策略-eaiprinciples.doc8

in a sense, methodologies are like coaches — they don’t magically guarantee success, but they do provide principles and practices that can lead to the best solutions. Over the next few months, this column will dig into Enterprise Application Integration (EAI) methodologies, examining 10 principles based on the five EAI laws (see the July 2002 issue of eAI Journal):
從某種意義上說，方法論的角色就像教練一樣，它不一定能保證成功，但它所提供的準則和實踐指導著最佳實踐。下麵將論述的10條準則源於五條EAI原理。
? The whole is greater than the sum of the parts.
整體的作用遠大於個體作用的簡單聚合
? There is no end-state.
事物的發展永遠沒有終點
? There are no universal standards.
沒有適用一切事物的規律
? Information adapts to meet local needs.
信息需要契合實踐需要
? All details are relevant.
所有的現象都存在千絲萬縷的關聯
The 10 principles include lessons learned from both the study of other scientific disciplines and practical experiences gained from applied system integration activities over many years. They’re neither complete nor universal. Experienced practitioners must decide which of the principles apply in a given situation, how to modify them, and when new ones are needed. This month we’ll start with the first two principles.
這10條準則源於對其它科學規律的研究和應用整合的實踐活動。他們即非完整，也非通用。有經驗的實施者必須根據實際情況確定適用哪條，應做些什麼修改，或使用新的準則。
Align Plans to Strategy
製定短期計劃和長期策略
The successful implementation of end to end integrated solutions is based on a fundamental alignment between business and technology along several dimensions. The Capability Maturity Model (CMM) for software (see Figure 1) is an approach that can be applied to other disciplines relevant to EAI, including the maturity of the business in managing processes; the IT organization in engineering enterprise-level integration solutions; and the whole organization in the use of models or metadata in planning and managing operations.
These maturity models can be used to establish an overall target for the organization and to keep the various business and IT organizations in alignment as they move toward the target. For example,it would be wasteful (if not impossible) for an organization to invest in being at level 3 on the EAI maturity scale and level 5 on the modeling maturity scale if it was still at level 1 from the business process maturity perspective. Timing is another key alignment dimension. Given the magnitude and variety of challenges associated with achieving higher maturity levels, how should one get started? Some challenges can be tackled immediately; others will require fundamental changes in organizational structure, technology, and industry maturity that could take many years to accomplish. Although no single approach can address each enterprise’s unique position, start by aligning plans along three different horizons:
? Short-range (next 100 days): The focus is on a deliverable task plan. Develop tactical plans that address immediate needs and deliverables. Release incremental functionality frequently and pilot new initiatives.
? Medium-range (next 100 weeks): The focus is on preparing a joint business and IT road map. List all related business and IT initiatives, identify dependencies, and update the road map quarterly with a two-year rolling window.
? Long-range (next 100 months): The focus is on devising a strategic plan. Establish a long-term target maturity level, develop integration requirements and enterprise standards, and make policy decisions (addressing what to develop in-house and what to outsource, etc.).
These activities are grouped based on how quickly we think they can be completed. The detailed plan is driven by the priority that each enterprise places on the overarching objective. Some of the medium- and long-range activities can start immediately and proceed in parallel.

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