While Composer isn't required when using Drupal core, many Drupal site builders use it as the preferred way of assembling websites (myself included). A growing number of contributed modules also require the use of Composer, which increases the need to make Composer easier to use with Drupal.
The first step of the Composer Initiative was to develop a plan to simplify Drupal's Composer experience. Since DrupalCon Nashville, Mixologic, Mile23, Bojanz, Webflo, and other Drupal community members have worked on this plan. I was excited to see that last week, they shared their proposal.
The first phase of the proposal is focused on a series of changes in the main Drupal core repository. The directory structure will remain the same, but it will include scripts, plugins, and embedded packages that enable the bundled Drupal product to be built from the core repository using Composer. This provides users who download Drupal from Drupal.org a clear path to manage their Drupal codebase with Composer if they choose.
I'm excited about this first step because it will establish a default, official approach for using Composer with Drupal. That makes using Composer more straightforward, less confusing, and could theoretically lower the bar for evaluators and newcomers who are familiar with other PHP frameworks. Making things easier for site builders is a very important goal; web development has become a difficult task, and removing complexity out of the process is crucial.
It's also worth noting that we are planning the Automatic Updates Initiative. We are exploring if an automated update system can be build on top of the Composer Initiative's work, and provide an abstraction layer for those that don't want to use Composer directly. I believe that could be truly game-changing for Drupal, as it would remove a great deal of complexity.
Implementing this plan will be a lot of work. How fast we execute these changes depends on how many people will help. There are a number of different third-party Composer related efforts, and my hope is to see many of them redirect their efforts to make Drupal's out-of-the-box Composer effort better. If you're interested in getting involved or sponsoring this work, let me know and I'd be happy to connect you with the right people!
One of the most stressful experiences for students is the process of choosing the right university. Researching various colleges and universities can be overwhelming, especially when students don't have the luxury of visiting different campuses in person.
At Acquia Labs, we wanted to remove some of the complexity and stress from this process, by making campus tours more accessible through virtual reality. During my presentation at Acquia Engage Europe yesterday, I shared how organizations can use virtual reality to build cross-channel experiences. People that attended Acquia Engage Europe asked if they could have a copy of my video, so I decided to share it on my blog.
The demo video below features a high school student, Jordan, who is interested in learning more about Massachusetts State University (a fictional university). From the comfort of his couch, Jordan is able to take a virtual tour directly from the university's website. After placing his phone in a VR headset, Jordan can move around the university campus, explore buildings, and view program resources, videos, and pictures within the context of his tour.
All of the content and media featured in the VR tour is stored in the Massachusetts State University's Drupal site. Site administrators can upload media and position hotspots directly from within Drupal backend. The React frontend pulls in information from Drupal using JSON API. In the video below, Chris Hamper (Acquia) further explains how the decoupled React VR application takes advantage of new functionality available in Drupal 8.
It's exciting to see how Drupal's power and flexibility can be used beyond traditional web pages. If you are interesting in working with Acquia on virtual reality applications, don't hesitate to contact the Acquia Labs team.
Special thanks to Chris Hamper for building the virtual reality application, and thank you to Ash Heath, Preston So and Drew Robertson for producing the demo videos.
As the leading cloud infrastructure platforms — Amazon, Google, Microsoft, etc — mature, they will likely become functionally equivalent for the vast majority of use cases. In the future, it won't really matter whether you use Amazon, Google or Microsoft to deploy most applications. When that happens, platform differentiators will shift from functional capabilities, such as multi-region databases or serverless application support, to an increased emphasis on ease of use, the out-of-the-box experience, price, and performance.
Given multiple functionally equivalent cloud platforms at roughly the same price, the simplest one will win. Therefore, ease of use and out-of-the-box experience will become significant differentiators.
This is where Microsoft's GitHub acquisition comes in. Microsoft will most likely integrate its cloud services with GitHub; each code repository will get a button to easily test, deploy, and run the project in Microsoft's cloud. A deep and seamless integration between Microsoft Azure and GitHub could result in Microsoft's cloud being perceived as simpler to use. And when there are no other critical differentiators, ease of use drives adoption.
If you ask me, Microsoft's CEO, Satya Nadella, made a genius move by buying GitHub. It could take another ten years for the cloud wars to mature, and for us to realize just how valuable this acquisition was. In a decade, $7.5 billion could look like peanuts.
While I trust that Microsoft will be a good steward of GitHub, I personally would have preferred to see GitHub remain independent. I suspect that Amazon and Google will now accelerate the development of their own versions of GitHub. A single, independent GitHub would have maximized collaboration among software projects and developers, especially those that are Open Source. Having a variety of competing GitHubs will most likely introduce some friction.
Over the years, I had a few interactions with GitHub's co-founder, Chris Wanstrath. He must be happy with this acquisition as well; it provides stability and direction for GitHub, ends a 9-month CEO search, and is a great outcome for employees and investors. Chris, I want to say congratulations on building the world's biggest software collaboration platform, and thank you for giving millions of Open Source developers free tools along the way.
Capital expenditures, or CAPEX, is money used to purchase, upgrade, improve, or extend the life of long-term assets. Capital expenditures generally takes two forms: maintenance expenditure (money spent for normal upkeep and maintenance) and expansion expenditures (money used to buy assets to grow the business, or money used to buy assets to actually sell). This could include buying a building, upgrading computers, acquiring a business, or in the case of cloud infrastructure vendors, buying the hardware needed to invest in the growth of their cloud infrastructure.
Building this analysis on CAPEX spending is far from perfect, as it includes investments that are not directly related to scaling cloud infrastructure. For example, Google is building subsea cables to improve their internet speed, and Amazon is investing a lot in its package and shipping operations, including the build-out of its own cargo airline. These investments don't advance their cloud services businesses. Despite these inaccuracies, CAPEX is still a useful indicator for measuring the growth of their cloud infrastructure businesses, simply because these investments dwarf others.
The graph above shows the trailing twelve months (TTM) CAPEX spending for each of the five cloud vendors. CAPEX don't lie: cloud infrastructure services is clearly a three-player race. There are only three cloud infrastructure companies that are really growing: Amazon, Google (Alphabet) and Microsoft. Oracle and IBM are far behind and their spending is not enough to keep pace with Amazon, Microsoft or Google.
Amazon's growth in CAPEX is the most impressive. This becomes really clear when you look at the percentage growth:
Amazon's CAPEX has exploded over the past 10 years. In relative terms, it has grown more than all other companies' CAPEX combined.
The scale is hard to grasp
To put the significance of these investments in cloud services in perspective, in the last 12 months, Amazon and Alphabet's CAPEX is almost 10x the size of Coca-Cola's, a company whose products are available in every grocery store, gas station, and vending machine in every town and country in the world. More than 3% of all beverages consumed around the world are Coca-Cola products. In contrast, the amount of money cloud infrastructure vendors are investing in CAPEX is hard to grasp.