Bridging legacy and modern applications
From merely playing a support role in the past, technology
has now become a key driver for business. To be profitable and yet be a step
ahead of the competition, businesses need to invest in cutting edge technology.
So an enterprise keeps investing in new infrastructure over a period of time.
While older systems may be replaced, many enterprises are forced to hold on
to systems because of legacy applications. Such applications can be crucial
for the day-to-day operations of the business.
When newer systems and technologies are introduced, it gets challenging to interface
or integrate these with legacy systems. For instance, how does a customer access
corporate data via the Web, especially if it's stored on an aging mainframe
system in one corner of the back office? That's where enterprise integration
enters the picture.
The book is written for managers, enterprise architects, and system designers.
It attempts to bridge business and technical perspectives on enterprise integration,
to provide an enterprise with integration architecture. It begins by assessing
the technology landscape, defining enterprise integration objectives, and providing
a general enterprise integration architecture.
In the wake of all the different products and solutions available, it becomes
imperative to have standards for enterprise integration. An important aspect
of this book is to show how a number of standards work together to provide detailed
specifications for the enterprise integration architecture.
The CTO/ CIO as a guru
The transition of a CTO/CIO from a technologist to a managerial
role has been very rapid. As a result of this, he/she has to come to terms with
more of people issues than just technology decisions.
There's a need for a technocrat to be more of a coach to the team, than just
somebody who 'gets things done through others'. The coaching role is crucial
to the metamorphosis of a technologist to a successful manager. Coaching for
improved work performance dwells on how to make this possible for different
Motivating your team is necessary. However, while doing this it is necessary
to differentiate between what can be used and what cannot. While many management
approaches preach treating people as individual human beings, Fournies (the
author) adopts a slightly different approach. He believes in certain behavior
sets appropriate for the specific job role. It is necessary to mould the employee
to fit the behavior requirements for him/her to be productive.
Coaching analysis and the importance of face-to-face discussions have been dealt
with in detail. This is followed by coaching case studies to bridge the gap
between theory and actual practice. The book also deals with sorting out the
usual issues like communication problems and employee's unsatisfactory performance.