci, kulkas, komputer atau mobil baru.
  • Matikan total peralatan seperti komputer, DVD daripada memasangnya pada posisi 'standby' untuk menghemat energi dan menurunkan tagihan. Posisi standby masih mengonsumsi listrik meski perlatan tak hidup.
  • Beralih lah ke bola lampu berpendar padat untuk menghemat listrik dan uang dan menurunkan limbah. Lampu seperti itu bertahan lebih lama dan memerikan cahaya lebih lembut ketimbang lampu biasa. Dan pengembalian investasi pada produksi lampu berpijar padat sekarang unggul di pasar-pasari saham!
  • Turunkan pengendali temperatur anda barang 1 atau dua derajat. Kenakanlah sweater selama musim dingin untuk mengurangi penggunaan energi anda. Dan pastikan pintu dan jendela anda terturup rapat selama musim dingin.
  • Jalan atau bersepedalah ke atau ulang dari tempat kerja, sekolah, atau kampus. Angkutan umum adalah sarana lain yang menyenangkan untuk pergi ke tujuan anda tanpa menyebabkan kerusakan pada lingkungan.
  • Ketika harus membawa kendaraan sendiri, usahakan bisa mencapai beberapa tujuan.

Wednesday, November 11, 2015

Nagios XI 5.2.1 Now Available




Upgrade to Nagios XI 5.2.1 Now

Nagios XI 5.2.1 is now available. This release provides increased stability, and fixes for every reported bug.
Nagios XI 5.2.1 is now available. This release provides increased stability, and fixes for every reported bug.
To view a full list of changes included in this release, you may reference the changelog. Need help upgrading? Upgrade your XI installation to the latest release using the following instructions listed here
We greatly appreciate the feedback that the Nagios community continues to provide. If there is a feature you would like to see in a future release of Nagios XI, be sure to share your ideas with our tech team in our Nagios Ideas Forum.

Want to learn more about the features and capabilities of Nagios XI? 
Attend one of our upcoming webinars. Register Now

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Sunday, November 01, 2015

10 tren teknologi strategis di 2016

We sit at the center of an expanding set of devices, other people, information and services that are fluidly and dynamically interconnected. This “digital mesh” surrounds the individual and new, continuous and ambient experiences will emerge to exploit it. In his session revealing Gartner’s Top 10 Strategic Technology Trends at Gartner/Symposium ITxpo 2015 in Orlando, David Cearley, vice president and Gartner Fellow, shared three categories for this year’s trends: the digital mesh, smart machines, and the new IT reality.
Top10StrTechTrend2016

The Digital Mesh

Trend No. 1: The Device Mesh

Here, all devices such as cars, cameras, appliances, and more are connected in an expanding set of endpoints people use to access applications and information, or interact with people, social communities, governments and businesses. As the device mesh evolves, Gartner expects connection models to expand and greater cooperative interaction between devices to emerge. We will see significant development in wearables and augmented reality, especially, virtual reality.

Trend No. 2: Ambient User Experience

All of our digital interactions can become synchronized into a continuous and ambient digital experience that preserves our experience across traditional boundaries of devices, time and space. Users can interact with an application in a dynamic multistep sequence that may last for an extended period. The experience blends physical, virtual and electronic environments, and uses real-time contextual information as the ambient environment changes or as the user moves from one place to another. Organizations will need to consider their customers’ behavior journeys to shift the focus on design from discreet apps to the entire mesh of products and services involved in the user experience.

Trend No. 3: 3D-Printing Materials

We’ll see continued advances in 3D printing with a wide range of materials, including advanced nickel alloys, carbon fiber, glass, conductive ink, electronics, pharmaceuticals and biological materials for practical applications expanding into aerospace, medical, automotive, energy and the military.
Recent advances make it possible to mix multiple materials together with traditional 3D printing in one build. This could be useful for field operations or repairs when a specific tool is required and printed on demand. Biological 3D printing — such as the printing of skin and organs — is progressing from theory to reality, however, politicians and the public don’t have a full understanding of the implications.
David_Cearly_Top10
Gartner’s David Cearley explains the “digital mesh” that surrounds the top 10 strategic technology trends for 2016 during Gartner Symposium/ITxpo.

Smart Machines

Trend No. 4: Information of Everything

Everything surrounding us in the digital mesh is producing, using and communicating with virtually unmeasurable amounts of information. Organizations must learn how to identify what information provides strategic value, how to access data from different sources, and explore how algorithms leverage Information of Everything to fuel new business designs.

Trend No. 5: Advanced Machine Learning

Advanced machine learning is what makes smart machines appear “intelligent” by enabling them to both understand concepts in the environment, and also to learn. Through machine learning a smart machine can change its future behavior. For example, by analyzing vast databases of medical case histories, “learning” machines can reveal previously unknown insights in treatment effectiveness. This area is evolving quickly, and organizations must assess how they can apply these technologies to gain competitive advantage.

Trend No. 6: Autonomous Agents and Things

Advanced machine learning gives rise to a spectrum of smart machine implementations — including robots, autonomous vehicles, virtual personal assistants (VPAs) and smart advisors — that act in an autonomous (or at least semiautonomous) manner. This feeds into the ambient user experience in which an autonomous agent becomes the main user interface. Instead of interacting with menus, forms and buttons on a smartphone, the user speaks to an app, which is really an intelligent agent.

The New IT Reality

Trend No. 7: Adaptive Security Architecture

The complexities of digital business and the algorithmic economy, combined with an emerging “hacker industry,” significantly increase the threat surface for an organization. IT leaders must focus on detecting and responding to threats, as well as more traditional blocking and other measures to prevent attacks.

Trend No. 8: Advanced System Architecture

The digital mesh and smart machines require intense computing architecture demands to make them viable for organizations. They’ll get this added boost from ultra-efficient neuromorphic architectures. Systems built on GPUs and field-programmable gate-arrays (FPGAs) will function more like human brains that are particularly suited to be applied to deep learning and other pattern-matching algorithms that smart machines use. FPGA-based architecture will allow distribution with less power into the tiniest IoT endpoints, such as homes, cars, wristwatches and even human beings.

Trend No. 9: Mesh App and Service Architecture

The mesh app and service architecture are what enables delivery of apps and services to the flexible and dynamic environment of the digital mesh. This architecture will serve users’ requirements as they vary over time. It brings together the many information sources, devices, apps, services and microservices into a flexible architecture in which apps extend across multiple endpoint devices and can coordinate with one another to produce a continuous digital experience.

Trend No. 10: Internet of Things Architecture and Platforms

IoT platforms exist behind the mesh app and service architecture. The technologies and standards in the IoT platform form a base set of capabilities for communicating, controlling, managing and securing endpoints in the IoT. The platforms aggregate data from endpoints behind the scenes from an architectural and a technology standpoint to make the IoT a reality.
A video replay of this Gartner Symposium/ITxpo presentation is available on Gartner Events on Demand. Attend or view the webinar with David Cearley.

Gartner mengindentifikasi 10 teknologi strategis di tahun 2016

Gartner Identifies the Top 10 Strategic Technology Trends for 2016

Analysts Explore Top Industry Trends at Gartner Symposium/ITxpo 2015, October 4-8 in Orlando
Gartner, Inc. today highlighted the top 10 technology trends that will be strategic for most organizations in 2016. Analysts presented their findings during the sold-out Gartner Symposium/ITxpo, which is taking place here through Thursday.
Gartner defines a strategic technology trend as one with the potential for significant impact on the organization. Factors that denote significant impact include a high potential for disruption to the business, end users or IT, the need for a major investment, or the risk of being late to adopt. These technologies impact the organization's long-term plans, programs and initiatives.
"Gartner's top 10 strategic technology trends will shape digital business opportunities through 2020," said David Cearley, vice president and Gartner Fellow. "The first three trends address merging the physical and virtual worlds and the emergence of the digital mesh. While organizations focus on digital business today, algorithmic business is emerging. Algorithms — relationships and interconnections — define the future of business. In algorithmic business, much happens in the background in which people are not directly involved. This is enabled by smart machines, which our next three trends address. Our final four trends address the new IT reality, the new architecture and platform trends needed to support digital and algorithmic business."
The top 10 strategic technology trends for 2016 are:
The Device MeshThe device mesh refers to an expanding set of endpoints people use to access applications and information or interact with people, social communities, governments and businesses. The device mesh includes mobile devices, wearable, consumer and home electronic devices, automotive devices and environmental devices — such as sensors in the Internet of Things (IoT).
"In the postmobile world the focus shifts to the mobile user who is surrounded by a mesh of devices extending well beyond traditional mobile devices," said Mr. Cearley.
While devices are increasingly connected to back-end systems through various networks, they have often operated in isolation from one another. As the device mesh evolves, we expect connection models to expand and greater cooperative interaction between devices to emerge.
Ambient User ExperienceThe device mesh creates the foundation for a new continuous and ambient user experience. Immersive environments delivering augmented and virtual reality hold significant potential but are only one aspect of the experience. The ambient user experience preserves continuity across boundaries of device mesh, time and space. The experience seamlessly flows across a shifting set of devices and interaction channels blending physical, virtual and electronic environment as the user moves from one place to another.
"Designing mobile apps remains an important strategic focus for the enterprise," said Mr. Cearley. "However, the leading edge of that design is focused on providing an experience that flows across and exploits different devices, including IoT sensors, common objects such as automobiles, or even factories. Designing these advanced experiences will be a major differentiator for independent software vendors (ISVs) and enterprises alike by 2018."
3D Printing MaterialsAdvances in 3D printing have already enabled 3D printing to use a wide range of materials, including advanced nickel alloys, carbon fiber, glass, conductive ink, electronics, pharmaceuticals and biological materials. These innovations are driving user demand, as the practical applications for 3D printers expand to more sectors, including aerospace, medical, automotive, energy and the military. The growing range of 3D-printable materials will drive a compound annual growth rate of 64.1 percent for enterprise 3D-printer shipments through 2019. These advances will necessitate a rethinking of assembly line and supply chain processes to exploit 3D printing.
"3D printing will see a steady expansion over the next 20 years of the materials that can be printed, improvement in the speed with which items can be printed and emergence of new models to print and assemble composite parts," said Mr. Cearley.
Information of EverythingEverything in the digital mesh produces, uses and transmits information. This information goes beyond textual, audio and video information to include sensory and contextual information. Information of everything addresses this influx with strategies and technologies to link data from all these different data sources. Information has always existed everywhere but has often been isolated, incomplete, unavailable or unintelligible. Advances in semantic tools such as graph databases as well as other emerging data classification and information analysis techniques will bring meaning to the often chaotic deluge of information.
Advanced Machine LearningIn advanced machine learning, deep neural nets (DNNs) move beyond classic computing and information management to create systems that can autonomously learn to perceive the world, on their own. The explosion of data sources and complexity of information makes manual classification and analysis infeasible and uneconomic. DNNs automate these tasks and make it possible to address key challenges related to the information of everything trend.
DNNs (an advanced form of machine learning particularly applicable to large, complex datasets) is what makes smart machines appear "intelligent." DNNs enable hardware- or software-based machines to learn for themselves all the features in their environment, from the finest details to broad sweeping abstract classes of content. This area is evolving quickly, and organizations must assess how they can apply these technologies to gain competitive advantage.
Autonomous Agents and ThingsMachine learning gives rise to a spectrum of smart machine implementations — including robots, autonomous vehicles, virtual personal assistants (VPAs) and smart advisors — that act in an autonomous (or at least semiautonomous) manner. While advances in physical smart machines such as robots get a great deal of attention, the software-based smart machines have a more near-term and broader impact. VPAs such as Google Now, Microsoft's Cortana and Apple's Siri are becoming smarter and are precursors to autonomous agents. The emerging notion of assistance feeds into the ambient user experience in which an autonomous agent becomes the main user interface. Instead of interacting with menus, forms and buttons on a smartphone, the user speaks to an app, which is really an intelligent agent.
"Over the next five years we will evolve to a postapp world with intelligent agents delivering dynamic and contextual actions and interfaces," said Mr. Cearley. "IT leaders should explore how they can use autonomous things and agents to augment human activity and free people for work that only people can do. However, they must recognize that smart agents and things are a long-term phenomenon that will continually evolve and expand their uses for the next 20 years."
Adaptive Security ArchitectureThe complexities of digital business and the algorithmic economy combined with an emerging "hacker industry" significantly increase the threat surface for an organization. Relying on perimeter defense and rule-based security is inadequate, especially as organizations exploit more cloud-based services and open APIs for customers and partners to integrate with their systems. IT leaders must focus on detecting and responding to threats, as well as more traditional blocking and other measures to prevent attacks. Application self-protection, as well as user and entity behavior analytics, will help fulfill the adaptive security architecture.
Advanced System ArchitectureThe digital mesh and smart machines require intense computing architecture demands to make them viable for organizations. Providing this required boost are high-powered and ultraefficient neuromorphic architectures. Fueled by field-programmable gate arrays (FPGAs) as an underlining technology for neuromorphic architectures, there are significant gains to this architecture, such as being able to run at speeds of greater than a teraflop with high-energy efficiency.
"Systems built on GPUs and FPGAs will function more like human brains that are particularly suited to be applied to deep learning and other pattern-matching algorithms that smart machines use," said Mr. Cearley. "FPGA-based architecture will allow further distribution of algorithms into smaller form factors, with considerably less electrical power in the device mesh, thus allowing advanced machine learning capabilities to be proliferated into the tiniest IoT endpoints, such as homes, cars, wristwatches and even human beings."
Mesh App and Service ArchitectureMonolithic, linear application designs (e.g., the three-tier architecture) are giving way to a more loosely coupled integrative approach: the apps and services architecture. Enabled by software-defined application services, this new approach enables Web-scale performance, flexibility and agility. Microservice architecture is an emerging pattern for building distributed applications that support agile delivery and scalable deployment, both on-premises and in the cloud. Containers are emerging as a critical technology for enabling agile development and microservice architectures. Bringing mobile and IoT elements into the app and service architecture creates a comprehensive model to address back-end cloud scalability and front-end device mesh experiences. Application teams must create new modern architectures to deliver agile, flexible and dynamic cloud-based applications with agile, flexible and dynamic user experiences that span the digital mesh.
Internet of Things PlatformsIoT platforms complement the mesh app and service architecture. The management, security, integration and other technologies and standards of the IoT platform are the base set of capabilities for building, managing and securing elements in the IoT. IoT platforms constitute the work IT does behind the scenes from an architectural and a technology standpoint to make the IoT a reality. The IoT is an integral part of the digital mesh and ambient user experience and the emerging and dynamic world of IoT platforms is what makes them possible.
"Any enterprise embracing the IoT will need to develop an IoT platform strategy, but incomplete competing vendor approaches will make standardization difficult through 2018," said Mr. Cearley.
Additional analysis can be found in the Gartner report “Top 10 Strategic Technology Trends for 2016: At a Glance.”
About Gartner Symposium/ITxpoGartner Symposium/ITxpo is the world's most important gathering of CIOs and senior IT executives. This event delivers independent and objective content with the authority and weight of the world's leading IT research and advisory organization, and provides access to the latest solutions from key technology providers. Gartner's annual Symposium/ITxpo events are key components of attendees' annual planning efforts. IT executives rely on Gartner Symposium/ITxpo to gain insight into how their organizations can use IT to address business challenges and improve operational efficiency.
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Gartner, Inc. (NYSE: IT) is the world's leading information technology research and advisory company. The company delivers the technology-related insight necessary for its clients to make the right decisions, every day. From CIOs and senior IT leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to technology investors, Gartner is the valuable partner to clients in approximately 10,000 distinct enterprises worldwide. Through the resources of Gartner Research, Gartner Executive Programs, Gartner Consulting and Gartner Events, Gartner works with every client to research, analyze and interpret the business of IT within the context of their individual role. Founded in 1979, Gartner is headquartered in Stamford, Connecticut, USA, and has 7,600 associates, including more than 1,500 research analysts and consultants, and clients in 90 countries. For more information, visit www.gartner.com.

Saturday, October 17, 2015

Memilih Software Monitoring Tool

Kami kebetulan menangani beberapa produk untuk Network Monitoring dan System Monitoring saat ini, dan salah satu konsumen yang kami temui adalah perusahaan BUMN atau Kementrian.
Nah, mereka mulai windows-shopping dengan melihat-lihat beberapa pilihan untuk menentukan produk dan solusi mana yang paling sesuai dengan keinginan mereka.
Ada konsumen yang memiliki tim IT yang kuat, dan mampu mengoperasikan Linux, maka pilihannya akan jatuh ke produk Nagios XI atau ManageEngine. Karena kedua produk ini memiliki installer yang berbasis Linux.
Kemudian, apabila memiliki tim IT yang kuat di basis Windows, maka produk unggulannya ke ManageEngine dan PRTG. ManageEngine memiliki kekhususan karena banyak tersedia produk pin-point, produk yang sesuai dengan kebutuhannya. Contoh bila hanya untuk network monitoring, maka akan jatuh ke pilihan OpManager. Untuk aplikasi, akan memilih produk AppManager, dan seterusnya. 
Berikutnya yang menarik adalah PRTG. PRTG banyak digunakan karena pilihannya juga banyak digunakan untuk monitoring network, aplikasi dan custom. PRTG dan Nagios memiliki banyak kemampuan untuk monitoring di luar network. Dan kedua produk ini juga memiliki opsi Unlimited. Perbedaannya, Nagios - ManageEngine menghitung berdasarkan IP Device, sedangkan PRTG berdasarkan Sensor. Pengertian sensor ini sangat berbeda juga dengan pengertian Elemen dalam produk Solarwinds. Sensor ini secara default banyak disediakan oleh PRTG, tetapi kita bisa juga menambahkan custom sensor.
PRTG seringkali menjadi pilihan, terutama baik perusahaan penyedia jasa , atau perusahaan dengan remote yang banyak karena kemampuannya. Untuk penyedia jasa, maksimal 5000 sensor per Core Server, kalau dirata-rata hingga 2000 IP Device dengan asumsi 2-3 sensor per device. PRTG jenis ini untuk Service Provider atau Managed Service Provider. Sedangkan untuk perusahaan dengan remote yang banyak, umumnya memilih Unlimited Sensors.
PRTG juga sangat mudah digunakan , dan bahkan tersedia free untuk 100 sensors. Maka tentu banyak menjadi pilihan juga untuk perusahaan kecil yang ingin memonitor jaringan dan server mereka dengan tool yang mudah. 
Salah satu kendala dengan PRTG adalah reportingnya. Kemampuan reportingnya memang sangat baik, tetapi tidak menggunakan sistem database, melainkan raw file, sehingga mampu menampung data yang sangat banyak. Oleh karena itu, dalam banyak implementasi, API PRTG digunakan agar data bisa di-dump ke sistem database lain untuk keperluan analisa dan lainnya.
Tetap saja PRTG menjadi pilihan banyak perusahaan, terutama kemampuan monitor terdistribusi dengan menggunakan Remote Probe. Dengan remote probe, maka proses monitoring lokal dapat dilakukan cukup dengan remote probe, dan hasilnya dikirimkan ke Core Server. 
Khusus untuk perusahaan BUMN, Kementrian, dimana kendala yang sering ditemui adalah ketersediaan hardware yang memadai, ketersediaan SDM yang menggunakan produk dan report yang dihasilkan, dan ini hanya bisa dijawab baik oleh 2 produk, yaitu ManageEngine dan PRTG. Kedua produk mudah digunakan, mudah diinstall (karena berbasis Windows), dan mudah dibaca reportnya.
Silahkan coba dan gunakan PRTG, dengan mendownloadnya di link berikut ini.