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Enterprise Architecture Planning To Prepare for Strategic SOA

May 26, 2015

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  • 1. Enterprise Architecture Planning To Prepare for Strategic SOA DeploymentsIan Finley, Research DirectorAMR Research

2. Agenda 5 key architectural questions you have to answer Enterprise Architecture means An EA development process Five key CEO questions you have to answer 2007 AMR Research, Inc. | Page 2 3. 5 key architectural questions you have to answer What should your future architecture be? How much will you buy? How much will you build? How will you leverage your existing enterprise applications? How will you handle future requirements? How will you do it? 2007 AMR Research, Inc. | Page 3 4. What should your future architecture be? Web 2.0 + BPM + SOA? DynamicPersonalized User InterfacesAgile BusinessProcesses Stable ApplicationServices 2007 AMR Research, Inc. | Page 4 5. Current use of SOAWe have not We have implementedconsidered using SOA in SEVERAL projects using the next 24 monthsSOA 19% 20%We are considering using SOA in the next 12 to 24 months9%We have implementedONE project using SOA 15% We are considering We are consideringWe are currentlyusing SOA for one orusing SOA for one orimplementing our FIRSTmore projects within more projects withinproject using SOA the next23% 12 months 14%23%SOA adoption is accelerating 81% are using or considering. 2007 AMR Research, Inc. | Page 5 6. 2007 AMR Research, Inc. | Page 6 Software Custom Servicesear ts. ateftw os re g How much will you buy? How much will you build?So t C o C tin sed en s t tia seuc pm ice ren esed lo v e c R ve Ser iff ProDegree of Customization eDD Of ue ss e se iq inSome CustomU Un us & COTS andsBst co ue Retails n iq ss n io n e tio at U sin ca gr ild u li te u B pp in e/b ing Aed os iat ss uc p t rom n c ed o re adR C iffe es te m s D estia fro Manufacturingocen s dthe Shelf (COTS)er e deCommercial OffPr iff ss vi D ce roo Pse Pr or espo ss nd vicrom e e e C sin P V SuB EREnterprise Differs by BusinessInstance of ERP Single SuiteBest of Breed WideUnit Complexity of System Landscape 7. How will you leverage your enterprise applications?Typical EnterpriseAPI ApplicationFixed Process Programmed WorkflowAPIFixed Process Over 10 years of code API Built-in fixed business processes Limited configuration and workflowAPI APIs for common integration points 2007 AMR Research, Inc. | Page 7 8. SOA by evolution ServicesERPCRM 2007 AMR Research, Inc. | Page 8 9. SOA by evolution and revolution FusionSiebelHyperion 2007 AMR Research, Inc. | Page 9 10. How will you deal with the new enterprise app infrastructures?Presence Services Personalization Framework Process Management Services Collaboration Services Portlet Framework Service Assembly Framework Virtual Content Repository BAMMonitoring JDev BPEL Process Manager ILOG JRulesEclipse Native Corticon WorkflowRulesBPEL Oracle DirectoryWeb Services ManagerSecurity Active DirectoryLDAPEnterprise Service Bus UDDI Oracle AQ Adapters RoutingRegistry TIBCOMQ SeriesAny Application Server(Oracle, WebLogic, WebSphere, JBoss) 2007 AMR Research, Inc. | Page 10 11. Where are the major ERP vendors today? New ApplicationNew Application Minor Functionality Changes Since 4.6C Fusion Applications = EBS 13 Seems Mostly Rewrapped BAPI, iDoc, SOA version of EBS codeand RFC Apps Unlimited applications rewrapped Enterprise Services Community driving New Application Integration Architectureservice creationdriving service creation SAP Business By Design = full SOA New PlatformNew Platform Solid but still evolving Still taking shape Innovative BPMN to BPEL synchronization Complex to install and maintain todaywith ARIS Applications lag the platform Applications lag the platform Upgrade Path Upgrade Path Basic upgrade to mySAP 2005 should be Data migration to Fusion should bestraightforwardstraightforward Enhancement packages add SOA Functional migration for EBS users may be asinterfaces well ByDesign not a migration option today Migration option for other Oracle apps No forced migrations 2007 AMR Research, Inc. | Page 11 12. Enterprise architecture meansnever having to say were sorryPossible Business DirectionsTodays IT Decision IT Decision B IT Decision A BusinessStrategyCEOEnterprise Application0 10 yr. 20 yr. 2007 AMR Research, Inc. | Page 12 13. An enterprise architecture development process DriverScenario Architecture ArchitectureIdentification Planning DevelopmentImplementation Business impact driven (pragmatic) Inclusive Business strategists and owners IT owners 3-20 year time horizon Dynamic Reevaluated yearly and when significant changes occur 2007 AMR Research, Inc. | Page 13 14. 1: Business driver and scenario identificationDriverScenario ArchitectureArchitectureIdentification Planning Development Implementation1. Gather data on drivers with businessa) Agree on the current statusb) Analyze historical trendsc) Forecast future trends2. Understand uncertainties in each driver3. Look for divergence and convergence in trends to identify scenarios4. Assign probabilities and impact to scenarios based on what-if discussions 2007 AMR Research, Inc. | Page 14 15. 2: Identify important business scenariosOutsourceMfg.Likelihood EnterChina Business Impact Mgmt. ChangeDivestTransformational Division Acquire SignificantCompetitor MinorCost to Respond 2007 AMR Research, Inc. | Page 15 16. 2: Identify important technical risk scenarios ApplicationFailure Likelihood Business ImpactInfrastructureFailure SoftwareTransformational Level IIVendor Disaster BankruptSignificant MinorCost to Respond 2007 AMR Research, Inc. | Page 16 17. 2: Select architectural objectives Open up Enter business China options Likelihood MitigateLevel II significantAcquireDisaster CompetitortechnicalSoftware risks VendorBankruptCost to Respond 2007 AMR Research, Inc. | Page 17 18. 3: Develop and implement architecture Driver Scenario Architecture Architecture IdentificationPlanning DevelopmentImplementation Develop to-be architecture Identify evolutionary steps Align processes and organization 2007 AMR Research, Inc. | Page 18 19. 3: Develop to-be architecture 2007 AMR Research, Inc. | Page 19 20. 3: Chart milestonesYear 1 Q2 Year 1 Q4Year 2 Year 3Year 4 Measure 7To-Be Objective 1 Measure 12Measure 3Measure 5 Measure 6Measure 1 Measure 9 Measure 22Measure 2Measure 13Measure 21Objective 2 Measure 10Measure 4Measure 22 Measure 14Measure 20Measure 15Measure 19Objective 3Measure 13 Measure 23 Measure 24 Measure 16Measure 17 As-IsWork completedObjective 4Objective 5 Objective 6Current focusLonger term objectives 2007 AMR Research, Inc. | Page 20 21. 3: Align organization and processes: Selling the architecture and organizing for successEA themes Strategy themesOur reasons Reason 1 Reason 2 Reason 3 Reason 4for existence Theme 1ArchitecturalTheme 2Our financial objectivesObjective 1 Objective 2objectivesTheme 3ArchitectureOur value Theme 4Initiatives topropositionInitiative 13 ObjectiveInitiative 24ObjectiveInitiative 35 Objective Initiative 46 Objectivethe clientTheme 5Theme 6Our internalbusiness Objective1 Process 7Objective 2 Process 8 Objective3 Process 9 Objective 4Process 10 Objective 5Process 11processes Personal developmentOur developmentand growth Team member 1 Objective 12 Team member 2Objective 13Team member 3Objective 14objectives 2007 AMR Research, Inc. | Page 21 22. 4: Implement the architecture Think strategically, work tactically Participate in Business IT/Governance Council Participate in IT Operations Council Enforce via EA Review Board Input into early points of key processes New projects Operations change managementSolution Lifecycle Design/ Develop/Upgrade/ Requirements DeployFixRetireSelectConfigure Enhance EA Review Board 2007 AMR Research, Inc. | Page 22 23. Five key CEO questions you have to answer Why do we need an Enterprise Architecture Group? Why now? How much will it cost? How will we measure it? When will I see results? 2007 AMR Research, Inc. | Page 23 24. Key CEO question: Why do we need an EA group? Information technology is a key foundational element for business competitiveness No architecture = the house that Jack built Short-term decisions without EA create long-term liabilities, not competitive assetsCorporate Strategy ChangeCapitalProduct and Service Innovation PlanningManagement Human Capital Financial Supply Chain Processes Processes ProcessesEnterprise Architecture 2007 AMR Research, Inc. | Page 24 25. Key CEO question: Why EA now? Until recently Business viewed as stable Business agility now paramount IT viewed as local, tactical investment Few companies are truly global IT decisions based only on short term ROI Winning battles, losing the war Compliance a side show Now global compliance a priority ERP = Enterprise Architecture Too limited and rigidcant build competitive advantage in ERP We need EA now to make sure every IT investment is creating business options and reducing risk. 2007 AMR Research, Inc. | Page 25 26. Key CEO question: How much will an EA group cost? Small senior team Business, service, data, application and technologyarchitects Can be part time at first More risky Better a few full-timers than many part-timers No delays to projects Just better decision-making at current decision points Small time requirement from business and IT leaders Architecture must support future business needs andleverage existing assets and skills 2007 AMR Research, Inc. | Page 26 27. Key CEO question: How will we measure EA? Architectural design How much potential opportunity is created and risk avoided, and at what cost? Architectural implementation How much of that value is realized via funded projects? To - Be Measure 7Measure 12 Enter Measure 3Measure 5 ChinaMeasure 6 Measure 1Measure 9 Measure 22 Measure 2 LikelihoodMeasure 13Measure 21Measure 10 Measure 4Level IIMeasure 22Acquire Measure 14Disaster Competitor Measure 20

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