Building a SOA roadmap for your enterprise Presented by Sanjeev Batta Architect, Cayzen Technologies How to build your Roadmap Hire Cayzen Technologies www.cayzen.com Search Google Sit through another SOA Talk Need for a SOA Roadmap • Why do I need SOA ( Top 5 Reasons) – Everyone is doing it – It’s a cool Buzzword – My agency got funded for a SOA Project – It will look good on my resume – Everyone is doing it Business Alignment Realizing the need for SOA • What is the SOA Promise? – Provide business alignment – Enable business agility – Enable technology reuse – Traceable ROI on technology investments SOA Adaption Curve Two different kinds of SOA approaches Top Down Can a SOA architecture that takes forever to plan and implement truly provide business agility ? Bottom up Can a SOA architecture that is built using agile and bottom up thinking provide enterprise benefits? Pragmatic SOA Roadmap Can we build a SOA in an iterative fashion while delivering a balance between short term and long term ROI ? Components of SOA Business Strategy and Process Organization and Governance Building Blocks Projects and Applications [ Platform ] Architecture and Technology Fine Tuning Each component (It’s like flying a plane) Business Strategy • • • • SOA enabled business vision Business Process Architecture Future vision and customer perspective Alignment and traceability to business goals – ( See Cayzen presentation on Agile Enterprise) Pragmatic Business Strategy SOA by Accident No Business Strategy and Focus on Process  Technology Driven SOA  Sprawl of Web Services No overarching business architecture Pragmatic SOA Business Alignment and Value Defined Overall Business Strategy and Process Defined Details of Processes mapped at Project Level Death by Planning Too much detail at the Business Level  Wait till everything is defined.  Analysis Paralysis No immediate ROI defined How to achieve balance in business strategy and process • Align Initiatives and projects to organizational goals. • Define a clear business vision for each project • Step up one to two levels to view how the project fits in overall organization value chain • Define business process at the project and possibly few levels above the project • Keep the business strategy and process model current once documented. • Use effective business modeling and enterprise modeling tools Governance • • • • • • Organization structure and Dynamics Team Skills Budget and Funding Standard and practices Operational processes and tools Change Management Pragmatic Governance Just do it mindset No governance or management  Web Services = SOA  No real reuse  Lots of services, very little architecture Tight Coupling Pragmatic Governance Services are built using a well defined but agile plan Governance is provided to make SOA adaption easier not harder Agile but defined Death by Committee Services take too much planning and big and long meetings  Governance only providing enforcement, not enablement Too much paperwork makes adaption really hard How to achieve balance in SOA Governance • Treat governance as enabled and create policies that enable reuse. – Reusing existing services should require less approvals • Value and refine governance as on ongoing process, not one time enforcement • Define best practices, frameworks and samples. • Communicate across development teams to enable reuse and collaborative thinking Platform Services • Infrastructure Services – Imaging, Content Management etc • Presentation Services • Shared Business Services – Outbound Correspondence • Enterprise Service Bus • Service Registry, Repository Pragmatic Platform SOA from start No Platform Support for SOA implementation  Point to point services  Very little reuse Reinventing the wheel Pragmatic Platform Tools are identified at every major maturity level Consistent but agile implementation of tools Focus on real word scenario, not vendor demos Buried under platform Tools become more important than business value  Projects are funded and executed around platform not business value Disconnected from reality How to achieve balance in SOA Platform • Identify the real world scenarios and business challenges, then decide the tool – Don’t define the business problem based on tool • Make tool choices based on real usage, don’t stock for things that are not needed and are not going to get used • Align tools to actual projects and implement those to deliver business needs – There is no better way to demonstrate value • Communicate the value of platform to stakeholders and plan for it as part of projects Architecture and Technology • • • • • Reference Architecture Security and Identity Interoperability and Technology choices Products and Integration Availability, Scalability, Performance – SLAs • Architecture Change Management Pragmatic Architecture Architecture What ? Lack of Reference Architecture  Basic architectural concerns are afterthought  Security is the last thing to worry about Spaghetti systems Pragmatic Architecture Architecture is an ongoing process Agile but forward thinking architecture Strategic and Tactical Architecture Markitecture Good for getting funding Too much focus on future and no tactical approach  No concrete implementation plan Disconnected from reality How to achieve balance in Architecture • Create a reference architecture that addresses different scenarios faced by real applications – Provide best practices – Provide pre integrated building blocks • Keep the architecture an ongoing job – Architecture is only good if implemented • Consider and Test Non functional requirements upfront • Consider security approaches upfront • Communicate the architecture and reference model to enable consistency • Create Architecture review checkpoints through the lifecycle of projects Where to go next? Implement SOA in Your Projects Project and Applications • • • • Existing Applications Legacy Migration and Interfacing Business Applications Infrastructure and Platform Projects Pragmatic Projects SOA is a Buzzword Deliver something  It works  Let someone else figure out SOA  SOA is failing to deliver business value Pragmatic Projects Balance between short and Long Term business value Enable forward thinking It works and Its SOA Solving world hunger Too big from Budget Risk and Change Management Too risky, fall back to traditional approaches  Replace Technologies, not Architecture How to achieve SOA in Projects • Identify what Business value project needs to deliver • Identify Reuse from other projects • Identify Architectural maturity and components project will help deliver • Identify Governance areas projects will achieve or improve • Identify Platform components projects will need, add or improve • Identify optimum balance between short term (project) and long term (enterprise) goals PSOA Process Review Business Application Align with Business Architecture Implement Plan Architect Questions