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Carter S. — The New Language of Business: SOA and Web 2.0
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 2.0

Àâòîð: 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.

They must become flex-pon-sive*.

Until recently, technology stood in the way of achieving these goals. Thanks to the emergence of service oriented architecture (SOA), Web 2.0, and open standards, technology now enables companies to achieve those goals. In The New Language of Business, one of IBM's top SOA strategist demonstrates how business leaders can use innovations in technology to drive dramatic process improvements and support accelerating change.

Sandy Carter shows how to deconstruct your business into a "componentized" business model, then support that model with linked, repeatable IT services that can adapt quickly, easily, and economically. These techniques will help both IT professionals and business leaders reach new levels of operational excellence to deliver the market-focused innovations that matter most.


ßçûê: en

Ðóáðèêà: Òåõíîëîãèÿ/

Ñòàòóñ ïðåäìåòíîãî óêàçàòåëÿ: Ãîòîâ óêàçàòåëü ñ íîìåðàìè ñòðàíèö

ed2k: ed2k stats

Ãîä èçäàíèÿ: 2007

Êîëè÷åñòâî ñòðàíèö: 288

Äîáàâëåíà â êàòàëîã: 30.12.2007

Îïåðàöèè: Ïîëîæèòü íà ïîëêó | Ñêîïèðîâàòü ññûëêó äëÿ ôîðóìà | Ñêîïèðîâàòü ID
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Ïðåäìåòíûé óêàçàòåëü
Mistakes, don’t forget the importance of the first project      220
Mistakes, don’t forget the right skills      214—216
Mistakes, don’t forget to set expectations      207—210
Mistakes, don’t just do technology      203—205
Mistakes, don’t throw everything out      205—206
Mistakes, top ten don’ts for flex-pon-sive journey      201—202
Mitsui-Soko      112
Mitsui-Soko Co., governance case studies      113—114
Modeling business processes      142—145
Multiplier Effect      267—268
MySpace.com      191
NCLB (No Child Left Behind)      171
Nelson, Rodney      263
OMG (Object Management Group)      63
On demand      7
Open standards      48 62—63
Pacorini      251—252
Palmisano, Sam      7
Partner services, SOA Reference Architecture      67
Patterns of success      36—37
PBC (People’s Bank of China), lifecycle of service assets in action      275—277
people      48
People, learning from other companies      251—255
People, Web 2.0 and SOA      188
People-intensive processes      141
People’s Bank of China (PBC), lifecycle of service assets in action      275—277
Pep Boys Auto, Information      258—260
Plan stage, SOA governance      116
Platforms, Web 2.0      190—191
Portals, expanding with collaboration tools      170—171
Porto Media      33—34
PostFinance      32
Process design teams      140
Process services, SOA Reference Architecture      66
Process, learning from other companies      255—258
Process, Web 2.0 and SOA      188
Processes      49
Processes, focusing on      8—10
Processes, importance of business processes      9
Productivity, modeling and simulation of business processes      144
QEDWiki (Quick and Easy Development Wiki)      195—196
QEDWiki pilot      197
Radio Frequency Identification (RFID)      4
Region Vastra Gotaland (VGR), information      166—167
registries      131
repositories      131
Responsiveness, modeling and simulation of business processes      144
REST (Representational State Transfer)      180 185
Results of flex-pon-sive* companies      244—246
Return on assets (ROA)      10
Return on investment (ROI)      3
Reuse      49 205
Reuse, IBM      232—234
Reuse, IBM, focus on innovation      238—239
Reuse, SOA entry points, flexibility      61—62
Reuse, U.S. Open case study      260—262
Reuse, Web 2.0 and SOA      188
Reusing services      64
RFID (Radio Frequency Identification)      4
ROA (return on assets)      10
Rogers, Sandra      269
ROI (return on investment)      3
Role-based view to collaboration      169—170
s.Oliver      269—274
s.Oliver Federated Integration, Architecture (SOFIA)      271
SBMF (Sprint’s Mobility Framework)      263
SCA (Service Component Architecture)      49 63
SCM (supply chain management)      20
Scorecards, managing business operations      150—152
SDO (Service Data Objects)      50 63
SEEC components      219
self-assessments      266
Service Component Architecture (SCA)      49 63
Service Data Objects (SDO)      50 63
Service deployment and delivery management      125
Service granularity      79—81
Service lifecycle management, SOA governance      124—127
Service lifecycle management, SOA governance, service management      127
Service lifecycle management, SOA governance, service security      127
Service lifecycle management, SOA governance, service virtualization      128—129
Service metadata artifacts      131
service orientation      45 50
Service Oriented Architecture      see “SOA”
Service registry and repository      50
Service registry and repository, governance and lifecycle management      130—132
Service security      127
Service virtualization, service lifecycle management      128—129
Services      44—45 49 102—103 173—176
Services, access services      67
Services, business application services      67
Services, creating and reusing      64
Services, development services      67
Services, information services      66
Services, interaction services      66
Services, IT services management services      67
Services, partner services      67
Services, process services      66
Simulating chosen business processes      142—145
Situational Applications      195
Skills      6
Skills for new business models      193—194
Skills, IBM      240
Skills, IBM, IT and business-alignment skills      240—242
Skills, IBM, technical skills      240
Snakes on a Plane      194
SOA (service oriented architecture)      4 20 50
SOA (service oriented architecture), benefits of      210
SOA (service oriented architecture), business issues and SOA solutions      46
SOA (service oriented architecture), costs of implementing      210
SOA (service oriented architecture), defined      44—46
SOA (service oriented architecture), deploying business processes      146—147
SOA (service oriented architecture), effect on business models      191—193
SOA (service oriented architecture), enabler of flexibility      248—249
SOA (service oriented architecture), flexibility      51—53 59
SOA (service oriented architecture), relationship to Web 2.0      180
SOA (service oriented architecture), required skills      193—194
SOA (service oriented architecture), service orientation      45
SOA (service oriented architecture), services      45
SOA (service oriented architecture), success of SOA projects      69—71
SOA (service oriented architecture), Web 2.0 and      185—187
SOA (service oriented architecture), Web 2.0 and entry points      187—190
SOA CoE      120—121
SOA CoE, case studies      121—123
SOA entry points      51
SOA entry points, connectivity, for flexibility      60—61
SOA entry points, people      48
SOA entry points, processes      49
SOA entry points, reuse      49
SOA entry points, reuse for flexibility      61—62
SOA governance      114
SOA governance, Define stage      116
SOA governance, defining high-value business services      117—118
SOA governance, Enable stage      116
SOA governance, establishing decision rights      116—117
SOA governance, link to service lifecycle management      124—127
SOA governance, link to service lifecycle management, service management      127
SOA governance, link to service lifecycle management, service security      127
SOA governance, link to service lifecycle management, service virtualization      128—129
SOA governance, managing the lifecycle of assets      118—119
SOA governance, Measure stage      116
SOA governance, measuring effectiveness      119—121
SOA governance, Plan stage      116
SOA Reference Architecture      51 65—69
SOA Reference Architecture, access services      67
SOA Reference Architecture, business application services      67
SOA Reference Architecture, development services      67
SOA Reference Architecture, information services      66
SOA Reference Architecture, interaction services      66
SOA Reference Architecture, IT services management services      67
SOA Reference Architecture, partner services      67
SOA Reference Architecture, process services      66
SOFIA (s.Oliver Federated Integration Architecture)      271
Specialization, competing in      24
Specialization, competing in, deciding how to invest      31
Specialization, competing in, deciding what’s differentiating and what is commodity overhead      30—31
Specialization, competing in, deconstructing your business      24—30
Speed of market, drivers of flexibility      16
Sprint, benefits of new opportunities      265
Sprint, focusing on core competencies to tap new markets      263—264
Sprint, multiple entry points      262—263
Sprint, standards      264
Sprint’s Business Mobility Framework (SBMF)      263
Standard Life group of companies      99—101
Standards, best practices      94
Standards, ESB      84—85
Standards, interoperability standards      76—78
Standards, open standards      48 62—63
Standards, services      78
Standards, Sprint      264
Storebrand, information      165—166
StrikeIron Web Services Marketplace      197
Success, patterns of      36—37
Supply Chain Management (SCM)      20
Sysdat      192
system-intensive processes      141
Tao, Ma      256
Tapscott, Don      192
Teams, cross-functional teams, IBM      230
Teams, process design teams      140
Teams, unit functional teams, IBM      230
Technical skills, IBM      240
U.S. Open Tennis Association      146
U.S. Open, case study      260—262
UML (Universal Modeling Language)      63
Unit functional teams, IBM      230
United States Tennis Association (USTA)      260—262
UPMC (University of Pittsburgh Medical Center), infrastructure and management in support of SOA      129—130
USTA (United States Tennis Association)      260—262
Value of business centric entry points      173—176
Value, adding to information      163—164
Value, leveraging CBM      37—38
VGR (Region Vastra Gotaland), information      166—167
Visions, aligning for the future      111—113
Wachovia Bank, case study      72
WDSL (Web Services Description Language)      264
Web 2.0      179
Web 2.0 as platforms      190—191
Web 2.0, defined      180—185
Web 2.0, effect on business models      191—193
Web 2.0, effect on business models, required skills      193—194
Web 2.0, relationship to SOA      180
Web 2.0, SOA and      185—187
Web 2.0, SOA and entry points      187—190
Web Services      76—78
Web Services Description Language (WDSL)      264
Web services, defined      76
Web services, loose coupling      78—79
Web services, service granularity      79—81
Williams, Ron      4
Winners, what it takes to be a winner      19—21
Winter, Catherine      275
Xerox Corporation      92—94
XML (Extensible Markup Language)      77
Yammar Company Limited      215—216
YouTube      191
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