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Be a year 2013 Mobile Device Broker....acquire Corporate and Enterprise like new Mobile Devices for pennies on the dollar.....participate in the huge 4.7 billion dollar USA “underground economy” by being active at local regional swap meets....sell your Enterprise mobile devices and make (easily) $2k to $5K weekly.
Contact a Mobile Device Broker today...email us at clearcloud101@gmail.com....

Remember - there really is a Mobile Cloud Computing Revolution that’s going on now.....a big in-demand “position”....is being a yr 2013 Mobile Device Broker....
get your very own (not automated!) Mobile Device Broker “mentor” and he’ll guide you every step of the way.

http://clear-cloud.com/enroll.html
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Keeping supply chains clear by Mobile Devices Liquidation Channels

New high-tech devices are always in demand by consumers. Electronic companies are competing to have the latest technology included in their computers, tablets or mobile devices.

As customers look to upgrade, they often seek a solution for getting rid of their old devices. To improve customer services, chain stores can offer to recycle the unwanted items, e-waste recycling. However, this can place additional strain on supply chains. The outdated computers need to be transported and stored until they can be dismantled and recycled.

Instead of recycling the parts of the devices, companies can create alternative revenue by selling the unwanted electronics through liquidation channels. Clear-Cloud.com is a large reseller in this manner. 

Mobile Device Brokers will often purchase used Enterprise-Corporate  smartphones or laptops, update them, clean them and resell them at reduced prices, as the old merchandise still has value to consumers looking for a bargain. Liquidating electronics and other unwanted goods can help keep inventory clear and streamline the company's distribution network.

Many Mobile Device Brokers make very decent income this way.

Customers often choose retailers that will take old devices because of simplicity and convenience. Thousands of electronic units are recycled every month as customers look to upgrade their devices. Firms that liquidate the merchandise may be able to improve their overall profit margins.
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"Clear-Cloud.com has been my primary source of income for the last six years and I enjoy having my own business. I have purchased pallets from Clear-Cloud.com and have made a profit of about 500% on my original investment. I continue to check Clear-Cloud.com daily for good deals." – Terry L.

"I always wanted to work for myself but the time was never right. I found Clear-Cloud.com and Amazon, and I have not slowed down yet. I will continue to buy here and make nice weekly money." – Peter Y.

"Clear-Cloud.com has allowed me to become very successful with such a varied lot of Mobile Computing Devices to choose from. – Susan M."
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If you can follow these basic-simple regulations, you’ll make VERY decent income.......see our current inventory of over 7,778 valuable semi-new Mobile Devices....(just acquired from Enterprise-Corporate Off-Loads and Liquidation Channels) and you can acquire , for pennies on the dollar, these NEW Mobile Devices.....make an easy $110 per sale (on your website, Blog, or via swap meets in your area)
as a MOBILE DEVICE BROKER.....contact us TODAY at clearcloud101@gmail.com
or go our hm page on http://clear-cloud.com  to see our current inventory of Liquidated, Off-Loaded like-new Corporate-Enterprise Mobile devices.
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Venture capitalists John Doerr and Ted Schlein of Kleiner Perkins Caufield & Byers have had a front-row seat at Silicon Valley's recent Web froth and its fallout.

Their venture firm in the past decade made a big bet on clean technology. In the last couple of years, Kleiner has also put money into high-profile and fast-growing digital startups, but only after they were valued at $1 billion or more—a far cry from the firm's traditional strategy of investing very early in young companies.

Some of those more recent investments—in companies such as messaging service Twitter Inc., mobile-payments service Square Inc. and music service Spotify AB—have at least doubled in value based on their last private funding rounds.

Ted Schlein, left, and John Doerr of Kleiner Perkins Caufield & Byers, at the venture-capital company's office in Menlo Park.

Kleiner also invested relatively late in daily-deals site Groupon Inc. GRPN -2.61% and in social network Facebook Inc., FB -1.08% whose stocks have disappointed since their initial public offerings.

In recent months, particularly since Facebook's May IPO, Silicon Valley has been grappling with a less-heady startup investment environment. Still, Mr. Doerr, 61 years old, and Mr. Schlein, 48, say they remain confident that the mobile-device revolution will catapult more startups to greater heights.

The two investors recently sat down at their Sand Hill Road offices in Menlo Park to discuss Kleiner's investments in tech and clean tech, as well as their thoughts on the "four horsemen" of the Web.

WSJ: Why did you pay such high prices to get into Twitter, Square, Spotify and others?

Mr. Doerr: If you're working with great entrepreneurs in a rapidly growing marketplace, you have a conviction to work with them and you can be rewarded all along the way. Every one of those investments is leveraging the trends of mobile, social and commerce. These aren't waves of innovation; they're tsunamis.

WSJ: Given such investments, do you think you have retained your identity as a company-builder?

Mr. Schlein: The vast majority of what we do is 'series A' [early-stage company] investing. It's the core of what Kleiner Perkins has always been about.

Mr. Doerr: In the digital sector we have [magazine app] Flipboard, Chegg, the world's best textbook-renting company; and Coursera [offering college-level courses online], which is five months old but already has two million students. Path [a social networking mobile app] is another very successful company.

WSJ: Is the sharp rise in the value of private tech companies sustainable for investors?

Mr. Doerr: What we're experiencing right now is not different from the very early days of the Internet when there were huge winners who more than made up for the losers, and that's happening right now in mobile.

Mr. Schlein: There's a lot of talk about how there are too many angel investors [who invest small amounts in very young companies]….But the main event is that we have 1.2 billion people with smartphones, and that's up 40% year over year and that's still just 17% of the world's population.

WSJ: There's much talk about competition among tech's "four horsemen" of today—Google, GOOG -0.13% Apple, Facebook and Amazon. How do you view these companies and the way they are expanding into each other's turf? (Mr. Doerr sits on the board of Google and two other Kleiner partners are board directors at Apple and Amazon.)

Mr. Doerr: Today, these two products at Apple [holds up an iPhone and an iPad mini] that didn't exist a few years ago are now $100 billion a year of very profitable revenue. That has never happened in any industry in any economy in any planetary system we know of.

The best is yet to come. This is day zero. Apple is not done, Facebook is not done, Google is not done, and Amazon is not done. Those companies have massive opportunity. I would be a long-term shareholder of all of them—and I am.

WSJ: Do you still have the conviction that your clean tech bets from the past decade will pay off?

Mr. Doerr: We're very committed to green and the numbers are showing how that pays off. In 2011, $1.3 billion was the cumulative revenue of all of Kleiner's clean-tech portfolio [comprising about 70 companies, with more than half not publicly launched]. Do you know how much it was this year? $2.4 billion—that's up 80% year over year.

The biggest single trend is urbanization, people moving from rural to urban areas. And if they urbanize the way we did—they can't, the planet can't afford it. Our green investing doesn't depend on government policies. It's about basic supply and demand.

WSJ: When will U.S. policies restricting the number of foreign entrepreneurs and computer scientists who can come to this country start to hurt us?

Mr. Schlein: That takes decades, but if we think we own the right to innovate, we're just wrong. We're doing everything we can to export that when we should be doing everything we can to embrace it. Can you believe there's a cap on H1-B visas [to hire foreign workers]? Innovation is a strategic weapon around national security, our economy, job creation, and I don't believe we do enough in this area.
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Below is a small list of our large inventory of off-loaded Enterprise-Corporate like new Mobile Devices.

For complete list see:

http://www.clear-cloud.com/mobile_device_liquidations.html

4GB 7” capacitive multi-touch touchscreen Tablet Android 4.0 camera, 3G
New
Min order 44
Price per unit $110.00
Off-loaded to Enterprise-Corporate liquidation channels. Original acquisition was 334 units. Now 77 left. If interested email us at clearcloud101@gmail.com or
call 1-661-670-6092. Min order is 44 Tablets. Prior Enterprise owner was Allstate Insurance, Chicago, Il....USA only, NO foreign orders accepted.

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Like New - 8GB 7" capacitive touchscreen Tablet Android 4.0 webcam, 3G
Min order 97 units, $46.75 per Tablet
Prior owner of lot was Farmers Insurance San Francisco, Ca.
A very popular Tablet...an easy sell on your website, or, locally via swap meets.
Original acquisition was 884 units. Now 122 left. If interested email us at clearcloud101@gmail.com or
call 1-661-670-6092. Min order is 97 Tablets. Prior Enterprise owner was Farmers Insurance, Austin, Texas....USA only, NO foreign orders accepted.

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What You Get When You Enroll In the Clear-Cloud How To Be A Mobile Device Broker Program

Up to date training in latest techniques for success in the HUGE market of reselling Enterprise-Corporate semi-new valuable Mobile Devices. Such as Notebooks, Netbooks, Smartphones, Android Tablets, Mobile Hotspots, and more.

Your own personal Mobile Device Broker Instructor-Mentor. He will guide you each step of the way - from how-when to acquire the Enterprise-Corporate Mobile Device Off-Loads....then, how to effectively sell them on your Blog and, or your Website. Your Broker Mentor-Instructor will also show you how-when to commence your participation in the $7.7 Billion Dollar “USA Underground Economy.” What’s that mean ? you ask....well, it’s 100% legal! It means selling the Mobile Devices you’ve acquired at local and regional SWAP MEETS. It is huge, and easy and fun too! Your Instructor will guide you through every step.

As a Registered Mobile Device Broker you gain the ability to acquire the semi-new, in demand Mobile Devices from us (Clear-Cloud.com) or via the many powerful, trusted Web Sites that carry the Enterprise-Corporate Mobile Device Liquidation Off-Loads. At prices literally “pennies on the dollar.” Then you’ll sell each Mobile Device you’ve acquired at VERY handsome profits.

We at Clear-Cloud will also help you to “spruce up” your Blog and-or Web Site....to announce to the world, effectively, your Status as a Registered and Professional Mobile Device Broker.

Yes, you CAN fairly easily make around $2000 to $5000 weekly doing this.

Contact us NOW at
clearcloud101@gmail.com

http://clear-cloud.com/enroll.html

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Clear-cloud.com
Terms and Conditions

The below Terms & Conditions apply to any customers placing orders with us:

1. Placing an Order & Stock Availability

1.1. All items offered on our website are subject to availability. We endeavour to advise on our website any items that are currently out of stock, wherever possible. If an item ordered is out of stock we will notify you within two working days of your order being placed. We shall advise you of the likely time scale of any delay, but you are of course at liberty to cancel your order.

1.2. Orders for any of our products can be placed by contacting our sales team at clearcloud101@gmail.com

1.3. All required fields and sections of our order forms must be completed with the correct information.

1.4. We aim to process and dispatch all orders as quickly as possible - usually within two working days. Business orders may take longer due to verification and credit checking processes.

1.5. All orders are checked by our Order Verifying Team for the security of both you and us. Our Order Verifying Team or the mobile phone network may request proof of address and/or proof of identification from you before your order can be processed. If this is the case we will contact you giving you full details of what is required.

1.7. All applications for a pay monthly mobile phone "contract" are subject to a credit check - the mobile phone network may in some cases ask for a security deposit to be paid by the applicant before a connection can be made. The network may also decline your application in certain instances. If either of these occur we will contact you and advise you of the situation.

1.8. Complications caused by any of the above in Clauses 1.3 - 1.7 may cause a delay in the processing and dispatch of your order.

1.9. For anti-fraud reasons customers can order no more than two contract mobile phones from us in the six month period from your initial order.

2. Payment and Ownership of Goods

2.3. "Promotional Product" means an item or product offered free of charge with goods that have been supplied and paid for, or discounted to free.

2.4. Goods and Promotional Products remain our property until you have fulfilled the minimum term of your airtime contract.

2.6. Any claim or obligation under this Clause is without prejudice to our rights under Clause 14 of these Terms and Conditions of Business.

2.7. For Contract orders with no chargeable Goods, we reserve a sum of money from your account for the purposes of credit card verification. This is ONLY for verification purposes and the sum will be immediately, automatically refunded.

2.8. For Contract orders with chargeable Goods, we reserve the full amount chargeable from your account for the purposes of credit card verification. This is reserved until the point that your credit application is processed. If your application is successful we will then complete the payment; if it is unsuccessful, we will refund the money.

2.9. Banks can take up to 5 days to process refunds and for the funds to show in your account.

3. Website Accuracy

3.1. Our Website Production & Design team work extremely hard to ensure our website is as accurate as possible and in order to achieve this our website is updated on most days.

3.2. However we cannot guarantee the accuracy of information supplied, especially such things as product specifications, network tariffs, call charges and special offers and promotions which may change without prior notice, before or after you have placed your order with us.

3.3. Products, prices, offers, tariffs and promotions are valid only for the period they are displayed on our website (unless otherwise stated) - all of which are subject to availability. If any of these should change to your detriment or become unavailable in the period after you have placed an order with us we will contact you before proceeding with the order.

3.4. Pictures of products are as a representation only and should be used only as a guide. Specifications and/or colours of products may change without prior notice.

4. Product Warranty

4.1. All products come with a 12-month manufacturer's warranty. This warranty does not affect your statutory rights which cannot be excluded or restricted at law.

5. Delivery

5.1. We will endeavour to process and dispatch all orders placed before 7pm Monday to Friday for next-day Delivery. All orders placed between 7pm Friday and 2pm Sunday will be delivered on Monday, and orders placed between 2pm Sunday and 7pm Monday will be delivered on Tuesday. If we are unable to process and dispatch your order in this time we will notify you by email the day you order.

5.2. Deliveries will be made to the address that your mobile phone and credit card is registered to unless workplace delivery is requested.

5.3. If you request workplace delivery our internal security checks may determine that additional information is required from you. This is detailed in the ordering process. If this information is not provided in the manner and time-scales requested, delivery may revert to the registered credit card address.

5.4. Any delivery charges will be displayed during the ordering process.

5.5. When your order is ready for dispatch you will receive an 'Order Dispatch' email that will contain your delivery date. This should be considered the authoritative source of information regarding your delivery.

5.6. All deliveries are subject to stock availability at the time of order processing.

5.7. Delivery of contract mobile phones is subject to you passing security, identification and network credit checks.

5.8. Cler-cloud.com cannot be held responsible for any delivery delays withUPS or any other courier or delivery supplier. Delivery is subject to the availability of the delivery service.

5.9. Delivery times may vary for non-mainland and Highlands deliveries, depending on carrier.

5.10. Delivery suppliers will attempt delivery one or more times and will make your delivery available for collection from a local Post Office,depot, warehouse or other depository in the event of an unsuccessful delivery. After which, your delivery will be returned to us. In this occurrence will be a charge of $6.99 for re-delivery. Re-delivery should be arranged by contacting our customer service department.
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You’ll learn (once you sign up) how large Corporates-Enterprises are currently off-loading to the liquidation channels millions of dollars of valuable like-new Tablets, Smartphones, Laptops, e-readers, Netbooks and associated “surplus” accessories...every month...email us at clearcloud101@gmail.com to see how you can get involved...(USA based only, NO foreign Mobile Device Brokers allowed due to regulations and Corporate-Enterprise rules)...

http://clear-cloud.com/enroll.html

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You’ll also see that the era of the Desktop PC is history.......skeptical? Well just “google” terms like “New Mobile Cloud Revolution,” or, “death of the Desktop PC”.....yes, it’s true....the Mobile Cloud Computing Revolution is here....now.

The trends in Mobile Cloud Computing are being advanced so fast that there is a HUGE multi-billion “undergroud” economy happening now....we will show you (once you're signed-up http://clear-cloud.com/enroll.html) how to “pull in” over $2000 weekly in profits....by selling, at a very nice margin, the semi-new Mobile Devices you’ve acquired via the Corporate-Enterprise Mobile Device Off-load channels....it’s fun, easy too....contact us at clearcloud101@gmail.com

or call 661 670 6092

Get with it....Now! Realize that today many, many, many of “yesterday’s jobs” are going bye..bye.......
Why? Because of super smart cloud based algorithms, advanced cloud computing concepts, and AUTOMATION. You can join www.clear-cloud.com in the Mobile Cloud Computing Revolution (email us at clearcloud101@gmail.com) …..you can easily make over $2K weekly by acquiring the Enterprise-Corporate semi-new Mobile Devices at pennies on the dollar, and then selling these devices at your regional-local swap meets....clearing (without breaking a sweat) an average of $100 per sale.....and remember....the HUGE American “underground economy” (i.e., swap meets!) is growing....weekly.....

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Below are links to the basics of this Program - how and where you'll get, at extremely low Registered Broker Prices, these valuable Enterprise-Corporate IT Asset Disposals that are like new Mobile Devices such as business Netbooks, Laptops, 3G Smartphones with multi-touch, iPads (business), Tablet PCs with embedded cellular modems, GPS handsets...and much more.

Here you'll learn all about Mobile Devices - Netbooks, Laptops, Tablet PCs, Smartphones, and more....all the relevant info you'll need to acquire these devices on the IT Asset (from Enterprises-Corporates) Disposal pipeline...many VIDEOS to help you learn and fast...because you want to earn....and not just burn time needlessly.

Gee whiz.......and by golly-gee....how strange it all is.....I saw today's news that....

"MORE AND MORE CORPORATIONS ARE NOT HIRING BUT AT THE SAME TIME THEY ARE BUYING MORE AND MORE CLOUD COMPUTING SOFTWARE...AND MAKING THEIR REMAINING EMPLOYEES WORK HARDER...ALL WITHOUT MORE PEOPLE!"

THESE HUGE ENTERPRISES NEED JUST CLOUD BASED SOFTWARE....ever noticed that the so-called Obama "Economic Recovery" is just B.S....unless you're stockholder?......well read this new "MOBILE CLOUD WITH MANY VIDEOS TRAINING_MOD"...so you can tell all your unemployed friends what it's all about......It's called: MOBILE CLOUD BASED COMPUTING...no people needed anymore...except if you work at Google or are a Mobile Device Broker! (p.s. all the IT jobs are going bye bye too) how scary...but how real too....

Why 2013 will be the year of the cloud database

Data complexity and performance needs are the two reasons enterprises will find solace in cloud-borne database technology

Those businesses that store data in the cloud typically use primitive file storage systems rather than databases. However, these days many cloud computing platforms are adding or enhancing their database offerings, thus becoming more compelling to enterprises.

For example, Google now offers a relational database for its cloud-hosted App Engine application development and a hosting platform called Google Cloud SQL -- in short, MySQL in the cloud. Both Oracle and Microsoft have their own cloud-based database offerings. Amazon Web Services offers Relational Database Service (RDS), as well as other popular databases in its IaaS product.

 Of course, a fraction of enterprise data already exists in public clouds, so why will 2013 be the year of migration to cloud-hosted database systems? There are two core reasons for the migration and a simpler reason for the 2013 timeframe.

The first and most critical reason for the migration is that data in most enterprises is a huge mess. For years, databases have been built around applications or some tactical need, creating hundreds or even thousands of data silos that are difficult to integrate or to even provide a common view of business information. The advantage of migrating some data to cloud-based databases is around the cost and ease of doing so. Thus, you can spin up terabytes of operational data stores without having huge software and hardware costs appearing on budgets and causing concern in the CFO's office or, worse, the boardroom.

The second reason is performance. Databases in enterprises often don't provide data in a timely manner to support those running the business. Queries that should take 10 or 15 minutes instead take hours. Moreover, in many instances, the data is erroneous. Cloud-based databases, if engineered correctly, typically provide much better performance than traditional on-premise systems. This is due to the fact that they can gather up as many processor instances as required to complete the database processing quickly.

No, cloud-delivered databases won't save you. Indeed, they could complicate matters if you're not careful. However, the ease of provisioning, cost advantage, and better performance mean that they are the best value when it comes to database processing.

Given all the positives, do I believe the migration timeframe is 2013? As in all things, there is a ramp-up period. Now that commercial options are available from several vendors, we'll start getting toes-in-the-water efforts in 2012, then see the big wave of implementations in 2013.
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Post by Dr. Thorton Thomas Balley with UCLA California, University Cloud Provider Group, LLC

In the world of information technology, it seems that every few years a new concept comes along that emerges as being the next great leap in technology. One of the current concepts that fits that description in the IT world is called cloud computing.

However, before a company decides that it will embrace cloud computing, it needs to make sure that it understands all the implications of this new offering.

As with most technologies, there are many benefits that can be gained, but along with understanding the benefits, the business risks must also be evaluated. When making this evaluation, it is important to keep in mind not only the short term needs, but the long term objectives and goals of the organization.

In recent years, the Obama administration has pushed for all federal agencies to investigate cloud computing to see if it will benefit each agency. “The Federal CIO Council under the guidance of the Office of Management and Budget (OMB) and the Federal Chief Information Officer (CIO), Vivek Kundra, established the Cloud Computing Initiative to fulfill the President’s objectives for cloud computing.”5 With the recent push from the current administration, cloud computing is expected to grow by leaps and bounds over the next few years.

In some studies, there are predictions that “cloud services will reach $44.2 billion in 2013, up from $17.4 billion of today, according to research firm IDC.”4 This paper will lay out the considerations that an organization should consider at before making a decision to use or dismiss cloud computing at the present time.

Overview of Cloud Computing:

“Cloud Computing is a model for enabling convenient, on-demand network-based access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interactions.”2 This definition is one of many that have been introduced within the IT industry, but what does this actually mean? The concept of a cloud can be looked at as a “leasing-versus-owning concept – an operational expense versus a capital one.” 4

To understand the cloud computing concept more clearly, let us compare it to a more common concept: paying for electric utility. Each month, a household or business utilizes a certain amount of electricity which is monitored by a company and the consumer is billed based on their usage. If each household had their own power source, that would be congruent with non-cloud computing; there is no central power source that households take advantage of. If, as is the standard case, households buy their power from a consolidated power source (e.g. a power plant), that would be like taking advantage of a cloud; many users sharing a resource to fulfill their independent needs. Using this simple example, the cloud would be similar to the power plant, providing either infrastructure or software to customers on pay-per-use basis.

Some experts may disagree, but in many regards, cloud computing is similar to the way that computers were used when they first entered the market. At the advent of computers, computers (and associated facilities) were extraordinarily expensive and only owned by a few select organizations such as universities or the government. Few had the expertise to support a separate computing facility in house. Therefore, companies would lease time on computing resources provided by a small number of providers, only purchasing what they needed for what they were working on. In a similar model, cloud computing introduces the concept of buying resources as needed, and similar to the past, the resources can be accessed from a remote location.

Key differences include quality of service, and variety of services offered by cloud computing vendors.

The National Institute of Standards and Technology (NIST) serves as a guide towards helping government agencies achieve cloud. NIST’s cloud model “promotes availability and is composed of five essential characteristics, three service models, and four deployment models.”2 As this paper continues, each of these components will be addressed.

Development Models:

Prior to being able to evaluate if cloud computing is a good fit for a given organization, the general concepts of cloud computing must be understood. There are a number of different deployment models as well as applications of clouds that make up a cloud environment. The cloud deployment models include: public cloud, community cloud, private cloud and hybrid cloud. There are strengths and weaknesses to each deployment model as it relates to the specific case that a cloud is being considered for use with.

The following provides a summary understanding of each deployment model so that one can be chosen to move forward with consideration of cloud implementation.

Public Cloud

“Made available to the general public or a large industry group and is owned by an organization selling cloud services”2

A public cloud is owned by a third party vendor that sells, or offers free of service, a cloud that can be used by the general public. A public cloud is the quickest to setup within an organization, but it also has a limited amount of transparency and limits the amount of customization.

Community Cloud

“Shared by several organization and supports specific community that has shared concerns” 2

A community cloud is an architecture that is established when a group of organizations come together to share resources. A community cloud is a mini public cloud, but only a select group of organizations will be authorized to use the cloud. In contrast to the public cloud, it will generally be more expensive since it will only be used within a smaller group of organizations and all of the infrastructure must be established.

A community cloud is a great choice for a group of organizations, such as a group of federal agencies that desire to share resources but want to have more control over security and insight into the cloud itself.

Private Cloud

“Operated solely for an organization” 2

A private cloud is one that is established to support a small singular organization. There is much debate if a private cloud should be considered a cloud at all, as the infrastructure and management of the cloud remains within the organization.

Hybrid Cloud

“Composition of two or more clouds (private, community or public) that remain unique entities but are bound together by standardized or proprietary technology that enable technology that enables data and application portability.” 2

A hybrid cloud allows for some of the resources to be managed by a public cloud environment, while others are managed internally by a private cloud. This will normally be used by an organization that wants to allow itself to have the scalability features that a public cloud offers, but will want to keep mission critical or private data internal to the organization.

Service Models:

In addition to the platform on which a cloud will be deployed, there are a variety of different applications of cloud. There are three major types of cloud services, Software as a Service (SaaS), Platform as a Service (PaaS) and Infrastructure as a Service (IaaS). Described below are the concepts between the varying types of cloud models.

Software as a Service (SaaS):

“Delivers software over internet without need to install and run applications on the customers own computers” 2

SaaS allows applications to be used by customers over the internet to complete business processes. SaaS is not a new concept; for example, “Salesforce.com has been providing on-demand software for customers since 1999.”6 The advantage of SaaS is the software is run from one centralized location, which means that that the software can be accessed from any location over the internet. The other benefit of having the software managed in one location is that the patches and updates only need to be done once, eliminating the time consuming need to conduct software updates on every machine. Lastly, SaaS is generally “on-demand” which means that an organization does not have to commit to enterprise licenses.

Platform as a Service (PaaS):

“Delivers a computing platform and/or solution stack as a service, often consuming cloud infrastructure and sustaining cloud applications” 2

The PaaS is a platform that helps to deliver an environment where a user can use the clouds to develop new applications without the need to have the software or infrastructure purchased in-house. The consumer will have control of the applications that are running on the cloud, but will not have control of the infrastructure that it is running on. In essence, PaaS provides “anything needed to support how a company builds and delivers Web applications and services in the cloud.”3

Infrastructure as a Service (IaaS):

“Delivers computer infrastructure, typically platform virtualization environment as a service. It’s an evolution of virtual private server offerings.” 2

IaaS is using the cloud to supply the infrastructure that would normally have to be procured by a singular organization to run an organizations IT infrastructure. Included in the infrastructure are such things as servers, memory and storage that allow a customer to scale up or down as necessary. The infrastructure can than be used by customers to run their own software with only the amount of resources that are needed at a given moment in time. In the past, companies would often have to purchase a huge infrastructure to support a periodic spike in the need for resources, leaving the servers and networks idle for much of the remaining time. With IaaS, resources will not be wasted, because only what is needed at a given moment is utilized. The customers to the cloud service have control over the operating systems and applications, but don’t manage the cloud infrastructure.

Pros and Cons of Cloud Computing:

Now that the basic concepts of cloud computing are understood, an organization needs to consider all of the impacts that cloud will influence. As one might expect, there are a number of considerations that need to be weighed to decide if an implementation of cloud computing is the best approach for a given organization.

Advantages:

There are many advantages that can be gained from the use of cloud computing. Cloud computing is built upon the idea of economies of scale. The great thing about the concept of cloud is the potential cost-savings benefits that can be gained for a small startup, large company, or even an entire federal agency.

Cloud computing eliminates the usual high up-front cost that companies often cannot afford, allows for “infinite” resources on-demand, and provides the ability to pay for resources as they are needed. It also removes the need for special facilities and highly trained personnel dedicated to IT and the need to continually upgrade hardware and software as technology moves on and company requirements change.

In general, the use of cloud computing should reduce costs by companies paying for only the resources that are needed. Many companies do not know what the demand will be for their IT infrastructure, which previously meant that companies either over-bought servers or were overwhelmed by demand that could not be handled; leading to a loss of customers or degradation of service to their customers. In either scenario, there is a detrimental impact because money was inefficiently expensed on unnecessary hardware and/or potential sales were lost.

Maintenance of software can be just as big an expense for organizations as the initial purchase. With the use of cloud computing, software updates and backups are made without the organization having to spend time and money on these activities. This helps to alleviate many of the technical burdens that are often put on companies and allows them to concentrate on their core competencies while still gaining the advantage of having the most up-to-date version software.

Cloud computing allows a company to operate in an elastic fashion. Resources can be scaled up or down as needed by a project, consumer demand or operating need. The elasticity that is gained by cloud computing allows projects to proceed in a manner that is appropriate, without the time consuming and costly delays that the purchase of hardware and software has through the procurement process. Resources can be quickly provisioned/de-provisioned, which should result in a lower investment cost.

The use of cloud is looked at as an environmentally friendly approach. Currently, there are a huge number of server farms that operate to serve individual organizational needs. With cloud computing, a single server farm can support a large number of different entities, potentially reducing power requirements, emissions, and disposal of old electronics.

Disadvantages:

A company may think that cloud computing is unquestionably the way to go, but there are a number of concerns that need to be taken into consideration before a company elects to implement cloud computing. The main concerns inherent in cloud computing include security, privacy, reliability and cost.

Security is by far the most common reason that an organization states for not moving forward with cloud. Many organizations ask: “who would trust their essential data out there somewhere?”1 The amount of security control that an organization will have depends on the type of cloud structure that is adopted; private, public or community. The amount of security control is highest in a private cloud and lowest in a public one. While a cloud environment might be just as secure as a non-cloud, there is limited transparency into the cloud which escalates the worry of security. Along the same lines, there is also a concern by many organizations about the amount of privacy that a cloud environment could potentially lack.

The third party vendor that is supplying the cloud could potentially access a company’s sensitive information, which increases the risk of a privacy breach.

Reliability is a huge concern for many organizations; having a service down for even a few minutes a year could be very costly or even cause a safety concern. Cloud takes the control of reliability out of the hands of the organization and puts it into the hands of the cloud vendor. It is important that service level agreements are established with the cloud vendor to make sure the reliability requirements are agreed upon by both parties upfront.

In some organizations, especially within the government, there are reporting laws that make it so a cloud option might “not be an acceptable solution due to government regulations such as Sarbanes-Oxley and Health and Human Services Health Insurance Portability and Accountability Act (HIPPA)”.1 In addition, there are many regulations that prevent sensitive data from being transmitted beyond the borders of a nation. Cloud computing farms are general built in locations that offer the lowest possible cost, many times outside the borders of the customer’s nation. Currently, clouds are being established that alleviate this concern, but as a result, the cost of using the cloud vendor increases.

While the “advantage” section mentioned how cloud computing was a way to lower costs, this is not always the case. The initial cost of utilizing a cloud will be lower, but the lifetime costs could be much higher due to the continual expense of paying for service. Lastly, there is always the concern the business that is selling the cloud services goes out of business. Cloud applications from one provider will generally not be compatible with other providers’ clouds; thus limiting an organization’s options if they needed to change providers for some reason.

Cloud Implementation:

The first step that needs to be taken before deciding to implement a cloud within an organization is deciding if cloud is the right fit. The proper analysis needs to be conducted to include: cost, time, risk, benefits and interoperability. The cloud environment could be a great revolution for a given organization, but it is not a one-size-fits-all solution. If flexibility and scalability are an organization’s paramount needs, cloud is likely an optimal solution. In organizations that have high concerns for security and privacy, cloud might be a viable IT solution, but an in-depth analysis of the tradeoffs needs to be conducted. The length of time that an application or infrastructure will be commissioned should be a factor in deciding if cloud is an appropriate model. For a short duration project, cloud is likely an excellent candidate due to the fact that the infrastructure does not need to be procured. In the case of a long term implementation, cloud might still be a very viable option due to the fact that demand often fluctuates. This being the case, if demand is steady, a procurement of the hardware might a better option, considering cloud normally has a higher cost per transaction.

After it has been decided that a cloud environment is the correct fit, the layer of cloud that will be implemented needs to be selected: SaaS, PaaS or IaaS. Each of the differing layers brings with it entirely different questions. Following the selection of the layer, the type of platform that the cloud will be deployed on needs to be chosen: public, community, private or hybrid.

It is important to take into consideration the entire life cycle cost of implementing cloud. Without much question, the initial cost of implementing a cloud will be lower, but since costs are paid for on a per-use basis, the cost over the entire lifetime of could potentially be higher with cloud.

When developing the cost estimate to establish an IT infrastructure without cloud, it is essential that cost beyond the initial purchase of the hardware and software are taken into account. With cloud, especially in the public cloud, there is a large reduction in the costs for updates/patches, maintenance and reductions in staff, all factors that need to be taken into consideration when doing a fair comparison. Simply put, opportunity cost must be determined for moving to a cloud and a decision should be made based on the needs of the organization.

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