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The Road to SOA

The Road to SOA. Business Process. Service Consumers - Business processes and/or applications. Business Process. Application. Application. Mediation Provides Security and Transformation X-Broker, Datapower, etc. Policy. Policy. Policy. Policy. Policy. Policy. Business Services

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The Road to SOA

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

  2. Business Process Service Consumers - Business processes and/or applications Business Process Application 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 What’s the target ? Presentation Title | Date | Page 2

  3. Presentation Registry & Repository Business process execution Services Service Orchestration Information Integration Legacy service enablement Existing IT systems The SOA Reference Architecture Operational Management SOA Delivery Application composition Native services Security and policy enforcement Operational storage Runtime governance Communications Modeling, Design, Development Presentation Title | Date | Page 3

  4. Design for Change Operational Governance • Continual Process Improvement • Composition • Versioning • Testing • Operations Optimized Composition • Service Lifecycle • Design Time • Change Time • Run Time • OrganizationalChanges • - SOA CC • Technical Architecture • Services Bus • Mediation • Monitoring • Services Design • Granularity • Contracts Initial Actions SOA Maturity • - SOA Success Factors • Services Funding Model • ROI Analysis • SOA Accelerator • Infravio Quick Start 120 Days 30 Days 60 Days 90 Days SOA Adoption Pragmatic Next Steps for SOA Presentation Title | Date | Page 4

  5. 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

  6. Senior VP (Business Steering Committee) << LOB Leader >> (Line of Business) CIO (IT Steering Committee) Project Director (Project A) IT Integrators PMO SOA CC Enterprise Architecture Introducing The SOA CC Presentation Title | Date | Page 6

  7. SOA CC Evolution Evolution of the SOA CC Best Practices Technology Standards Shared Services Central Services Benefits Knowledge Leverage Resource Optimization Consistency Control Presentation Title | Date | Page 7

  8. QA Process* Test Scripts Testing Tools Business Analysts Business Modeling* Business DomainKnowledge* Internal Marketing Communicatingthe SOA Vision* Demonstratingthe SOA Value (Success Stories)* Suggesting Projects* SOA CC Administration Maintain SOA Documentation* Best Practices* Metadata Management* New Project Enterprise Architecture Vision and Integration Architecture* Selection of Technology* Platform Architecture Security Corporate SecurityKnowledge* Development Project Management Application Knowledge Development Skills Database Administration Data Modeling Expertise Modeling Tools Enterprise Data Knowledge* Product and Application Vendors Application Data Model* Integration Middleware* Pilot Project Support Adapters* Operations and System Administration Middleware Installation and Configuration Server and Network Configuration System Management* Source: Gartner - May, 2007 SOA CC Interaction Presentation Title | Date | Page 8

  9. Design for Change Improve Waterfall Transition Agile Review • Change during a project is expensive; so define everything up front so nothing needs to change • Large deliverables • Longer Cycles • Large Analysis • Change during a project is expensive and unavoidable; so do everything possible to minimize the cost of change • Smaller deliverables • Shorter Cycles • Smaller Analysis • Continual process improvement • Strategies • Composition • Versioning • Testing • Operations Presentation Title | Date | Page 9

  10. Phases Inception Elaboration Construction Transition Production Retirement Services Identification Contract First New Service Service Specification Finalize Schema Communicate and promote Service Deploy Service Deprecate Service Major Version (non-backwards Compatible) Or Minor Version (backwards Compatible) Evolve Existing Service Enforce Standards Development and Support Disciplines Presentation Title | Date | Page 10

  11. 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 Presentation Title | Date | Page 11

  12. Application Delivery Business Strategy Enterprise Integration IT Organizational Governance Business Development Organizational Functions 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. Enterprise Architecture 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 includingtraditional 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

  13. 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 tightintegration 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

  14. 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 effectiveoutside governance enforcement • There is typically no re-use metric within these methodologies • Integrated testing model fits amazingly well with SOA • Closer involvement of business sponsorscan 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

  15. Enterprise Architecture Application Delivery Enterprise Integration Business Strategy IT Organizational Governance Business Development Role Changes within Application Delivery 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 regressiontesting important • Versiontesting important • Must begin to gain greater system design understanding Presentation Title | Date | Page 15

  16. Enterprise Architecture Enterprise Integration Business Strategy Application Delivery IT Organizational Governance Business Development “SOA-ing” the Integration Competency Center “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 Presentation Title | Date | Page 16

  17. Enterprise Architecture Business Strategy IT Organizational Governance Enterprise Integration Application Delivery Business Development 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 Think about how other technology assets are managed and you are on the way… Presentation Title | Date | Page 17

  18. Enterprise Architecture Business Strategy Business Development Enterprise Integration Application Delivery IT Organizational Governance Rise of the “SOA Enabled” Business Analyst 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 Presentation Title | Date | Page 18

  19. Enterprise Architecture Business Strategy Enterprise Integration Application Delivery IT Organizational Governance Business Development Enterprise Architecture Front and Center 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 Presentation Title | Date | Page 19

  20. Enterprise Architecture Business Strategy Enterprise Integration Application Delivery IT Organizational Governance Business Development Communication with the Business 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

  21. 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) Presentation Title | Date | Page 21

  22. Design Your Implementation Define Your Criteria SOA Quick Start Conduct Training & Knowledge Transfer Implement Your SOA System 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 Presentation Title | Date | Page 22

  23. 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

  24. 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 Presentation Title | Date | Page 24

  25. Resources – centrasite.org Presentation Title | Date | Page 25

  26. 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

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