 no longer acceptable. Businesses want capability in Google Time. They want to get smaller increments of their requirements in a few weeks, and that completely changes the dynamic in terms of what application organizations need to do to deliver results. You know, Enterprise and IT really becoming one in the same. Business capabilities fueled by software and innovation. And if organizations are not doing it themselves, the competition will quickly force them to figure it out because everything is being iterated faster and quicker in this instant on world. So what's the response from an application organization perspective that we're seeing with our customers and with our partners? You know, we've been talking about application modernization for many, many years. I really think it's been an agenda that people have talked about. I mean, surviving in the business, surviving in IT. But the urgency behind it has hit a crescendo that I have not seen before in my 20-plus seasoned, grizzled seasoned years in the industry. And along with the urgency here, the availability of proven architecture, technology, and methodology to support this kind of change. You know, composite application architectures, whether you're talking SOA, whether you're talking REST, whether you're talking some other Web 2 capability, they're proven. They're out there. Customers have been successful showing how they could re-architect and modernize their applications and deliver innovation faster while reducing costs. It's proven. Agile. You know, it was interesting. I was thinking about this the other day. I really believe we're seeing a hockey stick in terms of adoption of agile methodology. You know, agile again has been around as a methodology for many years. And I think, I personally believe that organizations have dabbled in agile for quite some time. But what we're seeing now is proven examples of true success in shrinking cycle time and increasing responsiveness by employing agile methodology in the organization. So we're seeing almost a race how quickly organizations can get right with agile, figure out how to make it work in their organization. And the idea of a centralized development team is no longer. Whether you're offshoring, outsourcing, or just developing a composite application by bringing multiple teams virtually together to deliver against the release. That's a reality. But, and I think the second point is also really critical. We're not giving them a hall pass to lower quality, to lower their focus on security and performance. If anything, the stakes are so much higher in terms of maintaining quality levels that are expected in growing them, maintaining performance and ensuring security. And cloud is really raising the stakes here as well. When you're talking about delivering all or part of your application or consuming services from the cloud to deliver against a business process, you have got to be rock solid on security. You have to hit your performance SLA's and you have to do it in a dynamic environment where you can't necessarily plan ongoing consumption. Elasticity becomes critical. Absolutely raising the stakes. So these three vectors that are coming together that I think are putting incredible stresses on the way that application teams are required to work together and deliver new business capability. Again, people are racing towards taking advantage of cloud where it makes sense for scalability, U.S., disability and economy. They're driving architectural standards into the organization to get the modularity and agility to be able to respond more quickly to business requirements and reuse and lower overall cost of innovation. And they're looking to employ agile in as many projects as it makes sense so that they can get that delivery of new capability faster to their constituencies and not make them wait three, six, nine months but deliver under a month of new capability. One other thing I want to mention and then I'm going to take a moment, take a breath and see if there's any questions up front on the setup is that we're also seeing not only this race to adopt and take advantage of composite application architecture, leverage the cloud for delivery of services or consumption of services where it makes sense and get right with agile, figure out where to employ agile methodology to iterate faster. But we're also seeing a fundamental shift in the role that IT is playing in terms of how they make this all happen. This is something else that HP we really talked about quite a while now but I think it's an important point to make in the context of this whole set of trends that applications teams are facing. When you talk about delivering a composite application to supported set of business requirements, whether it be supporting a business process or a new set of business capabilities and you have the opportunity to deliver that business process or that set of capability more economically quicker by using cloud-based services as well as internally developed services. We essentially become a service provider, a broker of technology as well as a builder. And that also puts a set of expectations and an assumption that control and governance becomes even more important from an IT organization. So we're also seeing a set of specific requirements and needs evolving out of the shift in role of the IT leader of the application teams and the project managers in and in application and organization. If IT gets their arms around this and is able to make a cultural shift to this role and is able to address the main challenges of leveraging the cloud, whether it be to deploy applications or consume services, start to absorb the idea of composite application architecture and implement it from modularity and responsiveness and start to iterate faster what they see with a better opportunity to respond to their competitors, see a lowering of that percentage of budget that's going to keep the lights on more cost-free upper innovation and ultimately they're going to see the benefit to the bottom line by better alignment between the business and IT and faster response from this resulting in better solutions for end-user customers. So these are some of the benefits. So those are just the, that's kind of the backstory or the specific challenges that are really driving the areas that we're innovating and the specific solutions that you're going to see being demoed today. I'm going to go start to set the stage in terms of what those solutions are. Before I do that, I want to stop right here and just see if there's any questions on the background. Yes. We heard at SAP Sapphire they talked a lot about cycle times around rolling out apps, in particular SAP. It's used to those zillion-dollar deals over 24 months. But it's getting shorter and mobility is a big part of it. The question that we're hearing a lot is the how question. IT's not used to being a service provider at that level. There's been service catalog stuff out there but specifically the how question. So the question is what are you guys seeing as the key inhibitor? Is it the how do I get there? And what are the core business projects that seem to be the most prime time, if you will, for the cloud? Because most people are just doing kind of like proof of concepts and stuff here and there and now dabbling in key. I haven't seen any real business projects end-to-end. This business project was cloud. So can you just talk about the how, what are the how questions and then what specific apps are prime time right now? Absolutely. Yeah, let me take the question as kind of a two-parter. I know we have some folks on the phone as well so I'll go ahead and repeat the question for the folks on the phone. There's 60 people on the live stream right now too. So can angle.tv. Excellent. Okay. So I'll say hello to the 60 people on the live stream as well. So the first part of the question is how. What are we seeing in terms of the unique challenges or the things that customers are addressing in terms of how can they get there to this perspective of being more of a broker of services, of being more responsive. And there's multiple concepts to that. And the first one, in terms of being more responsive, it's really the three or a couple of the dynamics that I talked about. One of the main things that we're seeing people do to become more responsive is implement software development, application life cycle management methodology that support that drive closer alignment with the business, shorter iterations for smaller sets of functionality. So if you think about the concept of iterative approaches like Agile and Agile-like or hybrid solutions, there's a fundamental expectation that the business analyst goal, the users that are or the folks that are really the linchpin between the business users themselves and the development teams have a seat at the table on an ongoing basis. The developers have a seat at the table. The testers have a seat at the table. And the set of traditional requirements are broken down more granularly into user stories. And the set of user stories that you're addressing is a smaller grouping but delivered in a shorter timeframe. Now, why is this important? As business needs change quickly, and that's just kind of the reality of today, and you may remember the quote that Matt used earlier about 40% for traditional software life cycle, there's 40% rework. Well, we're trying to squeeze that out of there. So we're driving a set of best practices and a model amongst our teams that is constant collaboration, shorter iteration, and much more organic discussion and alignment with the business at the table. Business and IT at the same table. Now, that actually requires a change in the way people are doing their work. And it requires removing silos both technically and culturally between organizations. But first of all, you need to get business and IT at the table together, fundamentally realizing that IT is a fundamental aspect of business success. And there are sometimes as a resistance though. So you've got to cut through that barrier first. The second is you've got to get dev and test at the table together. And that can also, I've had many discussions with customers about the trust aspect of that, and you need to bring that together. And then what you're going to be seeing today in the software is how do you deliver a software framework that allows the different participants to stay in the tools that they know and are successful in utilizing and I want to say know and love almost, but allow them to participate in this governed process. And that's a unique set of challenges too. One of the things you don't want to do is tell your teams that, well, we're going to deploy agile methodology. We're going to iterate faster. Oh, and by the way, we all want you to move off your tools, your IDEs, your source code management tools, your requirements management tools, and adopt this brand new thing that you don't have any familiarity with and do these 12 extra steps. That's not the right thing. So on the developer side, how would you categorize the environment? I mean, IT for the past 10 years has been a challenged cost-cutting and it's been a brutal environment. Now with virtualization, it's been a real explosion of innovation and investments. So some are saying, and we're saying that the developer is lagging the consumer market. So look at the consumer market. The software frameworks are a lot of open source tools. So that's a real rabid environment for developers and it's been productive. So the question is, are you seeing the same innovation in the enterprise and some of those open source things like Puppet, Dubber now on the table and being really key software environments for the developers? So are they there? On the scale of one to ten, ten being they're completely peaked. Are they at a two? Probably around two. I would say the large enterprise. So it depends really where in the enterprise. So if you look at the web front end, this is probably most enterprises already there. But the web front end, it's going to be a small... It depends if it's a financial or somebody who's really not, you know, no... There's no really a business driving through the website. But really, we see these areas are getting more modern, more open source, more new, you know, dev stacks, etc. On the other hand, where you have the SAP and Oracle, you know, we still have, you know, running in many large enterprises. So I would say it's going to be a gradual thing over the years. What we're trying to really do is help our customers accelerate that and really make that transition faster. But it really is, you know, if you... You know, we have over 3,000 different applications running in HPIT. You know, a lot of them are moving agile, but it's still very far from being a majority. It's a really good fight, Rocky. One of the key messages I want to get across is that the kinds of software solutions and best practices that we're putting forward are to enable organizations to put the right infrastructure in place when they're ready to make the move. So you give them kind of the guardrail that you will allow them to accelerate as fast as they always have. It's the guardrail button, so, you know, the developers don't go off the cliff. And Rocky's absolutely right in that if you were to look under the covers of any large organization or enterprise, you're going to see certain applications and certain groups that are primed for adopting things like agile. You know, and especially employee engagement applications, customer-facing web, two types of things. You're going to see some applications, traditional back-office, highly secure data, things that are on the mainframe, that are going to continue to utilize the traditional enterprise release mechanism because of just the fundamental dynamics and implications of a change, the cost of a change. And there's not that driving desire in that context to have this rapid iteration. Are you seeing mobile? I mean, obviously, we're hearing, obviously, the iPad. We said Citrix Synergy and SAP Sapphire, and they're talking about the iPad. The CIO gets the iPad and tells IT, okay, now make this work. That's kind of like the bumper sticker. But really, how does that impact the IT role of analytics, real-time, business intelligence, those kinds of things? Can you share some thoughts on that? Sure, yeah, mobile is, we're seeing it widespread. And it's interesting, it's not a primary focus of the elements that we're announcing today, but it's permeating everything we're talking about. In fact, I even think in the demo, there might be a little response to mobile somewhere. I don't want to give away the thunder. But yes, we are absolutely seeing it. Without our HP Discover event last month, and I was sitting in a group of our top customers, top enterprises, it was a customer advisory meeting, and we were talking about things like agile adoption, about how many quality center ALM projects that you're grappling with. And it seemed like the conversation turned back to mobile very frequently in that meeting. I mean, if you think about most enterprises today, if you're talking about, say, travel, you know, access to airline, if you're talking about a major airline, mobile applications are on the top of their list. We're talking about financials. Mobile banking is at the top of the list. There's an expectation because of how we all live our daily lives with our smart phones and our tablets that engaging and interacting with the business is going to be able to be done over the mobile platform. So it puts a set of requirements on the development teams and on the testing teams and on the management teams. I also think it does ratchet up the expectations that you iterate more quickly because we're all used to our smart phone apps. I think every other time I log into my smart phone, I've got 25 new app updates. And yeah, these are, you know, consumer applications of maybe a new speed or a game, but it's permeating the mindset of customers out there. So yes, we're seeing that significantly impacting the way that we deliver. Final question on this one is, it's not being talked about much, but it's kind of being talked about much is the risk management side of IT. So that's coming up on the CIO's agenda. You know, it's the dreaded, you know, Sarbanes Oxo, all the reporting, and especially with cloud and specifically multi-tenancy security, all these kind of, you know, kind of worms. So what is the risk management deliverable? Is it on the business report card that you guys shown earlier? And what in the software can you guys point to and what trends are you seeing with IT and what are the core issues there? Very good question. Again, for the folks on the phone, a question around risk management and how do we surface that in our solutions and what are we seeing or what are we delivering from a software perspective. And yes, you're absolutely right. There are definitely KPIs and metrics that we're measuring and delivering through the IT performance scorecards that are risk management oriented. And then as you get down into particular personas or roles, there's very specific risk management metrics and measures. For instance, if you're talking about the CISO, the Chief Information Security Officer, they have a very specific set of risks that they're dealing with. In terms of application security risk, just the whole implication of a data breach. I mean, we've all heard the story so many times about credit card companies getting data breached in the cost of the business. And so we have tailored solutions that leverage the underlying technology, IP, and capability in terms of how we can test and measure vulnerabilities in applications, whether they're in development or in live production. And then we roll that information up and map it against business levers, business objectives, and measure that and deliver it as a governance and risk report card or scorecard. So one of the challenges that organizations face when you talk about risk management is cost versus risk threshold, right? So you can't secure everything. You can't cover every corner or the cost mushroom and you have no money left for innovation. So how to find that perfect inflection point between the level of risk and the cost you're willing to incur. And we provide analytical layers on top of our software that allow you to work with that to put in your business concerns, to put in thresholds, and then apply levels of security. We've had risk-based quality management for years. The idea is that you can basically determine, based on business parameters, the amount of testing you want to do and the amount of resources you want to apply to different components of your applications or your composite solutions. And then we can surface that in this form of metrics. Any other questions? Different related and important aspects of what we're announcing today. So what I want to do now is take the next level down and talk specifically about four main challenges that we're seeing surfacing for IT organizations as they move towards wanting to be more agile and responding to the business and taking advantage of, if you will, these technology and methodology best practices around leveraging cloud where it makes sense driving composite and nimble application architectures and iterating faster with agile. And we see four things that really put stress points on the process of delivering application. The first is managing change. And this is something I've talked about for a long time from an application's perspective. As we leverage these new architectures, these new technology, these methodology to break things into smaller parts that are supposedly more nimble, easier to change and more people are interacting with them, you get what I like to say the M plus M problem mushroom to the M by M problem in very short order. And so how someone keeps track of all of those moving parts across distributed teams, across components and services, across iterations, without intelligence automated solutions, life cycle management, it becomes virtually impossible. It's interesting a lot of people, the whole idea behind agile methodology was very lightweight, very fast iteration, almost tool not think nothing of the word, but almost like you don't really need tools, just iterate, bring everybody into a room, stand up, meeting with the yellow sticky notes on the board and boom, you have agile. Well, that's great if everybody can get in the room and you're dealing with a single application module, but that's not reality for a majority of the enterprises today. We're talking composite applications, the distributed development teams and possibly even inclusion of a third-party cloud service in that application delivery. So application life cycle management really bubbles up as a primary concern for application teams and a primary focus area. A lot of people have asked me in the past how do you know that now is the right time to be looking at investing in application life cycle management software. And it's truly this M times N problem, this change management problem that I think is the primary driver for the benefits that organizations get out of ALM application life cycle management. Along with managing change, you can't change it if you can't see it. So visibility becomes uber critical in this new world and having visibility across the different work streams, the different teams that are responsible for the ultimate delivery of the application and the interrelationships between what one team does and how it impacts another is very critical. So you're going to see today the innovations we've put into our application life cycle management platform to provide what I like to call actionable intelligence. The idea is you're going to surface up information related to what people are doing, the changes they're making in the context of the impact of that change to the overall goal of the team responsible for delivering the application. It's not enough just to surface up everything. You can get buried in data and be completely polarized in terms of what to do. What you want to do is surface up intelligence. Actionable information that drives a decision around what do I take next and where am I at in terms of achieving my goal with the application. So you're going to see that in our application life cycle intelligence capability that we've put into our ALM platform. Agile methodology again I think I've probably been the dead horse here on why it's important you know iterating faster but I think big paths come when you bring together the concept of agile adoption of the methodology and being able to iterate faster in a governed, managed way. So when you're talking about distributed teams collaborating to develop and deliver a multi-step business process or a composite application or enterprise release and you want to do it in a more agile fashion you need to be able to have that agile view support the methodology but have it overlay the intelligence, the information that keeps everyone in between those guardrails you know that keeps everyone moving towards the goal of the project on time, on budget and doesn't let risk enter the equation in such a way that you easily fall off the cliff in terms of what you're trying to deliver. And finally constraint you know we've talked a little bit already about virtualization and service virtualization a little bit of a teaser one of the fundamental issues with adopting architectures like composite applications and leveraging cloud services to get economies of scale to get change faster in the organization to get reused so you can create more knowledge for innovation is that you're fundamentally breaking up what an application is you're creating dependencies across teams and you can't keep everybody marching on the same time cable constraints are going to enter the equation and one of the biggest challenges I've seen a lot of large customers in terms of their desire to iterate faster and deliver faster solutions get stymied because they just can't get there from here. Really good example you may have a multi-step business process you're trying to evolve that has a dependency on a third party service maybe if we're doing credit check and has a dependency on gathering a piece of customer data out of a production system that IT is controlling you want to develop new capability you want to test that capability functionally test the data streams test performance and you're told well you can't do performance testing because every time you hit that third party service they're going to charge you and we can't afford that oh and you want to do functional testing well okay we can give you access to that production service at 2am next Tuesday sit on your hands until then I hear this scenario play out over and over again so IT application organizations need to employ strategies and now there's available technology to help them to how they're going to be able to keep the pressure on enough testing enough development hit the cycle hit the budget hit the schedule and solutions for eliminating constraints really bubble to the top of what it means in moving in this area I'm going to stop there and see if there's any questions on these four fundamental issues that really present themselves are you seeing some of the of the problems that they come with the developers in the head of IT kind of more the DevOps kind of thing well yeah I mean for instance through our start to see this road road virtualized networks in that region very very good question some of the challenges we're seeing with developers being ahead of IT is I in particular have seen a couple of scenarios there that really require sharing of information between the two organizations and more of the drive to put the processes in place and put the management structures in place to support more of the DevOps I'm going to address two aspects first of all the whole idea of the virtualized network or putting something out there in production that you're not aware of requires I believe operations to be thinking about how they can deploy technology that can discover those kinds of capabilities discover services on a network discover new technology and feed that into their centralized systems of record of what they have running so to understand what actually people are doing out there right right like on the SOA side I'm real familiar with this I work directly on this product you know we have the ability in HP to deploy discovery agents that can discover services out on the network feed that information into our CMDB and then share that with our governance repository our system of governance repository so that you can see based on what you think your model what you think you have deploy how that maps to what's actually out there so what happens well then you need the management structure to manage that so now you need to have the ability to go to the development team and say okay we need to assess what's out there why is it there what need haven't we been able to address and can we put assurances I mean is it going to be okay to keep that out there or do we need to bring it back in add some layers of governance or security to it that's the challenge you need to have not just the technology you need to have the management structures the communication it's like this fine line between governance and complete lockdown you don't want to have complete lockdown you don't want to have 100% your freedom you want to have some control in place what's most important to the business so that you can have those conversations about we need this capability but it has to be in between the guardrail because we can't afford the risk of just letting completely unvail our own complications but definitely open source now developers could just download use whatever tools they want they don't need to go to IT to procure anything the same with cloud they could go and just get a bunch of machines running on Amazon they don't need to go and buy any hardware so we see all of our enterprise customers are having these challenges where the different IT teams are running forward each with their own tools, practices and they really don't need them for many things okay it's the developers but it's across IT I mean even backup I could use HP's supported backup but I could also always go to iBackup or whatever it is and just now very easily use other tools a lot of... monitor that what they're actually going on and using so we'll demo today and that's a lot of our partnership with Haslop here we figured that we really can't tell developers what to use or do because it feels like what that has is you got it you set up your control systems you say you can't do that they go say well forget it I'm going to bring in my own device on my own exactly so I think that's exactly the approach we're going to be taking and we actually did and we'll demo some of the things we let developers use whichever tools they want also it's so rapidly changing that even if we suggest something or the technology stack keeps on changing so fast that it's very hard even just to keep track on that but what we can do is go and integrate and bring that information into a place that at least you get visibility for control so what we'll demo today is you know we can have developers use whichever open source or commercial source control management tool build management tool ID they want we'll just plug in to get that visibility and we'll demo today exactly how we do that so in a non-destructive way we're able to just bring in the developers to that application lifecycle management let them do what they're doing you know what they're doing daily hopefully provide additional value for them and definitely that management get visibility and control into what's actually happening I'm going to be skeptical but I've been to a few of these three things where a vendor says just plug in something so could you give me some specific how many IDEs how many source code managers there must be a relatively short list or a relatively long list it's a very long list so maybe I should ask you the questions what's happened is the developers have driven this just open source and standardization and they actually they need to be productive but they can't have a hall pass and there be no governance so you found any IDEs that don't integrate with you? well we selected the IDEs especially in the middle studio the predominant IDEs the majority market share in the enterprise there are the other IDEs like NetBeans and IntelliJ IDEA which are not a primary focus because they're smaller they're the niche players in small how long do they take you to integrate with us? it's the humongous effort this is not the sort of again an embracing developers and providing the trust of governments over them so that you know the organizations that the inmates don't run the entire silence so don't we need an agile project to integrate in the other yeah so this is really what we're trying to do and I think this is where the demos will speak for themselves you'll see the level of investment in bringing this to a developed environment so the data can be there in those systems of records that you can automate reporting on okay great and I can actually even wrap up a little bit early so we have a little more time for the demo which may actually make more sense giving them that so really really good discussion just to put a little bit more context in the answer that I gave you for I was actually coming out a little bit more developers developing capability to push out into production that the business is going to use to service their operations or their customers but what Rocky brought up is also an aspect of the discussion that's really critical and at a key attribute that organizations are facing today which is what the developers actually use every day to do their development and that's also a whole another dynamic that we need to see how we can give the developers best of those worlds the ability to develop on the tools that they want the open source tools that have some governance just final question before we wrap up I'm asking it's very disruptive self service it's great having all that new tools and everything but it's very disruptive to the service industry the classic ascents they make money by doing the zillion dollar 24 month rollouts which is not what's on the agenda for enterprises these days they want to do it in months like two, three months not 24 months business, software rollouts with the whole the things you have to be proposing so what's happening from HB's perspective that you see in the trends on the delivery side to consultants out there the guys who are making all the money in the ecosystem what's changing there is it possibly more developer focused the big guys out there like CSE in a century of the world and boutiques what's the overview of that? Very good question how are all these dynamics changing kind of the makeup of the services service providers out there and I think you're seeing it on number of different factors it's both a risk and an opportunity so if I think about HB and enterprise services and our partners there's whole new classes of services coming being made available now so services around methodology and best practices helping customers figure out how to get agile right and how to move to the cloud cloud architectural separate a lot of those new services we're also seeing more managed services coming to the forefront HB announced recently about a month ago about a month ago we announced private cloud for test the idea of helping organizations employ a private cloud infrastructure to dynamically provision testing environment and how to put the technology and the process behind that to reduce cost and become more scalable so you're really seeing a shift in the mix of what service providers can provide out there so it is actually a great opportunity for service providers with a different makeup so it's a classic case of innovate or die kind of thing for the existing ones so what are you saying? Innovate or die for everyone actually and the top services you're seeing the new services are can you just give me those architectural services around composite application cloud methodology services around things like agile and any services that address utilizing aspects of hybrid delivery whether it's bringing and building a private cloud or operating in a hybrid where you have some internal capability some external cloud capability how you govern that cloud brokering cloud governance those kinds of services are very much into the end of the day we see service providers bringing more developers to try to help alleviate these issues and adopting these types of processes themselves to help with the IT operations I have definitely in some of the service providers that I've worked with more developer resources coming in I don't have exact numbers of information we could probably give you a little bit more granular information on that by talking to some of our folks in the services organization but I have seen the trend that's a key conversation because everyone who defines cloud they talk about if I don't own it or I rent it that's cloud it's a very simple definition so with cloud and multi-tenancy and these outsourced service technology services you're seeing those developing so I'm wondering if that's going to be disruptive or opportunity for the software environment is it in-house, self-service or is it a combination of both with the hybrid I think it's a great a disruptive opportunity if you will it's actually an opportunity from a software and a service provider perspective because there are you can kind of think of it as a continuum so there's a number of different factors that you have to bring into the equation in terms of what are your business goals what are your core competencies what are your resource goals as to whether you're going to take something a capability and deliver it traditionally in a data center whether you're going to build out a private cloud type infrastructure to deliver that capability we're seeing many organizations move to a model where in order to optimize investment for innovation and the interaction with stakeholders they set up a private cloud infrastructure internally and people request provisioning of a service and you've got fillback in those kinds of capabilities and then leveraging where it makes sense public cloud services to complete the set of requirements for composite application so it brings aspects to success in the different models that's part of it there's definitely platform implications when you talk about something like private cloud you want to build out an internal infrastructure that will support rapid provisioning electricity consumption management governance so there are definitely requirements that get driven into what the IT organization is to do which actually has solutions in that area but there's also process implications interaction measurement what gets measured how teams engage and interact the whole governance model from a process perspective as well not the subject a little bit but it's a great conversation so I wanted to put this slide up just real quickly for most of you if you saw our ALM 11 launch in December most of you familiar with the ALM 11 launch this is really the visual that embraced the strategy behind what we're delivering from an ALM perspective ALM 11 as a software platform we see as the unified platform for managing the aspects of delivering an application from requirements all the way to readiness for delivery and also expose and integrate stream and downstream aspects of the life cycle because we firmly believe that the life of an application starts from concept and doesn't end until retirement so the idea that you integrate back up into the portfolio application portfolio management side of the equation and integrate down into operations with the kind of information metadata processes that make it easier to deploy and understand how to manage operations is key as well and we call that our core life cycle which is the aspects that ALM 11 manage directly requirements, intelligence development integration quality testing performance and security and then the complete life cycle which picks up the upstream aspects of portfolio management and downstream on-going operations for availability and eventually archiving our ALM platform at the foundation for these new innovations that you're going to see today which all work with ALM and ALM 11 was all about enabling IT organizations in the dynamic world of composite applications, cloud, agile constant change to restore the fundamental aspects of excellence and delivery to restore predictability to restore flexibility and response to change while maintaining and remember the first slide that I put up no one gets a whole path on quality performance and security so that's great Just a question if you're feeling able to position ALM 11 with respect to products like solution manager from SAP or the IBM Rational ALM suite Sure, good question in terms of ALM 11 these would be IBM Rational SAP Soulman so certainly the IBM has an ALM solution their overarching solution is jazz, rational components contribute to jazz it's in the same market space with HP ALM 11 our approach slightly different than IBM we believe that the unified platform the common architecture gives a lot of benefits in terms of being able to expose intelligence and understand implications of changes and work stream activities between teams in a more simplified way that delivers in our life faster Isn't that analytics though? It is far It's really, it's a number of things when you talk about unified platform you're talking about a common data model shared repository, shared process shared analytics the IBM approach is a little bit more of an integration story so they're just, they're different approaches to solving the ALM solution I'm actually less familiar with Soulman so I probably don't want to dive into that Soulman is going to be very SAP specific one thing the second thing is our approach is specifically on the dev step it's a very heterogeneous approach we look at everything almost as composite applications and we see we're not trying to kind of push any specific dev stack in there but rather help you manage that process so as you'll see through today the areas that we take part in or the areas that we're not as we look at application lifecycle management we see areas that we see customers successfully standardize on and we see areas which we think it's impossible to standardize on like source control management tool and so I think that's going to be the core of where you see our strategies different. I mean you have Microsoft Visual Studio as well I mean this is the space we plan however we try and get away from the specific development technology but rather support the process around it so this is our we'll come back to this many times today so I'm not going to go into detail these are the components of ALM-11 we're going to see them in action I think seeing them in action is more exciting than a architecture so what I'm going to set the stage now because I am very rapidly running out of time I thought I was going to give you more time but somehow the conversations always tend to fill up the space which I enjoy that as well because you're going to see the concept of what we've been talking about the concept of the benefits of ALM employing an ALM approach with analytics and visibility supporting multiple methodologies like agile and employing techniques like virtualization to eliminate constraints you're going to see them in action with an actual business process which is delivered through a composite application architecture so what the team is going to share with you today is an interesting business process around the order management of consumer products like the HP beer and a set of requirements to leverage cloud and make changes to support scalability from a holiday perspective I don't want to steal any more of their thunder so did we have a break built in or are we ready to roll right into the demo? I think we could go to the demo okay great so any other questions for me before I turn it over I really appreciate your time and energy now let's see it in action so I'm going to turn it over to Rocky