Infosys’ BPM-EAI blog offers a platform to discuss the latest trends in the Business Process Management and Enterprise Application Integration spaces. Exchange thoughts, ideas and opinions with Infosys experts on how BPM and EAI programs can be leveraged to achieve operational excellence and maximize your return on investment.

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September 22, 2011

SOA Evangelist

A football coach when he joins a school, primary if you may want to call it, has a herculean task of training the kids for the real game. Kids know that the ball needs to be kicked into a goal and more often than not, in their enthusiasm of game, kick the ball into their own goal; defeating the very purpose of match. There might be “dares” too, as to who would dribble the ball for most part of the game - which in effect stops the ball being passed on to an untagged player near to the opponent goal, missing out on an opportunity to win.

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September 14, 2011

Infosys Team at TUCON 2011 - Annual TIBCO user conference

In less than 2 weeks, as Vegas readies to host SOA and BPM practitioners from around the world @ TUCON 2011 from September 26th - 29th 2011- a confluence of global business and technology leaders. This year, Infosys is a Marquee sponsor at the event, that has over the years acquired a milestone status on the ' integration calendar'.

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July 27, 2011

Co-create the business with Digital consumer

Back in 1900, any purchase by consumers had limited choices; he could visit the store and pick the product from a select few available. In this era, consumer is aware of the numerous choices he can pick from, check on reviews and then finalize the delivery date and time at his door step. Today, 2011, the digital consumer an essential part of any business, where being able to select and choose from a given set of products and offerings is trend that is sure to change the enterprises of tomorrow and how they engage with their consumers. This engagement with the consumer also allows the business to work with them in order to identify and match up to their needs, consult and personalize the products for them. Where face of a bank was a teller with long wait time for simple activity such as deposit or withdrawing the money, today bank's website provides personalized products and services with limited visits to the bank location!

There have been bigger role of modes of communication with the consumers, real-time helpline, feedback, analysis of data received by surveys etc. And only to enhance this is social networking that constantly works on understanding the consumer with the perspective of his likes, dislikes and creates a digital intelligence of the consumer. For example, a hospital that patient visits irrespective of whether it is the local hospital or not, the patient information is provided to doctors with the awareness of the allergies he has as complete of data is already available with detailed medical information. Websites like TripAdvisor can select the preferences and provide the details on which destination, and which package to pick from numerous available options.

Businesses see this as an opportunity to enhance the consumer experience they provide and today with help of technology they can build the enterprise of tomorrow. This change in consumer perspective will bring in a huge shift in the way organizations have been working in the past. Organizations are being asked to provide personalized products and services. At the same time, consumers are also collaborating with organizations to create a greater understanding.

In my opinion the businesses exploring the social networking and working towards co-creating their businesses with consumers will be lost in the run to future proof their businesses! The future of this kind of association and of personalization lies in seamless integration. Technology being the key enabler for a future such as this!

July 9, 2011

Covey and Enterprise IT

There is a lot of material available on Internet about the Maturity Continuum Model *[MCM] defined by *Dr. Stephen Covey. In this model, Dr. Covey talks of the maturity of person/system/institution et al has three stages/phases called “Dependence”, “Independence” and “Interdependence” and these phases are cyclic. An individual entity might begin with a “Dependence” phase, and then moves to “Independence” phase, then to “Interdependence” phase, there upon again begin with “dependence” stage in another context. This cycle of continuous maturity levels is discussed elaborately in his path breaking book called “7 Habits of Highly Effective People” [ISBN 0-7432-6951-9].

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June 30, 2011

911

Lets look at some typical cases that can be classified as an analogy to “Fire alarm” encountered in course of a software implementation.

Case 1:

A large programme in North American Energy corporate is scheduled to go-live phase-wise deploying 70 services connecting 15 applications and functionally connecting 8 business lines as part of a business optimization exercise. While sanity testing a App server hosting a new application connecting most of these interfaces in the 4th weekend of the schedule 7 weekends, it is observed that the application is not getting connected due to random errors. (Authentication failure, Null pointer exception, memory unbounded, etc.). None of these errors are reproducible in any of the Pre production environments. On top of it the senior management is hours away from a decision checkpoint meeting and this issue impacts the plan for the scheduled go-live. Dial 911

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May 31, 2011

Simplify with Complex Events Processing

Customer Data is like the oxygen processed by the lungs and heart (systems in information technology) and injected into the blood (business processes) of any Company. Simplified, the purpose of IT is to harness this key information for the improvement of business operations. Eventually the goal of business is provide the best services to their customers. It is even more significant to know this information for a prospective customer which has the potential to increase the business for an organization. There is no secret that a company outwits competitors just with better customer satisfaction and services at the same time maintaining lower TCO and increasing bottom line. The question in today’s world when IT is ever changing, what is the current scope in usage of technologies such as complex event processing.

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May 30, 2011

Where a generalist is a specialist

Generalist is defined as ‘One who has a broad general knowledge and skills in several areas’ and a specialist is defined as ‘One who is dedicated to one particular branch of study or research’.

In our day to day life we come across both the type of experts, like in health care we have Physicians (who are generalists) and other -ists (who are specialists in areas like Ophthalmology, Oncology, and Neurology etc).

Likewise in the world of IT Services, we have both kinds of experts, hence the McKinsey Matrix of service delivery units being formed as Horizontal and Vertical units, where Horizontal Units take care of the breadth of all the specializations like packaged applications, while the vertical units focus on the domain specific needs.

Having said that - EAI is a space considered to be horizontal, but an EAI consultant needs to have very deep understanding of both the worlds. Let us take an example as to why we need generalist with specialist like skills in EAI.

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May 5, 2011

Web of Web Services

In the era of BPM, with much more enhanced tools and techniques, let's look at a more common and realistic scenario. Where disparate systems identify to interface with other systems, web services, play a huge role. Need of the system is to get the information as fast as possible and accurate for sure! As cliché as it may sound, the very concept of web services is to ensure application interfaces are not affected. But, this pool of web services ensures that they are not left untouched. One of these scenarios, customer information system highlights this phenomenon clearly. Few characteristics that could have been over looked or been in place initially and lost over time:
- Business perspective to technical requirements
- Long term vision for middle ware technical architecture
- Evolve the architecture based on introduction of new entities
- Standards and guidelines for middle ware ever emerging development cycle.
Having defined a middleware tool to ensure the systems are connected is only half the job done. To ensure the operability and maintenance of what is developed is a bigger on-going challenge. Not forgetting to include enhancements. While architects struggle to identify the correct approach of which functionality to fit into which web service, developers struggle to fit the pieces of code into the existing web of web services.
With this highly complex set of interfaces, web services revolve around content and data. And much of the installation, configuration and maintenance work are done manually. This means managerial talents, user-experience knowledge are as essential as defining the technical architecture. At the core, following features when implemented would benefit the landscape of middleware:
- Simple Configuration
- Minimal or no Application Code Changes
- Interoperability
- Increased Application Performance
- Optimizing network traffic
- Increased Scalability/Maximized Network Throughput
To re-iterate the obvious, in most practical scenarios with ever reducing variables of budget and time, it becomes more of a necessity for architects to have holistic and futuristic vision of technology with business perspective.

April 14, 2011

Updates from IMPACT 2011 - Day 2

Day 2 - Business Partners Summit - Tuesday, April 12th 2011

Day 2 of IMPACT started where we left off at Day 1. Steve Mills (Senior VP and Group Exec, Software and Systems) spoke about business Agility and how IBM is helping solve some of the problems of the increasing complexity that we face in today’s environment. On the same topic, IBM IMPACT this year has 8000+ people attending. Which leads me to think, when do these conferences become too big? I guess the level of interaction will drop as the size of the gathering increases. Of course, social networking is helping to increase our ability to handle larger and larger number of interactions without losing the ability to connect individually.

Phil Gilbert (VP, Business Process Management) followed this up with a talk on the velocity of change. 50 billion connected devices by 2020. How many devices per person is that going to be! He also demoed the newly unveiled Business Process Manger v 7 5. The seamless integration of the Process Designer (Lombardi) with the Integration Designer (WID/WPS) using the common repository is impressive. However I am sure there are going to be a number of challenges when we actually put it into actual customer engagements. However the roadmap seems to be much clearer now.

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April 13, 2011

Updates from IMPACT 2011 - Day 1

Day 1 - Business Partners Summit - Monday, April 11th 2011

We started day 1 of IMPACT with a just in time breakfast and quickly moved on to the General Session. Jon Iwata (Senior VP, Marketing and Communications) took us through 100 years of IBM. Now this is something I have always admired about IBM. They have survived and thrived though so many market changes and been part of many defining moments in our industry’s history. This was followed by Marie Wieck (GM, Application & Integration Middleware) on ‘Transformations’. I loved the many faces of transformation that she put in front of us using the same theme to cover the breadth of the technology stack.

In between, we had what I believe will be the best of the best at IMPACT this year. Dr. Jeffery Burns (MD, MPH from Children’s Boston Hospital) took us through how technology was helping him solve his business problems. What I really loved about the session was how he connected the business problem he faced, with a learning methodology (framework), interactive games (out of the box thinking) and the golf master tournament’s website (similar solution in a different field) to come up with the solution for his problem. These are the sort of Eureka moments that we as solution providers should be aspiring to provide our customers. We also had presentation a from John Heller (VP and CEO, Caterpillar).

One surprise for me was that Smarter Commerce seemed to have got a lot lesser focus than I had expected. Maybe with the Industry Solutions group being formed, I will not be surprised to see a separate event focusing on the same.

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April 12, 2011

Updates from IMPACT 2011 - Day 0

Day 0 - Business Partners Summit - Sunday, April 10th 2011

IMPACT, as usual, kicked off smoothly. Our marketing and alliance teams had prepared well and registration and the exhibition booth set up was completed without a hitch given the considerable preparation that they had come with. Looking at the crowd, the response to the ‘Business Partner Summit’ seems to be very encouraging. Clearly, the improving economy conditions are being reflected in the turn out.

As expected the focus this year is going to the around the release of the Business Process Manager v 7 5 and the unveiling of Smarter Commerce.

Steve Cowley (VP, Industry and Solution Sales) talked about the success IBM has been having in the Smarter Commerce launch. Clearly they believe that they have a head start in this area and appear to be intent in consolidating this advantage. Another point to note - IBM expects to come out with pre-integration of various products under the Smarter Commerce umbrella. It will be very interesting to see what specific industry solutions and how extensive this pre-integration will turn out to be.

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March 14, 2011

Taking Enterprises to Social Media

There is a lot of information on Internet about getting Social Networks into Enterprises. Tonnes of Thesis to say about all the good things that Social Networks can give to Enterprises, many case studies of such endeavors quoting the “savings” etc.

How about the reverse, taking Enterprises to Social Media?

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February 7, 2011

Oracle Exalogic Elastic Cloud (E2C) -- Introduction

Cloud Computing is relatively new term for the Information Technology industry but it was first visualized by Douglas Parkhill long back during the childhood of Information Technology Industry in 1966. He visualized it by comparing the hybrid supply models of the other industries like electricity distribution industry.

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January 27, 2011

Deciding on a Complex Event Processing(CEP) platform for an Event Driven Architecture solution?

Recently I was consulting with a leading Cargo shipping company for a legacy modernization program. While debating on the technology choices there was an interesting debate which happened around Event Driven Architecture and which products should be selected in achieving this architecture. The main debate revolved around Rules engine Vs a Complex Event Processing engine to analyse and further act on the events.

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January 6, 2011

Trends in Broadband Technologies

In the previous blog, I have mentioned about the significance of emerging trends in Broadband Technologies.

Now, I am back with the next part to discuss about different types of Broadband Connections:

The broadband technology we choose will depend on a number of factors. These may include whether we are located in an urban or rural area, how broadband Internet access is packaged with other services (such as voice telephone and home entertainment), price, and availability.
Broadband includes several high-speed transmission technologies such as:

• Digital Subscriber Line (DSL)
• Cable Modem
• Fiber-optic communication 
• Wireless
• Satellite
• Broadband over Powerlines (BPL)

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January 1, 2011

Civil Architecture and Technology Architecture

Wish you all a Happy New Year and hope this blog reminds us of the fundamentals of Architecture.

The Hoover Dam, The Golden Gate Bridge, German Auto-Bahn, The Empire State Building, The Leaning Tower of Pisa are all historical marvels. But the Leaning Tower of Pisa stands as the odd one out as it is an example of an Architecture gone wrong.

Just like how the leaning tower of Pisa has been made to survive with counter lead weights and digging up a side to tilt the balance, there are fixes made to an IT solution that has already been delivered. In such cases the costs of fixes and changes even overrun the actual solution when it was designed and implemented. This is why Architecture is such a crucial part of any development whether it be in buildings or in Technology.

According to Vitruvius, a good building should satisfy the three principles of firmitatis utilitatis venustatis translating to Durability, Utility and Beauty. Isn’t it the same for technology?

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December 28, 2010

In a SaaS based setup what should be controlled by enterprise

I am not too sure about the title, but I had to enter a title to share my thoughts. And this is the best I could think at this point.

Now coming to the question, which I was asked few weeks back

"Company X has decided to go for SaaS based applications to run its enterprise and are not sure how to get control over these applications which are scattered over different clouds"..

It is an interesting situation which was never an issue in a typical on-premise deployment.

However when any organization chooses to go for SaaS based deployment, I would believe that organization has implicitly decided to let go the control over application and the data architecture which drives application behavior. This means the real issue that organization is facing is

"How can Organization's IT ensures that SaaS based applications can consistently deliver to the business goal if they have no control over these application architecture which are providing services to their business directly"

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December 16, 2010

Documenting the Dinosaur

Imagine you are seated in a class room. The blackboard reads ‘Aerodynamics 101’. The lecturer is a elderly bespectacled gentleman with an air of excitement about him. As he welcomes you to his course, he shares that he is about to illustrate the mechanics of flight. On his table you notice an over-sized model of an aeroplane.

Barely containing your excitement, you open your notebook eager to make notes. The lecturer proceeds to point to different parts of the plane and explains what they do. He goes into fair bit of detail about the aerodynamic characteristics of each such as mass, turbulence etc. After this fairly lengthy exposition, he completes describing the last part of the model aeroplane’s anatomy and concludes that by now you must be having a fairly good understanding of aerodynamics. Before you open your mouth in protest, the bell rings indicating the end of the allotted time for the class.

Before you wonder, how such a class can be of any benefit at all to a student of Aerodynamics, notice that this analogy is perfectly applicable to Technical Documentation. Most of the time a code base is handed over with documentation that describes in a fair bit of detail about its various moving (and non-moving) parts. There is considerable amount of information lacking about how the system came to be what it looks like today.

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October 26, 2010

Trends in Broadband Technologies

Since the beginning of this millennium, there has been an unprecedented growth in telecom sector. This can be attributed to high demand for multimedia services such as data, voice, video, and the development of new wireless standards and service types. Businesses are continuously looking at faster and more cost effective ways to deliver services to customers. Today, there are many events taking place in the telecom industry bundling assorted technologies that are not limited to phone services. Earlier days, we were using dial-up internet access, which pertains to a telephone connection in a system of many lines shared by many users. A dial-up connection is established and maintained for limited time duration through telephone networks. But now, we have ample of options in our hand. We can easily click a button and get connected to the internet. One of the best and simplest options is, getting connected through broadband service types.

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October 22, 2010

Life of Integration Pattern

For all these years of working in Integration domain, one thing that has been conspicuous is the constant factor of change. It doesn’t matter how promising a technology is in terms of ease of implementation, support for business agility, promoting better maintenance or may be user friendliness, we will invariably see that things get changed. I remember in one client (Investment Bank) we did implement an integration solution brainstorming in the meeting rooms, burning calories, staying back late in office, with impeccable architectural standards, earning accolades from various quarters, only to find that three years down the line the entire solution was migrated to another product. This makes me wonder about the lifecycle of the solution. Few days back I wrote a paper where I tried to simulate and find out if we can ever predict the change in advance to help the managers, architects make a better decision. The following two paragraphs is my POV (A consulting term which means Point of View) excerpts from that paper.

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October 1, 2010

Impact of Cloud Computing on Package implemention Services from SI.

Will Cloud Computing bring a major change in the way System Integrators (SI) provide services especially in implementation of  BPM, EAI and B2B Packages?

In my opinion a typical SI  is normally engaged to configure a B2B-BPM-EAI package on hardware and provide a solution that meets the business requirement of the organization. This part of the business may not have a major impact especially where the SI is involved in the package implementation as the expectation is the package and hardware utilized will eventually be cloud compliant. Hence with a minor changes to its service offering an SI is already compliant to provide package implementation service on cloud.

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September 23, 2010

SEDA and its use for EAI

Google changed their main search page from Static to Dynamic with Instant. One of the challenges as pointed out in their official blog was increase in 5-7X hit to their servers due to this enhancement. Naturally the Infrastructure team had a huge challenge to deal with this without affecting the existing performance. But they solved the problem with changes as pointed out in the blog. Performance as we know is an obvious expectation from any solution from a Non functional requirement (NFR) perspective but still in most of the solution implementations it is not given the same impetus that the functional side usually gets. Most of the projects in initiation stage wouldn’t have planned for addressing the non functional requirements as compared to addressing the functional requirements. Down the lane during the software development it is often experienced that performance is not as expected and then time and effort is spent on tuning the solution to meet the NFR through cycles of load testing-fixing-testing. Though Performance Engineering is a vast topic, the interest in this post is towards an architecture pattern called SEDA (Staged Event Driven Architecture).

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September 1, 2010

Choosing the right integration approach

Most of the time we end up over engineer application integration without giving the right focus on the context of the application within the business. As a result we end up implementing integration patterns which does not suit the business context as we continue to focus on technical context.

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August 19, 2010

Is XMPP still a relevant messaging platform for middleware?

The recent news on Google stopping further development on their offering Google Wave did create mixed responses. Thousands of fans even registering support for it and critics liked it. However my interest was on the messaging platform that it used. Extensible Messaging and Presence Protocol (XMPP) has finally come of age and given its high profile usage such as Google Wave and Talk, there is a thought process if XMPP can be used within organizations for middleware or EAI. It might sound surprising on how a protocol that is used in Internet Messaging services could be used in EAI, but XMPP has evolved and extended itself in the Message oriented Middleware (MOM) domain as well. In my opinion this could be a new dimension for EAI.

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August 17, 2010

How Complex Event Processing Changed Over Time

Can organizations solve real-time problems by gathering business intelligence in a dynamic way? This is a million dollar question in recent times in every major organization and seeking answer in high times of huge IT Investments. Will every organization would be able to tap the real value potential from their SOA and BPM and so called traditional integrations. Yes this write-up will present that how CEP (Complex Event Processing) has changed the system integration landscape in a dynamic way, coupling with SOA and BPM platforms and serve the real time event generation.

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August 15, 2010

GLUE between Business and EAI

Working on EAI for half a decade, now the question that comes to my mind is - What is the GLUE between Business and EAI. As IT buzz words, EAI is just another Technology BUZZ word for Business . I believe we as EAI experts have done little to translate Technology to Business Benefits.

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July 27, 2010

Defining Business Architecture is the key to optimized Technology Architecture

In the current scenario, business elements have taken a backseat while technology elements are in the limelight. This lopsided approach is prevalent in the industry. The point of discussion is the need for intensely deliberated and well-designed business architecture. It is not just the technology that will turn around the business performance but the business performance that will enhance how technology supports business. There are three dimensions to defining architecture at business level; first, of course business, second, people or the work force enhancement, and third technology as the building blocks for an enterprise.

It is often tempting in projects where deadlines are fast approaching, to jump directly into technology architecture hoping that everything else falls in place along with it. Pragmatically, enterprises projects start out this way but to focus on the bigger picture the two more important aspects i.e. people and business processes are often overlooked.

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May 13, 2010

Winning the shared service battle against forces of federated structure...

This reminds me of never-ending vegetarian versus non-vegetarian debate, it always either ends up in both parties agreeing to disagree and take their own way or one party forcing down their way on the other if they have the strength to do so...

Some of you might believe that it is no different in the enterprises when it comes to debating centralized shared service model in a set up that is enjoying the federated delivery models. In real-life experience, I found that its not so much of the technicality of the matter that really makes the argument go anywhere closer to decision (leaving aside the few cases where CIO level interventions have made their way). Instead there are other ways that led to enterprise adopt the shared services way without wasting too much time debating about this whole matter...

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December 30, 2009

Delivering Integration Platform as Private cloud - Part 1

Cloud computing today has become the buzz word in the IT industry and being seen as the big thing to address IT's ROI pain. However being involved with Integration, SOA and BPM for years I am constantly trying to see the value of Cloud in Integration or SOA or BPM space for the customers who already have invested heavily on a stack integration, SOA and BPM platform or on different individual platform to address all these areas.

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December 29, 2009

Smartly "repurposing" the technology - Innovation or misuse?

Lately I have had multiple conversations and discussions on the topic of product selection. In such conversations,  again and again I have seen the emphasis on why a product should be used for a given intent because that is what the product vendors have built the product for. Interestingly in one such conversation that I recall, the chief architect wanted to use a product that was meant for complex event processing to actually implement a process management capability. At the same time, there are products actually that do the process flow management that could be used. However, given the requirement of the software capability, both the products can do what is needed to be done. So now question is, in such situation, how appropriate or inappropriate is to use a software (if that meets your requirements) that is not intended to do what you want it to do from product vendor’s perspective.

Straight forward answer just could have been “Don’t misuse the product capability, stick to what the products are designed for”….but is it really that way? How do we approach this situation and make a decision that is not going to lend itself to disaster? That’s when the “repurposing” ideas started taking shape in my mind. In simple terms, repurposing is defining new purpose/usage of the object. In our case, we are talking about inventing/discovering new ‘utility’ of the software. Now, such new utility becomes innovation or misuse will possibly depend on number of factors that we will shortly come to.

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December 24, 2009

Externalization based design strategies - another angle for SOA principles?

In last couple of weeks, I have been reading about virtualization and externalization view-points. While churning the ideas around it in my head, I’m also trying to clearly distinguish between externalization and virtualization. While some principles across these two could be same, I see them as two different design strategies, applicable with different strengths and needs. This blog I’m dedicating to my views on externalization design strategy that I believe represent the ‘deployment’ view of the SOA paradigm in some way.

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June 23, 2009

What's next for Integration Competency Centers - Part 6

In this blog segment, we will explore the sourcing options that are available today to the enterprises for strengthening and scaling the ICC service capabilities. Many of the enterprises that might have the ICC organization/set up in some shape or form,  don't really leverage high-maturity sourcing models. Core thinking behind a strategic sourcing model is to find a sourcing arrangement that allows the enterprise to channel their investments and energies into driving business results while bulk of the ‘doing’ and ‘making it happen’ work is sourced from where it makes best sense.

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June 8, 2009

"What's Next" for Integration Competency Centers? - Part 5

Another important shift that can be brought into ICC is the clear identification of the value added functions and 'operational' functions. This will help, one to automate, standardize and accelerate the operational functions; secondly, it will give opportunity to channel the investments into thought leadership and innovation effort more toward value added functions. One of the strongest feature of such ICC will be availability of 'self-service' capabilities in many facets of the ICC.

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May 26, 2009

Emergence of the new CIO

Few weeks back, business card of one of my clients caught my attention – the designation read as Chief Integration Officer ("CIO")! This goes on to demonstrate that integration platforms of enterprises have started seeing the need for dedicated attention from a CXO designate. Incidentally, two weeks later, during my panel discussion at "Connection 2009", similar view points were echoed by my fellow panel members - Ken Vollmer (of Forrester), Mark Zrna (of Orica) and Lowell Gilvin (of Jabil Circuit). The panel, moderated by Chris Johnson from Sterling Commerce, agreed that integration platform has taken a role of paramount importance in companies and has is no longer seen as just another ‘infrastructure’ element; this sentiment reflects analysts’ opinion that integration has catapulted into top-5 priorities of CIOs. This has led to evolution of a special role of “Chief Integration Officer” who is now responsible and accountable for the integration strategy in the enterprise.

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April 13, 2009

Consolidating Integration – mandatory or optional?

For someone who was not in touch with the application integration industry, the term “Consolidating Integration” may have sounded pleonastic. Well, not in today’s tough economic situation for anyone in the IT industry. A few years back, the thought of Consolidating Integration should not have surfaced in any one’s mind. Well, the entire idea of Integration was to “integrate” disparate systems. And theoretically, it would have made common sense to adopt one tool for integration – the purpose was just “Integration”.

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April 9, 2009

"What's next" for Integration Competency Centers? - Part 4

I believe, in the next-generation view of the ICC, a key area of focus will be  'adoption of lean methods to reduce eco-system fat'.  Let me talk about this ‘eco-system fat’. This is just a terminology that I use to represent the ‘undesired’ elements in the ecosystem of people, processes and technology fabric, similar to ‘undesired’ fat in our body. So even though organizations might have an ICC already in place and operating (in whatever capacity), over period of time processes tend to become difficult and ineffective, people seem to be getting stuck in a pattern of activities and hence become difficult to change etc etc. At the same time, context of what ICC does for the organization changes over period of time, need of the organization changes, environment changes. While all of that changes, things in ICC typically do not change in the same proportion and pace and hence what happens here that a layer of fat starts growing on various capabilities of the organization. By capabilities, I mean processes, knowledge, operations, contribution from staff, technology performance etc. Over a period of time, this fat makes the entire organizational system of the ICC  slower and less effective (in terms of delivering results) which basically means burning lot of dollars to improve anything in the eco-system.

With the current acute economical cost pressures, a shared system like ICC will need to reduce this fat significantly. One of the most successful ways to reduce this fat, (or better called non-performing elements of the ecosystem) is to adopt lean methods.

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April 1, 2009

Distributed ESB or Single ESB - The choice

Now that ESB has become the defacto standard for integration, all of us at some point of architecture definition experience faced situation where we had to make a choice on what will be the preferred strategy for ESB deployment.

Some of us who come with the baggage of older EAI technology tends to think we can make enterprise scalable & adaptable through distributed ESB. I guess the root cause of this lies in the way older EAI technologies worked where components within EAI layer were so interlinked that a small change within EAI layer meant considerable impacts to other components which lead to longer time to deploy changes.

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March 30, 2009

BPM and application eco-system based integration platforms

Finally organizations are coming to the terms of reality of multiple-integration platforms in their landscape. There was a time in not so distant past when clients were thinking to have a single middleware, struggling to migrate all the legacy of their enterprise on the so called ‘middleware of strategic choice’ (whatever it would have been for them at that point in time) and spending great deal of time and money in this process. Some managed to do, others got stuck in the time warp of technology evolution. And equally for those who managed to do it as well as who got stuck, time did the trick and soon the definition of the ‘middleware of strategic choice’ changed. It meant, those in the good feeling of ‘done with it’ have to again break their head to move the new legacy to the future platform. Those who were stuck it changed the to-be picture from one middleware to other and they were still stuck in their mess. Now what is happening is slightly more realistic and practical I guess. There are two key trends I can see:

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January 22, 2009

Composite Application Framework: Ready for the big leap

Over the past decade the enterprise application integration space has constantly evolved to embrace a very wide range of areas, beginning with various levels of application integration, business process management, web-services and now moving towards the higher echelons of service enablement of enterprise applications. This has made the business of what used to be a ‘middleware practitioner’ a few years ago all the more difficult. While, on the one hand it requires you to keep abreast of a slew of new trends, on the other it also requires you to bury theories that you have come to embrace over the years.

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Solving the SOA mystery

Today SOA is the buzzword in the IT industry and organizations are grappling to have a grip on it. The confusion is – is SOA is all about ESB based infrastructure or is it all about approach or both? Organizations adopt all the three approaches and still feel that SOA is not delivering. We keep on breaking our head on getting around all WS-* standards in the name of SOA adoption or exposing application as service using adapters, and forget the true purpose of SOA. We analyzed some of our SOA implementation in our existing clientele, where client did realize the value of SOA. Interestingly, we could identify a common pattern, that reinstated our trust in SOA. The summary of findings follows:

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January 20, 2009

Creating Sound and Credible Strategies for your Integration and SOA programs

I’m not really surprised to see the love-hate relationship between senior executives who own the integration portfolio and the ‘strategy consultants’ in my observation. Its love-hate dynamics because on one side where senior IT leadership strongly believes that a ‘strategic’ view is needed for creating the reliable roadmap for their initiatives, at the same time, there is really no reliable methods today to evaluate the appropriateness of the so called ‘strategy’ deliverables that consultants deliver. From the observation of the legacy in the enterprises I worked with, I find something very fundamental missing in those mysterious and high-end strategy documents: ‘Life’. Lack of life means that these strategies are more or less used as ‘initial requirements’ for certain programs/initiatives and as time progresses, strategies are not updated/maintained in line with changing state of the organization.

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