Post on 19-Jan-2016
description
It's the Enterprise, Dude
Barry WalshIndiana University
• The increase in electronic information and service delivery to our constituents is drawing into sharp focus how we can make interaction with enterprise services a delightful rather than a frustrating experience. But it's not just about the technology. The cultural issues, silos and other, are the greater stumbling block. The work that is being done in the community source initiatives is helping create that delightful experience for our users but with it comes new governance and collaboration imperatives. This session will explore this new and exciting world where policy, requirements, and technology meet.
04/21/23 JA-SIG 2006: Atlanta
Google earth
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On the Other Hand
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Students……….Faculty………..Staff………..Alumni
Several Forces at Work in our Institutions
• Rapidly expanding user bases;• ERP vendor systems;• Open Source movement;• Portals;• SOAP Web Services;
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They’re not necessarily unrelated!
Typical Experience Until Recently
• Users logged on to systems and navigated to find information or perform processes.• training
• Individual apps• different sign-ons• Poor/non-existent user interface standards
• Or worse still, the system sent printed output to them through snail-mail
The point is they usually had to overtly seek out the information in disparate systems*
04/21/23 JA-SIG 2006: Atlanta
Gartner on Network Enabled Components—aka Web Services
• Servers at the core of the network will increasingly act as "facilitators" by guiding procedure calls to the locations where they can be most efficiently executed.
• Given such capabilities, the emphasis of software development shifts to re-architecting business functions into modular, network-enabled components spread across a highly-distributed computing infrastructure. This evolution, more than anything else, is the fundamental driving force behind the Web Services architecture.
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Future?
Course Catalog
Personal DatabaseDegree Advising
Financial Aid Regs/Processing
Registration for ClassesAdmissions
BursarTranscripts.
Today’s Integrated Suite
Standards BasedCore Technologies
WS; SOA; Workflow
Goal: ZDU (Zero Disruptive Upgrades)
It’s Raining Technology!!
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Web 2.0
SOAESB
Directory
MOM
Workflow NotificationAJAX
Options
• More likely you will end up building, buying and assembling
• Loosely coupled systems are more and more the future and that’s why integration is key
• Customization takes on a new form• Based on what and who I am….driven by a directory.• Role based view; not everybody needs the entire SIS
or whatever• Speaks to a functional component model
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What might this look like ?
• A more proactive push process to deliver in one place all information and processes I may need…the information finds me.
• The ‘official’ place to which the organization would send stuff it wanted you to address.
• Single sign-on; • Seamless transport between and among
back office and other systems
• Sounds like a portal to me
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So…what is an enterprise web portal?
• A web-based framework consisting of a role based, but personalized view of an integrated set of services which provide easy access to information, applications, processes and people.
Some caveats and disclaimers• We in IT and the back office
units are not the primary target audience for enterprise portals• Students (and their parents);• Faculty;• Staff;• Alums;• Not all of them are technically savvy;
• Neither IT nor the service providers will drive the services in the portal….see Rule 1 above
• IT providing a service delivery framework and several specific ‘utility’ services
04/21/23 JA-SIG 2006: Atlanta
Enterprise Portals (EPs) and SOA
“To implement a service-oriented architecture, companies must consider what steps and technologies are involved. Portals represent a logical first step in the process.
The portal can be a logical and appropriate first step toward SOA implementation because its fundamental nature lends itself to SOA approaches. --The portal uses service-oriented concepts; --It leverages Web services extensively; --It leverages portlets, which consume services or communicate to provide orchestrated flows and on-the-glass composite applications.”
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Gene Phifer: (Gartner’s leading analyst on EPs)
22 September 2005
Enterprise Portals (EPs) and SOA
“To implement a service-oriented architecture, companies must consider what steps and technologies are involved. Portals represent a logical first step in the process.
The portal can be a logical and appropriate first step toward SOA implementation because its fundamental nature lends itself to SOA approaches. --The portal uses service-oriented concepts; --It leverages Web services extensively; --It leverages portlets, which consume services or communicate to provide orchestrated flows and on-the-glass composite applications.”
04/21/23 JA-SIG 2006: Atlanta
Gene Phifer: (Gartner’s leading analyst on EPs)
22 September 2005
Technology and Silo Culture in Portals
Jakob Nielsen's Alertbox, March 31, 2003:“Basically, buying software won't get you a good portal unless you also manage internal company politics. Technology accounts for roughly one-third of the work in launching a good portal;
The real challenge is to get contributors from individual departments to comply with the portal rules, enter decent meta-data, and refrain from fielding maverick intranet servers outside the portal's scope. Intranet portals aim to replace the wild Web model with a tool metaphor, where a company's content and services work together instead of undermining each other.”
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internal processes account for the rest.
Gartner: The Big Challenge in Portals
• Every Website is a potential new silo • Silo’d service delivery units• Changing people’s habits• Existing methods have to stay in place
during transition• That allows those resistant to change to
linger• A long term commitment is required to get
through the transition
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Some ‘Source ‘ Definitions
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Pure Commercial Software
Shareholders•Goal to maximize profit•Developer priority profit
Commercial Developers•Revenue and paycheck!•stability of software •Do not even know stakeholders
Stakeholders•Expect indemnification
•allows for a good night’s sleep?
•Users feel they have the best product that money can buy•Can calibrate end-user demands for change
Attribution to Chuck Severance at U Mich
Communication between Stakeholders and Shareholders is in the form of large checks.
= Most Powerful in Structure
Pure Open Source Software
Open Source Developers•Type 1: Passionate individual •Type 2: Paid consultants•Teams formed based on personal time and motivation or a commercial venture with a short-term agenda•Effort level can ebb and flow•Cool features and programming chops rule the day (and night)
Stakeholders•Love “free” stuff.•Hate that there is no one to call - “if it breaks you get to keep both pieces”•Hate that there is no one to sue•Must self-indemnify by keeping lots of staff “in case” something goes wrong.•Once open source is chosen, may find it hard to sleep at night.
Virtually no communication at all between Stakeholders and Developers
Attribution to Joseph Hardin at U MichAttribution to Chuck Severance at U Mich
Community Source
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Open Source Developers•Limited ways to play in this game
Core Stakeholders•May represent a significant pool of resources•If they pooled resources, they would be instantly larger than many small commercial R&D operations.•Tired of writing big checks, and begging for features•Form coalition of the “committed”•Must learn that this is harder than it looks - must gain company-like skills.•Actually responsible for both the development and production of the software.
Core Developers•Work for the stakeholders so they want to make the Stakeholders happy:•By, of and for HE!
Commercial Support•Can contribute in several ways•Can make money from secondary stakeholders
Secondary Stakeholders•Look to Core developers for reliability/performance•The Core developers have a boss!•Pay money to Core to get “indemnification”?•Can contribute to the Core “in kind”?•Can join the core with enough commitment•Can pay Commercial Support for “extra indemnification”.
Attribution to Chuck Severance at U Mich
Community Source Projects
04/21/23 JA-SIG 2006: Atlanta
“Community source describes a model for the purposeful coordinating of work in a community. It is based on many of the principles of open source development efforts, but community source efforts rely more explicitly on defined roles, responsibilities, and funded commitments by community members than some open source development models.”
…. from www.sakaiproject.org
Attribution to Joseph Hardin at U Mich
Community Source Projects
04/21/23 JA-SIG 2006: Atlanta
“Community source describes a model for the purposeful coordinating of work in a community. It is based on many of the principles of open source development efforts, but community source efforts rely more explicitly on defined roles, responsibilities, and funded commitments by community members than some open source development models.”
…. from www.sakaiproject.org
Attribution to Joseph Hardin at U Mich
Three Critical Stages
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Harmonious Execution
Harmonious ExecutionFormation
OngoingSupport
Scope
Funding
Governance
Formation:
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Formation
Formation: Choose Partners Judiciously
• Like-minded Institutions• Shared vision
•Functionally•Technically•Ya gotta WANNA!!
• Synchronized institutional clocks•Within reason
• Long term commitment:• Beyond Project?
• Tolerance for ambiguity
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Formation: Participants’ Volunteer Modes
Middleware(Apache; CAS)
Applications(Kuali/Sakai)
Operating System(Linux)
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Institutional
Institutional/Individual
Individual
So Where’s uPortal?
uPortal
Formation: Creating the resources
• Defined Contributions• Cash or Tendered Resources• Tendered to Board• For Duration of Project
• Qualified Resources• As Judged by Peers
•Functional•Technical
• Grants
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Harmonious Execution
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Harmonious Execution
Harmonious Execution
Harmonious Execution: Personal
• Good behavior begets good behavior. • If you seed the core development team with
good, well behaved people... they attract good, well behaved people.
• The weaklings and bullies just don't fit in and don't hang around.
• Likewise, well-behaved commercial partners set high bar for future behavior of commercial partners.
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…Carl Jacobson
Harmonious Execution: Logistical
• Co-location is optimal but unlikely• Don’t skimp on the F2F opportunities• Always-on Video• Virtual-Meeting Software
• Webex, Breeze, LiveMeeting, etc.• Prototype sharing/demonstration
• Collaborative Software• Sakai, JIRA, Confluence etc.
• Time Zones!!!• Animal House!!
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Harmonious Execution: Overhead
• Remote sites • Team makeup/leadership• Work Allocation
• Time-Zones
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Ongoing Support
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OngoingSupport
Scope
Funding
Governance
Ongoing Support: Funding
• Community Source Requires Defined, Tendered Resources
• Commercial partners A good thing• Long term sustenance?
• A "grant-funded project" is different from an "open source" project.
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Ongoing Support: Scope
• Scope Creep• A grant is a contract and an agreement to
accomplish something. • If the grant money was received to "paint it
red" and the community wants to "paint it white"... it will be red as long as the grant is driving the bus. •When the community process kicks in,
they can paint it white.
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…Carl Jacobson
Ongoing Support: Scope--The Rules of the Game
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Sco
pe
Tim
e
Resources
TheReality
Triangle
You MayPick Any
Two
I Get the
Other ☺
Ongoing Support: Governance
• Strong community is more valuable than strong governance. • Early stages: a little more hands-on?• Later: Zen?
• "Inclusive" is better than "exclusive“• largest possible community;• accept free-riders;• welcome commercial partners;
• Open-open licensing encourages inclusion and therefore the largest possible community.
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…Carl Jacobson
Ongoing Support: Governance
• Founding Investors: • uPortal
•UDel, Princeton, Andrew W. Mellon, JA-SIG, etc.
• Sakai: •U Mich, Stanford, MIT, Indiana, Andrew
W. Mellon• Kuali:
•UA, UH, CU, SJD, MSU, IU, NACUBO, Andrew W. Mellon;rSmart
• FEDORA: •UVa, CU, Andrew W. Mellon
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In the end, it’s all about the Community
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