3rd Annual SOA in Healthcare
www.visumpoint.com
Improving Healthcare Through Technology : The Role of SOA on the
Path to Meaningful Use
Robert Lario
CEO, visumpoint
July 12th – 14th
3rd Annual SOA in Healthcare
www.visumpoint.com
Agenda
• Welcome
• SOA Maturity and Enablement
• Conference Objectives
3rd Annual SOA in Healthcare
www.visumpoint.com
SOA Maturity and EnablementOptimized Business Services
Measured Business Services
Business Services
Collaborative Services
Architected Services
Initial Services
a b
Optimization
Transformation
Responsiveness
Cost Effectiveness
Functionality
5
4
3
2
1
SOA Transformation
Elements
Strategy
Managed CommunicationInfrastructure
Service Models
Governance
Standards
Process
Organization
Level 1:Foundation
Level 2:Transformation
Level 3:Management
Level 4:Optimization
Level 5:Dynamic
Composition
□ Project Oriented
Approach
□ Service Platform□ Adapters
□ Nonexistent
□ Identify Candidate Pilot Services
□ Project Tracking
□ Establish Baseline/ Benchmarks
□ Messaging□ Description□ Security
□ Operational Model□ SDLC
□ Foster Education
□ Create SOA Program Office
□ Defined Technical
Strategy
□ SOA Registry□ Security Gateway□ SOA Monitoring
□ Define Infra. Services
□ Define Data Services
□ Implement EA
□ Build Service Taxonomy
□ Discovery□ Resources / Events□ Reliability
□ Service Ident. Guidance
□ Data Model Ident.
□ Establish Service Competency Center
□ Defined Business
Strategy
□ SOA Admin.□ Transformation□ SOA Monitoring
□ Define Business
Services
□ Dev. Business Case□ Service Review Board□ Categorize Services
□ Runtime Mgmt□ Data Management
□ Service Design
□ Service Management
□ Training and Mentoring
□ Program Oriented
Approach
□ Process
Integration Server
□ Rationalize Business Processes
□ Consolidate Services
□ Application Portfolio
Rationalization
□ Presentation
□ Construct, Orchestrate, Compose
□ Business Process
Management
□ Accounting Charge
Back
□ Portfolio Oriented
Approach
□ Business Activity
Monitoring
□ Service Grid
□ Composite Services
□ Pervasive Service Reuse
□ Enterprise
Governance
□ Provisioning
□ Transactions
□ Continuous Benchmark Improvement
□ Incentive
Programs
Structured Transformation Program
LEVELS 1. Ad-hoc 2. Basic 3. Basic 4. Managed 5. Adaptive
Business
Program Management
Governance
Architecture
Operations & Management
Supply & Demand
People
Enabling Technologies
Minimal interest in SOA
SOA project focused
Some acknowledgement of issues
Limited or ineffective architecture
No mgmt. of services, infrastructure elements only
Little or no knowledge of SOA
Business needs met using tech. components
No service infrastructure
Aware of SOA
SOA efforts are BU-based
Some processes, individual responsibility
Program exists & architecture well defined
Mgmt. in terms of Slaps
Services provided internally
Knowledge limited to IT mgmt. & architects
SOA infrastructure limited
Generally complies with SOA
SOA federated, not integrated
Guidelines defined and integrated
All IT initiatives comply
Mgmt. of business services
Value-based sourcing
SOA education required for all IT staff
Standard enterprise-wide SOA
Proactively supports SOA
SOA integrated at corporate level
Value of governance understood
Business driven and auditable linked
Proactive mgmt. of svcs. linked to component svcs.
Sourced from multiple providers
Ongoing education for all staff
Large-scale managed SOA infrastructure
SOA fundamental to business ops
SOA enterprise-wide, extends to partners
Advanced understanding
Architecture and business executed as integrated
Integrated mgmt. of business svcs. into operations
Dynamic service sourcing of multiple sources
SOA is embraced & actively promoted
Integrated, dynamic SOA infrastructure
SO
A M
aturity Dim
ensions
Ad Hoc
Technology Adoption
LOB Adoption
Enterprise Adoption
Value-net Adoption
AdoptionScope
� Grass roots project focus
- assessments- planning- proof-of-
concept - functional
verification- IT operational
verification
� Business begins partitioning at LOB level
� Continued project focus at LOB level
� Cross LOB business partitioning
� Business buy- in and funding
� IT institutionalism- Architecture
standards & governance
� Business institutionalism- Business process and
organizational transformation
Legacy Applications
Project specific services
Few common services
More common services
Common services and customizations
Customizations
Current Architecture Future Enterprise ArchitectureFuture Value-Net
Architecture
Services and level of
reuse
Architecture
Business
Organization
Methods
Applications
Architecture
Information
Infrastructure
Business Process Integration
Ad hoc EnterpriseIT Strategy &Governance
Object Oriented Modeling
Objects
Layered Architecture
LOB or Enterprise Specific
Enterprise Standards
Isolated Business Line
Driven
Ad hoc LOB ITStrategy &
Governance
Structured Analysis &
Design
Modules
Monolithic Architecture
Application Specific
LOB Platform Specific
Silo Integrated Componentized
Componentized Business
Common Governance Processes
Component Based
Development
Components
Component Architecture
Canonical Models
Common Reusable
Infrastructure
Componentized Business offers
Services
Services
Emerging SOA Governance
Service Oriented Modeling
Services
Emerging SOA
Information as a Service
Project-based SOA Environment
Composite Services
Processes through Service
Composition
SOA and IT Governance Alignment
Service Oriented Modeling
Process Integration via Services
SOA
Enterprise Business Data Dictionary & Repository
Common SOA Environment
Virtualized Services
Geo-graphical Independent
Service Centers
SOA & IT Infrastructure Governance Alignment
Service Oriented Modeling for Infra
(CDSP)
Process Integration via
Services
Grid Enabled SOA
Virtualized Data Services
Virtual SOA Environment ;
S & R
Dynamically Re-Configurable
Services
Mix & Match Business and context-aware Capabilities
Governance through Policy
Business Grammar
Oriented Modeling
Dynamic Assembly;
context-aware Invocation
Dynamically Re -Configurable Architecture
Semantic Data Vocabularies
Dynamic Sense, Decide & Respond
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Source: Open Group
5
4
3
2
1
Standards Technology Architecture Organization GovernanceStrategy / Process
4-tier BAM, EPM, TBD
SCA, WS-Eventing, WS-*
BPEL, BPMN, Vertical XML
(ACORD)
BPEL, WSIF, JMS, JCA,
WS-Security
SOAP, XML, WSDL, WSRP,
JSR-168
BAM, EPM, TBD
BP Simulation, BAM, CEP,
Metadata Mgmt
BPM, BRE, Integrated Svs Env.
BPEL, WSM, UDDI, (ESB)
Web Services, App Servers,
Portal
MDA
Shared Business Functions
Service Granularity
Identify Repeatable
Patterns, Services
App Ref. Arch v1.0, Infra. Svs
Function Based, not Org
based
SOA Center of Excellence
SOA Roles & Responsibilities SOA Education
Formal EA Group, Score
Projects
Architects Collective
Automated Governance,
Exception Proc.
Process Working,
Incentives Working
Adopt Service Reuse
Incentives
Inter-department Governance
Inter-department
Communication
Bus. Agility, Real-time
Modifications
Monitor & Measure for
Improvement, Iterative Dev.
BPA, Realize Service Reuse,
SLAs
Identify Key Metrics, SOA Oper. Model
Low Hanging Fruit
Ad-hoc�Undocumented�Unpredictable�Manual�Individual dependent�Stovepipe custom interfaces�Non-Standard architecture�Limited Reuse
Point-to-Point�Point-to-Point interfaces�Loosely coupled�Automatic�Message-oriented middleware�Application embedded business rules�Inconsistent Business Processes
Defined�Best practices , process standardized & documented�Business Process Modeling�Model managed & stored in repository�Governance�Adapters�Hub-Spoke, Rules engine�Training & Vendor Management
Managed
�Metadata based Strategy�Repository Mgmt�High degree of Reuse�Integration Competency Center�Operational Excellence�Applications built to integrate�Predictable Results
Serviced�Service-Oriented Architecture�Use of BPM & BAM tools�Repository of business - level services�Web Services Standards -based infrastructure�Seamless integration
Chaotic
Need-based
Structured
Managed
Seamless
Level 1
Level 2
Level 3
Level 4
Level 5
Integration Maturity Model: Magic Bullet Approach
Source: Integration Consortium
3rd Annual SOA in Healthcare
www.visumpoint.com
Conference Objectives
• Our Job
– Assemble a Community of Healthcare SOA Practitioners
– Create an Environment for Sharing Experiences, Successes, Less-than-successes, and Best-practices
• Your Job
– Connect with Thought Leaders
– Build New Relationships
– Bring What You Learned Back to Your Organization
3rd Annual SOA in Healthcare
www.visumpoint.com
Thank You
Robert Lario
Principal, visumpoint
+1.404.474.1816
931 Monroe Drive
Suite 102
Atlanta, GA 30308
USA
www.visumpoint.com
3rd Annual SOA in Healthcare
www.visumpoint.com
What Do They all Have in Common?
• Business Alignment
• Architecture
• Governance
• People
• Standards
• Methodology / Process
• Technology
3rd Annual SOA in Healthcare
www.visumpoint.com
Overview
• SOA success requires evolving strategy, infrastructure, servicesmodel, governance, standards, process, and organizational models
• Activity based maturity models are easy to create, yet often difficult to implement
• Validate success by improving value metrics
• Will you continue business as usual, or will you make a sincere commitment to improve your SOA maturity and increase business and IT value?
3rd Annual SOA in Healthcare
www.visumpoint.com
Integration Consortium
Ad-hoc�Undocumented�Unpredictable�Manual�Individual dependent�Stovepipe custom interfaces�Non-Standard architecture�Limited Reuse
Point-to-Point�Point-to-Point interfaces�Loosely coupled�Automatic�Message-oriented middleware�Application embedded business rules�Inconsistent Business Processes
Defined�Best practices , process standardized & documented�Business Process Modeling�Model managed & stored in repository�Governance�Adapters�Hub-Spoke, Rules engine�Training & Vendor Management
Managed
�Metadata based Strategy�Repository Mgmt�High degree of Reuse�Integration Competency Center�Operational Excellence�Applications built to integrate�Predictable Results
Serviced�Service-Oriented Architecture�Use of BPM & BAM tools�Repository of business - level services�Web Services Standards -based infrastructure�Seamless integration
Chaotic
Need-based
Structured
Managed
Seamless
Level 1
Level 2
Level 3
Level 4
Level 5
Integration Maturity Model: Magic Bullet Approach
Source: Integration Consortium
3rd Annual SOA in Healthcare
www.visumpoint.com
The Hartford
5
4
3
2
1
Standards Technology Architecture Organization GovernanceStrategy / Process
4-tier BAM, EPM, TBD
SCA, WS-Eventing, WS-*
BPEL, BPMN, Vertical XML
(ACORD)
BPEL, WSIF, JMS, JCA,
WS-Security
SOAP, XML, WSDL, WSRP,
JSR-168
BAM, EPM, TBD
BP Simulation, BAM, CEP,
Metadata Mgmt
BPM, BRE, Integrated Svs Env.
BPEL, WSM, UDDI, (ESB)
Web Services, App Servers,
Portal
MDA
Shared Business Functions
Service Granularity
Identify Repeatable
Patterns, Services
App Ref. Arch v1.0, Infra. Svs
Function Based, not Org
based
SOA Center of Excellence
SOA Roles & Responsibilities SOA Education
Formal EA Group, Score
Projects
Architects Collective
Automated Governance,
Exception Proc.
Process Working,
Incentives Working
Adopt Service Reuse
Incentives
Inter-department Governance
Inter-department
Communication
Bus. Agility, Real-time
Modifications
Monitor & Measure for
Improvement, Iterative Dev.
BPA, Realize Service Reuse,
SLAs
Identify Key Metrics, SOA Oper. Model
Low Hanging Fruit
Measures mechanisms and activities
3rd Annual SOA in Healthcare
www.visumpoint.com
The Open Group
Business
Organization
Methods
Applications
Architecture
Information
Infrastructure
Business Process Integration
Ad hoc EnterpriseIT Strategy &Governance
Object Oriented Modeling
Objects
Layered Architecture
LOB or Enterprise Specific
Enterprise Standards
Isolated Business Line
Driven
Ad hoc LOB ITStrategy &
Governance
Structured Analysis &
Design
Modules
Monolithic Architecture
Application Specific
LOB Platform Specific
Silo Integrated Componentized
Componentized Business
Common Governance Processes
Component Based
Development
Components
Component Architecture
Canonical Models
Common Reusable
Infrastructure
Componentized Business offers
Services
Services
Emerging SOA Governance
Service Oriented Modeling
Services
Emerging SOA
Information as a Service
Project-based SOA Environment
Composite Services
Processes through Service
Composition
SOA and IT Governance Alignment
Service Oriented Modeling
Process Integration via Services
SOA
Enterprise Business Data Dictionary & Repository
Common SOA Environment
Virtualized Services
Geo-graphical Independent
Service Centers
SOA & IT Infrastructure Governance Alignment
Service Oriented Modeling for Infra
(CDSP)
Process Integration via
Services
Grid Enabled SOA
Virtualized Data Services
Virtual SOA Environment ;
S & R
Dynamically Re-Configurable
Services
Mix & Match Business and context-aware Capabilities
Governance through Policy
Business Grammar
Oriented Modeling
Dynamic Assembly;
context-aware Invocation
Dynamically Re-Configurable Architecture
Semantic Data Vocabularies
Dynamic Sense, Decide & Respond
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7
Source: Open Group
3rd Annual SOA in Healthcare
www.visumpoint.com
IBM
Ad Hoc
Technology Adoption
LOB Adoption
Enterprise Adoption
Value-net Adoption
AdoptionScope
� Grass roots project focus
- assessments- planning- proof-of-
concept - functional
verification- IT operational
verification
� Business begins partitioning at LOB level
� Continued project focus at LOB level
� Cross LOB business partitioning
� Business buy- in and funding
� IT institutionalism- Architecture
standards & governance
� Business institutionalism- Business process and
organizational transformation
Legacy Applications
Project specific services
Few common services
More common services
Common services and customizations
Customizations
Current Architecture Future Enterprise ArchitectureFuture Value-Net
Architecture
Services and level of
reuse
Architecture
Measures Scope of Adoption
3rd Annual SOA in Healthcare
www.visumpoint.com
Hewlett-Packard
LEVELS 1. Ad-hoc 2. Basic 3. Basic 4. Managed 5. Adaptive
Business
Program Management
Governance
Architecture
Operations & Management
Supply & Demand
People
Enabling Technologies
Minimal interest in SOA
SOA project focused
Some acknowledgement of issues
Limited or ineffective architecture
No mgmt. of services, infrastructure elements only
Little or no knowledge of SOA
Business needs met using tech. components
No service infrastructure
Aware of SOA
SOA efforts are BU-based
Some processes, individual responsibility
Program exists & architecture well defined
Mgmt. in terms of Slaps
Services provided internally
Knowledge limited to IT mgmt. & architects
SOA infrastructure limited
Generally complies with SOA
SOA federated, not integrated
Guidelines defined and integrated
All IT initiatives comply
Mgmt. of business services
Value-based sourcing
SOA education required for all IT staff
Standard enterprise-wide SOA
Proactively supports SOA
SOA integrated at corporate level
Value of governance understood
Business driven and auditable linked
Proactive mgmt. of svcs. linked to component svcs.
Sourced from multiple providers
Ongoing education for all staff
Large-scale managed SOA infrastructure
SOA fundamental to business ops
SOA enterprise-wide, extends to partners
Advanced understanding
Architecture and business executed as integrated
Integrated mgmt. of business svcs. into operations
Dynamic service sourcing of multiple sources
SOA is embraced & actively promoted
Integrated, dynamic SOA infrastructure
SO
A M
aturity Dim
ensions
Measures IT Readiness
3rd Annual SOA in Healthcare
www.visumpoint.com
Burton Group
SOA Transformation
Elements
Strategy
Managed CommunicationInfrastructure
Service Models
Governance
Standards
Process
Organization
Level 1:Foundation
Level 2:Transformation
Level 3:Management
Level 4:Optimization
Level 5:Dynamic
Composition
□ Project Oriented
Approach
□ Service Platform□ Adapters
□ Nonexistent
□ Identify Candidate Pilot Services
□ Project Tracking□ Establish Baseline/ Benchmarks
□ Messaging□ Description□ Security
□ Operational Model□ SDLC
□ Foster Education
□ Create SOA Program Office
□ Defined Technical
Strategy
□ SOA Registry□ Security Gateway
□ SOA Monitoring
□ Define Infra. Services
□ Define Data Services
□ Implement EA□ Build Service Taxonomy
□ Discovery□ Resources / Events□ Reliability
□ Service Ident. Guidance
□ Data Model Ident.
□ Establish Service Competency Center
□ Defined Business
Strategy
□ SOA Admin.□ Transformation
□ SOA Monitoring
□ Define Business
Services
□ Dev. Business Case□ Service Review Board
□ Categorize Services
□ Runtime Mgmt□ Data Management
□ Service Design
□ Service Management
□ Training and Mentoring
□ Program Oriented
Approach
□ Process
Integration Server
□ Rationalize Business Processes
□ Consolidate Services
□ Application Portfolio Rationalization
□ Presentation
□ Construct, Orchestrate, Compose
□ Business Process
Management
□ Accounting Charge
Back
□ Portfolio Oriented
Approach
□ Business Activity
Monitoring
□ Service Grid
□ Composite Services
□ Pervasive Service Reuse
□ Enterprise
Governance
□ Provisioning
□ Transactions
□ Continuous Benchmark Improvement
□ Incentive
Programs
Structured Transformation Program
IT Transformation activities
3rd Annual SOA in Healthcare
www.visumpoint.com
AmberPoint, BearingPoint, Sonic and Systinet
Optimized Business Services
Measured Business Services
Business Services
Collaborative Services
Architected Services
Initial Services
a b
Optimization
Transformation
Responsiveness
Cost Effectiveness
Functionality
5
4
3
2
1
Measures Service
Model Advancements
3rd Annual SOA in Healthcare
www.visumpoint.com
It is believed by many that the full computerization of healthcare information in a way that
enables sharing of data to maximize benefit to the patient and to the healthcare profession
can provide huge potential gains and cost savings, e.g. cut crisis-level asthma attacks by 80%,
heart attacks and kidney failure by one third2
However, Healthcare information still remains locked away in either paper records or, when
computerized, in technological islands:
�Disparate technologies
�Disparate representations (format/syntax)
�Imprecise or varying semantics and levels of semantic richness
�Spread among various organizations: government, payers, providers, hospitals,
pharmaceuticals, research institutes etc.
But healthcare IT has lagged behind other industries in many areas for various reasons,
some political, some social, some economical – the result is that the software focuses on
patient administration and billing using insular and monolithic solutions with storage of
only coarse grained, administration relevant data. The systems only support cottage
industry medicine2. G. Halvorson (CEO Kaiser Permanente), Healthcare Reform Now, 2007
3rd Annual SOA in Healthcare
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The Service Oriented Enterprise
Business Strategy • Mission • Core Competencies • Objectives • Leverage & Synergy • Measurements • Commodity & Differentiation • Targets • Key Initiatives
The Service Oriented Enterprise is a conceptual framework for aligning
business and technology via business services.
New Concerns
• Agility • Interoperability • Visibility
Architectural Themes
• Model Driven • Service Oriented • Process Driven
PEOPLE
PROCESS TECHNOLOGY
STRATEGY&
ROADMAP
MATURITY
3rd Annual SOA in Healthcare
www.visumpoint.com
SOA: StrategySTRATEGY
&ROADMAPBusiness strategy
drives the SOE.
SOA Strategy
CategoryScore(1-10)
Strategy MaturityGoals, Plans & Metrics
Architectural MaturityReusabilityComposabilityAvailabilityBusiness Alignment
Methodology MaturityDisciplines & RolesActivities & Artifacts
Organizational MaturityDiscipline EducationCross-Discipline AwarenessPartner Maturity
Capability MaturityLegacy EnablementComposite ApplicationsInter-Enterprise ComputingPackaged SOBA Implementations
SOA Roadmap
Architecture
Methodology
People Skills
Infrastructure
A2A Integration
B2B Integration
Composite Applications
SO Legacy Enablement
SO Package Integration
2010 Growth Plan
Q1 Q2 Q3 Q4
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
? ? ? ?
3rd Annual SOA in Healthcare
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SOA: People
PEOPLE
The Service Oriented organization is trained to provide business value.
ServiceDesigner
ServiceAnalyst
<WSDL> <WSCL>
Service Case Specification
From
• About my team
• Generalists
• Stuck in the ‘bits’
To
• About the company
• Specialists
• Solving the business problem
3rd Annual SOA in Healthcare
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SOA: Processes
PROCESS
Processes focus less on the bits and bytes and more on
the business problem.
From
• Software Eng. Process
• Departmentally sound
• Process was an afterthought
• Focused on ‘post mortem’ analysis
To
• Business Eng. Process
• Enterprise ready
• Process is ‘first order’
• Look for real time opportunities
Design Service
Construct Service
Construct DummyService
Create ClientSide Proxies
Create Tests
Test Service
3rd Annual SOA in Healthcare
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SOA: Technology
TECHNOLOGY
Massive loose coupling is enabled by a new breed of
service oriented technology.
Layer 3
Layer 2
Layer 1
From
• Function oriented
• Build to last
• Prolonged development cycles
To
• Coordination oriented
• Build to change
• Incrementally built and deployed
3rd Annual SOA in Healthcare
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SOA: Maturity
• # of Services; Client-to-Service Ratio
• Median-Service-Reach
– Consistency via Design Time Governance
– Tolerance via Run Time Mediation
• Effort-to-Create / Change Service
• Effort-to-Assemble / Change Composite
MATURITY
The Service Oriented program is constantly
measured and improved.From
Assumption: It works
To
• Assumption: It can be improved
• Better, Faster, Cheaper
3rd Annual SOA in Healthcare
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Creating Valuable Services Takes Time
Service Network Law:
“The utility of a service network equals the square of
the number of valuable clients and services.”
I didn’t know the service was
available!
What makes a service valuable?
Locatable
The service didn’t use the
right protocols.
Reachable
I couldn’t figure out what the service did!
Well Documented
The service was too narrowly
defined.
Usable
The service didn’t support the
policies I needed.
PolicyBased
The service was too hard to
change.
Adaptable
I didn’t trust that the service would
be working.
Managed
I had no incentive to do it
as a service.
Encouraged
3rd Annual SOA in Healthcare
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Business Challenges IT Must Address
• Changing Market Conditions– New products
– New competitors
• Cost Pressures– Need to do more with less
– Need to use what we have
• Changing Operating Conditions– Adding and changing suppliers
– Mergers and acquisitions
• Changing Regulations– SOX, HIPPA
• Diverse Information Sources
3rd Annual SOA in Healthcare
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SOA Begins with Business Architecture
People • Organizational Models • Job Descriptions • Capability Maturation • Capacity Levels • Incentive Models
Goods • Products • Services • Lifecycles
Process • Processes • Workflows • Policies • Procedures
Markets • Segments • Buyers • Dynamics
Customers • Retention Model • Growth Model • Support Model
Process • Supply Chain • BPO • Policies
Business Strategy • Mission • Core Competencies • Objectives • Leverage & Synergy • Measurements • Commodity & Differentiation • Targets • Key initiatives
Business Architecture
Requirements
Enterprise Computing
Strategy
Enterprise Systems Architecture
Requirements
Creating the Enterprise Business
Architecture
3rd Annual SOA in Healthcare
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Business Strategy Drives Architecture
Platform Architecture
• J2EE • .Net
Business Architecture
Requirements
Enterprise Computing Strategy
Enterprise Systems Architecture
Requirements
Enterprise Business Strategy
Legacy Capabilities
Domain Architectures
• Application • Integration • Data
Architectural Constructs
• Participants • Patterns • Practices
Deployment Architectures
• Network • Computing • Distribution
Architectural Themes
• Model Driven • Service Oriented • Process Driven
Reference Architectures
• Model 1 • Model 2
Gray Boxed Architecture
• Semi-Packaged Apps • App Frameworks
Black Boxed Architecture
• Packaged Apps • ASP / leased systems
Creating the Enterprise Systems
Architecture
3rd Annual SOA in Healthcare
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Service Orientation Principles
• Services are reusable– Regardless of whether immediate reuse opportunities exist, services are designed to support potential reuse.
• Services share a formal contract– For services to interact, they need not share anything but a formal contract that describes each service and defines the terms of information exchange.
• Services are loosely coupled– Services must be designed to interact without the need for tight, cross-service dependencies.
• Services abstract underlying logic– The only part of a service that is visible to the outside world is what is exposed via the service contract. Underlying logic, beyond what is expressed in the descriptions that comprise the contract, is invisible and irrelevant to service requestors.
3rd Annual SOA in Healthcare
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Service Orientation Principles
• Services are composable– Services may compose other services. This allows logic to be represented at different levels of granularity and promotes reusability and the creation of abstraction layers.
• Services are autonomous– The logic governed by a service resides within an explicit boundary. The service has control within this boundary and is not dependent on other services for it to execute its governance.
• Services interfaces are stateless– Services should not be required to manage state information. Services should be designed to maximize statelessness even if that means deferring state management elsewhere.
• Services are discoverable– Services should allow their descriptions to be discovered and understood by humans and service requestors that may be able to make use of their logic.
3rd Annual SOA in Healthcare
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Business / IT Alignment
• Derive information system design from business design
• Information system can then be used to:
– Monitor the state of the business
– Report on how well the business is doing in meeting its goals
– Suggest changes in the business design to improve its efficiency at achieving those goals
• It is from this correspondence that SOA delivers on the promise of more flexible businesses through more flexible IT
Based on IBM SOA Foundation
3rd Annual SOA in Healthcare
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Business View of SOA
• A service is a repeatable task within a business process
– Tasks themselves may be services
– Avoid decomposing beyond where flexibility is required to avoid unnecessary overhead
• Service-orientation is a way of integrating your business as a set of linked services
• Service-Oriented Architecture is an architectural style that exploits the principles of service orientation to achieve a tighter relationship between the business and the information systems that support the business
Based on IBM SOA Foundation
3rd Annual SOA in Healthcare
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Enterprise Architecture
• Delivers significant results that are of strategic importance to the enterprise
– Breaks down departmental silos
– Creates value across Enterprise
Business Architecture
Project / Acquisition Architecture
Operational Architecture
Service Oriented Architecture (SOA)
Systems Architecture
Solution Architecture
Technical / Physical Architecture
Deployment Architecture
Hardware System
Software System
Procedural System
Chemical System
Mechanical System
Existing Capabilites
Enterprise Architecture
Business Process Management
To be Successful, BPM must be Implemented within the
Context of Enterprise Architecture (EA)
3rd Annual SOA in Healthcare
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Overview
• SOA success requires strategy, infrastructure, services model, governance, standards, process, and organizational models
• Activity based maturity models are easy to create, yet often difficult to implement
• Validate success by improving value metrics
Where is the Enterprise in it’s efforts in adoption?
3rd Annual SOA in Healthcare
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The Approach
• Identified top-level streams
• Looked at cross-cutting processes rather than the collection of services (i.e. cardiology, home care, lab, etc)
• Began looking at silos as services that can be aggregated to provide value
• Optimized horizontally across the enterprise for the Customer Financial Care process and Patient Care process
• Departments operate as individual departments, but use processes that cross the enterprise
• Optimized departmentally and horizontally
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Standards
• Tried and True
• Best Practices
• Saves Time and Money
• Object Management Group (OMG)
– Business Process Modeling Notation (BPMN)
– Business Motivation Model (BMM)
– Unified Modeling Language (UML)
– SOA Modeling Language (SoaML)
• Heath Level 7 (HL7) and Software Engineering Institute (SEI)
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Where Can Coupling Come From(in a broad sense)
• Business Environment
– Process and activities
– Data
– Regulations
• Technology Environment
– Network
– Platform (OS, software, programming languages, etc)
– Standards
– Software application design
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Degrees of Coupling
Monolithic Very Low
Client/Server
Low
3-Tier Medium
N-Service High
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Divide
1. Take large applications and divide them into piece-parts.
Modular systems can be more easily modified than large monolithic systems.
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Standardize
2. Standardize on the connector protocols.
Map a standardized interface on it, allowing clients to format requests in a consistent manner.
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Analyze
3. Identify the messages that go between them.
<XML>
CustomerInfoSurvey
LiteratureRequests
CampaignResults
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Address
4. Give each software unit an address on the network
Now, each individual unit (or service) can be called by any ‘web service’ client on the network.
210.22.12.147/MyService
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Enforce
5. Define the policies that you want the collective services to adhere to.
Policy J1:All messages will be delivered in a reliable manner.
Policy M1:All messages will be encrypted.
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Catalog
6. Document the services and catalog the interfaces, addresses and policies.
Other programmers
can now find the
services you created.
Web Services Catalog`
210.22.12.147/MyService
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Assemble
7. Reassemble the services into ‘Composite Applications’.
Applications come tolife by activatingservices in sequence.
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Integration and CompositionBecome One
In the service model,you use integrationtechniques toassemble applications.
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Conference Objectives
• Bring Together
• Share
– ddddd
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Contact
Robert Lario
Principal, visumpoint
404.474.1813
931 Monroe Drive
Suite 102
Atlanta, GA 30308
www.visumpoint.com
