In preparation for his DevOpsDays Atlanta talk, Josh and Coté (well, mostly Coté) talk about the relationship between microservices and DevOps. They use the CAMS framing to go over how microservices could provide the architectural requirements to make DevOps possible.
In 2015, an estimated 300,000 full-time employees in computer science jobs worked from home in the US. (This figure also includes related professions such as actuaries and statisticians, but the vast majority are programmers.) Although not the largest group of remote employees in absolute numbers, that’s about 8% of all programmers, which is a significantly larger share than in any other job category, and well above the average for all jobs of just under 3%.
8% is not really that much, but the proportion versus other jobs is large, “more than double.” Of course, doubling, even tripling, small numbers doesn’t really get you that far.
Since May 2016, DIUx has completed 21 contracts using other transaction (OT) authority and the average time is 78 days, Shah said at the New America Foundation Future of War summit in Washington.
The mission of DIUx, he said, “is to do agile culture change.…We are never going to be the acquisition arm of the Department of Defense, we’re not the R&D arm of the department.”
DIUx has so far comprised $42 million in program funding, which Shah characterized as a “rounding error of a rounding error” of the DOD budget.
Hey, they’re trying over there in the government. It ain’t easy. I’ve meet with some of the folks there and they sure seem genuine about fixing things up and curious to work closer with the civilian IT world.
Delta Air Lines Inc., the world’s second-largest carrier, said it expects that its American Express partnership will yield $4 billion in revenue per year by 2021, rising by more than $300 million annually until then. Those sums translate to a very high margin of profit, Delta executives have acknowledged, but they’ve decline to specify further. At an investor presentation on March 29, Alaska Air Group Inc. said its Mileage Plan relationship with Bank of America will account for $900 million in annual cash flow, once the airline has fully combined with Virgin America Inc.
Billions per year seems crazy, but I assume they’re not lying.
A round-up of the news and some context around Microsoft burrowing down further into Kubernetes-land by acquiring Deis:
The deal & market
Microsoft: “Deis gives developers the means to vastly improve application agility, efficiency and reliability through their Kubernetes container management technologies…. We expect Deis’ technology to make it even easier for customers to work with our existing container portfolio including Linux and Windows Server Containers, Hyper-V Containers and Azure Container Service, no matter what tools they choose to use.”
Deis: “We look forward to making Azure the best place to run containerized workloads.”
No deal-size was disclosed, of course, but Deis was small and I’m guessing it didn’t fit into EngineYard’s overall strategy, or what (little?) cash they got was a nice to have versus synergies of keeping Deis.
Containers are rising in usage, as 451’s Donnie said: “Our latest data says production use of containers has doubled from 10.2% to 22.5% of orgs between Q1 and Q3 2015. Amazing.”
“Creator at CTO at Deis”: “Best to think of Deis as a Kubernetes company. We are much more than the PaaS solution many folks know us for.”
CNCF exec director: “their Workflow product (also open source), is basically the smallest piece of software that lets you run Heroku buildpacks on top of Kubernetes. So, you can get a 12-factor PaaS workflow, and still have the full Kubernetes API underneath if and when you need it.”
Microsoft likes Kubernetes
Seems like Microsoft has gone all k8-crazy. So this is adding k8 support and some cloud-native services/middleware (package mgmt, routing, etc.) to Azure?
Or, put another way: “Satya is like the Pope Francis of software,” says Alex Polvi, founder and CEO of CoreOS, a company that plays in the same area as Deis. “He took this old institution and made it cool again.”
Commonwealth Bank of Australia, for instance, replaced its core banking platform in 2012 with the help of Accenture and software company SAP SE. The job ultimately took five years and cost more than 1 billion Australian dollars ($749.9 million).
Being conservative, multiply $500m across the top 20 banks, and you’ve got $10bn, using $749.8m directly, you get much closer to $15bn.
Having something to sell is always key to a profitable business. We explore this life-hack of the business world in discussion Twitter and then Amazon licensing Thursday night football. There’s also some brief talk of Akamai buying SOASTA, Cloudera filing to IPO, and the lost dichotomy of agent/agentless.
…consultants are not normally selling software solutions, but are selling the bodies and expertise needed to make the chosen solution work, the second part of this model. When you look at how that translates into revenue and profit, it quickly becomes apparent that while the implementation contract may well be 5, 6 or even 10x the software cost, the margins are much smaller per dollar spent by customers. To give you a flavor of what this means, in its latest filing, Accenture recorded operating income of 13.7%. For its part, Oracle reported operating income of 32%. As you can readily see, there is no comparison between the two companies, despite the fact Accenture has been acquiring and developing its own software for solutions outside the ‘mainstream’ of solutions that Oracle sells.