1. business and industrial
2. business operations
3. management
4. business process

The Road to SOA
Presentation Title | Date | Page 1
What’s the target ?
Service Consumers
- Business processes and/or
applications
Mediation
-Provides Security and Transformation
-X-Broker, Datapower, etc
Business
Process
Policy
Application
Policy
Policy
Business
Process
Policy
Application
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
Communications
Registry &
Repository
Services
Information
Integration
Service Orchestration
Operational storage
Security and policy enforcement
Business process execution
Runtime governance
Operational
Management
Legacy service enablement
Existing IT systems
Native
service
s
Modeling,
Design,
Development
Presentation Title | Date | Page 3
Pragmatic Next Steps for SOA
Design for
Change
Operational
Governance
Optimized
Composition
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
Service Lifecycle
- Design Time
- Change Time
- Run Time
Organizational
Changes
- SOA CC
60 Days
Continual Process
Improvement
- Composition
- Versioning
- Testing
- Operations
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 >>
CIO
(Line of Business)
(IT Steering Committee)
Project Director
(Project A)
PMO
IT Integrators
SOA
CC
Enterprise
Architecture
Presentation Title | Date | Page 6
Evolution of the SOA CC
SOA CC Evolution
Best
Practices
Technology
Standards
Shared
Services
Central
Services
Process
Defined
Defined
Defined
Defined
Technology
Recommended
Standardized
Standardized
Shared
Organization
Distributed
Distributed
Hybrid
Centralized
Knowledge
Leverage
Consistency
Resource
Optimization
Benefits
Control
Presentation Title | Date | Page 7
SOA CC Interaction
SOA CC Administration
Maintain SOA
Documentation*
Best Practices*
Metadata Management*
Enterprise Architecture
Vision and Integration
Architecture*
Selection of Technology*
Platform Architecture
QA
Process*
Test Scripts
Testing Tools
Business Analysts
Business Modeling*
Business Domain
Knowledge*
New Project
Database Administration
Data Modeling Expertise
Modeling Tools
Enterprise Data Knowledge*
Operations and System Administration
Middleware Installation and Configuration
Server and Network Configuration
System Management*
Internal Marketing
Communicating
the SOA Vision*
Demonstrating
the SOA Value
(Success Stories)*
Suggesting Projects*
Security
Corporate Security
Knowledge*
Development
Project Management
Application Knowledge
Development Skills
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
Elaboration
Services
Identification
Contract
First
New
Service
Service
Specification
Evolve
Existing
Service
Major Version
(non-backwards
Compatible)
Or
Minor Version
(backwards
Compatible)
Construction
Transition
Production
Retirement
Finalize
Schema
Enforce
Standards
Communicate
and promote
Service
Deploy
Service
Deprecate
Service
Presentation Title | Date | Page 10
Enterprise Disciplines
Before projects start; perform planning around services
¬ Service Versioning Strategies
¬
¬
¬
Configuration Management Process
Major/Minor versioning schemes
Deprecation Policies
¬
¬
¬
Complete Testing
Collaborative Testing
Continuous Testing
¬
¬
¬
# of Versions
# of Consumers
Transaction Volumes
¬ Service Testing Strategies
¬ Service Capacity/Sizing
Write the policies
¬ Determine if they can be enforced with technology
Presentation Title | Date | Page 11
Organizational Functions
Business
Strategy
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.
Business
Development
Business focus on improving their results / goals by determining
tactile change to business operations (leveraging IT
capability).
IT Organizational
Governance
Enterprise Integration
Application
Delivery
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
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
 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
IT Organizational
Governance
 Services begin to give up “process logic” to outside orchestration
 Good understanding of object and functional models
Enterprise
Integration
Application
Delivery
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
Composite Service Creation
IT Organizational
Governance
Metadata / Policy Management
Enterprise
Integration
Web Services Management
Application
Delivery
Integrated / Automated Composite Testing
Presentation Title | Date | Page 16
Organizational Governance
Business
Strategy
Enterprise
Architecture
Business
Development
IT Organizational
Governance
Enterprise
Integration
Application
Delivery
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
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
End of the “silos”
Enterprise
Architecture
Business
Development
IT Organizational
Governance
Requires maturity in the face of
true IT execution capability
Process-centric focus drives more
complex IT-LOB relationships
Enterprise
Integration
Application
Delivery
Presentation Title | Date | Page 20
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
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
Design Your
Implementation
Define Your
Criteria
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
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
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