Constant Service Improvement

As many of you know, we have recently refreshed large parts of our production service infrastructure. Parts of the existing hardware, while still running well, had reached three years of age, which represents the point where we deem the ROI on renewal to be about right. In a cloud based service the ROI is made immediately more attractive because the cost is shared between all the consumers of the service.

Also, there have also been a lot of advances in three years for hardware.


The costs of unreliable data

In a recent survey we carried out, (download the report here), we asked professionals involved in Hydrocarbon Accounting (HCA) how confident they were in their data. Around 65% said that they were “not at all” or only “somewhat” confident in the data they were using as input to the hydrocarbon allocation process. This situation is problematic, given that allocation is all about determining the division of ownership of hydrocarbon products, and that mistakes can have a real and substantial financial impact. Inadequate systems and processes can make it difficult to manage routine issues like mismeasurements, and initially small problems can give rise to a cascade effect with consequences that are difficult to unravel. A failure of compliance is not the least of the potential problems.


Please stop talking about private cloud

I made a presentation at yesterday’s conference on Developments with the Digital Oilfield in London. The title of my talk, “Why private cloud is a cul-de-sac of doom”, was somewhat tongue-in-cheek, and intended to be mildly provocative. However, I had a serious purpose, in that the words and terms we use to describe things are important in creating clarity and driving ideas. Misusing them dilutes their power and ultimately diminishes opportunities. In that context, the term “private cloud” is one that has minimal value and causes confusion.

In my talk, I referenced the NIST definition of cloud computing, and my version of the three key elements that embody the transformational impact of the cloud:

  • A usage-based payment model, whether that’s per user, per cycle, per cpu, or whatever
  • Rapid elasticity, or the ability to seamlessly grow and shrink your demand without needing to stop to add new hardware or software
  • No barrier to exit or entry

The Dyson Airblade is impressive

If you live in the UK (I’m not sure how far these little beasties have travelled) then you’ve almost certainly encountered one of Dyson’s Airblades in a toilet or rest room near you. In the past, not that many years ago, hand dryers were weak and wimpy affairs, which seemed designed to do little more than push the water up your arms so that the sleeves of your shirt or jersey would absorb the moisture. No real drying went on. Then came Dyson, with his big engine and novel “no rubbing” design.


Sun and Oracle

There’s a lot (perhaps too much) in the blogosphere about Oracle’s acquisition of Sun and the failures of the pony-tailed one. As a result I’ve avoided any comment, despite the fact that the content to date seems to have been dominated by the views of those whose involvement is restricted to the ownership of shares.