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C9550-412 - IBM Business Process Management Express or Standard Edition V8.5.5 BPM App - Dump Information

Vendor : IBM
Exam Code : C9550-412
Exam Name : IBM Business Process Management Express or Standard Edition V8.5.5 BPM App
Questions and Answers : 60 Q & A
Updated On : April 17, 2019
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C9550-412 Questions and Answers

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C9550-412 IBM Business Process Management Express or Standard Edition V8.5.5 BPM App

Study Guide Prepared by Killexams.com IBM Dumps Experts

Exam Questions Updated On :


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C9550-412 exam Dumps Source : IBM Business Process Management Express or Standard Edition V8.5.5 BPM App

Test Code : C9550-412
Test Name : IBM Business Process Management Express or Standard Edition V8.5.5 BPM App
Vendor Name : IBM
Q&A : 60 Real Questions

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IBM IBM Business Process Management

IBM introduces company procedure administration initiative | killexams.com Real Questions and Pass4sure dumps

IBM is relying on its partners to bolster the fortunes of its key messaging middleware and application choices, and may improve these connections with a collection of agreements and initiatives to come back on the PartnerWorld gathering in Atlanta this week.

With an eye toward helping clients do a better job of linking their e-enterprise initiatives to different sides of an enterprise, IBM will detail this week its business system administration (BPM) initiative, meant to support huge Blue and its companions clear new paths between its messaging middleware and WebSphere utility server offerings.

Underlining the strategic value of IBM's a considerable number of associate initiatives is the presence of IBM Chairman Lou Gerstner, who is anticipated to supply the conference keynote and discuss IBM's vision for the subsequent generation of e-business.

Gerstner will define the company's stance on e-sourcing, e-enterprise enterprise innovation, and the subsequent-technology e-enterprise infrastructure, pointed out business officers.

The BPM infrastructure strategy affords each IBM and its chosen companions a chance to pursue greater alternatives to sell integration solutions involving its middleware products and features to company analysts at greater bills.

Technically, the method revolves around a tighter marriage between the shining stars of IBM's application portfolio, the MQSeries household of messaging middleware and IBM's WebSphere utility servers.

The enterprise will make a series of three announcements this yr in April, July, and September with a view to occur a strategy designed to make it more convenient for analysts to automate business procedures. The purpose is to provide the equivalent of a Lotus 1-2-three spreadsheet in terms of automating and combining accessories for middleware integration.

"we are constructing on what we know about integrating WebSphere and MQSeries, and to then put across the good of them a dashboard that may also be managed by the company analyst," said Rob Lamb, director of business integration for IBM's software group in Somers, N.Y. "This [dashboard] allows them to take advantage of the energy beneath like at once choreographing enterprise strategies from the bits of good judgment and statistics they have."

To provide further e-company choreography of the web functions diversity, IBM will current a demo of the offerings from Velocigen.com, a San Diego-based mostly maker of facts wrapping know-how.

Velocigen.com officials say their technology allows for clients to wrap statistics from any source and hyperlink it into e-enterprise meta purposes. From there, users can then run the records over the internet and wireless networks. The wrapping mechanisms are layered on excellent of WebSphere, said Tony Darugar, president and co-founder of Velocigen.com.

"no one has put collectively the complete image for internet capabilities yet," Darugar stated, including that his enterprise is making an attempt to convey manner stream capabilities to web capabilities. IBM is "seeking lots of partnerships" to support purchasers ramp up sooner thann their competitors, he talked about. Velocigen.com's items will now not become purchasable until the spring of this yr or later.

The BPM push is an indication that IBM has been swift to determine the pressing need for integrating its middleware items and those of its opponents on the mainframe and midrange server ranges, said observers.

"global 2000 purchasers are discovering it tricky to execute advantageous IT tasks in the face of urgent e-commerce initiatives the place they must equipment implementations of CRM [customer relationship management] and ERP [enterprise resource planning] with their legacy environment," pointed out Melinda Ballou, an analyst at Meta neighborhood in Stamford, Conn. IBM understood what was occurring earlier than its rivals "about these issues at the commercial enterprise stage," Ballou mentioned.

A cornucopia of IBM goods

IBM will sing their own praises an abundance of recent middleware and utility choices at its PartnerWorld demonstrate in Atlanta this week.

* IBM will introduce the enterprise manner management method headquartered across the tighter integration of its MQSeries of messaging middleware and its line of WebSphere utility servers. The business will additionally lay out the details of related announcements to come in April, July, and September.

* IBM's Tivoli group will announce its North American web Integrator designed to attract internet capabilities companies to give consulting, architecture, and design infrastructures. the primary contributors of the initiative consist of CommerceQuest, answerthink, and desktop Horizons.

* Tivoli will also announce assorted agreements with a group of ASPs (software provider providers) and MSPs (managed provider suppliers) together with 90east, Argo 21, and Entropy.

* IBM's AS/four hundred (iSeries) community will announce a Domino-selected AS/four hundred server, or "Domino appliance," designed to help corporate users improved manipulate a Lotus Notes-exchange mixed environment of mail valued clientele.

* IBM will introduce new software courses to make Linux work on its iSeries (AS/four hundred) of servers, as well as new expertise which will permit the iSeries to be partitioned for both the OS/four hundred and Linux on the identical computing device. The company is additionally anticipated to spell out plans to do the equal for its pSeries (RS/6000) servers.

however governing these disparate systems could indicate superior utilization of enterprisewide techniques administration, that hasn't panned out for IBM.

methods administration is likely one of the tender spots within the IBM utility arsenal, exceptionally the bigger-end models of its Tivoli programs administration functions. once growing at triple digits in the mid-Nineties, sales of the application have plummeted.

suitable IBM officers clarify Tivoli's nosedive as akin to that of chief competitor laptop associates, in Islandia, N.Y., as saturation of the excessive conclusion of the market came about faster than either anticipated. valued clientele for the high conclusion "quantity in the hundreds and never the tens of heaps. It simply wasn't a sustainable cost of boom," noted Steve Mills, senior vice president in charge of IBM's software neighborhood. quick management alterations and too many strategic obligations right through the closing two to a few years have also hurt, observers observed.

within the ISV realm, IBM's redoubled efforts to build up its enterprise and technology partnerships could assist large Blue make headway towards archrival Microsoft in these lower-conclusion markets the place both frequently collide, mainly as Microsoft's aggressive stake falls beneath closer scrutiny following its acquisition of notable Plains utility.

IBM may locate itself within the enviable position of re-setting up itself as a nonthreatening ISV platform provider, pointed out John Madden, an analyst at Boston-based mostly Summit recommendations. "No depend how Microsoft would want to spin it, I think [the Great Plains acquisition] signals a shift of their ISV structures," Madden pointed out. "Peachtree, Sage application ... those [companies] can be announcing, 'am I next to get scooped up?'"

through its ISV companion program, Madden noted IBM may still be in a position to capitalize on building efforts abandoned two years ago and attract loyalty by way of acting as a powerful integrator and brand name within the commercial enterprise area.

IBM's popularity and its continued wooing of partners are prone to support the business retain its dominance within the enterprise-level messaging middleware and linked application markets, even as key offerings hit air pockets and threaten to stagnate the growth of its $13 billion software company, pointed out observers.

for instance, IBM generated approximately $seven hundred million in revenue from final year's Strategic Alliance initiative, which attracted 50 utility vendors akin to Siebel systems and PeopleSoft, pointed out one IBM reliable.

staff creator Brian Fonseca contributed to this document.

This story, "IBM introduces enterprise technique administration initiative" turned into initially published by InfoWorld.


pros and Cons of IBM Blueworks — with an IBM Blueworks alternative | killexams.com Real Questions and Pass4sure dumps

here's in regards to the strengths and weaknesses of IBM Blueworks BPM together with a achievable alternative for Blueworks (Tallyfy). tons of it's borrowed from Gartner, with some parts edited and cleaned up.

Please note this disclaimer. I’m affiliated with Tallyfy — a workflow and BPM platform which differentiates through stunning ease-of-use, consumer-dealing with aspects and flexibility to power adoption in contemporary groups.

IBM is bettering the intelligence of its Smarter method items through the use of complementary Watson applied sciences, leading to what it calls Cognitive company Operations. It also improved cloud-primarily based deployments by using enhancements in Blueworks live and a licensing strategy that allows consumers to apply buy credit to either on-premises or cloud versions of BPM. This review centers on IBM business technique supervisor v.8.5.6, IBM enterprise technique supervisor on Cloud, Blueworks reside, Operational decision manager (ODM) superior v.8.7 and business computer screen v.8.5.6. iBPMS initiatives additionally may additionally consist of IBM Analytical determination management, IBM Bluemix, IBM Streams, IBM FileNet content material supervisor, IBM Integration Bus, IBM MobileFirst Platform and other items.

Strengths of IBM Blueworks and IBM BPM
  • IBM offers a principally extensive set of product points, capable of supplying virtually any characteristic preferred to address the eight dimensions of the Gartner system IQ Framework. Its products aid most primary trade standards, so developers can without problems mix and healthy IBM products with software from other vendors.
  • IBM is a leader in decision administration and analytics, together with rule processing in IBM BPM and ODM, BAM in IBM BPM and company computer screen, CEP in IBM ODM superior and IBM Streams, and advanced analysis in Watson Analytics and Watson cognitive services.
  • IBM has made it more straightforward for business people to participate in development via enhancements in Blueworks reside and a new simple procedure Accelerator procedure design device. IBM enterprise technique supervisor additionally helps company users execute unfamiliar or complex projects at runtime using its normal procedure train UIs.
  • Weaknesses of IBM Blueworks and IBM BPM
  • IBM BPM-primarily based methods will also be challenging to design, configure and install as a result of most superior functions require combining distinctive items and environment many parameters and options. IBM items overlap each other in content administration, enterprise rule processing, BAM, CEP, portal, workflow/orchestration, alerting and other capabilities.
  • customer references surveyed by means of Gartner provided lukewarm feedback on typical delight relative to some other iBPMS providers.
  • consumers document that IBM enterprise system supervisor requires a comparatively excessive stage of talents, an argument especially in small projects the usage of the on-premises IBM products. besides the fact that children, people with potential in the product look like greater accessible than in past years.
  • option to Blueworks BPM — Tallyfy difficulty — old BPM makes modelling advanced

    a great option to Blueworks will be the potential to model approaches readily. simply because you have some huge BPMN mannequin doesn’t make you suave or valuable. within the end, people can/will nevertheless must definitely do the procedure, which comes all the way down to email/spreadsheets (except you desire a 6-month IT project). It’s with ease ridiculous to use BPMN in nowadays’s age — where people collaborate and don’t observe flowcharts anyway. Any alternative to Blueworks should utterly eliminate the use of flowcharts and in selected — BPMN. in contrast to what you’ve heard about BPMN — it’s no longer a “usual” in any respect — as every supplier creates their own flavor of it. This makes the a great deal-touted “regular” and “portability” factor of it next to inconceivable to obtain.

    Tallyfy makes use of essential lists that still have the entire features of flowcharts issue — just IT and process analysts map techniques. Managers crave actual power to map a technique themselves

    Tallyfy is the best device that enables collaboration amongst any sort of position/person — for the reason that most individuals take into account the simplicity of the device in 60 seconds. The alternative to Blueworks isn't in fact an alternative at all — it’s an inevitable change.

    Tallyfy allows anybody to collaborate on documenting a manner problem — no person looks at manner maps. You need your processes to be in simple, executable record format

    This capability you want workflow application like Tallyfy that in reality gives that simplicity, together with the vigour you need.

    Please — let’s drop flowcharts and BPMN — it’s completely broken and uselessaccept as true with an exquisite choice to IBM Blueworks — Tallyfy

    It integrates to every thing, and it truly works for everybody.

    Take a look at a video demo of Tallyfy below, as a workable, person-friendly option to Blueworks.


    IBM Launches New enterprise system administration software and features | killexams.com Real Questions and Pass4sure dumps

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    Redmond's Living Dead: Microsoft's 8 Most Popular 'Zombie Products' | killexams.com real questions and Pass4sure dumps

    In-Depth

    Redmond's Living Dead: Microsoft's 8 Most Popular 'Zombie Products'

    These products aren't really alive, but they're not quite extinct, either. They're the walking dead of Microsoft product lines, and it's best to avoid them -- if you can.

  • By John K. Waters
  • 08/01/2010
  • Every day in Redmond is the night of the living dead. While vibrant, well-supported, popular offerings from the company live happily on the Microsoft campus, the ranks of their undead counterparts are swelling all the time.

    The undead are Microsoft zombie products: Offerings that Microsoft has tried to kill but that haven't yet settled in the software graveyard. Their production days are over, and their support days are either limited or finished. Yet they live on in IT departments, sometimes serving critical purposes and requiring maintenance that becomes harder and harder to provide as their life force from Redmond drains away.

    Sometimes, when Microsoft kills a product, it does so in spectacular fashion -- the Kin phones and Windows XP SP2 are examples of that. Sometimes, though, Microsoft kills one of its offerings softly, burying the plot to exterminate it in an FAQ document or a statement stashed away on its Web site. IT professionals, beware these eight products that might look alive but are, in fact, pretty much dead -- at least from the Microsoft perspective.

    Microsoft Office Small Business AccountingThis undead app was spawned back in 2005 to tap into the lucrative small business accounting market, so ably dominated by Intuit with its ubiquitous QuickBooks. A year later, it was renamed Microsoft Office Accounting (MOA) and offered in a free Express Edition and a paid Professional Edition.

    MOA provided a small business accounting application with what seemed at the time to be a hard-to-beat advantage: integration with apps in the Office suite. The MOA package also came with numerous "strategically informative ways to use and understand financial data": everything from forecasting tools to more than 60 customizable lists and reports -- a fairly innovative attempt to get business intelligence (BI) into a packaged accounting application.

    And yet, despite a splashy debut, subsequent discounts and a mail-in rebate program, MOA never made much headway over the established market leaders. Intuit continued to command more than 90 percent of the market. Its closest competitor, Peachtree, owned less than 5 percent.

    Microsoft officially discontinued distribution of the product on Nov. 16, 2009. In its announcement, Microsoft said: "We continually evaluate our business strategies to make sure we're working to meet the needs of customers, partners and shareholders. With that in mind, we've determined that existing free templates within Office used with Excel are a better option for small businesses."

    Microsoft might have killed it, but MOA still walks the earth. The company has promised to continue providing support for the software for five years. And you can still find new copies of even the 2006 edition for sale on the Web.

    Microsoft MoneyPreceding MOA into the grave was Redmond's personal finance software package, Microsoft Money. It was first released as part of the Microsoft Home product family in the early 1990s, and quickly emerged as a worthy competitor to Intuit Quicken and other desktop financial-management apps.

    Microsoft Money attracted a respectable user base over the years, but never neared the market-leading position of Intuit, which the company actually sought to buy in the mid-1990s. In August 2008, Microsoft informed its customers that it would stop releasing incremental updates of the product annually; there would be no 2009 version. A year later, the company officially pulled the plug on development of the product.

    Explaining its decision, Microsoft said on its "Money Plus" Web site: "The category of personal financial-management software has changed considerably in the 17 years since Money was first established. As more users shift their attention to full-service offerings provided by banks and brokerages, demand for a comprehensive personal finance toolset has declined."

    Among those changes was the advent of free, Internet-based competitors, including Mint.com and the Intuit Quicken Online program, which took the desktop finance software market into territory where Microsoft doesn't have the surest footing.

    Moreover, the death of Microsoft Money was seen by industry watchers as part of an overall cost-cutting effort, announced in early 2009, which included a plan to lay off as many as 5,000 employees. A Microsoft spokesperson said at the time that the company was "planning for economic uncertainty."

    Microsoft has promised to support the still-animated corpse of Money through January 2011. And several editions of Microsoft Money Plus 2008 can still be found shuffling around on online retail sites.

    Response PointLaunched in March 2007 amid much fanfare, this Microsoft on-premises, Voice over IP (VoIP)-based private branch exchange (PBX) system was aimed at small businesses that couldn't afford expensive and complex switchboard systems, but still needed that capability. The plan was to make PBX inexpensive and accessible via the Internet, and Microsoft partnered with several phone makers to distribute the product.

    But Response Point was a targeted, niche play that just didn't pan out. During a June 2009 Microsoft Town Hall meeting with value added resellers, the company revealed that the product had gone into "maintenance mode," and no future releases were planned. The product is scheduled to join the ranks of the walking dead this year on Aug. 31, when Microsoft will discontinue it officially.

    As Microsoft explained in its announcement: "Despite favorable initial response from customers and channel partners since launch, we haven't seen the necessary demand materialize to sustain Response Point as a viable standalone business. To continue to support the needs of the small business community, we expect to consolidate our efforts and offerings in this space around Microsoft Office Communications Server."

    Current Response Point customers will be able to continue using the product, as Microsoft says, "per their equipment manufacturer purchase agreement." And Redmond promises to continue to support its partners and current customers via a special Web site, until Nov. 1, 2011.

    PerformancePoint ServerOn June 6, 2006, Microsoft unveiled a new business process management product that pulled together several existing products, including its Business Scorecard Manager, components from its Dynamics product line, and the newly acquired analytics tools from ProClarity. Dubbed PerformancePoint Server, it provided a number of features, including dashboards, scorecards, key performance indicators, reports, filters and strategy maps, all delivered via a monitoring server.

    The product was released in September 2007, and industry watchers noted that Microsoft was entering a maturing market late -- perhaps too late to catch up with BPM offerings from IBM Corp., Oracle Corp., SAP AG and SAS Institute Inc., not to mention products from BI and enterprise resource planning vendors. But they also expected Microsoft to do what Microsoft does: stick with the product, refining versions until it gained market traction.

    But a down economy and a customer base that, as Microsoft put it, "needs to do more with less," caused the company to kill the standalone product in April 2009, and then quickly resurrect several of its features in SharePoint 2010 as PerformancePoint Services for SharePoint. Those features included the scorecard, dashboard and analytic functionality.

    "Our decision is based on wanting customers to truly experience pervasive business intelligence in their organization at a low cost through the tools they use every day," Kurt DelBene, senior VP of the Microsoft Office Business Platform Group, said at the time. "In today's economic climate, having the most pertinent information available, allowing you to clearly view the health of your organization, is imperative. We want to give what customers need in a way that makes sense for their business -- through the widely adopted Office SharePoint Server, the planning and analysis tool Microsoft Office Excel, and the highly scalable Microsoft SQL Server."

    Windows Live OneCareIntroduced in 2006, Windows Live OneCare was the Microsoft all-in-one security package aimed at the home PC user. Offered on a subscription basis, it provided a combination of anti-virus software, a firewall, back-up and restore utilities, a tune-up utility and malware protection.

    Live OneCare stirred up the market for a while, seemingly scaring the pants off competitors. (Symantec CEO John Thompson threw snarky barbs about the product's pricing.) But they shouldn't have worried: OneCare never really won a significant share of the consumer PC security market.

    Microsoft announced its plans to pull the plug on Windows Live OneCare in November 2008, but didn't discontinue sales of the standalone product until on June 30, 2009. The company essentially replaced Live OneCare with Microsoft Security Essentials, a free, downloadable anti-malware program -- no back-up or tune-up utilities included.

    Amy Barzdukas, senior director of product management for the Microsoft Online Services and Windows Division, said in a statement at the time: "Customers around the world have told us that they need comprehensive, ongoing protection from new and existing threats, and we take that concern seriously. This new, no-cost offering will give us the ability to protect an even greater number of consumers, especially in markets where the growth of new PC purchases is outpaced only by the growth of malware."

    Microsoft has promised to continue supporting the users of this undead software through the terms of their subscriptions. But Redmond hasn't optimized the product for the Windows 7 OS or Windows XP mode in Windows 7.

    Windows Essential Business ServerMicrosoft Windows Essential Business Server (EBS) was designed to provide an IT infrastructure for midsize businesses. The product was built from the Windows Server 2008 code base, and included three licenses of the OS plus Exchange Server 2007, System Center Essentials 2007, Forefront Security for Exchange Server and Forefront Threat Management Gateway (Medium Business Edition). The Premium Edition added another Windows Server 2008 Standard Edition license and the Microsoft SQL Server 2008 Standard database software.

    Microsoft released version 2008 of the product, but would never release version 2010. The company cited lack of demand, but also a market shift within the midsize business segment to cloud-based management and virtualization. Windows EBS seemed to be offering a solution to a market segment that didn't need one.

    In a March 2010 blog entry, the Windows EBS team wrote: "Since the launch of EBS, several changes have occurred that drove our decision to streamline our server product portfolio. First, midsize businesses are rapidly turning to technologies such as management, virtualization and cloud computing as a means to cut costs, improve efficiency and increase competitiveness. Those capabilities are already available through other offerings, including Windows Server 2008 R2, Microsoft System Center and the Microsoft Business Productivity Online Suite."

    Microsoft announced it would discontinue development of Windows EBS as of June 30, 2010, and that it would no longer be available for purchase as of July 1, 2010.

    The blog went on to announce a "limited offer" for current EBS 2008 customers, who, from June 30, 2010 through Dec. 31, 2010, would be able to get the individual component software from the EBS 2008 suite for free (plus local taxes and shipping and handling charges). The company promised that the death of Windows EBS would not "impact any other Windows Server products and solutions, including the next version of Windows Small Business Server (SBS)."


    Blade server technology aids Ester Industries’ business plans | killexams.com real questions and Pass4sure dumps

    Jasmine Desai, Special Correspondent

    Indian markets will witness an increase in new server procurements in 2011, according to predictions by Gartner Inc., and this trend for the server market is attributable to new applications and new workloads, including blade server technology to implement concepts such as server virtualization. One organization already exemplifying this trend is Ester Industries Ltd., a leading producer of polyester films and engineering plastics in India. The company markets polyester films under the UMA-PET brand and plastics under the Estoplast brand. Ester has been envisioning expanding its operations to a global level for some time now.

    In connection with the organization’s expansion plans, back in August 2010 the IT department commenced planning an upgrade to the existing IT setup and was considering implementing blade server technology. At that time, the organization planned to upgrade existing applications, including SAP, as well as introduce new business applications. There was no possibility of upgrading the existing Sun 280r server hardware. Production and development instances were operable on the two physical servers available for SAP, but the configuration left no scope for a quality instance.

    Evaluation and implementation in stages

    Ester Industries felt that the hardware requirement would increase with the increase in the number of applications to be implemented in the near future, and also for backup of desktops and workstations. On the software front, an upgrade to SAP ECC 6 from the current version of R/3 version 4 was factored in. Blade server technology with chassis that could be populated as and when required, seemed to fit the bill. One of the parameters in vendor selection was the processor roadmap being offered. According to Sunil Soni, CIO, Ester Industries, “IBM has a very clear roadmap for its power systems.”

    The organization finally selected the IBM BladeCenter H Chassis housing IBM BladeCenter PS701 Express and IBM BladeCenter HS22 servers running both the IBM AIX operating system and IBM PowerVM Standard Edition software. The servers are housed at the organization’s data center in Gurgaon. Out of the four blade servers, two run the Windows operating system. From these latter two, one blade will be used as a file server for backup of workstations and the other for deploying the intranet. The PS701 Express will be used for the SAP application in clustering mode.

    Soni explains, “Since IBM virtualization software is very effective, we are planning to use that for business applications blades, which are power systems.” Thus, with two blade servers, the organization is able to maintain the requisite instances (whether quality or development). The same servers are currently being utilized to upgrade and run the production instance. Each blade has 64 GB RAM with an 8-core processor. The blade chassis can be populated with up to 14 blades, although currently only four have been installed. These blades are attached to IBM DS5000 storage. The storage capacity is about 6 TB.

    The blade server technology implementation has brought in certain changes. In the earlier setup, a tape drive was used for a weekly offline backup of the database. This tape backup has been replaced with the tape library. The backup time has drastically reduced from 9-10 hours earlier, to less than an hour now. The implementation was to be completed by the end of March 2011, but has been delayed a bit due to the financial year-ending. Following blade server virtualization, the immediate plan is to upgrade the SAP version and also incorporate business intelligence (BI) tools for better management control.

    Benefits going forward

    Although the migration will be completed by the end of April 2011, benefits of the entire blade server technology implementation can already be foreseen. Soni pinpoints these benefits and explains, “The number of physical servers will be decreased. The configuration we have taken is consistent with the business growth for the next 4-5 years. Also, the virtualized environment will provide better manageability for overall IT.” Thus, after careful planning and forward thinking, through the use of blade server technology, Ester Industries has ensured that it’s IT implementation is aligned with its business roadmap.


    mySOA: Agile, Governed and Sustainable | killexams.com real questions and Pass4sure dumps

    SOA is a topic extensively covered in the literature. After having read lots of books, articles, software vendors’ white papers’ and blog posts, I was still wondering how to make it real. The main objective of this article is to present a journey into SOA, described with our “words” and adapted to our constraints.

    We call it “mySOA” approach.

  • SOA obviously because we will try to build Agile, Governed and Sustainable business and technical services across the enterprise, and even beyond (cloud, B2B, etc.).
  • “my” because the Web 2.0 revolution will make the services more and more used for social interactions, than for point to point conversations. “my” also because it is specialized to our needs, aligned with our company business.
  • We do not pretend to provide the state of the art solutions in this domain, or even to provide a unified methodology (terminology was the result of a join work between internal teams!) but we hope it will provide a foundation to help you build your own mySOA approach or to encourage you to extend your body of knowledge on the subject.

    Finally, in order to be as concrete as possible, we will cite some tool vendors or tool platforms we used. We really encourage you to make your own proof of concept on your particular context before buying any technical solution. One size does not fit all, especially in mySOA.

    The mySOA approach is based on three pillars: Agility, Governance and Sustainability

    mySOA approach should be agile

    Agile meaning that we will not always follow the “you must” and “you should” found in the literature (you must have a business strategy, you must have the support of the top management, you must have do a top down approach, you should make big design upfront).

    We will do it by iterations, leveraging small teams in charge of all aspects of a particular set of services. The objective is to create what we call “service blades” than can be plugged and reused in different business or technical contexts.

    Agile

  • Because the business has to be agile to survive in a fast, and flat interconnected world.
  • Because our development teams are using SCRUM and moving to agile is so natural.
  • By necessity, because the financial crisis prevented us to have a full fledge SOA project budget for several years.
  • mySOA approach should be governed from day one

    We used governance as a way to support both business and IT new forces, but also as a way to enforce collaboration and alignment. Trust was, as always, a big part of the challenge; since teams had to delegate some of their decision power and accept some rules (for the benefit of all). Agile means also that exceptions management should be part of the governance process DNA.

    mySOA approach should be sustainable

    SOA will allow for a progressive and sustainable overhauling of functional and technical silos so as to design reusable or versatile services that will be called in various business processes. Sometimes, more than reuse, we will look for the adequate assets to provide value to the business, for an uncertain time. If we have to develop a portlet for enabling a business service to only one particular client (like a CO2 calculator), then we will do it. It could be reused or not, but should be thought to last.

    Sustainable means also that people embarked in this journey should be ensured to keep their job, even if they have to move to another role, due to mySOA maturity and new business models or organization. Too often, the result of an SOA project is reduction of cost, outsourcing (off shoring is may be a better word) and destruction of teams that helped building it. mySOA is based on people, inside the company and should use them as champions to increase its value. mySOA focus on creating added value to the company.

    mySOA – Choose your path to maturity

    SOA encourages setting up an agile enterprise, but the path to mySOA nirvana is up to you. It is really important to position uniquely any of your SOA projects and initiative to ensure that all stakeholders understand the cost, the risks and the possible benefit level. Figure 1 shows a particular SOA project categorization model, coming from the sustainable IT community, which has the advantage to clearly position your project in cosmetic, overhaul or extended SOA.

    1.    Cosmetic SOA.

  • Non intrusive to existing asset: services are exposed with help from existing systems;
  • This is not a rewriting of systems yet;
  • This SOA is reliant on quality of existing systems;
  • This SOA allows for obtaining some limited quick wins.
  • 2.    Overhaul SOA

  • Re-structuring existing applications with help from services;
  • IT infrastructure can be fully used;
  • Business rules and business logic stay encapsulated in the application code.
  • 3.    Extended SOA

  • Using solutions that enhance systems agility: Business Rules Management System, Master Data Management, Business Process Management
  • Figure  1: Path to SOA maturity (from Sustainable IT)

    The extended SOA is the most “expensive” one (time, resource, money), but is the one that provides the best future proof results. The extended SOA is the target (to be model). In order to follow an agile approach and to progress to the target, the best path is to go through transition phases where services will be built by ensuring that master data, business rules and semantic mapping are clearly separated, and not entrenched on applications you can access through web services.

    MySOA relies on a Competency Center

    The first thing we did was to create an Integration Competency Center (ICC). The term “SOA” was not chosen on purpose; “integration” is better understood and positively seen by the business. It does not mean, that it will not evolve in the future (sustainability again, we build always on what we did before, and agile!).

    ICC is a distributed organization, composed of two main groups as shown in Figure 2. The solution center that ensure a sustainable support for all projects over the time, and the center of expertise which provide agile distributed support on demand to projects (or recommends consulting firms).

    Figure  2: ICC Organization is Twofold

    The ICC charter was the first document created, and define that it should acts in the following fields:

  • Business level
  • Business Integration and Innovation: Socialize and evangelize the value of business integration capabilities between Business Units and sold products.
  • Business Domain Governance: support the business in defining SLAs with supplier and key functional needs (list of business services to be provided, independently of the technology).
  • IT level
  • Technical Governance: Create technical standards and define rules to validate them, especially around Service Design and Interface Standards. ICC has developed a minimum set of technical standards that defines: the key architectural principles to follow, XML schema standards, WSDL schema standards, Service Level Definition template standards. ICC also provides a dedicated intranet and a wiki for questions and discussions.
  • Service Development Lifecycle Governance: The ICC is not developing services by itself so it need to be associated at agile validation point to ensure things are done accordingly to the governance rules (and evolve if needed, the governance process is also agile).
  • Service Delivery and Run-time Governance: Deliver managed services globally, by taking care of security, SLA and building adapted virtual “services” (or endpoints) when needed. ICC manages all technical supplier interfaces.
  • The solution center is composed of a distributed agile team composed of full time employees spending some of their work time on SOA. This was a way to avoid the “Tower of Babel” syndrome and to keep the team busy on trying to make mature real projects and not only do governance or slides. It can rely on contractors if needed.

    Figure 3 features the services offered by the ICC.

    Figure 3: ICC Organization is Twofold

    Looking for my Services

    One of the key question coming over and over is how do we find services? How can we define the right granularity? The answer is as usual not easy. We followed three different approaches:

  • Top-down - Business Service Elicitation
  • Agile – Follow your agile development process
  • Bottom-Up – Brownfield development
  • Business Service Elicitation (Top Down)

    It is outside the scope of this article to detail how to discover business services. We can recommend you anyway to read the Sustainable IT Architecture[1] book or to access documents and training content available for here (free license under creative commons).

    You can follow the following very general steps:

  • Define product offering and their dependencies: what are the business value chains for a limited business domain (stay agile);
  • Define business objects, their lifecycle and their relationships;
  • Define master data;
  • Create business services that maps the Business Objects or Business Interaction lifecycle;
  • Define or forecast variants of your service as soon as possible.
  • Agile – Follow your agile development process
  • Another way to do it is to leverage the agile development process, by doing “Forwards Versioning Strategy”. Work within the integrated team, make priorities, develop and test.

    Of course building service interfaces in several iterations can cause some issues, since the services are evolving and service users can be unhappy to have to follow the releases. This is a tribute to pay for having a service that suits your needs quickly.

    Each team should understand that if we want to avoid a big design upfront, which by the way does not always prove to be efficient, they have to follow some rules. This could also be avoided by imposing some technical standards and testing often. Communication, as usual is key.

    No silver bullet here, but agile was a really astonishing way of finding the “right” services at the “right” time for the “right” business needs (being on time is more important than being just right).

    Brownfield Development

    Brownfield development is a term commonly used in the IT industry to describe problem spaces needing the development and deployment of new software systems in the immediate presence of existing (legacy) software applications/systems. This implies that any new software architecture must take into account and coexist with live software already in situ. For more information, we can recommend to read Eating the IT Elephant[2].

    In that case, what we recommend is to:

  • Mine your data. Look at all data you have in your systems and try to get the most value of them.
  • Control their lifecycle. This is a pre-requisite. For example, we used Convertigo to get access to our legacy back office data, without breaking the existing processes, business rules and security constraints.
  • Ensure their quality. Do not neglect that part, this is the most common mistake made.
  • Define one version of the truth. Define who the master is, and who will work with replicated data. You can use MDM tools or build a federated MDM (in general coupled with some middleware on top of it to manage data synchronization and distribution).
  • Service-orient your data. That’s the latest part of the job. Not always the easy one, since it will create more load and complexity to tune on the DBMS side.
  • Informatica will propose with its new platform V9 a unified approach to data management, data integration and data service enablement. They had intense discussions with architects, including me, from different client companies since more than a year, to understand our issues and build their platform. I encourage you to read some of the lessons learned of this dialog here. Open source data integration vendor are also rushing to this Eldorado like Talend or Xaware.

    Some Best Practices

    Look at relative publication concerning Service Identification, like Accenture SIF, BPM and SOA Handshake, InfoQ article on SOA identification, this one for collaborative work and of course check Thomas Erl encyclopedia.

    Below is a set of best practices that could be helpful to know.

  • Avoid general purpose services. A service must have value to someone.
  • A service with multiple variants and versions validates its usefulness.
  • A service provides a specialized view of information.
  • A service follows always a lifecycle, and it needs to be governed.
  •  mySOA - Agile governance by necessity

    Since the number of services to be managed can grow quickly, we decided to focus on the most “important” ones (again it is a team decision). Importance is based on business needs (client request, new product functionality), and technical needed commodities (security support, REST support, Content Delivery Network, etc.).

    We had then to create a governance ladder and align service governance effort to service importance:

    1.      Fully governed: ICC Managed Service – A service that is deployed for global use and critical to the business that conforms to all the ICC governance rules.

    2.      Known and governance delegated: Local Managed Service – A service that is sponsored by a local interest that conforms to the local governance rules.

    3.      Known, no governance (use at your own risks): Unmanaged Service – Any service that does not conform to the appropriate governance rules or monitored.

    4.      All: Monitored – SLAs are tracked and reporting is possible.

    5.      Snapshot mode: Conform to Governance – Technical and SLA requirements have been measured once and on demand and validated.

    In all cases, the services should be declared and categorized in a unique repository.

    A service provider is the owner of the service, and can be internal or could be external to the company (suppliers). Whatever the service governance level chosen, the service provider should follow a minimum set of rule. A service provider:

  • Is fully responsible of all aspects of the service development lifecycle.
  • Is familiar with the standards defined by ICC;
  • Ensure service design conform to the ICC standards;
  • Ensure service implementation conform to SLA;
  • Ensure support level 2 and 3 are available;
  • Ensure, that no more than two consecutive versions are in production;
  • ICC is in charge of managing the agile garbage collection of services. It checks that the service is still useful and used. This is key to avoid having a never ending catalogue of services.

    Taxonomy of Services                                                             

    In our SOA vision, all our internal business units should contribute to delivering services. The architectural blueprint can be used for the design of new systems as well as the refactoring of existing systems.

  • For the business decision maker, understanding the business value of a component and its commoditization level makes it easier to make build vs. buy vs. lease decisions, and may expose business opportunities for making a service available for others.
  • For the architect, having a good grasp of the different categories assists in classifying existing or new services, as well as helps define the appropriate functionality to include in a particular service in order to promote composition and reuse.
  • ICC is using a unique categorization for all services, as shown in Figure 4. Service call direction is the following ones:

  • Service calls always go down the stack, never up
  • Service calls may skip layers if intermediate layers are not required
  • Figure  4: ICC High Level Service Taxonomy

    Technical/Infrastructure Domain Services

    Technical / Infrastructure Services are common facilities that do not add any explicit business value, but rather are part of the required infrastructure for the implementation of any business process in an SOA. They are typically purchased or custom built and centrally managed.

    Let’s cite for example:

  • Communication Services transport messages into, out of, and within the system without being concerned with the content of the messages.
  • Utility Services provide generic, application-agnostic services that deal with aspects other than transporting application messages.
  • Security Services provide required security-related capabilities like identity, privacy, confidentiality, non-repudiation, etc.
  • Business Domain Services

    Core Business Process Services tie together the data-centric and action-centric building blocks to implement the business processes of the organization. They are in general statefull services (manages Business Process state). An example of a Process Service is a purchase order processing service. A Business Service will never consume a Core Business Service, but a Core Business Service may consume a Business Service

    Business Services implement the business-level capabilities of the organization. They are in general stateless services and represent the action-centric building blocks (or “atomic verbs”) which make up the organization’s business processes.

    Business Entity Services unlock and surface the business entities and their different lifecycle states in the system. They are in general stateless services. Business entities can be thought of as the data-centric components (“nouns”) of the business process: employee, customer, sales order, and so on. Business Entity Services are the operations on those data objects that could be:

  • CRUD operations: Create Retrieve Update Delete;
  • Search functions;
  • Sustainable operations based on the business entity lifecycle states.
  • Application Domain Services

    Application Processes implement the specific business-level capabilities or some other action-centric business logic elements (“building blocks”) which are unique to a particular business application context.

  • Stateless/Statefull Service;
  • Not managed by ICC.
  • Service Lifecycle

    Our service lifecycle is as simple as possible. It is composed of several basic steps represented in Figure 5.

    1.      Define. Determine if a new service is required, collect functional requirements (user stories in agile) and Service Level Requirements. ICC can support or participate to these steps.

    2.      Develop. Code business logic and document (iteratively in agile) or rent access to the service (on demand). In any case, populate the registry with all necessary assets.

    3.      Validate. ICC is in charge of controlling design time governance. The work to be done could be more or less important depending on the governance level associated to the service. Return to Define step if necessary.

    4.      Deploy. ICC setup run-time governance (SLA control, billing control, and Business Activity monitoring).

    5.      Decommission. Remove from production, Remove from SOA registry,

    Figure  5: mySOA governance process

    If you prefer to follow a well established process adapted to service lifecycle, like RUP shown in Figure 6, you can of course do it also. You can also benefit from some specific vendor tooling (UML profile for software service and RSA SOA plug-in) and consulting support. You can be agile or not, that’s again still your choice!

    Figure  6: RUP process adapted for SOA

    Business Service Blade

    A Business service blade

  • Is grouping all necessary services to support a Business Process or key value added functional or technical features.
  • Is created and configured independently of all other blades (i.e. as far as possible no dependencies between blades should be made).
  • Is self contained hiding for the client its specific “projection” on technical platforms.
  • Its usage can be tracked and it can be billable.
  • Is created by all BUs or groups or by 3rd party suppliers (available on demand).
  • Is managed by ICC or not;
  • Can be versioned entirely.
  • Business Service blades were created to enable granularity adaptation between service needed and service available, as resumed in Figure 7. It was a way to align the existing set of business services or application services we had, and the ones needed in business process.

    Figure  7: ICC High Level Service Taxonomy

    For sake of simplicity, this article describes linearly the different aspects of mySOA and the work to be done. Of course, in real life, we did experience successes and failures and adapted the approach to business and IT maturity and willingness to make things right. Our journey was nevertheless simplified by some key enablers.

    mySOA Platform requirements

    In order to builder our Enterprise Service Platform, we tried to look at best of breeds tools and see if we could make them interoperate seamlessly. The main requirements were:

  • The enterprise service platform should be built iteratively, and based on off the shelves component. The business was clear on that stake; our job is not to build an SOA platform!
  • A unique manageable, scalable, fault tolerant platform;
  • That leverage the existing infrastructure and licenses as far as possible;
  • That enable retirement of legacy systems and data when possible;
  • That could be leveraged for all services categories and integration flows;
  • That will provide End to end governance;
  • That will offer both business and technical monitoring (design and run time);
  • Reduced maintenance and operational costs.
  • mySOA Reference Platform

    The main services to be offered by the Enterprise Service Platform are presented below (and depicted in Figure 8:

  • Enterprise Messaging Services. Offer secure, managed and reliable messaging services (for example you can find a list of open source java jms servers here, or use EMS in the cloud from Amazon SQS or Microsoft dotnet services).
  • Master Data Management Services. As already stated, you can find documented process, best practices and commercial and open source tools.
  • Semantic Data Integration Service. The objective is to create and manage Enterprise Information Models (mediations between applications and services with different structures and semantics). Then you can construct and centrally manage the rules and operations needed to validate and reconcile data. Semantic data integration automates and manages operations that are central to ensuring data quality like Transformations, Aggregation, Validation and enforcement of business rules. For more information on the semantic layer, please take à look at Sustainable IT Architecture documents.
  • Data Distribution Services. Distribute and Ensure delivery of quality data to required end points, provides services for security, define canonical data formats and mappings when needed, collect and reports KPI information (ex: Tibco BusinessWorks and Informatica Platform)
  • Integration and orchestration Services. Implements SOA standards, Business / Technical orchestration layer, Collects and reports KPI information (BPMS tools, SCA based tool, BPEL tool, Workflow oriented tool, etc.)
  • Enterprise Service Management (ESM). Provides monitoring and policy description and enforcement. It controls and gives insight in the SOA exchanges dynamically. Few expensive commercial tools (Amberpoint, Progress, SOA Software) or one open source tool (Microsoft Managed Service Engine) are available on the market.
  • Enterprise Service Monitoring. The service monitoring is generally offered in ESMP. Nevertheless some tools are now available to support this functionally at a more moderate pricing than ESMP (like JaxView) or even free (open source tools like Microsoft Managed Service Engine, or WS02 registry future version that will ship with a dashboard supporting Google gadgets).
  • Enterprise Business Rules and Events Services. Sustainability comes at a price. Business rules and correlation of business events should be managed apart from the code. Business Rules should be defined, stored, reported, etc. separately from other entities. Business rules should also be defined declaratively and changing one rule definition should not requiring changes in another. Rules should be order-independent.
  • Enterprise Repository and/or Registry services. All assets produced and governed should be stored and managed in configuration within a common repository. A registry could also be used during run time for discovering the services or to get some metadata to configure the service.
  • Security and Policy management and enforcements services. Enabling security for the SOA platform should be as easy as possible. In order to avoid encapsulating the security inside the service call, it is recommended to use external security policy and dynamic enforcement points. All Identity and Access Management vendors have an offer in this area. Some pure players still exist.
  • External Gateway Services. Used to protect the company at the network edge and to optimize message transfer and increase performance when dealing with suppliers. The most know vendors are layer 7 or IBM Websphere Data Power.
  • Figure  8: mySOA Service Platform

    In Table 1, we provide for each mySOA reference platform services: indication of the tool landscape maturity, the maturity of the body of knowledge for implementing those services, if open source solutions exist and give examples of tools we know.

    This first step can be done either in code or can be done with XML and XSD. As it turns out a number of enterprise scale projects prefer to take the second option. And for many integration and application development scenarios (not only at the enterprise level) it is customary to negotiate a WSDL/XSD based specification for the web services and then to embark on the actual development of the code that implements that specification. However, dealing with raw XML and WSDL can be very error-prone. WSDL in particular is non-trivial to handle as the original WSDL specification allows room for some complicated constructs and contracts to be defined. We need tools that can enable us to work at this level consistently and reliably and WSCF aims to address this need.

    mySOA Platform Services

    Tools Maturity

    Body of knowledge

    Open Source

    Examples of tools

    Enterprise Messaging Service

    High

    High

    Yes

    IBM, Microsoft, Mulesoft, Progress, Sun, Tibco etc.

    Master Data Management Service

    Medium

    High

    Yes

    IBM, Kalido, Orchestra Networks, SAP, Siperian, Sun, Talend, etc.

    Service Configuration Master Data Service

    Low

    Low

    No

    You need to build your own!

    Semantic Data Integration Service

    Medium

    Low

    No

    Progress DataExtend SI, collibra, expressor

    Data Distribution Service

    High

    High

    Yes

    Informatica, Tibco, Pervasive DataCloud 2 , IBM

    Integration and orchestration Service

    Medium

    Low

    Yes

    Intallio, Tibco, ActiveBPEL, Oracle, Informatica

    Design Time Governance

    Low

    Medium

    Yes

    In general bundled with repository. We are doing also quality testing with the Enterprise Service Testing tools.

    Enterprise Service Management

    Low

    Low

    Yes

    Amberpoint SMS, Microsoft MSE, Progress Actional, SOA Software, etc.

    Enterprise Service Monitoring

    Medium

    Low

    Yes

    JaxView, Amberpoint SMS,, CA wily, WSO2, etc.

    Enterprise Business Rules and Events Service

    Low

    Low

    Yes

    Esker, Drools, Tibco Business Event, IBM Ilog, sci-flex

    Enterprise Repository and/or Registry service.

    Low

    Low

    yes

    Software AG Centrasite, WSO2, Mule Galaxy, IBM WSRR, Adjoovo, Dragon SOA

    Security and Policy Mgt service

    Medium

    Medium

    Yes

    Amberpoint, Sun, IBM, CA, Oracle, Vordel, layer 7, F5

    External Gateway Service

    High

    High

    No

    XML appliance (Vordel, layer 7, F5, IBM) or Amberpoint

    Enterprise Service Testing

    High

    High

    Yes

    SOASta, Parasoft SoaTest, Eviware SoapUI, ITKO Lisa, Actional Diagnostic and SOA Cleaner.

    Table  1: mySOA reference Platform Services analysis

    Going from slides to real tools working in production is always a challenge. This is true, especially, when the SOA tool market is under consolidation and when standards are numerous and not completely finalized or interoperable.

    Lack of interoperability standard

    We consider that the major inhibitor to SOA adoption and realization is the lack of appropriate tooling and the lack of interoperability. Today SOA is used by most of the software vendors to push their full stack of software and even sometimes hardware.

    On the modeling side, SOAML from OMG has not gained wide acceptance, even if already implemented in major UML tools. Michael Poulin states here, that “SoaML is not about orientation on service and is not fully architecture modeling language because it does not model the architecture entities in full but concentrates on the relationships between them (which is important but not enough)”. Its preference goes to OASIS SOA Reference Model standard and OASIS SOA Reference Architecture standard-draft that defines what SOA is, what Service is and how Service may be used in service-oriented environment.

    Nevertheless, we do think that SOAML could be used for interoperability purpose, instead of working with a full stack of WS-* standards. Another interesting approach is to use semantic to the better defined services and their interactions. Current studies on those subjects are still in their infancy (like Semeuse, soa4all EU funded project, etc.).

    Lack of tools interoperability

    Except SOA Software, Progress, and Software AG (with Centrasite plug-ins), all software vendors tend to focus on their stack first (that’s true for IBM, Tibco, Oracle, Sun, Microsoft). Open source companies are more tempted to be open, but more and more tend to favor the integration with their own tools (OW2, SOAPera, WSO2)

    They will all claimed that they support the WS-* stack and WS-I. But this is not enough, and everybody knows it. WS-I use cases are not following quickly enough the evolution of SOA de facto standard stacks. Users are then obliged to test all possible configurations in their own environment.

    Microsoft/Sun agreement on interoperability is a good move but is not enough. Within Sun Metro project, WSIT is an extension to JAX-WS and provides interoperability between Java Web services and Microsoft's Windows Communication Foundation. It focuses on enhanced Web service features such as security, reliable messaging, and atomic transactions.

    Some new entrants like proxisoft, are proposing an interesting, and for me quite intriguing, approach. They let you develop your java code and from Java Jar files are able to create the services you need. In that case, your services are completely managed independently from the initial code, providing thus a gateway to functionalities.

    Invest in semantic data mapping

    What if you could create your own Enterprise Data Model with a DSL or a high level modeling language (like UML) that reflects the business objects and services you need? What if each business objects lifecycle and relationships could be described if automatically the data service contract could be generated?

    What if then you can deep dive in your current data and map them to this new model from real source. What if you could reuse business rules to reuse business logic and express routing logic as metadata in the database? Don’t you think your life will be easier? Some months ago, there was no solution on the market. Now, several exist and can be used (Progress DataExtend SI,, collibra, expressor).

    Leverage EAI and ETL to create the Data Distribution Service

    As we already stated, we began by launching initiatives to free data from their silos. We also needed to be flexible enough to be able to accommodate custom logic without a bolt on solution for each need.

    This could be done in three complementary ways (see Figure 9): use a centralized MDM, create data services from application, create canonical format to ease data distribution inside and across the enterprise.

    Most of companies today already have EAI, ETL in place and the knowledge to use them. Open source suppliers in those domains are plethoric (except for MDM, you have only two – Sun project Mural and Talend MDM), and some or even being offered as SaaS (Duns & Bradstreet Purisma).

    When creating access to encapsulated data in an application you need to define at least three interfaces: CRUD, Search and Administration (start, stop, status of data connector). We called those services basic services. This approach could benefit from “Canonical Schema Model” (CSM) between service providers and service consumers. A CSM, by default, is forcing two transformations in the path of any message (both request and response).

    Figure  9: ICC Data Services

    The combination of model driven MDM and semantic integration tool is clearly a win win situation. For example, if you use Progress software DataExtend SI (data semantic integration) with Orchestra networks Ebx.Platform (master data lifecycle management) and with Informatica Platform (data quality, transport) you can build quickly a powerful solution, partly model driven based.

    Do not forget to manage Service Configuration Master Data

    Very often services have to be configured based on the client. This configuration has to be managed at the same time as the service. For example, a travel itinerary can be sent via email in HTML or PDF. For each client this information has to be stored somewhere. It is even more critical when external services are used (some capabilities can be different based on their contract). We recommend adding those data in the MDM tool or in a dedicated LDAP directory.

    Do not confuse SOA and Integration

    SOA is not Integration, though it is sharing technologies with Integration. SOA is about creating services that encapsulate existing systems of record such that new solutions can be developed by consuming these services without creating the need to duplicate information from other systems of record. When information is not duplicated it does not need to be synchronized and replicated. Information management is a wide topic, but in SOA it generally means, aggregating data, adding some semantics, applying business rules and providing rich interfaces.

    In a Service Oriented Architecture, the service interface is “the” canonical model (Figure 10). It isolates the service consumers from the systems of records. When a service is well designed, all consumers invoke that particular service, and this service, in turn, invokes all the necessary back-end systems.

    This is where SOA is tricky to implement. Tools are not today adapted to manage the necessary flexibility well defined in Jean Jacques Dubray’s article on Message type architecture for SOA. We are still in using integration tools to make SOA, by necessity! So let’s try to build the foundation for the most appropriate mySOA platform.

    Figure 10: The service interface is “the” canonical model

    Build the mySOA governance workflow

    The SOA governance workflow needs to be implemented both in design time and run-time. That’s the first issue, since in general tools do not support both. All SOA software vendors are trying to extend their offer to integrate both. In the meantime, you can decide to implement your validation workflow with BPMS tool or to use the one that is generally integrated within a repository.

    Design-time Governance

    Our design time governance is based on static checking of:

  • The WSDL. We implemented in SOAtest checking rules defined in xpath.
  • The XML Schema. We implemented in SOAtest checking rules defined in xpath
  • Web service security. We used standard SOAtest checking rules.
  • WS-I compliance. We used standard WS-I test tool within SOATest.
  • Impact analysis of the new services on existing one.
  • So our design process is very simple and consists of validating all standards we created and we implemented in SOATest. Results of the test are also stored and managed in configuration with the other assets

    For example, one rule verifies that non-whitespace text has been specified for the element for each .

  • Standard: All WSDL operations must include a element.
  • Enforcement: SOA Test rule: WSDL\CWT.OperationNullDoc
  • Error Message: Documentation missing, tags exists for operation with no text.
  • Rules are then validated within SOAtest using their WSDL Policy enforcer (see Figure 11).

    Figure   11: SOATest WSDL Policy Enforcer

    Design-time Governance – The Service Catalogue Holy Grail

    The service catalogue is the Holy Grail of SOA governance. Most of the SOA software vendors on the market are promoting their own tool (Software AG, IBM, Oracle, Progress, HP, and recently Amberpoint) or are licensing it through OEM (less and less). Some UDDI repositories are client based, some are server based (but nobody will tell you the impact on synchronization), some implements the WSDL tModel, some not. Most of the interoperability testing we did, failed between products. It’s not just because of the software vendors’ implementation; it is also due to flaws in UDDI which is by the way a dead end standard.

    SOA Software, HP Systinet and Software AG tried to make their products interoperable with others; with more or less success over time (what is working with one version is not with another one, coopetition is here to stay).

    As a side note one can remark that the service catalogue is now part of a wider offer: the repository. A registry alone does not exist anymore in the market, except may be some remaining open source tool like Apache jUDDI. UDDI registry is dead, long live the multi-usage repository. You can create your own artifacts and store them in the repository. Of course, you will find a UDDI interface.

    The conclusion: because of an over engineered standard (UDDI), today no solution is really interoperable on the market. So again, the vendor lock-in anti-pattern applies. SOA is not dead, but one should admit that one key part of its model is blown away! I still think that there is a market for company that will be able to provide and maintain repository/registry plug-ins, and sell it on a plug-in store!

    Design-time Governance – Software AG Centrasite and Parasoft SOaTest

    We did test and had discussions the last two years with Sofware AG. Centrasite version 8.x is the tool that covers nearly all our governance needs, especially concerning the integration with SOAtest (see Figure 13, Figure 14 and Figure 12). But we have to admit, that the business is still not convinced to invest money in a design time repository and our test license finally expired.

    Figure   12: The service categorization

    Figure   13: SOSTest Plug-in provided by Centrasite

    Figure   14: Results of SOAtest design time governance tests are transferred in Centrasite

    So, we had to take the poor man’s road and thanks to the open source movement, we had the opportunity to build a solution using Mulesoft Galaxy and Liferay portal (see Figure 15 and Figure 16) that fits at least the service catalogue needs.

    Figure   15: ICC Service Catalogue – using the taxonomy of services

    Figure   16: ICC Service Catalogue – TravelerProfileSearch.wsdl

    Figure   17: ICC Service Catalogue – Documentation generated by WSDLdoc

    We used WSDLdoc to document the WSDL and xsd. We also tested Intalio to create the governance workflow that does not exist in Mulesoft Galaxy and it worked well. But we do not think it is our job is to develop SOA tools or to spend time integrating SOA tools. That’s why we were interested by Centrasite and its “plug-ins” (not as easy as in firefox …).

    So we will wait for the market to mature, for the price to drop and for the software vendors to make interoperability a reality. Open source tools can make software vendors react. Mulesoft, Microsoft Service Engine and WS02 SOA tools are already providing lots of features for a very good price. I would like to add, that, if all those tools could be offered as portlet (or widget) to be integrated easily in a WebTop (netvibes, Google IG) or in a portal, it will be great.

    Run-time Governance – Service Consumer Management

    The ICC, as part of its role in the enterprise is responsible for the management of policies and reporting of SLAs for the managed services and business blades.

    The service consumer represents the user of a service. A service consumer is always an application GUI or another service. The service consumer can have confidence that any service managed by the ICC will conform to the standards set forth here. Specific responsibilities of the service consumer include:

  • Be familiar with the technical integration standards;
  • Follow the ICC governance Process when a service in found to be non-compliant or enhancement is desired.
  • In order to fulfill these responsibilities, the ICC must ensure all services consumers are declared and should report of usage regularly.

    In Figure 18, we can see that three policies will be applied by the AmberPoint Proxy:

  • Authentication – authenticates the service consumer with the identity stored in the AmberPoint LDAP;
  • Credential Mapping – Applies static username and password to authenticate the request with Accenture.  Accenture Authentication is performed using HTTP Basic Authentication;
  • Logging – logs the request and response and any faults.
  • Figure   18: ICC Service Catalogue – Documentation generated by WSDLdoc

    In Figure 19, we can see how we can define performance agreement for the services.

     

    Figure   19: ICC Runtime Governance – SLA definition

    Run-time Governance – The last mile, the epic battle, convince IT-Operations

    When you talk of real-time governance, you automatically imply hardware, network, load balancer, etc. You are now entering the IT operation zone. ITIL is everywhere and SOA is not a synonym of CMDB. The last mile is always the most difficult one in your SOA journey. It took us more than a year to deploy the run-time governance tool, and it was mainly due to human resistance. So, never neglect the last mile!

    Run-time Governance – SOA virtualization

    A very good post from John Michelsen is explaining why service virtualization is important. There are at least three distinct ways that you can use virtualization concepts in SOA:

    1.      Hardware virtualization. “This is not a SOA specific thing. This is when you’re running many copies of the operating system within one physical hardware device so that you can get independence of those several virtual machines from each other”.

    2.      Virtual service end points. Service virtualization architectures usually revolve around the idea of a service intermediary sitting between the service client and the service implementation. “In a sense what you’re doing is creating a virtual location for your consumers to access in order to invoke the service when in fact you’re completely shielded from the actual end point of the service itself.”

    3.      Virtualized Services. “They are especially important to achieving the dream of agile SOA testing: shorter, iterative, requirement-driven test cycles, with testing happening every step of the way. Why? Because if you want to test earlier, you will need to test incomplete components, or “in progress”.

    Service virtualization should be offered as a service by the tool you are using.

    Run-time Governance –Mediation Service

    Mediation services address two different purposes (taken from Combining SOA and EDA using an Enterprise Service Bus from Jean-Louis Maréchaux).

    First, the mediation ensures the necessary protocol matching to integrate heterogeneous systems. As two different services do not have to use the same transport protocol, the mediation service takes care of the transformation from one protocol to the other, so that the communication is possible. The protocol switch is transparent for all the participating services of a business transaction.

    Second, the mediation offers the possibility to transform the content of any message. This is a key service for business integration. It ensures that the data which transits through the bus is understandable by any process. Moreover, the mediation enables content augmentation to enrich a message with any additional information. The content transformation is managed by the bus: it is transparent for any participating service.

    I hope you enjoyed this journey into mySOA. Creating SOA is difficult. Standards and tools are lacking, and their cost is still prohibitive for most small and medium companies. That’s why most of the time cosmetic SOA is done, and creates sometimes some frustrations and disappointments.

    Open source suppliers are shaking the ecosystem by offering more and more functionalities for free (or reduced fees) with an on premise or on demand mode.

    If open source products are not enough, you cannot wait, and you do not want to invest technically in interoperability test case then having most of the platform services coming from the same vendor stack is probably the best short to mid-term solution (IBM, Sun/Oracle, Microsoft, SAP).

    SOA Software, Software AG, Progress, Tibco, Mulesoft, and WSO2 are also able to provide best of breeds module you could integrate in your “proprietary stack” if needed.

    Real SOA for all will come when tools will be enable us to be agile, to govern at design and run time our managed services and will contribute to build sustainable IT services and systems.

    I would like to thank my colleagues Bob Donley (St. Louis, USA) and Janusz Szyr (Warsaw, Poland) for their contributions to this work. Without their ideas, without their time, without their different cultural visions of SOA, nothing will have been done and formalized that way. I also want to thank Patrice Simon, our manager, for its inalterable trust and continuous support.

     And finally, I want to thank Claude Mariaccia (IBM IT software Architect), Ghyslaine Ferre Morel (sales engineer at Software AG France), Miko Matsumura (deputy CTO at Software AG), Paul Davidian (Account Executive at Mulesoft), and Thomas Been (Tibco Solutions Consultant) for their support and their help in answering quickly all our technical requests when evaluating their offer and tools.

    [1] Sustainable IT Architecture. The Progressive Way of Overhauling Information Systems with SOA, BONNET Pierre,  DETAVERNIER Jean-Michel,  VAUQUIER Dominique,  BOYER Jérôme,  STEINHOLTZ Erik, March 2009, ISTE-Wiley.

    [2] Eating the IT Elephant: Moving from Greenfield Development to Brownfield, Richard Hopkins and Kevin Jenkins, May 2008, IBM Press.



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    IBM C9550-412 Exam (IBM Business Process Management Express or Standard Edition V8.5.5 BPM App ) Detailed Information



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