Know the Difference: Reusability vs. Reuse - Part I

Mario Mesaglio

Mario Mesaglio

The concept of reusability is of foremost importance within any Enterprise-wide IT Initiative. Its promotion is one of the principal means from which ROI is obtained, whether it is through direct re-use or indirect collateral factors such as increased logic centralization, reduced gross "architectural size" and infrastructure footprint, among others. Although this might seem like a straightforward concept, many Enterprises have neither the governance nor standards required to truly transform reusability into reuse. Without governance and standards, all the effort put into increasing the reusability potential of a software solution is translated into sunken costs and ultimately leverage for taking traditional, tactical, and siloed solution endeavors. This article aims to give guidance on differentiating reusability from reuse. It will recommend approaches and things to consider to ease the transition from one to the other, with aim on changing hope-driven reuse into proactive reuse. Reusability and reuse within a single application are not usually costly endeavors. They come with a specific complexity from which no important or profound benefit to the whole enterprise (or a significant segment of one) is commonly attained. This article will assume that both concepts are being considered within the scope of Enterprise IT initiatives, as mentioned earlier. These initiatives may involve several parts of an enterprise and not represent a single application or discrete application cluster. That being said, several concepts and definitions within the article can be used in either case; but the scope, benefits, and implications related to each one of them are going to be considered in the wider scope described earlier. Reusability is a concept taken from the ability of something to be used more than once and in different functional contexts than those for which it was initially designed for. It is a simple concept that, when used within IT Initiatives,...

The Rapid Development of Solutions using XP – Part I

Tahere Jahangiri, Amid Khatibi Bardsiri

Tahere Jahangiri

Amid Khatibi Bardsiri

One drawback of using the XP agile method in software development is its underestimation of software quality attribution. These attributes are of main indices of software architecture. In this study, a method is represented for responding to this challenge on the bases of probability theory. Firstly, the rating matrix is structured on the bases of quality attributions architecture solutions. Each element of this matrix shows a rating for every solution, and the ratings are initialized through the analytic hierarchy process (AHP). Via quality weight implement on the above matrix, a rating vector is created. Each rating vector represents the rate of reaching those quality attributes in a rating matrix. Because rating vectors have normal probable distribution, their elements' probable density is mostly gathered around the mean. In this study, the probable density of architecture is defined, the appropriateness of a solution in comparison to other solutions is evaluated. The response to XP challenge is done in order to reach architecture solutions in the frame of rating vector. A complex of data is gathered and the results are compared in an experimental method in order to investigate the represented method of this paper. Keywords: Quality Attributes, Architecture Solutions, Normal Distribution and Analytic Hierarchy Process AHP. The 21st century brought a new configuration to the global economy: dynamism, new communication channels, global competition, and deregulated markets shape a scenario where companies communicate and negotiate directly. Organizations are in a context where it is required to respond rapidly to market changes. By focusing on core competencies, organizations must establish a collaboration network with partners for product delivery. Hence organizations have to find more agile ways of working to handle unstable requirements and environments in a way that improve organizations' competitive advantages. Gu and Lago state that service-oriented systems are developed differently from traditional...

The Annotated Next Generation SOA
Business Case – Part II

Philip Wik

Philip Wik

This article is the conclusion of an annotation to the case study from Chapter 7 in Next Generation SOA: A Concise Introduction to Service Technology & Service-Orientation. To read the first part of this article series, click here. Page 95: "In the last week of May, Robert holds a two-day strategic planning workshop with key thought leaders from the company's IT and business operating units, including executives, managers, architects, and business analysts." Page 102: "As RYLC begins its transformation journey by automating business processes and introducing SOA, its architects establish reference architecture." When we have firings, we must recalibrate business and architectural policy. While layoffs will free up cash and can provide a bounce to the stock, the underlying problems will still fester. Clients, employees, and shareholders will view firing people just to cut costs as desperate. Therefore, layoffs must have solutions to fix the firm's problems. We must look at our business model for boosting productivity and enhancing revenue which includes leveraging the company's key stake holders, thought leaders, and managers. We should have undistracted discussions away from the office, perhaps at a local hotel. We should do this over several days to let those great incubators of inventions – bus, bed, bath, etc - and ideas work their magic. This workshop should have high bandwidth presentations of people in front of people who are in front of a whiteboard instead of webinars or teleconferences. It's a greenhouse for change, a forum for honest debate, and a place for slaying sacred cows and finding solutions. It's a time to be tough-minded and make difficult calls that effect large numbers of people. And it's a time to imagine. To close our eyes to see. From this sea of creative and divergent thinking will come a swarm of ideas which will merge into the...

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Thomas Erl Thomas Erl is a best-selling service technology author and the Series Editor of the Prentice Hall Service Technology Series from Thomas Erl with over 175,000 copies in print worldwide.