Over the last few months, I have been privileged to work with a talented group of people on a new project for HBO Luck. Working together with the HBO Marketing team, Civic Entertainment Group and Live Stream, we created an application for Facebook that allowed people to become involved in the dark, seedy world of horseracing by practicing making bets on old races before accessing the real betting experience that would lead to a 6-race live Race Day event. An event that would not only be Facebook’s first live racing event, but only the second live sporting event aired over streaming video through their site.

Last night, Definition 6 hosted the PromaxBDA Emerging Media Workshop to talk about trends for 2012.  Presenters ConnectTV, Crimson Hexagon and Google+ talked about what the broadcast community needs to know as they plan for 2012, including how social TV will become more integral into programming, how data (especially social media data) will evolve and the importance for communication planning - right message, to the right audience, at the right time. 
What truly came out of the event (besides great networking and an excuse to eat pizza while drinking beer and wine) was that unified marketing is critical to the success of any brand.  Whether it's on-air content, social media or other owned media online properties, by leveraging the data we can now gather, unifiying your marketing message into the proper channels will exponentially amplify your message and increase awareness around your show, promotion, event or any other marketing objectives.

Google+ showed examples of this by using a simple story about a guy who had just visited Boston, and was asked "how was the trip?"  By Google's explanation, the answer is dependent on the person asking the question. If it was the guy's mother, his response would probably be drastically different than the answer he gives to his buddies, or even his co-workers.  This idea of the right message to the right audience and the right time, is exactly how we look at marketing and branding at Definition 6.  Our unified marketing approach is just that - leverages data to communicate brand messages appropriately to its core customers, in the proper environments and at the right time. 



Thanks again to PromaxBDA for hosting their event here at our offices!

After building a successful empire that turned the average cup of
coffee into a morning ritual for millions of loyal customers, Starbucks is attempting to extend their brand image from a morning stop to an evening hangout. Monday, the coffee giant announced they will begin offering beer and wine at four to six Atlanta-area locations, joining the ranks of a handful of stores in Seattle, Portland and soon-to-be Chicago.

My first trip to CES in Las Vegas feels more like the sandstorm that overtook Tom Cruise in Mission Impossible: it came on suddenly and I left blinded, coated with bits and pieces of silicon.



I have only begun processing the whirlwind of flashing lights called CES and though fortunate to have an opportunity to immerse myself in the future of consumer technology, those 48 hours left me with just as many questions as answers.

It's pretty cool when you get to work on a project that you know is a hit, a project that you know the client will love, and a project you know will get their fans talking.  And sharing.  But then you look at your glass and think, "Wow, this Kool-Aid is really great!" and sometimes you forget about what the people out there really think about your work.

And then your project gets listed on AdAge's Top 10 Social Media Campaigns from 2011, and you remember - yea that really WAS awesome.  And if your project was anything like our Facebook application "Immortalize Yourself" created to launch season four of HBO's hit show True Blood, then your conversations had something to do with any or all of the following: "vampires, witches, werewolves, Alan Ball, Anna Paquin, Alexander Skarsgard, Ryan Kwanten, Kristin Bauer, Deborah Ann Woll, HBO, Social Media, Facebook, complex Flash layering, detailed motion design, great creative, great script, personalization in full motion video, high availability, cloud farms, CDN's, open source, high performance where every millisecond in processing counts, and integration with multiple SaaS providers and their API's" (quoted from our CTO Paul Hernacki).



Thanks to all those folks at HBO and Definition 6 who worked on this project. And a special thanks goes to the fans - who shared this and have Immortalized Themselves and friends in countless videos over the course of this campaign.  In the end, it's all about creating content that is shareable, likeable and "tweetable." We are glad this one did.

Since season four of True Blood is over, we have moved the application from HBO's page to the Definition 6 Facebook page.  If you have not already IMMORTALIZED YOURSELF, go there today and make your video.  Share with friends.  And live on into eternity. 

Check out this video that shows some of the Definition 6 team integrated into the "IMMORTALIZE YOURSELF" Facebook Application.

On Sunday November 13, 2011 Green Week began and to help support the Green is Universal mission to raise Green awareness and effect positive change to the environment, my company built a new mobile application for iOS and Android devices, Green Square.


My team at Definition 6 was tasked to create the application that would integrate foursquare technology with a “Green” twist.

The Green Square app gives users the ability to easily spot “Green Scenes” nearby and learn site-specific "green" information about the location, or view eco-friendly tips from NBCUniversal talent.  From a user (and foursquare addict) point of view, I love the fact that I can easily see how Green my existing network of friends is, check-in to any foursquare location, and earn custom Green Badges. 

If you are a “Greenie” or an eco-savvy person you can also nominate locations to be deemed Green Scenes by the NBCU team from the app.  Of course, for my fellow foursquare addicts, you continue to earn points on your leaderboard and can keep or claim your mayorships by checking-in from Green Square.

By harnessing the power of the mobile, social, and location-based ecosystem, we were able to develop this app as a way for NBCUniversal to build a stronger, more personal connection with its audience during Green Week.

It was a great project to work on with my team at Definition 6, and the NBCUniversal team, and I’m thrilled with the way the app turned out.  In fact, I look forward to new features and functionality that may be added in future releases, taking into account the feedback and reviews we are gathering this week as more and more users download Green Square.

Take a look for yourself, download the app today for free, and see what’s “Green” near you! http://greensquare.greenisuniversal.com

The Apple IIe to my current array of Apple devices are just a few of the things my mind ran to when I heard the news of Steve Jobs passing early yesterday evening.  From an irony perspective, I was in the midst of finally upgrading my MacBook Pro to Snow Leopard so that I could go to Lion when the news came across.  I sat back and had a chance to reflect, as the disc whirred in my optical drive.

My first computer in the early 80’s was an Apple IIe.  My mother was a Math teacher at the time and she was on the forefront of the technology curve and was embarking on her own path that would turn her into a Technology Specialist.  Besides writing ‘go sub’ routines my favorite pastime in Computer Class was opening up the CPU and pulling the audio cord so we could play “Hard Hat Mack” and “LodeRunner” without the teachers knowing.  From the IIe I moved on to the Macintosh SE.   For those of you that don’t remember, that was the first ‘all in one CPU/monitor’ package, and it was fairly popular in the schools.  At this time, I was also introduced to Apple Talk and the ability to network 5 or more computers together and even add in a shared printer!

As I entered the business world I drifted away from Apple at about the same time that Jobs drifted away from Apple.  But, as my business world changed so did my ability to experience the change of Apple’s market strategy, which included Jobs re-entry to the company.

I have been an early adopter ever since.  I remember ‘spinning’ the slide wheel on that first, bulky iPod and
realized how much the world was about to change.  With each successive release it seems like I have upgraded until I moved over to the iPhone and was able to integrate my phone and audio devices together.  I was on the original list for the iPhone4 and waited in line to pick mine up on day one.  I am typing now on my MacBook Pro and am the proud owner of not just an iPad but also the new iPad2.  I have also spread the ‘Apple fever’ to my children.  My girls, 11 and 9, both have iTouch 4’s and our favorite thing to do is FaceTime at night before bed as we live a 1,000 miles apart.  That smile I get from them and the ‘live’ kiss sums up for me what the mind and spirit of what Mr. Jobs means to me.  He, and Apple, have helped ‘connect’ the world in ways that we only dreamed about less than one generation ago.

 
The above image is from www.Apple.com

Last week I attended a great interactive marketing conference in Indianapolis (and yes, got a side dish of Katy Perry while there!) Of all the things I learned about unified marketing, one of the most interesting sessions I attended was about Email Design in the Mobile Inbox Age.  The presenter was Chris Studabaker from ExactTarget.

The Definition 6 team at the Katy Perry concert from ExactTarget Connections 2011.

Chris answered the question “What is mobile email?” with the following explanation: Email + mobile.

So, you've been downsized or made redundant. But you're certainly not ready to throw in the towel.

You've been paid lots of money over the years by some big company where you learned and refined the exact skills they needed you to have in order to make their business work.

Now it's your turn to do it for yourself. But where do you start? You've always had the company to give you business cards, cell phones, laptops, desktops, probably an office or a cubicle, and maybe an assistant and an expense account.

Now it's all gone!

But it's really not if you know what to do.

The most important thing to remember is...Your Name is your Brand!

Your skills are still there and your experience has taught you how to hone them.

Here are 5 practical starting points to get your personal brand going.

1.  Register yourself as a company or a partnership (first name last name company) This is easy to do, but you may have to wait in line at City Hall for a while.

2. Get your own URL. (You can lock that down at any number of place like name.com. Own your name if you can with your first name & last name.com (joeschmoe.com). Make a basic web page (you can do that a places like use.com).  Make it simple and use your new URL as the title (JoeSchmoe.com)

3.Get your own e-Mail address appropriate to your URL. firstname@firstnamelastname.com (you can do this for your business at google Apps) (Joe@joeschmoe.com)

4.  Print business cards that are very simple. Your name, your URL, your e-mail address, and your mobile phone number

5.  Start a Facebook fan page and a Twitter Page for your company. Show links to them on your website. Make a Linkedin page and get someone to do a Wikipedia page for you.

After you have populated your sites and pages with your expertise, experiences and some examples of your work (make sure you use video), get out there and network.  

Hand out your cards, talk up what you can do for a potential client.  Get their card....and then...Follow-Up.

A great example of personal branding is the recent campaign by Matt Epstein called "Google Please Hire Me" where he created a website and a video all focused on landing a job at Google.  He even worked his personal brand into the URL playing up the double entendre of "ME" to reference his initials.



TalentZoo also released an article last week entitled, "10 Strategies to Reinvent Your Personal Brand" which outlines many of the topics I touched on above.  In fact, it even further discusses ways in which you can improve your personal brand by being a catalyst or being a source of great knowledge.  In this day and age, you need to market yourself even more to differentiate yourself from the ever-growing talent pool.

Of course you need a strategy and you must understand how to use all of these tactics...but you've got to start somewhere.

Now let's get this party started.

A few weeks ago, I shared some insights from a report I had written on Seven Conflicting Trends in Corporate Social Responsibility.

The second part of this two-part series was recently released on Vault.com.  Key topics the article touches on include rising expectations, shareholders pushing harder than ever, and supply chain engagement. Part two focuses on the increase in shared knowledge, winners arising from clear leadership, greater localization, and the trend of greater transparency/accountability and integrity.

These days, a plethora of new media opportunities—interactive, experiential, social, mobile, etc.—amplifies every action. As each company looks inward examining the corporate social responsibility strategy and tactics of the business, it must also have a greater understanding the archetypes of all screens—mobile, tablet, laptop and desktop—and develop integrated communications strategies to share their efforts and their story.

You can also read the report in full on Forbes.com.

On Monday of last week I had the (mostly) pleasurable experience of speaking on an IAB mobile advertising panel in New York. I say mostly because, technically, 10% of me burst into flames on the subway and never actually made it. 

Panels like these used to be the stuff of software geeks, carrier overlords and some gnarly, unholy combination of the two. The conversations were invariably technology focused as people scrambled to make sense of a fragmented industry growing at a bewildering pace. It took a few years longer than it should have, but at some point walled gardens, WAP decks and SOAP APIs gave way to use cases, ROI and sound design principles. 

The conversation has shifted again, and now people are beginning to contextualize mobile as part of a branding continuum, where digital, traditional and emerging media converge to tell a story that engages people in motion. Simon Bond, CMO of BBDO, pointed to a study his firm had done which found people are more likely to wake up and reach for their mobile device rather than their lover (or themselves, for that matter). Razorfish is doing really ground-breaking stuff in mobile advertising, working with publishers and networks to create dyanmic new ad models. Michael Collins of Joule talked about how the metrics mobile provide are on par with - even exceeding in many cases - the analytics available on the desktop web. 

At Definition 6 we are bringing serious innovation to our mobile clients. From mobile websites that predict behavior and present contextualized experiences, to mobile marketing applications that leverage unique combinations of variables like speed, distance, orientation and time of day, we are helping our clients deploy mobile marketing strategies that transform their businesses.

Check it out:
 


It begs the question - how is your firm using mobile marketing and advertising to build your brand? If you aren't, somebody else is. 

It seems that everywhere I turn, Americans are going green: Recycling cans and bottles, carpooling with friends and co-workers, and using reusable cloth bags. As someone who has carried cloth bags for over two decades, the change in mindset fascinates me.

For some it is a concern for the next generation, while others are frustrated over the rising cost of raw materials and food (remember when ice cream came in half gallons, not pints). As the world’s population approaches 7 Billion (ETA October 31, 2011) I wondered what are America’s largest corporations doing to address who they are and what they do through a lens of corporate responsibility and sustainability?

As big as annual reports were in the 80’s and 90’s, we are entering the age of the CSR. And though integrated reports may eventually replace annual reports, 52 percent of Fortune 100 Companies included statements of Corporate Social Responsibility (CSR) in their 2010 annual reports and 10-K.  The push for non-financial reporting comes from a combination of the current economic environment, public demand for transparency, the rise of social media, website integration and third-party verification.

In my two-part series on Vault.com, I discuss – and analyze - seven main trends that impact every company going forward, whether they already report on non-financial goals, or continue to put it off for a variety of reasons, but mostly, for fear.

Check out: Seven Conflicting Trends

I like Google+. +1.
 
It’s interesting to see how many people are almost afraid to say so, stick their neck out, or venture to say this is going to make it. I’m guessing this is mostly because they scrambled to praise Google Wave, and Google Buzz and were later proven wrong. And they were still recovering from Marketer’s PTSD from their ventures into Second Life.
 
But I’m willing to say I think Google+ will be a hit.  

There are so many thinks I disLike and -1 about Facebook: their abhorrent privacy practices, the way they try to decide who my friends are and whose posts I should see, the way they make control over selective posting difficult (the big difference with how Google implemented Circles is usability), the way they make grouping people difficult, their immature handling of API updates, their authoritarian control over brand flexibility on their site, the minimal real estate they offer brands while still applying extensive limitations on use, the fact they insist on it being a destination site instead of an integrated part of your overall web experience, and the fact that I simply don’t trust them. Using Facebook and developing for it feels like a massive step backward in time to the days of AOL and Prodigy.
 
Google+ definitely has a lot of room for growth and improvement. But there’s so much to like. I love having a do-over on my friends list, there are many people I didn’t Friend because I barely knew them but I would connect with them on Google+ and just put them in the circle I felt comfortable with. I love the ease of control over friend/follower categorization and the ease and obviousness of selective posting. I love the ease of export and that it’s termed Data Liberation and Google Takeout, the ease of Circle views is awesome, the very free form posting ability, the fact they have made it an integrated part of your web experience, and not just a destination site with Like buttons funneling to it.  Mashable published a great cheat sheet for Google+ that you can check out, too.
 
It needs a Wall, an iPhone app, and maybe a few Profile improvements. I really want a hashtag equivalent. Lots of work to do on how brands can use it to engage their audiences. Really the main misses in Google+ are what they haven’t yet done but could easily do, what they have implemented I really like.  It lools like a lot of the stuff is already in the works, too as seen on Geek.com article.
 
I have big and pretty well founded hopes that they will be far better about how they handle API updates and major changes for those of us that want to develop for their platform. I believe they will be far more flexible about how they allow brands to build in and around their platform or just incorporate it into theirs. That alone will keep me hoping this makes it. And I think this could be a major Trojan horse for expansion of Android and Chrome market share.
 
I think Facebook will be around and competing for a good while and will remain very relevant. They’ve gained too much market share and mindshare and too many users to just go away. But I think they have a very real competitor. By contrast, you don’t hear Twitter users constantly pleading for a new Twitter or a Twitter competitor. But you hear it all the time from users of Facebook. That’s not a good position to be in, especially when someone the size and caliber of Google actually releases something that’s pretty equivalent and compelling.
 

It's not every day you have the opportunity to work on something that screams cool from almost every aspect. Let me see if I can summarize this particular opportunity: vampires, witches, werewolves, Alan Ball, Anna Paquin, Alexander Skarsgard, Ryan Kwanten, Kristin Bauer, Deborah Ann Woll, HBO, Social Media, Facebook, complex Flash layering, detailed motion design, great creative, great script, personalization in full motion video, high availability, cloud farms, CDN's, open source, high performance where every millisecond in processing counts, and integration with multiple SaaS providers and their API's. 

That pretty much describes what Definition 6 recently had the opportunity to work on and launch with the hit HBO show True Blood that premieres season 4 this Sunday, June 26th. We helped them launch a Facebook application called IMMORTALIZE YOURSELF that takes a piece filmed exclusively for this purpose featuring many of the famous cast as a bridge between season 3 and season 4 and using Facebook connect you'll find you and your Facebook friends are a part of the video. Some go missing, others apply to be Fangtasia dancers, and you get to be an assassin. You're all featured in the show's famous credits and opening. And when it's all over you can re-do the whole thing but pick which friends you want to be in which roles. And while the concept of using a bespoke video with social aspects may not be entirely new or unique, I feel pretty safe in saying that the level of detail we achieved in the personalization is pretty rare. Everything looks far more a natural part of the video than almost anything done previously. A lot of love went into that effort. The same goes for attention to detail in the performance of the application for something involving so much Flash, video and detailed interactions.

Plus it's just cool. It's also pretty rare in this business to do something that achieves a 99.9% positive sentiment rating with less than 0.05% technical failures in application delivery. You can check it out for real yourself here. And you can see an example of one of the videos below, this one featuring many of the team members at Definition 6 that worked on this project.

And as an added benefit, I and many of the team members had about 45 days to immerse ourselves in the brand by watching 3 seasons of a show with brilliant dialogue, and a great story that's chock full of fantastic effects, great actors, and plenty of hot vampire sex.

Our thanks to a great client. The True Blood team wrote a great script, and all the video production work and editing was done by HBO Creative Services. As always the cast and crew of True Blood were fantastic in their performances. The marketing team at HBO continues to push the edge with great ideas and non-traditional campaigns. What they have done on True Blood previously and with this piece shows how they combine innovative thinking with creative brand authenticity.

We're lucky at Definition 6 to enjoy a long-standing relationship with HBO, spear-headed by the Managing Partner of our Post-Production division, Rob Ortiz, who has been working with HBO for over 25 years. Rob, our team at Definition 6, and the great Creative Services team at HBO, especially Becca Schader, Chris Denniston and Chris Spencer, all combined to concept, POC, flush out the idea, and drive this piece with Marketing and Interactive. It's fantastic working with people like these who continue to show they are thinking well beyond the traditional 30-second spot on how to engage fans and grow audiences in a rapidly changing landscape. True Blood is rapidly approaching 8 Million fans on Facebook, and it's pieces like this that can change how you reach and interact with those fans.

Waiting Sucks. So go check out the app. And don't miss the season premiere this Sunday on HBO, 9PM EST.

Earlier this week, I attended the BrightcovePLAY Conference in Boston. If you know anything about Brightcove, you know they have something to do with online video. As such, the conference talked a lot about online video, and I’m about to do a little of the same.

We’re going to do a fairly quick, informal poll. Raise your hand if you watch online video? Ok, keep your hand up if you have a smartphone or tablet device? And hands still up, how many of you watch video content from your smartphone or tablet device? Yep, that’s what I thought.

Current statistics state that online video accounts for 50% of all traffic on the internet (which makes sense, considering YouTube is the number two most-used search engine after Google). Those same statistics say that 25 million Americans watching online video also do so from their smartphone or tablet device. Consider this: In 2010, 31% of people own a smartphone, which is up from 23% in 2009. Currently, 8% of the American population owns some type of tablet device, and that is expected to jump to 27% in the next year as more companies release their versions across different operating systems.

So what does this tell us? It tells us that online video, particularly mobile video, is becoming increasingly important for video content generators. Fairly obvious, given the statistics I threw out, right? (Let’s hope so.)

It is no longer a matter of “I want to watch X when I get home”; it is “I want to watch X on my nearest screen.” It doesn’t matter if your nearest screen is a smartphone, tablet, PC or even TV – either way, people are transitioning from delayed gratification of watching when and where media is being pushed to them, but rather instant gratification of watching when and where they are pulling media to their (mobile) devices.

As a content-generator, that means you must work to limit or (even better) remove any barriers that keeps the user from getting to the desired content -- your content. Your mobile content.

Some things to consider: Does your site only render video in Flash? If so, that means you’re missing the nearly 25% of smartphone users that own an Apple iPhone and 75% of the tablet users on an iPad – I don’t know about you, but that doesn’t exactly scream “edge case” to me.

Is your site optimized to be mobile-friendly? Easy to navigate with touch-screen controls? Adaptive bitrate streaming so you deliver the best quality video no matter if the user is on a 3G network or connected to a Wi-Fi hotspot?

This doesn’t mean that you have to change your desktop website experience that was built with a specific experience in mind. It means you can't just expect users to navigate your site as-is from their mobile device. Nor can you create one mobile version and expect it to work on all devices – different operating systems, different screen sizes, and different purpose.

I know, you’re starting to grab your calculator and your eyes are bugging out about how much that is all going to cost. Customization gets expensive. But what is more expensive? Losing out on your target demographic because your mobile experience is cumbersome or not available at all. (And there are great options available for customizing content for mobile devices – Brightcove just launched their new AppCloud platform this week.)

Bottom line? If your video content is not available when and where your viewers want to consume it, and if you don’t make it easy for them to do so, you lose the opportunity. Which means lost revenue.

The phrase "the more things change, the more they stay the same" has been on my mind lately. Computers have become such a part of our lives that we can’t imagine life without them. Just a few years ago it wasn’t uncommon to hear that Blackberrys called "Crack-berrys," referring to the addictive nature of having email readily accessible. Today we even have a thing called "Computer Addiction" that people can get treatment for.  The children coming of age in this era they are the most informational connected generation we have seen.  Considering the architecture changes, the changing expectations, and rate of adoption the future definitely has a more interactive and mobile look to it from a computing perspective.

I recently read where mobile devices have outsold traditional computers for the first time in the 4^th quarter of 2010. Apple has been reporting sales growth while companies like Microsoft, Intel, and other companies are reporting lower than expected returns for the same period. With certain product releases coming in 2011 the anticipation is the sales trend will only continue to grow the gap.  As we see the sales trends change and more companies trying to capitalize we look to anticipate its direction and build products viable for today’s market and tomorrows.

To anticipate the direction we can start by focusing on a brief history of the mobile devices. Consider that Microsoft was an early player in this market. Compaq iPaq’s, HP Jornada’s, and others were touted as Pocket PC’s. Toshiba had one of the first tablet PC’s I remember. It even had a built in camera but the unit was very heavy. Microsoft envisioned "smart devices" and for a while had produced marketing as such. I remember they envisioned the device could be replaced and your configuration auto-magically restored. They had great vision and they dominated the early market. But while they were an early endorser and participant in the mobile field a couple of miss-steps and lack of innovation later they were behind.

It’s arguable that widespread adoption started to change with the acceptance of the Blackberry. Users were getting email connecting in ways they really hadn’t before. It wasn’t long before next up were the expectation to be able to review attachments to email. Having the internet on a mobile device wasn’t far behind that and the expectations began to speed up.  Why? because the adoption rate improved. Users saw immediate value in the functionality of these devices. But devices had different purposes. Blackberry’s did email while pocket pc’s handled calendars and other basic functionality.  I remember at one point having so many devices I felt like a techno-nerd version of Batman. While this was going on Apple envisioned the iPhone. Apple developed the iPhone in quiet and when they released it changed the market.  The change was significant enough that the carrier they worked with to support the device was overwhelmed for a time with new customers. It seemed like overnight they met and exceeded user expectations, and made a giant leap forward. Others began to follow the trend.  

User interface expectations are certainly being affected by changing expectations. How long did companies toy with keyboards until the iPhone changed the game with the popularity of its touch interface? A touch interface for a mobile phone had not been accepted until then.  Apple tried to compensate for users comfort by adding "clicking" sounds to the iPhone. But the hardware wasn’t the only innovative aspect. They innovated software are delivery as well.

The layout of the Apps wasn’t entirely new. Icon short cuts on a desktop have been around in the Mac and Windows worlds for years but the operation or implementation around the apps was. Users were able to use the devices to quickly check what they deemed the most important things.   Another expectation is the speed that these devices are expected to operate at. Long load times are not acceptable.  In addition to load times connectivity has become a key factor as well, a key contributor to the onslaught of the battling ‘G’ advertisements and related devices.  

Delivery handled through iTunes and working directly with the Apple company remains the only way to deploy applications. With the combination of hardware, software and deployment the entire platform was innovative and users liked it.

With a great rate of adoption and renewed interest in the market other players have been working to be more competitive in this market. For example, the Droid and Microsoft’s Metro concepts are two emerging or re-emerging market competitors.  With all the various players history in some ways begins to repeat itself. As they have gained more market share and their sales increased as well technical complexities re-emerge.

We still have a familiar challenge though, remember the old Mac vs PC days? Well we are there with mobile. We see different operating systems, different carriers, lack of interoperability and different devices. Consider that Adobe’s flash won’t run on iPhones. These types of complexity have a strong feeling of déjà vu for some of us. Only now we have added the extra complexity of Different networks carry different devices and different operating systems.

The innovations in both the hardware and software will continue in the space Apple has defined for a while. We are also seeing a repeat of some of the same hardware and operating system issues that have plagued IT for years.  What is different is that the adoption rate is continuing to grow. Watching over the last several months I see more executives and other carrying tablet PCs to meetings instead of the traditional notepad.  

Innovative development on the mobile platform will remain costly in some respects. Developing for multiple operating systems and different devices presents many challenges. What’s different today is that there is more of a drive than in years past to build these solutions. There are and will be tools that enable development for devices as well as across multiple platforms. However, those tools will have limitations and it will be a challenge to truly innovate through them. While working in the native system means developing different code for the same app to work on the different systems. Architecting a solution in mobile has to take into account the various considerations. Companies have to decide if they want the expense of creating an innovative app for the mobile platform or just have an app for the platform. This has a significant cost difference especially if the app has to be deployed to multiple devices.  

As customers decide their goals and directions in the mobile space it will be important for architects to use the tools available to them. The use of design patterns and object oriented techniques will be of paramount importance going forward for the software side of solution.  Creating a scalable solution for the growing functionality needs of mobile users will be critical. Considering that the hardware of the PC has evolved at a much slower pace scalability will have additional challenges in the mobile platform.

Creating a scalable solution is more challenging with the frequent release of devices and the secrecy surrounding them. Many of the tools on a mobile device have been tools available on a traditional PC. Going forward the hardware is starting to move into truly new areas.  For example, talk of the iPhone 5 and the capability of it having Near Field Communication capabilities have been going on for months. Talk has already started about functionality of the iPhone 6. Architects will be able to help customers prepare for not only the next deployment but the one after that.

The mobile environment is a market that companies cannot continue to avoid as it has passed the tipping point of adoption. But those same companies have to realize where mobile is in it maturity. Companies will not be able to build an app, deploy it, and then forget it. These apps are living in an every changing world and will need maintenance to continue operating effectively.  The architectures supporting the apps and contained within the apps must be able to scale to meet these needs.

The mobile environment is changing frequently and stepping forward in leaps we haven’t seen in a while. Developing solutions for customers means considering all the factors and leading them to understand the environment. Bobby Knight is probably as polarizing a figure in college basketball as there is. For all the negative about him later in his career, he is regarded as a great teacher of the game. It’s one of those lessons that really apply here. He said, I am paraphrasing, "we have to focus, by focusing it allows us to notice trends, recognizing trends allows us to anticipate, and that leads to action."

 

Designing systems, interfaces, back end engines, databases and other system related items takes a blend of creative and technical acumen. IT professionals love to solve problems with their blended skill sets. When an algorithm is developed we sometimes even share those ideas and algorithms so it can help other systems. One case in point is my colleague Jon Taylor’s recent blog about the Observer pattern and .net event models. (Check it out of you haven’t yet-great information.) Design patterns in themselves are previous solutions that give us a solid base to develop a new algorithm from. But how many times and in how many ways have we overdesigned something?

I remember a bad decision I made at the beginning of my career in overdesign. A customer wanted a backward compatible query building wizard for their staff to use that had little technical knowledge or database understanding. However, the trick was the ‘management’ staff consistently wanted to ‘adjust’ database table and field names. The data in them wouldn’t change but the name needed to change. They were adamant about this. In coming up with a design we looked at using SQL Server ID numbers to store. This way we could recreate the same query with new names and we wouldn’t have backward compatibility issues. When built it worked great everyone had what they needed. Until a new version of SQL Server came out that instead of updating table names dropped them and re-created them. Slap the forehead time. I didn’t consider the impact or fragility change would have on the system. I focused on one direction to much.

Instead of looking to a simpler solution I went to a more complex one, or better said as an overdesigned one. I have never forgotten that lesson and I find all kinds of ways to apply it. Over the years this has turned into a philosophy and phrase ‘evolution not revolution’. Revolution is not limited to overdesigning the back end system it could be overdesigning any part of the system. In this context the concept of revolution for change is a bad one. Some of the aspects of revolution I am referring to are the destructive nature, the amount of change that has be absorbed, what can’t be changed back and the time to adjust to the changes. When your users are feeling the impact of a system revolution is this a good thing? What causes them to feel that?

 We aren’t talking about users feelings at the deployment of a system. We are talking about the users feelings over time. One example, I heard company say they couldn’t adjust the size of a banner frame for their customer because they had built it custom. It would take to many hours to change. That small issue was the start for the customer losing faith in the product and the team that created it. Eventually that team lost the business. Why? They created a revolutionary new banner frame that was great. But when the customer needed change they couldn’t accommodate efficiently and cost effectively.

When architecting we have to be able to break down a system to its critical components and work forward. We have to keep in mind that the parts of our systems need to evolve and grow. To best serve our customers we have to be diligent in evaluating if our design is evolutionary or revolutionary. Thinking of the quote ‘an ounce of prevention is worth a pound of cure’ what are some simple ways to prevent overdesign. Collaborate; working alone in a vacuum is not always a great way to a solution. One of the reasons collaboration is such a great tool for teams is someone is always looking for a simpler way. If you aren’t working with a team or before you review with the team, ask yourself am I designing to the requirements or am I trying to add value. Sometimes in trying to add value we get so excited about what the system could do we forget that the customer may have never wanted that.

Prevention begins early in the process. Understanding the workflows and business processes associated with a system is critical. Architects, testers, developers, and customers all need to be on the same page. In gathering requirements we have to dig to the deeper process to design a quality system. With an understanding of the business processes, the entire development process begins from requirements on down reflect the beginning is a base.

Realize that for many systems that have heavy interaction, users need time with the system. This is important because I am frequently surprised with the direction a customer will drive a solution over time. It is so important to consider this during design as well as critical to take the time to design. It surprises me that even today how many developers and team almost go straight to code.  Take the time to focus on the base and look for evolution. For architects and developers design patterns are great if it fits and gives your customer what they need. Consider that the only constant is change. Do you really need that whiz bang new pattern or will something simpler work better?  

Create a system that can evolve with the customers’ needs over time not revolutionize today forgetting about tomorrow.

A common refrain in IT is to "begin with the end in mind." It is one of those refrains that has been repeated so many times that it quickly becomes ignored. For systems that collect data, "the end" may be very complicated. Some data collected can be presented in reports and that is sufficient. Reporting is such an easily understood term and used so frequently it often hides complexity. It’s in that complexity that frustration for system engineers and customers alike begins.  Because of that, complexity reporting is often not a cost effective means for exploring data. Complex reports can take a significant amount of time, (translate that to cost), in order to complete.  When users are looking at the data to see what trends or interesting anomalies appear, reports just aren’t efficient. We begin by recognizing that "the end" can be as complex a system as the front end collection system.

Architecting an analysis system can comprise many parts ans some of the most overlooked and underutilized are OLAP tools (Online Analytical Processing). As such, optimizing those tools and working with users to capture the areas the tool needs to work with are important.  It’s that OLAP part of an analysis system that we begin to explore in a bit more detail.

So to begin working with OLAP, two terms will immediately need to be understood--dimension and measure. Working off of a graph diagram is the best explanation to start with. Looking at Figure 1, notice the X–axis of the graph. In OLAP, that axis will be called a "dimension". The calculation that occurs at each notch in the access is called a "measure".  That in mind, figure 1 shows location as the dimension and debt amount as the measure.

 

Figure 1.

Using the same basic graph model, imagine that we add a new dimension debt type. So now the intersection that points between the dimensions debt type and location show our debt amount measure. The great thing about OLAP tools is that depending on the particular tool, they can look at many measures at the same time, can flatten a dimension out, and look at all of one and a particular point or notch on another dimension. So, why are they called cubes?

 Figure 2 shows the addition of the Calendar dimension, essentially time limited to the granularity level of day. With that dimension our graphical representation now resembles a cube, hence the name. While graphically we can only represent 3 dimensions clearly and easily, an OLAP system can represent hundreds of dimensions.

  

Figure 2.

OLAP tools provide different types of interfaces that allow users to simply drag, drop and click to explore data. Some tools like SAS Enterprise Guide can even graph dynamically while the user is exploring. Robust tools like this provide a good user experience and enhances the analysis system. Many systems like SQL Analysis Services connects directly to SQL Reporting services, allowing for reports to be built quickly and easily in addition to the normal canned reports. So, what does an architect need to consider with a basic understanding of what OLAP does for users?

An OLAP system basically represents hundreds or thousands, depending on the number of dimensions and measures, of queries working against the data simultaneously.  In processing, systems like SQL Analysis server offer different processing options to do as many pre-calculations as possible. These processing options are HOLAP, MOLAP, and ROLAP, but let’s not get into the weeds. What we need to know is that the system is going to perform some level of pre-processing and store that pre-processing. To do that pre-processing, and for that matter, processing, there are data structure designs that work more efficiently with OLAP. Some will refer to these models as Star and Snowflake patterns. What architects need to look at is that the data model for the collection may be differently optimized. Don’t get into discussions of normalization here, as it doesn’t apply. Both the data models can be normalized but still not be optimized for their working intent. Normalization does equal optimization for all cases.

Looking at figure 3, the data model shows a table labeled with the prefix "fact." The fact table in an OLAP model is where the values to calculate measures are usually stored. Keep in mind that a measure is an individual calculation and the facts are the values that enable those calculations. To help the OLAP system work, a group of foreign keys relate out to the tables with the prefix "dim." The dim tables may be single tables as represented with the debt type. Or they may be hierarchal as represented with the Calendar dimension.

Figure 3.

What creating a database model like this allows for is the OLAP engine to process quicker. Creating this model may result in ETL routines being created, which is a benefit, as dimension data can be transformed from being collected one way to another in the OLAP data model. This provides even more flexibility towards what we can represent, as well as interjecting new considerations. How often do we move the data? Do we copy the data or do we move it? An analysis system has to consider all of these options.

OLAP can also be a data source for the front end interface and provide new dashboards and functionality to the collection interface as well. Visual Studio.net for example, has quite a few capabilities in this area that will be in another blog coming soon. Getting back, this allows analysis systems the capability of being an integrated system in new ways with the collection system.

If you see the value of OLAP, look at it as another tool for the analysis system. Yes, it can be a replacement for some reports. However, a solution will still include canned reports, as we are always going to need those.  A full analysis system is going to have more components to it and be fully thought out. With this end in mind, if you were to design the exploration, reporting, queries, and analysis you want a system to provide, how different would the collection system be?

Many systems are designed from the point of view of the collection system. After all, that’s what most users will see and work with. So we focus there. Only later to realize we want to analyze data and we have the wrong level of granularity or we are missing a variable. Many know that the cost and time increase significantly when changing a constructed system versus at design time. Have you considered what the cost is of building the systems in the wrong order? Is the tail wagging the dog?

Many application development companies regadless of web development or windows development want or need to implement search functionality. However, it is a commonly underestimated function and it continues to evolve over time. Interestingly users want search to have minimal to no interaction while having a maximum result. With data and collection systems becoming more and more complex this becomes and increasingly difficult challenge. I remember a system I was architecting for a customer where the customer wanted to enter a DNA result that consisted of an 800 to 1600 character string into a web application and have it search a database using an algorithm providing scored search results. The customer was convinced that a basic desktop machine would act as a server and be able to conduct the search against a large database efficiently. The production architecture needed to support the customers’ performance requirements was a High Performance Computing hardware environment.  Like many customers they didn’t understand the complexity of certain functions. Thinking through this topic recently had me researching how functions in systems and their architectures evolved.

Architecting a system today has many facets, and search certainly is a prominent one. Searching for information is not a new concept but a heavily evolving one. Once computers evolved beyond just basic mathematics and started capturing, storing and manipulating other data the need for search began. Early systems collected data that was somewhat structured in files and databases. Search functions found data quickly within those structures. With the development of relational databases and more complex data capture search the tools for search had to grow. Also the acceptance and use of computers was growing and more and more.
Architecting search within a system has consistently had to recognize simultaneous evolutions. Database tools added the ability to index tables to help search perform better. Search appliances like Wizards emerged for more technically savvy users to pull data from a data source. Multiple levels of searching complexity were emerging. While these searches largely dealt with structured data stored in systems, at the same time this evolution was occurring what cannot be ignored is the emergence of the internet and its impact on search. 

Early on companies like Yahoo profited on the simple concept of locating content. While this wasn’t structure data as in databases internet standards of things like meta-tag’s and other items made it possible for users to find content early on. Searching on the internet allowed users to enter terms and content related to those terms would be returned. Later companies like Google would improve the algorithms and set that industries standard for a time. E-commerce companies were also integrating user shopper experiences with search as a means of driving revenue. So while a user shopped for shoes, related items and previous shopping items would appear in the links and advertising throughout the system. While the motives were different the capture of information and providing relevant data back is essentially an implied search. The evolution of the internet and its potential was impacting local systems.

Users’ expectations were changing as the interaction was to enter in a few terms and that brought back content they wanted to see. At the same time computers continued advancing in hardware and use. Pictures, Videos, art, music files evolved to become more common to be stored on systems. In fact digital has become so big that companies like Kodak have stopped producing film based cameras. Users have embraced and ran with the lower cost and portability of digital media. This new media has presented a new challenge and forced search to evolve in multiple ways again.

Architects and systems were faced with growing use for search.  Users were searching as an exploratory exercise as more complex data and more types of data were being captured. Allowing for the advancement of tools like Online Analytical Processing (OLAP) and reporting tools. Users weren’t looking for specific data as much as looking to see what trends might appear in the data. These tools while technically complex have easy to use interfaces that allow users to review and analyze data. The complexity lies in the architecture and backend. The emergence and development of these tools was a move from appliance parts of a system to search to a full blown system of its own.

Users now expect applications to be able to search both structured and unstructured data. They want to give as little information as possible and quickly find very relevant search results. Algorithms and techniques for searching continue to advance because they must--including incorporating e-commerce like changes in the system and having subtle changes help the customer get to the results they want more quickly. One of the many reasons unstructured data evolved was not only digital media but mobile devices.

This latest evolution has occurred simultaneously with the acceptance of mobile devices. Now users have a high level of portability and connectivity to data. These mobile tools work quickly using touch screen technology and other key changes that impact the user experience for working with data. This has resulted in a need for better performance and system architectures that incorporate different devices, connectivity, and desired results.

Today’s cutting edge searches involve grabbing information from a part of a picture and searching for related information. Searches that work from audio files or live audio and provide related information quickly on portable devices is another technology that has been developed. Users want more with less required of them, resulting in more complex algorithms and models for searching.

Successfully architecting a system means taking a lot of factors into consideration. A successful solution can't overlook what the implementation's search functionality has within an enterprise system. Architecting search as a part of a system today means taking many factors into account. Understanding the user’s expectations and desired results has become critical to the successful use of a system. What devices are targeted for use, what is the complexity of the data, what type of data, and other questions like these are all key to get answered to develop a successful search system. Working with customers to identify the business rules that lead to implicit and explicit searches is important as systems more and more are expected to show relevant data.