Application Integration: EAI, B2B, BPM and SOA in Java

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Application Integration: EAI, B2B, BPM and SOA
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enterprises back from a necessary evolution towards an IT that is oriented to processes and dataflow management. This loss of time is a source of decreased performance of the enterprise. Do the results described above mean that the technologies selected were not the right ones , or that the support ensured by software providers or integrators of integration solutions was not up to scratch Sometimes, yes, but this is not the principal cause. The most accomplished integration technology, the most pertinent business vision, the highest quality of technical teams and architects none of these lead automatically to achieving the objective of IT reactivity faced with business developments. Far from it. 6.2. The technological approach The essential cause of failure in application integration projects resides in a purely technical, and often, a purely tools-based response to a subject that is by its nature horizontal, mixing aspects of organization, business logic, functional needs and technical implementation. 6.2.1. New technology or new packaging The proliferation of technologies and acronyms is also a constant in the computing industry. Each new technology is often hailed by specialists as a revolution that will remake the computing landscape from top to bottom, change the lives of users, IT staff, operators, in short, give a new vision of the business, the clients and the suppliers . However, in most cases with the notable exceptions of the micro-computer, the mouse, and the Internet new technologies only prolong or generalize subjects already handled by previous technologies. Consider the example of the architecture of services (SOA see section 4.5). This new acronym is today flooding the entire application integration community. No forum no specialized magazine fails to devote whole pages to this new paradigm. However, as we have already mentioned, the SOA approach only amplifies and generalizes via tools and norms, we concede that point willingly the ancient call in COBOL programming or the more recent use of Remote Procedure Calls (RPC) in structured and modular programming. The philosophy of segmentation into reusable services is not new.
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Understanding Integration Failures
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6.2.2. Technology confronts reality In fact, the emergence of a new technology requires an implementation cycle that comprises three phases (called EDM): (E)nthusiasm: revolution and replacement of old ways of doing things; (D)isillusion: contributes little, and hard to implement; (M)aturity: it can help in specific cases, and yield respectable ROI. Applied to integration solutions, the various technologies designated with acronyms (such as XML, HTTP, SOA, EAI, ETL, FTP, MOM, BROKER, BAM, BPM, etc.) can make it difficult to choose integration solutions. In fact, the real interest in these solutions for an enterprise depends on the business context and on the technical state of its IT: without analyzing the real integration needs of the enterprise concerned; without shared definition of target objectives, some of which are accessible in the short/medium term; without precise definition of the responsibilities and tasks of each participant (project execution teams, business requirement teams, architects, urbanists , operators, etc.); without directly connecting the project to the business issues of the enterprise; without analyzing all costs in relation to the benefits (the well known ROI which comes up later); without knowing the keys for internal allocation of implementation workloads for the integration project. It is a good bet that the real usage will often be scarcely larger than the scope of the mockup or prototype that was completed during the acquisition of the integration solution. Since the technological approach is often the only approach constructed between the potential client and the supplier during the pre-sales phase of the solution, the other potential problems that we just indicated will only reveal themselves during the completion phase, lengthening implementation delays and thus increasing the workload, blurring both objectives and results. To ensure the maximum chance for the integration project, a strategy for integration project success must be implemented. Subsequent chapters describe the essential points in this strategy.
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