91d437f0fb56cfb5b64de81b60bd6738

Installed Eucalyptus on Ubuntu Karmic 910. Capture screenshots

Amazon 2 days ago announced to support Eclipse @ EC2 (Elastic Compute Cloud). Amazon names this service as Amazon Java Toolkit for Eclipse. See this >

http://aws.amazon.com/eclipse/

This enriches Amazon’s Platform as a Service (PaaS). The obvious implication behind reads:

• Include Java API within Amazon’s PaaS
• Provide elastic computing resource for Java application via Java API / IDE on IaaS
• Ease the access of Java @ API / plugin on Tool-as-a-Service (TaaS)
• Widen support to Tomcat container

More info:
Pricing > http://aws.amazon.com/eclipse/#2 , which is Free!
Installation > http://aws.amazon.com/eclipse/#4

1. The end- user community @ twitter / bluetwit is HUGE. Go to http://twitter.com/mashable (who has more than 210,000+ followers. Imagine the impact from mashable.com on web. Unbelievable! In our community, how many followers do we have? Through email? Wiki?), follow several threads there, you could see how the info/ data flows over Internet smoothly and healthily.
2. The interaction/ collaboration @ twitter-like platform is tremendous rapid. The information/ data is tweeted by twitter people in second among Common Interest group, with passion and motivation to distribute and share such info/ data.
3. The shared data with tags is stored there always. How often does people search in email? People search in intranet and/ or on web. Tagged information/ data piled to grow to be a great repository available on intranet and/ or web for searching @ any time. Never been deleted. It’s always available there.

What we could start is to register and broadcast like http://twitter.com/developerWorks on Internet and Intranet!

Building a private open source’d Cloud Computing environment isn’t that difficult as you think. Get the code from http://eucalyptus.cs.ucsb.edu and it took me about 3~ 4 days @ my spare time to complete the installation and configuration. This environment shares code with Amazon Elastic Compute Cloud (EC2), which means your Amazon Machine Image (AMI) can run on top of this.

Look @ some screenshots

後溪穴的功效

二十年前，頸椎病是四十歲以後的人的專利，但現在不是了，二三十歲的頸椎病患者到處都是，甚至有患頸椎病的小學生！原因很簡單：伏案久了，壓力大了，自己又不懂得怎麼調理，所以頸椎病提前光臨了。不僅僅得頸椎病，長期伏案的白領、職員或者搞文字工作的，老早就腰也彎了，背也駝了，眼睛也花了，脾氣也糟了，未老先衰，沒有足夠的陽剛之氣。這是當今多數人面臨的一個嚴重的問題。

看到這些問題，很多人都說，這是腦力勞動的結果，腦力勞動也是很消耗人的；人們以為近視僅僅是由於眼睛離書本或電腦螢幕太近所致。其實不儘然，當長期保持同一姿勢伏案工作或學習的時候，上體前傾，頸椎緊張了，首先壓抑了督脈，督脈總督一身的陽氣，壓抑了督脈也就是壓抑了全身的陽氣，於是，久而久之，整個脊柱就彎了，人的精神也沒了。人體的精神，不是被腦力勞動所消耗掉的，而是被錯誤的姿勢消耗掉的。眼睛也需要靠陽氣來溫煦，僅僅是眼睛疲勞，可能不能導致近視；真正導致近視的，是眼睛在缺少陽氣溫煦的情況下過度疲勞。

這一系列問題，出於同一原因，那麼，通過一個穴，也就可以全部解決，這個穴就是後溪。這是小腸經上的一個穴，把手握拳，掌指關節後橫紋的盡頭就是該穴。這個穴是奇經八脈的交會穴，通督脈，能瀉心! 火、壯陽氣，調頸椎，利眼目，正脊柱。臨床上，頸椎出問題了，腰椎出問題了，眼睛出問題了，都要用到這個穴，效果非常明顯。它可以調整長期伏案或在電腦前學習和工作對身體帶來的一切不利影響，只要堅持，百用百靈。

用這個穴位非常簡單，而且容易堅持。我們坐在桌子旁，把雙手後溪穴的這個部位放在桌子沿上，用腕關節帶動雙手，輕鬆地來回滾動，即可達到刺激效果。

我們想想，當我們坐在電腦旁閱讀檔的時候，手是怎麼放的？肯定是一手不離滑鼠，一手仍在鍵盤上吧！保持這個姿勢不動，人都變僵了。這時，不妨靈活一點，把手解放出來，讓雙手的後溪穴抵在桌沿或鍵盤上，? 砘貪L動，揉一揉，每次刺激三到五分鐘，每個小時刺激一次就足夠了。這是毫不耽誤時間的，因為這時候，眼睛該看什麼還可以看什麼，不耽誤。

大家可以試一下，堅持一天這樣做下來，肯定到了下班的時候腰不會酸、脖子不會累，眼睛會很大程度上的緩解。每天堅持這麼做下去，首先是腰椎頸椎輕鬆挺直，同時，你會發現眼睛也比以前好使了。每隔一個小時提醒自己揉動一下後溪穴。不管忙到什麼程度，我想這麼一點時間還是能抽出來吧。何況，每小時這短短的三分鐘，是拯救我們的健康的！

Source: http://www.dailymail.co.uk/news/…

Let’s look @ 2 pictures

Then, what is that?

The entire article comes from
http://www.on-demandenterprise.com/…Telcos_Will_Dominate_Enterprise_Cloud_Computing

I’m capturing some key bullets from it with my personal highlight in bold and italic… It’s worth to take time to read this through.

A cloud definition:
it will be helpful to define what a cloud service is. I define it as a CLOUD: Common, Location-independent, Online Utility provisioned on-Demand. Common (i.e., shared) in that it multiplexes demand from multiple customers and applications into a common pool of resources. Location-independent, because it shouldn’t matter where you are or where the service is. Online, in the sense that it is accessible over a network, as well as “not down.” A utility because it provides value and offers usage-sensitive pricing. And on-demand in that the ability to provision capacity or service should be as fast as possible to meet variable demand requirements, enhancing business agility and providing capacity at the lowest total cost.

Under this definition, not only can computing be cloud-based, but so can be storage, security, audio conferencing, video conferencing, Web conferencing, messaging, collaboration, software as a service and so forth. In fact, cloud services have been around since well before today’s latest networked IT architectures and business models. Hotel chains are cloud services: they time- and space-division multiplex guests traveling as individuals and in groups, on vacation or business, into dynamically allocated units of capacity (rooms). They are location-independent, in that no matter what city you are in, you are likely to find a service node (a local hotel from the chain). They are online, accessible over wide-area highways and local-area hallways. They also are utilities (pay per room per night). And they are available on-demand (although reservations are recommended during peak season).
…

In fact, such providers have 10 major strategic advantages in this market:

1. Enterprise sales capability — Telcos have a long history of selling to enterprises as well as consumers. For example, AT&T had annual revenues of $119 billion in 2007 — more than either IBM or HP — and roughly half of those revenues come from businesses. Unlike their consumer or start-up counterparts, enterprise CIOs do not want to go online to initiate and manage a relationship. They want dedicated account teams collaborating closely with them and their teams for the long term, in many cases with a permanent on-site presence. Some might argue that there is a major business model transformation underway. After all, who needs an enterprise sales force when employees can just use their credit card to provision services?

   This is unlikely to happen in the enterprise for three reasons. First, most enterprises have tight controls on purchasing that extend to $10 worth of business cards, much less buying online computing and storage capacity. Second, no corporate information security officer is likely to appreciate the idea of tens of thousands of employees purchasing cloud services and placing proprietary corporate data willy-nilly across providers and platforms. Third, enterprise IT shops already have experienced the chaos and hidden costs associated with loss of control of applications, desktop images, and foundation architecture in departmental computing and rich desktop environments, and thus are not likely to support a model of individual purchases of cloud capacity and services. If the enterprise wants to avail itself of the benefits of the cloud, credit card purchasing is not the way to go.

2. Lifecycle service and support — It’s not just sales, but also after-sales service and support, including: lifecycle management teams ensuring successful service delivery 24/7; advanced tooling for service monitoring and management; portals for network and application performance, usage monitoring and configuration and provisioning changes; and even e-bonding between enterprise systems and service provider systems.
3. Reliable operations at scale — Rather than offering services that still remain in “Preview Release” or permanent “Beta” purgatory after many years to avoid any implied service reliability or feature stability commitments, service providers go through a comprehensive suite of pre-launch interoperability, certification, and scalability engineering and testing. In fact, telcos are used to engineering services for four or five nines of availability, even as they scale up to tens of millions of customers. This reliability at scale is in telcos’ DNA and service culture, as well as in regulatory requirements. Imagine a trauma victim calling 911 and getting a pre-recorded message saying, “Your call did not go through — but, hey, we’re still in beta.” It isn’t clear that a new economy culture of random innovation is compatible with a culture of continuous delivery of the same service to tens of millions of customers day after day.
4. SLAs with financial penalties – Not only won’t enterprises accept “Well, after all, it’s still in beta” as an excuse for service outages, they demand meaningful SLAs (service level agreements) with clear metrics for evaluating achievement of those SLAs, backed up by monitoring and management systems, and financial penalties such as credits or refunds if service levels aren’t met. A “free” or low-cost service with questionable delivery quality is about as attractive to a CIO as an offer of free neurosurgery from someone who just skimmed a blog on how to do it in three easy steps.
5. Full enterprise solutions portfolio — Cloud computing services don’t exist in a vacuum; many other services may be procured in conjunction with them, either due to technical architecture requirements or due to contracting benefits, such as discounts for total spend. Related services such as network access and transport, MPLS VPNs for backhauling to the enterprise datacenter, application management, global load balancing, asymmetric Web acceleration, network-based firewalls and other network-based security services, content delivery, Voice over IP, Video over IP, managed messaging, Web conferencing and remote access can offer synergies when combined with cloud computing and storage.
6. Integrated hosting and network services — This has real benefits in terms of cost and performance. It generates cost advantages in a number of ways. First, having hosting facilities on net — that is, in the same locations as core network backbone switching and routing facilities — eliminates expenses associated with building additional access facilities to reach a third-party datacenter. Integrated providers also can access network facilities at cost, rather than at market prices. And larger providers should be able to achieve more compelling economies of scale. Having hosting facilities on net also means better performance by reducing router hops and associated physical propagation delays.
7. Vendor independence — Service providers tend to be software and hardware vendor-agnostic. The reason for this is that their broad customer bases have wide ranges of requirements and preferences, and service providers are strategically intent on reaching as wide a market as possible. Consequently, lock-in to a specific storage, server, operating system, hypervisor, middleware, database or application vendor would be self-defeating by limiting market penetration. This contrasts with some of the existing players, who mostly seem to have at least some proprietary elements to their platforms.
8. Global footprint — It’s not news that today’s enterprises have gone global. Whether it’s a global base of employees, customers, supply chain partners, offshore contact centers or skill base for innovation, reach and footprint are critical. Large, integrated global service providers have the capability to provide services locally and consistently virtually anywhere in the world to support today’s increasingly interactive applications with proximate infrastructures that reduce response time — and with the sales and support resources to directly engage with regional or local leadership, or corporate executives headquartered anywhere from Shanghai to Dubai, Bangalore to Brussels, or Sydney to Sao Paulo.
9. Financial stability and market commitment — In today’s tumultuous economic environment, enterprises are more focused than ever on the financial stability, brand and business viability of service providers providing key parts of their infrastructures. Commitment to hosting and cloud computing as part of their provider’s core business is important, as opposed to cloud services being a potentially temporary excursion from different core businesses such as online retailing or advertising. Over the last few years, high and rising stock prices have permitted some new economy players substantial flexibility in capital investments, but recent drops of fifty or sixty percent may slow such adventurism for the foreseeable future.
10. Technologies are easier to replicate than relationships and operations — Don’t the famously highly paid developers at the new economy companies have an edge in creating new technologies such as automated provisioning that enable cloud services to rapidly scale up and down? If they do — which is arguable — it isn’t sustainable. Such technologies have been around for years from companies as small as BladeLogic and as large as IBM (e.g., Tivoli Provisioning Manager), with variations such as VMware’s vCenter and VMotion fitting into the mix. For every highly paid developer at an online bookseller, there is a highly motivated developer at a start-up or large global software firm, developing software tools for others, like integrated service providers, to incorporate into their tooling and management platforms. Even Animoto, the poster child for non-consumer use of cloud computing services, leveraged a third party, RightScale, to manage dynamic allocation of these services. Service providers also can choose best-in-class capabilities and focus on integration. Much harder to replicate are global networks that have been built for literally hundreds of billions of dollars of investment, and the experienced skill base, long-term enterprise customer relationships, management tools, support organizations, service culture, and local access and regulatory relationships that enable services to be delivered successfully at scale.