Mohamad Afshar Moving Beyond Project Level S O A

Moving Beyond Project-Level SOA: How to Achieve Departmental and Enterprise SOA

Using SOA Tools v Doing SOA

?

Process

Architected for Reuse Higher Reuse Potential One off Implementation Low Reuse Potential

SOA | Reusable Services Integration | One Off Services

Promotion Management(Business Rules)?

Accounts Receivable

Customer (DataHub)

Exception ManagementPortal – Order Hospital(Human Workflow)

Orders(EJB 3.0)

?

Process

$

Transformation

For a good overview of service granularity, go to http://www.soaglossary.com/service_granularity.asp

“It's tough to incrementally adopt SOA when you're delivering services tactically because each tactically delivered service essentially becomes legacy once SOA is properly adopted.”

Thomas Erl, Author of SOA:Principles of Service Design

<Insert Picture Here>

Moving Beyond Project-Level SOADr Mohamad Afshar, Vice President, Product Management | SOA on Application GridOracle Fusion Middleware


Introduction

SOA Adoption Strategies

Enterprise-Driven

Infrastructure-DrivenProject-Driven

Management BehindEnterprise SOA

Management Skeptical –Need Convincing

IT 100% Full Steam Ahead

IT Focused on SuccessStories to Convince

Management not BoughtIn 100%

IT Able to Drive ReuseAcross Departments

SOA Enablers

1) Portfolio of Services built for reuse 2) Registry/ Repository to aid developers and architects in finding

reusable assets Reuse

1) Standards-based interfaces2) Process captured in BPM/ BPEL engines3) Events captured in CEP engine4) Data services with standardized formats for key data assets

Increased Visibility

1) Separation of Concerns – messaging, workflow, rules, etc. 2) Loose Coupling, e.g. Changes localized to service

implementations3) Abstract Legacy and Proprietary Interfaces

Reducing Impact of Change

1) Assemble rather than build 2) Processes, Rules, Events captured in high-level models instead

of in code3) Service portfolio speeds up development

Ease and Speed of Development

1) Standards-based Interfaces2) Available through standard protocols 3) Canonical Data Models (within Domain/ Enterprise)

Interoperability

Enabler SOA Benefit

Agility&

Lower Cost

Adoption Strategies Tied to SOA Benefits

Enterprise-Driven

Utility Services

Utility Services

Infrastructure-Driven

Reuse




Interoperability

Project-Driven SOA Benefit

It’s difficult to get reuse if you are doing the project-driven approach unless you actively plan and execute to get it!

Agility&

Lower Cost

Project-Driven

Enterprise-Driven


Subsequent Service Governance requires increased cost, effort, time

Pain LaterInitial service delivery cost, effort and time is reduced because the analysis scope is based on immediate project requirements

Less Effort Now

Subsequent Service Governance burden reduced

Less Pain LaterInitial service delivery cost, effort and time is increased due to service identification and service portfolio planning

More Effort Now

Enterprise-Driven



Project-Driven SOA

• Little Involvement from the Business Side

• Scope Restricted to Individual Projects

• Integration / Data Movement Focused

• New Projects Build Everything from Scratch

• Not Focused on Reuse

Key Characteristics

• Some Cost Savings Flat Line

• Some Agility

• Incremental Improvement• Tactical Agility Only -

through Ease of Change not Service Portfolios

• Not Investing in Design Standards has a Cost

• Disparities Addressed through Integration

• Missing Reusable Business Services

• Potential Proliferation ofUnshareable Services

• Introduces New Silos and Related Integration and Governance burden

Focus/ Benefits Downfalls

Characteristics of Project-Driven SOA

Reuse




Interoperability

ScoreSOA Benefit

Project | Integration

SiebelCRM

E-Business Suite

BPEL FLOW

Scenarios:•Siebel Order Capture to Oracle ATP•Oracle Configurator to Siebel Order Capture •Siebel Order Capture to G-Log•Siebel Order Capture to Oracle Financials

Consumer Products Company• Project-Driven SOA• Results

• SOA Foundation ready for future• Significant Cost Savings

• EA prime mover for SOA adoption• Technology Issues: SOA Skills, New

Technology Readiness• Organizational Issues: EA’s role:

implementer versus strategic visionary?

• Lesson Learned• SOA projects require the same project

considerations such as Performance, Security, HA

• Organizational: EA should champion pan-enterprise SOA practices as reuse is not a prime mover at project level

• Key Takeaway• Treat middleware mainly as middleware

TasmanAve, Inc.

TasmanAve, Inc.TasmanAve, Inc.

Computer Peripherals Company• Project-Driven SOA • Results:

• Sales team moving towards single site for sales information

• SOA Foundation ready for future projects

• EA is partnering with other IT teams• Technology issues: SOA Skills, XML

modeling incompatibilities • Organizational issues: Gain confidence in

event-based real-time business processing

• Lesson Learned• Technical: Adapters can introduce their

own issues• Disparity in standards adoption causes

interoperability problems• Organizational: Real-time works !

• Key Takeaway• Don’t expect 100% plug-play from day

one

A business service is a software solution that provides functions related to one or more business processes. Business services may be composed from one or more fine-grained utility, entity or task services and are described using business semantics.

What is a Business Service?

Transitions

Enterprise-Driven








2) Project-Driven to Enterprise-Driven

1) Project-Driven to Infrastructure-Driven

3) Infrastructure-Driven to Enterprise-Driven

SOA CAPABILITY MATURITY ModelHigher the Level – Higher the Capabilities

NO SOA- 0 -

STRATEGIC GOALS TACTICAL PLANS

SOA not being pursued Investigate applicability of SOA

AD HOC- 1 -

Experimenting with and learning SOA concepts

Get experience building, deploying, and consuming services

Focused on simple quick winprojects to demonstrate value

Apply SOA to simple integrationsSelect business-driven projects amenable to SOA (e.g. simple portals)Build confidence with business owners

OPPORTUNISTIC- 2 -

SOA concepts consistently applied facilitating sharing and reuse

Standardize approach and productsDrive widespread adoptionEstablish governanceSYSTEMATIC

- 3 -

Processes and procedures quantitatively managed to drive

business value.

Establish key performance indicators and manage to those metricsLeverage BAM to improve business processes.

MANAGED- 4 -

Able to support business initiatives in a timely and cost-effective manner.

Refine and improve standards and processesExploit new business opportunitiesenabled by SOA

OPTIMIZED- 5 -

SOA MATURITY DOMAINSDomain – A Collection Of Related Capabilities

Business &Strategy

Organization

Governance

Projects,Portfolios &Services

OrganizationalDisciplines

* OA&M – Operations, Administration & Management

Architecture

Infrastructure

Information

OA&M*

Technology-Dominated

Project-Driven

Enterprise-Driven


Starting Point for Each Approach

Corollary: Have to Ensure that you have all capabilitiesat levels lower than the one at which you start

NO SOA- 0 -

AD HOC- 1 -

OPPORTUNISTIC- 2 -

SYSTEMATIC- 3 -

MANAGED- 4 -

OPTIMIZED- 5 -


Project-Driven to Infrastructure-Driven

What You Will and Won’t get out of it?

• Some Cost Savings• Shared Platform / Enterprise Nervous System• Reuse of Application Agnostic / Utility Services• Improved Interoperability Within Silos• Reduced Integration Between Silos• Ability to Continue with Existing Methodology(/s)

• Integration + MDM• Consolidation / Mainframe

Migration

Projects

• Standardize on SOA Platform

• Focus on Use of Industry Standards

• Bring in Design Standards for Repeatability

• Build and Manage Reusable Artifacts

• Services • Business Rules • Data Models

Schemas, Transforms, etc

• Governance – Policies to Encourage Building, Reuse of Assets + Operations

• Requires Buy-in• Shared Budgeting for

Platform and Utility Services

• Ownership over Platform and Utility Services

• Not Investing in Business Services limits ROI and Interoperability

• Agility Limited Since there is no Portfolio of Business Services

• Anything Not Standardized has Downfalls of Project-Driven Approach

Recommendations Downfalls

Characteristics of Infrastructure-Driven SOA

Reuse




Interoperability

ScoreSOA Benefit

SOA Governance for Infrastructure-Driven

OperationsProjects / Service Lifecycle

Service Ownership

Service Lifecycle Gov

Shared Artifacts

Capacity Planning

Enforce Service Levels

Enforce Policies


Syntax-Brillian• Currently adopting a Project-Driven

approach to SOA• Improved Customer Relationship

Management• Increased Fulfillment Capability• EA managed by the CIO• Issues:

• Disparate Systems• Change Management

• Lesson Learned• Executive buy in critical for

project success• Test, Test, .. And Test some

more! It is never enough!• Key Takeaway

• Factor in additional time when dealing with hosted environments


• HELIO• Project-Driven to Infrastructure-

Driven approach• Started out as an integration project,

evolved into reusing components across the enterprise

• Introduced agility & interoperability to business processes

• EA handled by VP of Applications• Issues:

• Time to market

• Lesson Learned• Involve & train in-house technical

resources• Key Takeaway

• When working with startup companies, architect and develop processes closest to the backend system first


Secure Path• Currently adopting a Enterprise-

Driven approach to SOA• Extremely quick turnaround time to

onboard new customers• Platform agility supports rapidly

growing business needs• Very active EA led by their CTO• Issues:

• Scalability & Performance issues with their previous .Net platform

• Lessons Learned:• Critical to devote time upfront to

finalize data contracts• Enterprise-wide SOA Roadmap

established• Reusing a number of services /

processes• Key Takeaway:

• Focus on Business Processes and not the Technology


Project-Driven to Enterprise-Driven

What You Will and Won’t get out of it?

• Increased Cost Savings and ROI • Dramatically Reduced Cost of Integration and

Reduced IT Burden • New Processes Automated in Less Time and With

Less Effort • Agility through Shared Business Services and Service

Portfolios• Interoperability across Silos• Methodology focused on Building and Using

Reusable Assets

• Process Automation / BPM• Monitoring and

Optimization• Application Consolidation

Projects

• Enterprise-Centric is NOT Enterprise-Wide!

• Alignment with Business Strategy & Involvement of Business People

• Perform Cross-Project Planning & Funding

• Build and Manage Reusable Artifacts

• Process Modeling for Services

• Data Services• Portfolio Planning

• Leverage Architecture & Design Standards

• Enact as Much Governanceas Required

• Have to Invest• Has to be Managed to

Deliver Results • Requires Organizational

Alignment• Prone to Dictatorship• Ensure that EA Initiatives

& Policies are Adopted by Divisional IT Groups

• Cost Associated with Standardization have to be Balanced and Managed

• Works Best with Changes in Methodology

Recommendations Downfalls

Characteristics of Enterprise-Driven SOA

Reuse




Interoperability

ScoreSOA Benefit

Business Service Portfolio Plan

Conceptual ServicesPortfolio

Customer

Service

Customer

Service

Concrete ServicesPortfolio

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Now

Marketing

Service

Marketing

Service

Marketing

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

12 Months

Finance

Marketing

Service

Warehouse

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Customer

Service

Marketing

Service

18 Months

The more effort you put in upfront on identifying, refining service candidates, and building a service portfolio plan, the less chance you will have of increased governance burden, overlapping services, versioning

SOA Governance for Enterprise-Driven

Financial

PortfolioPeople

OperationsProjectExecution

Technology Architecture

Service Usage Fees

Service Funding Model

Projects Portfolios

ERP, Legacy App Portfolios

End to End Platform Funding Services Portfolios

Roles & Responsibilities

Service Ownership

EA Group

Service & Process Owners

Service Lifecycle Gov

Shared Artifacts

Capacity Planning

Enforce Service Levels

Enforce Policies

Strategic SOA Platform

Shared Foundation Srvcs

Enforce Platform Decisions

Reference Architectures

Architectural Standards

Blueprints & Patterns

DRIVEN BY EXECUTIVES

Information

Data Standards

Data Quality

Data Ownership

For a White Paper go to http://www.oracle.com/technologies/soa/docs/oracle-soa-governance-best-practices.pdf

<Insert Picture Here>Put your companyLogo here please

• Large Canadian Telco• Infrastructure-to-Enterprise • SOA means faster time to

production, better re-use• Moderately active EA oversight• Challenges overcome

• Technology: Setting proper granularity for strategic services wrapped around legacy services

• Organizational: Instilling a culture of service reuse

• Lessons learned• Technical: Demand higher quality,

better governed infrastructure services• Organizational: Wrapping legacy

services and incorporating them in a strategic vision demonstrates the benefits of reuse

• Future enterprise-centric service plans: Continue top-down analysis; use vendor-provided Web services as legacy silos

• Advice: Top-down, strategic analysis is vital for even the most tactical of projects


• Fortune 500 Shipping Co.• Major Enterprise SOA Initiative (phased

roll-out over 3 years, concurrent with legacy maintenance)

• $250K pilot project was valuable learning experience plus high ROI

• Enterprise Architecture team has been central to pilot and main SOA projects

• Challenges overcome:• Technology: Assessing maturity of

Service Activity Management technologies

• Organizational: Enforcing Internal Design Standards

• Lessons learned• Technical: Must design services in

advance to support inevitable larger, more complex service compositions

• Organizational: Making everyone understand the strategic goals is key to getting their support

• Future enterprise-centric service plans: Establish a strong business entity service layer for broad reuse and business alignment

• Advice: Success with SOA impossible without successfully enforcing internal design standards on a consistent basis



Infrastructure-Driven to Enterprise-Driven


Level 1: 1999-2003• SEMCI application selected

refactored to orchestration of srvcs• SOAP, WSDL, UDDI standards• WSM, UDDI SOA tools selected,

leveraged existing message bus• PCAC (P&C Architects Collective)

formed (no org changes)• Application Reference Arch v1.0

completed & Projects Checked • “Do No Harm” governance policy• Project scoring under definition with

feedback• No Explicit Metrics to Measure

Progress on SOA Road • No Reuse

Level 2: 2003-2005• Project-based services selected

(driven by project budget)• BPEL, WSIF, WS-Security standards• BPEL and XML security/acceleration

appliance selected• Integration Reference Arch v1.0, App

Reference Arch. v2.0 created• Formal EA group under newly

formed CTO (EAs centralized)• Architect job family defined (30

people’s title changed from architect)• SOA “Cookbooks” defined for

existing SOA tools (development)• Score Projects to Influence Business

Decisions – but Scoring Project-level

Level 3: 2005 Onwards• Business & IT create 5 year business and

IT roadmap; Business blueprints defined for all LOB

• Funding model changed from project-based to enterprise-based

• Rules, Portal, BPM engines selected• SOA “Cookbooks” for all SOA tools (maint.)• Business architecture defining Business

Services Portfolio• SOA Governance tools selected, esp.

Business Services Catalog• SOA Service Committee, Standards

Committee• Key business metrics and KPIs identified

and communicated monthly


Conclusions

Conclusions

Tactical: • Avoid & Manage Service Proliferation• Involve Business Audience for Business Services• Incrementally Adopt a SOA Methodology • Understand the Governance Consequences - Pain Now or Pain

Later

Strategic:• Target SOA Benefits you Need and Focus on Delivering Them• Pick one of the three SOA Strategies Discussed• Build Your SOA Roadmap & Manage Program as a Program• Don’t Over or Under Govern – Avoid Dictatorship!

Oracle Fusion Middleware

SOA Adoption Strategy

Enterprise-Driven








Mohamad Afshar Moving Beyond Project Level S O A

Technology

soa skills

author of soa

projectdriven soa technical

product management soa

soa adoptionprime mover

soa transformation accounts

soa tools v

ha soa foundation ready