Cloud Computing for the Media and Entertainment Industry · PDF file2 Cloud Computing for the...

Thought Leadership White PaperIBM Sales and Distribution Media and Entertainment

Cloud Computing for the Media and Entertainment Industry

2 Cloud Computing for the Media and Entertainment Industry

Executive Summary

Challenges facing media executivesThese are very turbulent times for media executives. Media CEOs are having to adapt their business models at an unprecedented rate. How will media companies manage to keep pace with the ever-accelerating rate of innovation? How will media companies maintain competitive advantage over new entrants? Are there cloud consumption models that are appropriate for media companies to pursue? Should media companies be leaders or adopters?

Market forces and landscape of media and entertainmentThe new reality is that the consumer is in the eye of the storm. Where there was once a scarcity of content, now there is a seemingly unlimited supply coming from traditional media sources as well as new media and social network Internet sites via more and more portable consumer devices. It is estimated that by 2012 there will be one trillion devices connected to the Internet and 50 billion of them will be mobile phones.

Contents

1 Executive Summary

4 Introduction

8 IBM takes a leadership role to address cloud industry issues and challenges

13 IBM recommendations for successful cloud

27 General recommendations

29 IBM Global Business Service cloud “get started” and “keep going” offerings

30 Cloud computing resources

Media cloud evolutionAs a result of these challenges, media executives are having to rethink their supply chain. We are learning that the troika of service-oriented architecture (SOA), digital supply chain, and cloud is evolving into the blueprint for enjoying innovation with the potential to reduce capital expense and operating expense. This triad of technologies, SOA, digital supply chain, and cloud will enable media companies to keep pace with turbulent times by providing:

• Faster time to market• Increased sales by increasing exposure to content• A richer flow of information to adapt quickly to changing

consumer interests and demand• Decreased labor, inventory, and working capital costs• Faster, fresher content packaged, identified, and available to

the right consumer anywhere, anytime

Content that is available “forever” as deep catalog or digital inventory that has the potential able to produce a revenue stream over the Long Tail or for years to come.

Media companies are looking for ways to innovate without compromising their content ownership and digital rights. Cloud providers must be aware that security and content protection are key issues that media executives care about. IBM® has been involved in cloud computing from the beginning, was one of the original co-authors of the Cloud Manifesto in 2009, and continues to be the media and entertainment industry’s trusted partner: a partner that brings innovation when and where it provides value; not technology for its own sake; and, only when it strengthens clients’ strategic goals and objectives. IBM provides facilities, hardware and software, and professional services to match our clients’ needs, budget and their optimal cloud deployment model. IBM appreciates that media consumers, along with media assets, both hold the highest value to media companies.

IBM Sales and Distribution 3

Working closely with our clients, IBM continues to extend digital supply chains reliably and securely to create new revenue streams that pursue the right customers with the right content.

“What do I have to do?”—IBM RecommendationsMedia companies must understand where they are in developing their digital supply chain and how they can best utilize SOA and cloud computing to augment and improve it. The application of technology to enrich the digital supply chain and to improve competitive advantage will depend upon a wide variety of factors. However, a generic strategy for a media company might include combinations of these elements, all of which are related to digital supply chain, and all of which IBM has a history of successfully delivering to media clients:

• Build digital archives (convert analog assets to digital assets): Digitize assets, store them on-site and off-site applying best practices in storage and asset management.

• Leverage the digital archive to support on-going production services.

• Protect assets using encrypted communications (authentication, authorization) and the encryption of content.

• Provide analytics to support pricing, product mix, release date, and placement decisions.

• Provide separate portals for business-to-business (B2B) and business-to-consumer (B2C) processes to support branding and consumer experience.

• Provide e-commerce and storefront capabilities with ad insertion capability.

• Support subscription and pay-per-view models.• Maintain control over the cloud’s content delivery resources:

Prevent rogue applications from over-consuming resources using SOA governance capabilities.

• Integrate enterprise legacy and backend systems—such as enterprise resource management (ERP), customer relationship management (CRM) and supply chain management (SCM)—with external cloud services.

Why IBM?IBM appreciates that the journey will be different for each media company. IBM is a trusted partner offering proven technology, products, and professional services. IBM is focused on creating value and delivering meaningful solutions. Media companies and IBM share the key values of reliability and security. IBM is a global company that supports open standards, oversees complex projects, brings relevant emerging technologies to market, and stays in the trenches with our clients from the development of strategy through the ongoing implementations of new solutions and business models.

IBM believes that enhancing the digital supply chain with cloud computing holds the key to providing cost-effective, extra-enterprise content processing services that can extend and enhance media companies’ core competencies and enable them to compete and thrive in today’s consumer-centric marketplace. Cloud computing represents a fresh approach to outsourced and managed services solutions, which have long been salient IBM capabilities. This paper is intended to provide media executives with new business insights into how cloud computing can extend their core enterprise capabilities, and it will provide some guidance, current and future offerings and step-by-step recommendations for help along the unique journey each company will take to reach its goals.

IBM has been involved in cloud computing from the beginning, was one of the original co-authors of the Cloud Manifesto in 2009, and continues to be the media and entertainment industry’s trusted partner.


IntroductionToday, economic pressures are forcing media companies to alter the way they do business. We live in an “attention economy” and compete for the ever-changing attention of consumers. Our customers and consumers are more demanding and less loyal than ever before. Advertising as a source of revenue isn’t what it used to be. Media companies cannot simply raise prices or sell more advertising to attain profit goals, and there is not much room left to cut from operating expenses. In today’s economy, there is an increased focus on the effectiveness of digital supply chains. However, merely reacting well in today’s attention economy is not sufficient to survive financially.

Media CEOs are adapting their business models at a rapid pace. How will media companies keep up with the ever-accelerating rate of innovation in the new economic environment? How will media companies maintain competitive advantage over new entrants? Are there cloud consumption models that are appropriate for media companies to pursue? Should media companies be leaders or adopters?

targeted consumers. In other words, media companies are looking to the cloud to enhance their digital supply chain—adding specific media processing services—while reducing operating expenses. There is considerable talk about how cloud computing can help reduce capital expenses; however, this is less likely for large, mature media companies than it is for small-to-medium media companies. Small-to-medium businesses (SMBs) are likely to be more eager to outsource content storage and content processing than the very large media companies since it is difficult to increase capital and operating expenses. Large media companies are likely to have developed highly efficient custom enterprise systems that are not likely to be replaced by generic or composite services in the cloud. Also, large media companies are likely to have decentralized storage pools in multiple physical data centers presenting access complexities and limitations. There is also the issue of how much content is still in analog formats. However, no media company can afford more capital expenses merely to accommodate seasonal needs or for resources that are not fully utilized.

The greatest opportunities for media companies are available wherever content storage, media processing and distribution services are co-located. Just as economies of scale become available to media companies seeking to reduce their cost per gigabyte (GB) to $0.10 or less, processing services economies of scale become available when the range and intensity of content services are co-located with the content itself. For example, it is becoming clearer that processing services are not standalone services. If large video files need to be transcoded, it is probably not cost effective to merely transcode these files since the communication costs may be too great. However, when transcoding services and other content processing services are co-located with the content, the communication costs become a proportionately smaller part of the overall cost.

Using cloud computing, media companies are developing new and better ways to quickly and efficiently deliver content to fine-grained targeted consumers.

Media companies are responding with new ways to enhance their digital supply chains using cloud computing. Using cloud computing, media companies are developing new and better ways to quickly and efficiently deliver content to fine-grained


Media companies will need to prepare themselves to make the journey and take advantage of these evolving media clouds. While few media clouds exist today, they will evolve over time along paths of greatest return, in terms of time to market and the ability to distribute more B2B and B2C content to more consumers for the least investment.

The new reality: Consumers at the eye of the stormToday, the traditional economics of media have been overturned. Before the Internet, there were limited sources of content, or what Bob Garfield, author and long-time writer for Advertising Age, has called the “age of scarcity.” Today, the supply of content is greater than the demand. Advertising alone cannot support media delivery. As new business models emerge, it is clear that the consumer is at the eye of the storm. Content that cannot be discovered and easily located, played or downloaded will be forgotten. Media executives now must rethink their supply chain: The emphasis is on the assets rather than the medium and consumers are no longer dependent on a dominant medium for the content they want.

What is the most efficient way to get content to consumers? What is the best way to reduce time to market? The supply chain of the past, which focused on the distribution of content after it was created, is being inverted to focus on the consumer. IBM believes its key differentiator is being able to bring all the various technologies, components, services, and business partners together in these media value chains to create business value and deliver real-world solutions.

Current and future cloud deployment: What have others done?Over the past two years, several surveys have been performed in an attempt to better understand how companies are using cloud computing today, and how they plan to use cloud computing in the future. In 2008, a professional IT journal study revealed that storage, archiving, and disaster recovery were the most likely uses and planned uses for cloud computing. In 2009, an industry analyst published the results of a study that identified security and performance as the issues that most concerned executives about cloud computing. Another study in 2009 showed that less than half of decision-makers were either using or considering using cloud computing, and, of those who were planning to use cloud, most were considering private clouds.

Cloud computing represents many opportunities for media companies to improve their competitive advantage by getting content to multichannel, three-screen (or even four-screen) markets faster than ever before while potentially reducing costs.

Cloud computing represents many opportunities for media companies to improve their competitive advantage by getting content to multichannel, three-screen (or even four-screen) markets faster than ever before while potentially reducing costs. This paper begins by looking at how cloud deployments have been done in the past. It reviews the promises and risks associated with cloud computing, what media and IT industries are doing to address these opportunities and risks, and provides the IBM point of view. It concludes with IBM’s recommendations and identifies resources that will enable media companies to enhance their digital supply chain by using cloud and SOA technologies.


More recently, a cloud adoption survey was performed that included nearly 600 respondents responsible for managing their organization’s IT budget and operations throughout Canada and the United States in 2009. This survey revealed some interesting findings:

• Security remains the leading reason for not adopting cloud computing. Forty-six percent of respondents who indicated they were not going to adopt cloud computing indicated that lack of sufficient security was the reason.

• Despite the fact that security and integration issues are users’ biggest fears, this has not dissuaded them from implementing cloud-based applications.

• The survey shows strong satisfaction with cloud computing once it has been installed.

• Seventy percent of the decision-making respondents plan to move additional applications into the cloud; most indicated they would be doing so within the next year.

• Sixty-two percent of the respondents considered using cloud computing.

• When those who indicated they were not going to adopt cloud computing were asked what changes or improvements would change their minds, 33 percent said maturity of solutions and 32 percent said better integration.

• Thirty-two percent indicated that existing infrastructure investments were a reason for not adopting cloud computing.

• Twenty-six percent indicated that integration worries prevented them from moving to cloud.

• Cost is still the primary motivation for moving to cloud, however, agility is gaining momentum.

At a recent major software industry event, panelists estimated that approximately 20 percent of enterprise computing takes place inside the cloud, while 80 percent, generally the more mission-critical applications, take place inside the firewall. In other words, most enterprises are still running their applications on their own servers in their own data centers.

Cloud gains momentum in mediaFrom the surveys cited, it can be observed that despite the challenges, cloud computing, mainly due to its economic attractiveness, continues to grow. There are good reasons to switch to cloud: low costs, low barriers to entry, increased mobility and scalability. There has been an emergence of content clouds recently. As technical and cost barriers fall and security issues are addressed, the cloud has become a viable platform not only for back-end operations, but also for key business practices, including content management and distribution. During the 2008 presidential election in the United States, the New York Times online was able to handle record traffic using cloud technology. The on-demand nature of massively scalable clouds has enabled media companies to provide more video on demand (VOD) without having to make investments in content delivery networks. By harvesting, hosting and combining their content with other content in the cloud, publishers and media companies can answer a higher level of questions for the customer. Consumer demand rules—getting content to the consumer fast is the key to cloud success.

This concept of “mix and match” around content is not new; however, cloud-based distribution of content promises to enable consumers to use vast amounts of digital content in ways that currently do not exist. John du Pre Gauntt, the founder of Media Dojo, describes a digital supply chain manufacturing cloud that will enable customers to pick and choose among media titles and how they want to experience them based on their product or service purchases. The news source BBC, in its information and archive strategy, describes moving to an asset-focused approach with enhanced metadata that will make content searchable and accessible. This demonstrates the digital archive cloud as another channel.


Gauntt takes this further in his discussion of media scenarios, describing “smart media” that has been strategically tagged and will seek out interested consumers regardless of the channel or consumer device. Until rights management is better controlled in software as a service, more media companies like The New York Times will convert their internal application programming interfaces (APIs) to externally facing APIs on clouds so that customers can license feeds or download content and mix it with their own content. For some media companies, there is a greater willingness to package and price content on an a la carte basis.

Recently, in a move to increase the ability to earn more revenue from digital distribution, a consortia of 48 media companies, called the Digital Entertainment Content Ecosystem (DECE), agreed to standardize on a common format and enable proliferation of their content using Neustar as the cloud-locker along with five digital rights management formats: digital rights management (DRM) formats (Adobe® Flash Access, CMLA-OMA V2, the Marlin DRM open standard, Microsoft® PlayReady and Widevine). Through cloud computing, entertainment that consumers buy would be stored in a digital locker, Neustar, and remotely accessed from any device that meets DECE’s format requirements.

The dark side of cloudsIn order to increase the adoption of cloud computing by media companies, it will be necessary to build trust and confidence. Public clouds have made the news frequently over the past two years with major outages (Table 1).

Security and performance issues cannot be controlled by the media company in the public cloud; these issues represent dependencies. Not only have there been instances of stolen content, but there have many cases of stolen online identity. These issues can be summarized as loss of control by the content provider.

Table 1. Major cloud outages 2008 - 2009

Service Outage Date Duration Source

Amazon S3 02/15/08 4 hours cnet

Amazon EC2 04/07/08 1 hour techcrunch

Amazon S3 07/20/08 8.5 hours amazon

Amazon EC2 06/11/09 7 hours cnet

Amazon EC2 12/09/09 1-5 hours datacenter- knowledge

Google App 6/17/08 7 hours softpedia Engine

Google Gmail 07/16/08 2.5 hours pcworld

Google Apps and 08/06/08 about pcworld Gmail 15 hours

Google Gmail 08/11/08 1.5 hours gmailblog

Google Gmail 08/15/08 more than pcworld 24 hours

Google Gmail 10/16/08 30 hours pcworld

Google Gmail 02/24/09 2.5 hours googleblog

Google Gmail 03/09/09 up to 22 hours cnet

Google network 05/14/09 2 hours arborne- networks

Google App 07/02/09 6 hours techcrunch Engine

Google Gmail 09/01/09 2 hours gmailblog

Google Gmail 09/24/09 2.5 hours cnet

Microsoft Hotmail 03/12/09 5 hours network- world

Microsoft Azure 03/13/09 22 hours network- world

Microsoft 10/04/09 6 days + cnet Sidekick total loss of contact data

Salesforce.com 02/11/08 6 hours zdnet

Salesforce.com 01/06/09 1 hour The Register


Other important issues that worry public cloud users include vendor lock-in, or the inability to get information out of the content, or to transfer it to another cloud provider if the cloud user deems the service to be unsatisfactory. Cloud computing continues to mature and address these issues; however, it is doubtful that many media companies are rushing to put the crown jewels into public clouds. The best analogy is putting money in a bank; it takes time to realize this level of trust and confidence.

Another more obscure issue is data dispersion, or the fact that the cloud user does not know where the data physically resides. Countries where content may reside could have very different laws regarding access and privacy. IT research and advisory group Gartner, Inc. has identified seven risks:

• Privileged user access: Cloud customers do not know the background, credentials or police records of those who administer public clouds. Enterprises generally have physical, logical and personnel controls.

• Regulatory compliance: Many businesses must be SAS 70-compliant1. Regardless of whether or not one uses a cloud provider, ultimately it is the customer who is responsible for the security and integrity of the data or content, even if it is being managed by a cloud provider.

• Data location: This is another way of describing the data dispersion problem of not knowing where data and content is physically located.

• Data segregation: Cloud users assume that their content is segregated from other users. While encryption helps, users do not always know or understand what schemes are in effect (or how effective they are).

• Recovery: Cloud users may not know what will happen to their content in the event of a disaster.

• Investigative reporting: It may be impossible for some cloud providers to support investigations of inappropriate or illegal activities since logs, data and content may be dispersed over ever-changing hosts and data centers.

• Long-term viability: What are the provisions if the cloud provider goes out of business or gets acquired by another company?

IBM takes a leadership role to address cloud industry issues and challenges

IBM and the Open Cloud ManifestoIn 2009, the Open Cloud Consortium, originally a consortium of universities, was formed to address the creation of open standards to provide for inter-cloud interoperability—basically, a pledge to develop standards that would make it possible to easily move applications from cloud to cloud. Shortly thereafter, it was recognized that the corporate computing industry would need to develop a coordinated approach, which came in the form of the Open Cloud Manifesto, and was largely driven by IBM. The resulting document was brief (only seven pages) but it laid out the basic principles for companies and cloud suppliers to work together and make it possible to interoperate between clouds and to provide the flexibility to switch between suppliers. IBM and 29 other groups agreed to the Open Cloud Manifesto.

One of the more recent outcomes from the original Open Cloud Manifesto is the work of the Cloud Computing Use Case Discussion Group, which continues its efforts today, and in which IBM continues to be a major contributor. IBM continues to foster an open discussion about cloud computing, and created http://cloudusecases.org, as a launch site for our original work with Google. This group produced an important white paper, Cloud Computing Use Cases White Paper, identifying key cloud business scenarios. This white paper is now in its fourth version focused on service level agreements (SLAs) and use cases for security compliance. This document

http://cloudusecases.org

http://www.scribd.com/doc/17929394/Cloud-Computing-Use-Cases-Whitepaper


provides easy-to-understand descriptions of cloud service consumer and cloud service provider, as well as descriptions of the most typical use case scenarios (not intended to be an exhaustive list):

• End user-to-cloud: Consumer gains access to content through subscriptions, pay-per-use and/or sponsored advertising

• Enterprise-to–cloud-to-end user: Media company stores archive content offsite in private cloud and cloud pushes derivative content to subscribing consumer

• Enterprise-to-cloud: Media company collocates content distribution services and consumer behavior analytics in the cloud, and integrates with the cloud to monitor sales and time to market

• Enterprise-to-cloud-to-enterprise (digital supply chain): Media companies collaborate on content; for example, studio dailies, multi-lingual/global production and distribution

• Private cloud: An in-sourced, enterprise-hosted, on-premises private cloud, or outsourced private cloud managed by an external entity

• Changing cloud vendors: Business continuity• Hybrid cloud (single cloud has characteristics of private cloud

and public cloud): Cloud stores copies of digital masters (private cloud); manufactures digital derivatives for B2B and B2C distribution, and may provide storefront capabilities (public cloud)

Cloud value driversThere are a number of ways that clouds can drive business value. Cloud provides much more than merely a cost-focused return on investment (ROI) model:

Figure 1. Cloud value drivers help define how business value is created.

Cloud value drivers have the potential to transform business strategy in many ways:

• Driving business innovation• Increasing business agility• Lowering total cost of ownership• Improving asset utilization and products-services time to

market• Optimizing technology investments• Enabling real-time content and metadata sharing• Providing globally available resources• SOA and cloud: The dream team


The media and entertainment industry has been met with dramatic changes over the last five years that have moved it from nearly all physical products to predominantly digital products. Everything associated with the creation of content has turned from physical goods to digital. While this transition has opened up new opportunities in delivering new products and services to consumers (such as new audio and video delivery services that have evolved to products like iPads), new challenges have been introduced in understanding where content is inside the client’s environment, what state it is in, who needs to get it, and when it needs to be delivered.

Systems and processes have evolved over time to support the physical creation and distribution of these products and services. As the content and its delivery environment have changed, many of these systems have as well, but for the most part the systems and technologies do not all work well together. Closed, proprietary and siloed infrastructures must now give way, or at least harmonize with open, standardized and more horizontal processes and applications.

Media companies, dealing with a more competitive environment during difficult economic times, are searching for ways to minimize their technology costs while, at the same time, offering more sophisticated products and services. Media companies’ resources have been organized according to the specific business functions they support which, as we have stated, have resulted in the formation of separate application silos. In response, these separate application silos result in duplication of application functionality, high integration costs, underutilization of resources, and limited ability to share content and information. Media companies’ underlying technology has become much more complex and less flexible, making it increasingly difficult to respond and keep pace with the revolutionary changes in the industry.

Service oriented architecture (SOA) has been increasingly promoted as a means of addressing the media business’ needs in a cost-effective and responsive manner. In 2008, Gartner reported that most European and North American companies were planning to adopt SOA over the next 12 months. SOA promises to provide services as the basis of abstraction so that services are loosely coupled, autonomous, stateless and include their own explicit quality of service characteristics (security, performance, etc.).

An SOA is the perfect architecture for cloud because services run on any system that exposes them, inside or outside the enterprise. An SOA allows you to manage, orchestrate and use services and create “situational” applications that are “composites” of services, which enable business agility. This is made possible because an SOA provides the following three fundamental properties:

• Open standards – SOA provides a standard method of invoking web services allowing disparate organizations access to these services across network boundaries.

– Web services use open standards to allow inter-enterprise connectivity across networks and the Internet.

– Messaging protocols (SOAP) and transport protocols (including HTTP, HTTPS, JMS)

– Security can be handled at both the transport level (HTTPS) and/or at a protocol level (WS-Security).

– Web Service Definition Language (WSDL) allows web services to be self-describing for a loosely coupled architecture.

• Integration – Interfaces are provided to wrap service endpoints to provide a system-independent and application-independent architecture.

– SOAs can provide dynamic service discovery and binding, which means that service integration can occur on demand.


• Virtualization – A key principle of SOA is that services should be invoked by service requesters that are oblivious to service implementation details, including location, platform and if appropriate to the business scenario, even the identity of the service provider.

All of the properties above are prerequisites to support services delivered from the cloud. Additionally, if an SOA framework is to provide the ability to situationally create a composite service, it must be able to provide the messaging properties that are required to connect the various services that comprise the composite service. Messaging properties, such as persistence, transformation, routing and mediation, are necessary precursors to be able to support the choreography of the composite service. Extending these messaging properties to media objects enables content agility and is the key to providing an SOA that allows a seamless integration of the transactional messaging and content essence that exist in all services that emit or consume digital media.

A cloud based on SOA allows an enterprise’s intra-organizational business processes to be extended into the cloud and take advantage of the benefits of cloud computing, particularly on-demand services and highly scalable IT services. Cloud computing and SOA combine to form the “dream team.” Since a cloud is basically an instance of an architecture, using SOA ensures that cloud computing provides be the most agile and cost-effective cloud platform.

Cloud computing provides media companies with software- as-a-service (SaaS), infrastructure services (infrastructure- as-a-service, or IaaS), and platform services (platform-as-a- service, or PaaS). Considerable pressures exist to meet consumer demand. However, the development and infra-structure costs associated with building the technology and

the workflows necessary to provide multiple channel content distribution are too much for many media companies. On the other hand, doing nothing could mean disintermediation or, worse, obscurity.

How media companies can benefit from SaaSSaaS minimizes the upfront costs associated with hardware and software acquisition and helps companies avoid having to hire more staff to operate and maintain in-house systems. There are four basic SaaS models (and combinations that can benefit media companies):

1. A multi-tenant architecture owned and maintained by a cloud service provider (ASP-style)

2. Hosted internally and maintained remotely3. Internally developed and hosted on cloud provider

infrastructure4. Self-hosted software providing software services to partners or

subscribers

In the future, most internal-facing, media company enterprise applications will be delivered in the form of reliable and secure services using private networks and the Internet.

In addition, there are various combinations of the basic models.

In the future, most internal-facing, media company enterprise applications will be delivered in the form of reliable and secure services using private networks and the Internet.


How media companies can benefit from IaaSIBM offers IaaS by using core competencies in various infrastructure technologies, including cluster computing, autonomic computing, grid computing, utility computing and virtualization. IaaS benefits media companies by providing elastic or scalable infrastructure on demand to handle traffic and content overflow situations. IaaS uses statistical multiplexing to increase and shrink resource utilization. Some estimates are that statistical multiplexing reduces resource utilization costs by a factor of five to seven.

A mission-critical, enterprise-scale cloud provider must possess large-scale reliable and secure fundamental infrastructure resources: data centers, managed services, massively scalable storage, massively scalable processing and secure network connections.

IBM has been building large data centers for years, offering these benefits:

• Reliability: An IBM data center typically provides 99.99 percent up time.

• Smarter data center management: Thousands of sensors, connecting IT equipment, data center and building automation systems, provide data that can be analyzed for future capacity planning, conserve energy and maintain operations in the event of a power outage.

• Energy efficiency: An IBM data center uses half the energy cost to operate compared to data centers of similar size by taking advantage of free cooling—using the outside air to cool the data center. Intelligent systems use sensors to continuously read temperature and relative humidity throughout the data center and dynamically adjust cooling in response to changes in demand.

• Cloud computing capability: Support for cloud computing workloads allows clients to use only the resources necessary to support IT operations at any given moment—eliminating the need for up to 70 percent of the hardware resource that might have been previously needed to perform the same task. The data center also hosts recently announced “Smart Business” cloud computing offerings—each of these solutions can significantly reduce a client’s total cost of ownership (TCO) by up to 40 percent.

• Built for expansion: Due to an innovative modular design method, IBM will be able to add significant future capacity in nearly half the time it would take traditional data centers to expand. This design/build method, called IBM Enterprise Modular Data Center (IBM EMDC), also enables IBM to rapidly scale capacity to meet demand by adding future space, power and cooling to the data center with no disruption to existing operations. This means up to 40 percent of capital costs and up to 50 percent of operational costs may be deferred until client demand necessitates expansion. An IBM data center can also quickly and seamlessly expand its power and cooling capacity.

Figure 2. IBM North Carolina Leadership Data Center


How media companies can benefit from PaaSFinally, as a layer built on top of IaaS, PaaS offers media companies consistent services such as authentication, authorization, data persistence and task scheduling. PaaS has been a topic of interest with telcos since they already provide content, storage, and connectivity services to consumers and businesses. Telcos are providing their existing IaaS as a platform for B2B and B2B2C digital supply chains. IBM is building digital media exchange clouds supporting comprehensive content aggregation, management, derivative manufacturing, and multichannel distribution built on top of clients’ outsourced and managed services.

IBM recommendations for successful cloud

Digital supply chainIBM has been looking at how the new business reality impacts supply chain. By using digital supply chain, media companies can use their core competencies and call upon clouds to enhance their supply chain. Clouds are places to store, process, distribute and support exposure of content in an elastic fashion. To increase supply chain efficiency and deliver the products and services consumers want, media companies are looking to a combined SOA and cloud computing solution.

Using SOA and cloud computing in the new digital supply chain enables media companies to keep pace with the rate of innovation. SOA and cloud computing support:

• Faster time to market• Increased sales by increasing the exposure of content• Richer flow of information to adapt quickly to changing

consumer interests and demands• Decreased labor, inventory and working capital costs• Faster fresh content that is packaged, identified and available

to the consumer• Available “forever” deep catalog content

IBM’s commitment to digital supply chain management IBM structures a digital supply chain that is customer-centric, responds to new consumer behavior, and is smarter or opti-mized using business intelligence and analytics. The IBM Media Enterprise Framework shows IBM’s strong commit-ment to its clients by taking a “we’re in it together” approach. Cloud offerings often fail because clients do not perceive that the cloud provider understands or cares about the client’s business. IBM’s commitment includes becoming an integral part of the design and delivery team.

The IBM SOA software group frameworkTo support the digital supply chain, IBM Software Group has developed the IBM Media Enterprise Framework built on SOA architecture using IBM software. Cloud computing provides a way to virtualize the service executions, security and infrastructure. Media Enterprise framework can work with the cloud in realizing the capabilities, such as business analytics and optimization, media, metadata and information management, multi-channel enablement, business process transformation, security and infrastructure management. The Media Enterprise Framework can be used as a delivery platform to help manage the services in each of the capabilities.

IBM is building digital media exchange clouds supporting comprehensive content aggregation, management, derivative manufacturing, and multichannel distribution built on top of clients’ outsourced and managed services.


Leading the evolution of media clouds: What should I do?Media companies must understand where they are in developing their digital supply chain and how they can best utilize SOA and cloud computing to augment and improve it. The application of technology to enrich the digital supply chain and to improve competitive advantage will depend upon a wide range of factors. However, a generic strategy for a media company might include combinations of these elements, all of which are related to digital supply chain, and all of which IBM has a history of successfully delivering to media clients:

• Build digital archives (convert analog assets to digital assets) and store digitized assets on-site and off-site, applying best practices in storage and asset management.

• Develop an enterprise-wide strategy for standards-based metadata creation, discovery, use and exchange.

• Protect assets using encrypted communications (authentication, authorization) and the encryption of content.

• Provide separate portals for B2B and B2C to support branding and consumer experience.

• Provide e-commerce and storefront capabilities with an ad insertion capability.

• Support subscription and pay-per-view models.• Maintain control over the cloud’s content delivery resources

by preventing rogue applications from over-consuming resources.

• Integrate enterprise legacy and backend systems with external cloud services.

The journey begins at the same spot for every media company—digitizing content, to create the new digital supply chain. IBM recommends that media companies begin with their digital archive as a means of building a pilot to explore the use of a private or public cloud. Deployment models can be

as simple as an in-house, in-sourced, on-premises managed service model to a full hybrid cloud that is fully integrated with the media company’s enterprise systems. There are several reasons to begin with the archive:

• The archive is not in the production-critical path; therefore, there is less risk to current mission-critical processes. At the same time, there are likely to be hidden treasures in the archive, or, what retailers used to call “deep catalog.”

• Most media companies store copies of their assets. Some media companies are applying approved asset preservation and disaster recovery budgets to justify private cloud archive initiatives.

• Most media companies have a mix of analog and digital content in their on-premises archives. Some of the digital content may be stored off-site as part of the disaster recovery and business continuity policies.

• Media companies can develop their metadata strategy (metadata creation, discovery, use, and exchange) in a deliberate and controlled pace rather than being driven by the demands of live events and live content.

IBM GA cloud offering use cases and media and entertainment specific use casesIt is important to separate media and entertainment use cases into two groups: (1) generic use cases, or, those use cases that can be used regardless of the industry environment, and (2) media and entertainment-specific use cases that address specific needs in the media and entertainment industry. Generic use cases may provide value to those media companies considering how best to “wade into” cloud computing, or those looking to implement a cloud to demonstrate cost savings and provide the organization with valuable hands-on experience and understanding of cloud challenges and benefits. For example, IT organizations of media companies can immediately implement the generic use cases to demonstrate and test the value of cloud computing in supporting workloads optimized for IT, such as testing of applications and software.


See the first column in Figure 3, which identifies several generally available IBM cloud offerings:

• IBM Smart Business Desktop on the IBM cloud subscription service helps clients virtualize desktop computing resources, and provides a logical, rather than a physical, method of accessing data, computing power, storage capacity and other resources.

• IBM Compute on Demand infrastructure offering, provides

clients access to IBM compute clusters (IBM System x®, IBM BladeCenter®, IBM System p®, and IBM System Storage®) on an hourly, weekly or yearly rental basis.

• IBM Smart Business Development and Test on the IBM cloud is designed to help enterprises reduce operational costs and large amounts of capital outlays, improve cycle times for faster time to market and improve quality with virtually instant, security-rich access to a standardized test and development environment.

• The IBM Smart Analytics Cloud is a solution offering to

Figure 3. Media and entertainment sub-industries and cloud use cases


enable delivery of business intelligence. This offering uses IBM hardware, software and services to offer a complete solution enabled at the customer site.

• IBM Smart Business Storage Cloud offers a storage-virtualization solution designed to support a company’s storage optimization efforts. It can help alleviate data storage challenges by enabling quick implementation of a scalable, global file storage system with flexibility in deployment and management options.

• IBM Smart Business End User Support self enablement portal is an Internet-based solution that enables end users to resolve their support issues due to a leading-edge knowledge database that delivers a comprehensive, personalized, multichannel experience in multiple languages through a single easy-to-use interface.

• IBM Information Protection Services is a range of managed services. It includes both on-site and remote data protection capabilities for your data center servers, applications and databases, as well as protection for email, laptops and

desktops, designed to help you quickly back up, restore, archive and maintain access to critical data on demand.

• IBM LotusLive™ iNotes® is a secure cloud-based messaging service that provides essential email and calendaring capabilities. IBM LotusLive iNotes can be integrated alongside existing enterprise messaging solutions or operated standalone to reduce overall cost of ownership.

Media and entertainment-specific use casesMedia and entertainment sub-industries and cloud use cases also provides basic cloud use cases for television and radio broadcasters, movie studios, the games sub-industry, and publishing. Those use cases that can be met by current IBM offerings have been color-coded in dark-blue, those use cases for which IBM offerings are imminent have been color-coded in light-blue, and those use cases that IBM will include in future offerings have been color-coded in white.

Figure 4. Common cloud management


IBM’s goal is that our cloud offerings will be based on a common cloud platform that provides a foundation for value-added services, including but not limited to:

• A public cloud with multiple service “on-ramps” for clients, hosted in key centers worldwide

• A common infrastructure to provide computing and storage resources

• A common platform, business support services (BSS) and operational support services (OSS) to operate and manage the cloud implementation

• A full range of IBM and partner services• The implementation and hosting services to build “private

clouds” for strategic outsourcing (SO) data centers and other clients

IBM believes the following digital supply chain use cases hold the greatest value for cloud computing in media and entertainment in the immediate future:

• Digital archive—off-site content disaster recovery with potential to evolve into B2B and B2C business models and new revenue streams. IBM has a proven record of providing digital archive as an outsourced and managed service.

• Production support—an extension of archive to support on-going production processes. IBM designs WAN and LAN infrastructures and works with partners to provide cloud-based production support.

• Broadcast facility resiliency—content archived to provide real-time broadcast failover in the event of a broadcast facility outage.

• High-intensity processing—clouds equipped with special high-intensity processing (grid computing) required to expedite rendering, watermarking, transcoding and encryption processing.

• Derivatives manufacturing—transcoding, encrypting, etc., and final packaging content for push or pull distribution.

• Business intelligence and analytics—a gaming cloud may generate billions of transactions in a day. There is simply no way to make sense of trends, purchasing patterns, and do forecasting without business intelligence and analytics. IBM has world-class capabilities in designing and implementing BI-based digital supply chains.

• B2B monetization—integration of content distribution processes with back-office and business intelligence processes.

Note that all of these use cases will depend heavily on the development of an enterprise and, to the extent possible, a standards-based, extra-enterprise metadata strategy. Without a sound metadata strategy implemented as early in the digital supply chain as possible, the less visible and useable digital content may become.

IBM also envisions the following future use cases in media and entertainment:

• Fully integrated B2B/B2C business models: Integration with commerce, supply chain management (SCM), enterprise resource management (ERP) and customer relationship management (CRM) systems. IBM has a global team of integration specialists who integrate enterprise, legacy, and cloud-based systems using best practices in SOA-based integration.

• Digital cinema end-to-end workflow support using cloud: Centralized ad insertion, securing the production through post-production workflow with Key Delivery Message (KDM) management for dailies and distribution to theatres.

• Real-time streaming analytics (based on IBM System S): Cloud-based capability of analyzing many inbound real-time sources of audio, video, text and metadata to support real- time business model adaptation and collaborative planning forecasting and replenishment (CPFR) processes in digital supply chain.

• Intelligent dissemination of content using push models and smart content: Clouds maintain atomic content (pre-wrapped with rights pointers) and associated metadata, as well as the analytics to target consumers.


Table 2. Media and entertainment-specific use cases and deployment models

Use Cases Sub-Industry Sub Use Cases Deployment Model(s)

Digital Archive All On-site Digital Archive Private

Off-Site Content Disaster Recovery Private

Overflow All Storage Public, Private, Hybrid

Processing Private, Hybrid

B2B Monetization All Derivatives Manufacturing Private

B2B Distribution Private

Order Fulfillment Private

High Intensity Processing TV, Studios, Games Rendering Private, Hybrid

TV, Studios, Games Transcoding/MXFwrap/ MXFunwrap Private, Hybrid

TV, Studios, Games Watermarking Private

TV, Studios, Games Encryption Private

Publishers Text Analytics Private, Hybrid

Broadcast Facility Resiliency TV Real-time Analytics (System S) Private, Hybrid

BI/Analytics All SCM, CRM, ERP integrations Private, Hybrid

Streaming Analytics TV Private

Live Events Studios, Games Private, hybrid

Digital Cinema Studios KDM Management Private

Studios Digital Dailies Private

Text Analysis Publishers Private, Hybrid

Semantic Search Publishers Private, Hybrid

B2C Distribution All Private, Hybrid

Smart Content All Private, Hybrid


Figure 5. Sub-use case off-site preservation of content

Media and entertainment-specific use cases and their deployment modelsEach use case has a likely deployment model or set of deployment models based on the level of content protection, security requirements and degree of processing required within the deployment model (Table 2).

• Private clouds are better than public clouds when tight controls are required.

• Public clouds are best when distributing massive amounts of content to consumers over the Internet is required.

• Hybrid clouds are best when content aggregation, management and distribution workflows need to be contiguous to support the digital supply chain.


Figure 6. Sub-use case off-site production support

Digital archive can be deployed equally well as an on-site, on-premises private cloud or as an off-site private cloud. Storage overflow has been implemented with great success using the public cloud model. Depending upon how custom or sophisticated the processing requirements are, high-intensity or high-performance processing can be performed in a private or a public cloud. Generally, those content processes related to content protection and usage tracking, such as encryption and watermarking, respectively, are best performed in a private cloud where strong governance and oversight are important.

Digital media archive sub-use casesIBM recommends that media companies start with their archives. Figures 5, 6, and 7 show an elaboration on this use case in the form of three sub-use cases: (1) off-site preservation, (2) off-site production support and (3) B2B monetization of content.


Figure 7. Sub-use case B2B Content Monetization


Global evolution of media cloudsIn a recent survey conducted by IBM and NHK, the national broadcaster of Japan, it was revealed that each of the 12 media companies are managing their assets and long-term archive along a roadmap or continuum that is moving from enterprise to private cloud to hybrid cloud (Figure 8). There is nothing that precludes using all three cloud deployment models at

Figure 8. Evolution of media clouds

once, however, from what we have observed in major media companies around the world, the highest priorities are digitizing content and protecting it.

Note that each deployment model has its own business models, benefits, assets, technical and business activities, and its own set of key decisions.


• Technical activities: – Digitize: New revenue models, particularly mone-tization, are based on having digital content. Even licensing models benefit from digital content since the digital master can be used to produce many identical copies for re-broadcast.

– Encrypt: Within the enterprise, encryption may or may not be used; in some cases content is encrypted since it will be sent to external B2B consumers. (An example is the AES 128-bit KDM encryption included in the digital cinema initiative specification.)

– Log/Catalog: Content cannot be located if there is no metadata associated with it. Cataloging is the more formal, information science activity associated with preserving and archiving content.

• Critical decisions: – What seasonal and cyclical peaks and variability should be taken into consideration? What are the temporary bandwidth and storage requirements that must be addressed that the current infrastructure may not be able to handle?

– What content are candidates for cloud storage? – What performance service level agreements (SLAs) are required?

– What security SLAs are required? – What content protection and/or encryption are required?

– What is the expected ROI or cost-benefit?

Enterprise deployment model• Business models:

– On-site preservation of assets – On-site production support: Pre-production research, search-browse-preview of archived content, and repurposing of preserved content.

• Benefits: – Strong control of content and systems manipulating content

– Continuity of knowledge (institutional knowledge)• Assets:

– Content is likely to be both analog and digital in the enterprise deployment model.

– New content today is likely to arrive in digital formats and be relatively easy to ingest.

– Legacy, videotape-based content, may or may not be in the process of being digitized.

– Many digital asset management (DAM) vendors provide archive-as-you-go capabilities, saving content to the archive once the content has been ingested, once finished shows have been approved to air, and while content is actually being aired; in addition, these DAM systems provide low resolution proxy generation and logging and cataloging capabilities to generate and enhance metadata.

• Business activities: – Creation of a baseline or balanced scorecard: Represents the value of the enterprise model, associated costs, including capital and operating expenses and benefits, particularly with respect to production support (pre-production research, repurposing, and so forth); degree of security and content protection, which will help provide the justification for making the transition to a cloud deployment model.

– The baseline information consists of workflow analysis, content audit and activity-based cost analysis: What do we have? How it is processed? And, how much does it cost to create content products and metadata?


Private cloud: IBM’s focusThere are really two private cloud options: outsourcing and insourcing. With outsourced, or external private, clouds are a single-tenant cloud outsourced to a second party; internal private clouds are those run by the same entity that uses them. In the outsourced private cloud deployment model, the private cloud may be operated inside a firm’s fire wall at its data center or at the outsourcer’s facility.

IBM is focusing on providing and supporting the creation of private clouds, as well as the transition from enterprise computing models to an integrated enterprise-private cloud model. From IBM’s perspective, an IBM or IBM-supplied private cloud represents a more secure, stable, reliable, predictable and controlled environment than the public cloud environment. Gartner predicted last year that while public clouds have generated most of the media attention, on this emerging compute model most organizations will initially opt to build private clouds internally. Costs can actually go up if all a company wants to do is replace its current on-premises operations with an exact replica in the cloud. (The interest in the public cloud deployment model is being driven by a media company’s ability to manage variable work loads over short time periods without incurring additional capital expense.)

Figure 9. Private cloud


• Business models: – Off-site preservation/disaster recovery: Copies of digital masters are stored off-site or in a separate physical location from digital masters for business continuity.

– Off-site production support: Off-site pre-production research using search-browse of metadata, preview of low resolution proxies of archived content, and repurposing of (on-site or off-site) preserved content.

• Benefits – Strong protection of content and systems manipulating content since this is a closed environment

– Reduction of capital expenses/fixed costs, as well as some operating costs

• Assets: – Off-site copies of digital assets: Bit-for-bit identical copies of digital assets stored off-site, perhaps, originally for disaster recovery and for B2B, and later for generation of packaged digital derivatives for multi-channel distribution.

– Low resolution proxies: Low bitrate video proxies that enable enterprise users, such as producers and editors, and external users, such as B2B business partners, to search the digital content inventory.

– Metadata: Metadata must be associated with content whether the content is on the enterprise premises or in the cloud. Metadata repositories may be replicated between enterprise and cloud deployment models.

• Business activities: – Cloud readiness assessment or private cloud business case: Readiness means mapping out the business or functional components of the enterprise, identifying which components are candidates for the cloud based on lowering storage costs and processing costs (few servers required in the enterprise), as well as economies of scale, in general. As mentioned before, cost savings are not assured with cloud computing.

– Risk assessment: Assess security, reliability and content protection provided by the cloud.

• Technical activities: – Cloud technical readiness assessment: Does the enterprise have the proper SOA stack to provide the complex integration that is required?

– Ingest-index: Technical and descriptive metadata need to be associated with the content through wrappers and/or in metadata repository.

– Transcode: If low resolution proxies are not generated by enterprise systems, they will need to be generated for the private cloud. These proxies should be lower quality than broadcast quality and optionally include visible watermarks.

– Inventory connectors/integration-as-a-service (make or buy).

– Storage assessment: Analysis for current and future storage requirements by application and user access location will provide a baseline of current storage costs, limitations, and future requirements on which to develop cloud architecture requirements.

• Critical decisions: – What content should be placed in the cloud? – What content cannot be placed in the cloud? – What metadata needs to be captured? – What latency and usage requirements drive content location?

– What are the anticipated communications costs to connect to the private cloud?

– What SLAs are required to support a private cloud?


Hybrid cloud (combined private and public cloud deployment models)

• Business models: – Multi-channel distribution of content: Three-screen distribution including licensing broadcast quality digital content (from digital copies) and monetizing derivative content (selected, segmented, transcoded, wrapped content) for broadband and mobility

• Benefits: – Strong protection of content and systems manipulating content since this is a closed environment

– Reduction of capital expenses/fixed costs, as well as some operating costs

– Potential joint venture/shared revenue opportunity with cloud provider

– Potential to accelerate content distribution and market share with only incremental costs (business intelligence features, content processing to create, stage and distribute to three screens)

– Additional revenue stream from distribution of content• Assets:

– Digital copies for licensing rebroadcast (created during “private cloud phase”)

– Derivative content (“manufactured” content—formats made to order)

– Packaged digital goods metadata—metadata associated with the derivative content (including but not limited to technical metadata, rights and descriptive metadata)

• Business activities: – Distribution business case: Consumer demand estimation. What are the competitive pressures? Is exposing content to consumers at an accelerated rate now considered to be an investment or has it reached the stage where it might be considered the cost of doing business? What are competitors doing? What should the brand be? What pricing schemes should be applied?

– Projected ROI: Identify revenue potential – Distribution pipeline: B2B partners – Rights management: Selection of digital rights management (DRM), key hosting

– E-commerce: Selection of clearinghouse

Figure 10. Hybrid cloud


– Integration strategy: Identification of candidate legacy and other external systems for integration

– Analytics/business intelligence: Necessary for understanding actual consumer demand patterns and developing a dynamic pricing strategy

• Technical activities: – Distribution formats: Required distribution specifications, formats and DRMs

– Identify required content processes – Packaged digital goods inventory connectors/integration-as-a-service (make or buy)

– Provide partner access to search-browse-preview of content

– Analytics/BI integration – Metadata transformation for export – Wrap/package content: Wrap content with metadata and rights information

– Analysis of volume variability, retrieval SLAs (latency requirements, variability with age, other attributes), on which to base private-hybrid-public cloud applicability, storage tier architecture, and location limitation requirements

• Critical decisions: – Selection of B2B partners/pipeline – Pricing strategy – DRMs: For inclusion in “manufacturing” and “packaging” processing

Summary of media cloud evolutionAs mentioned previously, despite the issues and challenges, media companies continue to adopt clouds, and the cloud provider business continues to grow and mature. Given the risks—stolen content, lost revenue, reuse of content in inappropriate ways and the potential impact on brand, the growing consensus on the part of media companies is that they must take a pragmatic, incremental approach. Here are some general recommendations to help media companies get started with cloud.

General recommendations1. Enhance digital supply chain by starting with the archive.

Digital archive is a core IBM competency. IBM has, perhaps, the longest history in the industry at designing, implementing, and integrating digital archives. Digital content and consumer demand are brought together efficiently and effectively with a strong digital supply chain strategy. A good place for media companies to start using cloud storage and services is with their archives. Media companies, which already store copies of their content off-site for disaster recovery purposes, may leverage additional revenue streams from stock footage licensing and from the manufacture of digital derivatives for multichannel distribution. IBM private clouds can provide the reliability, security, and content protection media companies expect.

2. Pilot cloud projectThe best way to learn about the issues and benefits of cloud is to use the technology. A pilot could be storing non-mission-critical content or data in a public cloud. Some have taken steps to use storage-as-a-service and platform- as-a-service for overflow purposes. For example, The New York Times used a public cloud during the 2008 presidential election for traffic overflow. It doesn’t make sense to invest in servers and storage that may never be used again.

3. Perform a security assessment. Whether one builds one’s own private cloud, signs a contract for managed services in a private cloud, or uses a public cloud, one should assess system security using both internal and external experts. IBM and other companies offer security assessments that include content protection/access/encryption/vulnerability analysis, general network and application security.


4. Learn from other industries: Retail, education and healthcare.Take advantage of the work done by the retail industry. Supply chain management, logistics and risk management processes created for manufacturing and retail can be applied to digital goods and digital supply chain management. Given declining advertising dollars and the downturn in the economy, it is not unusual to hear terms like digital supply chain management, derivative manufacturing, and B2B order/fulfillment.

5. Identify the complex integration.Not all integration work is created equally. Despite all the claims around simple integration of commercial off-the-shelf (COTS) software components and applications, expect to perform some integration work. As one looks to integrate with in-house legacy systems, especially those never designed for integration, the complexity increases. Integration of the production workflow and/or archive workflow with legacy and backend business systems—titling, rights management, ERP and CRM represent a higher level of complexity. Another layer of complexity is the integration of third-party content manufacturing processes—transcoding, aspect ratio conversion, up/down conversion, quality control and so forth. IBM recommends that media companies follow an evolutionary path and not bite off too much at once.

6. Storage assessment and strategyThe value of cloud services will be based on IT application and use requirements; volumes, including variability; and latency requirements. An analysis of enterprise storage and backup environments, coupled with a forecast of future requirements, is critical. IBM recommends a storage assessment to gain full insight into the best approaches for using cloud technology to minimize TCO and meet enterprise performance objectives and flexibility requirements.

7. Identify the optimal cloud deployment model.Each media company is unique. Therefore, first understand current costs, workflows volumes, IT architecture and security. Develop a baseline understanding and plan a transition along the continuum or evolutionary path described above.

Figure 11. Strategic analysis and cloud deployment


IBM Global Business Service cloud “get started” and “keep going” offeringsIBM has a set of Global Business Service offerings to support media companies that are considering deploying and optimizing cloud computing. A typical strategy and change engagement might look like that in Figure 12.

Similarly, depending on where a media company identifies itself on its own cloud roadmap, projects can be tailored to meet each media company’s unique set of needs from a menu of approaches and techniques. These approaches and techniques can be mixed and matched to form a very targeted engagement and executed using IBM’s proven methodology.

Figure 12. Sample strategy engagement


Cloud computing resourcesThe following information will provide good reference materials around cloud computing definitions, frameworks and security.

National Institute of Standards and Technology (NIST)http://csrc.nist.gov/groups/SNS/cloud-computing/

This website contains NIST’s definition of cloud computing and other related guidance. This definition will serve as a foundation for our upcoming publication on cloud models, architectures and deployment strategies. Computer scientists at NIST developed this draft definition in collaboration with industry and government and we expect it to evolve over time as the cloud industry and cloud technology matures.

NIST Definition of Cloud Computinghttp://csrc.nist.gov/groups/SNS/cloud-computing/ cloud-def-v15.doc

Presentation on effectively and securely using the cloud computing paradigm

European Network and Information Security Agency (ENISA)http://www.enisa.europa.eu/

ENISA is working with Network and Information Security for the EU and the Member States.

Cloud Use Case Group (associated with Open Cloud Manifesto)Read the Cloud Computing Use Cases Whitepaper

http://opencloudmanifesto.org/Cloud_Computing_Use_Cases_Whitepaper-3_0.pdf

Figure 13. NIST Cloud Definition Framework

http://csrc.nist.gov/groups/SNS/cloud-computing/

http://csrc.nist.gov/groups/SNS/cloud-computing/cloud-def-v15.doc

http://csrc.nist.gov/groups/SNS/cloud-computing/cloud-def-v15.doc

http://www.enisa.europa.eu/










IBM developerWorks® Cloud Computinghttp://www.ibm.com/developerworks/cloud/

An excellent resource for getting started in cloud computing and connecting with the cloud computing community.

FIPS 140-2 Security Requirements for Cryptographic Moduleshttp://csrc.nist.gov/publications/fips/fips140-2/fips1402.pdf

Digital Cinema Initiative, Key Delivery Message (encryption)http://www.dcimovies.com/reference/

John A. Hoehn, MS. MBA

Mr. Hoehn is currently working in the role of global SME in the Media and Entertainment (M&E) industry. During his tenure at IBM, he has provided a decade of experience in various business, management and technical roles working with premier M&E clients. He is a doctoral candidate whose dissertation topic is “How media companies make decisions to extend digital supply chains using cloud computing”.

Contributors• Peter H. Guglielmino, CTO, IBM Digital Media• Richard D. Hennessy, Client IT Architect• Jay Roston• Janet Snowdon, M&E Business Development Executive

Figure 14. Open Cloud User Group Open Cloud Framework

http://www.ibm.com/developerworks/cloud/

http://www.ibm.com/developerworks/cloud/

http://csrc.nist.gov/publications/fips/fips140-2/fips1402.pdf

http://www.dcimovies.com/reference/

© Copyright IBM Corporation 2010

IBM Corporation Somers, NY 10589 U.S.A.

Produced in the United States of America June 2010 All Rights Reserved

IBM, the IBM logo, ibm.com, BladeCenter, developerWorks , iNotes, LotusLive, System p, System Storage, and System x are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or TM), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at ibm.com/legal/copytrade.shtml.

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