Oracle Architecture Development Process A part of the Oracle Enterprise Architecture Framework
Oracle Enterprise Architecture Framework (OEAF)
OADP is part of the OEAF ”People Process & Tools” component.
Oracle Architecture Development Process
Business Architecture
Application Architecture
Information Architecture
Technology Architecture
Architecture Development Engagements
3
The Oracle Architecture
Development Process
(OADP):
Focuses architecting
enterprise solutions
Is a collaborative and
iterative process
For pre-sales, follows
Discovery and replaces the
Solution Development phase
in Oracle Sales Method
May be part of a ULA or
services engagement
Is part of the OUM Envision
phase
Deliverables
Architecture Scope & Vision
Current State Architecture
Assessment
Future State Architecture
Recommended Roadmap
Governance Impact
Input to Business Case
Oracle Architecture Development Process
© 2009 Oracle Corporation – Proprietary and Confidential Oracle’s Approach to SOA
Maturity Model Domains & Measurement
Capability Domains
• Eight capability domains – comprehensive coverage
• Domain – A collection of related capabilities
Measurement Model
• Model measures maturity and adoption levels
Discovery Services Overview
L0
L1
L2
L2
L2
Congig
Mgt
Perf
Mgt
Change
Mgt
Quality
Mgt
App
MW
DB
Op Sys
Server
Storage
L1/L2
L1/L2? Strategic Customer Program+? Best Practice?
Reference?
Use first (2 to 4) parts of OADP
Patterns
Demonstrate actual architectural approaches, best practices, software component configurations, etc
Layered Views
Conceptual View High-level depiction of architectural layers and their relationships
Educate and synchronize the architecture across a broad audience
Implementation View Illustrate the various software infrastructure used to implement the architecture
Provide a mapping of software infrastructure to the Logical View
Deployment View Recommended physical deployment configurations for deploying the software infrastructure
Functional depiction of architectural layers and components to illustrate interactions and relationships
Functional decomposition to identify explicit capabilities of each architectural layer and component
Logical View
Pro
du
ct
Inte
rop
era
bil
ity M
atr
ix
SCP+
and
Best Practices (P.C.)
L1 L2
L1 – Definition
Engagement Level What is in it for
the Customer?
Oracle Account Team, customer
‘C’ level and Management Level
Engagement
Vision of Oracle and Industry Manageability
Understanding of Customer and Manageability Maturity
Understanding of Manageability GAPS
Understanding of Manageability POTENTIAL generic benefits
and cost reductions
Mutually agreed and understood ENGAGEMENT
DOCUMENTATION covering vision, current
state, potential future state and generic benefits
of enhancing or adopting Oracle Manageability
solutions.
L2 – Definition
Engagement Level What is in it for
the Customer?
Oracle Account Team, customer
‘C’ level and Management Level
Engagement
Understanding of Manageability potential benefits of a
solution for THEM, probably for a single pack or solution area
in the form of a Business Case.
Customer understanding of the use cases specific to the
Manageability product/solution in question and there own
potential usage of it.
Mutually agreed and understood engagement
documentation and BUSINESS CASE covering
vision, current state, future state, road map and
SPECIFIC CUSTOMER benefits of enhancing
or adopting or enhancing Oracle Manageability
solutions.
Current Services Developed or part developed
L1 • OEM Manageability Benefits
Discovery
• TBD
L2 • Managing Oracle Database
Infrastructure Change
• RAT
• Optimise Database Life Cycle
Management
• Configuration and Change for DB.
Provision and Patch, for DB. RAT)
• AMS for EBS
• ........
Typical Workshop
Questions
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AMS Workshop Example
• General – List your top 2 challenges / problems around EBS management right now ?
• Configuration Management
– How are configurations managed, compared and recorded?
– How often are EBS configurations updated?
– Who performs configuration comparisons (DBA, Development) and what
% of effort is spent on these activities?
• Patching
– What % of DBA effort is a spent applying patches?
– How often are patches applied?
– How are patch levels recorded?
• Cloning
– What % of DBA effort is spent cloning?
– How often are EBS environments cloned?
– What are the main reasons for cloning?
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Real Application Testing Suite
• What Changes are planned in the next 12 months ?
– DB upgrades ?
– Infrastructure changes
• What types of Db change are currently tested formally ?
• How do you simulate realistic workloads for this testing ?
• How long is typically spent in;
– Building a database test script / harness ?
– Running the test scripts ?
– Analysing the results ?
– How much end user time is required, and what for ?
• How often have outages been required after making a Db
change in production ?
– Why ?
– For how long ?
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Database Lifecycle Management
• Database Configuration Management
– How easy is it to be certain that two environments that should be identical,
are identical ?
– How quickly can you confirm when a given change was made to any given
database and server ?
• Database Patching
– How much work is involved in analysing which patches should be applied,
and any pre-requisites ?
– How long does it take to apply a patch to all appropriate databases ?
– How frequent should patching cycles be ?
• Database Provisioning
– What is the process for setting up a new instance of Oracle ?
– When will it be available, once requested ?
– How easy is it to add a new RAC node to a database cluster, or remove
one ?
Current Services Developed or part developed
L1 • OEM Manageability Benefits
Discovery
• TBD
L2 • Managing Oracle Database
Infrastructure Change
• RAT
• Optimise Database Life Cycle
Management
• Configuration and Change for DB.
Provision and Patch, for DB. RAT)
• AMS for EBS
• ........
Business Case Example
AMS
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Required Product License
Fee Support 1st Year Licensing
Investment Notes
Required Oracle Software:
Application Management
Suite for EBS
£ £ £
Financial Benefits
Projected 3 Year NPV of £Xm & ROI within first XX months
£Xm worth of benefits in first 12 months (based on conservative calculations and taking into account licence and 1st year support, implementation +
services costs)
Potential to make savings £Xm per annum
Delivers Value Across;
1. Increased Agility; deliver change requests faster to support business growth plans
2. Improve Quality of Service; centrally managed EBS stack, standardized consistent monitoring, alerting, increase speed of the
identification and resolution of issues. OEM 11g integration with My Oracle Support, avoid known problems and resolve problems
faster. Monitor all real users and run automated synthetic user services test from key remote locations.
3. Empower Innovation; automate manual processes, increase productivity allowing for innovation
Application Management Suite for EBS Investment and Projected Benefits
Total first year investment (Licence & implementation services): £xxx,xxx
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Application Management Suite for EBS Business Case – Annual Benefits Summary
Benefit Area/Driver
FINANCIAL
IMPACT
Conservative Pragmatic Aggressive
ISSUE RESOLUTION REDUCTION
1a. Reduce cost of DBA time to do root cause analysis
1b. Reduced cost of time to support root cause analysis
1c. Reduce downtime experienced by users in production
1d. Reduce downtime experienced by users in development
PRODUCTIVITY
2a.Improved DBA Productivity
2b.Reduced cloning effort
2c.Increased development productivity (cloning efficiency)
2d.Productivity through reduced Ticketing
2e.Improved Productivity through fewer Performance problems
2f.Reduced patching/customization effort
2g.Increased development productivity
(Patching Efficiency)
2h.Reduced setup and BR100 effort required by
DBAs
2i.Increased development productivity (Setup
Efficiency)
Total
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Application Management Suite for EBS Business Case – Annual Benefits Summary ISSUE RESOLUTION REDUCTION
Issue
Resolution and
Reduction
Solution
Feature
Mapping
Solution Features and Use Cases
1a. Reduce cost
of DBA time to do
root cause
analysis
• RUIE & AMS
• RUEI & AMS
• RUEI & AMS
• By proactive monitoring and notification of end user experience, EBS infrastructure and application
architecture issues are identified early, before users call the help desk.
• Identify if the issue is user location or EBS infrastructure or module specific.
• Link to AMS RUEI user experience session replay and to AMS EBS diagnostics tools for Forms,
Concurrent Manager, Web Server and database activity.
1b. Reduced cost
of time to support
root cause
analysis
• RUEI
• RUEI
• RUEI & AMS
• Help desk and support teams benefit from being lead to the problem area and the likely sources of
the issues in the first instance, reducing misdirected investigations, subsequent re-investigation
and re-work.
• If Users call the help desk, the effort to identify who they are and the details and timing of the issue
they have will be reduced as it will already been captured.
• Problem analysis is more complete so less work would be needed to re-create the issue in a test
scenario or the re-creation may not be required.
1c. Reduce
downtime
experienced by
users in
production
• RUEI & AMS
• RUEI & AMS
• By proactive monitoring and notification of end user experience, EBS infrastructure and application
architecture issues are identified early, before users call the help desk.
• As issues are identified early, DBA and support teams can act to diagnose and correct the issue
before it grows. Therefore reducing problem duration and its impact on production systems and
production users.
1d. Reduce
downtime
experienced by
users in
development
• As 1c • By proactive monitoring and notification of end user experience, EBS infrastructure and application
architecture issues are identified early, before users call the help desk.
• As issues are identified early, DBA and support teams can act to diagnose and correct the issue
before it grows. Therefore reducing problem duration and its impact on development systems and
development users.
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Application Management Suite for EBS Business Case – Annual Benefits Summary
PRODUCTIVITY
PRODUCTIVITY Solution Feature
Mapping
Solution Features and Use Cases
2a.Improved DBA
Productivity
• OEM & RUEI
• OEM & AMS
configuration
comparison /
reporting
• Monitoring and managing each of the EBS production and development systems in an
Enterprise Manager grid enables the management of ‘many as one’. Providing shared EBS
specific policies, thresholds and notifications as well as configuration comparison, reporting
and procedures across all the environments.
2b.Reduced cloning
effort
• OEM & AMS
• OEM & AMS
Provisioning
framework /
cloning
• Managing each of the EBS production and development systems in an Enterprise Manager
grid enables the management of ‘many as one’.
• The OEM provisioning framework has been enhanced to support a number of EBS cloning
procedures. These procedures can be customized to meet an organizations cloning needs
so that that pre-clone and post clone steps can be implemented as a single unified process
which can be simply re-used over and over again.
• Through automation of the cloning process DBA time and effort per clone is reduced and
manual errors reduced.
2c.Increased
development
productivity (cloning
efficiency)
• OEM & AMS
Clone
automation
• OEM & AMS
EBS clone
dashboard
• Development, due to automation will benefit from receiving the right clone with fewer
errors, potentially in less elapsed time than it currently takes, so work can start sooner, or
additional clones be consumed enabling further work to be tackled.
• Through the OEM EBS clone dashboard, development teams will always know the state of
any clone they have requested, with out the need to refer to the DBA team for status
updates.
2d.Productivity
through reduced
Ticketing
• RUEI & AMS
• RUEI & AMS
• By proactive monitoring and notification of end user experience, EBS infrastructure and
application architecture issues are identified early, before users call the help desk.
• As issues are identified early, DBA and support teams can act to diagnose and correct the
issue before it grows. Therefore reducing problem duration and its impact on production
systems and production users.
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Application Management Suite for EBS Business Case – Annual Benefits Summary PRODUCTIVITY
PRODUCTIVITY Solution Feature
Mapping
Solution Features and Use Cases
2e.Improved
Productivity through
fewer Performance
problems
• RUEI & AMS
• RUEI & AMS
• By proactive monitoring and notification of end user experience, EBS infrastructure and
application architecture issues are identified early, before users call the help desk.
• As issues are identified early, DBA and support teams can act to diagnose and correct the
issue before it grows. Therefore reducing problem duration and its impact on production and
systems production users.
2f.Reduced patching/
customisation effort
• OEM & AMS
• OEM & AMS
Customization
Manger
• Managing each of the EBS production and development systems in an Enterprise Manager
grid enables the management of ‘many as one’.
• Once a customization or a patch or patch project has been defined in EM AMS, it can be
used and re-used again and again as successive systems and clones are repeatedly
patched.
• The patching and customization in AMS can replace many time consuming and potentially
error prone manual steps with a single place were all patching and customization runs can
be managed and executed and re-executed.
2g.Increased
development
productivity
(Patching Efficiency)
• OEM & AMS
• OEM & AMS
Customization
Manger
• Through automation, development teams should wait less time and have less re-work to do
since the correct patch (or patch run which has already been proven in previous patch run
executions) should be applied to the correct system accurately and in less time than if a
labor intensive and manual process was used.
2h.Reduced setup
and BR100 effort
required by DBAs
OEM & AMS Setup
Manager
• The AMS for EBS has the ability to produce BR100 documentation from an existing
implementation. This would replace manual activity to create such a report and ensure that
accurate documentation of the existing system could be produced so that further changes
can be considered with the correct functional context.
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Application Management Suite for EBS Summary
Challenges Approach Results
• Managing many processes and
components
• Centrally manage complete EBS
stack
• Higher quality EBS services
• Standardized and consistent
monitoring and alerting
• Guarantee service levels and
configurations
• Proactively manage service levels
globally
• Greater visibility and more
proactive control
• Faster and improved issue
identification
• Faster issue diagnosis and
resolution
• Constant changes to the EBS
systems
• Consistent monitoring and reporting
across all platforms
• Consistent change management for
cloning, patches, customizations and
setups over the grid
• Provide Automated, Accurate BR100
reports
• Faster changes and upgrades
with fewer errors and less re-work
• Implementing changes sooner
leaves time to implement other
changes sooner and make more
changes
• Opportunity to clone consistently
and more frequently in less time
• Doing all this without additional
headcount
• Automated processes to ensure low
risk change
• Common management across the
grid
• More productive admin team
• Automated repeatable and
reusable processes
• Process more Business Led
Change Requests
Do More in Less Time & Provide More Agility
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Current Services
Developed or part developed
L1 • OEM Manageability Benefits
Discovery
• TBD
L2 • Managing Oracle Database
Infrastructure Change
– RAT
• Optimise Database Life Cycle
Management
– Configuration and Change for DB.
Provision and Patch, for DB. RAT)
• AMS for EBS
• ........
Business Case Example
Real Application Testing
Real Application Testing Business Case – Annual Benefits Summary
Benefit Area/Driver
FINANCIAL
IMPACT
Conservative Pragmatic Aggressive
Productivity
1a. Increase Speed to Market for new applications
1b Serve More customers faster
1c. Increase revenue by reducing downtime
1d. Increase revenue by increasing speed of application
1e. Reduce DBA effort by automating manual database analysis tasks
1e Reduce DBA effort by automating manual database analysis tasks -
Detailed analysis
1f. Increase productivity through reduced downtime
1g. Reduce manual load testing
Total
Customer Value Real Application Testing
• Less downtime
• Fewer upset customers
• Less working time lost
• Less revenue lost
• Less risk to governance and reporting
• Improved quality & performance
• Happier employees / customers
• More transaction throughput
• Enhanced quality helps improve revenue
• Greater opportunity for improved governance and reporting
• Faster time-to-market
• Improved bottom-line (shorter time to implement cost reduction and
revenue enhancing changes)
• Better agility (innovations implemented sooner allowing other
changes to be made sooner)
Customer Value Less downtime
• Unplanned downtime typically after a change can be caused by poorly
performing SQL statements or a poorly performing database instance.
• Slowness in the database can lead to slowness in application functionality.
• If SQL and database performance is poor enough it can impact normal
application usage and working practice to such an extent it can effectively be
unavailable.
• Application unavailability or poor performance has implications for the users of
the applications that depend on that database.
• For internal users it can lead to frustration, dissatisfaction, perhaps to alternate
working practices such as over time.
• For the business process that the users are executing, the business process
could be delayed, in revenue earning applications the revenue could be lost or
delayed.
• If customers experience repeated delays they could move to a competitor.
• If the business process impacted by poor database performance is time sensitive
for reporting, regulatory or governance reasons. The inability to report correctly
could lead to penalties and in some cases the loss of the ability to do business.
Customer Value Improved quality & performance
• If users are not constrained by the performance or the availability of a
system, they can enter transactions in less time, or enter more
transactions.
• If there are more transactions running through the system, those could
be increasing revenue or increasing user or customer satisfaction.
• If end users are able to use the system ‘normally’ and experience good
performance, satisfaction with the system will increase for users and
customers.
• If system performance is improved, there may be opportunity to run
more frequent or more complete governance and control procedures.
Customer Value
Faster time-to-market
• If risks are reduced by better quality testing, innovations can be
implemented sooner.
• This will enable other dependent changes to be implemented sooner.
• This increases agility and reduces lead times not only to the change
implementation, but to the benefits that derive from the implementation
of the change.
• If innovation and improvements are implemented sooner, cost
reductions will be realised sooner.
• If innovation and improvements are implemented sooner, the bottom-
line will be positively impacted sooner.
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