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: 189 actual Questions

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Configure at will! Allstate improves agent access | killexams.com actual questions and Pass4sure dumps

In-Depth

Configure at will! Allstate improves agent access
  • By Jack Vaughan
  • 03/28/2003
  • ADT's 2003 Innovator Awards

    Application Engineering Winner

    Built by Allstate financial Technology, Allstate Technical Shared Services, Allstate financial industry locality groups and a minute cadre of consultant partners, the winning application engineering app seeks to give bailiwick agents access to key transactions and useful financial literature. It serves as a remarkable specimen of how rigorous project processes can reduce risk while embracing novel technology paradigms.

    And, yes, it uses Web services.

    Front row: Gregory Miller, John Kastning, Bob Niedzwiecki, Joe Tomalavage, Ken Kushman

    Second row: Brian O’Sullivan, Lisa Flanary, Kelly Dickinson

    Third row: Brenda Wiest, Jayanthi Krishnan, Pat Coffey

    Back row: Cathleen Halliburton, Beverly Edwards

    AccessAllstate.com provides Allstate's industry partners with powerful novel information access. They utilize the Web to interact with the larger system. The goal is to drive profitable growth for the company and meet customers' ongoing financial needs. The novel system, which integrates several established systems, improves upon solutions that required the company's network of ''producers'' to muster a service seat to complete a transaction. It is open for industry 24 hours a day.

    Along the way, the Allstate teams used Microsoft's novel .NET Framework, and related tools and servers, including Visual Studio .NET, Visual C# .NET, Source Safe, SQL Server, Sharepoint, Project 2000 and Biztalk Server 2000. As they talked with the Allstate team, the word was that the system was ready to interface with five different legacy systems.

    An Interwoven TeamSite Content Management system was utilized (there are at least 3,000 'pieces of content' in this site), as well as IBM's WebSphere app server and various Mercury Interactive test tools.

    As needful as runtimes and tools may be, the needful fraction of this account may be in the process applied to achieve the AllstateAccess.com solution. How did they salvage there?

    The answer: With a unbiased degree of rigor. There were four project managers on the task, said Robert Niedzwiecki, project manager, Allstate.

    ''We established a project office, and out of the office on a weekly basis they produced a dashboard that they could utilize to communicate status. During test, they established some metrics that broke down the functionality of the Web site into about four dozen features,'' he said.

    This allowed Niedzwiecki and crew to measure progress during the trait assurance (QA) phase to determine when the system was ready to launch.

    There were about 16,000 test conditions to track, added Brenda Wiest, QA manager.

    Because it was pitiful into the infant realm of .NET Web services, Allstate was prepared to work with outsiders. The company set time and money aside for training, something that some shops try to forgo these days, as they instead ship developers to the bookstore to behold what can be gleaned from the available literature. Allstate worked with Microsoft and other consulting partners to gain Web services know-how. But a deliberate fraction of that worry was dedicated to ensuring that lore was effectively transferred to Allstate developers.

    This mitigated the risk of using novel technology. ''We bolstered their team with contract experts [versed] with the technology required. They work side by side,'' said Niedzwiecki, ''to bring the expertise in-house.''

    While the choices made in technology were largely in the Microsoft camp, the team managers decided to proceed with WebSphere for the interface for one legacy system. ''It had an API we'd done, and they decided they would utilize the existing one rather than rebuild it,'' explained Niedzwiecki.

    An needful project step was to ''nail down the system in terms of the software and hardware configurations,'' he added. Such rigor, admitted Niedzwiecki, was more prevalent in earlier computing eras, and was degree hard to find during the client/server and early Web computing eras.

    Both of Niedzwiecki's and Wiest's experiences included mainframe environments. ''We were used to the rigor of mainframe environments, and it is proper that the discipline or the controls -- once you migrate to other platforms -- isn't there,'' they said.

    ''One of the key moments of this project was when they configured the hardware in the production environment and saw a tremendous increase in the stability of the environment,'' said Niedzwiecki. ''That was because they controlled the rights to change configurations of hardware or software components. Their success has hinged on us controlling the environment.''

    Application profile

    Project: AccessAllstate.com

    Purpose: AccessAllstate.com was developed to provide Allstate's producers with the most up-to-date information, products and services while simplifying and expediting service to their customers.

    Benefits: Improved graphics and content, leverage of Allstate branding, recognition of users while visiting the site.

    Tools: Microsoft Visual Studio .NET, Visual C# .NET, Source Safe, SQL Server, Sharepoint, Project 2000, Biztalk Server 2000, Interwoven TeamSite, IBM WebSphere and Mercury Interactive test tools

    Development team: Pat Coffey, Kelly Dickinson, Beverly Edwards, Lisa Flanary, Cathleen Halliburton, John Kastning, Renee Konczal, Jayanthi Krishnan, Ken Kushman, Greg Miller, Bob Niedzwiecki, Brian O'Sullivan, Joe Tomalavage and Brenda Wiest

    Keane Report

    AccessAllstate.com's innovation lies in its approach and its technology. Allstate achieved significant gains by combining innovative utilize of the Microsoft Visual Studio .NET progress environment with an iterative progress approach that allowed core components of the Web site created in early iterations to validate and build out the technical architecture. Additional technology employed in the project included MS SQL Server 2000, IBM WebSphere, MS Biztalk Server 2000 and Mercury Interactive's suite of testing tools.

    The novel Allstate Web site launched as a result of the project provided a wide sweep of benefits shared across the entire Allstate stakeholder spectrum through features such as the leveraging of Allstate branding, personalization, separate sign-on and content management capabilities.

    Allstate identified its major locality of challenge and risk to be the technology. To achieve success with their commitment to Microsoft's .NET framework and the tool suite supporting .NET, Allstate partnered with Microsoft while sharing the best practices erudite with the Allstate design and progress teams.

    Team Leader: Jack Fuchs, Manager, Architecture Services, Keane Inc.

    ......

    Click here to read about the finalist in this category, ''Best practices rule at Weston'', or click here to proceed to the Innovator Awards home page.

    About the Author

    Jack Vaughan is former Editor-at-Large at Application progress Trends magazine.


    Get Your Content Under Control! | killexams.com actual questions and Pass4sure dumps

    Get Your Content Under Control!

    The surge in e-business makes it more needful than ever to salvage a grip on your Web-based information assets. novel tools can back you manage your Web content.

  • By Clara Parkes
  • 09/01/2001
  • Conducting industry over the Web is a content-heavy proposition. Whether you're selling directly to customers or working through resellers, Value Added Resellers (VARs) or b-to-b partners, every your pertinent industry and product information needs to be easily available.

    Moving huge volumes of paper-based information to the Web, and then keeping this information up to date, is a constant industry challenge.

    Previous Solutions Early on, most companies migrated their content to the Web using homegrown solutions. As businesses grew and the demands on this data grew more complex, maintaining control over this crucial information became impossible, especially at larger companies.

    Many organizations established a central group of HTML "jockeys" who developed, converted and maintained the company's Web content. But again, as the organizations grew, these Web groups quickly became overwhelmed by volume. As a result, companies faced a work backlog, stale data and the introduction of errors into needful industry information.

    The other solution was to delegate the Web content tasks among workgroups, giving them each a homegrown tool to maintain Web data. Without any centralized management in place, however, most of these companies soon discovered that their data was discrepant and that it was impossible to know exactly what was being represented at any specific time. In cases where a consistent site navigation and look-and-feel were central to industry success, semi-autonomous workgroups quickly collided.

    This problem has impacted corporate intranets for years. But primitive employee handbooks, dead links and discrepant workgroup procedural documentation didn't present enough of a industry problem to justify any significant financial outlay to fix.

    Today, however, these Web content problems pose a threat to successful e-business operations. Companies are investing heavily in systems that will back them gain control over their Web assets, allowing for decentralized content creation, and centralized content management and workflow, as well as tracking and versioning capabilities. These systems do up a rapidly growing market segment called content management.

    Content Management in Action: Who's Doing What

    CustomerSystemUnderlying Technology

    American Airlineswww.aa.comBroadVision

    BellSouthWeb-based contract management system to streamline e-business transactionsDocumentum

    BMC SoftwareWeb-based customer advocate systemDocumentum

    Harrah's Entertainment Inc.www.harrahs.comInterwoven TeamSite and IBM WebSphere

    IBMPartnerWorld, PartnerWorld for Developers, developerWorks and AlphaWorks Web sitesVignette

    State of Californiawww.ca.govBroadVision and Interwoven TeamSite

    The Arizona Republic (daily newspaper)www.azrepublic.comOpen Market

    —C.P.

    What's Content Management? The term "content" has been reinvented as a high-level umbrella word that covers every of a company's information assets—not just text but also tables, images, videos, databases and application code itself. Although content management primarily refers to Web-based material, it is quickly expanding to encompass every enterprise content, Web-based and otherwise.

    The Players The content management market is already populated with vendors, most of whom came to content management as a ratiocinative extension of their existing products. E-commerce technology vendors saw a ratiocinative appropriate and incorporated content management technology into their existing product offerings. The biggest vendors in this market are Open Market Inc., which acquired its content management technology from FutureTense Inc.; and BroadVision Inc., which acquired its content management technology from Interleaf Inc.

    Traditional document management vendors maintain enhanced their core product offerings to provide better advocate for Web content. Examples involve Documentum Inc. and FileNET Corp.

    Small niche players provide specific solutions within a larger content management framework. For example, IntraNet Solutions Inc. focuses exclusively on intranet and extranet development.

    And finally, entirely novel companies maintain formed with the sole purpose of providing complete Web content management solutions. Such companies involve Vignette Corp. and Interwoven Inc.

    More mainstream vendors maintain also given content management their seal of approval. Microsoft Corp. entered the fray in May with its acquisition of Windows-based content management vendor NCompass Labs Inc. And IBM Corp. resells Interwoven TeamSite under the TeamExpress name.

    Is Content Management in Your Future?

    How accomplish you know if a content management system is usurp for your business? Here are some questions to ask.

  • How needful is your Web site to your company's capacity to attract and win business?
  • Does your Web site hold inaccurate, stale or discrepant information?
  • How much time does it purchase to salvage content onto your Web site, and how many people are involved? do a map of your information flow process from creation to publication.
  • How many stops are there along the way from creation to publication? Content management workflows can back track and promote the processes of managing information.
  • How many people currently can modify and publish content to your Web site? Where are they located?
  • —C.P.

    Key Ingredients No separate content management system can accomplish it all. The market is soundless so novel that vendors are quickly trying to fill in the blanks. In an ideal scenario, however, content management systems should let you accomplish the following:

    Centralized Management. sturdy content management tools advocate decentralized content creation while allowing for centralized management of this content. They accomplish this through the utilize of templates, which provide form-like interfaces for non-technical users to enter data. Templates eradicate the exigency for HTML expertise while helping ensure that data has a consistent gape and feel across the entire organization.

    Templates also split content into two sever faces: entry templates and presentation templates. This allows your staff to change the gape and feel of your Web site without needing to finger any of your actual data.

    Automate Workflow. Automating a company's workflow process is one of the biggest promises of content management. But it can also be one of the most challenging aspects of any implementation.

    Before programming a workflow, you exigency to specify the organizational process. And in most organizations, there's a broad inequity between how things should be done and how they actually are done.

    If your processes and procedures are already clearly defined and followed, you'll maintain no problem. But if procedures are vague and rarely followed, or if workgroups operate on hidden agendas and frequently bypass others in the organization, then you'll countenance an uphill battle.

    Version Control and Tracking. These are needful features for companies whose workflows require multiple stages of review and approvals. They do it smooth to locate bottlenecks and determine where errors were introduced into the data.

    Version control is also a crucial legal tool, enabling companies to re-create their Web information as it was presented at any specific date and time. This snapshot can span from specific files to entire Web sites.

    Smart Repository. Content management systems assemble data from diverse sources and store it in a central repository. The repository must advocate multiple data types, not just simple text.

    Many novel systems try to automate the addition of metadata, which makes it significantly easier to organize, manage and maneuver the data in this repository. With trait metadata, organizations can personalize the countenance they spot on their information without needing to change any of the underlying data.

    Easy Distribution. Finally, content management systems enable the smooth distribution and tracking of Web-based information assets. This includes publishing by approved parties via simple, user-friendly interfaces. It also includes the capacity to dispense data through multiple channels, including wireless devices.

    Here's where adherence to standards becomes important. Many content management systems advocate XML, which makes it easier to exchange content objects among diverse industry partners.

    Things Aren't Coming Up Roses ... Yet As with any novel technology, few products meet every these requirements. So be willing to prioritize your needs and do sacrifices.

    Price is also an issue. Most large-scale content management systems are as costly and difficult to implement as full-blown Enterprise Resource Planning (ERP) systems. In a recent Forrester Research report, 40 percent of the companies interviewed spent more than $500,000 just getting started on their content management projects.

    These costs aren't always immediately obvious to the customer, either. Vendors often pitch a system for one price, only to betray that the system must be implemented by the vendor's consulting staff. Many content management vendors also present limited-time licenses for their systems. If it takes five or six months to build the system and roll it out across your company, these numbers can add up quickly.

    Moreover, the immaturity of the market makes it difficult to obtain solid product support. Many vendors bought their content management components from other companies and are soundless learning about the technology themselves.

    Fortunately, there are several vigorous content management newsgroups where you can bypass vendors and talk directly with the customers implementing these systems. One of the largest, most vigorous groups is located at www.camworld.com/cms.

    Still in Diapers: A Case in Point In an worry to compass the market quickly, many vendors are shipping products that haven't been sufficiently tested or documented. Early adopters often cease up using software that isn't fully mature.

    Portland, Maine-based interactive agency VIA create itself in exactly this situation. VIA was brought in to redesign the Web site for a global electronics components provider. The site included over 10,000 pages of product data, as well as innumerable scripts calling to disparate databases.

    After conducting interviews and performing gap analysis, the determination was made to utilize Documentum's WebPublish. "Documentum started in a sturdy position over the competition," explains Engineering Team Lead Jason Chase. "Our client was already using the tool for document management, so the WebPublish add-on let them utilize their existing systems to manage Web content. Also, because they were already licensed for the eContent server, the licensing fee was much less than other systems."

    Documentum's WebPublish applet was only a few months primitive when Chase and his team got their hands on it. They soon encountered problems. Chase recalls, "We discovered this was a more involved implementation than had been done with this product, so they worked with Documentum to create extensions to do it work for this application."

    To overcome these problems, Chase and his team created static HTML pages for the most involved and least replicated data types on the site, simplified the specification for the templated pages wherever practicable and created a content entry lab with workstations that met the specific requirements of the applet.

    In that regard, VIA's relish with Documentum's WebPublisher system was not different from other major software deployments. "There is no such thing as off-the-shelf, plug-and-play simple in a involved industry environment," offers Chase. "But if you know what you're getting into, and maintain the right tools, you'll cease up in the right place, as they did on this project."

    Chase's recommend to others is simple: "Decisions about e-business platforms require the identical due diligence as traditional enterprise software. As they learned, it is absolutely faultfinding to spot a major novel system—even one from a known vendor—through some kind of real-world emulation."

    Content Management System Evaluation Criteria

    Here are some suggestions on evaluating a content management system.

  • Be clear about your priorities, because no separate product does everything well. For example, accomplish you exigency the workflow most? The centralized publishing? Or accomplish you exigency a tool that excels in a specific operating environment?
  • How novel is the product? Did the vendor build it in-house or acquire the technology elsewhere? Beware that advocate may be more difficult for acquired or outsourced products.
  • Can you implement the system in-house, or accomplish you exigency to hire the vendor's consultants?
  • If you can implement it in-house, what skill set will you need? accomplish you maintain the staff to ply this? Vendors can be vague about this, so try to talk directly with customers who already maintain implemented the system.
  • If you choose to utilize templates as the client front end, how customizable are they? This can be very problematic. Although most content management systems ship with out-of-the-box templates, companies soundless exigency to tweak templates to advocate their specific requirements.
  • Most content management systems let you bypass the templates and utilize touchstone HTML editing tools. Which tools, and which versions of these tools, does the vendor support?
  • Consider the data you'll be importing into the system. Is it in HTML? If so, be confident to check how the product handles the copying of HTML entities. If your data is soundless in Microsoft Word documents, do confident the product can advocate simple copy and paste operations. For example, VIA discovered that Documentum's WebPublish had problems pasting the common trademark emblem from Word documents.
  • Think realistically about the number of users who will exigency to access the system at any specific time. How well does it scale?
  • What is the optimum operating environment for this system? As much as possible, try to nail down the vendor on specific details. This includes browsers, operating systems and reminiscence requirements.
  • Finally, but most needful over the long run, don't forget the obvious: How smooth is it to use? Interview the technical staff that implemented the product. also be confident to schedule ample time to talk with the cease users who actually enter data into the system.
  • —C.P.

    Future Directions As companies exchange their information with more diverse industry partners, await to behold improved advocate for common standards. In particular, gape for a heavier reliance on XML to enable easier content sharing. Personalizing and customizing data for specific customer sets will also continue to be important, especially in the wireless market.


    Software is designed for web content management. | killexams.com actual questions and Pass4sure dumps

    Press Release Summary:

    Reducing dependency of content managers on core IT resources, TeamSite v6.7 enables non-technical industry personnel to manage multiple initiatives and multiple sites. It supports Solaris 10 OS, reducing total cost of ownership. advocate for multi-site and multi-channel initiatives enables companies to enhance management, contribution, and cross-channel delivery processes, and to achieve responsiveness, efficiency, and accuracy throughout entire global marketing ecosystem.

    Original Press Release: New Enhancements to Interwoven TeamSite Further Extend Interwoven Customer relish Solution

    New Capabilities Enable Enterprises to Enhance trait and Consistency Across Channels, Accelerate Time-to-Market

    SUNNYVALE, Calif., May 11 / -- Interwoven, Inc. (NASDAQ:IWOV), provider of Enterprise Content Management (ECM) solutions for business, today announced enhancements to Interwoven TeamSite for web content management making it simpler for non-technical personnel to execute, manage, and control involved projects that span multiple websites and multiple delivery channels. By providing timely, pertinent persuasive content through accelerated administration and contribution, trait control, and cross-channel integration, Interwoven is helping companies improve customer satisfaction and deliver an optimal customer relish across global markets.

    As today's companies work to integrate online and offline channels, and to provide novel types of Web venues (such as intranets, extranets, customer confidence portals, special-purpose microsites, and globalized sites), processes for content creation and publishing are becoming increasingly involved and finger virtually every industry operation throughout the enterprise. This evolution has driven the exigency for centrally controlled management of these processes, including the capacity to delegate administration to those closest to the business.

    The latest version of TeamSite, TeamSite 6.7, plays a central role in the Interwoven Customer relish Solution, which makes it practicable to transform the highly complex, disordered information processes now commonly in spot in businesses today into a standardized, globalized ecosystem for the efficient delivery of a relevant, accurate customer relish across every touchpoints, geographies, and stages in the customer lifecycle. The novel release further extends the capabilities and benefits of the solution through several key enhancements:

    o Enhanced administration features enable non-technical industry personnel to more easily manage multiple initiatives and multiple sites. By allowing managers to delegate administration and contribution to the most pertinent front-line businesspeople, reducing the dependency of content managers on core IT resources, companies can quicken the delivery of customer-facing content while increasing its accuracy and relevance. Further improvements in usability back industry personnel work more productively throughout the content creation and publishing process,

    o advocate for the Solaris 10 operating system supports open standards to reduce total cost of ownership and increase ROI from customer relish management and other processes,

    o Enhanced APIs for SOA Web services enable deeper and richer integrations with customer relish systems and other applications, and

    o Enhanced advocate for multi-site and multi-channel initiatives do it practicable for companies to optimize their management, contribution, and cross-channel delivery processes, and to achieve greater responsiveness, efficiency, and accuracy throughout their entire global marketing ecosystem.

    "There is an increasing claim for robust, scaleable, open and user-friendly software solutions to automate customer relish management for global enterprises," said Mike Maziarka, Director of InfoTrends, the leading worldwide market research and strategic consulting solid for the digital imaging and document solutions industry. "The novel version of TeamSite reinforces Interwoven's might in providing industry professionals with the right tools to rapidly and cost-effectively publish dynamic, industry Web sites while ensuring brand consistency across every Web and application finger points."

    "Interwoven continues to deliver on its vow to back enterprises improve their customer relish on a worldwide basis," said Interwoven CMO Bill Seawick. "The latest release of TeamSite gives their customers even more control over their brands and the processes used to deliver consistent experiences across channels and geographies. By enabling managers to delegate administration and contribution to the most pertinent front-line businesspeople, the solution helps companies improve the responsiveness and efficiency of their marketing operations."

    Interwoven TeamSite 6.7 is available now for immediate distribution. More information can be create at http://interwoven.com/products/content_management/index.html.

    About Interwoven

    Interwoven, Inc., provider of Enterprise Content Management solutions for business, enables organizations to unify people, content and processes to minimize industry risk, accelerate time-to-value and sustain lower total cost of ownership. Interwoven delivers abysmal industry-specific solutions, which reduce industry process cycle time from initial collaboration through design, production, sales, marketing, legal review, IT and service. Interwoven leads the industry with a service-oriented architecture today and easy-to-use, best-in-class components and solutions. Today, nearly 3,400 enterprises, law firms, and professional services organizations worldwide are Interwoven customers including BT, Ford, Freshfields Bruckhaus Deringer, universal Motors, Jones Day, Motorola and Yamaha. Interwoven is headquartered in Sunnyvale, Calif., with offices around the world. For more information visit www.interwoven.com.

    Source: Interwoven, Inc.

    Web site: www.interwoven.com/

    Related Thomas Industry Update Thomas For Industry


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