curam business application suite on ibm system z · ibm.com/redbooks cúram business application...

ibm.com/redbooks

Cram Business Application Suite on IBM System z

Abbas BirjandiGaurav Bhagat

Helene GroschGuillaume Hoareau

Hank KehlbeckYannick Le Floch

Daniel MoraruEamonn Moriarty

Robert OBrienWilliam Walsh

A comprehensive solution for service delivery by social enterprises

Reduced system complexity, seamless integration, scalability

Practical examples, realistic scenarios, sample scripts

http://www.redbooks.ibm.com/ http://www.redbooks.ibm.com/

International Technical Support Organization

Cram Business Application Suite on IBM System z

July 2009

SG24-7715-00

Copyright International Business Machines Corporation 2009. All rights reserved.Note to U.S. Government Users Restricted Rights -- Use, duplication or disclosure restricted by GSA ADP ScheduleContract with IBM Corp.

First Edition (July 2009)

This edition applies to Cram Business Application Suite v5.1 (SP2). z/OS V 1.9 (RSU 0806), DB2 9 for z/OS (RSU 0805), WebSphere Application Server for z/OS V6.1.0.17, IBM HTTP Server for z/OS V5.3

Note: Before using this information and the product it supports, read the information in Notices on page vii.

Contents

Notices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viiTrademarks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii

Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiThe team that wrote this book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiBecome a published author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiiiComments welcome. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiv

Part 1. Introduction and overview of social enterprises and the solutions from IBM and Cram Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Chapter 1. Addressing the challenges facing social enterprises. . . . . . . . . . . . . . . . . . 31.1 What are social enterprises. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41.2 Goals of social enterprises . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

1.2.1 Improve service delivery to citizens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51.2.2 Improve outcomes for citizens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

1.3 Challenges facing social enterprises. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51.3.1 Information and programs are managed in silos. . . . . . . . . . . . . . . . . . . . . . . . . . . 61.3.2 Data protection and privacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71.3.3 Shrinking budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71.3.4 Increasing demand for services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81.3.5 Managing change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91.3.6 Balancing accuracy, consistency, and outcome-focus . . . . . . . . . . . . . . . . . . . . . . 9

1.4 Social Enterprise Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101.5 Meeting the challenges with Cram Business Application Suite on IBM System z. . . . 11

Chapter 2. Cram solution overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 172.1 Cram Business Application Suite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182.2 Cram Enterprise Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

2.2.1 SEM Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192.2.2 SEM Reference Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212.2.3 Business Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212.2.4 Technical Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 342.2.5 Cram Application Development Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 472.2.6 Cram Documentation Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 482.2.7 Cram Administration Suite . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

2.3 Cram Enterprise Modules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532.3.1 Cram Reporting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532.3.2 Cram Intelligent Evidence Gathering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 542.3.3 Cram Decision Assist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 552.3.4 Cram Verification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 572.3.5 Cram Supervisor Workspace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 582.3.6 Cram Provider Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 602.3.7 Cram Financial Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 612.3.8 Cram Service Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 632.3.9 Cram Contribution Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 652.3.10 Cram Citizen Portal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 662.3.11 Cram Social Enterprise Collaboration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

2.4 Cram Solution Modules. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Copyright IBM Corp. 2009. All rights reserved. iii

2.4.1 Cram Solutions for Income Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 702.4.2 Cram Solutions for Family Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 732.4.3 Cram Solutions for Workforce Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Chapter 3. System z overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 793.1 System z introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

3.1.1 A business view . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 803.2 System z architecture and hardware platform. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

3.2.1 System z architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 813.2.2 System z hardware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 833.2.3 System z models. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

3.3 System z software. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 883.3.1 Operating systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 883.3.2 Transaction managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 923.3.3 Database management systems. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

3.4 Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 983.4.1 z/OS Security Server . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 983.4.2 z/OS Integrated Security Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1063.4.3 z/OS cryptographic services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1083.4.4 System z hardware cryptographic functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1083.4.5 Security certifications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111

3.5 Resiliency . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1123.5.1 Built for business. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1133.5.2 Core hardware strengths for availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1133.5.3 Beyond hardware . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114

3.6 The mainframe in an IT environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1203.6.1 System management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1203.6.2 Consolidation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1233.6.3 System z as the SOA hub. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1263.6.4 System z as the data hub . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

3.7 Why to choose System z. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Part 2. Demonstrating Cram on System z . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145

Chapter 4. Architecture and topologies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1474.1 Cram Business Application Suite architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

4.1.1 Overview of the architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1484.1.2 Development Architecture overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1504.1.3 Runtime architecture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 154

4.2 WebSphere architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1604.2.1 Availability and scalability with WebSphere Application Server on z/OS . . . . . . 161

4.3 DB2 architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1664.4 Topology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 169

4.4.1 Simple test topology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1704.4.2 Topologies for scalability. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1704.4.3 Topologies for high availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171

Chapter 5. Setting up the z/OS environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1735.1 Preparing the UNIX System Services environment for Cram . . . . . . . . . . . . . . . . . . 174

5.1.1 Installing Ant . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1745.1.2 Establishing environment variables. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1745.1.3 Establishing Cram property files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1755.1.4 Cram build script . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177

5.2 Configuring DB2 for Cram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178

iv Cram Business Application Suite on IBM System z

5.2.1 Workload Manager for the WebSphere SIB stored procedure . . . . . . . . . . . . . . 1785.2.2 Bind JDBC packages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1785.2.3 SQL infrastructure for Cram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1785.2.4 RACF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1795.2.5 Creating Cram test data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179

5.3 Configuring WebSphere for z/OS for Cram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1805.3.1 Modifying WebSphere property files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1815.3.2 Creating the J2C login alias . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1825.3.3 Creating a cluster for Cram. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1825.3.4 Configuring JDBC for Cram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1835.3.5 Configuring the Cram servers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1865.3.6 Configuring the WebSphere Service Integration Bus and JMS . . . . . . . . . . . . . 1875.3.7 Configuring WebSphere security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1925.3.8 Configuring virtual hosts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1945.3.9 Defining WebSphere SIB and EJB timer DB2 tables . . . . . . . . . . . . . . . . . . . . . 1945.3.10 Installing the Cram license file . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1955.3.11 Restarting the WebSphere address spaces . . . . . . . . . . . . . . . . . . . . . . . . . . . 195

5.4 Configuring RACF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1965.4.1 WebSphere Application Server keyring security changes . . . . . . . . . . . . . . . . . 1965.4.2 Resolving SECJ6221E messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1965.4.3 Changes needed to use the DB2 JDBC driver . . . . . . . . . . . . . . . . . . . . . . . . . . 1975.4.4 Enabling the new Cram cluster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1975.4.5 Integrating Cram users with RACF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1975.4.6 Defining Cram sample users to RACF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198

5.5 Configuring IBM HTTP Server for z/OS and integration with WebSphere . . . . . . . . . 1995.5.1 Configuring WebSphere Application Server for IBM HTTP Server for z/OS. . . . 1995.5.2 Configure IBM HTTP Server for z/OS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2015.5.3 Verifying IBM HTTP Server for z/OS configuration and integration . . . . . . . . . . 203

Chapter 6. Building, deploying, and running the sample business scenario . . . . . . 2056.1 Building the Cram application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206

6.1.1 GSS build configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2066.1.2 CPI secure Web service build configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2076.1.3 Web client build configuration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2106.1.4 Executing the build targets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2116.1.5 Installing the Cram ear files. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 212

6.2 Verifying the Cram installation on WebSphere . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2136.2.1 Logging in to Cram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2146.2.2 Debugging login or Cram startup failures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 215

6.3 Business case demonstration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2166.4 Performance tuning. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226

6.4.1 Tuning IBM HTTP Server for z/OS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2266.4.2 WebSphere . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2276.4.3 Workload Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2326.4.4 DB2 for z/OS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236

Chapter 7. Benefits of running Cram on System z . . . . . . . . . . . . . . . . . . . . . . . . . . 2397.1 Introduction to the key benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2407.2 Lower total cost of ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2407.3 Secure citizen data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2437.4 Meet citizen demands for services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2497.5 Agility in responding to legislative and organizational change . . . . . . . . . . . . . . . . . . 2587.6 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 261

Contents v

Part 3. Appendixes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 265

Appendix A. Scripting Cram WebSphere ND configurations . . . . . . . . . . . . . . . . . . 267Our approaches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268Overall limitations of the Cram scripts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268Applying Cram scripts to a manually created cluster . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268

JMS failover . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271Using Cram scripts to install applications. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271

Appendix B. Sample z/OS UNIX environment variables . . . . . . . . . . . . . . . . . . . . . . . 273

Appendix C. Security using the z/OS cryptographic architecture . . . . . . . . . . . . . . . 275z/OS cryptographic architecture overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276Integrated Cryptographic Service Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 276Open Cryptographic Service Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278System SSL . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278IBM SDK . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279Clear Key and Secure Key. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280Secure Key. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280Clear Key . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281Cryptographic features comparison and supported algorithms . . . . . . . . . . . . . . . . . . . . . 281CPACF . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281Crypto Express2 feature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282Cryptographic features comparison . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284Security optional priced features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286IBM Data Encryption for DB2 Database. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286Encryption Facility for z/OS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287System z security glossary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 288

Appendix D. Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293Federating and installing Cram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293

SECJ0305I errors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294CORBA errors using WebSphere clients . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 294Unsupported Java version message. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295Errors logging into the Cram application . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 296z/OS paging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 296

Abbreviations and acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297

Related publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301IBM Redbooks publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301Other publications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301Online resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302How to get Redbooks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 302Help from IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 305

vi Cram Business Application Suite on IBM System z

Notices

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This information contains sample application programs in source language, which illustrate programming techniques on various operating platforms. You may copy, modify, and distribute these sample programs in any form without payment to IBM, for the purposes of developing, using, marketing or distributing application programs conforming to the application programming interface for the operating platform for which the sample programs are written. These examples have not been thoroughly tested under all conditions. IBM, therefore, cannot guarantee or imply reliability, serviceability, or function of these programs.

Copyright IBM Corp. 2009. All rights reserved. vii

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viii Cram Business Application Suite on IBM System z

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Other company, product, or service names may be trademarks or service marks of others.

Notices ix

x Cram Business Application Suite on IBM System z

Preface

In this IBM Redbooks publication, we demonstrate how the Cram Business Application SuiteTM and IBM System z together provide a complete solution for improving the efficiency and effectiveness of service delivery for social enterprises around the world. We also describe how agencies are realizing tangible benefits from this comprehensive solution.

The long-standing strategic and technical partnership between Cram Software and IBM has benefited our joint customers in a number of ways. Ongoing collaboration implementing the Cram Business Application Suite at customer sites has resulted in a number of successful project deliveries. The partnership has also meant extensive cooperation between Cram Software and IBM in optimizing the Cram Business Application Suite on IBM systems and middleware, validated through performance and sizing tests using realistic volumes of data and transaction rates.

The purpose of this book is to educate technical staff and management who are responsible for implementing the Cram Business Application Suite about the benefits of deploying and configuring the solution on IBM System z through realistic configurations and scenarios.

In Part 1 we introduce and explain the mission and objectives of social enterprises, and how the Cram Business Application Suite supports these objectives. In Part 2 we describe an implementation of the Cram Business Application Suite on System z and demonstrate the benefits of this platform using practical examples and configurations. In Part 3 we provide appendixes containing sample scripts, security information, and troubleshooting solutions.

The team that wrote this book

This book was produced by a team of specialists from around the world working at the International Technical Support Organization, PSSC Montpellier Center.

Copyright IBM Corp. 2009. All rights reserved. xi

The team that wrote this book

Abbas Birjandi is an IBM Certified professional with more than 35 years of experience in the computer industry, including almost 15 years with IBM France. He holds a Ph.D. in Computer Science. His career has included research and faculty positions at various universities, systems architecture, project leadership, and management positions. Prior to joining the ITSO Abbas was EMEA Project Manager for the Early Support Program. For the last few years he has worked on projects related to IBM educational activities.

Gaurav Bhagat is a System z software consultant, India Software Labs, Delhi. He has more than six years of experience in System z. He currently provide deployment, performance tuning, migration, and training services on IBM software products (WebSphere, DB2, and Tivoli) on z/OS to System z customers in the ASEAN/India region. Gaurav joined IBM in 2006 and has successfully completed various projects and training involving WebSphere Application Server and DB2 on z/OS.

Helene Grosch is an IT Architect with the PSSC New Technology Center of Montpellier, France, focusing on System z infrastructure around Independent Software Vendors (ISVs). She holds a Masters degree in Information Technology applied to organizations. Prior to joining IBM in 2007, Helene worked as a software engineer for an IT services company for ten years, specializing in mainframe software development for the public sector.

Guillaume Hoareau is an IT Specialist with the PSSC New Technology Center of Montpellier, France. Since 2006, he has worked on ISV Sizing Support for the IBM System z platform through the Virtual International Competency Center. His areas of expertise include IBM System z security aspects and cryptography. Guillaume has worked on several z/VM and Linux on System z projects, and co-authored the Redbooks publication System z Cryptographic Services and z/OS PKI Services and the IBM Redpaper publication Monitoring System z Cryptographic Services.

Hank Kehlbeck has more than 20 years of experience in the design, development, marketing, and implementation of enterprise software solutions for clients in the public and

xii Cram Business Application Suite on IBM System z

private sector. Prior to joining Cram Software, he served in a variety of product management, strategy and consulting roles at SAP, PeopleSoft/Oracle and Booz, Allen & Hamilton. Hank holds a BA degree from Duquesne University, with graduate studies in Computer Science and Information Systems from The George Washington University.

Yannick Le Floch is an IT architect with IBM, working on pre-sales activity in the European Design Center at the IBM Customer Center-PSSC Montpellier, France. For more than 10 years, he supported infrastructure projects involving the mainframe for European clients, and spent two years working for governmental clients. Yannick holds a Master of Science degree from the Georgia Institute of Technology, and graduated from the French engineering school Ecole Centrale Marseille (formerly ESIM) in 1995.

Daniel Moraru is a Principal Software Engineer with Cram Software.

Eamonn Moriarty is Director of Research and Development with Cram Software. In his 15 years with the company, he has held a range of positions, including development and team lead roles in product development, project lead and solution architect roles on Cram customer implementation projects, and the position of Director of Product Management for the Cram technical infrastructure. In his current role, Eamonn directs a global team of architects who are responsible for prototyping and evaluating Crams future technical and business direction.

Robert OBrien manages Cram Softwares Performance and Scalability Group. He joined Cram Software in 1997 and worked in a variety of positions in the Product Development organization before joining the Performance and Scalability Group in 2002. Since then Robert has been involved in numerous large-scale benchmarks of the Cram Business Application Suite on IBM System z.

William Walsh is a Senior Software Engineer with Cram Software Ltd. He has 30 years of IT experience that includes the mainframe technologies WebSphere, DB2, z/OS, and so on. He joined Cram in 2003 to enable and support it running on the z/OS operating system. He earned his Master's degree in Software Engineering from Seattle University. Aside from mainframe system programming roles, William has worked as a software developer on mainframe, UNIX, and Windows platforms. Currently, he develops and supports Cram on Linux and other application servers.

Thanks to the following people for their contributions to this project:

Patrice Megard for his review and comments on the performance section.

Dominque Richard, Bastien Pino, Jean Paul Lopez, Christian Casanova, Patrick Sola, and Alain Roger in PSSC MOP for their help in preparing the infrastructure for this project.

International Technical Support Organization, PSSC Montpellier Center

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Part 1 Introduction and overview of social enterprises and the solutions from IBM and Cram Software

In this part, we explain the goals and the challenges of social enterprises. In the context of this book, social enterprises are defined as organizations responsible for delivering needs-based or contributions-based services to citizens.

This part discusses the following topics:

Chapter 1, Addressing the challenges facing social enterprises on page 3, defines social enterprises and explains their functioning

Chapter 2, Cram solution overview on page 17, provides an overview of Cram solutions for social enterprises

Chapter 3, System z overview on page 79, provides a high-level view of System z as a platform for Cram business solutions

Part 1

Copyright IBM Corp. 2009. All rights reserved. 1

2 Cram Business Application Suite on IBM System z

Chapter 1. Addressing the challenges facing social enterprises

In this chapter we cover the following areas:

Social enterprises- what they do and what they have in common

The unique challenges facing social enterprises

The solutions provided by IBM and Cram Software specifically designed to address the challenges facing social enterprises today

We also introduce the concept of Social Enterprise Management (SEM) as the means through which social enterprises are changing the way they deliver services using Cram software and IBM hardware to become more family-centric and outcome-focused, and to integrate service delivery across programs and agencies.

This approach has enabled governments at the national, provincial, state, and local level to improve the lives of the citizens they serve while reducing the total cost of service delivery, by truly doing more with less.

In subsequent chapters we demonstrate how the Cram Business Application SuiteTM and IBM System z together provide a complete solution for improving the efficiency and effectiveness of service delivery for social enterprises around the world. Finally, the book describes how agencies are realizing tangible benefits from this comprehensive solution.

1


1.1 What are social enterprises

Social enterprises are any government or community-based organization responsible for the delivery of services to citizens. Social enterprises generally deliver services within the context of three broad program areas or service delivery schemes:

Health and Human Services describes program areas that are typically designed to provide care, remediation, and protection for citizens. Examples of health and human services programs include child welfare, elder care, juvenile justice, income support, and other benefit programs based on predefined eligibility criteria.

Workforce Services describes program areas that are responsible for administering benefits for veterans and workers in need, and for assisting citizens in reaching their social and economic potential. Examples of workforce services programs include unemployment insurance programs, job training services, return-to-work-programs, and workers compensation programs.

Social Security describes program areas that are administered in many countries by a single agency with broad responsibility for a variety of income support and benefits programs to citizens who are impacted by poverty, old age, disability, or unemployment.

Social enterprises administer benefits and services according to two basic schemes, as described here and illustrated in Figure 1-1:

Benefits and services where eligibility is determined based primarily on need, as in the case of child welfare, elder care, and some income support programs. This is sometimes referred to as the Beveridge model. This concept of social programs based solely on need gained widespread acceptance in England after World War II when William Henry Beveridge put forth the proposal for a National Health Service in a 1942 report to Parliament.

Benefits and services where eligibility in times of need is determined based on prior contributions. This provided both medical care and cash benefits for workers during periods of illness, as in the case of retirement pensions, disability and invalidity benefits, survivors benefits. This is sometimes referred to as the Bismarck model, because it was first promulgated by Germanys Chancellor Otto von Bismarck in the late 1800s.

Figure 1-1 Social enterprises support both needs-based and contribution-based programs


1.2 Goals of social enterprises

Fundamentally, every social enterprise has two primary goals:

To improve the efficiency of service delivery to citizens To improve the effectiveness of service delivery by focusing on promoting positive

outcomes for citizens

Following is a description of each of these fundamental goals and objectives.

1.2.1 Improve service delivery to citizens

Social enterprises responsible for the delivery of essential needs-based and contributions-based services to citizens are constantly seeking ways to ensure that services are more accessible to citizens. That is, that services are delivered where and when needed in the most cost-effective manner possible. To meet these goals, social enterprises require systems that:

Support complex eligibility and entitlement across multiple programs and systems

Provide citizens easy access to services through multiple channels of interaction, including telephone, Internet and in person

Deliver scalability and high performance to manage high volumes of cases and to accommodate program and system growth

Provide intuitive decision-support and knowledge management tools to manage complex cases consistently and accurately

Provide enough flexibility and are configurable enough to support ongoing legislative, organizational, and business process change

Reduce the potential for fraud and abuse by providing mechanisms for eliminating data duplication and unauthorized access to systems

1.2.2 Improve outcomes for citizens

Social enterprises differ from commercial entities in that, beyond focusing on improving the efficiency of service delivery, they are concerned with improving outcomes for citizens through the following activities.

Providing care and protection to children and families in needIn the case of child welfare and family services programs, the primary objective is to ensure that children and families receive the care and protection they require.

Helping citizens realize their social and economic potentialThe objective of income support and workforce services programs is to promote self-sufficiency for citizens to the extent possible.

1.3 Challenges facing social enterprises

All social enterprises share a number of common challenges in delivering services to citizens. These challenges are outlined in the following sections.

Chapter 1. Addressing the challenges facing social enterprises 5

1.3.1 Information and programs are managed in silos

Historically, the evolutionary nature of social programs has resulted in a program-oriented focus for most agencies chartered with delivering social services. Funding, procurement, and service delivery has followed the enactment of legislation, reinforcing a program-focus among agency personnel.

Not surprisingly, IT systems have also been designed and implemented on a program-by-program basis. This has resulted in the application silos found in many agencies today. Integration across these applications is often inadequate, thus making it difficult for agencies to recognize when children and families are at risk even when relevant data exists somewhere within the enterprise.

Although agencies, IT systems, and funding models may be built around program silos, clients must be treated individually and holistically. Caseworkers need to understand their clients' eligibility for programs across agency boundaries, and also need to develop comprehensive service plans for clients that are focused on achieving successful outcomes for the individual and family.

Just as public pressure is mounting to deliver faster, more individualized, holistic service to those in need, aging applications make it more difficult than ever to improve service delivery.

What is neededThe ability to manage the delivery of services in an integrated way helps to ensure that the combined benefits meet the needs of the client and family. An integrated service delivery model should go beyond merely aggregating benefits payments, however. It should provide a means for defining and implementing a cohesive and collaborative plan for improving the lives of citizens and moving clients and families toward self-sufficiency. An integrated service delivery model means that:

Outcomes are more likely to be achieved. Outcomes are more likely to be effective. Outcomes are more likely to be achieved at a lower cost. There will be fewer handoffs between departments and agencies. The citizen experience is significantly enhanced.

To achieve this vision of integrated, outcome-focused service delivery, organizations must be able to reduce or eliminate program-centric silos by building on an infrastructure that is capable of:

Reducing system complexity through a consolidated, proven hardware and software infrastructure

Seamless integration to existing custom-built systems as well as to systems built on next-generation service-oriented architecture

Scalability to manage the high data volumes generated by consolidating systems and increasing integration

In short, IT organizations must be able to deliver an architecture that is flexible enough to connect to existing applications, while at the same time providing a firm basis for an agencys vision for the future. The architecture must be flexible, scalable, and built on open standards.

The Cram Business Application Suite deployed on IBM System z provides just such a foundation.


1.3.2 Data protection and privacy

Social enterprises are the stewards of citizen data and have a covenant to protect the personal information of the citizens they serve, even as demand for citizens information grows in conjunction with the need for expanded social and workforce services.

Information about citizens household situations, income, and personal health records are highly sensitive and cannot be accessed by any individual within an organization without strong security controls that determine:

Who can access citizens data What information they can access What information they can change or update Who has accessed, created, updated, or deleted information

Protecting citizen data is a growing challenge for social services organizations because they now deliver services across different channels. Sensitive data is exchanged via the Internet, over the telephone, and in face-to-face settings. Data is stored in multiple formats and in different systems, and may be shared across organizations.

To enable collaboration and integrate service delivery, citizen data must flow securely through trusted and untrusted systems. It must also flow to people and applications who have different needs to access the citizen records, or only a subset of records, depending on their job or organization. In summary, data must by proliferated, but the proliferation must be done in a secure fashion.

What is neededAs the originator and consumer of citizen data, social enterprises need to:

Identify, store, manage, and process sensitive data in multiple formats and across multiple channels

Protect the integrity and privacy of citizens personal information in accordance with individual citizens requests and applicable law, while sharing information with other government entities appropriately

Share citizen information responsibly, to provide care and protection

To limit the potential for fraud and abuse, Social Enterprise Management systems must:

Limit the potential for inaccurate or duplicate data

Prevent unauthorized access to citizen data

Provide for the logical segregation of duties where citizen and financial payment information is concerned

Allow for auditing and logging transactions and tracking all create, read, update, and delete actions on citizen data that is designated as sensitive

1.3.3 Shrinking budgets

At the same time that macro-economic conditions are driving more citizens to seek social services from governmental agencies, the state, provincial, and national governments around the world have been beset with shrinking budgets. As a result, these agencies are increasingly challenged to do more with less.


What is neededTo meet these challenges, SEM systems must reduce the total cost of ownership by:

Providing pre-delivered, configurable content in the form or rules, rate tables, and common process flows for well-defined social enterprise processes programs

Ensuring ease of integration to existing systems through predefined integration points to core business processes

Allowing for incremental modernization and flexible deployment and integration through predefined integration points based on open standards (for example, J2EE, XML, JMS)

Lowering total cost of ownership by maximizing the use of the system (for example, allowing consolidation of applications on a system, facilitating applications and system management, and reusing existing infrastructure)

Enabling the ability to deploy on open standard, open source, and industry de facto standard best-of-breed operating systems, middleware and database platforms that optimize IT resources

1.3.4 Increasing demand for services

Most social services and social security organizations are facing increases in the demand for the services and benefits they provide and the level of customer service their clients want.

Changing demographics and economic conditions are driving these existing demands. In addition, new services are required to address emerging social needs.

Clients also expect social organizations to deliver the same level of customer service as the private sector by tailoring service offerings to meet their specific needs, offering help when and as they need it, and providing services that are appropriate to their situation.

The expanding scale or scope of current services and the attempt to offer new customer services is causing many organizations to stretch their already-strained service delivery systems.

What is neededTo meet increasing demands for service, todays systems must be designed to assure:

Ease of access, so that citizens can have a single point of access to integrated services, thus reducing the amount time involved in applying for benefits. This access needs to be available through multiple channels to ensure that there are no barriers for citizens in contacting social enterprise agencies.

Reliability, such that systems operate without error, fault, or failure even in periods of high demand such as in the event of a natural disaster, when efficient delivery of services may be needed most.

High availability, such that access to systems is available through multiple channels (telephone, Internet, mobile device) at any time day or night, whenever and wherever services are needed.

Scalability, so that existing hardware and software can accommodate increased workload as service demand grows without having to re-architect the underlying infrastructure.

High performance, so that eligibility and entitlement determinations for large volumes of data in highly complex cases involving multiple participants and multiple programs can be calculated or recalculated without affecting online access or performance for large numbers of concurrent users.


1.3.5 Managing change

Social enterprises must deal with change at multiple levels, from organizational and business process changes within and across agencies to legislative changes affecting citizens eligibility and entitlement for benefits.

What is neededSocial enterprises require systems that support the implementation of legislative and organizational changes through configuration by business analysts to reduce the cost of these changes and to ensure that accuracy and validity of changes without extensive reprogramming and system testing.

Legislative changes to programs require agency systems that can be updated in a timely manner so that new rules, rates, and eligibility requirements can be implemented quickly and without system downtime. Many existing systems cannot be easily changed to support these changes within the desired time frame. This often results in postponed or incorrectly interpreted legislation at best. At worst, it can cause a delay in the delivery of benefits and services to those in need.

Organizational changes require a system that can be regionally administered and configured to reflect business process changes and program differences across multiple locations, agencies, and programs.

To be able to respond quickly to legislative, organizational, and business process changes, it should be possible for business analysts to reflect these changes in underlying systems without extensive intervention from technical staff.

1.3.6 Balancing accuracy, consistency, and outcome-focus

When determining services for citizens, systems must, at a minimum, ensure that eligibility and entitlement decisions are calculated consistently and in accordance with existing policy and legislation. In recent years; however, there has been a growing recognition among social enterprises that providing services that simply comply with rules and regulations is not sufficient. Services must also be designed to help individuals and families achieve positive and sustainable outcomes. This is so even if those services must be coordinated across agencies and departments or delivered in partnership with community-based organizations or private enterprise.

What is neededSystems must provide caseworkers with tools that support the operational, outcome-focused and collaborative processes needed to ensure accuracy, consistency, and an outcome focus when delivering services to citizens.

Consistent citizen triage and intake, as well as the accurate interpretation of legislation regarding eligibility and the correct calculation of benefits and entitlements for citizens

Tools are needed for managing the operational aspect of service delivery; refer to Figure 1-2.

Figure 1-2 Operational processes managed by social enterprises


Structured decision-making and assessment tools based on best practices to ensure an outcome focus in the planning of services for citizens

Tools are needed for managing positive outcomes for citizens; see Figure 1-3.

Figure 1-3 Outcome-focused processes managed by social enterprises

Collaborative service planning

Tools are needed that enable a multi-disciplinary approach in determining outcome-based services for citizens; see Figure 1-4.

Figure 1-4 Collaborative service planning is needed to ensure positive outcomes for citizens

When delivered in an integrated way, these tools form the basis of a comprehensive solution for organizations delivering social services; that is, a solution for Social Enterprise Management.

1.4 Social Enterprise Management

Social Enterprise Management, as illustrated in Figure 1-5 on page 11, represents a new breed of software that is designed to address the specific challenges of social enterprises, from improved service delivery to a multi-disciplinary approach and ultimately, to enhanced outcomes for citizens.


Figure 1-5 Social Enterprise Management enables a comprehensive approach to service delivery

SEM provides a flexible business model based on proven open standards specifically designed to meet the unique requirements of social enterprises. These requirements include providing care and protection to those in need, and helping citizens to achieve their economic and social potential.

The Cram Business Application Suite is designed from the ground up as a SEM solution that fundamentally supports the requirements for all needs-based and contributions-based programs and the underlying operational and outcome-focused processes that define those programs.

1.5 Meeting the challenges with Cram Business Application Suite on IBM System z

Deploying the Cram Business Application Suite on IBM System z provides an excellent response to many of the challenges faced by social enterprises as described in this chapter.

At a corporate level, a strategic alliance and technical partnership between Cram and IBM has been in place since 1999. This partnership has resulted in a number of coordinated responses and specific client project deliveries. The partnership has also meant extensive cooperation between Cram and IBM on optimizing the Cram Business Application Suite on IBM systems and middleware, validated through performance and sizing tests using realistic volumes of data and transaction rates.


Cram and IBM have collaborated extensively to ensure that deploying the Cram Business Application Suite on System z provides agencies with:

A proven, cost-effective foundation on which to deliver integrated, cross-program, cross-agency, pan-government solutions for needs-based and contributions-based social services

Clear advantages in system management, flexibility, and cost of operation to improve service delivery while controlling costs

A combination of business and infrastructure security mechanisms to keep cases and citizen data highly protected

A high level of service, matching citizen expectations, in terms of availability, resilience, and performance

A flexible platform for responding quickly and accurately to changes of policies and procedure

A proven platform for ensuring that decisions for eligibility and entitlement are interpreted and applied accurately and consistently for all citizens

A collaboration platform that supports a multi-disciplinary approach and improves positive outcomes for clients

Table 1-1 on page 13 summarizes the benefits of Cram Business Application Suite on IBM System z as they relate specifically to the challenges faced by social enterprises described in this chapter.

The column entitled Challenge and potential impact summaries the challenge and the potential impact if nothing is done to address the challenge.

The column Response summarizes what is needed to address the challenge.

The column Enabling features describes the enabling features delivered in the Cram Business Application Suite and System z designed to address the challenges and enable an appropriate response.

The enabling features listed in Table 1-1 on page 13 are explained in more detail throughout the book.


Table 1-1 Benefits of Cram Business Application Suite on IBM System z

Challenge and potential impact

Response Enabling features

Cram Business Application Suite IBM System z

Challenge Information and programs are managed in silos.

Potential impact Decisions rendered in the absence of complete, contextual information about the citizen, past history and other existing cases do not result in the best outcome for the family and can have serious consequences for children and families. Service delivery is neither efficient nor effective.

Integrate service delivery.

Social Enterprise Folder provides a centralized repository for the integrated management of cases maintained in Cram and in external systems.

Multi-disciplinary Team Portal provides a means for cross-agency and cross-program teams to collaborate on delivering positive outcomes for citizens.

Case and Participant Index provides Web services designed to securely integrate external data.

Citizen Portal and multi-channel access provides no wrong door for citizens seeking service.

WebSphere suite of products on z/OS provides the open standards-based middleware for connecting existing and SOA applications.

System z can serve as the enterprise data hub, leveraging a combination of superior I/O bandwidth and complementary IBM Information Management software that can be deployed on z/OS (including Business Intelligence capabilities with Cognos).

Provide a family-centric view.

Citizen Context Viewer provides a logical, hierarchical structure for graphically displaying and navigating related cases and participants in context.

WebSphere Application Server, WebSphere Enterprise Service Bus and Message Broker on z/OS can be used to manage the integration of external case and participant data from existing and new applications.

Focus on outcomes. Integrated Service Planning capabilities provide a means for creating, sharing and maintaining cross-program, family-centered service plans.

Consolidate infrastructure.

Cross-program SEM Reference Model supports needs-based and contributions-based programs for social services and workforce services.

Program-specific Solutions for Social Security, Health and Human Services and Workforce Services based on a common SEM Reference Model can be delivered in the same environment.

System z can run multiple operating systems in a single environment.

System z optimized for consolidated environment of database, middleware, operating system, and business applications.

Sophisticated system monitoring and management mechanisms designed for managing hardware, software and processes across all levels of the integrated environment (for example, WLM, IRD, Tivoli software).

Provide standards-based integration.

SEM Reference Model built using stateless and atomic business objects which can be deployed as Web services.

Pre-configured ERP adapters and EAI Connectors to speed integration with existing systems.

WebSphere Business Modeler can be used to orchestrate Cram business objects deployed as Web services.

WebSphere Message Broker and WebSphere Enterprise Service Bus on z/OS can be used to manage the deployment and execution of all types of integration.


ChallengeData protection and privacy.

Potential impactHighly publicized loss of data and security breaches involving personal data limit the public's confidence in the capability of government agencies to protect sensitive information--just as the need to expand data sharing and track outcomes across programs is needed to improve the efficiency and effectiveness of programs.

Prevent unauthorized access to sensitive data.

Role-based and field-level security for personal and case data.

z/OS centralized authentication, access control, logging and auditing (RACF, Tivoli zSecure and other Consul products)

EAL5 and FIPS140-2 certification for the IBM system z10

Protect the integrity and privacy of personal data and share data responsibly and in accordance with laws and regulations.

Multi-level, configurable security levels to prevent unauthorized access to personal and case data outside an agency, department or location.

IBM System z cryptographic features deliver excellent price/performance encryption services.

Limit sensitive data exposure when running on a System z consolidated infrastructure (impact on performance and encryption needs)

Reduce inaccurate or duplicate data.

Integrated Case Management supports centralized or distributed maintenance and sharing of case and participant data across programs.

IBM Information Management software products support consolidation and rationalization of data across the enterprise.

Provide auditing and tracking of transactions involving sensitive data.

Auditing and traceability for logging time, date and user responsible for any read, update and delete actions for any specified participant or case-related data elements.

Centralized authentication, access control, logging and auditing in z/OS (RACF, DB2 sub-system, and others).

Challenge Shrinking budgets

Potential impactFewer resources are available to implement and interpret policies and to respond to increasing demand for services. There is less capacity to purchase and support new hardware and software to deliver new programs and increased pressure to reuse existing infrastructure as much as possible.

Provide pre-delivered content and templates so well-defined programs and eligibility and entitlement rules do not have to be interpreted or created from scratch.

Pre-delivered eligibility and entitlement rules for most major income support and child welfare programs.

Configurable, packaged connectors and adapters for integration to ERP, existing and service-oriented applications Reuse and integrate existing applications.


Leverage and consolidate cost-effective, existing infrastructure to deploy new program solutions.

Support for open standards and industry de facto standards to ensure deployment on the widest possible range of operating systems, hardware platforms and middleware, including System z

System z consolidated platform offers low Total Cost of Ownership (TCO): low and stable power, floor space, cooling and admin staff needs, even if workload grows.

Specialty Engines like zIIP and zAAP optimize the price of Curam workload delivery on z/OS.

Tools and technologies to allow incremental approaches to implementation.

Delivered Web services and configurable business processes allow for maximum flexibility in deployment and implementation options


System z allows incrementally resources on the fly when appropriate.





Challenge Increasing demand for services

Potential impactIncreased demand results in greater volumes of data and higher numbers of concurrent users, potentially affecting the ability of the system to perform effectively and for agency caseworkers and providers to keep up with demand. With increased demand for services there is a greater need to ensure accuracy and consistency in decisions.

High performance and scalability.

Eligibility and Entitlement Engine optimized for processing and calculating high volumes of rules-based assessments as well as complex reassessments resulting in underpayments and overpayments for large populations of citizens.

Supervisor Workspace for real-time analysis and dynamic allocation of workloads across a department or agency.

Workload Manager (WLM) for dynamic allocation and prioritization of the workload generated by the Cram Business Application Suite on System z versus other concurrent processes.

Proven linear scalability, predictable performance of the combined solution of Cram Business Application Suite on System z.

Superior I/O-intensive batch operations thanks to System z I/O bandwidth.

High availability and reliability.

Multi-channel access through device-independent, dynamically generated HTML user interface.

Configurable Citizen Portal for access to cross-program screening and eligibility.

Reduced planned and unplanned outages through a proven combination of availability and disaster recovery features at hardware, operating system, and software levels with System z.

Challenge Legislative and organizational change.

Potential impactNew eligibility and entitlement rules must be updated and applied, often retroactively, so that there is no disruption in service to citizens in need of benefits. Organizational changes must be applied without affecting service delivery or compromising citizen data.

Configurable systems that can reflect changes in legislation without reprogramming or heavy involvement from technical staff; systems that can be configured to support a wide range of organizational structures and can be adapted to reflect changes as needed without reprogramming.

Configurable Eligibility and Entitlement Engine with support for complex reassessments.

Configurable Regional Administration for segregation of duties by location or organization.

Reassessment batch jobs can be executed concurrently with online transactions to ensure service level targets are maintained.

WebSphere Business Modeler can be used to integrate Cram business objects deployed as Web services on System z with other external applications to reflect an updated business process introduced by a legislative or organizational change.

Benchmarks of the Cram Business Application Suite on IBM System z have demonstrated the very good performance and linear scalability of System z in processing high volume reassessments based on legislated eligibility and entitlement changes.

ChallengeBalancing accuracy, consistency, and outcome focus

Potential impactMany government-provided benefits and services are mandated to fulfill an immediate need. By focusing strictly on the accurate delivery of these benefits, there is a risk that the ultimate mission of services, which is to achieve positive outcomes for citizens, can be ignored.

Agencies and caseworkers must comply with legislation in the delivery of benefits and services across large populations, while focusing on individualized services designed to achieve positive outcomes for clients and families.

Integrated Service-planning capabilities and templates based on best practices that can be attached to a person or case to manage the delivery of outcome-focused services for clients.

Intelligent Evidence Gathering scripts and templates designed to ensure consistent, structured capture of information for caseworkers and for citizens.

Decision Assist, a configurable rules-based matrix designed to assure consistency and accuracy in rendering decisions.

Social Enterprise Collaboration provides agencies with the means for implementing a multi-disciplinary approach, which helps to ensure a more outcome-focused service plan.





Chapter 2. Cram solution overview

In Chapter 1, Addressing the challenges facing social enterprises on page 3, we define social enterprises as organizations responsible for the delivery of needs-based or contributions-based services to citizens. Examples of social enterprises include departments of Health and Human Services, Social Security, Veterans Affairs and Workforce Services.

We also define Social Enterprise Management (SEM) as a flexible business model designed to support the unique requirements of social enterprises, including providing care and protection to those in need and helping citizens to achieve their economic and social potential.

In this chapter we provide an overview of the Cram Business Application Suite, a comprehensive framework that delivers the benefits of the SEM philosophy through its support for operational and outcome-focused business processes designed to provide the correct services to the right clients at the right time.

2


2.1 Cram Business Application Suite

The Cram Business Application Suite is a comprehensive solution that includes both core SEM and program-specific components required to support a social enterprise. It is designed to help agencies manage their clients in a holistic and integrated manner and helps ensure that citizens receive the programs and services they need, when they need them.

The Cram Business Application Suite is comprised of:

Program-specific solutions for family services, workforce services and income support programs with pre-delivered rules, content and best-practice business processes

Cross-program enterprise modules applicable for any needs-based or contributions-based agency program

A configurable enterprise framework that includes a comprehensive reference model designed to support any SEM program and which is built for deployment on a wide range of open standard technologies and industry de facto standards, like IBM System z

Figure 2-1 depicts the Cram Business Application Suite.

Figure 2-1 The Cram Business Application Suite (V5.1)

The Cram Business Application Suite includes best-practice SEM processes that support the entire case life cycle from the initial contact with the client through intake, evidence collection and verification, eligibility determination, service planning, service delivery and outcome evaluation. It enables authorized organization personnel to access complete client data records, and leads to the efficient and effective delivery of programs and services.

Through core services such as Participant and Resource Management, Integrated Case Management, Workflow, Eligibility Determination, correspondence generation, Calendaring/Scheduling, Payment Processing, and Service Planning among others, Cram can provide organization personnel, clients, and other stakeholders with a wide range of


Web-enabled services to manage ongoing delivery of services. Cram provides these features, which incorporate a high degree of flexibility so they can to be adapted to suit the preferred approach and business needs of agencies. These features can also evolve to meet future organizational, legislative, and process changes.

2.2 Cram Enterprise Framework

The Cram Enterprise FrameworkTM provides the core processing and infrastructure components necessary to deliver a complete solution for Social Enterprise Management. Created as a result of extensive analysis of social enterprise processes worldwide, the features of the Cram Enterprise Framework are designed according to best-practice client and case management processes. These built-in business processes provide support for managing the complete life cycle of clients and their cases, from initial contact and registration through various stages which may include assessment, determination, service planning, service delivery, and outcome evaluation. The Cram Enterprise Framework is depicted in Figure 2-2.

The Cram Enterprise Framework has also been designed to be flexible to meet the changing needs of social enterprises. It helps organizations achieve service targets through the adoption of an integrated service delivery approach facilitated by a Social Enterprise Management (SEM) Reference Model.

Figure 2-2 Cram Enterprise Framework

The following sections discuss each of the layers shown in Figure 2-2.

SEM Processes SEM Reference Model Business Services Technical Services Cram Application Development EnvironmentTM

Cram Documentation CenterTM

Cram Administration SuiteTM

2.2.1 SEM Processes

At the coarsest level of granularity within the Cram Enterprise Framework are the SEM Processes. These generic, high-level processes common to practically all social enterprises are supported by a range of finer-grained business and technical services, and ultimately by a powerful SEM Reference Model; this supporting functionality is described in subsequent sections.

Chapter 2. Cram solution overview 19

The following SEM Processes are described here:

Triage Intake Verification Determination Assessment Service Planning Service Delivery Outcome Evaluation

TriageIn Social Enterprise Management, triage is the process by which individuals or families are quickly assessed, registered, and scheduled for services. In some cases, the triage process may include the need for immediate and stabilizing services.

IntakeIntake is the process by which individuals and families are registered within the system. Pertinent information including household composition, income, revenue, and expenses may be collected. The intake process may provide a high-level determination of applicable programs and services.

VerificationVerification is the process whereby the accuracy of information (evidence) collected during the intake and assessment process is validated.

DeterminationThe Determination process aggregates all of the evidence and other pertinent information gathered throughout the intake process, and applies rules to determine a participants eligibility for benefits. The Eligibility and Entitlement Engine applies program rules and evidence, considers dependencies, calculates benefits, and identifies benefit and service scenarios to ensure accuracy and completeness of the determination.

AssessmentAssessment is the process in which participant and family needs are evaluated holistically against specific outcomes.

Service PlanningService Planning coordinates benefits and services between the organization, client, and service providers, representing it in the form of a timeline or plan with milestones and dependencies. It provides essential support for integrated service delivery and outcome-based processing.

Service DeliveryThe Service Delivery process is responsible for actual service delivery, for example, cash assistance, housing allowance, food stamps, training, counseling, managing the delivery of services via a service provider, and so on.

Outcome EvaluationThe ongoing evaluation and measurement of critical milestones and achievements is critical to the objective of achieving a long-term positive outcome. It is not acceptable to simply offer


a service or benefit. Organizations must also be able to identify long-term strategies and goals and measure achievement against those strategies.

2.2.2 SEM Reference Model

The SEM Reference Model is the flexible structural foundation for all Cram applications. It is embodied as a metamodel containing logical entities and relationships that support the Social Enterprise Management business processes delivered in Cram Enterprise Modules and Solution Modules. Specified using the Unified Modeling Language (UML), the Reference Model contains over 500 such entities.

Two social models, Bismarck and Beveridge, underpin the programs that cover the range of benefits and services provided by agencies around the world. These models are discussed in more detail in Chapter 1, Addressing the challenges facing social enterprises on page 3. The Cram SEM Reference Model provides in-depth support for both of these social models.

2.2.3 Business Services

The Cram Enterprise Framework contains a range of program-independent, business-oriented services. As with most functionality in the Cram Enterprise Framework, the provision of this functionality has the aim of both standardizing its use within and across social enterprises, and the reduction of the need for redevelopment. They are composed to form the basis of the SEM processes described in SEM Processes on page 19.

A full explanation of the range of available services is beyond the scope of this book, but the following important components in this layer are described:

Participant Management Integrated Case Management Evidence Management Eligibility and Entitlement Task Management Search Correspondence Management Calendaring and Scheduling

Participant ManagementA participant is the Cram term for any individual or organization about which a social enterprise wants to record information. Cram supports several types of participant, for example Persons, Employers, Providers, and Prospects. Participants can play one or more roles in one or more cases. For example, a participant may act as the primary client, as a nominee for payment, or as an external provider of information.

Cram also supports the situation where registered participants of different types are, in real life, the same physical entity. An example would be an individual who is a household member in an income support case and is thus registered as a Person, but who works as a sole trader and is thus also registered as an employer. In such cases, Cram provides the ability to base these on a single top-level entity, and to check in advance of registration if they already exist as another type of participant.

For each participant type, Cram provides for the creation and maintenance of all relevant basic information such as contact details, addresses, communications, demographic information, alternate names and identifiers, and so on. Figure 2-3 on page 22 shows the Cram Register Person page.

Chapter 2. Cram solution overview 21

Figure 2-3 Cram Register Person page

Integrated Case ManagementIntegrated Case Management provides extensive functionality to facilitate the creation, management, and tracking of cases in support of social enterprise programs and service delivery. In Cram, a case is defined as the mechanism for managing interactions between participants and the agency, and any associated program or service delivery. Integrated Case Management supports a full case life cycle, from case inception through various intermediate stages such as assessment, eligibility determination, case approval, program delivery, outcome evaluation, and closure.

Using the paradigm of an electronic case folder, Integrated Case Management facilitates the incorporation of all relevant case data, including the participants involved in the case, into


a comprehensive online case history. This approach ensures that data and activities related to cases are easily accessible to agency staff and that the status of the case can be readily managed and tracked.

Authorized users have access to the case history including case stakeholder information (such as participants, employers, service providers), referrals, appointments, notes, attachments, communications, eligibility decisions, evidence, financials, and other case-related details.

Cram provides support for a number of case types, including:

Assessment case

An assessment case is used to perform an initial evaluation to determine whether or not a person or prospect person is potentially eligible for a program or service. Assessment case types are used as part of a screening case to assess potential eligibility for members of a household before a product delivery case is created for that person or prospect.

Screening case

A screening case allows an organization to screen participants (including temporary or potential participants) to determine if they are likely to be eligible for a particular program or set of programs or services, prior to creating a product delivery case.

Product delivery case

A product delivery case is used to manage the delivery and tracking of a single program, service, or activity relating to a client (for example, a cash assistance case). Product delivery cases also include liability cases, which are used to bill clients.

Integrated case

The integrated case is used to manage a set of programs, services, or activities relating to a single client or group of related clients, such as a household or family unit. Integrated cases extend the concept of both participant-centric and case-centric views of interactions with case stakeholders by allowing staff to manage multiple related cases and service plans within the context of a single, top level case.

Appeals case

The appeal case is used to appeal one or more decisions on a product delivery, assessment delivery, or prior appeal case. Appeals cases are created and managed through the Cram AppealsTM module.

The business processes associated with each case category may be tailored to suit particular requirements through the use of Cram WorkflowTM functionality. Additionally, configuration of many of the attributes pertaining to the products and services maintained within Cram is facilitated through the Cram Administr

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