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The Road to SOA

Presentation Title | Date | Page 1

Whats the target ?

Service Consumers
- Business processes and/or applications

Business Process

Application

Business Process

Application

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

Policy

Policy

Policy

Policy

Policy

Policy

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

Services

Services

Services

Services

Technical Services
-Integration Points -webMethods Flow Services

Services

Services

Services

Services

Services

Services

Systems of Record
- Mainframe, DBMS, etc

Presentation Title | Date | Page 2

The SOA Reference Architecture

SOA Delivery

Presentation
Application composition

Operational Management

Business process execution


Security and policy enforcement

Services

Registry & Repository

Service Orchestration Operational storage

Information Integration

Runtime governance

Communications

Legacy service enablement

Native service s

Existing IT systems

Modeling, Design, Development

Presentation Title | Date | Page 3

Pragmatic Next Steps for SOA


Design for Change Operational Governance Optimized Composition
Service Lifecycle - Design Time - Change Time - Run Time Organizational Changes - SOA CC Continual Process Improvement - Composition - Versioning - Testing - Operations

SOA Maturity

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

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

30 Days

60 Days

90 Days

120 Days

SOA Adoption
Presentation Title | Date | Page 4

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.

Presentation Title | Date | Page 5

Introducing The SOA CC


Senior VP
(Business Steering Committee)

<< LOB Leader >>


(Line of Business)

CIO
(IT Steering Committee)

IT Integrators

Project Director (Project A)

SOA CC

PMO

Enterprise Architecture

Presentation Title | Date | Page 6

Evolution of the SOA CC


SOA CC Evolution

Best Practices

Technology Standards

Shared Services

Central Services

Process Technology Organization

Defined Recommended Distributed

Defined Standardized Distributed

Defined Standardized Hybrid

Defined Shared Centralized

Benefits

Knowledge Leverage

Consistency

Resource Optimization

Control

Presentation Title | Date | Page 7

SOA CC Interaction
SOA CC Administration Maintain SOA Documentation* Best Practices* Metadata Management*

QA Process* Test Scripts Testing Tools

Business Analysts Business Modeling* Business Domain Knowledge*

Internal Marketing Communicating the SOA Vision* Demonstrating the SOA Value (Success Stories)* Suggesting Projects*

Enterprise Architecture Vision and Integration Architecture* Selection of Technology* Platform Architecture Database Administration Data Modeling Expertise Modeling Tools Enterprise Data Knowledge*

New Project

Security Corporate Security Knowledge*


Development Project Management Application Knowledge Development Skills

Operations and System Administration Middleware Installation and Configuration Server and Network Configuration System Management*

Product and Application Vendors Application Data Model* Integration Middleware* Pilot Project Support Adapters* Source: Gartner - May, 2007

Presentation Title | Date | Page 8

Design for Change

Improve

Waterfa ll

Transiti on

Agile

Revi ew

Change during a Change during a project Continual Strategies project is expensive; is expensive and process Composition so define everything unavoidable; so do improvement Versioning up front so nothing everything possible to Testing needs to change minimize the cost of Operations change Large deliverables Smaller deliverables Longer Cycles Shorter Cycles Large Analysis Smaller Analysis

Presentation Title | Date | Page 9

Development and Support Disciplines

Phases
Inception
Services Identification New Service

Elaboration
Contract First Service Specification Major Version (non-backwards Compatible) Or Minor Version (backwards Compatible)

Construction

Transition

Production

Retirement

Finalize Schema Communicate and promote Service Deploy Service Deprecate Service

Evolve Existing Service

Enforce Standards

Presentation Title | Date | Page 10

Enterprise Disciplines
Before projects start; perform planning around services Service Versioning Strategies Service Testing Strategies Service Capacity/Sizing
# of Versions # of Consumers Transaction Volumes Configuration Management Process Major/Minor versioning schemes Deprecation Policies

Complete Testing Collaborative Testing Continuous Testing

Write the policies Determine if they can be enforced with technology

Presentation Title | Date | Page 11

Organizational Functions
Business Strategy Enterprise Architecture
Overall alignment of business goals, multi-year plans, and opportunities. Cross-functional team responsible for ensuring optimal alignment of IT capability with business goals - minimizing implementation, runtime, evolution costs, complexity, downtime, and technology risk. Business focus on improving their results / goals by determining tactile change to business operations (leveraging IT capability). Overall IT governance capability for the overall lifecycle project Management, systems development, testing, release, change management, system support. Connecting applications together including traditional EAI and B2B disciplines, with re-usable interfaces and inter-application standards. Disciplines for application development, packaged application customization and implementation.
Presentation Title | Date | Page 12

Business Development
IT Organizational Governance

Enterprise Integration

Application Delivery

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
Presentation Title | Date | Page 13

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

Presentation Title | Date | Page 14

Role Changes within Application Delivery


Application Architects:
Business Strategy Enterprise Architecture Business Development IT Organizational Governance Enterprise Integration Application Delivery

The role specialization between application and enterprise architects grows Enhanced knowledge of the companys 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

Presentation Title | Date | Page 15

SOA-ing the Integration Competency Center


Service-enable existing End-Points
Business Strategy Enterprise Architecture

Evolve Point Integration to Enterprise Service Bus

Business Development
IT Organizational Governance Enterprise Integration

Composite Service Creation

Metadata / Policy Management

Web Services Management


Application Delivery

Integrated / Automated Composite Testing


Presentation Title | Date | Page 16

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

Business Strategy

Enterprise Architecture
Business Development IT Organizational Governance Enterprise Integration Application Delivery

Think about how other technology assets are managed and you are on the way
Presentation Title | Date | Page 17

Rise of the SOA Enabled Business Analyst


Greatest Impact in terms of Efficiency
Business Strategy Enterprise Architecture Business Development IT Organizational Governance Enterprise Integration Application Delivery

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
Presentation Title | Date | Page 18

Enterprise Architecture Front and Center


SOA Mandates the end of the Ivory Tower
Business Strategy Enterprise Architecture Business Development IT Organizational Governance Enterprise Integration Application Delivery

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
Presentation Title | Date | Page 19

Communication with the Business

Business Strategy
Enterprise Architecture Business Development IT Organizational Governance Enterprise Integration Application Delivery

End of the silos

Requires maturity in the face of true IT execution capability

Process-centric focus drives more complex IT-LOB relationships

Presentation Title | Date | Page 20

Funding / Budget for Shared Services Whats 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)
Presentation Title | Date | Page 21

Get Started with an SOA Implementation

Keys to a successful Quick Start:


Start small Non-production vs. production Evolve SOA Integrate with strategic direction Disciplined approach

Define Your Criteria

Design Your Implementation

SOA Quick Start

Implement Your SOA System

Conduct Training & Knowledge Transfer

Presentation Title | Date | Page 22

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

Presentation Title | Date | Page 23

Managing Outcomes
Step One: Establish top level goals and outcomes
Measurable goals Metrics Reporting and Auditing Accountability, adjudication, responsibilities Interoperability Standards Service Lifecycle Processes Security Policies 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

Step Two: Establish policies and contracts

Step Three: Build the Foundation

Presentation Title | Date | Page 24

Resources centrasite.org

Presentation Title | Date | Page 25

softwareag.com

Where are you?


Business context Arch and Tech Governance & Process People

What is your destination / itinerary?


Vision Evolution Alignment
Presentation Title | Date | Page 26