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Enterprise Application Integration CSSA EAI Forum - 4th February 2000 Ed Wrazen, CITL

Enterprise Application Integration CSSA EAI Forum - 4th February 2000 Ed Wrazen, CITL Ed.Wrazen@citl.co.uk Tel: 01344 861010 www.citl.co.uk. Introduction. IT Technical Consultancy founded in 1992 Located in Bracknell Independent and employee owned Focus on;

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Enterprise Application Integration CSSA EAI Forum - 4th February 2000 Ed Wrazen, CITL

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  1. Enterprise Application Integration CSSA EAI Forum - 4th February 2000 Ed Wrazen, CITL Ed.Wrazen@citl.co.uk Tel: 01344 861010 www.citl.co.uk

  2. Introduction

  3. IT Technical Consultancy founded in 1992 Located in Bracknell Independent and employee owned Focus on; Enterprise Application Integration Data Migration Enterprise Technology Services Blue-chip client list C&G, Liffe, Chase Manhatten, C&W, IBM, EDS, Shell, NatWest, etc Who are CITL?

  4. Why Integrate? “Enterprises with a fast reaction time .... sell more product, deliver better customer service and capitalize on new business opportunities sooner than their competitors." Roy Schulte June 1998

  5. E-commerce M&A consolidation Supply and Demand Chain integration Front and Back office integration CRM and BI Customer profitability, business agility ERP, COTS for line of business apps Speed to market Business demand for integration

  6. IT integration drivers • “Untouchable” legacy applications • Best of breed approach by 50% of World’s largest corporates • Packaged applications for ERP and CRM • Each have about 50 enterprise applications and spend 1/4 - 1/3 IT budget integrating • Limitations of capital and human resources • Lack of skills • About 30% - 35% of time and cost of a system implementation project is devoted to integrating existing legacy and packaged applications • Reuse IT Assets more productively

  7. EAI for E-Business enablement E-Commerce B2B MAKE / ADD VALUE SELL BUY Suppliers Back Office Front Office Customers E-Business Enterprise Marketing Manufacturing Support / Service Engineering Sales Finance SUPPLY CHAIN DEMAND CHAIN FRONT/BACK OFFICE INTEGRATION

  8. The reality in Enterprises today Stock Inventory Customer Billing Sales Order Processing Legacy Application Customer Database Supply Chain Mgmt Call Centre E-commerce

  9. Complexity Custom Interfaces Application Invasive Manual re-keying Stove-piped processes Data migration Data consistency Processes difficult to change Traditional Integration Approach

  10. EAI & Middleware solutions Workflow / Process Integration Application Integration Adapters & Agents Message Brokers, Component Brokers DBMS gateways TP Monitors Data Transformation/Migration MOM, RPC Protocols, SNA, TCP/IP, IPXNetworks

  11. Market Evolution Many vendors and their positioning is unclear market consolidation and rationalisation Some clear winners, many also rans Myriad of solutions, approaches, technologies Orbs, DCOM, MOM, RPC, Transactional Synchronous vs Asynchronous Loose vs Tightly coupled User uncertainty over choices Select strategic vendors, here today/here tomorrow Middleware complexity

  12. The Integrated Enterprise Stock Inventory Customer Billing Sales Order Processing Legacy Application EAI Infrastructure Services Customer Database Supply Chain Mgmt Call Centre E-commerce

  13. Platform, protocol management.. Asynchronous,Synchronous support.. Security services, encryption,non-repudiation..etc Routing services, publish/subscribe.. Directory services.. Metadata management & repository services.. Event management, topology & synchronisation.. Data mapping & transformation services.. EAI infrastructure services

  14. Pragmatic Approach Stock Inventory Customer Billing Sales Order Processing Legacy Application EAI Infrastructure Services EAI Infrastructure Services Customer Database Supply Chain Mgmt Call Centre E-commerce

  15. Requirements analysis Process Mapping & Analysis Data Modeling & Analysis Scope analysis & metrics capture Architecture requirements analysis Establish Application Architecture Technology selection & implementation Development methodology & standards Detailed Product Architecture EAI Methodology

  16. EAI is a business issue and should add value to the bottom line EAI infrastructure is a hard sell without a business imperative EAI is critical to large corporates e-business strategies .”Com” vs “Bricks & Mortar” challenges EAI is a distinct market identified by users as strategic EAI enables Workflow/Process Management and facilitates BPR Workflow - EAI technology consolidation Successful EAI requires business process, technical and product understanding EAI Observations

  17. Clear IT Strategy mapped to Business Strategy Mapping of corporate process and data models Plan ahead for EAI - investment vs cost justification Formulate an EAI architecture based on integration characteristics Etsblish clear lines of ownership and accountability Evaluate vendors on commercials, stability, references, strategy Evaluate technologies - scalability, flexibility, customisation,standards Invest in the right skills - Solution & Integration Architects Pilot the desired solution, but in a real environment Ensure tools and processes in place for end-to-end service mgmt Guiding principles for EAI

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