Prof. Hanku Lee

hlee@konkuk.ac.kr

@hlee219

Division of Internet & Multimedia Eng

Konkuk University, Seoul, Korea

Cloud Computing for Smart TV

Contents

1. Why Cloud Computing?2. The present

I. GoogleII. AmazonIII. NetflixIV. FacebookV. TwitterVI. iCloud

3. The FutureI. Personal Cloud ComputingII. Hallyu (Korean Wave)

ⅰ

1. Why Cloud Computing?

Cloud Service

Incre

asin

g B

usin

ess

Ab

ilit

y

Time

WebService

GridComputing

NetworkComputing

Utility Computing

Cloud Service

Evolution of Computing

mainframe

personal

Client & Server

The Internet

Total growth rate of IT is about 5%, but growth rate of cloud services is about 27%

Simplified

Shared

Dynamic

Drives ITefficiency

Rapid deployment ofNew infrastructure and

service

Highly responsive business goal driven

2

Paradigm Shift of ComputingBurden Iron Works

Edison Power Plant & Power Grid

Corporate Data Cen-ter

PC

Cloud Computing & Internet

• Change in way of ownership of com-puting resources

- Outsourcing of IT resources and services ex-panded• Expansion of Internet-based services - SW and the content of the online service en-ablement

Cloud Comput-

ing

3

Cloud Computing

Def

Com-pany

On-demand IT infrastructure provided as a service to host/run services and user applications

End-User

Top 10 Strategic Technology Areas for 2010

1. Cloud Computing2. Web-Oriented Architecture3. Servers Beyond Blades4. Enterprise Mashups

Cloud Computing, rated 1st in Gartner selected top 10 IT technologies consecu-tively in 2010 and 2011

Virtualized infrastructure/platform/service to run client applications and to store data on heterogeneous devices whenever/wherever

4

Cases

5

Cloud Infrastructure

Cloud Platform

Cloud Software & Apps

New York Times

Architecture

Cost

TIFF Image (4TB) PDF (1.5TB)

Amazon S3

Hadoop MapReduceAMI

Amazon EC2(100 in-stances)

S3Storage: 5.5TB

Data Transfer-in: 4TB

EC3Instances:

100 X 24 hours

Only $ 1,465

6

AWS Simple Monthly Calculator

Amazon S3 (US) Amazon S3(EUR) Amazon EC2 Amazon SQS

http://calculator.s3.amazonews.com/calc5.html

2. The Present of Cloud Computing

Ⅰ. Google

8

Ⅱ. Amazon

Amazon Cloud’s long-term strategy focuses on B2C

Cloud encompasses infrastructure(uphill) and usage(downhill)1

Cloud infrastructureGoogle can boast as much

Experience in cloud technologies

Consumer usageApple’s digital content

approach is strong

Amazon is approaching the market with a two-fold strategy2

The B2C cloud market willFlourish thanks to pervasive fiber

and wireless connectivity.

9

By introducing new devices, Amazon reaches more customers3

Kindle Amazon Media Center Amazon Tablet Amazon Silk

Ⅲ. Netflix

10

Launch of API

ContentsPartners

Devices

Ⅳ. Facebook

Facebook’s Value Proposition

Website Integration1

Facebook Pages

2

Facebook Ads3

Facebook Apps4

Facebook Analytics5

11

12

Ⅴ. Twitter

REAL-TIME OUTPUT

170 Million (Daily)

Ⅵ. iCloud

Buy MusicDownload music from iTunes on any device.

iCloud Stores it

Your music is stored

in iCloud

And pushes it to your de-vicesYour music automatically ap-pears on your iPad, iPhone, iPod touch, Mac, and PC.

Music, movie

Photo Stream(1000 Pics/M)

Store Data(Email, Book, contact,

…)

Application Data(Configuration,

Data)

13

Pro social

Ⅶ. U-Health service in U.S.A

14

Ⅷ. Google, Amazon, Netflix, Facebook

Year

(M$

)

* Reference : Amazon Annual Report, Google Annual Report Netflix Annual Report, www.techcrunch.com

15

Ⅸ. Korea?

16

3. The Future of Cloud Computing

Ⅰ. The Tortoise and the Hare

18

Ⅰ. The Tortoise and the Hare (cont)

19

Ⅱ. Galaxy series & Smart TVs

20

Ⅲ. Want The One Ring? Then

Platform is the one ring to dominate the marketGoogle bets USD 120 million to protect Android against patent attacksThe higher the market share of platform, HW/SW sales will be better

The rise of platform warsOpen platformLightweight platform

Social PlatformFacebookTwitterKakao Talk

21

Ⅳ. Self Reflection of Google

A Google engineer, Steve Yegge, accidentally broadcast his self-reflection google+ mention outside of Google…that Google doesn't do well is Platforms. We don't un-derstand platforms. We don't "get" platformsGoogle+ is a prime example of our complete failure to understand platforms from the very highest levels of executive leadership (hi Larry, Sergey, Eric, Vic, howdy howdy) down to the very lowest leaf workers (hey yo)The Golden Rule of platforms is that you Eat Your Own Dogfood. The Google+ platform is a pathetic afterthought. We had no API at all at launch, and last I checked, we had one measly API call… to get someone's stream

22

Ⅳ. Self Reflection of Google (cont)

Google+ is…a study in short-term thinking, predicated on the in-correct notion that Facebook is successful because they built a great product. But that's not why they are successful. Facebook is successful because they built an entire constella-tion of products by allowing other people to do the work…Some people spend all their time on Mafia Wars. Some…on Far-mville. There are hundreds or maybe thousands of different high-quality time sinks available, so there's something there for ev-eryoneGoogle+ team took a look at the aftermarket and said: "Gosh, it looks like we need some games. Let's go contract someone to, um, write some games for us." Do you begin to see how in-credibly wrong that thinking is now?You can't do that…There have been precious few people in the world, over the entire history of computing, who have been able to do it reliably. Steve Jobs was one of them. We don't have a Steve Jobs here

23

Ⅴ. Super Imagination

Miraculous success cases of Korea's shipbuilding industry in the pastCreative imagination beyond common senseTechnologies from imagination to reality

24

PaaS

Ⅵ. Personal Cloud Computing

25

Cloud Computing Infra

Wire/Wireless Network(3G, 4G, WiFi)

Phone to App

Phone to Multi App

Phone to Phone

HeterogeneousPersonal OS

Personal ServiceApplication

Virtualization

SaaS

IaaS

Ⅵ. Personal Cloud Computing

26

Cloud ServerVirtualization

IaaS

PaaS

SaaS

Ⅶ. Hallyu(Korean Wave)

27

THANK YOU