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| Date post: | 22-Nov-2014 |
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Technology |
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Session Description
• The central notion of integration is to create an enterprise that can
effectively exchange information and behavior to drive core business
processes. While integration is a known science, the business value of
integration is something that most have not yet defined, but is critical to the
success of any ongoing SOA or integration effort. Indeed, most will find that
the value of integration is very high, as is the strategic ability for IT to align
effectively with the business.
• In this keynote presentation we’ll understand the core concepts around
integration, including how it meshes with SOA and enterprise architecture.
Moreover, we’ll provide an approach to defining the value of integration,
step-by-step. From the alignment with business, to the ongoing efficiencies
that integration provides.
New Book
3
So, Why Integration and SOA?
• Improved Adaptability and Agility
– Respond to business needs in near real-time
• Functional Reusability
– Eliminate the need for large scale rip and replace
• Independent Change Management
– Focus on configuration rather than programming
• Interoperability instead of point-to-point integration
– Loosely-coupled framework, services in network
• Orchestrate rather than integrate
– Configuration rather than development to deliver business
needs
The Value Proposition of a SOA
• We implement SOA for two major reasons.
– First is the ability to save development dollars
through reuse of services.
– Second is the ability to change the IT
infrastructure faster to adapt to changing
needs of the business, or agility.
– Enhance, not replace, existing EA.
Copyright 2007 The Linthicum Group, LLC
Data Abstraction
Data Data
Data Services/Messaging
Legacy Legacy
Services
Process/Orchestration
Monitoring/Event Management
Gove
rn
an
ce
Rep
Se
cu
rity
New Services
SOA Meta Model
7
The Economics of Integration
Initial Costs Customization ChangesMaintenance
Custom Integration
Copyright (C) 2002 ZapThink, LLC
Re
lative
Co
sts
The Relative Costs of Different Integration Approaches
8
The Economics of Integration
Initial Costs Customization ChangesMaintenance
Custom Integration
Copyright (C) 2002 ZapThink, LLC
Re
lative
Co
sts
The Relative Costs of Different Integration Approaches
Traditional EAI, B2Bi
9
The Economics of Integration
Initial Costs Customization ChangesMaintenance
Custom Integration
Copyright (C) 2002 ZapThink, LLC
Re
lative
Co
sts
The Relative Costs of Different Integration Approaches
Traditional EAI, B2BiWeb Services "Adapters"
10
The Economics of Integration
Initial Costs Customization ChangesMaintenance
Custom Integration
Copyright (C) 2002 ZapThink, LLC
Re
lative
Co
sts
The Relative Costs of Different Integration Approaches
Traditional EAI, B2BiWeb Services "Adapters"
Service-Oriented Integration
11
The Economics of Integration
Initial Costs Customization ChangesMaintenance
Custom Integration
Copyright (C) 2002 ZapThink, LLC
Re
lative
Co
sts
The Relative Costs of Different Integration Approaches
Traditional EAI, B2BiWeb Services "Adapters"
Service-Oriented Integration
How to Determine ROI
Copyright 2007 The Linthicum Group, LLC
Reuse…Yes Again
• Under the concept of service reuse, we have a few things we need to determine to better define the value. These include:– The number of services that are reusable.
Complexity of the services. The degree of reuse from system to system.
• The number of reusable services is the actual number of new services created, or, existing services abstracted, that are potentially reusable from system to system.
• The complexity of the services is the number of functions or object points that make up the service.
• Finally, the degree of reuse from system to system is the number of times you actually reuse the services. We look at this number as a percentage.
Copyright 2007 The Linthicum Group, LLC
So, What do you Do?
• In order to determine their value we must first determine the Number of Services that are available for Reuse (NSR), the Degree of Reuse (DR) from system to system, as well as the Complexity (C) of each service.
• The formula to determine value looks much like this:
Value = (NSR*DR) * C
SOA=Agility
• Agility is a strategic advantage that is difficult to measure in hard dollars, but not impossible. We first need to determine a few things about the business, including:
• The degree of change over time is really the number of times over a particular period that the business reinvents itself to adapt to a market.
• The ability to adapt to change is a number that states the company’s ability to react to the need for change over time.
• Finally, the relative value of change is the amount of money made as a direct result of changing the business.
Case Study: ABC Corp
• Description: Very simple trading system supporting trade clearing for a private
exchange.
• (NSR)The number of services that are reusable = 10 (low number relative to
industry) (C)Complexity of the services = 50 (object points, low number relative to
industry) (DR)The degree of reuse from system to system = 20% (low number
relative to industry)
• So, considering our formula for reuse:
Value = (NSR*DR) * C
Value = (10*.2) * 50
Or
Value = 100
• When considering best practices, any number over 100 is considered in the zone
where reuse will clearly bring at least some ROI, so considering that the assumptions
are correct, the value of reuse for this project is right on the border. However, keep
in mind that’s but a single metric. 16
Case Study: ABC Corp
• However, considering the formula for agility:
– The degree of change over time = 7. Change is moderate to high, based on the industry
and the state of the business.
– The ability to adapt to change = 8. The ability for the staff to adapt to change is moderate to
high.
– Relative value of change = 8. The value to align the architecture with emerging business
opportunities is moderate to high.
Thus, the average number (7+8+8)/3 = 7.66
• It’s considered that a score of over 5 in this analysis indicates that the
company will benefit from an agile IT architecture…the higher the score
above 5, the more the benefit. Clearly, agility is a key value for ABC Corp,
and thus the company will befit greatly from an architecture that supports it.
17
How to Approach Integration and
SOA
How Do you Build A SOA?
Understand your business
objectives and
define success.
Define your problem domain.
Understand all application
semantics.
Understand all services.
Understand all processes.
Define new services.
Define new processes.
Select your technology set.
Deploy SOA technology.
Test and evaluate SOA solution.
Copyright 2007 The Linthicum Group, LLC
Understand your business
objectives and
define success.
ROI
Define ROI
Create Business Case
Business
Case
Define your problem domain
System
Descriptions
System Complexity Analysis
SOA POC
POC
Results
Domain
Descriptions
Vendors
Understand all application
semantics in your domain.
SOA
MetadataMeta data analysis
Data abstraction
layer definition
Data
Abstraction
Layer
Data services definition
Data
Services
Legacy
Metadata
External
Metadata
(B2B)
Understand all services
in your domain.
Candidate
Services
Service analysis
Metadata and
services analysis
Services
And
Information
Performance analysis
Services
And
Performance
Legacy
Services
External
Services
(B2B)
SOA
Metadata
Understand all processes
in your domain.
Candidate
Processes
Process analysis.
Define metadata, services,
and processes
Processes,
Services,
And
Information
Process integration
analysis.
Process
Integration
Diagrams
Candidate
Services
External
Processes
(B2B)
SOA
Metadata
Define new services.
Candidate
Processes
Service definition.
Service design.
Processes,
Services,
And
Information
Service implementation.
Process
Integration
Diagrams
SOA
Metadata
Candidate
Services
Service
Definition
Service
Design
Service
Implementation
Define new processes.
Candidate
Processes
Process definition.
Process design.
Processes,
Services,
And
Information
Process implementation.
Process
Integration
Diagrams
Metadata
Candidate
Services
Process
Definition
Process
Design
Process
Implementation
Select your technology set.
Technology
Requirements
Define requirements.
Technology analysis.
Technology
solution
Vendors
Define candidate technology.
Technology selection.
Technology validation.
Finding Value in Cloud-to-
Enterprise Integration
Copyright 2007 The Linthicum Group, LLC
Copyright 2007 The Linthicum Group, LLC
Understand Outside Interfaces
New
Accounts
Finance/
Operations
Commission
Calculation
Sales
Data
Cleaning
Best Practices as
Shared Processes
Sales Order
Update
SOA
Understanding the Problem
• Cloud services must integrate with existing enterprise systems to become more valuable.
• However, existing internal integration needs to exist to ensure:– Production and consumption of structured information
– Semantic mediation
– Security mediation
– Service enablement
– Firewall management
– Transactional integrity
– Holistic management of complete integration chain
Getting Ready
• So, how do you prepare yourself? I have a few suggestions:– First, accept the notion that it's okay to leverage services
that are hosted on the Internet as part of your SOA. Normal security management needs to apply, of course.
– Second, create a strategy for the consumption and management of outside-in services, including how you'll deal with semantic management, security, transactions, etc.
– Finally, create a proof of concept now. This does a few things including getting you through the initial learning process and providing proof points as to the feasibility of leveraging outside-in services.
Copyright 2007 The Linthicum Group, LLC
Remember, there are a few technical issues
that you must address…
• Semantic and metadata management, or, the management of the different information representations amount the external services and internal systems.
• Transformation and routing, or, accounting for those data differences during run time.
• Governance across all systems, meaning, not giving up the notion of security and control when extending your SOA to the global SOA.
• Discovery and service management, meaning, how to find and leverage services inside or outside of your enterprise, and how to keep track of those services through their maturation.
• Information consumption, processing, and delivery, or, how to effectively move information to and from all interested systems.
• Connectivity and adapter management, or, how to externalize and internalize information and services from very old and proprietary systems.
• Process orchestration and service, and process abstraction, or, the ability to abstract the services and information flows into bound processes, thus creating a solution
Copyright 2007 The Linthicum Group, LLC
Final Thoughts
• EA is an evolving discipline. New notions and business events will drive EA activities going forward.
• EA=SOA and SOA=EA. We have a tendency to forget that. The “A” in SOA is architecture.
• Learn how to see beyond the SOA hype, and make sure to understand your own business issues.
• Accept the emerging Web (cloud computing) as a resource that is to be leveraged for the good of the company. There will be much change here.
• The enterprise architect should drive change for the good of the company. However, never “manage by magazine.”
• It is the most exciting time for enterprise architects.Opportunities are plentiful, but so are pitfalls.
• The lines are blurring between enterprise applications and the emerging cloud computing platforms. There is a fundamental shift in how we deploy and manage enterprise applications and services going forward.
Thanks!
• Blogs:
– InfoWorld “Real World SOA”
– Intelligent Enterprise
– eBizq.net
• Weekly Podcasts
– InfoWorld SOA Report
– Cloud Computing Podcast
• Columns
– SOA Journal
– Cloud Computing Journal
– eBizq.net
– Align Journal
– Government Computer News
• Follow me on Twitter (DavidLinthicum)
