SOA Gateway Trends for 2011 and Beyond | Cloud Zone

Interested in learning more about SOA Gateways? Typically, when embarking on a SOA programme (or project), it is important to plan ahead for a service registry/repository deployment & configuration. Several vendors have hardware / appliance style solutions e.g. IBM InfoSphere DataStage.

Read on …

SOA Gateway Trends for 2011 and Beyond | Cloud Zone.

Airline reservations systems: can IT deliver?

Currently looking at modernisation options for Aer Lingus mainframe-based Passenger Management System (PMS).

As part of the Enterprise Architecture I’m developing, modernisation will be served through a Service Oriented Architecture (SOA) which will also exploit EAI and BPM capabilities while also leveraging Enterprise Information Management led solutions to help address our customer information needs.

While I look at this, I came across an article worth reviewing. Although this article was written in 2008, it’s relevance today is still pressing. Ironically, now that concepts such as SOA, EAI/BPM, EIM, etc are mainstream and better understood, RES modernisation (amongst other things) is now more real than ever before.

Interested to learn more? Read on …

Airline reservations systems: can IT deliver?.

An ‘open source’ model airline – Ryanair

I haven’t flown with Ryanair before but have several friends and acquaintances who are regularly impressed with it’s low-budget service which survived the bad weather and snow in December 2010/January 2011.

As I learn more about the Airline business and seek to understand new, innovative ways in which an Enterprise Architecture approach could serve Aer  Lingus well, I came across an interesting article by Alan Williamson which describes an “open-source” airline model used by Ryanair.

Interested? Click here to learn more.

Business rules approach

I find my self thinking a lot about Business/IT alignment. One thing is clear Enterprise Architecture (EA) MUST be relevant to Business stakeholders as well as IT. If it serves just one side, EA becomes irrelevant and less effective.

To this end … I’ve attached a good paper which talks about Business Capabilities and EA.

This leads me to the idea of “Business Rules” that underpin Business Capabilities.

The Business Rules Group (BRG) is focussed on the business perspective of business rules.


Business Rules ~ from the Business Perspective 


From the business perspective,
…a business rule is guidance that there is an obligation concerning conduct, action, practice, or procedure within a particular activity or sphere. 

Two important characteristics of a business rule are:

  • There ought to be an explicit motivation for it.
  • It should have an enforcement regime stating what the consequences would be if the rule were broken.
Business Rules ~ from the Information System Perspective 

From the information system perspective,
…a business rule is a statement that defines or constrains some aspect of the business.  It is intended to assert business structure, or to control or influence the behavior of the business.

Interested? Read on …

Business Rules Approach

Design your IT architecture around key business questions

As I continue in my role as an Enterprise Architect at Aer Lingus, I realise that years of doing Enterprise Architecture, Transformation Programmes and IT Change Management have really been about ONE thing … Understand the role of the business – it’s strategy, it’s rules, it’s processes, it’s mission and combining these with IT to really differentiate an organisation from the competition.

While I think about this … A relevant article springs to mind. Interested? Read on …

Design your IT architecture around key business questions.

The Airline Business Model

As I continue my role as Enterprise Architect at Aer Lingus, I am looking to leverage a business model that will help to direct (and benchmark) the Business Architecture we urgently need to develop to really help us to become a modernised airline with an innovative, flexible and scalable IT capability that gives true agility to the Business.

While researching this area, I found an interesting article that touches on the subject of an “Airline Business Model” – here’s the abstract:

“Heading towards virtualization or integration” implies a strategic choice between two, metaphorical directions: on the one hand the direction of virtualisation, where the airline separates non-essential activities from the core activity. On the other hand the direction of integration where the airline groups those non-essential activities with the core activity. Rigas Doganis, author of the book “The airline industry in the 21st century”, refers to a virtual airline model and an aviation business model respectively. The aim of this thesis, based on those two models, is to find out if there are any competitive differences as a result of contrasting approaches by airlines towards the defining of this core activity. In attempting to realise this aim I had to ask myself two key questions: What is this core activity? And do different approaches in defining this core activity affect the competitive climate in the airline industry?

Interested in reading more? Click here to read the article.