Presentation Title | Date | Page 1 The Road to SOA.

Presentation Title | Date | Page 1

The Road to SOA


Services Services Services Services ServicesServices

Policy Policy Policy PolicyPolicyPolicy

BusinessProcess

BusinessProcess

Application Application

Technical Services-Integration Points-webMethods Flow Services

Business Services-Business Services orchestrated from Technical Services-webMethods IS Web Services

Service Consumers- Business processes and/or applications

Systems of Record- Mainframe, DBMS, etc

Mediation-Provides Security and Transformation-X-Broker, Datapower, etc

Services Services Services Services

What’s the target ?


SOADelivery

Services

The SOA Reference Architecture

Presentation

Existing IT systems

Registry & Repository

Application compositionApplication composition

Native servic

es

Service OrchestrationInformation Integration

Legacy service enablement

Com

munic

ati

ons

Opera

tional st

ora

ge

Secu

rity

and p

olic

y e

nfo

rcem

ent

Runti

me g

overn

ance

Operational Management

Modeling, Design,

Development

Business process execution


Pragmatic Next Steps for SOA

SOAMaturity

Initial Actions

OperationalGovernance

- SOA Success Factors- Services Funding Model- ROI Analysis- SOA Accelerator- Infravio Quick Start

OptimizedComposition

Technical Architecture- Services Bus- Mediation- MonitoringServices Design- Granularity- Contracts

Service Lifecycle- Design Time- Change Time- Run TimeOrganizationalChanges- SOA CC

Design for Change

Continual Process Improvement- Composition- Versioning- Testing- Operations

30 Days 60 Days 90 Days 120 DaysSOA Adoption


Gap Analysis

An industry “Best Practice” is to augment your existing governance structure with a support group or competency center for successfully deploying any new technology.

¬ Integration Competency Centers (ICC) have evolved for addressing integration technologies

¬ Shared Service Organizations in addition to an ICC have evolved for addressing the adoption of SOA.

¬ Many companies extend their existing ICC to address SOA.


Introducing The SOA CC

Senior VP(Business Steering

Committee)

<< LOB Leader >>(Line of Business)

CIO(IT Steering Committee) IT Integrators

Project Director(Project A)

PMOEnterprise

Architecture

SOACC

SOACC


Evolution of the SOA CC

Process Defined Defined Defined Defined

Technology Recommended Standardized Standardized Shared

Organization Distributed Distributed Hybrid Centralized

Benefits Knowledge

Leverage

Consistency Resource

Optimization

Control

SOA CC Evolution

Best

Practices

Technology

Standards

Shared

Services

Central

Services


SOA CC Interaction

New ProjectNew Project

Enterprise ArchitectureVision and Integration

Architecture*Selection of Technology*

Platform Architecture

Enterprise ArchitectureVision and Integration

Architecture*Selection of Technology*

Platform Architecture

Database AdministrationData Modeling Expertise

Modeling ToolsEnterprise Data Knowledge*

Database AdministrationData Modeling Expertise

Modeling ToolsEnterprise Data Knowledge*

Internal MarketingCommunicatingthe SOA Vision*Demonstratingthe SOA Value

(Success Stories)*Suggesting Projects*

Internal MarketingCommunicatingthe SOA Vision*Demonstratingthe SOA Value

(Success Stories)*Suggesting Projects*

Operations and System AdministrationMiddleware Installation and Configuration

Server and Network ConfigurationSystem Management*

Operations and System AdministrationMiddleware Installation and Configuration

Server and Network ConfigurationSystem Management*

QAProcess*

Test ScriptsTesting Tools

QAProcess*

Test ScriptsTesting Tools

SOA CC AdministrationMaintain SOA

Documentation*Best Practices*

Metadata Management*

SOA CC AdministrationMaintain SOA

Documentation*Best Practices*

Metadata Management*

Business AnalystsBusiness Modeling*

Business DomainKnowledge*

Business AnalystsBusiness Modeling*

Business DomainKnowledge*

DevelopmentProject Management

Application KnowledgeDevelopment Skills

DevelopmentProject Management

Application KnowledgeDevelopment Skills

SecurityCorporate Security

Knowledge*

SecurityCorporate Security

Knowledge*

Product and Application VendorsApplication Data Model*Integration Middleware*

Pilot Project SupportAdapters*

Product and Application VendorsApplication Data Model*Integration Middleware*

Pilot Project SupportAdapters*

Source: Gartner - May, 2007


Design for Change

Transition

Change during a project is expensive; so define everything up front so nothing needs to change

Large deliverables Longer Cycles Large Analysis

Agile

Change during a project is expensive and unavoidable; so do everything possible to minimize the cost of change

Smaller deliverables Shorter Cycles Smaller Analysis

Waterfall Review

Improve

Continual process improvement

Strategies Composition Versioning Testing Operations


Development and Support Disciplines

Inception Elaboration Construction Transition Production Retirement

NewService

Services Identification

Contract First

Service Specification

Major Version(non-backwards

Compatible)Or

Minor Version(backwardsCompatible)

EvolveExistingService

FinalizeSchema

EnforceStandards

Communicateand promote

Service

DeployService

DeprecateService

Phases


Enterprise Disciplines

Before projects start; perform planning around services

¬ Service Versioning Strategies¬ Configuration Management Process¬ Major/Minor versioning schemes¬ Deprecation Policies

¬ Service Testing Strategies¬ Complete Testing¬ Collaborative Testing¬ Continuous Testing

¬ Service Capacity/Sizing¬ # of Versions¬ # of Consumers¬ Transaction Volumes

Write the policies¬ Determine if they can be enforced with technology


Organizational Functions

ApplicationDelivery

Disciplines for application development, packaged application customization and implementation.

Enterprise Integration

IT Organizational Governance

Business Development

BusinessStrategy

Connecting applications together includingtraditional EAI and B2B disciplines, with re-usable interfaces and inter-application standards.

Overall IT governance capability for the overall lifecycle project Management, systems development, testing, release, change management, system support.

Business focus on improving their results / goals by determining tactile change to business operations (leveraging IT capability).

Overall alignment of business goals, multi-year plans, and opportunities.

Enterprise Architecture

Cross-functional team responsible for ensuring optimal alignment of IT capability with business goals - minimizing implementation, runtime, evolution costs, complexity, downtime, and technology risk.


Waterfall Methodologies and SOA

The Premise: Change during a project is expensive, so define everything up front so nothing needs to change

SOA Impact Considerations:

Architects at the front of the Waterfall Process need to have tight integration with service registries.

Specifications need to be updated as service versions evolve in outside efforts

Use and modification of services across projects must be handled via outside governance

Developed services are enterprise assets – testing and release of service sub-components may need to move towards “iterative” models

Testing during the development cycle needs to adopt automation and continuous regression concepts

Functional Domain Models hugely important

Process-centric business development moves out of purview of “application development” to BPM – which can be a difficult transition


Agile / Iterative Methodologies and SOA

The Premise: Change during a project is expensive – And Unavoidable – so do everything possible to minimize the cost of change

SOA Impact Considerations:

“Just in Time” building can limit future re-use opportunities for services without careful consideration

“This project only” philosophy can make it challenging for effective outside governance enforcement

There is typically no re-use metric within these methodologies

Integrated testing model fits amazingly well with SOA

Closer involvement of business sponsors can facilitate line between business logic hard-coded within services and process logic / business rules held in more flexible, abstracted technology


Role Changes within Application Delivery

ApplicationDelivery

EnterpriseIntegration



BusinessStrategy


Application Architects:

The role specialization between application and enterprise architects grows

Enhanced knowledge of the company’s “inventory” of service assets required

Run-time information and service level exchanges required for web services in building applications

“Service” Developers:

Building towards a detailed policy for service definitions

Services begin to give up “process logic” to outside orchestration

Good understanding of object and functional models

Testers:

End-to-end, automated regression testing important

Version testing important

Must begin to gain greater system design understanding


“SOA-ing” the Integration Competency Center

ApplicationDelivery




BusinessStrategy


“Service-enable” existing End-Points

Evolve Point Integration to Enterprise Service Bus

Composite Service Creation

Metadata / Policy Management

Web Services Management

Integrated / Automated Composite Testing


Organizational Governance

ApplicationDelivery




BusinessStrategy


LOB Project Prioritization along Pre-Agreed Axis

Higher level IT Processes are implemented at the services layer: Asset, Change and Configuration Management

Project Governance of SOA Usage / Adoption

Governance of Process Usage / Adoption

Governance of Development and Application Architecture

The “Registry” Owner lives here

Think about how other technology assets are managed and you are on the way…

Governance, more than any other area, will drive the success or failure of a scalable SOA strategy…


Rise of the “SOA Enabled” Business Analyst

ApplicationDelivery




BusinessStrategy


Greatest Impact in terms of Efficiency

The true key between IT Integration 2.0 and Business-Agile SOA

The “SOA Analyst”: Expanded Roles = New Training and Concepts!!

BPM / BAM Embedded in the SOA

Business-level Semantics

True Process Improvement Discipline – Huge Value and potentially huge cultural threat


Enterprise Architecture Front and Center

ApplicationDelivery




BusinessStrategy


SOA Mandates the end of the “Ivory Tower”

Increased control = increased accountability and measurements

Multi-Year view combined with incremental ROI measurement

Technology-first infatuation is a detriment

In some organizations these teams are evolving to delivery centers for Enterprise Assets


Communication with the Business

ApplicationDelivery




BusinessStrategy


End of the “silos”

Requires maturity in the face of true IT execution capability

Process-centric focus drives more complex IT-LOB relationships


Funding / Budget for Shared Services – What’s the Answer?

Allocation Models often deployed in the industry:

He who comes to the river builds the first bridge

Enterprise Funding – Business Level belief

IT Funding – Infrastructure team responsible for mitigating complexity and cost

Cost Shielding – Net zero, hiding ABC Costing

Chargeback Unit Mechanisms often deployed:

Shared “service” units – virtual units created based on underlying transaction rate consumption of assets

Tiered “service” units – virtual units based on underlying consumption, level of service, and/or consumer

Enterprise Pool – Higher level distribution of cost of enterprise assets not based on direct usage (based on revenue, LOB employee count, etc)


Get Started with an SOA Implementation

SOAQuick Start

Define Your Criteria

Implement Your SOA System

Conduct Training & Knowledge

Transfer

Design Your Implementation

Keys to a successful Quick Start: Start small Non-production vs.

production Evolve SOA Integrate with strategic

direction Disciplined approach


Quick-start: use industry standard

¬Use specification from an industry standard (e.g. eTOM for telecommunications)

¬Top-down business process definition approach is possible

¬Focus on DesignTime and ChangeTime¬As services are identified and deployed, evolve into

RunTime mediation and governance


Managing Outcomes

Step One: Establish top level goals and outcomes¬ Measurable goals¬ Metrics Reporting and Auditing

Step Two: Establish policies and contracts¬ Accountability, adjudication, responsibilities¬ Interoperability Standards¬ Service Lifecycle Processes¬ Security Policies

Step Three: Build the Foundation¬ Assign ownerships, budgets and responsibilities¬ Develop Organizational Tools (CoE, chargebacks, shared services

org)¬ Establish federated systems of record for policies, contracts and

services¬ Automate governance processes


Resources – centrasite.org


softwareag.com

Where are you?• Business context• Arch and Tech• Governance & Process• People

What is your destination / itinerary?

• Vision• Evolution• Alignment

Date post:	26-Mar-2015
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Presentation Title | Date | Page 1 The Road to SOA.

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