|Exam Name||:||Developing Web Sites using IBM Workplace Web Content Management 2.5|
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|Updated On||:||February 20, 2019|
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190-831 exam Dumps Source : Developing Web Sites using IBM Workplace Web Content Management 2.5
Test Code : 190-831
Test Name : Developing Web Sites using IBM Workplace Web Content Management 2.5
Vendor Name : Lotus
Q&A : 84 Real Questions
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WARRENSBURG — Lotus Analytics these days named Kimberly Lyn as director of company construction-North america, as part of the business’s ongoing expansion.
Lyn up to now served as east regional company construction and training supervisor for Murad LLC’s skilled Spa Division, based on a information liberate.
She joined Lotus Analytics in October.
The Warrensburg-based company provides solutions to support small, mid-sized and large businesses streamline and enrich efficiency.
Lyn has facilitated a large number of company construction and education workshops that have increased common team productivity and pushed revenue increase and operational effectiveness, the news unlock mentioned.
A Georgia native, Lyn has spent the past two decades managing and leading performance-pushed teams across the U.S. within the specialty retail trade.
On January 26, 1983, a spreadsheet software called Lotus 1-2-three burst onto the very own computing scene. facing a horde of rivals including VisiCalc (the usual Apple II "killer app"), Multiplan (from Microsoft), Supercalc (working on CP/M) and Context MBA, 1-2-3 changed into an upstart, however it had an side: it turned into quickly.
before we dig in deeper, here's a clip from Triumph of the Nerds showing Lotus 1-2-three because the IBM pc's first killer app:
in the early years of non-public computing, each computing device equipment had a "killer app" that made the entire desktop value buying only for that piece of utility. In 1979, the Apple II series discovered its killer app for small business in VisiCalc, a spreadsheet that automatic basic calculations like managing a funds, balancing a checkbook, or retaining tune of a (highly small) deliver chain. in the late 70s this changed into a tremendous deal -- just before computerized spreadsheet courses, "spreadsheets" have been literally big items of paper, and you needed to do the maths your self anytime any value modified. conveniently having a pc re-run the identical sequence of computations saved workplace employees a whole bunch time, and eradicated one of the vital worst drudgery associated with finance. desktop spreadsheets additionally allowed handy forecasting -- "What if we bought 10% more this 12 months, or obtained this part for 5% off?" -- with rapid results. it's difficult to think about now what a revolution this turned into, but when your job become working the funds each few days, it was sheer magic to alternate some number and hit Return, then see the up-to-date numbers ripple through automagically.
When IBM delivered its notebook in 1981, clients wanted to peer its killer app -- where changed into its VisiCalc? (VisiCalc changed into in reality ported to DOS, though it had some limitations.) The "where's my killer app" reply quickly came when Lotus 1-2-3 arrived in early 1983. Mitch Kapor, a chum of the developers of VisiCalc, established Lotus construction service provider and got down to own the IBM notebook marketplace for spreadsheets. Kapor succeeded, and Lotus went public in October of 1983.What Made 1-2-3 particular
In a notice, speed. 1-2-three became written in assembly language, "close to the metal" as computing device nerds want to say. Writing in that computerese assembly language turned into more intricate for programmers than the use of a high-level language like C, however the ensuing programs ran a whole lot faster on the plodding computer systems of the day. In other words, let the programmers suffer the ache of coding in a language that turned into Greek to them -- the clients would reap the rewards when their program ran immediately.
in addition to its assembly roots, 1-2-three used special pics routines that wrote directly to the IBM computer's video reminiscence, instead of passing each persona through the working gadget to paint onto the screen. This design determination had two outcomes: first, it made the screen replace sooner (making the program respond sooner to consumer moves like scrolling); 2nd, it intended that the app changed into locked into the IBM pc hardware. Locking your app into the IBM pc hardware ecosystem become a reasonably gutsy company move at the time; if 1-2-3 failed to take off on the IBM notebook, it would be more durable to move it to one other platform because of all its IBM-specific coding (assembling and customized snap shots). Apps like VisiCalc existed on assorted systems, although they often failed to perform as smartly, partially since it had to serve varied sorts of techniques.
That IBM computer-exclusive decision became additionally surprisingly essential when laptop clones began to seem. if you happen to purchased a laptop clone within the Eighties that promised "one hundred% compatibility" with a real blue IBM computer, that was a nod to apps like 1-2-3 that relied on the selected quirks of the IBM workstation's video system. devoid of ideal compatibility, a clone could not run 1-2-three, and indeed testing your clone in opposition t 1-2-three was a method to grasp whether it become competent for primetime. This resulted in a homogeneous IBM clone landscape, whereas the relaxation of the own computer business turned into spawning numerous competing methods with their own ecosystems of software -- some good, some remarkable, some crappy -- but none of which may run Lotus 1-2-three in its fashioned form.
beyond its speed, 1-2-three provided charting and graphing, macros, primary database capabilities, and will even be used as a simplistic notice processor. since it had a extensive feature set and was loopy-quick, an office employee in 1983 may spend the day in 1-2-three and get an awful lot performed.Lotus 1-2-3 Rocks
This period video offers you a sense of what a large deal 1-2-3 become. It eradicated the so-called "floppy shuffle" of using diverse apps to get your work performed. in the event you used a gadget missing multitasking (like the IBM computing device's DOS or the Apple II), placing together an integrated record (spreadsheet, graphs, words) became frustrating in case you needed to use loads of apps. by comparison, 1-2-3 changed into a frickin' Broadway reveal. assess this out:Dan Bricklin on 1-2-three
Lotus 1-2-3 and Dan Bricklin's VisiCalc are the two most traditionally pleasing spreadsheet apps of their period. a part of this hobby came from the undeniable fact that Bricklin and Kapor (founding father of Lotus) were pals and rivals. the day prior to this, Bricklin wrote about the heritage of 1-2-3 on his weblog. here's a snippet:
Getting very own computer systems onto the desks of workplace worker's all over the place became a extremely important step within the heritage of computing. Lotus turned into an important factor in taking this step. Their later product, Notes, I believe helped get "wired" computers onto these desks and hastened the adoption of internet browsers for many motives (or not it's a great deal less difficult to get individuals to are trying new utility and capabilities once they have already got the costly hardware and or not it's wired and able to go). while the historical Lotus is not round in its historical form, its personnel have long past on to help create different wonderful things within the computing device trade. Mitch has endured his function as an business statesman, and that i hope is enjoying this anniversary.
people generally ask me how I consider about 1-2-3 overtaking my product VisiCalc. whereas it at all times feels dangerous to lose your position as a pacesetter, and never get to participate as lots in the benefits that come with that position, i'm definitely satisfied that at the least it turned into 1-2-3 that took the mantle from VisiCalc. Mitch and Jonathan Sachs have been our chums and they made their product a observe-on (it could study VisiCalc info, so that you may circulation your spreadsheets from VisiCalc to 1-2-three to Excel to Google medical doctors with out retyping) retaining lots of the "DNA" of our ideas. Lotus more suitable on the design of the digital spreadsheet, so it stayed an incredible productivity device. Mitch saved his enterprise here in Massachusetts (Mitch had moved returned from Silicon Valley to discovered it). And our product remains the first in the line and isn't forgotten. As a child of the 1950's and 1960's, to grasp that you made whatever that changed the world, and that it lives on in products that renowned your beginning factor, is some thing most people might handiest dream about and for which I can be invariably grateful. The launch of Lotus 1-2-3 helped make that happen and brought personal computing to a big a part of enterprise in the system. happy thirtieth!
if you want a sense of what 1-2-3 was in fact want to use, try this 80s-tastic working towards video. (I failed to watch the whole half hour, and that i doubt remember to.)one more Video
This video explains the early background of Lotus as an organization. clothing and hairstyles aside, this sounds a lot just like the working styles and raw pleasure of greater recent tech groups like facebook and Google. The video is shot from the audience of a chat with the aid of Mitch Kapor, so the audio is never wonderful -- but it surely's nonetheless a fascinating historical artifact.
in order you fan the flames of Google medical doctors or Excel these days, feel again to 1979 and 1983, the two main inflection elements when the killer apps of the past made fortunes for Apple and IBM. satisfied 30th, 1-2-three.
IBM posted a series of screenshots of the tentative iNotes user interface, with the disclaimer that details are subject to change with out observe. these changes can also doubtless include nearer adherence to Apple's Human Interface guidelines for the iPhone, as described in Apple's Introduction to Safari internet content e-book for iPhone.
The photos beneath are AppleInsider's composited representations of what the Lotus iNotes client will look like within the Safari browser, including guide for electronic mail attachments, calendar hobbies, and contacts.
The abilities of a brand new platform
The long-established Lotus, which IBM purchased in 1995, stumbled in the mid 80s partially because of its weak assist for the new Macintosh. The enterprise then held a lock on the DOS spreadsheet market with Lotus 1-2-three, however its equivalent product for Apple's new Mac, called Lotus Jazz, failed miserably partially as a result of its lack of following Apple's human interface instructions. Jazz was also expensive, late, and buggy.
That misstep allowed Microsoft to enter the Mac spreadsheet market well-nigh unchallenged, and upward push from being a DOS license distributor into a brand new position as a major computing device software developer with Excel on the Macintosh. Microsoft later ported Excel to the DOS computer the use of its home windows environment, and without delay ate into Lotus' 1-2-3 revenue.
Lotus finally ported its 1-2-three flagship to the Mac in 1991, however through then it become too late. After IBM purchased the continues to be of Lotus four years later, the pair floundered for years in the computing device application market, with Lotus' SmartSuite continuously dropping market share to Microsoft's workplace, in significant measure because of the undeniable fact that Microsoft may sell office licenses directly to workstation makers tied to its dominant home windows platform.
currently, IBM has embarked on a new approach that backs sun's OpenOffice suite. IBM is marketing its distribution of the open source choice to Microsoft office beneath the name Lotus Symphony, and has announced plans to provide the suite for free of charge to Mac users, in addition to closely integrating the productiveness suite to its Lotus Notes messaging server.
IBM having a bet on Apple
help for the iPhone in Lotus Notes is barely IBM's newest step in investing in Apple's structures as a competitive option to Microsoft's windows. An AP file from January cited IBM spokesman Mike Azzi as noting that his business has "a whole lot in commonplace" with Apple. "we'll pass-pollinate," he noted.
past this year in can also, IBM released its Informix records Server 11 for Mac OS X Server. And over the direction of the last 12 months, assorted companies in the business have launched pilot programs aimed at evaluating assist for migrating to Apple's Mac computers inside the company.
An preliminary examine at IBM analysis, which began in October of 2007, found that 86% of these collaborating wanted to hold their MacBook pro laptops over returning returned to IBM ThinkPads running home windows. “It has been less difficult discovering the Mac than researching Vista,” one participant reported. IBM has since increased its Mac pilot program.
business a virtually untapped advantage for Apple
regardless of enthusiastic pastime in Macs from clients and a strategic competitive hobby in windows alternate options from Apple among executives, IBM at the moment has a extremely small share (below 1%) of its international staff using Macs. Many other corporations similarly have a small share of Macs of their installed base.
however, Apple's dynamic and sustained growth in different markets, including its education stronghold and the much simpler to enter customer market, are having an effect on adoption in the business. revenue of Apple's Mac computers have sharply risen at a rate of between 30 and forty% 12 months over year (Mac market share), in an average workstation market that's barely turning out to be by means of three-4%.
A survey of 750 global IT directors and C-degree executives by means of the american community found that well-nigh four out of 5 corporations —or approximately eighty%—have as a minimum a number of Macs and the Mac OS X operating device put in in their networks, and pretty much one-quarter noted their firm had a "huge" number of Macs put in in their network of greater than 30 to 50 devices.
IBM's iNotes is the newest example of how the iPhone is assisting to stoke activity in Apple's hardware, utility, and construction tools within the enterprise. In its initial iPhone 2.0 announcement, Apple brought up that over a 3rd of Fortune 500 companies had sought access to the business's ongoing iPhone enterprise Beta application.
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By Samuel Greengard
If content is king, then most organizations eventually come to recognize that they are servants to information and knowledge. Despite sophisticated servers and storage devices crammed with terabytes of data, relatively few companies are adept at harnessing the content and knowledge tucked away in all corners of the enterprise.
“There is a tremendous amount of valuable information that is never put to use,” observes Stephen Powers, vice president, research director at Forrester Research.
The situation isn’t getting any easier. Today, organizations find themselves buried in unstructured data—including audio and video files, meeting notes and e-mail messages. And as the use of mobile tools and social networking spreads, there’s a growing need to capture, manage and share content and knowledge in new ways.
“Businesses are looking to unlock the full value of their content,” says Erik Larson, a senior executive in Accenture’s Process and Information Management Practice. “Unfortunately, many organizations lack the systems to do so.”
Achieving success is not east. There’s no single tool or software package that can capture, store and manage all the content and knowledge that resides in computers and people. There’s also no single way to share information and content among employees and with customers and business partners.
Best-practice organizations understand that an effective strategy requires cross-functional planning and expertise, the right information technology, and an eye on processes and workflows.
The idea of capturing and sharing expertise is nothing new. To a certain extent, businesses have always looked for ways to manage content and knowledge more effectively. But the advent of computers—and particularly the Internet—has changed things in a significant way. Beginning in the late 1990s, organizations began looking for ways to share everything from existing files and snippets of information to insights and experiences.
Knowledge management (KM) and enterprise content management (ECM) aim to provide content, expertise and knowledge where and when they’re needed. Forrester’s Powers defines KM as the governance model and ECM as the system that supports an initiative.
ECM can take many forms, including collaboration tools, Web- or server-based file- and document-sharing technology, social media systems and more. “It makes sense from both a strategic and cost point of view to reuse the best content and share knowledge,” Accenture’s Larson says.
Electrolux Believes in Sharing
One company that has fully embraced the concept is Electrolux, the world’s second-largest manufacturer of appliances. The company—based in Stockholm and with 50,000 employees spread across 60 countries—has turned to KM to share key content across half a dozen business units, including its Frigidaire and Eureka brands. “We realize that we can work smarter together than apart,” says Ralf Larsson, director of online employee engagement and development.
In 2009, Electrolux identified a need to move away from what Larsson describes as a “traditional, corporate-driven” approach to sharing content and knowledge. It turned to Microsoft SharePoint as well as IBM’s Connections, Lotus Notes and Sametime software, so that employees could access content and collaborate on the fly through an intranet, online communities and microblogs. More than 100 portals now exist, including 1,100 collaboration spaces with upward of 8,500 members.
The system offers a platform for knowledge sharing and collaborative problem solving. For example, last year, when the organization created a mobile-based social Internet capability that didn’t function as intended, IT professionals in Germany, Italy and the United Kingdom began working on a fix. “Within two hours, the problem was resolved,” Larsson says. “In the past, we would have had dozens of phone calls and struggled for hours to address the problem.”
Electrolux also uses the platform for onboarding new hires. Employees use the system to learn about job functions and the company by accessing an array of content. In the past, updating content was complex and somewhat unwieldy. Today, authorized human resources managers and others can share insights, collaborate and rewrite content on the fly.
In addition, community members—typically top managers—can respond to questions posted by the company’s CEO or another high-ranking executive. This serves as a way to spark new ideas and innovation. Says Larsson: “We’re seeing open dialogue and knowledge sharing in areas as diverse as R&D and customer service.”
Instrument of Change
Three primary areas of KM and ECM exist, Forrester’s Powers says. These encompass internal content, transactional content and so-called “persuasive” content that targets the outside world. The last one represents a significant opportunity that many organizations do not fully exploit.
“Outward facing initiatives—including Websites, mobile and social initiatives—are very different from traditional document management systems,” he says. “You can dictate formats and devices internally, but you have little control over customers.”
One company attempting to ratchet up externally facing KM and ECM initiatives is National Instruments (NI), a leading manufacturer of testing equipment used by engineers, scientists and other technical specialists. The Austin, Texas, company, with annual revenues exceeding $1 billion and more than 6,000 employees, sells a software programming platform, LabVIEW, that uses a graphical system design and virtual instrumentation to automate testing processes for equipment.
“Our success is based on the ability of our customers to become proficient with our tools,” says John Pasquarette, vice president of e-business. “The community of users takes the platform to places we hadn’t envisioned. In many instances, they know how to use it better than we do.”
As a result, NI turned to the Jive Engage Platform to enable socially focused knowledge and content sharing both internally and externally. “The community approach, including discussions about how to get the most out of LabVIEW and solve various issues, “drives better solutions and ultimately sells our products,” he says.
For instance, a customer with a problem can post a question and receive input from users all over the world. “Historically, we had a traditional approach of feeding content into the Website,” Pasquarette says. “Tech support engineers, R&D specialists and product marketing managers created content to support LabVIEW—including [sample] programs and white papers.
“These new collaborative technologies are shifting the publishing role toward the customer. Participants like to share their expertise, and they have a great deal of credibility with their peers. It’s a winning situation for everyone involved.”
The content is also plugged into a knowledge base that’s used by customers. The result? NI has reduced phone support and call center costs and improved its support metrics. Says Pasquarette: “Customers that are active on these sites display higher loyalty rates, they buy more products and they make more recommendations to peers.”
Not surprisingly, the challenges of building effective KM and ECM tools multiply as organizations confront a growing tangle of systems and formats containing document files, spreadsheets, Web content, social media feeds, databases and more. The ability to understand governance issues and business context—and map out a strategy—is paramount.
“There’s no single software package that can address the full spectrum of ECM needs,” Powers notes. “An enterprise may require a portal, a document management system, a digital asset management system and numerous other components.”
It’s also important to recognize that a KM or ECM system is only as good as the search results it generates. In some cases, the use of tags can help manage the crush of content, although these tools present problems at the enterprise level because people label things differently.
Accenture’s Larson suggests tweaking and fine-tuning search capabilities by examining how users search and access content. “You can change the hypothesis a bit to gain insight into what works best.” In addition, the best systems take into account a person’s job category or role when delivering results.
In the end, the growing complexity of managing enterprise content is both an opportunity and a challenge. Organizations that harness the full power of KM and ECM are able to work faster, smarter and better. They’re able to connect to content and distribute it in new and innovative ways.
Says Larson: “Organizations must view information management in a broad way and understand the full value of what knowledge management and enterprise content management provide.”
Samuel Greengard is a freelance writer for Baseline.
Selecting the best ECM application or platform is not a daunting process, but it does require some research and planning. Be sure to have a clear understanding of what an ECM tool should do and outline must-have features before building a request for proposal. The final step is evaluating enterprise content management tools, weighing their strengths and determining which best fits your company.
This article summarizes six ECM applications from enterprise software vendors -- Hyland, IBM, Microsoft, two from OpenText and Oracle -- along with two other vendors: Alfresco, which provides open source ECM software, and Box, which provides a cloud-native content services platform. It also considers Dropbox and Google -- two vendors that offer file-sharing platforms frequently used by enterprises to provide a subset of ECM functions.Document management
If your main requirement is formal document management, consider OpenText Documentum, Hyland Software's OnBase and IBM. The Documentum suite provides content analytics and a highly scalable repository for storing and retrieving content quickly, with fine-grained access control. OnBase manages content coming from transactional systems and can serve as a central content repository, linking documents from other enterprise applications so users don't have to change screens to find information in different applications. IBM has several document management products that may be appropriate, depending on particular business requirements.Records management
If records management is a priority, consider OpenText Content Suite and Microsoft SharePoint. Compliance is the core strength of OpenText, and the company has a comprehensive ECM portfolio for managing the complete document lifecycle. SharePoint is a scalable, adaptable ECM platform, and companies can tailor the software to accommodate many records management requirements.Workflow
If workflow is an important requirement, consider IBM, Alfresco and Box. IBM Business Automation Workflow enables users to analyze content and take action within the context of a workflow. Once that is completed, the complete case is stored with full audit control, and users can perform and apply analytics to improve the process, if desired. Alfresco Activiti is a workflow and business process management platform that developers and administrators can use, as well as more technically challenged end users. For a cloud-native option, Box Relay automates and standardizes document workflows within its repository.Web publishing
If a major concern is the ability to automatically publish content to internal and/or external (customer- and/or partner-facing) websites, consider Microsoft SharePoint and Oracle WebCenter Content. Originally designed for portal development, SharePoint links internal content to web content. Oracle WebCenter Content is part of a set of tools specifically designed for web content management. Both deliver HTML-formatted content to target webpages.Integrating ECM with other enterprise applications
If you rely on one or more enterprise applications, such as customer relationship management or ERP, chances are you will want to incorporate content from the ECM system directly into the application. For example, an accounts payable staffer may need to check the terms and conditions of a contract, managed within an ECM system, directly from the ERP desktop application. Most ECM vendors provide APIs and/or out-of-the-box connectors to facilitate interfacing ECM with specific enterprise applications.
Beyond that, some ECM vendors provide additional development tools to make it easier for systems integrators (SIs) to custom-build interfaces between the ECM system and other enterprise applications.
If the primary concern is integrating with enterprise applications from Oracle or Oracle subsidiaries, such as JD Edwards, PeopleSoft and Siebel, start the product search with Oracle WebCenter Content. Likewise, if the next priority is to integrate with enterprise applications already running within a Microsoft environment, such as .NET or Azure, consider SharePoint, since it includes an extensive set of APIs. The company should have little trouble finding the connectors and tools needed to accomplish its main objectives.
However, if the company wants to customize a platform by integrating an ECM application with one or more enterprise applications, Alfresco open source platforms might provide a good foundation from which an SI or in-house developers can develop a system specifically for an enterprise.
Companies may also want interoperability between two or more ECM platforms. Most ECM vendors support Content Management Interoperability Services (CMIS), designed to enable the integration of two or more ECM systems. Beware, however, as there are different degrees of compatibility with CMIS. Users generally regard Alfresco products as highly compatible with CMIS, so those are a safe bet.
Finally, an organization may want to develop applications to work with its content. These applications use the capabilities of a shared repository, deployed either on premises or in the cloud. Companies should consider OpenText Content Suite, which comes with a rich set of development tools to create applications on top of OpenText platforms, as well as makes it easier to integrate with other enterprise systems. Box also supports an extensive set of APIs for incorporating Box Platform into a content-driven business application.Cloud-based file sync-and-share services
Multiple ECM vendors offer cloud-based file sync-and-share services, designed to synchronize content with mobile devices. Box and Microsoft -- with its OneDrive product deployed in Azure -- provide content services and APIs for incorporating managed content into mobile apps.
Dropbox and Google Drive also provide enterprise file sync-and-share services but lack the workflow features and integration with enterprise applications. However, if users just need to share files from common folders, these products will do the job.ECM applications most appropriate to your industry
ECM software solves business problems that are frequently specific to an industry, and that is important to consider when evaluating vendors. Be sure to assess the existing enterprise architecture. Consider an ECM application that easily incorporates into the existing enterprise architecture. If the company is already an Oracle shop, focus first on Oracle WebCenter Content. If the business is committed to Microsoft, SharePoint is a good place to begin.
There are several industry-specific guideposts. If a company is in the energy industry, it may wish to examine OpenText Documentum, IBM Business Automation Workflow and OpenText Content Suite. If it's in the telecom or communication industries, the company may wish to consider IBM Case Manager. If the organization is in media and entertainment, start the search with OpenText Content Suite or Box.
Likewise, companies in engineering or construction industries should consider Alfresco, OpenText Documentum and OpenText Content Suite. Companies in life sciences should examine OpenText Documentum, OpenText Content Suite and Box.ECM applications to fit your company size requirements
Remember also that different-sized companies have different ECMs. For example, large companies with sizable transaction volumes often need ECM platforms that can operate across multiple company departments and even different countries. Scalability and extensibility are important issues.
A multinational organization must provide support for multiple languages and needs to process a large number of documents daily. IBM, OpenText and Oracle have past experience supporting large multinational customers and scaling to handle high transaction volumes.
Midsize companies frequently need a customized ECM application that fits specific business needs. A midsize company may want to consider building a less expensive solution with open source tools, such as those provided by Alfresco. Cloud-powered content services are another option. SharePoint deployed on Azure may also be a cost-effective alternative, with a tailored environment appropriate for midsize business operations. Box can also be configured to accommodate the requirements of midsize companies and can serve as the authoritative repository for content-centric business applications.
Smaller companies have fewer business processes and, by definition, few requirements for operating across multiple departments or countries. Cloud content management from Box or Microsoft provides most expected ECM capabilities, delivered on a subscription basis. Dropbox and Google Drive offer bare-bones file sync and share, where content is organized and secured through predefined file plans.Changes to expect in the ECM marketplace over the next five years
Like all other areas in high tech, ECM continues to evolve. When assessing an ECM application, be sure take into account some of the underlying trends that are likely to affect the ECM marketplace over the next five years.
Industry partnerships. ECM platforms remain a dynamic marketplace and are continuing to change as companies consider new ways to extract value from all stored content. Over the next five years, larger vendors will continue to acquire niche players to enhance their feature sets.
Large and small vendors will also collaborate to combine the reach of established players with the latest innovations of smaller, more nimble vendors. Companies should expect to see more partnerships for content services, including machine learning and other approaches to AI.
A case in point is Box. Since June 2015, it has partnered with IBM to combine Box's collaboration tools and ease of use with IBM's analytics, size and customer base. The partnership targets industries with a high need for security, including financial services, healthcare and government. Box is also collaborating with Google, Microsoft and IBM to add image recognition, content analytics and cognitive services to content managed within Box. OpenText partners with Microsoft for image recognition and other services.
Integration with other enterprise systems. ECM applications will integrate more tightly with enterprise applications to blend content management and cross-company business processes even further. More vendors will focus on specific business problems in a given industry. For example, Alfresco already integrates with computer-aided design systems for engineering firms.
Natural language handling. With the increasing consumerization of IT, more customers will expect the ability to query content using natural language interfaces. With ever-improving tools for natural language, a growing number of vendors will respond to demand by offering natural language processing tools for more powerful queries.
Some vendors already offer tools for automatic language translation of content. For example, Oracle has a partnership with Lingotek to provide this feature in WebCenter Content. These tools will become more common, enabling people who speak different languages to work on the same content base.
Image recognition. Recent advances in image analysis algorithms, which now perform better than humans at recognizing the content of images and placing the images into appropriate categories, will find their way into the content management tools of forward-thinking ECM vendors. Such enhancements will improve the capture, retrieval and analytics of image-based content. Box, IBM and OpenText already deliver customized solutions.
Improved metadata. With data volumes increasing, enterprises will demand richer metadata features for better cataloging and searching of content. Some ECM vendors already offer ECM platforms with the ability to automatically extract metadata from a document (e.g., OpenText Documentum) or the ability for users to add metadata to documents (e.g., OpenText Content Suite and Box).
Blending of structured and unstructured data. Enterprises have an increasing need to manage nontextual content, and many vendors have responded by providing ECM applications to help companies handle unstructured content. For example, Oracle WebCenter Content provides centralized control of unstructured content. Over the next five years, more vendors will offer tools to combine structured and unstructured data in ways that enable seamless processing of either type of content.The final word
ECM software should provide a key set of services within your enterprise architecture. However, there are many variables in play, and choosing the right platform requires consideration of business objectives, existing software and in-house resources. Once that groundwork is set, the company is ready to evaluate which vendors best meet the specific requirements.
Geoff Bock contributed to this report.
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