The software development department might envision a marvelous solution to the company's IT or business need, but the technology goal can't be achieved unless the Big Boss commits to the new strategy. How do you get there -- and ensure that the user need really is filled? The key, say three former CIOs, is accurate business process requirements, a common language for the business and IT to communicate, and executive steering.

"It's what happens before a project gets to IT that often creates the challenges," says Brian Kilcourse, former CIO of Longs Drug Stores, and now a managing partner at Retail Systems Research.

While conflicting demands for IT resources and the propensity for a short-term view are significant challenges, he says, the most basic quality issue that IT efforts face is a lack of business involvement. "Businesses tend to think of IT efforts as separate from their overall strategic agenda, in spite of the fact that to a large extent it is a company's ability to use its digital assets effectively that distinguish winners from losers," he says.

Bob Doyle, former CIO of Alliant Foodservice (formerly Kraft Foodservice), agrees. "My major challenge -- the reason I was brought in to five different companies in four distinct industries -- was to enable major business change by implementing integrated IT application solutions that fundamentally changed the way the business operated. And do it as quickly as possible," says Doyle, who now runs a consulting firm. Management staff usually did not fully understand their role or responsibility in the development process, he says, so they felt no accountability. Plus, says Doyle, who has more than 30 years experience with Fortune 100 and smaller companies, company management had no process to involve, manage and set expectations.

For an IT strategy to succeed-or simply to sell the business on a major development project-you need full executive buy-in and support. Reports Kilcourse, a CIO friend of his said it simply: The most important word a CIO must learn is "No," and his most important skill is to say it when the business isn't ready to commit. "Top level guidance and visibility is an absolute must," Kilcourse adds.

Given the challenge, how does one address it?

Winning the boss's trustTo win over the business side, Doyle suggests three overall solutions:

* Educate at all management levels: explain and engage.* Establish Executive IT strategy committees to create a formal executive and management reporting and feedback process.* Win their confidence and trust by demonstrating successful implementations.

A successful CIO of a $60 billion company once told Kilcourse that the perfect IT budget was one that was 100 percent allocatable to business initiatives. "That might be a little bit of hyperbole," he says, "But it's a stretch goal that companies should try to reach."

Doyle says, "The business exec is concerned with, 'Will I get the system when I need it for the price I agreed to, and will it perform as requested (meet expectations)?' Whereas the CIO is also looking across all projects to determine manpower requirements and effective resource allocation."

That makes it even more important to gauge the progress of a project. Unfortunately, says Doyle, most development departments are very weak in collecting and reporting meaningful metrics. Disparate processes and lack of tools can make it very difficult to accurately report a development team's efforts to both IT management and business partners. Most data is collected and reported manually, which is labor intensive, not timely and prone to error, he says. "Often, you had to rely on 'gut' experience and judgment when explaining the 'health' of a project," says Doyle.

Doyle suggests that IT managers explore recently available tools, such as CIO dashboards, which are integrated into the software development process. Doing so, he says, can facilitate the collection and reporting of development activities -- and improve communication with the business people.

A common language for the business and ITVisibility into IT processes and services is a must, says Kilcourse. "The biggest part of that is getting agreement on what will be measured, and then measuring it," he says. He urges IT managers to develop a common language that both IT and the business can use to communicate about both a problem's business description and its technical description. "[That language] needs to map its processes and their output (always, digital assets) to the business, and not leave it to the business to figure it out. Inevitably, that leads to development methodologies and portfolio management techniques."

Sponsoring business leaders lose the thread of IT driven change initiatives pretty early in the process, Kilcourse says, usually between requirements definition and system specification phases. That happens when they can't understand the correlations between the requirements and the use cases that define how the requirement will be met.

The fault here may not be all on the business side, though. IT might think it got the use cases right , only to discover-usually much later-that the scope is wrong. "This, more than any other reason that I can think of, is why projects fail," says Kilcourse.

Part of a CIO's job, says Kilcourse, is to create and maintain the "bubble" wherein software engineers can stay focused and do what they're paid to do. But that is very hard to do in an "open" environment where there is free interplay between IT'ers and their business cohorts. Creating that bubble really boils down to getting the "contract" right at the outset: what will be built, what it will do, what it won't do, and (most important) how it will set a foundation for future value generation, says Kilcourse.

That means you need to put extra emphasis on finding out what users and the business executives truly want and to communicate it effectively. " User requirements, no matter what the development style, must be rigorously developed, detailed and documented," says Frank J. Fanzilli Jr., the former managing director and Global CIO of Credit Suisse First Boston, from which he retired in 2002 after 18 years of service. Rigorous change control processes need to be mutually agreed upon and adhered to, he says.

Kilcourse agrees. "The most important thing to get down is the process, and then the rules and data that the process need. As they say, 'A picture is worth a thousand words,' and there are good tools today that define or describe business processes-often in easy to understand graphic form. Having business operatives and IT'ers working on these together is crucial."

Even a great staff who understands the business functions they support very well is, at the end of the day, just IT folks with a somewhat idealized view of reality, he points out. "Any coder will tell you that it's the exception logic that complicates a program-and the same is true for business processes. So you need the operations professionals to help define what is and what will be. Then IT can start talking about the digital assets needed to get the agreed-upon process to flow."

To get others to buy into your solution, you need to understand them-and there is no substitute for getting to know your users as well as you can, adds Fanzilli. "Developers are very cognizant of the impact that user involvement has on them. Requirements definition, change control, education and the like have a significant impact upon their lives, and they know that by experience. He says, "One problem is that they may not see it as their role to help manage those processes."

Microsoft has seen the future of the datacenter, and oddly enough it's missing a roof.

The company's future datacenter design, which will be its de facto standard in five years, is a cross between an electrical switching station, an RV-park and the closing "warehouse" scene from the 1981 film Raiders of the Lost Ark .

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The company envisions a set of prefabricated containers the size of a semi-trailer filled with as many as 2,000 preconfigured servers. The containers can be parked next to and plugged into pre-built mechanical, electrical, cooling and security components. In essence, it is a giant collection of boxes and pluggable components that can grow and shrink based on need.

The container portion of the idea is nothing revolutionary. Microsoft is installing them in its Chicago datacenter. Sun introduced a server container called Project Blackbox in 2006 and Google received a patent in 2007 on its "mobile datacenter" stored in a standard shipping container, which unlike Sun's Blackbox, could be clustered in the same modular fashion that Microsoft is proposing.

The container idea also has its critics who say they are rife with electrical and mechanical concerns, have power management and cooling issues, present a single point of failure, and are susceptible to damage during shipping.

Microsoft, however, is not just talking about containers, but the configuration of the entire datacenter.

The company this week unveiled what it is calling its "Generation 4 Modular Data Center" plan, a blueprint that will define its cloud datacenter infrastructure in the next five years.

The datacenters have four walls and a sophisticated perimeter security system, but are open to the elements as they lack a roof. Trucks wheel the boxes into the enclosure where they are connected to power/cooling stations before being brought online.

It's a bold plan to drive industry thinking about how to construct and operate datacenters in a world of capacity spikes, real-time needs for computing power and expanding green initiatives.

"We believe it is one of the most revolutionary changes to happen to datacenters in the last 30 years," said Michael Manos, general manager of global foundation services for Microsoft, in his blog introducing Microsoft's Generation 4 plan.

BusinessWeek reported last month that Microsoft said it was going to "reinvent the infrastructure of our industry" by building some 20 datacenters that can carry a price tag as much as $1 billion apiece.

"In short, we are striving to bring Henry Ford's Model T factory to the datacenter," Manos said. "In our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn't needed."

Microsoft says all the pieces needed to construct the datacenter would be built off-site and assembled once they arrived at the datacenter location, much the way planes, cars, and computers are built today. The company says the process would mean less time and money to erect a new datacenter.  

And Microsoft expects efficiencies in power usage that blow away even the best-rated facilities today based on PUE (power usage effectiveness), a metric developed by The Green Grid and used to determine the energy efficiency of a datacenter.

"A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our datacenters," Manos said on his blog.

Achieving such a low PUE average would be a breakthrough given that the typical datacenter has an average PUE of 2.5, according to the Uptime Institute. The Institute says that a best-case scenario today could produce a 1.6 PUE average if the datacenter is using the most efficient equipment and best practices.

Manos added: "More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities."

Operationally, the datacenter would offer different classes of service defined to meet the needs of applications and services deployed and to create cost efficiencies. The classes include ala carte options, such as uninterruptible power supplies and backup generators, temperature controls, and redundancy.

Microsoft says the varying configurations will drive engineering innovations that will lower operational costs for applications.

And to show that Microsoft is aiming toward industry interoperability the datacenter's containers would have common interfaces so others can plug their wares into them including computer vendors, UPS vendors, and generator vendors.

Manos admits that a 2005 memo written to Microsoft employees by now chief software architect Ray Ozzie was the trigger for thinking about how Microsoft would evolve deeper into an operations company rather than a provider of packaged software.

What grew out of that were Generation 2 facilities, now operating in Quincy, Wash., and San Antonio, Texas, which took into account sustainability, energy efficiency, and total cost of operations.

Generation 3 facilities, which are represented by Microsoft's mammoth datacenter in Chicago, feature containers and a modular design.

Microsoft has posted a short video to show how its Generation 4 datacenters would be constructed and how they would operate.

Network World is an InfoWorld affiliate

With credit in a tight squeeze and the economy in free fall, the next few years should see the collapse of some small PC makers and a restructuring of the rest of the industry, according to an industry research firm.

Richard Shim , personal computing research manager at IDC, told Computerworld that he expects a consolidation of the market. However, he doesn't think that the big PC players, like Hewlett-Packard , Dell, and Acer , will gobble up smaller hardware vendors. Instead, he said those smaller players will simply fold up shop as the faltering economy keeps companies and individuals from buying new computers.

[ Special report: IT and the financial crisis. ]

"It won't be so much about acquisition, but the smaller players will just go away," said Shim, adding that he thinks the industry could lose fewer than 10 companies. "The big players are feeling the hurt as well. Right now, everybody is beating each other up in price. If some are going to die off anyway, what's the sense in buying them?"

Just yesterday, IDC reported it is projecting that worldwide PC sales will quickly drop off because the sagging economy is causing people to hold onto their savings while credit is unavailable. IDC noted that it expects PC shipments to inch upward by 3.8 percent in all of 2009, but added that the values of those shipments will drop by 5.3 percent. In the U.S., expectations are bleaker as IDC predicts that shipments here will decline by almost 3 percent in 2009 with low single-digit increases in the next few years.

Shim noted that he thinks MPC kicked off the consolidation early in November when the PC maker filed for bankruptcy . In mid 2001, the business was sold by parent company Micron Technology, and later changed its name from Micron Electronics to MPC. A little more than a year ago, MPC bought Gateway's professional business division.

And MPC won't be the only mid- to low-tier PC maker to fall, according to Shim. He said 2009, 2010 and maybe even 2011 will be tough years for the industry.

Just a few weeks ago, iSuppli slashed its 2009 growth forecast for worldwide PC shipments by nearly two-thirds because of the deteriorating economy. The analyst firm is now projecting that worldwide PC shipments will rise by 4.3 percent in 2009, down from its previous forecast of 11.9 percent growth. iSuppli also adjusted its expectations for 2010, dropping its initial prediction of 9.4 percent growth to 7.1 percent.

ISuppli's adjustment to its PC forecast came on the heels of the firm downgrading its estimates for global semiconductor revenue for the year. The researcher projected that 2008 semiconductor sales will decline by 2 percent to $266.6 billion, from about $272 billion in 2007. In October, ISuppli had predicted that 2008 semiconductor sales would grow by 3.5 percent over last year's. The researcher also predicted that the negative momentum will continue into the fourth quarter of this year, with the overall market expected to drop by 10.9 percent compared with the same quarter last year.

Shim noted in an interview on Thursday that the economic crisis likely will reset many vendors' business models.

"If you change selling prices, you need to find new ways to do business, like skimping on quality or coming out with new models," he explained. "A lot depends on how drastic the situation gets."

Computerworld is an InfoWorld affiliate.

Google called off its proposed search advertising deal with Yahoo just three hours before the U.S. Department of Justice was to file an antitrust complaint on Nov. 5 aimed at blocking it, according to the lawyer that the government hired to pursue the case.

In an interview with the legal blog AMLaw Daily published Dec. 2, Sanford Litvack -- the attorney who would have been the lead counsel on the antitrust case -- said that Google and Yahoo decided to abandon the proposed deal shortly after DOJ officials informed them of the agency's plans to file the antitrust complaint.

[ In the aftermath of the failed Google-Yahoo deal, Jerry Yang resigns, and the Microsoft-Yahoo dance continues. | Keep up on the latest tech news headlines at InfoWorld News, or subscribe to the Today's Headlines newsletter. ]

Shortly after the deal -- which would have had Yahoo running Google advertisements alongside its own search results -- was announced in June, Google and Yahoo came under fire from large advertiser groups, which charged that the arrangement would diminish competition and raise online advertising prices.

And an antitrust think tank said the partnership could end up as a "black hole that swallows up Yahoo," thus justifying an antitrust investigation.

In addition, the chairman of the U.S. Senate's antitrust subcommittee in October urged the DOJ to closely examine the proposed partnership, noting that it could lead to higher advertising prices and create unfair market conditions. Sen. Herb Kohl (D-Wis.) said at the time that the subcommittee's investigation found that many advertisers and competitors were concerned that Google would control a dominant share of the search advertising market. Under the deal, Yahoo would have less incentive to compete against Google and could opt to exit the market altogether, Kohl asserted.

Litvack went on to note that the complaint -- which was never filed -- would have charged that the deal would have violated antitrust regulations that bans agreements that restrain trade and prohibit companies from monopolizing or attempting to monopolize trade.

"It would have ended up also alleging that Google had a monopoly and that [the advertising pact] would have furthered their monopoly," Litvack said in the blog. "The fact that we filed a lawsuit would not by itself have stopped them. We would have had to get an injunction from the court, and we would have sought that."

In the interview, Litvack went on to acknowledge that Microsoft Corp. and other companies lobbied the department to block the proposed deal, but said that the efforts had no influence on his decision to recommend that DOJ block the deal.

"[The department is] making it clear to the parties and to the world that this is how the division viewed these particular aspects of Google's business," Litvack added in the blog. In a statement after the deal was called off the DOJ said that under the agreement, Google and Yahoo would have become collaborators rather than competitors for a significant part of their search advertising business," materially reducing important competitive rivalry between the two companies."

Computerworld is an InfoWorld affiliate.

A new computing fabric to replace today's blade servers and a "pod" approach to building datacenters are two of the most disruptive technologies that will affect the enterprise datacenter in the next few years, Gartner said at its annual datacenter conference on Wednesday.

Datacenters increasingly will be built in separate zones or pods, rather than as one monolithic structure, Gartner analyst Carl Claunch said in a presentation about the Top 10 disruptive technologies affecting the datacenter.

[ For recent news on the modular design approach to datacenters read "Microsoft applies Model T factory methods to datacenters." ]

Those zones or pods will be built in a fashion similar to the modular datacenters sold in large shipping containers equipped with their own cooling systems. But datacenter pods don't have to be built within actual containers. The distinguishing features are that zones are built with different densities, reducing initial costs, and each pod or zone is self-contained with its own power feeds and cooling, Claunch says.

Cooling costs are minimized because chillers are closer to heat sources; and there is additional flexibility because a pod can be upgraded or repaired without necessitating downtime in other zones, Claunch said. (Read more about how to reduce cooling costs in the datacenter.)

"Modularization is a good thing. It gives you the ability to refresh continuously and have higher uptime," Claunch said.

By not treating a datacenter as a homogenous whole, it is easier to separate equipment into high, medium, and low heat densities, and devote expensive cooling only to the areas that really need it, Claunch added.

The move to pods and zones is among what Gartner calls the most disruptive technologies affecting the datacenter. In no particular order, these technologies are storage virtualization; cloud computing; new server architectures; PC virtualization; enterprise mashups; specialized systems (aka hardware appliances); social software, and social networking; unified communications; zones and pods; and green IT. 

Many of these technologies have been covered by Gartner in previous lists (including "Gartner's Top 10 strategic technologies for 2008" and "10 strategic technologies for 2009"). Enterprises won't have to wait long to take advantage of these technologies: All these trends are beginning to happen now or will do so within the next few years, Claunch said.

If Gartner's predictions are correct, the server industry is soon to undergo a significant transformation.

Gartner views today's blade servers as an interim technology that will give way to a new, more flexible type of server that treats memory, processors and I/O cards as shared resources that can be arranged and rearranged to suit a business's needs. Like virtualization technology, this computing fabric of the future will make hardware more adaptable to changing needs.

IT shops will be able to create machines of whatever size they need, and shift resources around as often as necessary, Claunch said. In addition, instead of relying on vendors to decide what proportion of memory, processing and I/O connections are on each blade, enterprises will be able to buy whatever resources they need in any amount, a far more efficient approach.

While rack servers are self-contained units, today's blade approach allows a combination of some components, Gartner notes. (Compare blade servers.) I/O cards don't have to be included in each blade because they are accessed over a shared fabric. Memory and processors are still fixed parts of each blade, however, limiting flexibility. If extra memory is needed, you may have to buy another blade instead of just accessing the memory of another one, Claunch said.

"The next step in this progression is the introduction of technology to allow several blades to be merged operationally over the fabric, operating as a larger, single system image that is the sum of the components from those blades," a Gartner PowerPoint presentation states. "The fabric-based server of the future will treat memory, processors and I/O cards as components in a pool, combining and recombining them into particular arrangements to suit the owner's needs."

For example, an IT shop could combine 32 processors and any number of memory modules to create one large server that appears to an operating system as a single, fixed computing unit. This approach also will increase utilization rates by reducing the resources wasted because blade servers aren't configured optimally for the applications they serve. "This evolution will simplify the provisioning of capacity to meet growing needs," Gartner states.

Network World is an InfoWorld affiliate.

Advocates of net neutrality rules in the U.S. have called on President-elect Barack Obama to act quickly to prevent broadband providers from blocking or impairing access to Internet content of customers' choice.

The Open Internet Coalition on Wednesday called on Obama to follow through with his promises during the presidential campaign to establish net neutrality rules. Members of the coalition also called on Obama to appoint a new chairman of the U.S. Federal Communications Commission who would enforce net neutrality rules and champion broadband competition.

[ For an in-depth look at the battle lines that have been drawn over net neutrality, check out InfoWorld's special report. And for the latest in government IT news and issues: Subscribe to InfoWorld's Government IT newsletter . ]

In addition, Obama should appoint leaders at the U.S. Federal Trade Commission and Department of Justice who will promote an open Internet through antitrust and consumer-protection laws, and he should put key staff in place at the new office of U.S. chief technology officer and the Office of the U.S. Trade Representative to promote open Internet ideals both in the U.S. and overseas, the groups said in their letter to the Obama transition team.

"Net neutrality is certainly one key part of the platform, but it's only one part," said Art Brodsky, communications director for Public Knowledge, a digital rights advocacy group that's part of the coalition. "We want to make certain that these institutions of government are prepared to implement an open Internet agenda and respond appropriately to threats."

Members of the group, asked if they believe Obama will act on net neutrality and broadband competition given priorities such as the U.S. economy, said they expect the new president to move ahead on tech issues. "Providing affordable, accessible, high-speed Internet to all Americans is part of the economic recovery," said Markham Erickson, director of the coalition.

Coalition members said they're encouraged that Obama talked about keeping the Internet open in a tech policy paper released more than a year ago. "When it comes to people lobbying, we're always going to be behind," Brodsky said. "The telephone companies are the biggest, wealthiest, and have the [largest] army of people out there. What we have now that we didn't have before is backing of an administration."

Large broadband providers have questioned the need for new net neutrality laws, saying that the FCC has already acted against carriers that have unreasonably blocked or slowed Internet content. Strict net neutrality rules may discourage investment in broadband networks at a time when Obama is calling for more broadband, they have said.

A representative of Comcast, the nation's largest broadband provider, declined to comment on the coalition's letter. Representatives of Verizon Communications and Hands Off the Internet, a group opposing net neutrality rules, weren't immediately available for comment.