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P8010-088 | IBM Unica Enterprise Marketing Operations Technical Mastery Test v1

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P8010-088 - IBM Unica Enterprise Marketing Operations Technical Mastery Test v1 - braindump

Vendor IBM
Exam Number P8010-088
Exam Name IBM Unica Enterprise Marketing Operations Technical Mastery Test v1
Questions 55 Q & A
Recent Update February 15, 2019
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P8010-088 exam Dumps Source : IBM Unica Enterprise Marketing Operations Technical Mastery Test v1

Test Code : P8010-088
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 engage provides Interactions to business advertising management | killexams.com Real Questions and Pass4sure dumps

My carrying on with tour of actual time interplay managers landed with the good folks at IBM two weeks in the past, where I caught up with what’s now IBM interact. The product was in the beginning launched more than a decade ago by means of Unica as Affinium engage.*

The conception of have interaction has stayed fairly constant through the years, although the underlying technology has been overhauled a couple of instances. The conventional style of the alterations has been closer integration with other accessories of the IBM/Unica advertising suite. for example, the customary interact had its personal stream chart interface, but the system now makes use of the same segmentation interface as IBM campaign. both modules can also share segment definitions, presents, and interplay heritage. There’s also some integration with other IBM marketing items, especially the Product suggestion part inherited from IBM’s CoreMetrics acquisition.

engage’s idea is an identical as different interaction managers: touchpoints send it data about a existing interplay; the system uses guidelines, fashions and facts to opt for one or more presents; and the offers are despatched again to the touchpoint for birth. The variations among these systems are matters of nuance: interact retailers its own permanent client profiles, while every other systems need to re-load information from exterior techniques all over each and every interaction. have interaction assigns mounted rankings to offers inside each and every phase definitions, while other methods use scoring formulation shared throughout segments (besides the fact that children engage can do this too). have interaction can create self-working towards predictive fashions, no longer all competitors have this alternative.

a few different points seem extra or less pleasing. have interaction determines whether consumers are eligible for a suggestion the use of both qualification suggestions or campaign-generated “white lists” and “black lists”; other techniques use guidelines on my own. have interaction can also assign offers at international, phase, or particular person tiers, whereas different methods don’t supply all those decisions.

It’s not going that any of these variations make interact drastically more potent or more straightforward to use than opponents. In apply, the device’s main attraction could be its close integration with crusade and different IBM items. it's now a part of the IBM’s enterprise advertising and marketing management (EMM) community, which contains each Unica and Coremetrics, each bought in 2010. This neighborhood supports IBM’s larger method of selling systems that use big portions of information to run all points of enormous businesses. The company has identified marketing businesses as an immense competencies market within this approach and is spending aggressively to both increase that market and take capabilities of it.

You may suppose that have interaction performs a important role in IBM’s advertising ecosystem: in spite of everything, true-time interactions are the epitome of information-driven advertising. however just a tiny fraction of IBM’s 2,500 EMM purchasers use interact (specific figures are exclusive) and most deployments seem to be concentrated on specific — dare I say tactical? — functions in one or two channels. The enterprise’s EMM focus seems to be more on analytics and outbound marketing: for example, its most fresh EMM acquisitions were Tealeaf know-how (net journey evaluation) and DemandTec (merchandising analysis) . however does document increasing hobby in interact amongst its shoppers, and high hopes for future boom.

*A 12 months’s free AARP membership to all and sundry who remembers the Affinium company and might sing the jingle.**

** okay, simply kidding. There under no circumstances become an Affinium jingle, so far as i know.

IBM Buys advertising software company Unica For $480 Million | killexams.com Real Questions and Pass4sure dumps

most effective days after purchasing DataCap, huge Blue has made a further buy. IBM is buying advertising software giant Unica about $480 million, or about $21 per share. The deal is anticipated to close within the fourth quarter of 2010.

Unica, a publicly held business that traded on the Nasdaq change, develops an business advertising and marketing management utility that helps agencies to manage web marketing efforts, including internet and client analytics, search advertising, e-mail advertising and marketing, and site advertising/personalization.

Unica, which should be folded into IBM’s application solutions neighborhood, has more than 1,500 customers together with most suitable buy, eBay, ING, Monster, Starwood and US cellular. IBM says that Unica’s know-how will assist their customers strengthen more targeted advertising and marketing campaigns. Unica could be folded into , which comprises a range of business-focused choices. interestingly, IBM also talked about that currently acquires application corporations Coremetrics and Sterling Commerce will even be bundled with Unica’s offering to purchasers.

This yr on my own, massive Blue has received large fix, Coremetrics, Sterling Commerce, forged iron methods, initiate and Intelliden.

Unica turned into also on just a little of an acquisition tear this 12 months, buying MakeMeTop and Pivotal Veracity.

IBM snatches up Silverpop as advertising automation race continues | killexams.com Real Questions and Pass4sure dumps

  • put up
  • IBM is purchasing Silverpop, an Atlanta-based mostly advertising automation utility company, within the newest instance of maneuvering through principal IT carriers to trap extra advertising IT spend.

    The concept in the back of this deal — and a number of others in this arena — is that entrepreneurs have funds to spend on IT and that they are looking to stream from what IBM’s(s ibm) VP of enterprise advertising Kevin Bishop calls the “spray and pray mannequin” to more directed, personalised product pitches. Silverpop takes facts from assorted sources and puts it right into a “usual client profile” that it then uses to construct a campaign that can be delivered by way of SMS, electronic mail or other method, said Bishop.


    There is a few overlap between Silverpop and Unica, a previous IBM acquisition, but Silverpop is a great deal extra consumer pleasant, sources talked about.

    Silverpop competes with Eloqua, which Oracle(s orcl) purchased two years in the past, and Responsys, which Oracle bought last yr. but this isn’t a two-horse race. Salesforce.com, which purchased ExactTarget for $2.5 billion last 12 months, is all about the “advertising and marketing cloud” now. And last month SAP(s sap), rumored to be in the market for extra marketing automation savvy, inked a cope with Adobe techniques to resell that enterprise’s advertising cloud.

    forrester survey

    other IBM buys in the vast area of advertising and marketing automation encompass Unica, Core Metrics and DemandTech. and then there are the final independents — Marketo,(s mkto) which went public last year, and Hubspot, which hopes to go public soonish. Silverpop is privately held and IBM didn't reveal terms of the deal.

    Bishop referred to IBM’s purpose is to integrate a bunch of those marketing automation choices into a SaaS suite, some thing the enterprise may have extra to claim about in may additionally.

    R. “Ray” Wang, analyst with Constellation research, does not are expecting the marketing automation purchasing binge to conclusion any time quickly. “As a great deal as we’ve viewed, we’ll see greater deals within the subsequent 18 months,” he talked about. The cause? whereas IT budgets in typical were sliced, line-of-business managers — the americans in cost of human supplies or accounting and especially advertising departments — nonetheless have funds to spend.  Most of them are spending it on effortless-to-devour-and-preserve SaaS choices. No wonder IBM continues touting its one hundred+ SaaS products.

    Fodder for those who say the times of massive advertising campaigns are numbered:  A contemporary Forrester research(S forr) survey discovered that fewer than a quarter of sixty one,000 consumers surveyed (22 %) believe email coming from corporations, and even fewer (13 p.c) agree with anything else advertised on sites. possibly more customized interaction may help however I’m no longer sold on the idea that americans will agree with targeted advertising and marketing plenty more than they do the “spray and pray” classification — however at least if they decide in, marketers will comprehend they’re interested in the class.  There’s some cost in that, I guess.

    This story was up to date at eight:04 a.m. PST with more analyst comment and aspect across the Forrester report.

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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.

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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.

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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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    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.


    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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