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Integrating Atlassian Products

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Amit Kothari, Headshift - London AUG, April 19 2011

Amit Kothari, Headshift - London AUG, April 19 2011

Published in: Technology

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  • Transcript

    • 1. IntegrationConsidering patterns that let people workefficiently and elegantly. The people and business effects of systems integration. Amit Kothari Technical + Strategy Consultant Headshift | Dachis Group http://amitkoth.com
    • 2. About Headshift ...
    • 3. What is integration? Wikipedia: EAI/Enterprise ApplicationIntegration is the use of software and system architectural principles to integrate a set of enterprise computer applicationsGartner: The unrestricted sharing of data and business processes among any connected application or data source in the enterprise These only address technology integration
    • 4. Things working together?
    • 5. Things inter-dependent?
    • 6. Things presented together?
    • 7. Systems integration• Mediation pattern (central broker).• Federation pattern (facade for apps).• Data transformation to canonical form.• Standard interfaces to content and services.• Issues include compliance, Chinese wall enforcement, permissions, compounded failure, content synchronisation, content migration from old apps, legacy vendors not having API’s, etc.
    • 8. Why integrate apps?• Atlassian products provide hooks to integrate various platforms - but the canvas is wider.• Standardise data/content and a UI - including federated search and knowledge discovery.• Simplifies business processes.• Bridges silos of data AND process complacency.• Technology “fosters” people integration.
    • 9. Integration with surprises
    • 10. Post integration effects• If activity streams are consistent and well designed - people enjoy the benefits of ambient awareness.• An integration plan must allow for emergent outcomes that are unexpected or out of the scope of design or business intentions. Tools can often produce these - e.g. a Confluence wiki.• Don’t “set people right” with a tool - you can only nudge certain use cases to happen. Adapt the integration after thinking about real-life usage.
    • 11. Integration & people ...
    • 12. Roles in flux?
    • 13. To end - food for thought• Internal enterprise technology integration is not enough. Businesses need to consider the inside-to- outside integration that will be demanded by your staff, clients, suppliers and the public.• A key limb of the Social Business is “listening” on the social web. Various slower-moving FMCG companies will need to shift entrenched cultural norms to (positively) respond to public chat.
    • 14. A model listening platform
    • 15. Thanks!Your integration experiences/comments?Amit Kothari - Headshift | Dachis Group amit@headshift.com Photo credits http://www.flickr.com/photos/boellstiftung/5573772551/ http://www.flickr.com/photos/andrewarchy/2723284303/ http://www.flickr.com/photos/judson/3727005445/ http://www.flickr.com/photos/carbontippytoes/3911231181/ http://www.flickr.com/photos/usarmyafrica/5412898561/ http://www.flickr.com/photos/robbie73/4346732208/