Category Archives: Technology

Computers, the 1980s, and Computer Chronicles

Shortly after I got my first computer in 1982 — a Commodore VIC-20 — I started looking for information regarding games, programming, computer hardware, etc. One of my first dependable sources for information came in 1983 when I began watching a new PBS television show called Computer Chronicles, hosted by Stewart Cheifet.

This week, Cheifet is interviewed on Leo Laporte’s Triangulation. It’s a good interview, with lots of discussion about the early days of personal computer technology. And, if you’re interested in viewing any of the old episodes of Computer Chronicles, you can find them all at the Internet Archive.

Cloud Computing Contracts

Clouds over Lake MichiganUntil only a few years ago, most of the software we purchased was installed on servers located in datacenters we owned. Sometimes we managed the software, sometimes an outside vendor managed it for us. But the software was almost always on a physical server housed under our control.

But this is 2013, and many government and private organizations have adopted some variation of a cloud-first strategy. A large number, if not a majority, of the services we purchase are delivered via software located on servers outside of our physical control. Our websites sit on Rackspace or Amazon or SquareSpace servers. Our HR/Payroll software may reside on a Sage or Kronos or SAP server cluster. Even our ILS software is now often based remotely in a Polaris or LYRASIS datacenter. Bibliocommons, probably the best discovery layer available, is offered only as a hosted solution.

The point is, many of our tools which we formerly put on local servers are now run from remote servers. Whether you call this “cloud” or “hosted” or “remote”, it all boils down to the same thing — someone else controls the hardware and runs or manages the software. You and your library are no longer in full control regarding access and management. (For this post, I will use the phrase cloud-based to refer to any software installed on a server or cluster of servers outside of your physical location.)

Don’t misunderstand. I am a huge proponent of cloud-based services. They are often easier to manage, better protected, more feature-rich, and cheaper to procure than the old solutions. But the steps we have to now go through to select and purchase cloud-based services has fundamentally altered the procurement process. We used to source software, perhaps purchase some professional services and maintenance, and sign a simple contract reflecting these points. With cloud-based services, the procurement process has been dramatically altered and it is still changing.

If you are about to purchase a cloud-based product, you have a few more things to investigate than you did in years past. I have placed links at the end of this post that direct you to several of the sources I use in reviewing cloud-based services and contracts. It’s easy to get lost in the large amount of information and recommendations in the documents, but it helps to see what’s discussed most frequently. You will want to follow your local organization’s purchasing policy with regard to contract formulation. But if your organization has not rewritten its cloud-computing contract and procurement requirements, you may want to start lobbying today. If you are responsible for your organization’s data and/or network, you may want to counsel change. I strongly suggest consulting your organization’s legal advisor for assistance in finalizing any contracts.

There are a myriad number of points you could insert into cloud-based contracts. If you research the documents linked below, and the many articles available on crafting cloud-services contracts, you will see just how many variables are involved. Here are a few things I now look for when buying a cloud-based product:

Network Cabling1. Service level agreements (SLA) and compensation for outages

Things will break and there will be outages. You want to make certain that your contract clearly spells out response times for service interruptions, compensation for major outages, and what key performance metrics will be identified as measures.

Does the vendor notify you of outages? How quickly? Is there a Help Desk ticketing system in place for your use? How many services or people need to be impacted before the issue is automatically escalated? Before compensation kicks in?

If the outage or service interruption results in corrupt or lost data (not a data breach), what are your options for recovery and/or compensation?

If the vendor updates the service and specific functionality that you depended upon is lost, what happens? Can you cancel your contract without penalty? Does the vendor have to compensate you for the lost functionality?

Not every possible scenario can be defined in the SLA, but it is this part of the contract you will rely upon when things break and service is interrupted. Make certain the SLA is easy to understand and looks out for your needs.

2. Data — Who owns it and who can get access to it?

Most U.S. public libraries do not have legal requirements to store data in a particular nation, but some government and private organizations do have this requirement. Make sure you know if yours is one of them.

If the cloud-based service breaks, does the vendor’s promise to repair everything include the restoration of your data? What kind of backups does the vendor maintain, and what is the frequency of backup?

If you cancel your contract, how long do you have access to your data and in what format can it be returned to you? If the data is in a proprietary format structure then it will be useless to you.

Security breaches happen, but the disclosure of personally identifiable information — of staff or customers — can have significant financial and PR ramifications. The vendor should have clearly defined security measures in place to protect your data. Similarly, the vendor should have contractually defined notification procedures in place for contacting you in the event of any security breach.

Who is responsible for damages, fines, etc? Security breaches can often result in large financial penalties and settlements and the contract should clearly define liability and any limitations. It does you no good if the vendor denies responsibility for data breaches and leaves you to cover all of the costs.

If an ex-employee or anyone else takes legal action against you and issues a legal demand to the vendor for your data, what will the vendor do to notify you of this action? Will you have legal recourse before the vendor discloses the data? Will you or your legal representative be able to review the data and remove any personally identifiable information before the vendor hands it over? Remember, the data is no longer on a server in your datacenter, it is not under your direct physical control.

How long does the vendor retain backups and archives of your data? Does this comply with any legal requirements your organization may have regarding data retention? And if you cancel your contract with the vendor, how long will they retain the data and what recourse will you have should litigation or law enforcement ask the vendor to turn over your data once you no longer are their customer?

3. Get me out of here — Ending your contract

What recourse do you have regarding termination of contract? You should be able to terminate the contract at any time. If a penalty is to be applied then this should be in the contract.

Also, as mentioned above, it should be stated how long you will have access to recover your data and whether or not your data will be retained by the vendor following contract termination.

Your data should be returned to you in a usable format. You should not have to rebuild databases in order to transfer the service to a new vendor. The format in which your data is accessible to you should be defined.


This is a simplification of the many issues that now come up in cloud contract negotiation. Cloud-based services have fundamentally altered the way IT manages and implements solutions. Now that the data and servers are no longer under our direct control we need to adopt new procedures and requirements that protect the library and its many interests. Getting these formalized may be complicated and time-consuming, but it is of vital importance. Make sure the decision-makers in your organization understand these new complexities. The old way of crafting software and service contracts has changed.

Documents & Links 

If It’s in the Cloud, Get It on Paper: Cloud Computing Contract Issues, by Thomas Trappler via Educause

Creating Effective Cloud. Computing Contracts for the Federal Government. Best Practices for Acquiring IT as a Service (PDF), via the Chief Information Officers Council

Legal and Quasi-Legal Issues in Cloud Computing Contracts (PDF), by Steve McDonald via Educause

Best Practices for Negotiating Cloud-Based Software Contracts (PDF), a DoD ESI Whitepaper [8/5/13 link appears down]

Security in the Cloud: What nonprofits and libraries need to know to secure their online data, via Techsoup

Cloud Legal Project (U.K.) via the Centre for Commercial Law Studies (CCLS) at Queen Mary, University of London

Negotiating Cloud Contracts: Looking at Clouds from Both Sides Now, via Stanford Technology Law Review

My Personal Debt to Steve Jobs

I was writing a post about the iPhone when the news of the death of Steve Jobs came across my Google+ stream. Only a minute later my phone started humming with the plethora of texts that are still coming in as I write this.

Jobs touched so many people. In the coming days and weeks, as we watch and read the flood of stories that will be authored, we’ll see many people telling us just how deeply they admired and loved Steve Jobs. He was brilliant, daring, and truly visionary. But I want to share one story of why I came to feel that I owed Steve Jobs a very personal debt of thanks.

I’ve used an Apple iPhone ever since, in early 2008, I was given one by a dear friend after my father died. It didn’t take me long to realize the power of that device. One year later my mother would be diagnosed with cancer and she would begin a long and desperate battle. She chose to take treatment several hundred miles away from home because she wanted her to have the best care that she could get.

It was a lonely battle. She had only two family members close to her on a day-to-day basis, and most of her family, including her grandchildren and me, were far away. We talked to her as often as we could, but she was often too weak to talk to all the people who were calling. In the years leading up to her cancer, my mother had cultivated a rather lengthy list of email friends, many going back to her high school days from the 1950s. So, when she found herself far from her computer and trapped in bed because of the debilitating chemotherapy treatments, she quickly lapsed into a depression caused, in no small part, by her isolation.

Then, on January 27, 2010, Steve Jobs stepped onto a stage in San Francisco and announced the iPad. Critics called it an over-sized iPod Touch, but they were so mistaken. I immediately saw the potential, and placed my order.

We flew my mother home during a break between different courses of treatment. It was May, and her grand-kids and I had a special mother’s day present waiting for her — an iPad 3G. At first, she did not really know what it was other than a very small computer. But it only took five minutes for her to discover how to use her fingers to swipe between the email app that would connect her to family and friends, the Kindle app that would allow her to continue reading, and the web browser that would connect her to the outside world.

My mother would die six months later. It is not an overstatement to say that the iPad liberated her. The iPad allowed her to rejoin her world of friends, family, reading, and so much more. She even watched religious services on that iPad. She took it with her to her chemo treatments, and it kept her company on the long car rides and airplane rides she would endure over those last few months.

So that is why I will forever feel a debt of gratitude to Steve Jobs. His vision, and the reality of his iPad, freed my mother from solitude and, in her darkest hours, gave her the means to connect with family and friends, and so much more.

Guy Kawasaki on Triangulation

“Facebook is a family reunion and Google+ is a party.”

Interesting interview with former Apple evangelist Guy Kawasaki. He’s also the author of Enchantment. Guy has an interesting take on the sense of entitlement some people feel towards internet giants like Facebook and Google. His ideas and opinions are always intelligent, unique, and often quite accurate.

Using Google+ Hangouts

I knew it was expecting a lot from a free service. With ten people on a Google+ Hangout, all at the same time, I anticipated there would be problems. And there was one, but only one.

My library’s Emerging Technologies Team meets monthly, with every-other month’s meeting being remote. They’ve tried many remote meeting solutions, both paid and free. The pricey professional services work well but are too expensive to purchase the number of licenses we require.

In late June I received an invitation to try Google+. Immediately I began seeing Google+ users like Trey Ratcliff holding informative Hangouts with up to nine of his friends. Others, too, were using Hangouts to bring together groups of people for very fun and lively discussions. The possibilities were obvious.

So, the team set out to hold its next remote meeting via Google+ Hangouts. Everyone who didn’t have an account was sent an invitation, and IT made certain that everyone had a device equipped with a web-cam. The Google voice and video plug-in was installed on all the computers. Some early testing was done with small groups of two and three, but the day of the meeting was the first time all ten team members would log on at the same time.

When the time finally came to log on, everything went rather smoothly. Network speeds were rather good, and everyone’s video feed was clear. It only took a few minutes for everyone to adapt to the modified speaking style needed for remote video meetings.

All of our problems were related to sound. People relying on their desktop or laptop’s built-in microphone were sending out noisy audio — background noise, weak volume, and feedback were all problems. Also, two people were situated in the same room but were using different laptops, each relying on their built-in mic. That was a recipe for feedback hell. One team member briefly tried to use their iPhone, but the audio quality was terrible.

The other audio problem was related to having ten people in the meeting without anyone’s mic being muted — everyone was transmitting background noise. While this isn’t a problem when one or two people have their mics on, having ten mics on was creating a very high noise to signal situation.

Fortunately, the solutions are rather simple:

  1. Equip everyone with a headphone/microphone. This can be something as cheap as a $5 iMicro device, but a unit that employs noise cancellation works better. I used a Plantronics headset and was very happy with the quality.  
  2. Make sure everyone understands to mute their mic when they are not speaking. The moderator can do this, but it’s easier if everyone simply does it themselves.

Google Hangouts offer a lot of productivity potential to teams and others wanting to collaborate remotely. New features announced in late September offer the ability to view Google Docs, screenshare, and use a sketchpad. You can even broadcast your Hangout so anyone can watch — you could interview a group of authors and invite everyone in your library system to watch.

We’re going to continue exploring the potential of Google Hangouts. With library budgets tight and IT departments looking for more and more ways to find efficiencies, Google Hangouts offers a very appealing set of features at a great price (free). Give it a try and let me know how it works for you.

More info: Google: About Hangouts

You can find me on Google+.