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Carter S. — The New Language of Business: SOA and Web 2.0
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Íàçâàíèå: The New Language of Business: SOA and Web 2.0Àâòîð: Carter S. Àííîòàöèÿ: There is now a direct, provable link between an organization's flexibility and business performance. To optimize flexibility, companies must achieve unprecedented levels of integration and automation of key processes and infrastructure, both internally and externally. At the same time, they must learn to manage their processes far more dynamically and responsively.
ßçûê: Ðóáðèêà: Òåõíîëîãèÿ /Ñòàòóñ ïðåäìåòíîãî óêàçàòåëÿ: Ãîòîâ óêàçàòåëü ñ íîìåðàìè ñòðàíèö ed2k: ed2k stats Ãîä èçäàíèÿ: 2007Êîëè÷åñòâî ñòðàíèö: 288Äîáàâëåíà â êàòàëîã: 30.12.2007Îïåðàöèè: Ïîëîæèòü íà ïîëêó |
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Ïðåäìåòíûé óêàçàòåëü
Access services, SOA Reference Architecture 67 Accountability levels 25—26 ACI Global, Process 257—258 ACORD (Association for Corporate Operations Research and Development) 122 Adding value to information 163—164 Ajax (Asynchronous JavaScript And XML) 180 186 Aligning vision for the future 111—113 Alignment, business and IT alignment 110 Amazon E-Commerce Service (ECS) 218 ASEAN (Association of Southeast Asian Nations) 5 Assets, managing lifecycle of (SOA governance) 118—119 Beyler, Stefan 270 Bombardier Aerospace, flexibility 17—18 BPM (Business Process Management) 47 136—139 241 BPM (Business Process Management), best practices 138 BPM (Business Process Management), choosing business processes 140—142 BPM (Business Process Management), deploying business processes with SOA 146—147 BPM (Business Process Management), establishing business process domains 147—149 BPM (Business Process Management), managing operations with executive dashboards and scorecards 150—152 BPM (Business Process Management), modeling and simulating the chosen processes 142—145 Broward County Public Schools, collaboration 171—173 Brown, Cleyson L. 262 BSRR (Business Service Registry and Repository) 82—84 101—102 Business and IT alignment 110 Business and IT alignment, aligning vision for the future 111—113 Business application services, SOA Reference Architecture 67 Business centric entry points, value of 173—174 176 Business competencies 26—27 Business components 25 Business flexibility, modeling and simulation of business processes 144 Business impact metrics, IBM 236—237 Business models, effects of Web 2.0 and SOA 191—193 Business models, effects of Web 2.0 and SOA, required skills 193—194 Business process domains, establishing 147—149 Business Process Importance case study 9 Business Process Management see “BPM” Business Process Management Maturity and Adoption Model 138—139 Business processes, choosing 140—142 Business processes, modeling and simulating 142—145 Business services, SOA governance 117—118 Businesses, deconstructing 24—30 BusinessMart AG 252—255 Case studies, Automobile Club of Italy (ACI) 257—258 Case studies, Bombardier Aerospace: Business Flexibility Strategy Takes Flight 17—18 Case studies, Broward County Public Schools, collaboration 171—173 Case studies, Business Process Importance 9 Case studies, BusinessMart AG 252—255 Case studies, CashCall, Inc. 154—155 Case studies, Coldwater Creek 58—59 Case studies, COSCON 255—257 Case studies, creating financial programs quickly in support of marketing directions 156—157 Case studies, Delaware Electric Cooperative 153—154 Case studies, electronics company 34—35 Case studies, financial services company 56—58 Case studies, IBM see “IBM” Case studies, ING, infrastructure and management 278—279 Case studies, large property and casual insurance company 121—123 Case studies, length of time to develop applications 195 Case studies, Media and Entertainment industry 196 Case studies, Mitsui-Soko Co. 113—114 Case studies, Parcorini 251—252 Case studies, People’s Bank of China, lifecycle of service assets in action 275—277 Case studies, Pep Boys 258—260 Case studies, Porto Media 33—34 Case studies, PostFinance 32—33 Case studies, Region Vastra Gotaland (VGR), information 166—167 Case studies, retail and manufacturing company 156—157 Case studies, retail industry company 54—55 Case studies, s.Oliver 269—274 Case studies, SOA CoE 121—123 Case studies, Sprint see “Sprint” Case studies, Standard Life group of companies 99—101 Case studies, Storebrand, information 165—166 Case studies, U.S. Open 260—262 Case studies, University of Pittsburgh Medical Center, infrastructure and management in support of SOA 129—130 Case studies, Wachovia Bank 72 Case studies, Xerox Corporation 92—94 Case studies, Yammar Company Limited 215—216 CashCall, Inc. 154—155 CBM (Component Business Model) 28—29 CBM (Component Business Model), case studies, Porto Media 33—34 CBM (Component Business Model), case studies, PostFinance 32 CBM (Component Business Model), case studies, Sharp Electronics Corporation 35 CBM (Component Business Model), leveraging, to deliver value 37—38 CBM (Component Business Model), patterns of success 36—37 Center of Excellence (CoE) 121 147—149 China, growth 5 Choosing business processes 140—142 Clarity, modeling and simulation of business processes 144 COATS (Customer Order Analysis and Tracking System) 231—232 COATS (Customer Order Analysis and Tracking System), SOA and reuse 232—234 CoE (Center of Excellence) 121 147—149 Collaboration 167—169 Collaboration, Broward County Public Schools case study 171—173 Collaboration, expanding the portal with collaboration tools 170—171 Collaboration, learning from other companies 251—255 Collaboration, role-based view to 169—170 Commodity overhead, deciding what is 30—31 Competing in specialization 24 Competing in specialization, deciding how to invest 31 Competing in specialization, deciding what’s differentiating and what is commodity overhead 30—31 Competing in specialization, deconstructing your business 24—30 Component Business Model see “CBM” components 47 Composite applications 47 Connectivity 47 101—102 Connectivity, SOA entry points, flexibility 60—61 Connectivity, U.S. Open case study 260—262 Connectivity, Web 2.0 and SOA 188 Control, accountability levels 26 Core competencies, focusing on to tap, new markets 263—264 COSCON, process 255—256 Costs of implementing SOA 210 Cripps, Gary 153 CRM (Customer Relationship Management) 20 Cross-functional teams, IBM 230 Cultural change, IBM 238 Cultural change, IBM, focus on horizontal processes for flexibility 238 Cultural change, IBM, focus on innovation through reuse 238—239 Customer Order Analysis and Tracking System (COATS) 231—232 Customer relationship management (CRM) 20 D&B Business Credit Quick Check 197 D&B Business Verification 197 D&B Geo Point 197 D&G WorldBase marketing Plus 197 DEC (Delaware Electric Cooperative) 153—154 Decision rights, SOA governance 116—117 Decision-intensive processes 141 Deconstructing businesses 24—30 Define stage, SOA governance 116 Delaware Electric Cooperative (DEC) 153—154 Deploying business processes, with SOA 146—147 Development services, SOA Reference Architecture 67 Differentiating, deciding what is differentiating 30—31 Direct, accountability levels 25 Document-intensive processes 141 Domains, establishing business process domains 147—149 Donson, Ron 72 Dot-com boom 3 Dun & Bradstreet 197 e-IRB (Enterprise Investment Prioritization) 230 EAC (Enterprise Architecture Council), IBM 228—229 Economics, drivers of flexibility 15 ECS (Amazon E-Commerce Service) 218 Effectiveness, measuring (SOA governance) 119—121 EIRB (Enterprise Investment Review Board), IBM 227 El Sawy, Omar 139 Enable stage, SOA governance 116 Enterprise Architecture Council (EAC), IBM 228—229 Enterprise Investment Prioritization (e-IRB) 230 Enterprise Investment Review Board (EIRB) 227 Enterprise Resource Planning (ERP) 20 Enterprise Service Bus (ESB) 48 55 101—102 Enterprise Service Bus (ESB), best practices 85—94 Enterprise Service Bus (ESB), integration 95 Enterprise Service Bus (ESB), service monitoring 97 Enterprise Service Bus (ESB), service monitoring for end-to-end visibility of service interactions 86 Enterprise Service Bus (ESB), Xerox Corporation 92—94 Enterprises 20 Entry points, BPM see “BPM” Entry points, collaboration see “Collaboration” Entry points, information see “Information” Entry points, learning from other companies 250—251 Entry points, learning from other companies, Information 258—260 Entry points, learning from other companies, People and Collaboration 251—255 Entry points, learning from other companies, Process 255—258 Entry points, multiple entry points, Sprint 262—263 Entry points, Multiplier Effect 267—268 Entry points, Web 2.0 and SOA 187—190 ERP (Enterprise Resource Planning) 20 ESB (Enterprise Service Bus) 48 55 196 Establishing, business process domains 147—149 Establishing, decision rights, SOA governance 116—117 Execute, accountability levels 26 Executive dashboards, managing business operations 150—152 Expanding portals with collaboration tools 170—171 Expectations, IBM 234—235 Extensible markup language (XML) 77 Factory in a box, IBM 236—237 File Transfer Protocol (FTP) 87 Financial programs, creating quickly in support of marketing directions 156—157 Flex-pon-sive 4 Flex-pon-sive, defined 13—14 Flex-pon-sive, flexibility, drivers of 15—16 Flex-pon-sive, results of flex-pon-sive companies 244—246 flexibility 6 Flexibility, case studies, Coldwater Creek and SOA 58—59 Flexibility, case studies, financial services company 56—58 Flexibility, case studies, retail industry 54—55 Flexibility, drivers of 15—16 Flexibility, integration 19 Flexibility, SOA 51—53 59 Flexibility, SOA, connectivity 60—61 Flexibility, SOA, lifecycle of 102—103 Flexibility, SOA, reuse 61—62 Focusing on core competencies to tap new markets 263—264 Focusing on processes 8—10 ftp (file transfer protocol) 87 Gartner 138 Gautzsch 192 GE (General Electric) 5 Gerstner, IBM 225 Governance 105—107 274—275 Governance model, IBM 227 Governance model, IBM, cross-functional teams 230 Governance model, IBM, EAC 228—229 Governance model, IBM, EIRB 227 Governance model, IBM, unit functional teams 230 Governance, case studies, Mitsui-Soko Co. 113—114 Governance, IT governance 107—109 Governance, lifecycle management, linked through service registry and repository 130—132 Governance, SOA governance 114 Governance, SOA governance, Define stage 116 Governance, SOA governance, defining high-value business services 117—118 Governance, SOA governance, Enable stage 116 Governance, SOA governance, establishing decision rights 116—117 Governance, SOA governance, link to service lifecycle management 124—129 Governance, SOA governance, managing the lifecycle of assets 118—119 Governance, SOA governance, Measure stage 116 Governance, SOA governance, measuring effectiveness 119—121 Governance, SOA governance, Plan stage 116 GPM (gross profit margin) 10 Granularity, service granularity 79—81 Growth 5—6 Guileen, Mauro 106 High-value business services, SOA governance 117—118 Horizontal processes for flexibility, IBM 238 IAA (International Actuarial Association) 122 IBM 223—224 IBM, business impact metrics 236—237 IBM, COATS 231—234 IBM, cultural change 238—239 IBM, factory in a box 236—237 IBM, governance model 227 IBM, governance model, cross-functional teams 230 IBM, governance model, EAC 228—229 IBM, governance model, EIRB 227 IBM, governance model, unit functional teams 230 IBM, history of 224—227 IBM, journey of 230—231 IBM, set expectations 234—235 IBM, skills 240 IBM, SOA and reuse 232—234 IBV (Institute for Business Value) 244 IFAs (independent financial advisors) 99 information 48 157—158 Information services, SOA Reference Architecture 66 Information Technology Infrastructure Library (ITIL) 108 Information, adding value to 163—164 Information, elusive single view of information 159—163 Information, learning from other companies 258—260 Information, providing a single source of information through SOA 158—159 Information, Region Vastra Gotaland (VGR) case study 166—167 Information, Storebrand case study 165—166 Information, Web 2.0 and SOA 188 Infrastructure and management 126 277 Infrastructure and management, case studies 129—130 ING 278—279 ING, infrastructure and management 278—279 Innovation 7—8 Institute for Business Value (IBV) 244 Integration, businessMart AG 253 Integration, flexibility 19 Integration, modeling and simulation of business processes 145 Interaction services, SOA Reference Architecture 66 International Actuarial Associaton (IAA) 122 Interoperability standards, web services 76—79 Investments, deciding how to invest 31 IT and business-alignment skills, IBM 240—242 IT governance 107—109 IT services management services, SOA, Reference Architecture 67 IT, effects of Web 2.0 and SOA 192 ITIL (Information Technology Infrastructure Library) 108 KPIs (Key Performance Indicators) 150—152 Language of business 173—176 Learning from other companies around entry points 250—251 Learning from other companies around entry points, Information 258—260 Learning from other companies around entry points, People and Collaboration 251—255 Learning from other companies around entry points, Process 255—258 Leveraging CBM to deliver value 37—38 Lifecycle of SOA, flexibility 102—103 Loose coupling, web services 78—79 Managing, operations, with executive dashboards and scorecards 150—152 Managing, the life cycle of assets, SOA governance 118—119 Marketing effects of Web 2.0 and SOA 191 Mash-up 184 Maximizing your company’s journey with shorter time to value 279—280 McDonald’s 4 Measurable metrics, modeling and simulation of business processes 144 Measure stage, SOA governance 116 Measuring effectiveness, SOA governance 119—121 Media and Entertainment industry, length of time to develop applications 196 MediaHub 196 MediaHub Enterprise Service Bus (ESB) 196 Miller, Howie 232 239 Mistakes, don’t bite off too-big projects 206—207 Mistakes, don’t do this alone—leverage partners who have experience 217—219 Mistakes, don’t expect flexibility without open standards 216—217 Mistakes, don’t expect maximum business flexibility without SOA 202 Mistakes, don’t expect to do this without culture modification 212
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