Overview of SeeBeyond for the BizTalk professional
The SeeBeyond e*Gate integrator is the core of the platform. The e*Gate Integrator enables the flow of information by providing connectivity to applications and datastores across a network. You can loosely think of them as a BizTalk 2006 Application than encompasses all the different artifacts. e*Gate is based on a distributed architecture with an open design that deploys load balancing options. e*Gate processes events according to user-defined business logic and integrates business processes between applications, ensuring end-to-end data flow into back-office systems.
The record structures of messages (called Events in SeeBeyond) that are transferred to and fro are called an "Object Type Definition" (OTD). OTDs are created from source types and can represent any record type, e.g. XML, BAPI, Flat File, Relational row, WSDL, etc. You can think of them as the canonical type definition used by the platform - or schemas in the BizTalk World. The OTD is a Java class. It does all the marshalling/unmarshalling to these various formats.
e*Way are key components of an e*Gate and provide application connectivity and data processing such as business collaborations, transformation logic, and publish/subscribe. They comprise of an executable and a configuration file. You can think of e*Ways as a combination of adapters and ports and their binding information. e*Way connections are analogous to BizTalk ports.
e*Ways have “External Slice” components which is analogous to the communications adapter and the “Work Slice” which can be thought of as an application adapter and some business logic.
Both BizTalk and SeeBeyond support wide accepted standards like XML, XSD, WDSL, SOAP, BPEL4WS and are geared towards messaging and loosely coupled integration. While the integration goals are the same, SeeBeyond has taken a different architectural approach than BizTalk. For example, SeeBeyond does not have a central MessageBox where all messages are delivered and which acts as the subscription engine (although it does have smaller and more numerous Intelligent Queues). SeeBeyond does not insist on XML conversion of Flat File messages (through a pre-processing disassembler).
SeeBeyond eBusiness Integration Suite
The SeeBeyond eBusiness Integration Suite includes the following components and sub-components:
· e*Gate Integrator:
· e*Way Intelligent Adapters
· IQ Intelligent Queues
· Business Object Brokers (BOBs)
· e*Insight Business Process Manager
· e*Xchange Partner Manager
· eSecurity Manager
· e*Index Global Identifier
A one to one comparison of artifacts will probably of much greater help:
| Architectural Parallels between BizTalk and SeeBeyond | |
| BizTalk | SeeBeyond |
| Messaging / routing | Collaboration (data routing) |
| Schema | Structure |
| BizTalk NT Service | E*Gate Registry Service |
| Host Instances | Participating hosts in a Control Broker |
| BizTalk Host | Registry Host |
| BizTalk Administration Console | E*Gate Enterprise Manager GUI |
| Group Hub / Health and Activity Tracking | E*Gate Monitor GUI |
| MessageBox | IQ (Intelligent Queue) datastore – different from MessageBox and is a very loose parallel |
| Immutablity of messages | Events are mutable even inside a IQ |
| Adapter | E*Way |
| Send and Receive Ports | E*Way Connections |
| BOB (Internal e*Gate component used for load balancing) | |
| BizTalk Application | E*Gate |
| Binding file (very loose analogy) | Schema (The parameters and relationships between e*Gate components) |
| Orchestrations | E*Insight BPM (Business Process Manager) |
| Pipelines | (no equivalent) No distict pre-processor artifact, although pre-processing can be impleted in code |
| Visual Studio IDE | SeeBeyond uses its own IDE unlike BizTalk which uses the common .NET IDE Visual Studio. Although SeeBeyond can be coded in J2EE, it does not provide Developer Tools that can be installed as plug-ins for standard IDEs like the Eclipse, Jbuilder, Java Studio Creator, etc. |
| Pub/sub managed by MessageAgent from the MessageBox | Events are published by Collaboration. The Subscription is by the EventType and the Publisher. |
| Business Rules / Policies | Property file – can be changed at runtime. Rules xan also be in the database |
| (no equivalent) – although Group Hub can add more MessageBoxes | IQ Manager controls IQs |
| Content Based Routing | Eventy Types / Collaboration Rules |
| Trading Partner Management | e*Xchange Partner Manager |
| Implemented in .NET Security infrastructure, PKI certificates | eSecurity Manager |
| Business Activity Services | e*Index Global Identifier (e*Index) |
| No direct analogy – implemented in BizTalk Group / Clustering | Business Object Broker (BOB) |
| BTS Management Database | e*Gate Registry |
| Port | E*Way Connnection |
SCRUM Methodology
The system development process is complicated and complex. Therefore maximum flexibility and appropriate control is required. Evolution favors those that operate with maximum exposure to environmental change and have optimised for flexible adaptation to change. Evolution deselects those who have insulated themselves from environmental change and have minimized chaos and complexity in their environment.
An approach is needed that enables development teams to operate adaptively within a complex environment using imprecise processes. Complex system development occurs under rapidly changing circumstances. Producing orderly systems under chaotic circumstances requires maximum flexibility. The closer the development team operates to the edge of chaos, while still maintaining order, the more competitive and useful the resulting system will be. Langton has modeled this effect in computer simulations13 and his work has provided this as a fundamental theorem in complexity theory.
Methodology may well be the most important factor in determining the probability of success. Methodologies that encourage and support flexibility have a high degree of tolerance for changes in other variables. With these methodologies, the development process is regarded as unpredictable at the onset, and control mechanisms are put in place to manage the unpredictability.
If we graph the relationship between environmental complexity and probability of success with a flexible methodology that incorporates controls and risk management, the tolerance for change is more durable.
Current Development Situation of SCRUM
Systems are developed in a highly complicated environment. The complexity is both within the development environment and the target environment. For example, when the air traffic control system development was initiated, three-tier client server systems and airline deregulation did not have to be considered. Yet, these environmental and technical changes occurred during the project and had to be taken into account within the system being built.
Environmental variables include:
· Availability of skilled professionals - the newer the technology, tools, methods, and domain, the smaller the pool of skilled professionals.
· Stability of implementation technology - the newer the technology, the lower the stability and the greater the need to balance the technology with other technologies and manual procedures.
· Stability and power of tools - the newer and more powerful the development tool, the smaller the pool of skilled professionals and the more unstable the tool functionality.
· Effectiveness of methods - what modeling, testing, version control, and design methods are going to be used, and how effective, efficient, and proven are they.
4
· Domain expertise - are skilled professionals available in the various domains, including business and technology.
· New features - what entirely new features are going to be added, and to what degree will these fit with current functionality.
· Methodology - does the overall approach to developing systems and using the selected methods promote flexibility, or is this a rigid, detailed approach that restricts flexibility.
· Competition - what will the competition do during the project? What new functionality will be announced or released.
· Time/Funding - how much time is available initially and as the project progresses?
How much development funding is available.
· Other variables - any other factors that must be responded to during the project to ensure the success of the resulting, delivered system, such as reorganizations.
The overall complexity is a function of these variables : complexity = f(development environment variables + target environment variables) where these variables may and do change during the course of the project.
As the complexity of the project increases, the greater the need for controls, particularly the ongoing assessment and response to risk.
Attempts to model this development process have encountered the following problems:
· Many of the development processes are uncontrolled. The inputs and outputs are either unknown or loosely defined, the transformation process lacks necessary precision, and quality control is not defined. Testing processes are an example.
· An unknown number of development processes that bridge known but uncontrolled processes are unidentified. Detailed processes to ensure that a logical model contains adequate content to lead to a successful physical model is one such process.
· Environmental input (requirements) can only be taken into consideration at the beginning of the process. Complex change management procedures are required thereafter.
Attempts to impose a micro, or detailed, methodology model on the development process have not worked because the development process is still not completely defined. Acting
5 as though the development process is defined and predictable results in being unprepared for the unpredictable results.
Overview of SCRUM
Our new approach to systems development is based on both defined and black box process management. We call the approach the SCRUM methodology (see Takeuchi and Nonaka, 1986), after the SCRUM in rugby -- a tight formation of forwards who bind together in specific positions when a scrumdown is called.
As will be discussed later, SCRUM is an enhancement of the iterative and incremental approach to delivering object-oriented software initially documented by Pittman9 and later expanded upon by Booch. It may use the same roles for project staff as outlined by Graham, for example, but it organizes and manages the team process in a new way.
SCRUM is a management, enhancement and maintenance methodology for an existing system or production prototype. It assumes existing design and code which is virtually always the case in object-oriented development due to the presence of class libraries.
SCRUM will address totally new or re-engineered legacy systems development efforts at a later date.
Software product releases are planned based on the following variables :
· Customer requirements - how the current system needs enhancing.
· Time pressure - what time frame is required to gain a competitive advantage.
· Competition - what is the competition up to, and what is required to best them.
· Quality - What is the required quality, given the above variables.
· Vision - what changes are required at this stage to fulfill the system vision.
· Resource - what staff and funding are available.
These variables form the initial plan for a software enhancement project. However, these variables also change during the project. A successful development methodology must take these variables and their evolutionary nature into account.
Scrum and CMMI Level 5: The Magic Potion for Code Warriors
Projects combining agile methods with CMMI are more successful in producing higher quality software that more effectively meets customer needs at a faster pace. Systematic Software Engineering works at CMMI level 5 and uses Lean Software Development as a driver for optimizing software processes. Early pilot projects at Systematic showed productivity on Scrum teams almost twice that of traditional teams. Other projects demonstrated a story based test driven approach to software development reduced defects found during final test by 40%.
We assert that Scrum and CMMI together bring a more powerful combination of adaptability and predictability than either one alone and suggest how other companies can combine them.
Successful software development is challenged by the supplier’s ability to manage complexity, technology innovation, and requirements change. Agile and CMMI methods both address these challenges but have very different approach and perspective in methods applied.
Management of complexity requires process discipline while management of change requires adaptability. CMMI provides process discipline and
Scrum enhances adaptability. This paper provides an analysis of the effect of introducing Agile practices into a CMMI Level 5 company.
Systematic made a strategic decision to use Lean as the dominant paradigm for future improvements after achieving CMMI level 5. Lean has demonstrated notable results for many years in domains such as auto manufacturing, and due to its popularity, has been adapted to other domains, including product and software development. Systematic identified Lean
Software Development [3] as the Lean dialect most relevant to Systematic.
Applying Lean Software Development, as a driver for future improvements in a company appraised to
CMMI level 5, depends on the adoption of a lean and agile mindset in the implementation of the CMMI processes, and Systematic placed special focus on implementing the Lean change in the spirit of the Agile
Manifesto.
Lean competencies were established, through handing out handout of books, formal and informal training, and walk-the-talk activities. Project Managers were trained in Lean Software Development, and Mary
Poppendieck visited Systematic to present a management seminar on Lean Software Development.
This seminar established an understanding of the
Agile and Lean mindset. The causal dependencies between the principles and tools in Lean Software
Development were analyzed, by Carsten Jakobsen appointed change agent for Lean, and resulted in the model shown in Table 1. The model groups the thinking tools (T) and principles (P) from Lean
Software Development according to causal dependencies, where elements to the right depend on one or more elements to the left. The model facilitated a way to prioritize what thinking tools to focus on. Left most tools were considered good candidates to start with.
The most important input for selection of what
Lean tools to consider first. was an analysis showing improvement opportunities with a potential good costbenefit.
Internal studies at Systematic show that the cost of fixing a defect increases from 1.6 hours when detected in the coding phase, to 12 hours when detected in the testing phase and 23.7 hours when detected in the maintenance phase. Therefore improvements that could eliminate or move any defects to earlier phases have the potential for high leverage.
We also observed that our focus on quality, gradually had led to longer test cycles.
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• Listening effectively
• Providing productive input and feedback
• Describe how listening habits affect business relationships and results.
• Explain empathic listening and its advantages.
• Demonstrate empathic listening in a highly charged or conflicted situation.
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• Valuing differences
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• Developing innovative solutions
• Explain the advantages of synergy; of valuing and celebrating divergent
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• Describe the barriers to integrating diverse viewpoints.
• Describe opportunities for synergy in your own decision-making.
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• Achieving life balance
• Practicing continuous improvement
• Practicing self-renewal
• Explain how to balance work and life priorities.
• Explain the principles of continuous improvement as an everyday practice.
• Create a personal-development plan to renew individual productive capacity.
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