策略eaiprinciples

inasense,methodologiesarelikecoaches—theydon’tmagicallyguaranteesuccess,buttheydoprovideprinciplesandpracticesthatcanleadtothebestsolutions.Overthenextfewmonths,thiscolumnwilldigintoEnterpriseApplicationIntegration(EAI)methodologies,examining10principlesbasedonthefiveEAIlaws(seetheJuly2002issueofeAIJournal):从某种意义上说，方法论的角色就像教练一样，它不一定能保证成功，但它所提供的准则和实践指导着最佳实践。下面将论述的10条准则源于五条EAI原理。•Thewholeisgreaterthanthesumoftheparts.整体的作用远大于个体作用的简单聚合•Thereisnoend-state.事物的发展永远没有终点•Therearenouniversalstandards.没有适用一切事物的规律•Informationadaptstomeetlocalneeds.信息需要契合实践需要•Alldetailsarerelevant.所有的现象都存在千丝万缕的关联The10principlesincludelessonslearnedfromboththestudyofotherscientificdisciplinesandpracticalexperiencesgainedfromappliedsystemintegrationactivitiesovermanyyears.They’reneithercompletenoruniversal.Experiencedpractitionersmustdecidewhichoftheprinciplesapplyinagivensituation,howtomodifythem,andwhennewonesareneeded.Thismonthwe’llstartwiththefirsttwoprinciples.这10条准则源于对其它科学规律的研究和应用整合的实践活动。他们即非完整，也非通用。有经验的实施者必须根据实际情况确定适用哪条，应做些什么修改，或使用新的准则。AlignPlanstoStrategy制定短期计划和长期策略Thesuccessfulimplementationofendtoendintegratedsolutionsisbasedonafundamentalalignmentbetweenbusinessandtechnologyalongseveraldimensions.TheCapabilityMaturityModel(CMM)forsoftware(seeFigure1)isanapproachthatcanbeappliedtootherdisciplinesrelevanttoEAI,includingthematurityofthebusinessinmanagingprocesses;theITorganizationinengineeringenterprise-levelintegrationsolutions;andthewholeorganizationintheuseofmodelsormetadatainplanningandmanagingoperations.ThesematuritymodelscanbeusedtoestablishanoveralltargetfortheorganizationandtokeepthevariousbusinessandITorganizationsinalignmentastheymovetowardthetarget.Forexample,itwouldbewasteful(ifnotimpossible)foranorganizationtoinvestinbeingatlevel3ontheEAImaturityscaleandlevel5onthemodelingmaturityscaleifitwasstillatlevel1fromthebusinessprocessmaturityperspective.Timingisanotherkeyalignmentdimension.Giventhemagnitudeandvarietyofchallengesassociatedwithachievinghighermaturitylevels,howshouldonegetstarted?Somechallengescanbetackledimmediately;otherswillrequirefundamentalchangesinorganizationalstructure,technology,andindustrymaturitythatcouldtakemanyyearstoaccomplish.Althoughnosingleapproachcanaddresseachenterprise’suniqueposition,startbyaligningplansalongthreedifferenthorizons:•Short-range(next100days):Thefocusisonadeliverabletaskplan.Developtacticalplansthataddressimmediateneedsanddeliverables.Releaseincrementalfunctionalityfrequentlyandpilotnewinitiatives.•Medium-range(next100weeks):ThefocusisonpreparingajointbusinessandITroadmap.ListallrelatedbusinessandITinitiatives,identifydependencies,andupdatetheroadmapquarterlywithatwo-yearrollingwindow.•Long-range(next100months):Thefocusisondevisingastrategicplan.Establishalong-termtargetmaturitylevel,developintegrationrequirementsandenterprisestandards,andmakepolicydecisions(addressingwhattodevelopin-houseandwhattooutsource,etc.).Theseactivitiesaregroupedbasedonhowquicklywethinktheycanbecompleted.Thedetailedplanisdrivenbytheprioritythateachenterpriseplacesontheoverarchingobjective.Someofthemedium-andlong-rangeactivitiescanstartimmediatelyandproceedinparallel.具体整合的程度由多方面的因素在决定，可以根据企业的具体情况，制定不同的整合规划。短期规划（100天内）：制定战术性计划，立即需要的且是可以实现的。慢慢增加新的功能或启动新的计划。中期规划（100周内）：准备一个业务流程及it路线图。列出所有相关业务和it活动，标识相关内容，异2年为限，季度性的更新路线图。长期规划（100月内）：制定一个战略性的规划。确立长期性的成熟目标，确定整合需求，及企业标准，制定政策。ConsolidateFirst,IntegrateSecond强化为先，整合其次Justbecausewecanintegrateindependentsystemsdoesn’tmeanthatitshouldbeourfirstchoicefordevelopingbusinesssolutions.Integrationaddsoverheadandadditionallayersofcomplexitythatshouldbedoneonlywhennecessary.Thefirstchoice,wheneverfeasible,shouldbetoconsolidatedisparatesystemsthatperformsimilarfunctions.整合增加了企业的费用和额外的复杂性，只有必需才实行。首要的选择应当是加强执行业务功能的离散系统。Manyfragmented,overlappingsystemsinorganizationstodayaretheresultofdifferentpartsofacompanybuildingtheirownsystemsandduplicatingfunctionsthatexistelsewhere.Thisisespeciallytruewhencompaniesmerge.Topreventthis,organizationsmustadoptastrongerpredispositiontoconsolidatesystemcomponentsandincreasereuseacrosstheenterprise.Thisprincipledoesnotnegatetheprincipleofbusinessprocessevolutionorintentionalvariationinprocesses.Havingduplicatesystemsperformingsimilarfunctionscanbegoodifweunderstandthattheobjectiveisnottopermanentlyoperatewithcompetingprocesses,buttousebothsystemsonlyuntilwedeterminewhichoneisbest.Principle3:Useaprocess-drivenapproachtodevelopend-to-endsolutions.采用流程驱动方式来开发端到端解决方案Enterprise-levelintegrationischallengingbecauseitrequiresdealingwithmultipleintegrationproblemsforwhichthere’snosinglesolution.Integrationdimensionscanincludedata,process,platform,network,organization,location,employees,customers,andproducts,amongothers.企业级集成具有挑战性，因为它需要处理许多集成问题，而不存在一个通用解决方案。集成因素包括，数据，过程，平台，网络，组织，地域，员工，客户，产品，等等。Withsomanyvariables,thepotentialsolutionsareinfinite.Thousandsofcompetingsoftwareproductsaddresstheintegrationchallenge.Wheredowestart?Traditionally,adata-centricapproachtointegrationhasbeenprominent,butthisconflictswithEAIprinciple4.Furthermore,someindustryan