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P2080-088 | IBM Unica Enterprise Marketing Operations Technical Mastery Test v1

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P2080-088 - IBM Unica Enterprise Marketing Operations Technical Mastery Test v1 - braindump

Vendor IBM
Exam Number P2080-088
Exam Name IBM Unica Enterprise Marketing Operations Technical Mastery Test v1
Questions 55 Q & A
Recent Update February 11, 2019
Free PDF Download P2080-088 Brain Dump
Download Complete PDF Killexams P2080-088 Complete Document


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P2080-088 exam Dumps Source : IBM Unica Enterprise Marketing Operations Technical Mastery Test v1

Test Code : P2080-088
Test Name : IBM Unica Enterprise Marketing Operations Technical Mastery Test v1
Vendor Name : IBM
Q&A : 55 Real Questions

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IBM IBM Unica Enterprise Marketing

IBM revamps channel approach to boost associate skills and enablement | killexams.com Real Questions and Pass4sure dumps

John Teltsch (IBM)

John Teltsch (IBM)

credit score: IBM

IBM has published a string of latest channel initiatives and investments because it seeks to construct key partner expertise and opportunities within the yr forward.

Unveiled all over PartnerWorld at suppose in San Francisco, big Blue rolled out new initiatives together with its Watson-based mostly collaboration engine referred to as IBM company partner join; My PartnerWorld; new utility deal registration and IBM vigor techniques, LinuxONE and Z ‘In It to Win It’ incentives.

On excellent of this, the vendor also specific the way it become further investing in companion talents and enablement, as well as riding boom opportunities in market segments similar to protection and hybrid cloud.

peculiarly, IBM business accomplice join specializes in assisting companions tap into the international ecosystem to collaborate on customer alternatives, boost new enterprise and bring new solutions to market.

meanwhile, the Watson-based engine will allow partners with complementary capabilities to find every other, get to market quicker and promote more collectively, in line with John Teltsch, usual supervisor of companion ecosystem at IBM.

My PartnerWorld, set to launch on 15 February, goals to offer a personalised on-boarding and enablement adventure, giving partners the probability to control PartnerWorld equipment and shortcuts in one area. This comprises My revenue exercise (MySA), the PartnerWorld Console, Co-advertising Centre and business partner join platform.

additionally the new software deal registration will offer companions with precedence entry to particular bid pricing with a purpose to reduce conflict between technology suppliers whereas enhancing economic results.

Teltsch brought this turned into part of the vendor's ongoing transformation efforts, which it kicked off closing year, to enhance accomplice adventure and profitability, together with tasks round channel pricing, incentives and streamlined resale authorisation.

In April remaining yr, huge Blue, restructured its companion engagement models across the channel.

additionally, the IBM vigour programs, LinuxONE and Z 'In It to Win It' incentives have now been made obtainable to companions, which additionally extends the incentive for IBM storage into 2019, along with deploying new demand generation strategies to force unique leads.

On properly of those new initiatives, the dealer is also launching an ESA co-marketing providing for companions embedding IBM know-how, and throughout third-celebration marketplaces, besides improving its digital APIs amid plans to double the number of digital choices.

"We proceed to aid partners on their experience to SaaS, with greater than four hundred as-a-carrier offerings, coupled with new demos, trials and incentives to speed up increase,” Teltsch spoke of.

IBM has additionally launched SaaS deal registration and P360, which is a tool enabling companions to look their customer’s analytics.

accomplice knowledge and enablement

Delving deeper, IBM additionally showcased its new income enablement answer, Seismic@IBM, a device that aspects earnings kits, performs, shows, use situations and other belongings.

The price kit aid bundle is additionally being increased into version 2.0, whereby companions can double their IBM cloud credit; give entry to a development sandbox environment; access discount vouchers for opt for training movements and extra subscription coupon codes.

due to this fact, Teltsch spoke of it turned into additionally doubling the variety of device channel technical sellers to guide partners within the container.

Going forward, a new managed services safety company program (MSSP) aims to support companions construct security practices and carry options in both an embedded or reseller model.

A ‘recognize Your IBM’ security revenue incentive will serve up reloadable IBM Rewards debit playing cards to companions who promote new protection licenses and SaaS.

Teltsch stated it has also enabled partners to build ‘Cloud Paks,’ which might be commercial enterprise-grade container software applications with information and step-via-step directions for companions to straight away build with open specifications in order to enable hybrid and multi-cloud deployments.

“constructed for Kubernetes on the IBM Cloud and IBM Cloud deepest, IBM Cloud Paks are designed to accelerate time to creation and enrich readiness at lessen cost than containers alone,” he explained.

additionally, a new Cloud Digital Technical Engagement software will supply companions with entry to technical property focused on product demos and tutorials.

“These belongings provide a deep realizing of product offerings and how they can help consumers alongside their journey to Cloud and AI," Teltsch brought. "Our new Seismic@IBM will encompass a link to this Cloud Digital Technical Engagement program so companions can with no trouble entry this important suggestions while preparing for customer engagements."

in accordance with Teltsch, the brand new initiatives and investments were a response to the "continuous remarks" from partners and valued clientele.

Teltsch published that throughout the past year, companions had doubled their variety of expert and expert capabilities throughout its know-how stack.

“We’ve additionally considered giant momentum in the number of companions building their capabilities and selling options in strategic areas like IBM safety, Cloud, IoT and Watson AI, with our 2nd Watson construct problem producing greater than 500 AI solutions and prototypes that run on the IBM Cloud,” Teltsch talked about.

right through its fourth quarter results, huge Blue cited that its cloud business, grew 12 per cent to US$19.2 billion in 2018.

moreover, the business's cognitive software enterprise, together with its artificial intelligence platform Watson, analytics and cyber protection capabilities and is its 2d biggest, mentioned income of US$5.46 billion, compared with analysts' expectation of US$5.25 billion.

Julia Talevski attended PartnerWorld at suppose in San Francisco as a visitor of IBM

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Catalina taps IBM analytics to assist in digital transformation | killexams.com Real Questions and Pass4sure dumps

Feb 11, 2019

Joyce Wells

Catalina, a issuer of shopper intelligence and personalized digital media, has adopted the IBM built-in Analytics device (IIAS) as a key pillar of its increasing analytics program to help give its consumers more significant consumer insights.

Catalina companions with greater than 10,000 of the world's main client packaged items (CPG) manufacturers throughout each main category to bring significant price for customers every time, anyplace. Its personalised digital media networks and consumer intelligence insights lead to extra positive buyer engagements.

Having helped CPG brands and retailers turn customers into patrons with focused marketing solutions driven by statistics analytics for the reason that 1983, the company is embarking on complete digital transformation to enable retailers and brands to seamlessly join with patrons despite their vicinity, be it in-store, on-line or by way of their mobile contraptions—every time and anyplace.

As agents and types continue to put money into insights-pushed advertising courses—to assist them do everything from interact the correct consumers and boost earnings raise and loyalty, to pressure each visits and "basket" sizes—statistics science is on the core of Catalina.

A key piece of its transformation is the IBM IIAS, a unified records system designed to provide clients access to advanced data science capabilities, as smartly as the skill to work with records across hybrid multiclouds, which might be a mixture of public and personal cloud environments, and conventional on-premise IT. The equipment comes with loads of records science equipment developed-in, and because it is in line with the IBM ordinary SQL engine, purchasers can use the gadget to circulation workloads from on-premise to cloud environments to start automating their companies with desktop discovering.

moreover, IIAS comes with information virtualization, a developed-in potential that allows for people to write down analytics queries that can entry statistics anyplace across the enterprise. The system also aspects IBM speedy statistics circulation, which allows for corporations to comfortably circulation facts between Hadoop clusters and the IIAS, extending and scaling their processing environments.

"Catalina sits squarely at the intersection of advertising, know-how and analytics," said Wes Chaar, chief information and analytics officer at Catalina. "As a part of our broader data science strategic initiative, Catalina is leveraging IBM's expertise to power greater significant results from Catalina's analytics solutions, from personalization and customer option modeling, to revenue management and multi contact attribution—all to operate at premiere tiers. The options we're constructing are essential for our valued clientele because they optimize media and promotional offerings for every single client, and permit seamless, integrated user experiences that power results."

For greater counsel, go to www.catalina.com and www.ibm.com/analytics.


IBM have interaction provides Interactions to business advertising and marketing management | killexams.com Real Questions and Pass4sure dumps

My carrying on with tour of precise time interaction managers landed with the decent individuals at IBM two weeks ago, the place I caught up with what’s now IBM have interaction. The product was at the start launched more than a decade ago by using Unica as Affinium interact.*

The conception of have interaction has stayed fairly consistent over the years, despite the fact the underlying technology has been overhauled a number of times. The standard fashion of the alterations has been closer integration with other accessories of the IBM/Unica advertising suite. for instance, the long-established engage had its own circulate chart interface, but the system now makes use of the identical segmentation interface as IBM campaign. both modules can also share phase definitions, offers, and interplay background. There’s additionally some integration with different IBM advertising items, primarily the Product suggestion element inherited from IBM’s CoreMetrics acquisition.

engage’s concept is an identical as different interplay managers: touchpoints ship it information a few latest interaction; the system makes use of suggestions, models and records to opt for one or greater presents; and the offers are sent returned to the touchpoint for birth. The ameliorations amongst these methods are concerns of nuance: engage stores its own permanent customer profiles, whereas another methods should re-load statistics from external techniques right through each and every interplay. engage assigns fixed ratings to presents within each and every segment definitions, whereas different techniques use scoring formulas shared throughout segments (besides the fact that children interact can try this too). interact can create self-practicing predictive models, not all competitors have this alternative.

a couple of other aspects seem more or less wonderful. interact determines whether valued clientele are eligible for a suggestion the usage of both qualification suggestions or crusade-generated “white lists” and “black lists”; different programs use rules by myself. have interaction can additionally assign offers at international, section, or individual stages, whereas different methods don’t give all these choices.

It’s not likely that any of these changes make have interaction tremendously greater effective or simpler to make use of than rivals. In observe, the equipment’s main appeal can be its close integration with campaign and other IBM products. it is now a part of the IBM’s enterprise advertising administration (EMM) neighborhood, which contains each Unica and Coremetrics, both acquired in 2010. This neighborhood helps IBM’s higher approach of marketing programs that use massive quantities of statistics to run all aspects of giant businesses. The enterprise has recognized advertising agencies as an enormous skills market within this method and is spending aggressively to each advance that market and take potential of it.

You could consider that have interaction plays a important position in IBM’s marketing ecosystem: in spite of everything, real-time interactions are the epitome of information-driven advertising and marketing. however just a tiny fraction of IBM’s 2,500 EMM purchasers use engage (actual figures are personal) and most deployments appear to be concentrated on specific — dare I say tactical? — applications in a single or two channels. The company’s EMM focus appears to be greater on analytics and outbound advertising: for instance, its most contemporary EMM acquisitions have been Tealeaf know-how (web event analysis) and DemandTec (merchandising evaluation) . however it does record increasing pastime in interact among its valued clientele, and high hopes for future increase.

*A yr’s free AARP membership to every person who remembers the Affinium company and can sing the jingle.**

** k, just kidding. There certainly not changed into an Affinium jingle, so far as i know.


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Why Self-Organization Demands a New Reality | @ExpoDX #DX #ML #Agile | killexams.com real questions and Pass4sure dumps

Why Self-Organization Demands a New RealityGuest post by Intellyx Principal Analyst Charles Araujo

"This all sounds great. But it's just not realistic."

This is what a group of five senior IT executives told me during a workshop I held not long ago. We were working through an exercise on the organizational characteristics necessary to successfully execute a digital transformation, and the group was doing their ‘readout.'

The executives loved everything we discussed and agreed that if such an environment existed, it would make transformation much easier. They just didn't believe it was realistic.

Our job as analysts is not only to observe the world as it exists, but also to paint an aspirational picture of how it might be.

As a result, we spend a lot of time and commit a lot of digital ink to discussing emerging technologies and approaches, and their potential impact on how organizations will operate and function.

In many cases, the mere act of examining an emerging trend and exploring its potential implications is enough to help our readers see things in a different light and begin to imagine a different future.

Some areas are more difficult than others to tackle - and some meet with outright resistance. And the topic that seems to meet the most resistance now may also be the most important: self-organization.

The Self-Organization ChallengeAs we examine the many facets of digital transformation, we must also explore the mindset shifts necessary to make this transition.

One of those shifts is the need to move from the slow-moving and bureaucracy-laden hierarchical models of the industrial age to the self-organizing management models that the digital era requires.

Jason Bloomberg, president of Intellyx, in fact, devotes a significant portion of his forthcoming book, Agile Digital Transformation, to this topic and we dedicate a lot of space in the Cortex and our articles for Forbes and our blog to helping business and IT executives understand the importance of this shift.

Nevertheless, the move towards self-organization appears to be an idea that executives just can't seem to get their head around.

During that same workshop, two separate executives pulled me aside and questioned my call to embrace the flattening of the organizational model and the need for self-organizing teams.

"Some people - most people, really - don't want to make decisions or take control," one executive told me. "They just want to be told what to do."

As anyone who has ever held a management position knows, there is a lot of truth to this statement - at least on the surface. It can indeed seem that employees are unwilling to stand up and step forward. For a hard-charging and change-minded executive, it can be very frustrating.

But it is not a lack of desire that causes this apparent lack of ambition. Instead, it is a lack of faith that things will actually change which results in employees' unwillingness to take the initiative and assert control. Why put yourself out there, the thinking goes, if this is just another in a long line of management trends du jour.

This unwillingness of teams to take the initiative, however, will be the death knell of any self-organizing effort. To overcome this challenge, therefore, executives need to step back and recognize that to achieve this vision of self-organization - which will be critical to their transformational efforts - they must create a new reality.

Innovation's and Self-Organization's Common DilemmaThere are two forces at play, however, that hold organizations back from transforming their culture and creating a new reality that will be conducive to self-organization - and which wildly popular business books have already well documented.

In 1997, Harvard Business School professor, Clayton Christensen, released one of the most influential business book ever written, The Innovator's Dilemma. Yet twenty years later, many organizations are still unable to overcome the dilemma.

In his book, Christensen explains that large enterprises fail to innovate not because they do not recognize the innovation or because they are unable to re-organize around it. Instead, he reveals, executives have built their incumbent enterprises to maximize value and meet ever-increasing growth demands - and innovations, in that context, fail to meet return-on-investment (ROI) expectations and so are left to languish.

In effect, the very systems that enable large enterprise organizations to flourish and grow also ensure that they will undervalue and disregard the innovations that will ultimately disrupt them.

Self-organizing initiatives run into precisely this headwind. While executives may recognize their inherent value and promise to help meet the rising demands of the digital era, these self-organizing management models introduce high levels of risk and do not guarantee the kind of ROI that corporate management models expect. As a result, executives may dabble and experiment, but they otherwise resist the full-throated embrace of self-organization that digital transformation demands.

But even if an executive musters the courage to pursue self-organization, they run into the second force of resistance: apathetic teams.

Misaligned Motivators Undermine Self-OrganizationThe corporate structure of the industrial age was purpose-built to turn employees into replaceable cogs in the corporate machine. Reliability, repeatability, and consistency have been the most valuable employee traits for generations.

While organizations have always paid lip service to the value of ingenuity, ambition, and risk-taking (at least over the last thirty or forty years), the reality is that these traits only served you as long as everything worked out in the end. As soon as things turned sour, that ingenious, ambitious and risk-taking employee was often looking for employment elsewhere.

Conventional wisdom was that employees responded best to positive/negative reinforcement models - the proverbial carrot and stick. And, as we all know, we are much more likely to want to avoid the stick rather than to pursue the carrot. As a result, the industrial age created generations of risk-adverse employees who were trained to keep their heads down and to go-along to get-along.

Daniel Pink exposed the fallacy of this approach for the modern era in his 2009 book, Drive. In it, he explained that while extrinsic motivators (carrots and sticks) may be useful for routine, repeatable tasks, they were woefully ineffective for jobs that required cognitive skills, decision-making, creativity, or higher-order thinking.

For these tasks, employees require intrinsic motivators that he defined as autonomy, mastery, and purpose. It is, therefore, not surprising that so many executives find a seemingly unmotivated, unambitious staff. Unless and until organizations remove the extrinsic motivators (particularly the sticks) and replace them with intrinsic motivators, self-organization will remain a pipe dream.

The Intellyx TakeDigital transformation is a big, hairy quagmire of a business challenge. It represents an effort that will likely define the success - or failure - of an executive's career.

As a result, many would-be transformative leaders blink and, rather than pursue true transformation, instead settle for incremental change dressed up in the language of digital transformation.

These executives point to the intractability of their corporate culture, the rigidity of their organizational processes and procedures and the unwillingness of their employees as the reasons they cannot execute real, transformational change by adopting self-organizing models.

While the challenges are real, they are also well understood. It is not a lack of knowledge or capability that stops organizations from adopting these new models. It is merely the lack of courage to create the new reality that embraces innovation, creates space for new approaches and provides their employees the freedom to experiment.

Fully embracing self-organization is a considerable risk, to be sure. But the risk of not acting is even greater and growing every day.

Copyright © Intellyx LLC. Intellyx publishes the Agile Digital Transformation Roadmap poster, advises companies on their digital transformation initiatives, and helps vendors communicate their agility stories. As of the time of writing, none of the organizations mentioned in this article are Intellyx customers.

DXWorldEXPO LLC, the producer of the world's most influential technology conferences and trade shows has announced the conference tracks for CloudEXPO | DXWorldEXPO 2018 New York.

DXWordEXPO New York 2018, colocated with CloudEXPO New York 2018 will be held November 11-13, 2018, in New York City.

Digital Transformation (DX) is a major focus with the introduction of DXWorldEXPO within the program. Successful transformation requires a laser focus on being data-driven and on using all the tools available that enable transformation if they plan to survive over the long term.

A total of 88% of Fortune 500 companies from a generation ago are now out of business. Only 12% still survive. Similar percentages are found throughout enterprises of all sizes.

Register for Full Conference "Gold Pass" ▸ Here (Expo Hall ▸ Here)

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Sponsorship and Speaking Inquiries: [email protected].

2018 Conference Agenda, Keynotes and 10 Conference Tracks

DXWordEXPO New York 2018 and Cloud Expo New York 2018 agenda present 222 rockstar faculty members, 200 sessions and 22 keynotes and general sessions in 10 distinct conference tracks.

  • Cloud-Native | Serverless
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  • The API Enterprise | Mobility | Security
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    DXWorldEXPO | CloudEXPO 2018 New York cover all of these tools, with the most comprehensive program and with 222 rockstar speakers throughout our industry presenting 22 Keynotes and General Sessions, 200 Breakout Sessions along 10 Tracks, as well as our signature Power Panels. Our Expo Floor brings together the world's leading companies throughout the world of Cloud Computing, DevOps, FinTech, Digital Transformation, and all they entail.

    As your enterprise creates a vision and strategy that enables you to create your own unique, long-term success, learning about all the technologies involved is essential. Companies today not only form multi-cloud and hybrid cloud architectures, but create them with built-in cognitive capabilities.

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    Financial enterprises in New York City, London, Singapore, and other world financial capitals are embracing a new generation of smart, automated FinTech that eliminates many cumbersome, slow, and expensive intermediate processes from their businesses.

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    Cloud computing is now being embraced by a majority of enterprises of all sizes. Yesterday's debate about public vs. private has transformed into the reality of hybrid cloud: a recent survey shows that 74% of enterprises have a hybrid cloud strategy. Meanwhile, 94% of enterprises are using some form of XaaS - software, platform, and infrastructure as a service.

    With major technology companies and startups seriously embracing Cloud strategies, now is the perfect time to attend and learn what is going on, contribute to the discussions, and ensure that your enterprise is on the right path to Digital Transformation.

    Every Global 2000 enterprise in the world is now integrating cloud computing in some form into its IT development and operations. Midsize and small businesses are also migrating to the cloud in increasing numbers.

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    Companies are each developing their unique mix of cloud technologies and services, forming multi-cloud and hybrid cloud architectures and deployments across all major industries. Cloud-driven thinking has become the norm in financial services, manufacturing, telco, healthcare, transportation, energy, media, entertainment, retail and other consumer industries, and the public sector.

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    DXWorldEXPO LLC is a Lighthouse Point, Florida-based trade show company and the creator of DXWorldEXPO - Digital Transformation Conference & Expo. The company produces and presents CloudEXPO, DevOpsSummit, FinTechEXPO - Blockchain Event, the world's most influential conferences and trade shows.


    Design Strategies for Web Services Versioning | killexams.com real questions and Pass4sure dumps

    Application versioning has always been a challenge for the developer community. With the introduction of Web services, this issue becomes even more difficult as developers are dealing with a more distributed set of components that aren't necessarily under their control.

    A robust versioning strategy is needed to support multiple versions of Web services in development. This can allow for upgrades and improvements to be made to a Web service, while continuously supporting previously released versions. The right versioning strategy can maximize code reuse and provide a more manageable approach to the naming, deployment, and maintenance of your Web services.

    The issue of versioning is a complicated one, and this article does not attempt to answer every question surrounding the versioning of XML and Web services. However, there are some key approaches and design practices that have been helpful in our development that we will share with you here. The approach we will take is to start at the component level (XML Schemas) and work up to higher service-level abstractions, including facades and service-oriented (SOA)–based architectures. Along the way, we hope to impart some important best practices that can be applied to incorporate versioning techniques at various levels of the design.

    Let's begin by looking at the importance of XML Schemas...

    The Importance of XML Schemas in VersioningVersioning for Web services should first consider how the XML Schemas being used are versioned. A number of approaches can be taken to version XML Schemas, including using a schema version attribute, changing the physical location of the schema, and leveraging XML Namespaces.

    XML Namespaces provide a scoping mechanism for XML, where elements defined in that namespace can be uniquely identified. Namespaces are typically used to reduce name collisions between schemas, but they can also be used as a version control mechanism. Here's a simple example showing how Namespaces can be used for versioning:

    <xsd:schema targetNamespace=http://www.acme.com/types/pcconfig/v1

    A Web service referencing a versioned schema would be required to have knowledge of the version because it is built intothe targetNamespace. The benefit of this approach is that once the targetNamespace is updated, any clients that reference it are required to do something. This automatically enforces a level of version control, requiring some action on the client's part.

    The downside of this approach is that any incremental change would require the client to also change. Clearly, a noncompatible change such as removing a WSDL operation being used by the client requires client modification. But, a change such as adding an optional attribute to the schema would still be compatible with the existing code. One key question that must be addressed in your design is: What changes should constitute a new Web services version? If you take the approach that any change results in a new Namespace, this will place a great burden on the developers using the schemas.

    One proposed hybrid solution is to use a combination of Namespace and version ids. The targetNamespace would only be updated for non-compatible changes. For any incremental, compatible change, the version ID attribute could be used to identify the new revision. The following approach can significantly reduce the amount of maintenance required by the developer when new versions of a Web service are released.

    <xs:schema xmlns=http://www.acme.com/types/pcconfig/v1 targetNamespace=http://www.acme.com/types/pcconfig/v1 version="1.2">

    Version compatibility can be a very difficult thing to determine. Without any robust development tools available for this, it is the responsibility of the development team to determine whether a new release maintains compatibility. In this section, we've presented a number of approaches to versioning XML Schemas. If you're considering versioning at this level of your architecture, we would recommend use of XML Namespaces in a limited capacity to indicate major version upgrades to the XML But, it is a good practice to fully test your services to verify version compatibility.

    Naming Conventions for VersioningHaving a name for each release of a Web service is essential for simplifying the management of the releases. The naming strategy should facilitate recognition of multiple versions of a Web service, including both existing and new interfaces. Different strategies can be implemented here, including using a sequential naming strategy or date stamps.

    When you are sequentially naming your version you can use a convention of "vMajor#.Minor#/SERVICE_NAME, where Major# is the major version release and Minor# is the minor number release. A major release would most likely require a change in the client code to use the new version, while a minor release would attempt to maintain backward compatability with the client. A minor version could constitute a modification to a Web service that would impact the internal system only.

    The standard method name for a Web service has "_v#_#" appended to the end of its name. Thus, for the getProductCatalog service we might define the operation as "getProductCatalog_v1_1". Or, if you are applying this to XML namespaces, it might look like:

    <xsd:schema targetNamespace=http://www.acme.com/types/pcconfig/v1/1

    Another way of naming versions is to use date stamps as part of the namespace. The date helps to determine the sequencing of the version. This naming convention does not show a major or minor release. Here's how this might look in our definition of the schema:

    <xsd:schema targetNamespace=http://www.acme.com/2004/03/01/pcconfig

    The important thing to remember is that there isn't one best solution in how you name the versions. Your approach will depend on the deployment strategy you use and the specific requirements your clients might have to distinguish versions and maintain compatibility.

    It should also be apparent that these techniques can become very unmanageable if you have to apply them to every component in your design.

    To address this, let's turn to a few important design practices for building more coarse-grained services with design patterns and service-oriented architectures.

    Using Web Services FacadesAs organizations build, deploy, and orchestrate Web services, it becomes apparent that a higher level of versioning and management is required. You must begin thinking about services from a business level, rather than from the technical interfaces being exposed. However, many organizations investigating Web services are still looking at them as extensions to object-oriented paradigms. They make the mistake of taking their existing objects and exposing them directly with a Web services interface. This will most likely deliver Web services that are fine grained and difficult to use. It can also make it difficult to incorporate a consistent approach to Web services versioning.

    Instead, think from the perspective of the WSDL first, and map to a back-end implementation later. This approach provides a more loosely coupled architecture, minimizing dependencies on specific implementations. You should also look to design patterns, such as the Web Services Facade, to assist in the creation of coarse-grained components. This pattern takes the complexity out of the interfaces being exposed. Rather than having multiple interface points to a collection of services, composite Web services can be designed with simpler, well-understood business interfaces.

    As Figure 1 illustrates, the facade can be used to simplify the steps required to place a Change Order request. While this picture shows the facade being used from the perspective of the provider, a consumer of could also design facades to simplify access to services.

    The use of this pattern can offer a number of benefits, including minimizing the level of coupling between consumer and service, creating a control point for manageability, and improving overall performance by reducing the number of network calls. The facade pattern can also provide a framework for managing the inherent complexity of supporting multiple Web services versions simultaneously.

    One implementation of this pattern, shown in Figure 2, creates levels of abstraction by separating the code into three distinct tiers of classes: request handler classes, facade business flow classes, and business object classes.

    The managing class, the session facade class, is responsible for chaining the smaller business object classes together. Each business object class contains a subunit of processing logic, and chaining of all these business object classes provides the core business logic. Each session facade class by itself contains no processing logic, but by concatenating business objects together it implements the desired business logic.

    This architecture decouples processes from each other, allowing reuse of components. It also helps in managing the complexity of Web services as business requirements change in different versions of the service. Processes leveraged to execute business requirements are abstracted into individual pieces of software code that one managing class chains together to execute in sequence. By chaining these pieces of code together, required business processes are implemented to adhere to a specific business process flow. Thus, by building multiple managing classes, different business flows can be implemented and maintained simultaneously.

    Importance of Service-Oriented ArchitecturesThe design of coarse-grained services is an important aspect of a versioning strategy, simplifying the client interfaces and maximizing reuse. Designing facades at the implementation level can help, but it still requires a significant change to the underlying infrastructure at various levels that someone has to deal with. What's truly needed is an SOA-based platform that can assist in the management of the entire life cycle of Web services.

    An SOA-based approach offers software components as a collection of distributed business services. A business service plays the role of a single entity that represents a business application, and may include multiple IT resources, platforms, and components. The model, simplified in Figure 3, separates the roles of consumer, provider, and registry. A provider registers available services in a registry that the consumer can later discover and invoke. Consumers aren't directly aware of a specific service endpoint or the implementation details. The SOA provides a greater degree of separation between the provider and consumer, and as changes are made to a service, the SOA can help minimize the impact on the consumer.

    An SOA typically requires some type of framework or platform that can act as an intermediary between providers and consumers. Without this intermediary in place, consumers would have to build a more tightly coupled integration with a service endpoint. This intermediary could be implemented as a proxy, a gateway, or a broker, handling issues such as security, routing, SLA management, and life-cycle management.

    The life-cycle management features offered by the platform are key to our discussion of versioning. Some Web services and SOA management platforms on the market today offer support for life-cycle management. This might include:

  • The ability to handle multiple versions of a service at the same time
  • Deprecating or retiring services in a graceful manner
  • Routing requests to the appropriate service endpoint based on a request
  • Transforming requests and responses to maintain backward compatibility (e.g., using XSLT)
  • Automated deployment of new versions without requiring system shutdown
  • Managing dependencies that exist between different Web services
  • Life-cycle management is also much more than just managing the deployment of Web services. From the perspective of a business service, life-cycle management might include many platforms, application servers, and database instances. To truly manage this level of a service, you must consider how all dependent application components and infrastructure elements are deployed and managed.

    Let's look at an example showing a common versioning problem. In Figure 4, a provider has offered an initial version of a Web service, V1.0. The platform would automatically route requests for this service to an appropriate service endpoint. Routing could be determined based on information placed in a UDDI registry, or the underlying management model could manage this (e.g., through WSDM interfaces).

    At some point, a second version of the service is deployed that maintains backward compatibility. Within the SOA, the new service is identified as supporting both the original business service and the new business service. Requests made for the original business service could be brokered to either service endpoint. Consumers wishing to access the new functionality would have to make the appropriate programmatic changes.

    This approach to versioning allows an IT organization to better adapt to changes required by the business. Multiple versions of a service can be maintained simultaneously without impact to the consumer. Old versions can be retired gracefully, and consumers can upgrade on their own time, rather than being forced to when new versions are released.

    Deployment ConsiderationsEven with a solid design and robust architecture for versioning, there is still a human factor that must be considered in this process. Understanding the versioning life cycle will help you to implement new versions and deprecate the older versions effectively. The first step in this process is to put a solid plan together describing the life cycle of Web services being supported. This plan might include the following steps:1.  Determine how often versions are to be released. When considering frequency, you should consider how many versions of the Web service you want to support in parallel.2.  Understand the timeframe within which you expect consumers to move to a new version of a service. The Web services management platform may be able to provide guidance on service usage to determine the appropriate time to phase out older versions.3.  Consider releasing a pilot or an early release of a new version. Give consumers an opportunity to test compatibility and determine potential code impacts.4.  Approach Web services versioning the same way software packages might be released. Changes to your service, either as a result of bug fixes, partner requests, or specification upgrades, should follow a specific release cycle.5.  Clearly communicate your Web services versioning strategy to users of your Web service.

    Once the versioning strategy is laid out for each release you should then consider the following steps:1.  After making the appropriate changes to your services, do unit and functional testing of the service.2.  Deploy the new service through appropriate schema, WSDL, and service changes. This step might include registration to a UDDI registry or the Web services platform.3.  Notify the consumers of your new service and pilot the new versions with one of your consumers.4.  Run the new and old versions in parallel for the timeframe you have allocated in your versioning plan.5.  Notify the consumers of your service of the date you expect to deprecate old versions.6.  Remove old versions from WSDL descriptions and UDDI registries to prevent new consumers from discovering and using the older versions.7.  Remove functionality of the old service, and add in appropriate functionality so existing consumers are properly notified (e.g., through a SOAP fault) that the old version is no longer supported.

    One approach to deployment is shown in Figure 5. The calendar is shown in quarters of a company's financial calendar. The new version can be introduced at the beginning of a quarter (e.g., Q1 of 2003). It is valid for four quarters and then is sunset at the beginning of Q1 of 2004. In this case, the consumer of the service could be given six months to convert to the new version. You can also have minor versions released in between the major versions. These minor releases can then be folded into the Web service version 2.0 when it is released.

    ConclusionThis article has presented a number of considerations when versioning Web services. Whether it's developing a versioning approach for schemas or building a full-scale versioning system using an SOA approach, there are a couple of key points that we would like to leave you with.

    First, we hope it's obvious that versioning can become a nightmare as you deploy more and more versions of your service, especially if the service is being offered to different consumers. The goal of your design should be to build reusable components that can be leveraged and reused across the versions being managed. In the long run, this will reduce maintenance and deployment costs.

    Second, don't underestimate the impact these changes might have on the consumer. While the design you introduce might reduce your development costs, you must also consider how these changes impact the end consumer. Service compatibility is key to this, and if new services maintain backward compatibility, consumers wishing to use the existing functionality shouldn't be required to change. The architecture should provide an easy migration and upgrade path for them.

    Third, you want to strive to isolate the technical implementation and provide a clear separation between the consumer and provider. This might be implemented using design patterns such as the Facade, or it could require an SOA-based approach. Either way, the notion of coarse-grained business services offers a more loosely coupled architecture where consumers and providers can change without impacting the other party.

    The last piece of advice we could offer is to not attempt to build the entire versioning infrastructure yourself. If you look at the requirements for manageability, they include a wide range of features such as routing, transformation, versioning, and security. Leveraging a vendor offering, especially one that provides a service-oriented approach IT management, can go a long way toward offering an architecture that can truly adapt to the changing needs of the business.

    References


    AJAXWorld Keynote Speaker on the Risks and Rewards of RIAs | killexams.com real questions and Pass4sure dumps

    Anthony Franco's BlogOn March 20 at AJAXWorld 2008 East, Anthony Franco, UX & UI Expert, President of Effective User Interface will be keynoting on RIA Adoption in 2008 – Risks, Rewards, Challenges and Opportunities.

    Last year, the overall demand for RIAs outpaced the qualified supply chain. This trend will continue in 2008. While last year brought unprecedented growth in RIA adoption— especially by Fortune 500 companies—RIA adoption in 2008 brings a new onslaught of risks, rewards, challenges, and opportunities for companies of all sizes.

    This year, companies facing both job growth and decline will need to continue to leverage innovative, usable RIAs to hone their competitive edge to outpace their competition and improve core business practices with fast, reliable, productivity-enhancing internal and external tools. However, building and deploying effective RIAs is not something companies can jump into with blind assumptions.

    Without the right leadership at the helm and the right team in the trenches, the world of RIAs is fraught with risk that can cost dearly. The flip side of the coin is that good RIAs can provide your customers with user experiences that leave your competition in the dust. If you keep the following risks and rewards front of mind, you can turn the 2008 RIA challenge into successful opportunities.

    Risk #1: Developer inexperienceReward: RIAs that work result in user adoptionSince many underlying RIA technologies are still emerging, finding developers with the appropriate level of experience can be tough. Thinking that you can find good Java or .Net developers immediately turn them into expert Flex or Silverlight developers is not good thinking. Inherent to these powerful new frameworks are challenges that require mastery of the technologies. Rich client applications differ greatly from server, HTML, or desktop applications and require very certain development expertise. Beware the typical developer optimistic mindset that believes problem-solving skills are platform independent.

    Risk #2 : Designer inexperienceReward: Well-designed RIAs make people want to use themThe gap between sexy and usable is huge and dangerous. A great print or web designer is not necessarily a great application designer, especially not right out of the gate. It takes a considerable shift of discipline and time on the front for designers to transition from page based metaphors to RIA necessities such as features, tasks, hierarchical navigation schemes, and transitional animations. Oddly, understanding how to leverage new technologies like AIR and Silverlight means that designers may have to unlearn some of what they have relied on in the past as successful solutions.

    Forrester Research stat: 70 to 80 percent of all IT projects fail. The number one reason why they fail is a lack of user acceptance, not technical issues (caveat: user acceptance may be poor simply because an application just doesn’t work). An effective RIA designer who respects user input and usability measurement studies will dramatically mitigate the failure rate of an IT project. Look for RIA designers with experience and/or education in human factors.

    Risk #3: Poor hiresReward: Powerful designer/developer collaborationManagers may see the words "Flex experience" on a resume and assume that, in-and-of-itself, Flex experience makes the candidate qualified. Differentiating between experience and quality is very hard for an IT manager to assess since they may have not yet seen what a good RIA developer really looks like. The same premise holds true for design talent. Hiring the wrong developer or designer obviously will likely point to costly disaster on any project.

    Consider outsourcing to proven experts. Or build teams consisting of blended internal and external talent and give them prudent product management guidance. 

    Risk #4: Lack of process and cultureReward: Integrated workflow and new behaviorsLet’s say that you lucked out and put together a great team. Now you have to get them to collaborate. Establishing the right culture to enable the team to work together is critical to the success of creating engaging applications. It takes a delicate combination of humility, passion, confidence, knowledge, process, and realism to execute against business and user requirements.

    Also, carefully consider reporting structures. Should the designer sit in Marketing? IT? Companies trying to build effective teams may be challenged by traditional organizational and hierarchical silos and boundaries to get the right people in the right room with the right priorities and agendas.

    Risk #5: Messaging from platform providersReward: Great news across the boardBoth Adobe and Microsoft have emerging RIA platforms (AIR/Flex/Flash and Silverlight respectively). While the hype for Silverlight is hitting stride, currently the Adobe Flash/Flex/AIR platform is the way to go for most robust online applications. Microsoft’s roadmap is very exciting, and I believe that we will see some great moves forward on their platform in the next 12 months. However, the Silverlight runtime just does not offer enough functionality or the ubiquitous reach that the Flash Player does.

    The opportunity, no matter the platform, is abundant. Microsoft entering the RIA game is great news for everyone, even Adobe. They have helped to validate that RIAs are the future of how companies will engage, inform, retain, and entertain, their customers.

    Risk #6: RIA providers on overloadReward: Consistent home runsMany providers in the RIA space are growing more rapidly than they can realistically support— flirting with implosion and growth rates of 1,000 percent and higher. Without dedicated, qualified team members in place, RIA providers have no business taking on work just to take on work. If you come across an RIA provider who has people available immediately, beware. At EffectiveUI, we would rather turn away work than fatigue or dilute our human resources.

    Risk #7: Inadequate budgetsReward: Proving the value of an RIAThe return on investing into a great RIA—even a simple one— can be astounding. Applying the same budget approach as you would, for example, a micro site or an HTML calculator is not the model to follow. Find guidance and build your case. Deploying an application that is truly going to engage users and deliver a measurable ROI requires appropriate budgeting of dollars and time.

    Risk #8: Inappropriate intentionReward: Focused discipline for the jobHiring your advertising agency to build a critical business application is like asking your interior designer to engineer a new building. While both disciplines are important and somewhat related, they absolutely require pinpointed expertise and focus. Make sure that the person or company you engage to build your RIA understands and respects the difference.



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