Containers, here I will call them more specific Linux containers, are in short modularized software installations. Think of a container as an isolated area with a self-contained service. The container consists of all dependent software the service needs to run. Each container / service can connect to other containers / services. Because the containers are isolated to each other, they are not able to interfere with others in terms of software versions and runtime behavior. For each container you can plan separately on which Linux operating system, web server, language interpreter, etc. your service will rely on — which best fits to your needs. That means, that for example for excessive use of threading or performance needs a single service could be written in Go Lang based on Alpine, while another one uses Apache with PHP also on Alpine and a third one needs to comply with prerequisites using Tomcat with Java on CentOS. All this is possible with containers even running on the same host.
In the regulated life sciences environment, the management of controlled documents such as SOPs (Standard Operating Procedures), procedural instructions or work instructions is of great importance. Change management processes ensure that these documents are properly revised, approved, trained, distributed and, where necessary, suspended. In addition to well-known use cases within change management, there are special cases that are handled differently from company to company.
One of these applications is the rare case of so called Temporary Document Change (TDC).
From 1997 to 2007 I was employed at Documentum in Munich and was responsible for the technical sales issues for Central & Eastern Europe, Middle East and South Africa. I witnessed the birth of the fme – Documentum partnership in 1998 at close quarters. With fme Documentum had found the ideal partner to realize projects in Germany. Since then I have always followed the development and international growth of fme. That’s why I’m all the more pleased I joined the fme in 2015 and am now responsible for content management and cloud business as a board member of fme AG.
At fme we are proud that this year marks the 20th anniversary of our partnership with Documentum, now part of OpenText. It is a success story with countless successful client projects, a world renowned product that has been certified for more than 10 years, extensive platform and industry-specific process know-how and a great team of highly specialized employees.
I really enjoyed my first Working Out Loud Circle: fixed appointments, changing tasks for processing my goal, exchange with colleagues that I less knew before, receiving and suggesting ideas. How I experienced the first 6 weeks Working Out Loud @ fme AG, you may have already read in my > »mid-term review«.
Where do I stand after 12 weeks of Working Out Loud?
Am I open-minded in the work context, do I share my work status at any time for feedback and do I connect with people all over the world like general WOL goals expect?
What do you see in the picture? Two faces looking at each other or a jug? Both?
In music it’s easy: You put a few musicians together, hand out music sheets, everyone knows how to read them correctly and you hear the desired music in the right rhythm.
Similarly with construction: A construction drawing is made and each construction expert can extract exactly what the draughtsman meant.
Skew tones in the business world
And in our business world, where we encounter presentations, diagrams, graphs and tables every day? Here often a completely different music plays.
We know that an organization has to be agile and ready for constant change in order to survive. But who decides which changes come, when they come and who is involved? Who follows the implementation process and at the same time has an overview of all current changes in the company?
Managers in particular should deal with these 4 questions in order to successfully implement changes:
This blog article looks at OpenText’s Documentum REST API and provides insight into its technology, basic functionality and extensibility capabilities. Here I report from my own experiences and I am happy if I can help other “techies” like me a little with it 😉
What is the “Documentum Rest API”?
In principle, the term Documentum REST API refers to a web interface introduced with Documentum 7 that allows access to objects and functions of OpenText Documentum. This is based on Spring-Boot, is delivered as a WAR file and must be installed on an application server – e.g. Apache Tomcat. This interface can be used to write customized clients, apps, or plug-ins of other systems.
It is an astonishing phenomenon: Germany only occupies regrettable midfield positions when it comes to digitalization . However, in discussions with company leaders or at meetings of associations it becomes clear that many of the leaders and managers are almost annoyed by the topic. A spokesperson for the association even apologizes for addressing the subject of digitalization at all. Of course, there is often not much fundamentally new knowledge about digitalization in general to gain in lectures and seminars when you have already attended numerous lectures, visited Silicon Valley, admire Israeli startups and experience Asian digital power. I even believe that in many cases the top level management has largely understood the topic – it is most certainly high time for that. read more
As a member of the Virtual Reality team here at fme I want to give you a bit of an insight today into the last three years of our project work. One of the most important facts is to let the client not only see but experience the product. Virtual Reality (VR) and Augmented Reality (AR)are two key technologies to achieve this. Here is a short abstract of our project history
March – August 2015: The first Project with Oculus Rift DK2
In March 2015 we started a VR development project for one of our clients. Their wish was to show their products in the VR world. The end customer should be able to move around the product and even switch the product configuration while in Virtual Reality. We were using the DK2 and Unity to realize it. The main challenge was a stable rendering for both eyes. The frame rate (images per seconds) dropped significantly which is defined as lower than 60 frames per second. Thus, the user became VR sick. We solved this by removing unnecessary 3D Model details and integrating a better-balanced lighting system.
The term “digital transformation” as the great revolution is currently present in all media and must not be missing in any vision. But I often see the confusion surrounding this buzzword and would like to share my thoughts on it.
Digitization – Digital Transformation
First of all, I notice that the term “digitization” is often referred to as “digital transformation”. In my opinion, this should be clearly separated from each other.
I see digitisation as the transition from analogue to digital. This is, for example, the replacement of paper documents (holiday request, material requisition, travel expense report, scanned invoice) by forms/dialogues on the intranet. The advantages compared to conventional in-house mail with only one analogue copy are clear: faster processing on the computer without waiting times. And other new technologies and applications (e. g. mobile devices, sensors, networking and apps, frameworks, cloud storage…) ensure that more and more areas are opened up for digitization by computer science/IT.
Although this is a change (transformation) it does not mean a great revolution, but rather an expected steady growth, as it is to be followed e. g. also with progressive motorization and automation. With the usual procedures “look for qualified employees and regularly train them further; adapt the product range to the latest technology, remain innovative in your own core business” you will continue to do well… or should we use the subjunctive “would”?
An important point is the progressing digitization as a basic building block for the real “Digital Transformation”: the digital twins! The images of the analog business objects of the real world are now digitally and cross-linked available.
A striking technology for this is the emerging Internet of Things. In my opinion, this is still very experimental at the moment with funny gadgets or questionable pseudo products… But also the first steam engines, airplanes, computers and mobile phones were smiled at.
Undoubtedly and very attentively to observe is the immensely increasing generated connected data volume. Today, the technology is also available to record these data volumes as Big Data. In addition, the methods of artificial intelligence (AI) and machine learning (ML) have been added to the processing and use of this data. These data volumes can thus be controlled.
With these new and simultaneously occurring aspects, all the necessary ingredients for a disruptive development full of force and speed come together, as if the three aspects would unite as single waves to form a tsunami-like “monster wave”.
And it is precisely this wave, which is rolling towards established companies, that must be taken into account!
This is because the processes, from customer requirements to product selection/purchase to service and support, are subject to constant change. With changing business models or completely new distribution channels, the importance of companies’ product know-how and the experience of employees towards a unique selling point can decrease. From my point of view, only these completely changed processes are the “digital transformation”.
Let’s get back to the paper documents mentioned above and their digitization in the Intranet/Internet. Is it possible to approve these documents automatically? Can an AI learn to handle the simple cases autonomously, send only complex cases to manual approvers for manual approval, and even discover hidden errors and irregularities using statistical means? I think so, yes. And only then do I see the processing transformed digitally.
And so, even established companies have to expect that their rigid sales/service routines will be replaced by completely different processes in the newly established competitors, that they will be overtaken by the competition, in a surprising way, so to speak, previously assumed to be unthinkable or unlawful. To put it vividly,”at excessive speed” or “on a forbidden track”… and that, in my opinion, is the real meaning of digital transformation: there are new players/competitors and the “cheat/trick” because they don’t adhere to the usual mechanisms and surprise everyone:
- … there is someone who runs the 100 meters at the World Cup with a short cut and wins – this is only unthinkable, not yet happened but not explicitly forbidden in the rules?
- …. or jumps under the crossbar and wins – there was something once? Right: Dick Fosbury 1968 at the Olympic Games in Mexico.
The competitors of the straddle style were unfortunately no longer satisfied with the tried and tested methods “sifting of the best talents, hiring the best trainers and organising the best training camps”.
The solution-invariant customer problem
The Fosbury-Flop has efficiency advantages, because the centre of gravity during the jump curve is always below the high jump batten to be crossed by the body. This corresponds to the “solution variants (customer) problem”.
This is exactly the view you as a company must have of customer problems. In other words, check your products, services and solutions in the digital environment to see whether similar (previously unthinkable) advantages in business processes can be made visible and usable in the future by networking, IoT, Big Data and KI/ML.
For example, are you a manufacturer of measuring instruments? Your customers don’t really want to buy or own any measuring devices. They only need them to check their production facilities and the quality of the manufactured products. Another process (for an exemplary simple case) could be to use the motion/vibration sensor of a mobile phone to record the resonances/oscillations of the production plant. The digitization would be accomplished and they would have the “digital twin” of the required data. These could now be compared with large quantities of known characteristic curves of intact and faulty plants (e. g. in the cloud at a service provider) of an AI. This would have involved a change from the acquisition/ownership of products to the results service.
There are similar ideas among the major automobile manufacturers who are pursuing a move away from the “owning a vehicle” model towards “mobility solutions”. It is only such changes of processes and business processes that I would like to call “digital transformation”.
Your Digital Transformation
Finally, I would like to point out the need for action in view of the possible disruptive developments. Examples such as Uber and AirBnB have shown that it is not enough to keep ahead of well-known competitors. You have to face completely new competitors and offers that can appear very fast, surprising and dominating.
Test your digital maturity level, make a workshop on new ideas/procedures and their implementation with your IT. Be ready for your own digital transformation and feel prepared for the new approaches of your competitors. We will be happy to support you!