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26 May 2021: Google has introduced Datasteam, which the vendor defines as a “change data capture and replication service”. In short, the service allows changes in one data source to be replicated to other data sources in near real time. The service currently connects with Oracle and MySQL databases and a slew of Google Cloud services, including BigQuery, Cloud SQL, Cloud Storage, Spanner, and so forth.

Uses for such a service include: updating a data lake or similar repository with data being added to a production database, keeping disparate databases of different types in sync, consolidating global organisation information back to a central repository.

Datastream is based on Cloud functions - or serverless - architecture. This is significant, as it allows for scale-independent integration.

Why it’s Important

Ingesting data scale into Cloud-based data lakes is a challenge and can be costly. Even simple ingestion where data requires little in the way of transformation can be costly when run through a full ETL service. By leveraging serverless functions, Datastream has the potential to significantly lower the cost and improve performance of bringing large volumes of rapidly changing data into a data lake (or an SQL database which is being used as a pseudo data lake). 

Using serverless to improve the performance and economics of large scale data ingestion is not a new approach. IBRS interviewed the architecture of a major global streaming service in 2017 regarding how they moved from an integration platform to leveraging AWS Kinesis data pipelines and hand-coded serverless functions, and to achieve more or less the same thing that Google Datastream is providing. 

As organisations migrate to Cloud analytics, the ability to rapidly replicate large data sets will grow. Serverless architecture will emerge as an important pattern.

Who’s impacted

  • Analytics architecture leads
  • Integration teams
  • Enterprise architecture teams

What’s Next?

Become familiar with the potential to use serverless / cloud function as a ‘glue’ within your organisation’s Cloud architecture. 

Look for opportunities to leverage serverless when designing your organisations next analytics platform. 

Related IBRS Advisory

  1. Serverless Programming: Should your software development teams be exploring it?
  2. VENDORiQ: Google introduces Database Migration Service

The Latest

26 May 2021: Talend, a big data, analytics and integration vendor, has received ISO 27001:2013 and 27701:2019 certifications. According to the Talend, they are the only big data/integration vendor with this level of certification.  

Why it’s Important

IBRS has observed that even the most security focused organisations often overlook their big data integration and ETL (extract, transform, load) when it comes to assessing business risk. For example, when Microsoft launched its protected Azure services in Canberra, many of the Azure analytics capabilities, such as its machine learning services, were excluded from the platform.

The data being ingested into data lakes, be they on-premises or in the Cloud, will include private information on clients, staff or citizens, and possibly sensitive financial data. But more significantly, taken as an aggregate, this information contains patterns and insights that cyber criminals and state actors may leverage for further attacks.  The value of analysing data at scale to an organisation is just as valuable to criminals.

Who’s impacted

  • Business analytics architecture specialists
  • CISO 
  • Security teams

What’s Next?

Start by reviewing the sensitivity of information moving to the data analytics platform. Such information would be reviewed against the organisation's existing data governance and data classification framework.

Next, review the process of how sensitive information is ingested, manipulated, stored and accessed within the organisation’s analytics platform. Be sure to pay attention to ETL processes: both the technologies and processes involved. 

Finally, review the third-party (vendor) supply chain for all platforms and services involved in data analytics.

Related IBRS Advisory

  1. How does your organisation manage cyber supply chain risk?
  2. IBRSiQ: Risk assessment services and the dark web
  3. VENDORiQ: SolarWinds Incident

Contract management can be more than just record keeping. When done well, it can enable organisations to explore the best ways to optimise their investments when conditions change.

This capability proved essential for the Australian government when COVID-19 hit, with investments in all manner of services and infrastructure being needed almost overnight.

IBRS interviews ZEN Enterprise, an Australian niche contract management solution vendor, and the contract manager from a large Australian agency to tease out the benefits and challenges of advanced contract management in an age of rapid change.

Conclusion

The deployment of machine learning (ML) solutions across a broad range of industries is rising rapidly. While most organisations will benefit from the adoption of ML solutions, ML’s capabilities come at a cost and many projects risk failure. Deployment of ML solutions needs to be carefully planned to ensure success, to minimise cost and time, but also to deliver tangible results and assist decision-making.

Conclusion

With the growth of dependence on ICT for business to perform effectively, many organisations have increased risk associated with the ability of ICT to provide service continuity. ICT downtime means business is negatively impacted. Many organisations believe the DRP is a problem that is ICTs to solve. Whilst ICT will lead the planning and do a lot of the heavy lifting when a disaster occurs, it can only be successful with the assistance and collaboration of its business partners. It will be the business that sets the priorities for restoration and accepts the risk.

Both business and ICT need to be comfortable that the disaster recovery (DR) plan has been verified to ensure a reasonable expectation that recovery will be successful.

Conclusion

Low-code solutions expand the entry-level for application development by enabling non-developers (a.k.a. citizen developers) and developers alike to create applications visually. Low-code platform solutions allow citizen developers to develop applications using WYSIWYG tools to create functional prototypes of applications that digitise special – often narrowly defined – business processes. This can be highly disruptive without clear policies (see ‘Non-techies Are Taking Over Your Developers’ Jobs – Dealing with the Fallout’). In addition, to avoid the Microsoft access problem of creating fragmented applications and processes, the ICT group needs to be involved in the selection of a low-code platform that provides not only eforms and workflow capabilities, but also governance features to avoid the chaos that can ensue from unfettered development.

Low-code platforms can be viewed as offering a spectrum of capabilities, as detailed in ‘How to Succeed with Eforms Part 1: Understand the Need'. To provide a smooth transition along the spectrum of development capabilities, organisations may either:

  • introduce a second developer-focused low-code platform, since many citizen-developer-focused solutions have insufficient capabilities for developers.
  • adopt a single, low-code platform that provides both the simplicity needed for citizen developers and the power needed for developers.

Conclusion: Two key supporting artefacts in the creation of pragmatic incident response plans are the incident response action flow chart and the severity assessment table. Take time to develop, verify and test these artefacts and they will be greatly appreciated in aiding an orderly and efficient invoking of the DRP/BCP and restoration activities.

Conclusion: The potential, and corresponding increased expectations of, modern CRM is causing many organisations to re-evaluate their existing CRM solution (or multiple solutions) with a CRM migration.

The decision to migrate to a new CRM solution should not be taken lightly. Given that the management of contacts (e. g. customers, stakeholders, citizens, etc.) is central to every organisation, changing how an organisation communicates with and serves these contacts must be viewed as a strategic initiative.

Therefore, it is vital that each organisation create a strategy, and subsequent plan, for its modern CRM journey. In this paper, IBRS outlines the typical journey for an organisation creating a strategy, planning for, and finally selecting a next-generation CRM solution.