Author: Jeff Eveland

Reputable national life insurance company (client) prepares its back end development for the installation of TemenosTM application on the WebSphere Application Servicer (WAS) installation. Client sought a provider to migrate WAS 7 ND from jBoss on a Windows 2008 platform. With more than 1,000,000 insurance policies, customers rely on the company for life insurance, annuity and travel accident insurance.

Third party insurance claims provider (client) needed to create a new proprietary claims process, at the request of Aetna, with a hard HIPAA deadline in four months. At the onset of the partnership, our client was responsible for the submission, processing and payment of claims and then pertinent information regarding the claim would be directed to the appropriate insurance company.

In May 2012, Aetna requested a change to this process to be completed on or before January 1, 2013. The process change included our client submitting and processing the claims, however the check to pay the claim would then be paid through Aetna with strict adherence to HIPAA regulations. A proprietary program needed to be written that would allow them to create this new process flow.

Work for the project began in September of 2012 after much go-around with the requirements and expectations leaving a four-month window for the completion of the project that would be compliant with HIPAA standards. The client was using a homegrown PowerBuilder based .Net system with the data stored in Oracle Database. The data needed to be readjusted within the file transfer process and claims processing.
TxMQ assembled a team of four members, including three PowerBuilder specialists and one Oracle specialist to create a new program that would allow the system to record claims, send them electronically, adjudicate the claim, and update the file to send back to Aetna for payment. Our PowerBuilder specialists worked long and hard to write and re-write the program several times ensuring its compatibility with Aetna systems. Our Oracle specialist continually worked to make updates to the copy scripts as the project progressed.

The team was forced to request a deadline extension when it was discovered that Aetna was not running the most recent version of HIPAA. However, within a month’s time, the adjustments to the new system had been implemented and the system went live with no issue.
Photo courtesy of Flickr contributor “Army Medicine”

American grocery store (client) operating approximately 1,300 supermarkets in 11 states needed assistance with implementing WAS ND v6 configuration and installation.

Client was handling several open problem tickets with IBM in conjunction with handling an open issue with the deployment manager hanging. The client needed a Subject Matter Expert (SME) to oversee the project, determine the root cause and provide recommendations and assistance with implementing changes in the WebSphere Application Server ND V6 configuration and installation. TxMQ was asked to provide project leadership and the SME.
The Project Manager was responsible for providing a system analysis of the WAS-­ND application and system logs to identify the problem origin and recommend a course of action to resolve the issue. It was expected that the SME analyze WAS-­?ND security and Tivoli Directory setup, propose changes and technical explanations for potential solutions and then oversee the implementation of said solutions. The expectation at the end of the project was that all IBM open tickets and issues would be resolved and WAS-­ND would be installed and configured properly.

The first step on a long list of ‘to-do’s” was to meet with the client’s on-staff system administrators to discuss all installation procedures and pre?install requirements. This was an imperative step to ensure that procedures were discussed for resolving problems via IBM PMRs for WebSphere issues. After the analysis of the project, a technical explanation was developed which outlined several possible solutions. After the client evaluated recommendations and a solution was chosen our solution was implemented. Subsequent testing was necessary as the system needed to remain in compliance with the client’s change management policies and procedures. Throughout the duration of the project, the TxMQ consultants facilitated technical meetings with onsite resources and provided status reports to all parties involved in the project.

The TxMQ consultant ensured that the project was completed and the configuration of WAS?ND remained compliant with all of the client’s change management policies and procedures.
Photo courtesy of Flickr contributor Jay Gooby

Government client required oversight for proper implementation and development of integral middleware products.

Our government client required a project manager to oversee, provide guidance and collaborate with MIP team regarding problems with the MIP and non-MIP application and system issues to include in the design, development, and implementation of enterprise applications using a variety of middleware products.
It was imperative that the job run smoothly as our client’s engineering services provide highly- efficient program management, financial management, systems engineering, and Integrated Logistic Support (ILS) to boost Navy crew safety and streamline processes.

TxMQ’s consultant’s job requirement included managing a diversely skilled group of developers, including IBM subcontractors, to identify roles and responsibilities for the development team to execute the correct implementation and development of MIP Hosting Site Migration and System Upgrade.
The guidance for the integration, design and development incorporated advice on using the following middleware products:

• WebSphere Process Server
• WebSphere Portal Server
• DB2 Content Manager
• IBM HTTP Server
• Tivoli Web Seal
• Tivoli Access Manager
• DB2
• IBM Directory Server
• Active Directory

The initial step in the project included dividing and handing off development activities to members of the upgrade test team for MIP and Non-MIP applications.
Coordination and collaboration was imperative through internal cross function teams and external vendors. The project manager supervised these exchanges ensuring that each party had the information needed to complete the task at hand. By overseeing the development team and managing expectations and providing direction, the process of code maintenance and technical deployment of new code and patches began.
Throughout the process our project manager updated the client via status meetings and written internal project reports.

It was the responsibility of our project manager to ensure compliance with CMMI SW Level 3 processes for the work managed at ZAI.
Photo by Flickr contributor Andy Piper.

Large regional bank commissioned TxMQ to conduct a WebSphere MQ environment review to maximize use of resources and technology.

TxMQ’s client, a large regional bank, requested a WebSphere MQ-environment HealthCheck. The Bank uses WMQ as a shared middleware infrastructure for all critical business applications to send and receive critical data between them.
In addition, the bank requested that TxMQ identify a solution configuration to meet the bank’s needs.

The first key objective for the HealthCheck was to provide senior architecture consulting and a broad assessment and review. The assessment and review would be used to provide flow documents and possible recommendations including, but not limited to:

• Software and system-configuration changes or upgrades/support packs needed
• Technical impact and performance analysisResponse to solutions impactWritten recommendations based on meetings with stakeholdersStakeholder concerns mapped to specific infrastructure objectivesA second key objective for the HealthCheck was to analyze the WMQ environment and configuration to eliminate any potential performance, availability and security exposure, and to ensure there were no roadblocks for future growth and new applications. This included an analysis of current staffing structure, number and size.
  The final objective was to analyze the proposed capacity-increase solutions and the impact of each solution to support increases in business processes up to 100% of the existing transaction volumes. The analysis would help the client effectively plan MQ-capacity management strategy, identify technical dependencies and assist with identifying the costs and benefits.
  The Response

  TxMQ’s consultant – an MQ Subject Matter Expert – spent a little more than a week onsite with the MQ team at the bank. TxMQ dove into a diagnosis of the current OS and middleware environment, which included CICS V3.2, WebSphere MQ V7.01 and DB2 V8.
  The client had more than 23 MQ Managers spread over Mainframe, AIX and Windows. Some managers were used for development and testing and were standalone. For production, many of the applications went through more than one queue manager.
  In conjunction with the bank’s internal teams, the TxMQ consultant was able to deep-dive into the environment and architecture and create a list of observations and recommendations.

  Findings

  The HealthCheck revealed no major or current issues. Our consultant’s general observations were as follows:

  • Sound architecture and topology
  • WMQ V6 is due for upgrade
  • Uniform procedures and proper validation for software promotion
  • Add additional load-test environments to facilitate updates
  • Excellent logic and implementation of naming conventions
  • Offsite z/OS image available for regular testing
  • Offsite z/OS image available for regular disaster-recovery exercises
  • Solid business-continuity plans
  • Infrastructure is ready, should disaster recovery be needed
  • Tivoli OmegaMon XA used for monitoring
  • No high-level application and architectural documents readily available
  • System is well-tuned
  • Security is solid with only a small number of areas that need to be addressed
  • Excellent IT skills team with good problem-determination skills
  • Excellent working group with positive attitude
  • Staffing is lean compared to similar organizations. ?In the last 13 months there were three system outages due to application issues. There is no concern with the number of instances and it was determined that there is a well-designed and functioning system in place for tracking and logging instances.
  Additional Recommendations

  The TxMQ consultant provided the following additional recommendations to the bank:

  • Evaluate recent WMQ security features
  • Plan for WMQ migration to V 7.1 or 7.5
  • Modify the current WMQ recovery topology to handle possibility of improved recovery time for a mainframe outage
  • Implement shared queue when Sysplex is available
  • Evaluate additional ESB architecture
  • Review staffing

  Photo courtesy of FLickr contributor Howard Lake.

A large retailer using WebSphere Commerce 6 had failed in a previous migration to WebSphere Commerce 6.1. The retailer now needed new features found in WebSphere Commerce 7. TxMQ, an IBM Premier Business Partner, added two brand-new clustered WebSphere 7 environments. The result: TxMQ implemented WebSphere 7 and delivered twice the processing capacity using half the number of clustered servers with no downtime to operations.

A large retailer (the “client”) was using WebSphere Commerce 6 running clustered WebSphere Application Server (WAS) 6.0 and backend clustered services running WAS 6.0. Both WebSphere environments were on AIX 6. The frontend Commerce servers maintained the website, while the backend services performed shipping, email notifications, billing and inventory. The backend services also hosted a homegrown call-center application. The development environment staged 16 separate JVMs to manage disparate projects. The QA environment housed four clustered application servers in a three-tiered architecture that exactly mirrored production.

A previous migration to WebSphere 6.1 had failed and was subsequently abandoned. With the release of WebSphere Commerce 7, the client’s development team needed to utilize new features found in WebSphere Commerce 7. There was also no tolerance for downtime, whether it be in development or production. Automated deployment scripts were requested for each environment.

The key to project success was to analyze what had been unsuccessful in the past. From that initial conversation, TxMQ split the project by environment. The first environment was the client’s frontend WebSphere Commerce 6 environment. The second was the backend WAS services.
TxMQ attempted two separate approaches to tackle the frontend environment. The first approach was to migrate the Commerce 6.0 application into version 7 using the supplied IBM tools. When that failed, TxMQ went to the backup approach and installed WebSphere 7 on new, recently purchased hardware. The existing installation of WebSphere 6 was on old, about-to-be-retired hardware. While the original approach was to eventually migrate to the new hardware once WebSphere 7 was installed, TxMQ improvised and installed 7 only on the new hardware. This made it simple to maintain the requirement for downtime, because the team could build alongside the existing architecture. There was little to no downtime and testing proceeded smoothly without interruption to the legacy environment. Cutover was as simple as shutting off the legacy lpars.
Within the second environment, the application was a bit simpler than the Commerce. The IBM-supplied tools migrated that application successfully and TxMQ was able to successfully complete all tasks using the first approach of an in-place migration.
In hindsight, TxMQ would recommend the client perform a full reinstall of WebSphere 7 because of the significant changes to the SSL certificates between WebSphere 6 and 7. In order to re-enable security, TxMQ had to completely rebuild the client’s legacy certificates (that were transferred over by IBM tools). In a PMR to IBM, it was acknowledged that this was a flaw in the migration which resulted in corrupted security keys.

In summary, TxMQ added two brand-new clustered WebSphere 7 environments with little to no downtime to the client’s project schedule. The client’s development environment was perfectly mirrored from legacy and was switched with little to no impact to the existing schedule. Performance testing indicated that the client could run nearly twice the seasonal load on half of the usual hardware. Whereas the client could process 4,000 orders/hour with 8 clustered servers, the client could now process nearly 8,000 orders/hour with just 4 clustered servers.
TxMQ was able to provide extensive documentation on the installation process for both the backend and frontend environments. Additionally, TxMQ provided documentation for the deployment scripts, as well as updated architecture diagrams for both the deployment script and the new WebSphere 7.

Initially, TxMQ experienced problems with the 32-bit application – it would run out of memory due to excessive class loaders. The solution lay within a parameter buried deep in the infocenter that accepted a code to limit the number of classloaders.
WebSphere Commerce is caching-intensive. TxMQ executed a highly significant amount of performance-tuning around the dynacache settings. Some new distributed-object caching methods introduced in WebSphere 7 helped achieve greater order throughput. However, there was a need to rewrite the cachespec.xml to utilize these features.
While migrations were usually successful, in the end everybody agreed that a clean install was faster.
Photo courtesy of Flickr contributor David Precious

Large regional bank commissioned TxMQ to conduct a CICS architecture and implementation review to maximize use of resources and technology.

TxMQ’s client, a large regional bank, requested a CICS HealthCheck. Under the request, TxMQ would assess the current infrastructure and verify that the environments were running optimally (response times and availability), and assess how the client used them in comparison with other institutions of like size and structure.
In addition, TxMQ was asked to identify opportunities for different and greater functionality, as presented by the technology, and to determine what business solutions might be recommended.

The first key objective for the HealthCheck was to provide senior architecture consulting, plus a broad assessment and review. The assessment and review would be used to provide flow documents and possible recommendations including, but not limited to:

• Software and system-configuration changes or upgrades/support packs needed
• Technical impact and performance analysis
• Response to solutions impact
• Written recommendations based on meetings with stakeholders
• Stakeholder concerns mapped to specific infrastructure objectives

A second key objective for the HealthCheck was to analyze the WMQ environment and configuration to eliminate any potential performance, availability and security exposure, and to ensure there were no roadblocks for future growth and new applications. This included an analysis of current staffing structure, number and size.
The final objective was to analyze the proposed capacity-increase solutions and the impact of each solution to support increases in business processes up to 100% of the existing transaction volumes. The analysis would help the client effectively plan MQ/CICS capacity-management strategy, identify technical dependencies and assist with an identification of the costs and benefits.

TxMQ’s consultant – an MQ Subject Matter Expert – spent a little more than a week onsite with the CICS/MQ team at the bank.
TxMQ dove into a diagnosis of the current OS and middleware environment, which included CICS V3.2, WebSphere MQ V7.01 and DB2 V8. The Client had more than 85 CICS regions deployed, many of which were standalone and used for development and testing.
TxMQ’s consultant completed a review of CICS parameters and specifications for the bank’s main production regions. The consultant also assessed the source of three system outages over the prior 13 months due to application issues.
In conjunction with the bank’s internal teams, the TxMQ consultant was able to deep-dive into the environment and architecture and create a list of observations and recommendations.

The HealthCheck revealed no major or current issues. The consultant’s general observations were as follows:

• Sound Architecture
• Highly motivated and skilled professionals
• Excellent communication among management, teams and members
• Need for ongoing skill updates
• Fast problem resolution
• Formal structure for support and problem facilitation
• Central change management
• No performance issues
• Management aware of and willing to address issues
• Good planning

The three system outages were sourced to application issues. TxMQ recommended the client reduce additional outages by:
1) Thorough application testing, and 2) Utilization of a disaster-recovery system identical to the production environment.
As far as CICS parameters, no networking issues were detected and only minor changes were suggested.
The client is proactively planning upgrade activities as well as additional training for its staff.
Photo courtesy of Flickr contributor Bob Mical

National product-transport-logistics company (client) sought WebSphere Z/OS environment performance assessment and analysis to solve memory issues.

The client experienced CPU spikes and service timeouts that caused application-hang conditions with a need to recycle the WAS app servers. The workload volume approached peak for the business process, with the need to address JVM configuration and settings changes to potentially alleviate CPU spikes.

Statement Of The Problem: The cause of the client’s WebSphere issue was within one of the WebSphere Servant Regions. The region was running out of memory and performing a large volume of garbage collection – so much that this WebSphere region took over most of the z/AAP capacity. The question was: How could the client control this activity with WLM?

TxMQ performed an analysis using the following tools:

• Z/OS RMF reports
• Javacore analysis using the IBM Support Assistant Workbench (ISAW)
• WebSphere GC logs analysis using the ISAW

TxMQ logged the following observations:

• The WebSphere infrastructure was remarkably well-maintained and well-tuned for the hardware environment. In addition, TxMQ was impressed by the client’s knowledge base.
• The environment was not technically restrained – it could do what the client “wanted it to do.” Instead, lack of hardware and application design were of issue.
• The Z/OS infrastructure was problematic. The main issue: What does one do when the z/AAP goes away?
• The situation pointed to an application-design issue. All tests pointed to a condition whereby the application was attempting to do too much, based upon less-than-optimal design and execution.

Following is a summary of notes from the Javacore analysis:

• Number of threads allocated to ORB should be investigated
• Recommended: Xmxcl setting (only for IBM Java 5.0, up to and including
• Service Refresh 4)
• Thread-status analysis: Noticed 26 threads were actually running. Code pointed to ORB, EJBs
• No one was waiting on a monitor, yet there were 91 waiters. It appeared the code was not doing the same thing on the other threads. (A monitor is how java keeps code reusable and allows resource sharing.)

ORB thread pool stack: Almost all the running threads look like this:

This analysis showed the JVM to be running out of memory.

At the conclusion of the review, TxMQ discussed recommendations with the client, but the client remained concerned that the recommendations still did not address the issue of CPU overload. Some results from that conversation:

• The client’s applications team decided to support a move to WASv7.x with the expectation of increased performance.
• WLM management is an area that needs review, but any modifications (re: priority levels for WebSphere) are problematic.
• The additional zAAP is preventing a system heart attack. The general-processor/zAPP costs must be accounted for before the zAPP expired in the next 6 weeks.
• Best value-for-spend would be an application-review of the heap usage.

Client takeaway from performance review:

• Add more ORB threads
• Add more memory to the JVMs
• Look into JVM –Xmxcl setting
• Investigate how EJBs are using connection pools
• Get the GP and keep the zAAP
• Set GC-threads limitation on the WebSphere JVM to avoid the taking of all CPUs
  when doing GC
• Profile the application and tune it with the view of system resources, parsing
  and messaging
• Investigate DataPower appliance as a method of offloading Soap services, XML parsing and messaging
• Choose a DB Subject Matter Expert to look over the design, tuning and capacity-planning of the subsystem.

Photo courtesy of Flickr contributor xdxd_vs_xdxd

Indian nation (client) sought update to current static-html website. TxMQ designed a site that was dynamic and easily updated via Content Management System.

As part of an overall grand plan to streamline and track customer data, the client needed the assistance of a system analyst to provide ongoing remote-development work for the Indian nation’s gaming website and several web properties within the site. There were a total of 17 gaming locations, with two of the client’s largest locations most in need of an updated website.

The client’s current static-HTML website was difficult to update on a frequent basis. In order to create a dynamic, ever-changing and easily-updatable website, the client needed to transition the website to a JSP Content Management System (CMS) to promote casinos and gaming centers.
There were two websites in need of a CMS implementation and the client needed to evaluate and choose the proper system to complete the job.

A TxMQ consultant was supplied with a fairly complete site design in the HTML format. His first steps were to convert the static HTML instance to a CMS-enabled, dynamic-JSP website.
To create the new site, a CMS site was managed on a development server. Thus, all work orders and progress could be completed within the development environment before live deployment.
Using the Alterian Content Management System (ACM), the TxMQ consultant defined the required content types, templates and pages needed to build out the website. After that he installed all the resources (text content, images, xml, Flash, configuration and more) into the ACM repository.
Testing immediately followed to confirm all features and functionality of the CMS, after which it was turned over to an in-house Quality Assurance (QA) team. After the QA-requested changes were completed and enhancements made, the site was deployed to the staging server and then pushed to live.
The outset of the entire project and all its components allowed the client to clearly mine and track customer data, which led to a 15% to 20% growth in revenues for the commerce division.
Photo courtesy of Flickr contributor Peter Dutton