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IBM plans to purchase company process software company | killexams.com real Questions and Pass4sure dumps

IBM plans to purchase traffic manner software enterprise

IBM strengthens offerings that automate methods to align company and IT services

  • by using Rutrell Yasin
  • Dec 17, 2009
  • IBM plans to purchase Lombardi, a privately held application company that develops enterprise technique management functions and services used by using agencies to expand choice-making and reduce costs.

    IBM has signed a definitive agreement to acquire the enterprise, which is based in Austin, Texas. The companies did not expose terms of the deal in asserting the plan. 

    BPM is a sort of software that automates the management of approaches that usher company capabilities similar to product planning, deliver chain execution, insurance utility and claims administration, human substances, recommendation expertise features, and procurement.

    Lombardi presents a branch-degree fashion to offering manner management, so one can complement IBM's present strengths in enterprisewide system management application, IBM officials said.

    IBM has reinforced its presence and investments in enterprise manner and integration application to fullfil turning out to exist consumer claim for technology that can advocate them align enterprise recommendations with IT capabilities, observed Craig Hayman, everyday supervisor, IBM software and Integration Middleware.

    The acquisition furthermore re-enforces IBM’s efforts to beef up its provider-oriented structure choices. SOA is an approach to utility structure that can advocate companies evade greater successfully during the reuse of legacy functions and databases. industry experts direct that as agencies searching for to share more statistics and functions internally and among companions, they're discovering that BPM and SOA are co-elegant. Working in sync, the two disciplines can advocate companies align traffic necessities and capabilities with their IT thoughts.

    IBM obtained Paris-based ILOG past this year for $340 million to raise its BPM portfolio. The market occasion for BPM utility will enhance at a compound annual expand expense of almost 15 percent over the next four years, from $1.7 billion in 2009 to $3 billion by 2013, in line with IDC, a market analysis business.

    Cloud-primarily based platform

    The Lombardi technology portfolio includes Lombardi Blueprint, a cloud-based mostly technique discovery and documentation platform available from any browser. it is designed to exist effortless to beget exercise of and collaborative in order that a wide array of individuals can work collectively synchronously or asynchronously to map, refine and enrich strategies.

    Lombardi additionally offers an utility structure platform known as Teamworks7.

    Lombardi utility already works with IBM WebSphere middleware. Lombardi gives collaborative and graphical capabilities to the WebSphere infrastructure so clients can automate, manipulate and enhance elementary operational tactics, officials mentioned.

    moreover, the enterprise has a presence in the economic capabilities, govt, fitness care, coverage, lifestyles sciences, manufacturing, retail, and telecommunications industries in an endeavor to complement IBM's current clients and companions, IBM officials talked about.

    The Place of birth protection branch, Federal Aviation Administration, country wide Institutes of health and Navy are amongst Lombardi's federal customers. The enterprise furthermore claims unidentified clients within the intelligence neighborhood.  

    each corporations are offering options for system growth at the departmental flush as well as a platform for fashion automation. These options are designed to assist streamline structure methods, which typically fill dissimilar iterations of designs from disparate teams, officials observed.

    After the acquisition is finished, Lombardi will eddy into an integrated a allotment of IBM.

    concerning the author

    Rutrell Yasin is is a freelance expertise creator for GCN.


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    On January 26, IBM announced the nigh of its acquisition of Lombardi Software, a provider of traffic Process Management (BPM) products aimed at streamlining workflow and automating traffic processes.  At IBM impact 2010, it was announced that the Lombardi family of products had been officially incorporated into the IBM BPM product portfolio (Lombardi Blueprint has been renamed to IBM BPM Blueprint; Lombardi Teamworks is now IBM WebSphere Lombardi Edition.)

    DZone caught up with Lombardi CTO Phil Gilbert at IBM impact to learn more about the role of BPM in software development, industry trends that are driving BPM adoption, and how these trends are shaping the Lombardi-IBM product roadmap. 

    DZone:  Architects and developers are perhaps more familiar with the concept of ‘workflow’ than they are BPM.  How does workflow relate to BPM?

    Phil:  So workflow is a component of BPM and I would direct that the biggest contrast is that workflow is workflow. It is the automated execution of tasks. BPM includes that, but more to the point, what BPM does is it really strives to give the transparency and the visibility into what's going on in those workflows. That becomes as much a allotment of the BPM solution as the workflow itself. They exigency to shine a flashlight on these, what one of their customer's calls, the hidden factories in their businesses. You can fill a hidden factory that's fully automated with workflow. What BPM tries to Do is say, “Yeah, workflow is a allotment of it, and you're going to score a workflow system in your BPMS, but more to the point, you're going to score the ability to provide visibility into the tasks, and visibility into the process performance that a workflow engine doesn't give you.”

    DZone:  At the project level, what can software architects Do during the design angle to better facilitate effective process management?

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    If you're modeling in something that then gets transformed into code, you're benevolent of in the customary world, because at some point, you're going to proceed straight into that code, and you're going to edit it, and it's not going to work back in that modeling environment again. So I assume the number one change that is going to betide pervasively, and it's already happened with Lombardi Edition, is if you're modeling for execution, whole of those models live in a repository, and are shared in a system that directly executes that process model. That process model then has linkages to underlying services, that may exist people services, or they may exist rule services, or whatever they might be, the integration points. But that process model ought to exist modeled in an execution ready environment. If you Do that, then you're going to really drastically affect the economics of your progress cycle.

    DZone:  How Do Cloud-based environments affect BPM deployments?

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    Right now on the BPMS side, we're silent seeing a tough preference for on premise solutions. On the Blueprint side, Blueprint is offered in the Cloud. One of the reasons it's offered in the Cloud is because traffic people find that that is the easiest way to proceed there.

    There's no friction from IT. The systems are facile to access. They're used to going to Salesforce.com, they're used to going to Linked-in and now they proceed to Blueprint. So for the unintegrated productivity allotment of BPM, relish the early definition of process models, the Cloud is changing everything. On the automation side of BPM, the workflow and visibility side, we're silent seeing a preponderance of companies staying with the on premise deployments.

    DZone:  How fill the Lombardi products been incorporated into the IBM product portfolio?

    Phil:  So there's actually two Lombardi products. Lombardi Blueprint is now IBM BPM Blueprint. That is their cloud-based offering for discovering and documenting processes. It's a very traffic friendly tool. It basically takes the early allotment of requirements gathering that traffic people used to Do in Word or PowerPoint and it structures them and makes them more explicit.

    The larger offering, which is their plenary BPM platform, used to exist called Lombardi Teamworks; it's now called IBM WebSphere Lombardi Edition. So it's the Lombardi Edition of Webshpere. It comes bundled with WebSphere and DB2 Express. They advocate it discontinuance to end. That's really their plenary Enterprise class BPMS.

    DZone:  How has the role of the traffic analyst changed with respect to improvements in BPM technology?

    Phil:  The role of the traffic analyst in their first decade at BPM has probably been the role that's changed more than any other that we've seen. One of the roles of the traffic analyst is actually to establish more work onto the traffic people. I assume it's a mistake to assume that agile progress is only about IT developing applications differently. They furthermore fill to change the way that their customers, their internal traffic customers give us requirements. That probably seems to exist a subtle difference, but it's actually the longest pole in the tent in terms of gaining the real efficiencies of BPM. The traffic analyst therefore becomes as much of a change agent in nurturing their traffic people along this maturity path, as they Do at providing the technical skills of interviewing and translating requirements.

    It's a fascinating role. We're seeing it change quite a bit, but they really exigency to change the deportment of their traffic customers. By the way, from what I've seen over these last 10 years, they want to change. They just don't know how to change. Blueprint's a considerable Place to proceed to Do that.

    DZone:  Are there any trends you’re seeing around BPM adoption?

    Phil:  More. They identified a trend about a year and a half ago. They convoke it touching from project to program. Typically the way these things start, BPM projects are typically funded completely out of traffic budget, and the traffic doesn't really want to fund huge infrastructure projects anymore. BPM typically moves one project at a time for a while. After successes under your belt, companies proceed through this, a bit flips in the company's humor and they start touching from project to program. Now they've got enough projects, there has been enough money spent that they've actually built a bit of an infrastructure and then the goal becomes, “Ok, how Do they programatize this?

    How Do they Do these projects at ever increasing hasten and at scale instead of doing serially one project every 60 or 90 days? How Do they Do four projects at a time every 60 or 90 days?”

    So that's really been the change. More and more of their customers fill been touching from project to program. That presents its own set of governance issues and what fill you.

    DZone:  What does the product roadmap watch relish for the Lombardi suite of products?

    Phil:   We're really excited about what we're bringing out now. It doesn't sound relish a real innovative thing, but they are very haughty of how setup and maintenance is done, on Teamworks, and so they assume we're the first application out there, that has a one‑click installer of Teamworks, which is middleware, on top of WebSphere and on top of DB2. It is a black box to everybody, you fill the power of that entire platform, and it is the easiest installation and upgrade. Customers who are used to dealing with middleware and application servers and databases, whole of that smart has been taken away.

    So on the Lombardi Edition, we're just super haughty of how facile they fill made the installation of a pretty complicated set of middleware in knotty computing environments, and of course with Blueprint there's no setup at all, and there's no maintenance at all. They really focus on whole aspects. This ease of exercise that the Lombardi Edition brings, is not just in the developer experience. It is in every aspect of the ownership, and the maintenance, and the administration of this middleware platform. They want to beget every separate job easier.

    DZone:  Where can people proceed to learn more about the product, and I guess even provide contributions and feedback?

    Phil:  Cool. For the time being www.lombardi.com is a considerable Place to go. You can furthermore contemplate this stuff on the IBM website. So if you search IBM for Lombardi Edition, you can Do that. If you want a free Lombardi Blueprint account, for a tribulation period, you can proceed blueprint.lombardi.com, and you can score the best BPM, the most successful BPM modeler on the planet, in about 30 seconds.

     


    Orchestration engage meets reality | killexams.com real questions and Pass4sure dumps

    In-Depth

    Orchestration engage meets reality

    Major vendors such as IBM are throwing their weight behind this concept of orchestrating services to create applications, but the majority of players are small, fast-moving software companies.

    Orchestration is not limited to Web services; it applies to services of whole types, including J2EE and CORBA components. The technology furthermore requires a considerable deal of groundwork, much of which has yet to exist laid. One of the major sticking points surrounding orchestration concerns standards: There are two major camps, and a few companies are hedging their bets by supporting both. Meanwhile, the World Wide Web Consortium (W3C) has founded the Web Services Choreography Group, whose charter is to recount a language that allows users to choreograph a sequence of events based on WSDL.

    In addition, corporations exigency to vet their vendors carefully. Vendors claiming to fill orchestration solutions sweep from sellers of core infrastructure to workflow vendors to enterprise application integration vendors.

    Orchestration for a better tomorrow

    “Everyone’s touching in the direction of traffic process flow,” said Atul Saini, CEO and CTO at Fiorano Software Inc., Los Gatos, Calif. The focus of the next generation of apps “will exist a sequence of connected instances of services that can exist interfaced to anything — legacy systems, packaged applications, the Internet, whatever,” he added. This will “let companies implement their traffic processes the way they want to Do business, using Web services orchestration technology, instead of being forced to Do things the way SAP or Siebel does them,” said Saini.

    The concept of orchestration applies to a meta-view of services, explained Ismael Ghalimi, co-founder and chief strategy officer at San Mateo, Calif.-based Intalio Inc. “A service to manage and corroborate purchase orders, for example, is where the notion of orchestration comes in, not a service to exchange the purchase orders,” he said. whole types of services -- SOAP, WSDL, UDDI, CORBA, IIOP, RMI and RPC -- can exist orchestrated, Ghalimi said.

    Eric Newcomer, one of the original developers of Web Services Description Language (WSDL) and chief technology officer at the Waltham, Mass.-based offices of Iona Technologies, describes orchestration as “really another word for finding the reuse value in Web services and the aggregate value of Web services.” Orchestration products “translate between the objects and aggregate the resulting Web services, and you can aggregate the aggregations,” he noted.

    IBM calls the concept of services orchestration “service choreography” because “it’s not just about this choreography of services into a fresh traffic functionality; it’s furthermore about finding a more effective way of implementing traffic rules throughout these flows so that the flows can dynamically reconcile their behavior,” said Stefan Van Overtveldt, director of WebSphere technical marketing at IBM in Somers, N.Y. “I can dynamically build these flows; then the flows themselves, and how they operate, can exist modified dynamically,” he added.

    Standards or their lack

    As always with fresh technology, there is some vicious infighting within the standards area. Two major camps fill emerged. One camp backs the traffic Process Modeling Language (BPML) and counts among its supporters IDS Scheer and CaseWise. The other camp, spearheaded by IBM and Microsoft, backs the traffic Process Execution Language for Web Services (BPEL4WS).

    BPML was created by BPMI.org, the traffic Process Management Initiative, two years ago to define a gauge language for modeling traffic processes. Intalio’s Ghalimi is furthermore the chairman and co-founder of BPMI.org. According to BPMI.org’s Web site, BPML is “a meta-language for the modeling of traffic processes, just as XML is a meta-language for the modeling of traffic data.” BPML provides an absent-minded execution model for collaborative and transactional traffic processes, and splits e-business processes into two parts: A common public interface and private implementations. As in cryptography, with its private and public keys, the public implementation is open in that it can exist described as ebXML traffic processes, RosettaNet confederate Interface Processes, or pretty much anything else, independently of the private implementations, which are particular to each end-user corporation.

    BPML’s execution model is based on a rigorous mathematical language that uses the pi calculus model, and companies that are actually implementing products are using BPML “because it’s more complete, robust and mature” said Ghalimi. “All the leading process modeling implement companies, relish IDS Scheer and CaseWise, fill decided to standardize on BPML.” According to him, IBM and Microsoft adopted the pi calculus model into BPEL4WS late last year.

    IBM’s Van Overtveldt describes BPEL4WS as “basically, a gauge flood definition language that says ‘Do Step 1; capture this information from Step 1, transform it a little, inject it into Step 2; etc.’” But that is not all: BPEL4WS furthermore defines an interface that tells vendors what characteristics are required to advocate it in the underlying workflow engine they implement to advocate it. And BPEL4WS lets users employ a separate process description to recount cross-middleware and cross-business process flows. Unlike WSDL, which provides a description of a service, BPEL4WS provides a description of the flood between Web services, he said.

    No Internet-based gauge can exist considered legitimate without the blessing of the W3C, which has set up a Web Services Choreography Group whose charter is to recount a language that allows users to choreograph a sequence of events based on WSDL, said Anne Thomas Manes, the Cambridge, Mass.-based research director of the Burton Group, and formerly chief technology officer at Systinet.

    But there is going to exist a gunfight at the W3C corral: Sun, BEA, Intalio and SAP submitted the Web Services Choreography Interface, WSCI, which extends WSDL and specifies choreography information, to the W3C, said Manes. However, BEA has furthermore teamed up with IBM and Microsoft to create WS-Transaction BPEL, a traffic process execution language for Web services, she added.

    Overall, though, the sphere of services choreography is “a tall rat hole, a total mess,” Manes said. That is because there are too many different specifications and no industry consensus. Until there is an industry standard, traffic components cannot exist widely reused as services.

    The situation may not change any time soon. The W3C’s Web Services Choreography Group has a clause in its charter that states that anyone submitting technology for inclusion in a gauge will not score royalties. “IBM, Microsoft and BEA don’t seem to exist willing to submit their technologies to a standards cadaver on a royalty-free basis,” renowned Manes. “They want to reserve their intellectual property rights.” This does not sit well with her: “A core specification for Web services should fill no encumbrances whatsoever -- I should not fill to worry about whether I should fill to pay royalties to Microsoft and IBM if I exercise a Web service.”

    Stumbling blocks

    One of the biggest problems with services choreography -- relish whole technologies built on the thought of component reuse -- is the question of trust. “You’re not going to exercise something that somebody else built because then you’re delegating the responsibility to somebody else who built the service on your behalf,” said Daniel Sholler, vice president and director, integration and progress strategies, at Meta Group, Stamford, Conn. “Even inside a corporation that flush of confidence isn’t there.”



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