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Vice
President & CTO for Software and Adaptive Enterprise,
Office of Strategy and Technology, Hewlett-Packard
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 Russ
Daniels is Vice President & CTO for Software
and Adaptive Enterprise in HP's Office of Strategy
and Technology. Assigned to HP's nearly $1 billion
software business, he sets and coordinates the
technology strategy across HP's software portfolio
of solutions for the Adaptive Enterprise - HP's
vision of an organization in which business and
IT are synchronized to capitalize on change.
 The "secret
sauce" of HP's Adaptive Enterprise initiative,
HP's software offerings automate the link between
business processes and IT infrastructure. Daniels
sets the strategy for delivering leadership software
products, solutions and services that enable
customers to realize the Adaptive Enterprise
benefits--simplicity, agility and value--across
their organizations. HP has invested heavily
in software to support its Adaptive Enterprise
strategy, fortifying its portfolio by partnering,
building new capabilities and through seven acquisitions.
Previously
he was general manager of HP's application development
organization, and R&D manager of the software
and systems development lab.
Daniels has more than 20 years of industry experience specializing
in software architecture, language runtimes, XML and
software development processes. Prior to joining HP,
he spent 15 years at Apple Computer where he held a
variety of developer-related positions.
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Keynote Address — Service
orientation and management: essential concerns for effective
enterprise architecture
10:45 – 11:15, Monday,
July 18, 2005
As the practice of IT matures, we are seeing increased emphasis
on managing the business of IT to provide cost effective, reliable,
secure, and flexible service. IT is expected to provide timely
and affordable support for innovation, necessitating a corresponding
reduction of spending on maintenance and operations. To survive,
IT practitioners must:
- Focus on the
service as the fundamental unit of IT systems within
and across organizational boundaries
- Manage services across their lifecycle (planning
and architecture, sourcing, configuration and deployment,
operation, and retirement) using a common, standards-based management
framework
- Use industry operational reference models,
enterprise architecture, and IT governance to align business
and IT systems
- Use service modeling to automate service management
and dynamic reconfiguration to meet SLAs and optimize business
impact
- Address cross-service management concerns (financial,
security, quality, relationship)
- Adopt utility computing for just-in-time provisioning
of shared services, resource virtualization, and pay-for-use
efficiency
 return
to program
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