Shawkat Bhuiyan & David McClure Accenture SOA Practice Process Management: Taking Service Oriented Architectures to the Next Level.

Shawkat Bhuiyan & David McClure

Accenture SOA Practice

Process Management: Taking Service

Oriented Architectures to the Next Level

2Copyright © 2007 Accenture All Rights Reserved.

Agency processes are often duplicated,

inconsistent and rigid infrastructure Duplicated tasks, inconsistent data and statuses, cycle delays, slow processing, rigid infrastructure

• Data scattered across different systems • Inefficient interactions in between organizations• Performing the same or similar tasks multiple times on different systems• Slow processing, difficult to track status• Difficult to get a complete picture, implement new processes and modify existing• Poor data quality

Registering a business can challenging …

System Y

System X

System Z

Go

ve

rnm

en

t IT

Employee AEmployee B

Employee C

1

2

4560

Customer

3

System W

Employee D

7

8


Complex, multi-departments point of contacts, multiple location process

– Information is spread across multiple systems and locations, no easy access to required data and functionalities

– Customer needs to learn how governments systems or departments work– Services mirror the physical government organization, not the customer’s view of life and interactions with

the Government– Inefficient, error-prone customer manual coordination across different systems

System W

System X

System Y

System Z

Local Town hall

Social Security

Car Registration Plate

Taxes

Employee 1

Employee 2

Employee 3

Employee 4

Go

ve

rnm

en

t

Customer

Moving home or changing address requires the customer to contact many different government organizations…

Customer interactions with Agencies

are often complex


Agenda

The value of BPM to SOA

Practical examples

How to get started

Challenges, Risks & Mitigations


BPM and SOA:

Changing the “Way” of the Organization

BPM requires the organization to transform the way in which the IT function works together with areas of the Agencies…

This shift will enable initiatives to deliver new and revised business processes at speed and flexibility…

SOA is the enabler of this transformation.


Composite Applications(Establishing Business Solutions)

World Class Processes and Process Control(Providing market differentiation)

Business-Level Management and Visibility(Responding to the competitive landscape)

Valu

e Add

BPM and SOA: Joint Value Proposition

• Standards-based integration

• Reusable services

• Leverage existing apps

Leve

l of

soph

istic

atio

n

Custom, Packaged and Legacy Systems(Preserving existing investments)

Business Services Layer(coarse and fine-grained services)

SO

A F

oundation

• Measurable Improvement in Citizen or Stakeholder service

• Improved process visibility

• Improved process control


How do services relate to processes?

• Processes (or sub processes) can compose of services

• A process invokes a unique series of operations to complete its automation

• A process is not necessarily defined by its services. It may require just a subset of the functionality of the services

• An operation can comprise several steps within a process

• An orchestration capability can be used to invoke operations according to a process

• Messages allow for the aggregation of operations into a process

Service

Service

Service

Service

Process decomposed into units of work

Process Logic

Services Layer

Units of communication (messages) allow the aggregation of units of work


Agenda


Practical examples

How to get started

Challenges and Risks


BPM-driven SOA is the foundation for

several types of applications

Composite ApplicationsComposite Applications

User-Centric

Consolidated Workspace

Rich Application

Information-Centric

Business Performance Management

Business Process Driven Analytics

Information Lifecycle Mgmt

Process-Centric

Human Workflow

Systems-based

Agency ApplicationsAgency Applications

Procurement CRM Workforce Management Financials


Three examples

Company Benefits Achieved through BPM-driven SOA Adoption Type of

Application

Logistics Agency

• Enhances logistics exchange between systems within the agency while enabling process modernization.

• Standardizes d business services and rules through a centralized access point contributes to data consistency

• Enables collaborative development through the use of metadata management and portal capabilities

User and Process Centric

NYC 311

• Integration across City Agencies • Improved response, monitoring and visibility • Reduction in operations costs

User and Process Centric

Government

Pension

Agency

• Reduced average recipient reporting from 40 days to real time • Reduced error rates

Process Centric


Agenda


Practical examples

How to get started

Challenges and Risks


Strategicprojects

Tactical projects

IT-drivenprojects

Business-driven

projects

Businesspartner

integrationExistingintegration

“re-factoring”as SOA

Point-to-pointapplicationintegration

WS-enablementof existing

apps

Newenterprise-wide EAI

Compliance &assurance

Service-oriented

BPR

CompositeSolutions

Businessprocess

automation

Datasharing &

single Dataview

Assessing the Opportunities


BPM Maturity ModelPhase 0

Ad-HocPhase 1

BasicPhase 2

EmergingPhase 3

ManagedPhase 4

Process Excellent

IT Maturity

BusinessMaturity Target high value processes

Identify Process Owners

Processes drive business

Continuous improvement

Processes measurement drives business innovation

Processes are accessible

Processes are meaningful and reusable

Processes are measurable

IT is Agile and Adaptable

Application data and functions are readily accessible via standards

No organizedcapability


Techniques for Service-Enabling Existing

Systems

• Wrap and Reuse• Straightforward method of exposing existing functionality• Works at presentation and application layers• Most successful when functionality to be exposed is well packaged and accessible• Does not address redundant and inconsistent data and logic from legacy

• Layer and Refactor / Retire• Implements composite services above several overlapping applications• Enables new capabilities to be delivered without having to wait on lengthy application portfolio changes• Layering provides an insulating layer that allows underlying systems to be refactored or retired

• Rip and Replace• Systems too old, obscure, undocumented etc.• Only realistic solution is to replace


Agenda


Practical examples

How to get started

Challenges, Risks & Mitigations


Top 5 Challenges and RisksChallenges

1. Definition of the process

2. Tying metrics to processes to services

3. Differences in process perspective between analysts and “techies”

4. Definition of canonical data models

5. Integration of the integration tools

Risks1. Lack of comprehensive (and mature)

specifications

2. Rapidly changing vendor landscape (app + infrastructure)

3. Lack of existing development patterns

4. Taking on too much too early

5. Falling into the traditional “module” or “application-based” silo approach


Where to Start?

Understanding of the business and technology drivers, and a solid SOA strategy and planning are the initial steps for a successful SOA implementation

Business Context

• Understand Business Environment

• Review Business Vision / Strategy / Architecture

• Identify Business Imperatives/Drivers

• Identify IT Imperatives/Drivers

• Define/Review expected business results

SOA Implementation

• Implement SOA enabling technologies

• Implement Business and SOA Initiatives

• Refine SOA Governance and Organization

• Measure SOA results

• Refine business and technical frameworks

SOA Strategy and Roadmap

• Develop SOA Strategy

• Develop Business Services Roadmap

• Develop Technology/Technical Infrastructure Roadmap

• Define Governance and Organization models recommendations

• Define SOA goals and metrics

• Develop communications/education deck

Measure & Optimize - Governance


Governance

Source: http://www.azgita.gov/soa/governance.htm

Governance overall is concerned with :• Common architecture, infrastructure, tools,

methods• Service, process, data ownership• Service life cycle management• Driving re-factoring and reuse• Funding• Approving initiatives (includes not approving)

Particular Challenges• Who owns aggregate / composite services ?• Who owns cross-agency processes ?• Who pays – for service development, service

usage, operations, infrastructure ?• How are decisions enforced ?• What balance between centralized and de-

centralized / federated ?


How To Get Going

• Unlike many prior integration approaches, SOA can be evolutionary – use this to your advantage, whether you are an agency or are looking across agencies.

• Within an agency, scope around a subset of systems that need to work together (e.g. in support of business processes, in providing a common view of information spread across systems)

• Across agencies, scope around a group of agencies that need to work together. Collect a “coalition of the willing” who have understood the basic opportunity and who can provide resources to move forward.

• Perform an initial Diagnostic, Strategy and Roadmap with intra and inter-agency scope. Focus on processes that span boundaries and systems that duplicate functions.

• Identify candidate composite applications and services, using the SIF methodology.

• Target cross-agency and cross-system opportunities – highlight governance issues early.

• Focus on inquiry services– get the basics in place, deliver results but avoid difficult issues with process and data.

• Establish initial technical and business governance.

• Show the value / results delivered, advocate to a wider group and iterate through Phases 1 and 2.


SOA and Existing Systems

• Most services will come from existing applications

• The problem is that application portfolios are typically not optimized – introducing SOA can simply add to the complexity.

• Use the SOA Strategy and Roadmap plus SIF to• Inventory and understand the existing systems landscape

• Systems of record, Master data• Redundancy, overlaps, underutilization

• Map services to existing systems and determine implementation strategy


Thank you !

For more information, visit www.accenture.com/soa

Shawkat Bhuiyan & David McClure Accenture SOA Practice Process Management: Taking Service Oriented Architectures to the Next Level.

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sub processes

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