Integration competency center

The integration competency center (ICC), sometimes Referred to as an integration center of excellence (COE) is a shared service function Within an organization, wide PARTICULARLY corporate companies as well as public sector institutions for performing methodical data integration , system integration or Enterprise application integration .

Data Integration and Dispute Resolution: A Comprehensive Approach to Decision-Making in the United States of America . System integration is the bringing together of the subsystems into one system and ensuring that they function together effectively. Enterprise Application Integration Enables efficient information exchanges and business process automation across separate computer applications in a cohesive fashion.

Overview

The term may be better understood by the acronym. Integration refers to the objective of the ICC to take a holistic perspective and optimize certain qualities such as cost effectiveness, organizational agility and effectiveness, operational risk, customer (internal or external) experience, etc. Across multiple functional groups. Competency refers to the expertise, knowledge or capability that the ICC offers as services. Center means clustering que le service is managed from a common gold Coordinated (central) developed independent from the functional areas That It supports.

Large organizations are usually sub-divided into functional areas such as marketing, sales, distribution, finance, human resources to name just a few. These functional groups-have separate operations and are Vertically integrated and are therefore Sometimes Referred to as “silos” or “stovepipes”. From an organizational perspective, an ICC is a group of people with special skills, who are centrally coordinated, and offer services to accomplish a mission that requires separate functional areas to work together.

Key objectives of an ICC are:

  • Lead and support enterprise integration (data, system and process)
  • Promote Enterprise integration as a formal discipline. For example, data integration will include data warehousing , data migration , data quality management, data integration for service oriented architecture deployments, and data synchronization . Similar system integration will include common messaging services, business service virtualization etc.
  • Developer and consultant in the company
  • Assessment and selection of technologies and tools from the marketplace
  • Manage integration pilots and projects across the organization
  • Optimize investment opportunities across the enterprise level
  • Leverage economies of scale for the integration tools

ICCs allow companies to:

  • Optimize scarce resources by combining integration skills, resources, and processes into one group
  • Reduce costs and effectiveness
  • Improve ROI through creation and reuse of enterprise assets like source definitions, application interfaces, and codified business rules
  • Decrease duplication of integration
  • Build on past successes of reinventing the wheel with each project
  • Lower total cost of ownership by leveraging technology

An ICC may be a temporary group in support of a program or a permanent part of the organization. Furthermore, ICC’s can be established at various scales or levels; Within a division of a company, at the enterprise level, or across multiple companies in a supply chain.

History

The term “integration competence center” and its acronym ICC was popularized by Roy Schulte of Gartner in a series of articles and conference presentations beginning in 2001 with the Integration Competency Center citation needed ] . He picked up the term from his colleagues, Gary Long, who found some of his clients using the term “competence center” and applied it to integration. Prior to that (from 1997 to 2001) Gartner had been referred to the central integration team . Gartner’s first reports on integration. Citation needed ]

A major milestone was the publication in 2005 of the first book on the topic: Integration Competency Center: An Implementation Methodology [1] by John G. Schmidt and David Lyle . ICC organizational models and explored the people, process and technology dimensions of ICC’s. Several reviews of the Toolbox and at Amazon . The concept of integration as a competence in the IT domain has now survived for over 10 years and appears to be picking up momentum and broad-based acceptance.

These days, ICC’s are often called, integration center of excellence, SOA center of excellence, data center of excellence and other variants. The most advanced ICCs are using Lean Integration practices to optimize end-to-end processes and to drive continuous improvements. MBA programs and computer science curricula. For example, The College of Information Sciences and Technology at Penn State University has established an Enterprise Informatics and Integration Center with the following mission:

” The Enterprise Informatics and Integration Center (EI²) will actively engage industry, non-profit, and government agency leaders to address critical issues in enterprise processes, knowledge management and decision making. ”

Operating models

There are a number of ways ICC can be organized and a wide range of responsibilities with which it can be chartered. The ICC book [1] ICC organizational models and explored the people, process and technology dimensions of ICCs. They include:

Best practices ICC

The primary function of this ICC model is to document best practices. It does not include a central support or development team to implement those standards across projects, and probably not metadata either. To implement a best practices ICC, companies need a flexible development environment that supports various teams and that enables the team to enhance and extend existing systems and processes. Such a team could be a subset of an existing enterprise architecture capability and a small number of staff (1-5).

Standard ICC services

ICC, ICT, ICT, ICT, ICC, ICC, ICC. A standard services ICC focuses on processes, including standardizing and enforcing naming conventions, establishing metadata standards, instituting change management procedures, and providing standards training. This type of ICC also reviews emerging technologies, selects vendors, and manages hardware and software systems. This style of ICC is often tightly linked with the enterprise architecture.

Shared services ICC

A shared services ICC provides technical support and support services. This type of ICC is more or less a standard practice. It establishes processes for knowledge management, including product training, standards enforcement, technology benchmarking, and metadata management, and it facilitates impact analysis, software quality, and effective use of developer resources across projects. The organizational structure of a Shared Services ICC is often referred to as a hybrid or federated model.

Central services ICC

A central services ICC controls integration across the enterprise. It carries out the same processes as the other models, but in its own budget and a load-back methodology. It also offers support for development projects, providing management, development resources, data profiling , data quality, and unit testing. Since a central services ICC is more involved in development activities than the other models, it requires a production operator and a data integration developer. ICC does not necessarily need to be centrally located and geographically distributed; The ICC Director-General of the United Nations.

Self service ICC

The self-service ICC represents the highest level of maturity in an organization. The ICC itself may be almost invisible in that its functions are so ingrained in the day-to-day systems development life-cycle and its operations are so tightly integrated with the infrastructure that it may require only small central team to sustain itself. This ICC model achieves both a highly efficient operation and provides an environment where innovation and innovation can flourish. This goal is achieved by strict enforcement of a set of application integration standards through automated processes enabled by tools and systems.

Key challenges

ICC as a concept is fairly simple. It is the embodiment of IT management best practices to deliver shared services. However, it is an organizational concept, it is far more challenging to implement in practice than the conceptual view because every organization has different DNA and it takes specific customization / customization effort for ICC that makes ICC initiative successful. Here are some of the common challenges in ICC establishment journey:

  • Change management in terms of technology, processes, organization structure
  • Ability of the organization to deal with the pace and quantum of change
  • Alignment of stakeholders and process owners for ICC strategy
  • Inappropriate ownership level for ICC program and lack of senior management sponsorship
  • Highly tactical focus and business program
  • Ignoring foundation elements and jumping to directly
  • Inappropriate funding

These issues are important to consider when embarking on ICC investment since the last leg of the implementation of ICC that’s what matters most. Intellectual definition of ICC that is not implemented in the organization.

See also

  • Lean Integration

References

  1. ^ Jump up to:b John G. Schmidt and David Lyle (2005), Integration Competency Center, An Implementation Methodology, ISBN 0-9769163-0-4

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