As a resident of a huge city where the streets are always very crowded like Cairo, I do appreciate the value of working from home. It saves me 2+ hours in commuting every day, makes me more available to my family, and more easily committed to my daily 2000 meters swimming exercise.
With the union of Mobile and BPM, the shape of office spaces will totally change. Not only will it be possible to work from home but from every where. It will be very easy for jobs like accountants, clerks, administrators, lawyers, and more to do a large part of their work from anywhere using their smartphones, or if it the task is a little more complex, from their tables.
I was recently part of the team that produced the IBM Redbooks publication Extending IBM Business Process Manager to the Mobile Enterprise with IBM Worklight. While working on this project in Austin, TX, I noticed that few IBM colleagues work on premises. We walked through several empty buildings on our way to the cafeteria. Several of these huge and expensive to maintain buildings with reflecting glass windows will not be used any more. People are choosing more and more to work from home and now even from anywhere.
Office space will only be used as meeting places. Team mates come together just to synchronize their work, have productive face-to-face discussions and then they go back home to execute their tasks. Furthermore, many of the meetings are held as Web conferences, workers collaborate using cloud-based tools, and the meeting space required for face-to-face meetings will be needed only for short periods of time. Companies will rent the office space as needed for the required time and capacity as opposed to owning the expensive office buildings.
It is clear that the question of "where" became irrelevant and the question of "when" will also be irrelevant soon. Working hours will be replaced by measuring workers based on objectives, quality of work, and tasks accomplished regardless of when and where the job gets done. You can complete many tasks in the waiting room of your dentist or while waiting for a delayed flight.
Picture a mortgage lending company. Would-be borrowers submit their requests through their mobile browser. Mortgage officers receive the mortgage requests for review as human tasks on their mobile app. They process the requests along the day as they arrive wherever they are, whether watching their kids playing soccer or at their home office. At the end of the day, they process the same number of requests as they would have in a 9 to 5 job but with more flexibility, more time for family and personal life, and even more timely as they will process requests even after 5 or before 9. Meetings with applicants take place in rented meeting rooms only if needed. All the information required to approve the mortgage application is updated as it is received and questions to the applicants are sent immediately with no delays which results on processing the application faster. The IT team is always available for support or to monitor the IT infrastructure that they rented on the cloud!
With this very low cost of assets and minimal spending on operations, comes some drawbacks. Team mates no longer see each other. The fun, jokes, and bonding that come with staying long hours together late at night, working on a critical situation in the machine room is no longer there. What remains is the stress that you have to face alone, either at home or while waiting for your plane to take off. Team and face-to-face relationships are converted to chat messages, mechanical speaker voices, and artificial live streaming on screen. But this change is inevitable by now, there is no way to turn the clock back. Organizations that have a clear direction for their mobile efforts and see their mobile
strategies as distinguishing them from their peers, outperform their peers across a number of business metrics. Extending core business processes to the mobile space is a key aspect of mobile-enabling the enterprise. Mobile Smarter Process helps organizations to reinvent how business is performed exploiting mobile technologies. The goal is to fundamentally change how an organization does business by integrating Mobile and processes.
Ahmed Abdel-Hamid is a Certified Expert IT Specialist in Software Group Services in IBM Egypt. Ahmed has over 12 experience in services projects in Mobile, IBM IBM Business Process Manager, and IBM Web Content Management. Throughout his career, Ahmed took on many roles, including software developer, solution architect, and consultant. In his
current role, Ahmed is a developer and architect in the IBM Mobile Center of Competence team. He is a husband, father of two kids and an avid swimmer and running fan! Ahmed is a co-author of the IBM Redbooks publication Extending IBM Business Process Manager to the Mobile Enterprise with IBM Worklight
This is a guest blog, written by Dr. Ines Wichert, a regular contributor around the issued of Women in leadership. Ines is a published author and regularly speaks at conferences and is one of IBM's foremost subject matter experts on the subject. In this blog, Ines outlines the discussion at a recent Women In Leadership event in London.
In early March, we ran the second of our joint women in leadership breakfast events with the FIRM at Jo Malone in Sloane Street. Following our first event last autumn where we shared our latest research on women's career progression, last week's event was very practical and hands-on.
So often in HR roles, we focus on the career development of others and while we theoretically know what we should be doing, we rarely get the opportunity to take time out to reflect on our own careers. The Jo Malone event was a perfect opportunity to change this and we worked with an amazing group of senior HR women through a few very practical exercises that we tend to do with high-potential women as part of our Strategies4Success programme, a global development programmes for women.
Focused career development for women
Our behavioural research indicates that women outperform their male counterparts on most of the high performance behaviours that are part of our leadership framework, therefore demonstrating that they have the inherent skill and capability to make it to the top. However, the behaviours where women did not outperform men fall within the 'Inspiring People' cluster (see below).
With an emphasis on behavioural development to ensure applicability and transfer of learning, our Strategies 4 Success programme contains five strategies for success modules that concentrate on skill building associated with this behavioural cluster.
Self-believe and fate control
Define your career
Build powerful connections
Image and Exposure
During the March event we focused on the first two elements:
Know yourself: If you don't know yourself, how can you play to your strengths?
Self-belief and fate control: Is the enemy you are seeking to defy not outside but within? Define what makes you feel confident (and not confident) and think positively.
Through a series of short exercises, we explored career highs and lows, found common patterns across experiences, explored how people around us have influenced us positively and negative during these key moments and how this has influenced our career outlook over time.
The exercises stimulated great debate and a lot of very open and honest sharing; at one point when I tried to bring the groups back together I was told firmly that they needed more time to finished their conversations - I love seeing women gaining so much from open dialogue and constructively exploring career blockers that happened right from the start of the workshop, one of the great benefits of women-only programmes.
When the sub groups reported back from working through the exercises in small groups, two things become very clear:
Career highs and lows were often closely linked to either good or bad line managers.
Some organisational cultures are more conducive to feeling positive about one's career than others.
Taking it beyond women - enabling managers and creating inclusive cultures
Clearly, while targeted career development for women can be a powerful career booster, and our evaluation studies show time and again that they are, we need to enable managers, as well as the wider culture to support the careers of women.
In our work, we see the benefits of working with managers and leaders on becoming inclusive leaders and focusing on leadership behaviours such as empathy, team work and conceptual flexibility (the ability to explore two potentially competing ideas at the same time). These three leadership behaviours have been shown repeatedly as driving inclusive behaviours but also being amongst the least well developed in leadership populations.
Employee engagement surveys are a great way to track developments in culture. Rather than asking detailed culture questions, the differences in agreement scores between the majority group and various minority groups across all items gives an indication of what it feels like for different groups to work in an organisation.
What is your brand?
Our study "The Business Case for Gender Diversity" outlines a host of benefits of greater gender balance: increased performance, higher innovation, more collaboration and better retention of talent. Diversity increasingly plays a core role in defining an organisation's brand.
On a more personal level, at the next event we hope to go more deeply into Brand and Exposure, another important feature of enabling women's careers. Look out for yet another great event.
For more information about the FIRM please contact Emma Harrington at email@example.com or Anna Milbank at firstname.lastname@example.org
For more information about IBM's D&I offering, please contact Roland White on email@example.com or Ines Wichert at firstname.lastname@example.org and follow us on Twitter @rolandjwhite and @ineswichert
Head of Diversity and Inclusion Centre of Excellence
I arrived in Singapore this week for the IBM InterConnect 2012 Conference, and I already have some travel tips to share with those who are also making this journey.
1. Remember your travel adapter. Some of my hotel's electrical outlets work for my electronics, but many don't.
2. You can find an ATM right outside of customs at the airport. You'll want cash if you want to tip the cab driver or hotel staff. Using an ATM saves you fees associated with the Currency Exchange counters at the airport.
3. There are plenty of cabs outside of the airport, and the cost to the hotel is about $20-30 Singapore dollars.
4. The hotels around the conference often make you pay for a second device to access wireless. I chose to have wifi on my laptop as opposed to my phone or tablet, for instance. However, near the InterConnect Conference, you'll have free wifi compliments of IBM.
5. The Hard Rock hotel is closest to the conference. The staff at the hotel keep insisting that I need to take a shuttle, but it's only a 5 minute walk from the Equarius hotel, where I am located, and I enjoy the exercise. :)
6. My hotel doesn't offer hair conditioner for guests. They say it's in the shampoo itself. NOT!
7. I recommend using Skype while you're here. The cost for phone calls is much cheaper.
8. It's common courtesy to hand and take things such as business cards, bills, credit cards and more to people with both hands here in Singapore.
9. There's a great app called, "Your Singapore Guide" that you can download. It gives great advice and tips on how you can get discounts.
10. Visit the Gardens at the Bay. I really enjoyed the Cloud Forest (gorgeous!), but I could've skipped the Flower zone. Much of the Flower zone is filled with cactus and plants we have all over Phoenix. I didn't need to fly half way around the world to see that. ;) We took a short walk to the Marina Bay Sands (the hotel that looks like it has a ship on the top) from the Gardens at the Bay. Only after paying about $20 for a ticket to the top, we saw the FourSquare tips that tell you that you can go to the top for free if you say you want to have a drink at the bar on the top. The drinks are upward of about 18 Singapore dollars.
Happy Social Media Day! Today is the day "we acknowledge and celebrate the revolution of media becoming social. A day that honors the technological and societal advancements that have allowed us to have a dialogue, to connect and to engage not only the creators of media, but perhaps more importantly, one another."
As IBM Software Social Media Strategist, it's a true joy to work for a company who "gets" social media in the deepest possible ways--not only because it innovates creative social technologies and services, but also because it lives and breathes social as its business life force. During speaking engagements, I'm repeatedly asked about IBM's use, experience, and history in social media and social business. (Quick side note: See IBM SVP Mike Rhodin's blog entry on "Beyond Collaboration: Becoming a Social Business" for distinctions between social media and social business). In honor of social media day, I'm going to take a moment to document some of the factoids I often share:
As the largest consumer of social technologies, IBM is a role model and case study for the transformation into a social business, on all fronts - technology, policy and practice.
IBM has robust social media initiatives focused on enabling all IBMers to participate in social media.
Social Business @ IBM site for educating and enabling IBMers in external social media participation
Social Business @ IBM is an internal site with interactive, educational and social programs that are vital to IBM's social business transformation.
This is a resource for IBMers that aims to educate them about social media and various social initiatives taking place internally while enabling them to participate.
We host modules that provide the IBMer with an introduction to the social web.
They learn how to use social computing tools to foster collaboration, disseminate and consume news, develop networks, forge closer relationships, and build credibility.
As a result, they're better informed and prepared to take action.
By making these types of tools and information available, we're changing how the IBMer approaches social and, twofold, changing our culture.
Expertise Locator for finding IBMers and connecting with them on their blogs, LinkedIn, Twitter, and more.
People get to know IBM through our consultants, speakers, sales people and researchers.
Within our walls, we have huge stores of accrued expertise embodied in several Nobel laureates and thousands of doctors.
We're working to best utilize our most important asset, our people, helping to identify their strengths and expertise and then connecting them with potential customers, partners and the knowledge seeking public visiting IBM.com.
How does it work? When visiting ibm.com, finding an expert can be done through a Google search. For example, if someone is looking for expertise in smarter, they would type, "IBM smarter computing" into the search bar, and find a page that would have widgets showing how to connect with an IBM expert. Experts can opt for people to contact them by phone, LinkedIn, Twitter, their blogs, live chats or another channel. The result, an IBM brand experience where actual IBMers are helping the public make better decisions about how to make the planet smarter.
For 15 years, IBM has used social software to foster collaboration among 400,000 geographically-dispersed employees -- long before Generation Y became fixated with social networking sites like Facebook and MySpace.
In 1997, IBM recommended that its employees get out onto the Internet � at a time when many companies were seeking to restrict their employees� Internet access.
In 2005, the company made a strategic decision to embrace the blogosphere and to encourage IBMers to participate.
In early 2008, IBM introduced social computing guidelines to encompass virtual worlds and sharing of rich media. Later that year, IBM opened its IBM Center for Social Software to help IBM's global network of Researchers collaborate with corporate residents, university students and faculty, creating the industry's premier incubator for the research, development and testing of social software that is "fit for business".
According to Gartner, in 2010, only five percent of organizations took advantage of social/collaborative customer action to improve service processes. IBM sees social media morphing into what we view as a key requirement for "social business" -- as tools for organizational productivity and culture change, for engaging with diverse constituencies of clients and experts, and for spurring revenue growth and innovation for our global workforce.
IBM's social media activity dates back to the 1970's when its mainframe programmers started online discussion forums on the System 370 consoles. Today, IBM views itself as one of the most prolific users of social networking in the industry with one of the largest corporate-wide communities on social media sites.
Some examples of IBM�s internal social media footprint today include:
17,000 individual blogs
1 million daily page views of internal wikis, internal information storing websites
400,000 employee profiles on IBM Connections, IBM's initial social networking initiative that allows employees to share status updates, collaborate on wikis, blogs and activity, share files.
15,000,000 downloads of employee-generated videos/podcasts
20 million minutes of LotusLive meetings every month with people both inside and outside the organization
More than 400k Sametime instant messaging users, resulting in 40-50 million instant messages per day
Social examples of IBM's external social media footprint today include:
Over 25,000 IBMers actively tweeting on Twitter and counting
Over 300,00 IBMers on Linkedin
Approx. 198,000 IBMers on Facebook
Our social business initiatives have had a profound impact on IBM's business processes and transformation, here are just a few examples:
Jams are a catalyst to speak innovation, creativity and excitement from a defined audience for tangible results.
"Jams have helped change our culture and the fundamental way we collaborate across our business," Sam Palmisano, Chairman and CEO, IBM
2011 is the ten-year anniversary of jamming at IBM. During that time, the company has conducted 50 Jams both internally and externally for clients.
WhirlWind: Mobile app store for IBM employees
In today�s business environment, IBM employees need access to business information anytime, anywhere. To meet that demand, IBM developed WhirlWind � an enterprise mobile app store that manages and distributes smartphone applications for IBM�s population of over 400,000 employees in 170 countries. Its purpose is to help employees unleash the power and potential of their smartphones as a productivity tool.
WhirlWind is available through the �mobile tab� on IBM�s intranet. After employees register, they can access the store directly from their mobile devices. They can easily search, browse and find mobile apps; view the most highly rated and newest apps; comment on their experiences with a particular app; and contribute their own apps.
Since late 2010, more than 28,000 employees registered � over 85 percent of those with corporate managed or company-issued BlackBerrys � and more than 500 apps contributed.
IBM Human Resources utilizes social media for tech-enabled recruiting, employee education, sales training and leadership development.
For example, IBM relies on social media for leadership development from an employee's first day on the job. IBM's Succeeding@IBM makes new hires part of a social group for 6-12 months so they can get up to speed more quickly with other new hires, they network and acclimate more quickly
IBM's recent study of 700 Global Chief Human Resource Officers found that financial outperformers (as measured by EBIDTA) are 57 percent more likely than underperformers to use collaborative and social networking tools to enable global teams to work more effectively together and 21 percent of companies have recently increased the amount they invest in the collaboration tools and analytics despite the economic downturn.
Global Collaboration and Development
Generation Open -- Built around social business tools, processes and management systems, GenO creates instant communities of global teams to collaborate on projects and products.
Project managers, team leaders, consultants and IT architects post projects; people who are in-between assignments or have free time opt into these projects to add their talents and expand their skills.
Today, more than 130 communities of IBM professionals around the globe are collaborating virtually. This has reduced the time it would have taken to complete projects by 30 percent, increased re-use of "software assets" by 50 percent, and cut component costs by 33 percent.
How IBM is helping Small Medium Businesses embrace social media
Savvy businesses know that creating an online presence can heighten awareness and ultimately bring in new business. What�s often ignored, however, is that without a clear plan and direction in place before a company begins using social media, it can easily fail.
IBM has programs to help non-profits and our business partners, who at 100,000 strong are traditionally small businesses, embrace social media. For example, IBM hosts full day workshops, offers grants, provides toolkits and incentives and free education for our business partners on establishing and rolling out effective social media business plans.
We have many other examples, such as IBM's TAP program (Technology Adoption Program), a company-wide "open beta" where products are developed through crowdsourcing, and where we've created some of IBM's best-selling software products.
Below are some of our external videos on IBM Social Business.
My list of favorite links around IBM Social Business:
DB2 databases need to be maintained and tuned through RUNSTATs, IC, REORGs and so forth. These jobs take time and money to run. Determining which jobs need to run takes skill and effort, and today common practice is to simply REORG everything. What is needed is an easier way to be smart about which jobs get run. An IBM Redbooks residency has been announced to produce an IBM Redbooks publication that will walk a reader through this process through deployment of Utility Autonomics. This book will take a reader from a simple unintelligent "REORG everything" approach through to a fully deployed autonomics solution where all objects are prioritized and analyzed to detect common problems. And we need your help to write it!
If you'd like to contribute your knowledge and become a published author, please see the residency details and submit your nomination form.
Guest post fromHaytham Yassine, Software Engineer, IBM Social Media Analytics
I�m back with the redesign of the call center complaint process. Click herefor part 1.
Before I share, here are some key areas such a process should focus on regardless of implementation:
�Customer� Today�s customers find value in sharing experiences and advice amongst themselves via social media. Companies should accommodate our preference for these channels and come to us as opposed to us going to them.
�Customer value� Customer value and loyalty is attained by resolving requests in a short encounter with high quality and minimal effort.
�Inputs and outputs� Inputs to the process should simply be the complaint/question, a relevant profile summary of the customer and any CRM data to assist the agent in providing assistance. The output should be quality service along with reference points for future engagements.
�Performance measures� Key measures are customer effort, customer satisfaction, quality of engagement, number and ratio of successful engagements, capacity of the system, channel flexibility and obviously cost.
You will see from the diagram below how most of the issues mentioned earlier can be resolved via a social media solution.
So what are the key improvements to take away from this redesign?
�Reduction of customer effort to a single activity
�Perception of shorter service encounters by pushing most aspects of the process into the pre-encounter phase
�Elimination of duplication by utilizing customer�s social media profile as input, as well as CRM data when available
�Educated (and empowered) agents provide more sophisticated responses by utilizing analytics and suggestions offline
�Proactive quality control integrated into process workflow by incorporating a review activity
�A multiple workstation approach is still employed, where customer requests are distributed across agents
Here�s an end-to-end scenario:
If I have a complaint or question about your product, I�d share my thoughts through a social media channel; let�s say Twitter for simplicity�s sake, but it could be via a blog (similar to the one I�m writing now), board, forum, etc.
Using a social media analytics solution, such as IBM Cognos Consumer Insight, a scheduled hourly query would pick up the post (and many others) and run it through its analytics dictionary and the XYZ-defined model.
Based on geography, demography and other user attributes, the analyzed post is pushed to the designated agent�s backlog.
The agent accesses the backlog from within a reliable social media management dashboard such as HootSuite. The workflow can define the priority in which complaints should be answered, be it the influencer score of the customer, time of request or a combination of both.
The agent sees my post dissected to portray opinion, product mentions and other analytics:
The agent then assesses whether this post is worthy of a response. Maybe it should be addressed by the developer of the EFG application or better yet, maybe it has already been answered by other users in the same social network.
User specific analytics (preferences, prior engagements, etc.) would be brought up to assist the agent in providing the appropriate response. If my profile can be mapped to the company�s CRM, internal data would be loaded as well. The agent would then formulate the response, get it reviewed by their social media manager and then share it.
So how does this implementation fair compared to the current one?
I can�t claim to have done an assessment so I�ll leave it to your company to implement a pilot project and test it out. However, I�ve already proven that quality, effort, capacity, and flexibility are far more superior in the proposed design.
Please ensure you measure successful engagements in absolute and relative terms across the two processes. A reliable social media analytics solution would measure the impact of your engagement efforts over time.
There are also numerous considerations to keep in mind prior to migrating to this process design, most notably, your customers� demographics and their presence on social media.
I do realize that it won�t be easy to get over your call center�s sunk costs. Don�t worry; I�m advising a gradual transition. Pilot this system in parallel.
The cost of a social media analytics solution is mere change compared to the millions and millions you�ve already spent on that call center.
Please let me know if you have any feedback or comments. I would love your input.
Larry P. Ritzman, Lee J. Krajewski, Manoj K. Malhotra & Robert D. Klassen. Foundations of Operations Management (third Canadian edition). Toronto: Pearson
Following the success of the inaugural IBM InterConnect last year, Singapore has again been selected to host this IBM global event that is expected to receive more than 2,500 clients, business partners and industry leaders from around the world at Marina Bay Sands from October 9th to October 11th, 2013.
IBM InterConnect 2013 is uniquely special as our Chairman, President and Chief Executive Officer, Ginni Rometty, will be speaking at InterConnect to share her vision on the New Era of Smart.
As our key priority, we want to feature the broad range of our client successes at this event. We are looking for YOUR stories and best practices with topics covering Cloud, Mobile, Social, Big Data & Analytics, Expert Integrated Systems, Security, and Smarter Commerce. If your role is in marketing, finance, IT, HR or operations, we want to share your real-world examples. Take a look at the dates below and speaker guidelines here.
Call for Speakers closes - August 16, 2013
Speakers notified - August 30, 2013
Final presentations due - September 20, 2013
Conference begins - October 9, 2013
Register and submit your experiences today at www.ibm.com/interconnect! For questions, please contact email@example.com.
By Stefaan Van daele, Senior Security Architect, CISSP®, IBM and Open Group Certified Architect, IBM Security Solutions.
In my role as Security Architect for the European Region I meet customers from different industries around Europe on a regular base. Most of the people I encounter are responsible for the information security of their organization and, consequently, involved with the definition of the enterprise security strategy and the realization of this strategy. Sometimes people, like my colleague Axel, present me with their "strategies" on a few hand-scribbled notes.
Often, an enterprise security strategy is summarized on a number of slides, and sometimes documented in great detail over more than 50 pages. Independent of the industry, the corresponding regulations to comply with, and the preferred information security best practices or applied standards, all organizations are looking for ways to describe the required security capabilities in a way that it can be understood by the management and the lines of business. This is exactly one of the purposes of the IBM Security Blueprint, which was published the first time about four years ago. It provides a holistic approach to describe the security capabilities and a common taxonomy to facilitate the communication between the different stakeholders.
Once a security strategy has been properly described, the next step needs to look at how to deploy the capabilities that have been selected from the IBM Security Blueprint throughout the organization, how to maintain them, and how to measure their effectiveness over time. Because these tasks are beyond the scope the IBM Security Blueprint we looked for security architecture models we could possibly leverage for this purpose. After a short study, we selected the Open Enterprise Security Architecture (O-ESA) from the Open Group and used it in chapter four of our new IBM Redbooks publication as an approach to evolve from a blueprint to an architecture. Of course, other architecture models can be used as well, but the IBM Security Blueprint and O-ESA are both policy driven, so the alignment between these two models worked out quite well.
Here is one of the first attempts on whiteboard to visualize the alignment:
It is not my intention to explain the complete O-ESA model in this blog, I'd rather refer you to the Open Group publication or our IBM Redbooks publication. Let me focus on one of the cornerstones: the policy driven conceptual architecture. O-ESA extends the policy driven concepts beyond access management to include configuration of other security services. Similar to the XACML model, this conceptual architecture leverages Policy Enforcement Points (PEP) to realize the security controls. It does this not only for access management but also other controls, like encryption, configuration management, or border controls to name a few.
Where the IBM Security Blueprint defines the necessary capabilities as sub-components of the Security Foundation Services, O-ESA provides an architectural approach to define their realization in the IT infrastructure. The picture below shows how the security policies are specified, stored in a repository, and leveraged by the Policy Decision Point PDP for the Threat and Vulnerability Management Foundation Service. Note that the diagram describes a conceptual layer; in the technical realization the PDP might be embedded with the PEP. At the different layers of the IT infrastructure the PEP enforces the policies. For example, the Vulnerability Discovery sub-component can be realized by dedicated PEPs at the different layers: application, database, operating system, and network.
The set of PEPs that are deployed for this purpose are considered the security service, and you have to define the scope of the service, who will maintain this service, and how to report on it. In other words, detailed security operations procedures must be defined for each security service. In our IBM Redbooks publication we provide more details about the required steps because security operations procedures are important to establish and maintain the organization's required security level.
Finally, to make it all come together we have devised a practical example in our book. We leverage the approach described in the O-ESA chapter to develop a security architecture for the usage of mobile devices in a healthcare context. This approach plays out to be very flexible, and it can be leveraged both to develop an enterprise security architecture as well as a specific security architecture for one application. Take some time to study our book and consider where you could leverage the approach in your organization.
Feel free to leave a comment if you have ever used the IBM Security Blueprint alone or in combination with any other architecture methods in your enterprise security environment? We are always looking for ways to extend and enhance our current methodology.
Johnson Liuis a Software Engineer with IBM Software Group in the UnitedStates for IBM Case Manager. Johnson developed for mobile and desktop Case Client in addition to many early training workshops, white papers, and code samples. Johnson has expertise and supports customers in the areas of widget development, user interface, and solution deployment and conversion. Johnson has a Bachelor of Science degree from the University of California in Business Information Management.
With the IBM Content Navigator mobile app, you can browse, search, check-in or check-out, and edit documents in a given repository. With IBM Case Manager in the IBM Content Navigator mobile app, you can access the normal functionality of IBM Case Manager with added features of mobile.
Installing the IBM Content Navigator mobile app
This section covers how to download the IBM Content Navigator mobile application from the Apple App Store onto an iOS device like an Apple iPad.
Download IBM Content Navigator mobile app from App Store
On your mobile device, open the App Store and search for IBM Content Navigator() or follow the direct link.
Wait for the mobile device to download and install the IBM Content Navigator app. After the download and installation process is done, you will see the option to open the app and the IBM Content Navigator app will appear on the home page of your mobile device.
Configuring IBM Case Manager for mobile
This section assumes that you have already installed and configured IBM Case Manager using CMPIT and have no issues or errors with the configuration.
Log into IBM Content Navigator administration page. You can get there byentering the following URL into your browser:
After navigating to IBM Content Navigator administration page, open theCase Manager desktopand click theMobiletab. Ensure youenable mobileapplication accessand check the appropriate options to allow users to addphotos from the camera and photo library, add documents and create folders torepository, and open documents in other applications.
Save your changes and now you have configured your Case Manager desktop in IBM Content Navigator with the IBM Content Navigator mobile application.
After downloading the IBM Content Navigator mobile app, you can now set up a connection to your IBM Content Navigator server within the mobile app. After successfully setting up your connection, you will see a Case icon where you can then load mobile Case Client.
For more information or to submit a question about the IBM Content Navigator mobile application and IBM Case Manager in the mobile app, see IBM Content Navigator mobile forum.
This semester I have a new challenge. In my Operations Management class (MBA5280B), I was tasked with an assignment to analyze a process and improve it.
I�m not a big fan of call centers and I firmly believe businesses should stop imposing their traditional models of service and start utilizing market-driven media of conversation for their business processes.
Just last month, I read arhetorical blog posted by Brian Solisfrom Altimeter Group. It really intrigued me, particularly because theExtreme Blue(IBM's internship program for students pursuing software development and MBA degrees) project we planned out for the summer heavily addresses this space.
Solis� blog helps highlight, in an exaggerated fashion, the frustrating traditional process of reporting a product or service complaint. I highly recommend reading this post as it provides a great introduction to the process reinvention I�m putting forth.
Not only that, the format I�m adopting in my blog takes the shape of a response to the original �Dear customer� tagline.
Although I would love to explore numerous processes that could be improved by using social media analytics, I will limit this article to the following: analyzing the call center process for reporting a product complaint and improving it by transposing it onto a �smarter� social media engagement workflow.
Here we go�
Dear customer relations manager at (fictional company) XYZ,
I am writing to express my dissatisfaction, not with your products and services, but with the process you employ for people like me to voice their concerns about these very products and services. You emailed me recently asking that I go through the standard call center process for reporting a complaint or asking a how-to, and here I am instead going through the �very standard� social media channels.
Why, you ask?
It�s because I�m one of the millions of consumers out there who have grown fond of using social media for gathering buying decision information and venting experiences and reviews in return. It�s a vicious cycle, you know. Oh, and by the way, I hope you have a reliable social media analytics solution in place to pick up this blog; I won�t be picking up the phone and calling your hot line.
Your process is not only inefficient and painful, but it�s also missing on countless opportunities in the social media space. I�ll start off by analyzing the current process. Below is a simplified chart that highlights the various activities involved.
The process can be categorized as a service shop, where high customer involvement meets moderate-length service encounters and immediate delivery is expected at the end of the process.
I�ve highlighted in red the most problematic activities in the process chart and, as you can see, most of the complexity lies in the customer space. You�ll notice I�ve excluded transfer activities from the chart to make things simple; in reality, these do exist and they add to the encounter�s length and the customer�s frustration.
Here is a list, by no means exhaustive, of the issues I see with the current process:
� Increased customer effort in various activities, complicating the interaction
� Customers have to actively wait in queues for service, extending the service encounter
� Duplication and inefficiency � same inputs being requested/processed at multiple phases
� Multiple transfers may be required
� Potential peak capacity concerns
� Under utilization during low periods
� Agents pressured to provide quality output based on unknown inputs on the spot
� Lack of proactive quality control on process output
� Lost opportunities in customers hanging up
Of course, like a traditional call center, I�m not here to just offer my complaints. I do have a solution.
Please stay tuned for part 2 of my article when I describe the suggested process redesign.
Johnson Liu is a Software Engineer with IBM Software Group in the UnitedStates for IBM Case Manager. Johnson developed for mobile and desktop Case Client in addition to many early training workshops, white papers, and code samples. Johnson has expertise and supports customers in the areas of widget development, user interface, and solution deployment and conversion. Johnson has a Bachelor of Science degree from the University of California in Business Information Management.
There are complex use cases that can bring additional capabilities to the IBM Case Manager on the mobile app. These complex scenarios can be done through customization on the desktop app and then rendered through the mobile app. The custom widgets below showcase one of the many ways to take advantage of a mobile device with IBM Case Manager.
You can build a custom application so that you can extend your own mobile application to the mobile platform and leverage new capabilities into the IBM Content Navigator or IBM Case Manager. These are some options:
Mobile web application using Dojo Mobile or a similar framework
Extend from mobile optimized layout of IBM Content Navigator
Extend from IBM Content Navigator native iOS client
Hybrid mobile application using IBM Worklight
Below is a custom widget that allows the case worker or customer to sign using his or her finger on the iPad and then file that into the case. The layout of this custom widget was built using standard HTML with addition of Dojo attach points. The custom widget allows the user to add a new image to the case and add a signature to the case. Adding a new image to the case is done using the standard IBM Content Navigator APIs where we specify the path to where the file should be added.
To add a signature to the case, we performed the following steps:
Created a new dialog with custom layout that was built using standard HTML code. To support the signature functionality, we added a Canvas element to the HTML.
The implementation of the signature was done using three specific Dojo libraries: Dojo Touch, Dojo Gesture and Dojo DomGeometry. These specific libraries were used to support the functionality on both desktops and mobile devices while using other implementations will result in an unexpected behavior on different devices.
Special Thanks to the IBM Case Manager Mobile Team!
Johnson Liu is a Software Engineer with IBM Software Group in the United States. For IBM Case Manager, he developed various early training workshops, white papers, and code samples. Johnson has expertise and supports customers in the areas of widget development, user interface, and solution deployment and conversion. Johnson has a Bachelor of Science degree from the University of California Irvine in Business Information Management.
Here are some great benefits that IBM Case Manager V5.2 brings in the realm of widgets and solution customization:
1. Streamlined custom widget development and deployment
IBM Case Manager V5.2 provides a streamlined way to deploy and register a custom widget package with the IBM Case Manager Configuration Tool and the IBM Case Manager Administration Client. The development process for a custom widget can be streamlined with Apache Ant build scripts and with the use of Dojo lifecycle and AMD practices.
3. Widget events and wiring
4. Page Designer
Page Designer now allows the user to edit widget settings, drag and drop custom widgets to the page, and wire widgets when the user is designing the solution. With multi-user editing, users can edit different pages independently.
5. Custom actions, script actions, and script adapters
There are various customization scenarios that involve simple custom scripts in the custom actions, script actions, and script adapters in IBM Case Manager. These simple customizations are covered in the IBM Case Manager V5.2 redbook, but allow various levels of customization to a solution.
More examples of cases and industry applications are outlined in Chapter 2 of the IBM Case Manager 5.2 Redbooks publication.
For IBM Case Manager V5.2 related blog posts, see:
Picture an IT manager proudly presenting a set of charts to his customers indicating that all is well with the world, only to be blasted by an irate business line manager armed with a completely different, user-based, and wholly contradictory view of system health and stability. Why does this happen? And why does it keep happening?
Old Man Voice: Back in my day, when people still bought CDs, and streams meant running water, an IT system had a purpose in life. It did one or two things right, and you liked it.
In those days, systems, by and large, supported core business processes. The Purchasing System for a global company's Asia-Pacific geography did just as its name implied. If that system was down, it could rightly be said that purchasing for all of AP was down. Everyone knew what was affected, and the impact on the business. As the nature of enterprise computing has evolved over the years, several factors have disrupted this straightforward view of the technical universe:
ERP systems have proliferated, combining multiple backoffice business processes
Increases in processing capability and relentless focus on minimizing TCO has engendered massive technical consolidation
The explosion of the internet gave rise to Business-to-Business (B2B), and then Business-to-Customer (B2C) models of commerce
Hardware and software virtualization further blurred the boundaries between applications, systems and the business processes dependent upon them
And now the ubiquitous Cloud obscures the faint lines of demarcation that remained
If you are still managing IT with tools and/or processes hearkening back to the monolithic (and Paleolithic) business environment of yore, of course you are going to have problems. Measuring server-level availability and performance is useful to the teams responsible for directly maintaining those servers, but it is almost irrelevant to a business line manager or the end users whose interests they represent.
Business managers and end users only care about machine level and application level operational metrics to the extent that they directly correlate with end user experience and productivity. To measure and manage what is of importance to the customers of IT service providers, what is really required, is a business services management (BSM) model that integrates a multitude of systems management tools with the support processes and teams needed to operate them. This represents not only a philosophical challenge, but a technical one, as well, since such integration crosses boundaries of technical support teams and system management tools capabilities.
If your process availability management strategy requires you to take each business process and map it out to all of the applications and system infrastructure it traverses, in order to understand its performance, health, capacity, and availability, you are fighting an uphill battle.
Many organizations recognize the limitations of teams and tools in creating a sufficiently detailed, real time mapping of their process and technical interdependencies. For this reason, they attempt to approximate a business services management model through direct instrumentation of a handful of very critical business processes.
Such a case-by-case approach is inadequate, however, when there are a large number of critical processes, and when the supported environments are very heterogeneous. Scaling such a solution becomes impractical due to a combination of expense and implementation time. Even at its best, such an exception-based, limited deployment of comprehensive management of critical process availability represents a missed opportunity for incorporation of the results of the tooling that exists at the systems and applications levels of the solution.
On engagements I've worked in the past, I have used IBM Tivoli Application Dependency Discovery Manager (TADDM), in conjunction with IBM Tivoli Monitoring (ITM), and IBM Tivoli Business Services Manager (TBSM) to create a unified view of the process <> application <>infrastructure relationships for business ecosystems with extremely complex logical and physical architectures. This solution, which we've dubbed Business Process Availability Management (BPAM), enables us to take advantage of existing monitoring capabilities within an enterprise, augment them with application-specific and business process specific monitoring capabilities, and create a scalable, integrated real-time view of availability and performance which is detailed enough for an IT support organization, but relevant enough for a business line manager.
The following figure provides an overview of the Business Process Availability Management architecture.
The IBM Redbooks publication IBM Software for SAP Solutions includes information on Systems Management for large SAP implementations, and it provides a detailed description of the IBM Business Process Availability Management approach.
Derek Jennings is a Senior Certified Consulting IT Specialist with the IBM Global Business Services® division in the USA. Derek is currently an offerings and solutions architect for IBM Dev/Test Cloud Services. Derek has over twenty years of experience in full life-cycle performance engineering for SAP and large, complex enterprise systems. He has also designed the monitoring and management strategy for many of the largest and most mission critical business systems in IBM. Derek is a co-author of the IBM Redbooks publication IBM Software for SAP Solutions.
� "My business is changing on a weekly and sometimes daily basis, and in order to stay competitive I need quick access to the data without IT getting in my way."
Are these comments common inside of your organization?
It�s an interesting battle of wits: Business users needing that fast agility to get at information, and IT needing to ensure governance and control.
IT is often painted as the bad guys because they create roadblocks and are unable to deliver what the business wants � quickly and consistently.
Business is viewed like spoiled brats who have no patience or vision and ultimately rebel.
It�s a dysfunctional relationship that thrives only because these �factions� are more similar than they realize. And, they need each other. It should be very symbiotic�if only they realized.
They are both working towards the same goal: driving the business forward.
But, in order to feel like they are accomplishing their goals, they need freedom from each other. Some might say they need an �open relationship.�
IT doesn�t want to be strapped to a barrage of mundane requests. Business doesn�t want to be constrained to the complicated systems and processes IT has set up for them.
Ultimately, business wants to live in a world where they can easily access the information they need (from any source), manipulate the data without having to be a spreadsheet programmer, and share it with others.
IT wants to be able to leverage the analysis the business user has been working on and still maintain the governance and control to ensure consistent information and use of that information across the organization.
Depending on which side of the aisle you sit, there is an answer and an easy way both can be successful. In fact, both sides can have their cake and eat it too.
We invite you to view the first chapter of our Business vs. IT story in the video below.
In this era of interconnected industries, businesses and consumers, a new kind of leadership is required to turn opportunity into business outcomes. Smarter businesses are capitalizing on information as an indispensable resource and using technology as the catalyst for unleashing innovation. They are expanding the digital world of the back-office into the front-office.
Given this new reality, Business and IT leaders are collaborating to better align business and technology investments in order to respond to three business imperatives:
� Re-invent relationships and uncover new markets
� Manage the velocity of business change
� Implement the new economics of IT to fund new innovations
At InterConnect 2012, collaborate with business decision-making peers, and see how they�re working with technology leaders to fulfill the vision of their senior leadership. Meet face-to-face with technical decision-makers and industry experts, and define new ways to achieve your organization�s strategic goals.
Hot Topic Sessions
At InterConnect 2012, participate in a rich selection of Hot Topic Sessions hosted by senior IBM thought leaders. Learn directly from IBM clients and business partners from a variety of industries, around the globe, as they showcase successful strategies that leverage the breadth and depth of IBM software and systems. Hot topics include:
� Changing the Economics of IT with IBM PureSystems
� Defending Against Cyber-threats with Security Intelligence and Behavioral Analytics
� Rethink IT. Reinvent Business with Cloud Computing
� Transforming Critical Business Processes
� Unlocking Opportunities with Big Data Analytics
� Gaining Competitive Advantage through Software Innovation
� Creating Exceptional Experiences by Combining Social and Commerce Best Practices
� Speeding Innovation and Extending Reach with Mobile Enterprise
� Transforming IT for Insight and Efficiency with Smarter Storage
� Enabling Growth with Enterprise Systems
Dig deeper into the initiatives that are shaping successful businesses by participating in subsequent facilitated Exchange Sessions, where you�ll learn to apply the lessons learned to your organization. End each day of InterConnect 2012 with a clear plan of how to share the expertise with your teams and begin charting the path to future value.
The InterConnect Solution Center will be open throughout the event, situated at the heart of InterConnect within the Compass Ballroom at Resorts World Sentosa. With topic-focused zones and interactive demonstrations, the Solution Center will bring IBM Business Partners and Subject Matter Experts together with customers and select IBM executives to form a single, unified Software and Systems showcase.
Network with peers in a comfortable, informal setting on the evening of Tuesday, October 9th at the Solution Center Welcome Reception, and at a special event at Universal Studios on the evening of Wednesday, October 10th.
At a glance, the conference agenda is as follows:
IBM InterConnect 2012 Agenda Day 1: Tuesday 9th October
08:00 � 9:30 Pre-Event: Business Partner Forum AND Pre-Event: Press & Analyst Forum
09:30 � 10:00 Networking Break/Solution Center
10:00 � 10:15 Opening General Session Host & Special Guest Speaker
10:15 � 10:35 A source of Global Innovation, the art of the possible in Growth Markets (Jim Bramante)
10:35 � 11:05 Turning opportunities into Outcomes (Steve Mills)
11:05 � 11:45 Unleashing Innovation: The New Economics of IT ( Rod Adkins)
11:45 � 12:00 Customer Guest speaker
12:00 � 13:30 Lunch/Solution Center
13:30 � 14:10 Managing the Velocity of Change (Leblanc)
14:10 � 14:50 Re-inventing Relationships and Uncovering New Markets ( Mike Rhodin)
14:50 � 15:05 Customer Guest Speaker
15:05 � 15:40 Special Guest Speaker
15:40 � 16:00 Networking Break/Solution Center
16:00 � 18:00 Connections: PEER � EXEC � SOLUTIONS EXPO � EXCHANGE SESSIONS by Business Imperative
6:00 � 7:30 Solutions Expo Reception
IBM InterConnect 2012 Agenda Day 2: Wednesday 10th October
08:30 � 09:30 General Session - Clients and BP Best Practices
09:30 � 09:45 Break
09:45 � 11:15 Hot Topic Sessions
11:15 � 11:30 Break
11:30 � 1:00 Hot Topic Sessions
13:00 � 14:00 Lunch Break/Solution Center
14:00 � 15:30 Hot Topic Sessions
15:30 � 16:00 Networking Break/Solution Center
16:00� 17:30 Connections: PEER � EXEC � SOLUTIONS EXPO � EXCHANGE SESSIONS by Hot Topic
17:30 � 19:00 SOLUTION CENTER Reception
19:30 � 21:30 Gala Event at Universal Studios Singapore!
IBM InterConnect 2012 Agenda Day 3: Thursday 11th October
08:30 � 09:30 General Session - Clients and BP Best Practices
09:30 � 09:45 Break
09:45 � 11:15 Hot Topic Sessions
11:15 � 11:30 Break
11:30 � 1:00 Hot Topic Sessions
13:00 � 14:00 Lunch Break/Solution Center
14:00 � 15:15 Connections: PEER � EXEC � SOLUTIONS EXPO � EXCHANGE SESSIONS by Hot Topic
15:15 � 15:30 Break
15:30 � 16:30 Closing General Session
We're excited to announce that IBM Chairman, President and CEO Ginni Rometty will be our very special guest at InterConnect this year and will share her vision on how to speed our journey into A New Era of Smart.
Ginni will be joined by IBM's senior leaders Robert LeBlanc, Mike Rhodin, Tom Rosamilia and Jim Bramante who will help us understand how to effectively leverage the breadth and depth of IBM's capabilities to execute against this most compelling vision.
At the conference, attendees will learn how:
The convergence of Cloud, Mobile, Social, and Big Data & Analytics will deliver better business outcomes
Expert Integrated Systems are changing the dynamics of today's infrastructure
Security Intelligence can make organizations smarter and safer
DevOps are innovating the way products and services are brought to market
Smarter Commerce Solutions are transforming today's consumer experience
Don't miss this unique opportunity to hear these speakers, deepen your knowledge of comprehensive business-IT solutions and network with peers. Register today at www.ibm.com/interconnect!
You may have �Big Data� and not know it� can you protect it?
To many security executives the word �Big Data� seems to being something that someone else has and thus not applicable to ones own enterprise. Many Security managers assume that their own data-center is traditional and that �Big Data� is something that enterprises like Amazon or Google use. Such thinking cannot be further from the truth. With the rise in machine-to-machine (M2M) communication, i.e. interconnectivity, there is a huge rise in the data that is available and logged. So if you have website and have logs of all the activity on the website then you certainly have �big data�.
Four characteristics of Big Data
There are four characteristics of Big Data:
Phew � we now have the play on the words out of the way!
Even the most conservative enterprise has a huge amount of log files that can provide great insight into their own operations or customer needs. As organizations try to ingest and manage this useful data, there is also the implication that this data is useful to anyone who can break in and access this data. Organizations also need to be aware that much of this data could be sensitive data such as financial, health, and personal or other types of sensitive information that are subject to regulations or even sensitive to the business like revenue data.
What does that mean in terms of security?
This means that security professionals need processes in place that promote compliance and security. You should put systems in that that will protect both your traditional structured data (like the ones that you have in your database) as well as the unstructured data (examples are your log files, video and other document files). Having a common solution that would let you monitor the different kinds of data � Big or traditional, as well as provide you with �Intelligence� for the entire organization is something that is very doable.
For instance, InfoSphere Guardium Data Activity Monitoring secures both the Big data and traditional data. It is directly integrated and shares information with IBM�s Security�s QRadar to provide enterprise wide intelligence on the security posture.
Check out these links for more information on how to get more out of Big data and also protect Big Data�
IBM® Data Server Manager is a web-based, integrated database management tools platform that helps you manage the following databases:
IBM Db2® for Linux, UNIX, Windows
IBM Db2 for z/OS® databases
IBM dashDB® for Analytics
IBM Db2 on Cloud (formerly IBM dashDB for Transactions)
IBM dashDB Local
IBM Data Server Manager helps you administer, monitor, manage and optimize the performance of IBM Db2 databases. Organizations want to make sure that this powerful database management tool is highly available in their environment.
Data Server Manager can be configured and deployed to run on an HA cluster that includes one master node and one backup node.
Data Server Manager HA structure
If Data Server Manager stops running on one of the nodes, the other instance of Data Server Manager starts to ensure that the Data Server Manager service is always available. Critical configuration and user data for Data Server Manager are continuously synchronized between the two Data Server Manager nodes.
This document describes the detailed steps that you must follow to build, configure, and deploy IBM Data Server Manager as a high availability (HA) service on a Linux system.
Xiao Min Zhao is a software developer for IBM Data Server Manager in IBM China. She has nine years of experience with IBM Db2 and related tools. Xiao Min is an expert on IBM DB2z query processing and tuning. In the Data Server Manager development team, Xiao Min takes several roles such as Data Server Manager tuning on DB2z support, project leader for Continuous Integration and Continuous Delivery agile transformation, and projects that require the deployment of Data Server Manger as a High Availability service.
IBM API Management supports the API development lifecycle through its API versioning and promotion features.
Katherine Sandersis an IBM Software Services for WebSphere (ISSW) consultant based in Hursley, United Kingdom. She has worked at IBM since 2007 and is currently specializing in IBM WebSphere Cast Iron Cloud Integration and IBM API Management. She has a strong background in software development and the WebSphere product portfolio. She holds a Bachelor of Science degree in Computer Science from the University of Nottingham.
Imagine that a company wants to increase brand awareness through the API economy. They have created their first API, and they have succeeded in attracting a community of app developers to use it. The company now wants to improve the API based on the feedback from the community to help attract more app developers. How can the company make changes to the API without affecting the existing apps that use it? How can the company track what changes have been made to the API? IBM API Management meets these requirements through its API versioning feature.
The company is also expanding its API development team to keep up with demand from the community for new features. They need to be able to test one version of an API while the next one is being developed. They also don't want changes to the API to be visible to app developers until they are ready for release. They decide that they need multiple API Management environments for development, test and production. How can the developers move each version of the API from development to test, and from test to production? IBM API Management supports this through its API promotion feature.
You can create two types of API versions in IBM API Management:
Minor versions - Used for changes that do not require modifications in apps that call the API. For example, when you add a new resource to an API or change a resource implementation without modifying the inputs or outputs, you can create a minor version of the API.
Here are some pointers regarding minor versions of APIs:
All minor versions of an API share the same URL, so you can switch seamlessly between them without the apps that call them being affected. However, only one minor version of the API can run at any given time.
You can develop the next minor version while the current minor version is running, but you must switch to run the next minor version before you can test it.
You can revert to a prior minor version of the API if there are problems.
Major versions - Used for changes that break existing apps that call the API. For example, when you remove a resource or modify the required parameters of an API, you want to create a major version of the API.
Here are some pointers regarding major versions of APIs:
Each major version of an API has a unique URL, and they can all run simultaneously in the same IBM API Management tenant.
Existing apps will continue to use the previous version of the API. You must modify the app if you want it to run the new version of the API.
You can develop and test the next major version without affecting the current major version. You can also choose to keep the next major version private and invisible to others until it is ready for release.
Each IBM API Management customer will typically define multiple environments, for example three environments for development, test and production. The API Promotion feature enables you to promote an API from one environment to another as part of the development lifecycle.
The Promotion feature can also be used to:
Attach an API to an IBM Support request.
Store an API version in an external source code control system.
Backup an API for disaster recovery.
The promotion is done by exporting an API in one environment and importing it into another environment using the API Manager.
When an API is exported, a compressed file is downloaded. The compressed file contains encyrpted information about a single minor version of the API, including its name, visibility, context, and the configuration of the resources in the API. The file also contains details of the connections, entitlements, and security configuration for the API.
If an API does not already exist in the target environment, a new API is created when the API is imported. All the connections, entitlements and security configuration required by that API are also created. The new API will be listed in the APIs view after the import with an updated URL to match the new environment domain name. The new API will be imported in the stopped state, and you must start it before you try to test it.
If an API already exists in the target environment, the exported minor version of the API is added to the list of versions for the API. The current version of the API does not change, so you must revert to the newly imported version to be able to view or edit that version of the API. You must also start the new version of the API before the changes take effect in the currently running version.
During the import, the connection, entitlement, and security configuration are compared with the target environment and an error message is displayed if there is a conflict. You must correct the reported problem before you can successfully import the API. An error also occurs if you try to import a version that already exists.
Read more about versioning and promoting APIs in the IBM Redbooks publication, Exposing and Managing Enterprise Services with IBM API Management (see the link below). There is a designated chapter on the versioning and promotion of APIs that includes a step by step tutorial of how to apply these features in a real world scenario, as well as a section on best practices. Also follow @ibmapimgt on Twitter for all the latest news about the product.