SOA: An IBM perspective

1. SOA: An IBM perspective Tomas Kadlec Senior IT Architect

2. Agenda • SOA Definitions • SOA Emphasis on Business/IT partnership • SOA Governance • IBM SOA Products and Solutions • SOA Adoption

3. What is …..? … service orientation? A way of integrating your business as linked services … a service? A repeatable business task – e.g., check customer credit; open new account … a composite application? • A set of related & integrated services that support a business process built on an SOA … service oriented architecture (SOA)? An IT architectural style that supports service orientation

4. What is a Service? • ServiceA Service is a discoverable software resource which has a service description. The service description is available for searching, binding and invocation by a service consumer. The service description implementation is realized through a service provider who delivers quality of service requirements for the service consumer. Services can be governed by declarative policies. Source: IBM SOA Center of Excellence

5. Service Oriented Architecture Different Things to Different People Roles Capabilities that a business wants to expose as a set of services to clients and partner organizations Business An architectural style which requires a service provider, requestor and a service description. It addresses characteristics such as loose coupling, reuse and simple and composite implementations Architecture A programming model complete with standards, tools, methods and technologies such as Web services Implementation A set of agreementsamong service requestors and service providers that specify the quality of service and identify key business and IT metrics Operations

6. 1980’s to mid 1990’s 1970’s to mid 1980’s Mid 1990’s to early 2000’s Pre 1950’s To 1960’s Late 1990’s Today Monolithic Architectures Sub-routines /Remote Procedure Calls Remote Object Invocation Message Processing Enterprise Application Integration (EAI) Services (SOA) Increasing Modularity to Achieve Flexibility IT’s Architectural Evolution: Making IT More Responsive

7. Lines of code SOA: The Next Step on the Connectivity Evolution Direct Connectivity Message Queuing Message Brokering Service Orientation Connectivity, mediation & process-control logic Connectivity logic Connectivity and mediation logic Mediation & process-control logic Connectivity, mediation & process-control logic Process-control logic Application Services Application Application Application All connectivity, mediation and additional logic buried in the application Abstracts the connectivity logic from the application Abstracts the connectivity + mediation logic from the application Reduces application to its core business functions (i.e. a service) Increasing Modularity to Achieve Flexibility

8. Build for permanence Build to change One long development cycle Incremental development cycles Application silos Orchestrated solutions that work together Tightly coupled Loosely coupled Structure applications using services Structuring applications using components and objects Known implementation Implementation abstraction Business Needs Are Driving a Shift in IT From: To: Service-oriented Function-oriented

9. Key Standards for SOA SOA and Web Service Standards Semantic Standards Business Services: Service Offerings and Components e.g. Book_Flight, Low_Fare_Search, Update_PNR_Data Evolving Industry Semantics (ACORD, FIXML, OTAXML, UCCNet, ebXML) Infrastructure Standards Service Orchestration (WS-BPEL) Transactions (WS-Tx) Security (WS-SEC) Service Discovery (WSIL, UDDI, RAS) Management Service Invocation & Messaging (WS-I, SOAP) Service Description (WSDL, RAS) XML (Infoset, Namespace, Schema) Network Protocol (HTTP, SMTP, Other)

10. Don’t confuse implementation technology and an unfortunate overloading of the word Service with SOA • Web Service standards can be used to implement a service • ´The two are not the same thing: • Many of today's production Web Services systems aren't service oriented architectures • they're simple remote procedure calls or point-to-point messaging via SOAP or well structured integration architectures • Many of today's production service oriented architectures don't primarily use Web Services • they use ftp, batch files, asynchronous messaging etc. - mature technologies • However, SOAs often employ Web Services • successful SOAs rely on open standards

11. How Do We Define Business/IT Alignment? “The process through which business people and IT delivery organisations collaborate to create an environment in which investment in IT and delivery of IT services reflect business priorities … in which business priorities are influenced by understanding of IT capabilities and limitations.” Collaborative business and IT decision making that ensures: • IT investments are made based on business priorities • IT service delivery provides a business result • Business priorities are assessed with IT capabilities and limitations in mind “On IT-business Alignment” Macehiter Ward-Dutton, Feb 2005

12. The Vertical Silo Problem Division “A” Division “B” Division “C” Division “D” Division “E”

13. Customer Division(s) Shared Services Supplier Outsourced Where Are We Heading – Service Oriented Architecture

14. Governance comes from the root word “Govern”. Governance is the structure of relationships and processes to directand to controlthe SOA components in order to achieve the enterprise’s goals by adding value while balancing risk versus return People Services Technology Processes What do you really mean by SOA Governance … • The focus of SOA is the • Services Model • The governance model defines: • What has to be done? • How is it done? • Who has the authority to do it? • How is it measured?

15. SOA requires effective IT Governance • “Effective IT Governance is the single most important predictor of value an organization generates from IT.” • MIT Sloan School of Mgmt. • Increasing Share Price Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance • Increasing Profits “Top performing enterprises succeed where others fail by implementing effective IT governance to support their strategies. For example, firms with above-average IT governance following a specific strategy (for example, customer intimacy) had more than 20 percent higher profits than firms with poor governance following the same strategy.” • Increasing Market Value “On average, when moving from poorest to best on corporate governance, firms could expect an increase of 10 to 12 percent in market value.” Source: MIT Sloan School of Mgmt.

16. Consistent Service Model Reconcile Multiple Viewpoints & Interests Enterprise-wide focus SOA Governance in contextIT and Operations align with Business Strategy Planning Business Opportunity Business Strategy Information Technology Strategy Technology Availability Business Architecture IT Architecture Model & Assemble Business Operating Environment and IT Infrastructure Deploy & Manage IT Solutions

17. SOA Reality Check - Drivers

18. SOA Reality Check - Inhibitors

19. Channel B2B Consumers Service Consumer Business Process Composition; choreography; business state machines QoS Layer (Security, Management & Monitoring Infrastructure Services) Data Architecture (meta-data) & Business Intelligence Integration (Enterprise Service Bus) Governance Services atomic and composite Service Components Service Provider OO Application Custom Application Packaged Application Operational Systems Atomic Service Composite Service Registry SOA Reference Architecture: Solution View

20. SOA/ODOE Reference ModelSOA is the Instantiation of the on demand Operating Environment Business Services Business Innovation & Optimization Services User Application Services IT ServiceManagement DevelopmentServices Enterprise Service Bus Business Infrastructure Services

21. SOA/ODOE Reference Model Composite Business Services Business Innovation & Optimization Services User Application Services IT ServiceManagement DevelopmentServices Resource Virtualization Services Service Level Automation and Orchestration Utility Business Services ESB Infrastructure Services Business

22. Business Innovation & Optimization Services Facilitates better decision-making with real-time business information Interaction Services Process Services Information Services IT ServiceManagement DevelopmentServices Enables collaboration between people, process & information Orchestrate and automate business processes Manages diverse data and content in a unified manner Facilitates communication between services ESB Integrated environment for design and creation of solution assets Monitor, manage and secure services, applications & resources Partner Services Business App Services Access Services Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitates interactions with existing information and application assets Apps & Info Assets Infrastructure Services Optimizes throughput, availability and performance SOA Reference Architecture: Middleware Service View

23. Business Dashboard Business Services Supports enterprise business process and goals through businesses functional service Interaction Services Process Services Information Services DevelopmentServices Management Services Enables collaboration between people, processes & information Orchestrate and automate business processes Manages diverse data and content in a unified manner Portal Federated Query Integrated environment for design and creation of solution assets Enterprise Service Bus Manage and secure services, applications & resources Business App Services Access Services Partner Services Apps & Info Assets Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitate interactions with existing information and application assets CICS Access DB Access CommunityManager EJBs Siebel Adapter DB Access Infrastructure Services Optimizes throughput, availability and utilization IT Management Console Separation of Concerns The SOA Reference Architecture in Action Open Account Approved

24. ESB IBM Hurley England IBM Hurley England ER_StockQuote EP_ StockQuote XMethod Xmethods • Requests for a stock quote come into the ESB from a servlet. • The incoming message is a SOAP/JMS message which is then passed through the Bus from the External Requester to the External Provider • The External Provider passes the converted SOAP/HTTP message to the external Web Service (XMethods) • The reply is passed back through the Bus to the Requester.

25. ESB IBM Hurley England IBM Hurley England IBM Hurley England IBM Hurley England ER_StockQuote EP_ StockQuote XMethod StockQuote Mediation Subsystem logger Xmethods • This time, the request is pass through a Mediation Module. • The Mediation Module uses a MessageLogger Mediation Primitive to log the message to a database. • The Request continues on its way as before: passed to the External Provider to be sent to XMethods.

26. ESB IBM Hurley England IBM Hurley England ER_StockQuote EP_ StockQuote XIgnite EP_ StockQuote XMethods logger filter IBM Hurley England IBM Hurley England XMethods • This time, when the request passes through the Mediation Module, a TableDrivenFilter Primitive is used to look up the userid in a table of “gold” users. • If the user is a gold customer, the request will be passed to a different external Web Service (offered by XIgnite) otherwise it will continue as before. • Because the message formats differ, the request is first passed through an XSLT Primitive that will transform the message using an XPath expression. • The response from XIgnite will also need to be transformed as part of the Mediation so that the format is as expected. StockQuote Mediation Subsystem transform XIgnite

27. What is ESB ? Architecture pattern providing virtualization of: • Location and identity: Participants need not know the location or identity of other participants. For example, requesters don't need to be aware that a request could be serviced by any of several providers. Service providers can be added or removed without disruption. • Interaction protocol: Participants need not share the same communication protocol or interaction style. A request expressed as SOAP/HTTP may be serviced by a provider that only understands Java RMI.

28. What is ESB ? (continued) • Interface: Requesters and providers don't need to agree on a common interface. The ESB reconciles differences by transforming request messages into a form expected by the provider. • Qualities of (Interaction) Service (QoS): Participants declare their QoS requirements, including performance and reliability, authorization of requests, encryption/decryption of message contents, automatic auditing of service interactions, workload distribution criteria etc. QoS requirements may be fulfilled by services themselves or by the ESB compensating for mismatches.

29. The SOA Lifecycle • Discover • Construct & Test • Compose • Integrate people • Integrate processes • Manage and integrate information • Gather requirements • Model & Simulate • Design • Manage applications & services • Manage identity & compliance • Monitor business metrics • Financial transparency • Business/IT alignment • Process control

30. Model Manage Run-timeStatistics • Monitor Business Results • Manage IT Performance • Create Business and IT Dashboards Model Business Requirements • Business Operations Analysts • IT Operations Managers • BusinessAnalysts • Software and Data Architects Unified Modeling Language Model Software Architecture Business Process Execution Language Events Assemble Deploy • Choreograph Services • Develop New Services • Configure Human Task Manager • Develop User Interface • Test WSDL EAR, DDL • Manage Quality of Service • Manage Runtime Platforms • Deployment Team • Platform-specific Runtime Specialists • Development Team • Integration Developers • Testers Team Unifying Platform Business Driven DevelopmentAn Iterative, Business-focused Development Process Continual Process Improvement Requirements ObservationModel (KPIs)

31. Operating Environment Architecture CBM and SOMA CBM Provides an analysis of the client’s strengths and weaknesses juxtaposed with strategic areas of focus – leads to what to outsource, where to modernize, where to expand SOMA Services Services Services Services Services Services Services Services Services Services Service-Oriented Modeling and Architecture provides in-depth guidance on how to move from business models to the models required by an SOA

32. Design ( Models, Patterns, Templates, Policy ) Composition User Interaction Invocation Information BusinessComponents SOA Programming Model Supported by Key Standards • JavaServer Faces • Standard way to construct user interfaces for web applications, JSR 168 portlets, etc. • MVC based User Interaction Framework • Service Component Architecture (SCA) • Component services programming model which provides a consistent framework for assembling solutions • Jointly developed/endorsed by IBM, BEA, IONA, Oracle, SAP, and Sybase • Apache Open Source Incubator Project • http://incubator.apache.org/tuscany/ • Service Data Objects (SDO) • Uniform (technology independent) way to represent data • Provides Single abstraction (common API) across JDBC ResultSet, JCA Record, XML DOM, JAXB, Entity EJB, CMI (for MQ messages), and so on • Co-developed by IBM and BEA • Business Process Execution Language (WS-BPEL) • Standard way to choreograph business processes • Standardization through OASIS

33. Business Innovation & Optimization Services Facilitates better decision-making with real-time business information Interaction Services Process Services Information Services IT ServiceManagement DevelopmentServices Enables collaboration between people, processes & information Orchestrate and automate business processes Manages diverse data and content in a unified manner Facilitates communication between services ESB Integrated environment for design and creation of solution assets Manage and secure services, applications & resources Partner Services Business App Services Access Services Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitates interactions with existing information and application assets Apps & Info Assets Infrastructure Services Optimizes throughput, availability and performance IBM’s SOA Foundation Products Enable the Realization of SOA WebSphere Portal WebSphere Process Server WebSphere Information Server WebSphere Business Modeler WebSphere Business Monitor Rational RequisitePro WebSphere ESB WebSphere Message Broker WebSphere Service Registry & Repository DataPower Rational Software Architect Rational Application Developer WebSphere Integration Developer WebSphere Partner Gateway WebSphere XD WebSphere Application Server WebSphere ND WebSphere Adapters

34. Business Innovation & Optimization Services Facilitates better decision-making with real-time business information Interaction Services Process Services Information Services IT ServiceManagement DevelopmentServices Enables collaboration between people, processes & information Orchestrate and automate business processes Manages diverse data in a unified manner Facilitates communication between services ESB Integrated environment for design and creation of solution assets Manage and secure services, applications & resources Partner Services Business App Services Access Services Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitates interactions with existing information and application assets Apps & Info Assets Infrastructure Services Optimizes throughput, availability and performance SOA Management WebSphere Business Monitor Tivoli Composite Application Manager for SOA Tivoli Composite Application Manager for Response Time Tracking Tivoli Composite Application Manager for WebSphere Tivoli Federated Identity Manager

35. 1. Select (next) project scope 2. Select a project 5. Review result 3. Assess and address capability gaps 4. Execute SOA Adoption is Iterative and Incremental … … with each project delivering immediate and long-term value

36. SOA Adoption: Tactical and Strategic Action Combined • SOA Goal • Market return through transformation: quicker time to production, lower costs, competitive differentiation Market Return through Transformation Strategic Vision Revenue and Profit Incremental Adoption Time Two Primary Roadmap Perspectives • Strategic VisionBusiness and IT statement of direction which can be used as a guideline for decision making, organizational buy-in, standards adoption • Project PlansImplementation projects to meet immediate needs of the current business drivers

37. Getting Started Requires Vision • Assess your current maturity, across multiple dimensions • Business • Methodology • Technical • Establish targets for where you want to be • Document important goals and metrics for transitions across the maturity dimensions • Recognize that aspects of the Vision may shift with experiences gained • Adopt regular checkpoints for Vision re-assessment IBM’s Service Integration Maturity Model provides a guide for establishing a Vision

38. Dynamically Re-Configurable Services Composite Services Virtualized Services Silo Integrated Componentized Services Function Oriented Function Oriented Function Oriented Service Oriented Service Oriented Service Oriented Service Oriented Business View Ad hoc IT Governance Ad hoc IT Governance Ad hoc IT Governance Emerging SOA Governance SOA and IT Governance Alignment SOA and IT Governance Alignment SOA and IT Governance Alignment Organization Structured Analysis & Design Object Oriented Modeling Component Based Development Service Oriented Modeling Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Methods Modules Objects Components Services Process Integration via Services Process Integration via Services Dynamic Application Assembly Applications Monolithic Architecture Layered Architecture Component Architecture Emerging SOA SOA Grid Enabled SOA Dynamically Re-Configurable Architecture Architecture Platform Specific Platform Specific Platform Specific Platform Specific Platform Specific Platform Neutral Dynamic Sense & Respond Infrastructure Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Service Integration Maturity Model (SIMM)

39. Re-engineer Development Process Employ Business Service Decomposition Form an SOA Center of Excellence Introduce Open Standards Dynamically Re-Configurable Services Composite Services Virtualized Services Silo Integrated Componentized Services Function Oriented Function Oriented Function Oriented Service Oriented Service Oriented Service Oriented Service Oriented Business View Ad hoc IT Governance Ad hoc IT Governance Ad hoc IT Governance Emerging SOA Governance SOA and IT Governance Alignment SOA and IT Governance Alignment SOA and IT Governance Alignment Organization Structured Analysis & Design Object Oriented Modeling Component Based Development Service Oriented Modeling Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Methods Modules Objects Components Services Process Integration via Services Process Integration via Services Dynamic Application Assembly Adopt Process Choreography Assembly Model Applications Monolithic Architecture Layered Architecture Component Architecture Emerging SOA SOA Grid Enabled SOA Dynamically Re-Configurable Architecture Architecture Platform Specific Platform Specific Platform Specific Platform Specific Platform Specific Platform Neutral Dynamic Sense & Respond Focus Architectures on Service Orientation Infrastructure Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 = current level = target level Service Integration Maturity Model (SIMM)

40. Selecting Projects Moving Incrementally Toward the Vision A pilot project for SOA should … • Address a well understood Business problem • Incorporate aspects of governance • Include Line-of-business objectives and IT objectives • Leverage SOA entry point patterns • Require an achievable stretch beyond current capabilities to address gaps (skills, processes etc.) • Be something you will put into production

41. Customer Success via SOA Entry PointsDistinct But Interrelated Projects with Proven Value What is it? Customer Value Greater productivity and flexibility through targeted user interactions for improved operations and collaboration Increasing people's productivity and reducing financial close from 10 to 4 days with reusable services People Achieve business process innovation through treating tasks as modular services Information reaches decision makers 70% faster by enabling LOBs to orchestrate modular services Process Provide trusted information in business context by treating it as a service Automated 80% of manual research process for underwriting. Offer as service to industry Information Service-enable existing assets and fill portfolio gaps with new reusable services Improved customer satisfaction, sales to delivery cycle and agility while reusing existing IT assets Reuse Connect systems, users, and business channels based on open standards Significantly reduced time/cost required to integrate older applications with new SAP modules Connectivity

42. Entry Point to People Centric CollaborationIntuitive & Adaptive User Experience • How to recognize the entry point • Business needs/pain points • Too many applications required to complete a process • Information gathering delays business processes • Multiple participants in business process need differing access • IT needs/pain points • Business processes span applications that don’t integrate well • Supporting IT functions for business processes span organizations • No single sign-on, no role-based information/application delivery • Business and IT benefits • Business applications are consistent and tailored to a given task/role • Freedom to change IT resources without impact on the user experience • Freedom to incrementally adapt to changing business requirements

43. Project Considerations for People Centric Collaboration • Typical project outline • Identify key applications, roles and business processes and information sources • Acquire or build portlet base User interfaces to key applications • Configure task specific pages to deliver application, and information according to the needs of the process roles • Orchestrate the user experience by integrating with Process Server • Common technical considerations • Access, authorization, and single sign-on to applications • User identity management – plan for governance • New use cases/ loads for applications and information sources • Plan for governance of portal applications across your organization

44. Entry Point to a Process Centric ApproachBusiness Process Management for Continuous Innovation • How to recognize the entry point • Business needs/pain points • Increasing need to tailor business processes on a per customer / per partner basis • Changing business processes takes too long • IT needs/pain points • Increasing maintenance costs as applications continuously evolve • Inflexible systems can’t handle today's requirements • Business and IT benefits • Business processes are highly tailorable • Maintenance costs drop as changes in the business process can be effected in a process-managed environment, using standard technology like BPEL

45. Project Considerations for Process Centric Approach • Typical project outline • Digitize Business Model and simulate various mainline scenarios • Identify Key Performance Indicators that will be automatically or manually collected to report on process and/or business efficiencies • Transform the business model into business processes through composition, assembly, and new or existing service implementation • Monitor the business process results and iterate to make process and implementation improvements • Common technical considerations • Do you have already have a digitized version of your business model? • Are you interested in automatic generation of KPI data? • Does your process implementation require significant human interaction?

46. Entry Point to an Information Centric ApproachDelivering Information As A Service to People and Processes • How to recognize the entry point • Business needs/pain points • Trusted information is not available in the right place, at the right time, in the right context • Existing business processes are not easily updated with new information • IT needs/pain points • Information semantics are coupled to applications; meaning does not accompany data • Creation of trusted information sources and resolution of cross-source data quality issues is complex and difficult to achieve • Difficult to control the cost of managing complex information infrastructure while providing flexibility; overly complex methods are required to integrate data • Business and IT benefits • Applications benefit from new information as it comes online • Information Integration complexity is contained in one place and handled once

47. Project Considerations for Information Centric Approach • Typical project outline • Discover source data models & relationships through profiling • Map models to logical future state models; connect to a business context • Publish information services to return information required • Incorporate information services inline with business process • Common technical considerations • Alignment with business context/objectives • All relevant data sources must be included • Data quality issues must be understood and resolved across sources • Transformation needs must be met in a scalable manner

48. Entry Point to ConnectivityUnderlying Connectivity to Support Business-centric SOA • How to recognize the entry point • Business needs/pain points • Modernization/conversion of backend systems needs to be isolated from applications • Speed up new application development and integration • IT needs/pain points • Manage all traffic to/from services consistently and with minimal redundancy • Flexibility to change service implementations and add service consumers • Strengthen governance of service • Business and IT benefits • Decoupling of service providers and consumers provides flexibility to implement applications more quickly • All service consumption is subject to consistent auditing, security, validation etc. • Speed availability of existing systems by leveraging existing messaging backbones

49. Project Considerations for Connectivity • Typical project outline • Service integration requirements and existing systems/middleware are used to drive a service integration architecture and product selection • A few new or existing services and new consumer application(s) are identified • Expose the new/existing services using ESB and develop ESB messaging flows and mediations • Deploy and manage the ESB solution • Iteratively add components and features to the service integration architecture • Common technical considerations • Pilot projects are simplified, if the integration is internal and security is minimal • Services can be exposed to external organizations through extensions to your internal ESB implementation • Put basic monitoring in place from the beginning • Use ESB to mediate between non-standards based systems and new standards based systems

50. Entry Point to Creating and Reusing ServicesCreate Flexible, Service-based Business Applications • How to recognize the entry point • Business needs/pain points • Freedom to outsource without impact to existing applications • Turn proprietary systems into marketable business assets • IT needs/pain points • Leverage existing IT investment • Need to consolidate redundant systems • Business and IT benefits • Unlock the value of existing IT assets • Eliminate the costs associated with non-key functions