2/15/2014 11:27:52 PM 5864_ER_HEALTH 1 EPAs SOA Strategy Making a Difference in our Environment WSWG Update November 27, 2006.

04/10/23 09:18 PM 5864_ER_HEALTH 1

EPA’s SOA StrategyMaking a Difference in our Environment

WSWG UpdateNovember 27, 2006

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Wk 1

SOA Strategy Development

Award

1-1 Kick-off

1-2 Review Materials and Interview Participants

1-4 Finalize Strategy

•Identify key stakeholders•Meet with EPA management to discuss scope and objectives•Define deliverables•Detail the approach to task deliverables•Hold Kickoff Meeting

•Identify key stakeholders•Meet with EPA management to discuss scope and objectives•Define deliverables•Detail the approach to task deliverables•Hold Kickoff Meeting

•Interview Stakeholders•Review EPA Materials•Interview Stakeholders•Review EPA Materials

Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9 Wk 10

1-4 Update briefing,prepare Draft document

•Resolve issues•Update Strategy •Resolve issues•Update Strategy

1-3 Rough Strategy and Initial Briefing

•Develop Draft SOA Strategy•Present Strategy, capture issues•Develop Draft SOA Strategy•Present Strategy, capture issues

•Produce Final SOA Strategy Document

•Produce Executive-Level Brief

•Produce Final SOA Strategy Document

•Produce Executive-Level Brief

•Final Document•Executive Brief

•Rough Strategy Report•Initial Briefing

Kickoff Meeting

2.3 Status Meetings and Summaries

Wk 11

Periodic Meeting Summaries

• Updated Briefing• Draft Strategy Document

Planned Schedule

We are Here

OEI Conference

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• Intent of this briefing–Alert you to the challenges and opportunities that SOA presents for

OEI and the EPA

–Propose a SOA strategy that OEI and the EPA can use to manage the adoption of SOA

• Desired outcomes–Your endorsement of the SOA strategy

–Your guidance and prioritization on follow on activities

Briefing Objectives

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• What is SOA and how does it relate to Enterprise and Solution Architecture?– SOA is a systematic way of organizing work into modular, easy to share services used as building

blocks to assemble complex things – IT systems, business processes, even whole enterprises – to get the most “bang for the buck” out of them

– SOA is a more practical way of doing Enterprise and Solution Architecture

• What challenges and opportunities is SOA presenting for the EPA right now?– SOA is fundamentally changing how governments and commercial industries worldwide conduct

business and use IT.

– SOA is already having an impact at the EPA – so far it’s positive, but absent a coordinated strategy it can quickly turn negative, and is also likely to fall short of its full potential

• What is the SOA Strategy and how will it help?– We are proposing a SOA strategy that OEI and the EPA can use to manage the adoption of SOA,

head off its challenges, and fully capitalize on its opportunities

– In addition to its benefits to the EPA, the SOA Strategy fulfills an OMB requirement for the EPA to establish and use a SOA Strategy

Agenda

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• What is SOA? Modular, easy to share services that enable lower cost, less risky, and more flexible IT systems, business processes, and enterprises

– New Internet standards (e.g., XML and Web Services) and middleware tools make services easier to share across platforms, distances, and organizations

– Legacy systems gain new life; their services are easier to leverage

– A wider selection of services is available for “assembling” systems and processes

– Incremental evolution instead of “big bang” transformation is more practical

• How does SOA relate to EA and SA? SOA is a more practical way to do it

– In Enterprise and Solution Architecture, work (both automated and manual) is organized into modular, easy to share services

– Services organize, frame the scope of, and align decision making at all levels; customers are only concerned with “what” services they need, not “how” they are provided

– Services help to establish accountability; Current and Target Architectures and Transition Strategies specify beneficiaries and providers of services, how they are provided, and what value they deliver

What is SOA and how does it relate to Enterprise and Solution Architecture?

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Services Organize, Frame the Scope of, and Align Decision Making at All Levels…

BUSINESSSERVICES

Aligned with FEA BRM

COMMON ENABLINGSERVICES

Aligned with FEA SRM

TECHNOLOGYSERVICES

Aligned with FEA TRM

ApplicabilitySpecialized Purpose General Purpose

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etai

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Su

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EPA Business ReferenceModel (Lines of Business,Business Sub-Functions):e.g., Grants, Litigation,

Contracts

e.g., OEI Enabling Services:Identity and Access

Mgmt, Records Mgmt,Data Exchange, etc.

EPA BusinessProcesses:

e.g., Grants Planning

EPA TRM Services:Hosting Platforms,

Networks / Telecom, etc.

ElementaryBusiness Services:

e.g., ApplyForGrant

e.g. OEI Enabling Services:Authentication,

Query, etc.

ElementaryEnabling Services:

e.g., AuthenticateUser,GetFacility

e.g. OEI TechnologyServices:

Application Server,Router, etc.

ElementaryTechnical Services:

e.g., StartTransaction,AddRoute

STRATEGICExecutives and Managers MakeDecisions AboutSummary-Level Services

TACTICALBusiness ProcessAnalysts andTechnologistsMake DecisionsAbout Detail-LevelServices

MORE EASILY REUSED

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Customers &Stakeholders

DEMAND SIDE SUPPLY SIDE

Components

ValueService

Customers receive a servicevia service interface

Components provide a servicevia service interface

Services deliver valueto customers & stakeholders

Demand Profile (Service Agreement)Concern of Customers and the Service Provider

• Service Name and Description• Customers and Other Stakeholders• Value Delivered (aligned with FEA PRM)• Functionality (what work gets done - aligned with FEA BRM, SRM and TRM)• Performance Thresholds (e.g., SLAs – aligned with FEA PRM)• Interface (how customers use the service)• Inputs and Outputs (aligned with FEA DRM)• Preconditions and Post-conditions• Subscription Cost and Payment• Subscription Agreements (special terms, separation, etc)• Problem Handling• Change Management• Planned Improvements

Supply ProfileConcern of the Service Provider Only

• Components used to provide the service (aligned with FEA SRM and TRM)

• Data stored within components (aligned with FEA DRM)

• Orchestration (how components work together)

• Sourcing (how components are sourced, e.g. built,purchased, leased, subscribed to, etc.)

• Assembly (how components are assembled)

• Deployment (sequencing, etc.)

• Operations

• Financing (Centrally Funded vs. Customer Funded)

• Planned Optimizations

Service Provider

…Customers Are Only Concerned with “What” Services They Need, Not “How” They Are Provided

Technology

Applications/Services

Data

Business

Goals

FEA Architecture Pyramid

PRM

BRM

DRM

SRM

TRM

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• SOA is being adopted by commercial industries worldwide– Gartner: “By 2008, SOA will provide the basis for 80% of new development projects”

– Forrester: “…re-architect your IT organization around services and start your IT organization’s incremental transformation to support business objectives…“

– SOA is a key enabler of Globalization (e.g., “The World is Flat” bestseller by Thomas Friedman)

• SOA is being institutionalized in governments at federal and state levels worldwide– OMB’s Federal Enterprise Architecture

– DoD’s Net-Centric Warfare Implementation Strategy

– US and international e-Government and e-Society initiatives

• Industry vendors are leading with SOA-enabling products and services worldwide– All mainstream software products use web and XML technologies

– Major software vendors (BEA, IBM, Oracle, Microsoft, SAP, Sun, etc.) are leading with new middleware that enables SOA at enterprise scale

– Major consulting, integration, and outsourcing services companies are leading with SOA enabled solution offerings

SOA is Fundamentally Changing How Businesses and Governments Worldwide Conduct Business and Use IT

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SOA Adoption at the EPA is Already Underway…

Desired Value SOA Technique EPA ExamplesBOOST VALUE OF SERVICEMake services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction

SERVICE AGREEMENTSProfile customer and stakeholder needs, customer-provider service agreements, and service implemen--tation schemes for each service

• The Exchange Network uses Trading Partner Agreements

• The Working Capital Fund includes partial profiles of some of the EPA’s shared services

• The Enterprise Architecture team has begun identifying services provided by OEI and other EPA segments

DO MORE WITH LESSLower the cost of providing services, and reduce the time and cost of adding new services

MODULAR SERVICESBreak complex services into simpler ones; source services and new features with low cost, readily available components

• OIAA has been using GIS services for several years to obtain GeoSpatial data from a number of "source" systems instead of copying and storing the data locally; saving time and money, and doing more than was previously possible (for example, using GoogleEarth for aerial photography)

SERVE MORE CUSTOMERSMake services available to more customers, including those who use proprietary systems and are geographically distributed

STANDARDS AND MIDDLEWAREMake automated services available in standard ways using new Internet standards (e.g., XML and Web Services) and middleware

• OCFO has begun offering a new Data Warehouse service using an XML Web Services interface to facilitate access to CFO data from a wider set of customers

• CDX now offers security and data quality validation services based on enabling middleware to make it easier for customers to use the Exchange Network

BE MORE EFFICIENTUse resources more efficiently by consolidating redundant services and letting specialists provide them

SHARING AND REUSEReduce the number of redundant providers of the same service

• The EPA is leading the eRulemaking e-Government initiative for the Federal Government, faciitating sharing and reuse of eRulemaking services government-wide

• Enterprise Architecture and CPIC focus on service sharing and reuse across IT investments

OPTIMIZE SERVICES

MAXIMUM VALUE atMINIMUM COST

SERVICE TRANSFORMATIONAutomate services, offer more choice of services from legacy and new applications, reengineer processes and applications

• OARM is planning to optimize its contracts services by modernizing the Integrated Contracts Management System (ICMS)

• Enterprise Architecture is focusing on optimization within Grants, Contracts, Litigation, and Records Management

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… But Broader Coordination is Needed to Overcome AdoptionBarriers and Help SOA Realize More of its Potential

Desired Value SOA Technique Adoption Barrier Adoption TacticBOOST VALUE OF SERVICEMake services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction


MANAGEMENT SKILLSManagers run programs, but can lack experience in running their organizations and programs as service providers

EDUCATION / OUTREACHControlled communication using simple (“jargon-less”) and familiar yet powerful language



SERVICE SELECTIONBreaking complex services into simpler ones so they can be matched easily with readily available components

SERVICE CATALOG“Menu” of available services that can be readily sourced- Enterprise Service Catalog- SRM Service Component Registry and Repository



ADDITIONAL COSTSCost of selecting, implementing, and enforcing standards, and enabling middleware

PILOT CUSTOMERSIdentify customers that will benefit from and be willing partners in standardization and middleware use in the near term to justify costs



CULTURAL RESISTANCEOvercoming barriers to sharing services across organizational boundaries

BALANCED GOVERNANCEFacilitate collaboration, build trust, raise transparency, and institute sharing mechanisms and incentives

OPTIMIZE SERVICES



RISKS OF “IN-FLIGHT” CHANGESManaging the risks inherent in changing operational systems and processes

INCREMENTAL CHANGEInsulate customers from changes via service interfaces; facilitate incremental change via agile change processes

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• OEI has a special stake in the adoption of SOA across the EPA, its Offices, and its Extended Enterprise:

1. SOA can enable OEI to deliver more strategic value to the EPA. In addition to the benefits on the previous page, EPA-wide SOA adoption can:

• substantially increase the business value of the EPA’s IT investments by aligning investment resources, the services they provide, and the value they deliver, with the EPA’s business needs and priorities

• increase customer usage of the services provided by OEI by enabling the EPA and its Program Offices to overcome cultural, financial, and technical barriers to using shared services, information, and resources

• dramatically improve the quality and availability of relevant environmental information available to inform policy and management decisions across the EPA

2. OEI has developed a core of expertise in SOA through its support of the Environmental Information Exchange Network, Enterprise Architecture, and other programs.

• Given this, OEI should facilitate EPA-wide SOA adoption and act as a Center of Excellence for SOA within the EPA and its Extended Enterprise.

How Can SOA Help OEI?

• OEI has a special stake in the adoption of SOA across the EPA, its Offices, and its Extended Enterprise:

1. SOA can enable OEI to deliver more strategic value to the EPA. In addition to the benefits on the previous page, EPA-wide SOA adoption can:

• substantially increase the business value of the EPA’s IT investments by aligning investment resources, the services they provide, and the value they deliver, with the EPA’s business needs and priorities

• increase customer usage of the services provided by OEI by enabling the EPA and its Program Offices to overcome cultural, financial, and technical barriers to using shared services, information, and resources

• dramatically improve the quality and availability of relevant environmental information available to inform policy and management decisions across the EPA

2. OEI has developed a core of expertise in SOA through its support of the Environmental Information Exchange Network, Enterprise Architecture, and other programs.

• Given this, OEI should facilitate EPA-wide SOA adoption and act as a Center of Excellence for SOA within the EPA and its Extended Enterprise.

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• OEI should strengthen enterprise management processes with SOA (“Top-Down” Governance)– Strategic Planning: identify key services that will fulfill strategic goals, objectives, and priorities

– Enterprise Architecture: determine how key services will be provided by people, processes, and technology

– Program Budget Planning: allocate spending to services according to the enterprise transition strategy

– Capital Planning and Investment Control: allocate IT spending according to the enterprise transition strategy

– Systems Lifecycle Management: consider reuse of available services at all stages of the lifecycle

• OEI should initiate and facilitate “Bottom Up” SOA Governance– Form the SOA Community of Interest by expanding the charter of the Web Services Working Group (WSWG)

– Introduce SOA into Communities of Interest for individual services or related sets of services (e.g., Geospatial)

• OEI should act as an SOA Center of Excellence for the EPA– Solicit sponsorship for EPA-wide SOA adoption from EPA senior leadership (QIC)

– Advise EPA SOA governance bodies on decisions related to SOA adoption

– Provide support for SOA adoption activities within other offices, e.g. training

– Facilitate SOA learning by sharing knowledge and experiences through the SOA Community of Interest

EPA SOA Strategy Recommendations

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• OEI should expand its own use of SOA

– Develop & Maintain the SOA strategy

– Develop & Maintain the SOA adoption plan

• Identify SOA opportunities

• Prioritize SOA opportunities based on value

• Plan SOA sourcing activities based on priorities

– Manage the Lifecycle of Each Service

• Develop & Maintain the Service Plan (Service Roadmap)

• Source the Service

– Component Acquisition

– Component Assembly

– Service Quality Assurance

– Service Deployment

• Operate the Service

EPA SOA Strategy Recommendations (Continued)

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Desired Value SOA Technique Possible SOA OpportunitiesBOOST VALUE OF SERVICEMake services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction


• The Working Capital Fund should stabilize subscription costs to improve customers’ ability to plan their budget

• The CDX program should explore ways to further reduce adoption barriers for internal Programs



• OEI should stand up an Enterprise Service Catalog that is easy for customers to use

• OEI should define and then advertise its modular, common enabling services (platforms, etc.) in the Catalog (e.g., Portal, Content Mgmt, Data Exchange, etc.)



• Identity management and authentication / authorization services in conjunction with HSPD-12, e-Authentication, etc.

• Electronic Permitting Services may be a pilot opportunity for OEI services and SOA based solutions

• Standards must balance maintainability and flexibility



• OIC may be a pilot service provider for instituting governance and fostering sharing and reuse among its services

OPTIMIZE SERVICES



• OARM is planning to optimize its contracts services by modernizing the Integrated Contracts Management System (ICMS)

• Enterprise Architecture is focusing on optimization within Grants, Contracts, Litigation, and Records Management


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OEI should expand its own use of SOA (Continued)

• Clearly define OEI’s priority service offerings – both current and planned – and strengthen customer-provider service agreements in collaboration with customers

• Clearly articulate the value each priority OEI service is providing or plans to provide to its customers

• Provide an Enterprise Service Catalog and Service Component Registry / Repository

• Advertise OEI’s priority services in the Enterprise Service Catalog

• Proactively help OEI’s customers to leverage available priority services in better ways in conjunction with the Enterprise Architecture

– Conduct outreach to current and potential customers

– Identify opportunities where OEI’s priority services can be leveraged by customers in better ways

– provide proactive assistance in helping customers leverage OEI’s priority services in better ways


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OEI should expand its own use of SOA (continued)

• Establish SOA governance groups (roles and responsibilities) for the OEI

– Establish the OEI Services Board (members are the OEI board of directors)

– Establish Customer, Business, and Technical advisory groups

– Establish the OEI Services Lifecycle Support group

– Establish the OEI Customer Solutions group

• Optimize OEI services lifecycle management (development and operations) to unify and improve the experiences that OEI’s customers have when using OEI’s priority services

• Thoroughly study and evaluate the tradeoffs in adopting emerging Web Services standards and SOA enabling infrastructure components

• Study the demand for collaboration services and develop a collaboration service roadmap

• Lower the cost of providing OEI’s services through reuse (COTS, outsourcing, consolidation, legacy system service “wrapping”, etc.)


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OEI should facilitate SOA adoption across the rest of the EPA, its Offices, and itsExtended Enterprise

Prepare the EPA for SOA adoption (prioritize steps based on value, use simple “jargon-less” language)

Clearly describe (profile) the key services that are being or that will be provided

Advertise available services in the Enterprise Service Catalog and Service Component Registry / Repository

Help customers leverage available services to ensure that customers get as much value out of them as possible

Provide customer-friendly lifecycle support for services to maximize customer satisfaction

Simplify the way that complex services are provided to save time and money (e.g., by using modular services)

Standardize the way that services are provided to make more services available for use to more customers (e.g., using XML and web services)

Re-use services to improve resource efficiency and effectiveness (e.g., shared services)

Provide new and enhanced services to fulfill unmet or evolving customer needs (e.g. collaboration)

Adopt SOA incrementally, continually advancing SOA adoption and optimizing services

Leverage SOA Best Practices

Establish SOA Governance Roles and Responsibilities at all levels to facilitate SOA adoption

Facilitate both top-down and bottom-up SOA governance to speed and manage SOA adoption

Facilitate Top-Down SOA governance by using SOA in existing management processes

Facilitate Bottom-Up SOA governance through collaboration among SOA stakeholders via the SOA Community of Interest and other service communities (e.g., Geospatial)


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Supporting Detail

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SOA Techniques That Service Providers Can Use toDeliver More Value to Their Customers and Stakeholders

Desired Value SOA Technique Adoption Barrier Adoption TacticBOOST VALUE OF SERVICEMake services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels

SERVICE AGREEMENTSSpecify (profile) customer and stakeholder needs and customer-provider service agreements for each service

MANAGEMENT SKILLSEnterprise managers generally aren’t familiar with how to run their organization as a service provider


DO MORE WITH LESSLower the cost of providing services, and lower the time and cost of adding new service features


SERVICE SELECTIONBreaking complex services into simpler ones so that they can be matched easily with readily available components

REFERENCE SERVICES“Menu” of available services that can be readily sourced- Service Directories- COTS Services

SERVE MORE CUSTOMERSMake services available to more customers- Users of Proprietary Systems- Geographically Distributed Users

INTERNET STANDARDSMake automated services available in a standard way using Internet standards (e.g., XML and Web Services)

ADDITIONAL COSTSCost of selecting, implementing, and enforcing standards

PILOT CUSTOMERSIdentify specific customers who will benefit from standard-ization in the near term to justify costs




TOP-DOWN GOVERNANCEBuild trust, increase transparency, institute sharing mechanisms and incentives

OPTIMIZE SERVICES


SERVICE TRANSFORMATIONAutomate services, re-engineer processes and applications, etc.



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Customers &Stakeholders

DEMAND SIDE SUPPLY SIDE

Components

ValueService

Customers receive a servicevia service interface

Components provide a servicevia service interface

Services deliver valueto customers & stakeholders

Demand Profile (Concern of Customers and Service Provider)

• Service Name and Description• Customers and Other Stakeholders• Value Delivered to Customers & Stakeholders• Functionality (what work gets done)• Performance Thresholds (e.g., SLAs)• Interface (how customers use the service)• Inputs and Outputs• Preconditions and Post-conditions• Subscription Agreements (payment, separation, etc)• Problem Handling• Change Management• Planned Improvements

Supply Profile(Concern of the Service Provider Only)

• Components used to provide the service

• Orchestration (how components work together)

• Sourcing (how components are sourced, e.g. built,purchased, leased, subscribed to, etc.)

• Assembly (how components are assembled)

• Deployment (sequencing, etc.)

• Operations

• Financing

Service Provider

SOA Technique: Boost Value of Service by Strengthening the Customer-Provider Service Agreement

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IT Services OrganizationCustomersShared NetworkFolders Service

“The IT Services Organizationjust told my organization

to delete files off our sharednetwork folders because we

are taking up too much room!”

“I just accidentally deleted animportant file, and the IT

Services Organization justsaid they didn’t backup the

files last night!”

“I have a suggestion forimproving this service, but

I have no idea who to makeit to so that it will be heard,

so I’ll just give up.”

“We need some extrastorage for a new program,so we’ll borrow some from

the shared folders”

“We don’t backup the fileson weekends anymore

because it’s too expensive”

“We’re doing well whenwe don’t hear from our

customers”

YES Service Name YES

NO Service Description YES

NO Customers & Stakeholders NO

YES Value Delivered NO

YES Functionality YES

NO Performance Thresholds YES

YES Interface YES

YES Inputs and Outputs NO

NO Subscription Agreements NO

YES Problem Handling YES

NO Change Management YES

Does the CustomerKnow…?

Does the ProviderKnow…?

EXAMPLE:

SERVICE AGREEMENT -DEMAND PROFILE


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IT Services OrganizationCustomersShared NetworkFolders Service

“I know that our organizationhas 650 GB of storage

available, so we can managehow we use our shared

folder”

“I know that the shared folderisn’t backed up on weekends

so I’ll be sure to make abackup copy of my work”

“Our organization has somespecial storage needs that

we are willing to pay for, andwe have submitted a changerequest scheduled for review”

“We need some extrastorage, but we can’t just

take it from the shared networkfolders because 3 customers

may need it this month”

“Perhaps we should workwith our customers to seeif they would be willing tohelp defray the costs of

weekend backups”

“We’re doing well whenour customers express

satisfaction and participatein making our services better”

YES Service Name YES

YES Service Description YES

YES Customers & Stakeholders YES

YES Value Delivered YES

YES Functionality YES

YES Performance Thresholds YES

YES Interface YES

YES Inputs and Outputs YES

YES Subscription Agreements YES

YES Problem Handling YES

YES Change Management YES

EXAMPLE:

Does the CustomerKnow…?

Does the ProviderKnow…?

SERVICE AGREEMENT -DEMAND PROFILE


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• Service providers should provide customer-friendly lifecycle support across all of their services to maximize customer satisfaction

– Requesting information about services

– Reporting problems with services and getting them resolved promptly

– Requesting changes to services and getting them incorporated promptly

– Requesting assistance in using services

– Checking on the status of requests

– Receiving news updates about services

– Collaborating with other service customers


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OPTIMIZE SERVICES





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Organization XApplication ServiceCustomers

Custom-BuiltTechnologyComponents

Application System

EXAMPLE:

SOA Technique: Save Time and Money by Simplifying Services and Using Readily Available Components

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Application ServiceCustomers

EXAMPLE:

Web PageServices

TransactionSupportServices

Data StorageServices

BusinessRulesServices

Organization X

Custom-BuiltTechnologyComponents

Application System


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Web PageServices



BusinessRulesServices Custom Software

Components

COTS Web PageServer Components

COTS TransactionServer Components

COTS DatabaseServer Components

Organization X

Application System

EXAMPLE:


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Web PageServices



BusinessRulesServices

Custom SoftwareComponents

Agency GeneralSupport System

Organization X

Application System

EXAMPLE:


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OPTIMIZE SERVICES





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IT System APotential Customers

User AuthenticationService Embeddedin Software Code

Data Query Service Made Available viaProprietary Interface

“I Need to AuthenticateA User that System Acan authenticate…”

“I Need Data thatSystem A has…”

X

X

…but there is noway for me to connect toSystem A to do it”

… but it’s too hard / too Expensive to connect to System A’s proprietary interface from an alternate platform or remote location”

EXAMPLE:

SOA Technique: Make Services Available to More Customersby Using Internet Standards

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IT System APotential Customers

User AuthenticationService Embeddedin Software Code

Data Query Service Made Available viaXML Web ServiceStandards

“I Need to AuthenticateA User that System Acan authenticate…”

“I Need Data thatSystem A has…”

User AuthenticationService Made AvailableVia XML Web ServiceStandards

“…and now I can becauseSystem A has made itsembedded User Authen-tication service available”

“…and now I can even though I have analternate computing platformor am at a different location”

EXAMPLE:


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• Standardize the way that services are provided to make more services available for use by more customers

– Use XML and Web Services standards to provide automated services

– Use enhanced SOA enabling infrastructure components to provide advanced services

– Balance flexibility (“bottom up”) and maintainability (“top down”)

– Thoroughly evaluate and experiment with new standards and products before mainstream adoption


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OPTIMIZE SERVICES





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US Federal GovernmentGrant ServicesGrantees

EXAMPLE 1: Business Services at a Very High Level

SOA Technique: Use Resources More Efficientlyby Consolidating Redundant Services

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…

Education GrantsServices

Energy GrantsServices

US Department of Education

US Department of Energy

…



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…





…

ServicesUnique toEducation

ServicesCommon toall Grants


ServicesUnique toEnergy

Redundant OrganizationalComponents

Redundant OrganizationalComponents



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…





…

ServicesUnique toEducation


ServicesUnique toEnergy

GrantsCenter of

Excellence



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US EPAAutomated ServicesCustomers

…

AutomatedServices A

AutomatedServices B

IT System A

IT System B

…

EXAMPLE 2: Technical Services at a Much Lower Level


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… …

ServicesUnique toSystem A

UserAuthenticationServices


ServicesUnique toSystem B

Redundant System Components

Redundant System Components


AutomatedServices A

IT System A

AutomatedServices B

IT System B



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… …

ServicesUnique toSystem A


ServicesUnique toSystem B


AutomatedServices A

IT System A

AutomatedServices B

IT System B

Shared Auth SystemComponents



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• Service Providers at all levels should establish SOA Governance Bodies to facilitate SOA adoption

– Services Board

– Services Advisory Groups• Customer Advisory Groups

• Business Advisory Groups

• Technical Advisory Groups

– Services Lifecycle Support Group

– Customer Solutions Support Group


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Centers of Excellence and Shared Services are Models for Increasing Sharing and Reuse Beyond Federation

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OPTIMIZE SERVICES





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• Adopt SOA incrementally, continually advancing SOA adoption and optimizing services

– Develop & Maintain the SOA strategy

– Develop & Maintain the SOA adoption plan

• Identify SOA opportunities

• Prioritize SOA opportunities based on value

• Plan SOA sourcing activities based on priorities

– Manage the Lifecycle of Each Service

• Develop & Maintain the Service Plan (Service Roadmap)

• Source the Service

– Component Acquisition

– Component Assembly

– Service Quality Assurance

– Service Deployment

• Operate the Service

SOA Technique: Optimize Services by Insulating Customers from Change and Making Incremental Changes

2/15/2014 11:27:52 PM 5864_ER_HEALTH 1 EPAs SOA Strategy Making a Difference in our Environment WSWG Update November 27, 2006.

Documents

services services

epas soa strategy

services easier

web services

providers of services

elementary business

levels business services

soa strategy agenda