The SOA Magazine III edition focuses on the new release of Oracle SOA Suite 12c. The “c2” stands for Cloud & Consolidation. Many customers face the challenge to deliver more IT value for their business. Cloud solutions are very attractive for business. SOA is the foundation for a successful road to cloud computing. To invest & grow companies needs to consolidate existing solutions. Many customers not only run multiple instances of integration products, they also run multiple solutions from multiple vendors. Analyst companies like Gartner report since years that 8 out of 10 dollar of IT investment is “dead money”. It’s time to consolidate your systems into one private cloud platform which also integrates your new public cloud solutions! Business becomes “digital” and middleware plays a key role.
IT is capable of building complex systems. With Service Oriented Architecture IT systems become flexible and integrated. With Business Process Management structured processes could be automated. Today IT needs to support business in a global competitive economy by flexible adaptive solutions. Therefore a new age of the knowledge worker, that makes his decision based on IT support, rises. Adaptive case management (ACM) is the solution which supports knowledge workers in their decision for unstructured processes. With ACM based solutions knowledge workers can make better decisions on core company values, which result in more successful companies in a competitive global environment. In this edition we highlight two ACM articles. OMG defined a suggestion for a notation for ACM, the “Case Management Model and Notation” (CMMN). Jessica Ray gives an introduction for CMMN modelling. In the second article Leon Smiers describes who the re-landscaping with case management.
Adaptive Case Management is ultimately about allowing knowledge workers to work the way that they want to work and to provide them with the tools and information they need to do so effectively.
After seven months of traveling Curiosity lands on Mars. The engineers in NASA mission control are excited to start scientific research. These scientists have a special challenge; the Mars rover is so far away and the signal takes so long, that they need to rely on automation in order to maintain control in the wildest scenarios. There are many decisions that must be made on a daily, and even on a minute-to-minute basis. Involving the scientist in every possible decision, given the round trip time to consult and answer, would slow the research to – literally – a crawl.
The scientists who operate the rover are knowledge workers. Just like knowledge workers in a business setting, they must figure out how to accomplish goals, as they uncover new information that affects their goals. The automation that they use built into Curiosity is very much like the business processes that businesses use to achieve their goals: the process works fine as long as the situation matches what was expected. But what happens to a business process when confronted with something unexpected? This chapter takes us on an exploration of how to adapt to the unexpected--including a Little Green Man--using the Mars Curiosity as an entertaining, but highly enlightening example.
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Authors: Thomas Erl,Clive Gee,Jürgen Kress,Berthold Maier,Hajo Normann,Pethuru Raj,Leo Shuster,Bernd Trops,Clemens Utschig-Utschig,Philip Wik,Torsten Winterberg
Innovative service technologies are becoming valuable assets for businesses that need to stay competitive in the face of increasing globalization and market complexity. While computer processing power is becoming faster and cheaper, search engines, instant messaging, and social media channels are generating floods of information that escalate demands for consumable and accessible data.
As the world's economies engage one another through offshoring, outsourcing, and supply chaining, localization is required to accommodate different currencies and languages. Globalization, recession, invention, and communication are some of the driving forces behind a next generation of technologies and practices that revolve around software programs designed in accordance with the paradigm of service-orientation. Such programs, referred to as "services," are expected to do more for less with greater efficiency in order to meet business challenges head-on.
We have reached a stage in the evolution of service-oriented computing where modern service technology innovation is building upon mature service platforms at the same time that proven delivery techniques and design patterns are building upon an established service-orientation paradigm. These developments have made it possible to create service-oriented solutions of unprecedented sophistication.
Cloud Computing Hype
Why is everyone talking about cloud computing? Drawn-out, expensive IT projects that are planned andimplemented without any benefits for the business stakeholders are commonplace. In contrast, cloud computing offers business users the chance to immediately implement services with usage-based billing that are tailored to their requirements, often without the need to consult with the ITdepartment. However, aspects like security, architecture, availability, and standards are often not evaluated. Cloud consumers find themselves at the mercy of the cloud provider. Scenarios that require changing cloud providersafter a cloud provider goes bankrupt, and the associated moving of data and/or applications, have not yet been sufficiently tested. Business continuity should play a key role from the start of a cloud evaluation process. One of the greatest challenges here is the integration of existing data and systems into the cloud solution. Without integration spanning between clouds and on-premise systems, processes can only be executed inisolation, leading to cloud-specific silos of isolated solutions. Important information for users is not available across processes and systems. Problems that would have occurred in the company’s internal IT are nowshifted to the cloud provider. To prevent “legacy clouds” or solutions that are hard to maintain, it is important to manage the entire architecture proactively and, in particular, the integration into the cloud. Even if cloudproviders want us to believe otherwise, not every aspect of IT can be outsourced to cloud solutions! Read the paper here.
Business Process Management is a management discipline that thrives to improve process performance. If done right, BPM leads to appealing, user-friendly processes that provide information about productivity, that measure performance and that illustrate the potential for improvement while indicating the exact location in the overall process that potentially benefits from one of various process optimization strategies.
To deal with the complexity of modeling a company’s business processes, business analysts proceed hierarchically and begin by describing a value chain (process level 0) through several levels of processes, until they reach a level on which they depict a detailed description of the activities of process participants. Figure 1 gives an overview of BPM with a figure for each modeling technology and the interaction with SOA services.
We see that Business Process Management and SOA go hand in hand: SOA enables BPM.. Read the paper here
Industrial SOAis a 13-part article series focused on service orientation, written collaboratively by a group of recognized experts and community leaders in service oriented architecture. Send us your feedback @twitter/soacommunity #industrialSOA. "SOA and service-orientation have laid the foundation for a variety of emergent service technology innovations such as cloud computing and big data, while the original building blocks of SOA and service-orientation continue to evolve by embracing fundamental service technologies, concepts and practices." All articles have been published at the Service Technology Magazine and the Oracle Technology Network or at our SOA Community website.