W

Founding Sponsors

This Presentation Courtesy of the

International SOA Symposium

October 7-8, 2008 Amsterdam Arena

www.soasymposium.com

[email protected]

Gold Sponsors

Platinum Sponsors

Silver Sponsors

How to Manage SOA Projectsto Deliver Business [email protected]

Logica 2008. All rights reserved

Profile Wouter Paul Trienekens

Ir. Wouter Paul Trienekens (1961) is Principal Consultant specialised in Enterprise & Solution Architecture and Logicas NL Practice Lead for Enterprise Architecture and Enterprise Service Architecture, part of the group wide IT Strategy & Transformation Practice of Logica.

Wouter Paul is founder of the Research Centre for Enterprise Architecture, Member of the NL Architecture Council within Logica and member of the group core team on Enterprise Architecture & SOA.. With these teams he is establishing the professional

2

(architecting) community and guiding the curriculum development, develop and provide training, coaching & certification of Architects and coaching project engagements..

He is Logicas representative for the NESSI:NEXOF-RA programme (service reference architecture) of the European Committee and for the National Architecture Forum (www.naf.nl).

Wouter Paul is chairman of the Dutch Information Architects Society (www.GIA.nl) and architecture editor of the Magazine on Information & Management (www.TIEM.biz). He frequently speaks on seminars and facilitates training workshops and is the Chief Editor of the Information Architecture syllabus of Euroforum.

Profile Wouter Paul Trienekens

Some recent publications and presentations are: Euroforum: Chief editor of the Syllabus Informatie-architectuur in de praktijk Euroforum: Information Architecture workshops Workshop TNO-CWI Performance, Non Functional Requirements Magazine for Information Management (TIEM): Article: Decision making made effective

by Enterprise Architecture, the role of the architect in its environment.

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Seminar Windows in the Enterprise: Presentation IT-Governance on Windows Infrastructure.

Magazine Information & Architecture: Article: Shared Service Centres, een extra reden voor Informatie Architectuur, Drs. Bart de Rijk & Ir. Wouter Paul Trienekens

Seminar Database Systems Professionele bedrijfsvoering en architectuur: relatie, noodzaak en aanpak

Seminar Enterprise Architecture and Strategy Forum (Amsterdam & London):Presentation Enterprise Architecture for the eCommerce world and Workshop Opening up your enterprise for eService with Leo van der Wal & Michiel Malotaux.

SOA: a paradigm shift, a new booming area

Analysts view of SOA [Gartner] By 2011: 60 cents out of every dollar that

businesses spend on software will be spent on a solution using SOA, Web services or Web 2.0.

59% of all commercial business software will support Web services,

M

A

R

K

E

T

OFFERS

Logicas SOA Offers include: Customer oriented offers, covering

needs where EA & SOA play a key role Core EA & SOA capabilities, which

can be leveraged in all customer contexts

software will support Web services, Web 2.0 or SOA

M

A

R

K

E

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Excellent relationships with all major SOA partners/editorsSAP, Oracle/BEA, IBM, Microsoft,Tibco, Software AG

All major solution vendors build their solutions on SOA platforms

P

A

R

T

N

E

R

S

CxOPerformance

Advisory

Developing the agile

enterprise

Innovation Management and Services Orientation

Dealing with legacy reality

Enterprise Architecture

Integration Oriented SOA

Data Oriented

SOA

Process Oriented

SOA

A High Growth Area to federate energiesSOA HighGrowth Area

SOA Practice Leader

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SOA Sales Support Team

SOA Sales Kit & Materials

Core SOA Applied SOA

GeorgesABOU HARBDeputyManaging Director

5 main markets France Nordics Netherlands / Benelux UK Germany

FranoisRIVARDSenior Manager

SOA IntalExperts

SOA Methodology

SOA Com. & Mktg materials

SOA IntalCom. Team

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Group Partnerships

Core SOA Offers

Applied SOA Offers Senior Manager

JaapSCHEKKERMANSenior Manager

Differentiation elements

Today, Logica has gathered significant experience on how to build a successful SOA offering in France, which seems to be fully exportable to other countries:

Double positioning on both: Management Consulting Delivery capability (bid for large deals)

Doublepositioning

SOAMethodology

Proven methodology and tooling (GO-ON) to allow hesitant customers to heavily rely on us for

making SOA a reality in their enterprise. This also secures our capacity to commit on project delivery.

Service Orientation enablement complemented by: Data-oriented SOA (EIM & MDM) Process-oriented SOA (BPM, BRMS)Specific Open Framework to ease SOA deployment

ExtendedSOA

Excellent relationships SOA partners/editors: SAP, Oracle/BEA, IBM, Microsoft, Tibco, Software AGNew generation of SOA platforms:SAP Netweaver, Oracle FusionMiddleware, Microsoft Biztalk...

SOAPartners

SOAGovernance

SOA Governance, including:Customers financial & organisational assessment

SOA Competency Centres Change Management for all stakeholders

Communi-cation

Award winning publications Organisation of events on SOA

Long term involvement in experts communities Dedicated Web TV channel

Our Customers

FinanceInsurance

ServicesTransportsPublicSector

Sector

TelecomUtilities

Industry

DistributionCPGPharma

How to Manage SOA Projects to deliver business value.

Evaluating SOA related projects tells us that it can be very difficult to yield the expected business value. Why? Is it because the technology is not there yet? Or do the system integrators promise too much? Or does the business have expectations that cannot be achieved?

Although technology is a key factor for the foundation of the Although technology is a key factor for the foundation of the service based environment, the business value delivered proves to be highly dependent on the way the engagement is managed from its earliest stages.

During this presentation we show our lessons learned and give practical tips on how such projects should be managed to promote delivery of the expected business value.

11

Who is Who?

Systems Architect IT Project Management Business & IT Solution Architect IT Manager IT Manager Programme Management (Business & IT portfolio) Enterprise Architect CIO Business Line Manager CEO-COO

12

Typical pitfalls from the field Since the technology is there, IT people, think we can do it

(change de world). Building the perfect solution

The whole enterprise All the services needed

Clients requesting the perfect solution Clients requesting the perfect solution Dont know the impact on delivery organisation Dont know the impact on the operation organisation

Requirements System requirements versus Business requirements

NFRs Build for use

Use versus reuse Who has been in the future?

13

Typical Project Goals, The Questions to Answer

Would you tell me, please, which way I ought to go from here? asks Alice.

That depends a good deal on where you want to get to, said the Cat.

I dont much care where, said Alice. I dont much care where, said Alice. Then, it doesnt matter which way you go, said the Cat.

Source: Lewis Carrolls Alice in Wonderland

14

So choosing the right adoption strategy is key! (you must be able to do it)

Adoption Strategies (Entry Points) / Project categories

Presentation

People &

Culture Information

Processes

Organisation

1. Business Transformation

start

start

2. Leverage Information 3. Empowering People4. Business Process

Management

No. 1508 October 2008

Storage & Network

Platform

Middleware

Data

Application

Presentation

start

start

Management

5. Application Modernization

6. Infrastruct. Modernization

IBMSo how can we arrange this to happen?

SOA - Its bigger than it seemed

Semantics Ontology Processes Services Composite applications Integration Standards Business agility Leveraging existing technology assets Architecture

No. 1608/10/2008

(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008

Architecture Choreography Orchestration and its more complex than it may appear

Web services are a tactical means to achieve the strategic SOA goal

Web Services are a technical solution to enable SOA

SOA codifies the organizations enterprise strategy for connecting systems to provide common discovery, security, and management of those connections

Web services have specific guidelines on messaging interactions between services messaging interactions between services the tactical implementation of an SOA model

Thus, Web Services are a specific subset of how an SOA can be implemented

No. 1708/10/2008


SOA

Web Services

SOA & Web services

SOA can be implemented without Web services, and Web services can be used for non-SOA (e.g. RPC) interactions. However, Web services delivers key standards for implementing SOA.

The WS-* family scales to meet integration challenges intra-enterprise (enterprise application integration [EAI]) and inter-enterprise (business to business [B2B]).

XML is an ideal candidate for loosely coupled inter-application data sharing. XML is not self-describing, but XML Schema can be used to constrain message layout and content.

No. 1808/10/2008


RPC interactions Binary XML

Services architecture Service contract Message based Service directory Protocol independent Coarse grained & document centric Process orchestration (BPEL)

Web services specs WSDL SOAP & XML UDDI HTTP Doc literal binding

Web services

The plumbing

SOA

The architecture

Service Orientation: an architectural style

With Who? What? How?Why? With What? When?

Information

Businessarchitecture


Informationarchitecture

Technicalarchitecture

Information

architectureSystems

SOESOE

ServicesServices

OrientedOriented

EnterpriseEnterprise

SOASOA

ServiceService

OrientedOriented

ArchitectureArchitecture

SOCSOC

ServiceService

OrientedOriented

ComputingComputing

SPASPA

ServicesServices

ParadigmParadigm

AdoptionAdoption

STPSTP

ServicesServices

TransitionTransition

PlanPlan

Which roles must be in place to make change happen?

Project Management and the other roles!The relationship between Management, Programmes and Architecture

Logica 2008. All rights reserved08/10/2008

Definition of the Architect function

WHY Guardian of purpose On behalf of the Investor

HOW

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Providing insight to all concerned ... Through definition of objects and relations ... Using models and drawings (the Architecture) ... Applying standards and ...

Controlling delivery

Key Question: Which insight do you need?

Answer suggestion: Stakeholders & their concerns determine the viewpoints needed! Remember, models are for professionals, not for the average stakeholder


What to do and when to do it (by Gartner)3. Enterprise

Architecture

2. Vision & Strategy

4. Portfolio Management

1.Governance

5. Engineering & Sourcing

Target Architecture

Current Architecture

Migration Architecture

22

Decision

6. Implementation & Migration

5. Engineering & Sourcing

7. Exploitation & Improvement

The Architect Facilitates Decisions

The Architect Formalizes Decisions

The Architect Controls

Decisions

Key Question: What are the other roles involved?


Context with other key functions(by MetaGroup) Know where you want to go Know all relevant aspects Manage the change

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Manage the change

Key Question: What do those three roles do?

EnterpriseStrategy & Planning

Enterprise Strategy & Planning (Management)

The Management Explores Direction

The Management Controls Direction

The Management Decides Direction

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EnterpriseProgramme

EnterpriseArchitecture

Key responsibility: Business Continuity (today's and tomorrows operation)


Enterprise Programme (Management)

The ProgrammeInforms on

Change

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EnterpriseProgramme


Change

The ProgrammeCompliesChange

The ProgrammeExecutesChange

Key responsibility: Change implementation


Enterprise Architecture


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EnterpriseProgramme


Decisions



Decisions

Key responsibility: Provide oversight and insight


Dialog for Direction Planning

The Management Explores Direction


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EnterpriseProgramme


Key Question: What do they talk about?

Decisions


Dialog for Change Control

The ProgrammeInforms on

Change

The Management Controls Direction

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EnterpriseProgramme


Change

Key Question: What do they talk about? (PID)


Dialog for Change Compliance

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EnterpriseProgramme


The ProgrammeCompliesChange


Decisions

Key Question: What do they talk about? (PSA)


Dialog for Controlled Strategic Change & Current Operation

The Management Decides Direction

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EnterpriseProgramme


The ProgrammeExecutesChange



If Controlled Decision making is missing.

DaydreamingMutiny

Paper Strategy

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EnterpriseProgramme


DaydreamingMutiny

Ivory TowerAnarchy PolitBuro

Key issue for success: Each role must be fulfilled!

Vision

Strategy & Planning

MissionStakeholdersEnabling Context

TechnologyBusinessValue

EA Program

EA SOA Positioning in the Enterprise Life Cycle



Enterprise Program

Management

EA Program

ObjectivesGoals &

EA Transformation

ProgramsBudget Process

SolutionArchitecture

EA Measurement

(Feedback loop)Validation

ServicesServicesOrientationOrientation

Your Governance FrameworkSteering Group

CEO/COO

BU Managers

CFO/CIO

IT Manager

Enterprise Info. Architect

Enterprise Bus. Architect

CCOChange Officer

Programme Bus. Architect

ProgrammeIT Architect

Programme Manager

Project IT BU

Name

NameName Name

Names

NameName

Names

Names

Names

33

Has to be in place before you can start determining your direction of change!

Transition Programme

Business Engineers

Business Proj. Teams

IT Project Teams

IT Engineers

Project Managers

Team Leaders

EnterpriseOperation

IT Team Leaders

IT Staff

BU Team Leaders

BU Staff

Technical Infrastructure

Information Systems Business Market

Names

Names

Names

Names

Names

Names

Name s

Names

Names

Names

Names

Names

Migrating to a Agile IT Architecture is within the span of control of IT

Governance (decision making)Who provides input?

What is the cause? What is the question?

Who executes the decision?

What criteria are used?When?

How is the process Managed?Why?

Logica 2008. All rights reserved08/10/2008

Decision

What is the question?What is the problem?

What is decided?How is it documented?

How is the decision communicated?

Who is consulted? Why?

Where does the initiative come from?

Background: IT Governance Overview template

Business Objectives IT Governance Style Business Performance goals

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Desirable Behaviour

IT Governance Mechanism

Metrics

Harmonise What

Harmonise How

Alignment, Strategy & KPIs

Business Objectives IT Governance Style Business Performance goals

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Desirable Behaviour

IT Governance Mechanism

Metrics

Harmonise What

Harmonise How

MITMITMITMIT

Key Aspect: Objective, Behaviour & Governance Style should be in harmony!

Background: Governance Mechanism Patterns template

IT Principles

IT Infrastructure Strategy

IT Architecture IT Investment

Input Decision Input Decision Input Decision Input Decision Business Monarchy

IT Monarchy

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Feudal

Federal

Anarchy

Typical Firm

Background: Governance MechanismsMechanisms Objectives Desirable

Behaviour Undesirable Behaviour

Correlation with performance

metric Executive Committee

Holistic view of seamless business including IT

Seamless IT mngt IT ignored Growth, Market Cap, Productivity

IT Councels Senior mngt involvement and education in gaining business value from IT

Involvement and alignment

Abdication by senior mngt

Margin, ROA, productivity

Architecture Committee

Identify strategic technologies and standards

Busines driven IT decision making

IT police and delay Margin growth, market cap, productivity

38

Committee technologies and standards enforcement

decision making market cap, productivity

Capital Investment, approval and budget

Separation of proposal and approval

Prudent IT investing

Paralysis by analysis

ROA,m productivity

Service Level Agreements

Specify and measure IT service

Professional supply and demand

Manage to SLA not business need

ROA

Chargeback Recoup IT costs from business

Responsible use of IT

Arguments about charges and wraped demand

ROA

Process teams with IT membership

Takes process view using IT (and other assets) effectively

End to end process mngt

Stagnation of functional skills and fragmented IT Infrastructure

ROA, productivity

Key Aspect: Choose the Governance mechanism suiting your goal!

Roles, a vendors example

39

Typical Project Goals, The Questions to Answer

Would you tell me, please, which way I ought to go from here? asks Alice.

That depends a good deal on where you want to get to, said the Cat.

I dont much care where, said Alice. I dont much care where, said Alice. Then, it doesnt matter which way you go, said the Cat.

Source: Lewis Carrolls Alice in Wonderland

40

So choosing where you want to go is key!

Managing Change (direction)

VisionVision

Strategy & Planning

Strategy & Planning TechnologyTechnologyBusiness

ValueBusiness

ValueEA ProgramEA Program

MissionMissionStakeholdersStakeholders Enabling ContextEnabling Context


EnterpriseArchitectureEnterprise

Architecture

Enterprise Program

Management

Enterprise Program

Management

EA Transformation

Programs

EA Transformation

ProgramsBudget ProcessBudget Process



EA MeasurementEA Measurement

EA ProgramEA Program

Validation (Feedback loop)Validation (Feedback loop)

Goals & ObjectivesGoals &

Objectives

The Enterprise Lifecycle Model

Change in ContextChange Run

BusinessModel

BusinessOrganization

Govern

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Business Transition

Market Evolution

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M

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Market

ProductsServices


TechnicalApplicationArchitecture

TechnicalInfrastructureArchitecture

FunctionalApplicationArchitecture

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Change & Innovation Management

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Transition

Information change

Capacity Adjustment I T

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OperationsManagement

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Technical

Cap.

Business

System

InfoFunct.

A vendors SOA methodology

43

A Standards Organisations SOA Methodology

Formulate SOA Solution Strategy

Build SOA Business Case

Operate SOA Environment

Perform technology portfolio assessment Evaluate current technology environment and

build a service portfolio Determine SOA related criteria for services

portfolio analysis Complete portfolio analysis to establish service

fielding priorities Develop a SOA roadmap and strategic guidance

1

2

Start today, be decisive, and follow a methodology

No. 4408/10/2008


Establish Program Management

Architect SOA Solution

Implement SOA Solution

SOA Methodology

Develop business case to support SOA investment

Support SOA strategy with rigorous business case analysis

Establish pertinent business case metrics Account for cost, ROI, and risk

management in SOA investment decisions

3

45

6

Develop and implement change management strategy Engage stakeholders continuously Create needed collaborations and governance structures Incentivize participation Identify progress metrics and milestones Reinforce organizational changes Establish management controls

The impact of Maturity

Logica 2008. All rights reserved45

SOA Maturity

SOA = an implementation pattern for Enterprise Architecture => design and description of business-, information-, application- and infrastructure architecture where interactions center around the (re)use of services (on all levels).

SOA Maturity = Enterprise Architecture Maturity => measure for how well an architecture is thought through and applied within the organization.

What is special about SO? usually means a quite rigorous shift in organizational thinking and the development of supporting systems and infrastructure.

No. 46

SOA Maturity is about

Organizational Maturity Information Services Maturity

Functional Application Architecture

Technology Maturity Technical Application Architecture

Business Model

Technical Application Architecture Technical Infrastructure Architecture

Architectural MaturityLife Cycle MaturityGovernance Maturity

No. 47

Adapted from Theo Beack, SoftwareAGApril 2006, SOAInstitute

Steering Model

decision

insight

Impact of a SOA Maturity Model

Provides a Point of ReferenceCreate a Common Vision & UnderstandingIdentify Missing or Underdeveloped ElementsElements

Prioritize & Measure Impact of SOAPrioritize & Plan Actions for Improvement

No. 48

Adapted from Theo Beack, SoftwareAGApril 2006, SOAInstitute

Maturity Models

Silo

Level 1

Services

Level 4

Composite Services

Level 5

VirtualizedServices

Level 6 Level 7

DynamicallyRe-Configurable

ServicesComponentized

Level 3

Integrated

Level 2

Modules Services Process Integration via Services

Dynamic Application AssemblyComponentsObjectsApplicationsApplications

Structured Analysis & Design

Service OrientedModeling

Service OrientedModeling

Grammar OrientedModeling

Component Based Development

Object OrientedModelingMethodsMethods

Function Oriented

ServiceOriented

ServiceOriented

ServiceOriented

Function Oriented

Function Oriented

Business View Business View ServiceOriented

Service Oriented Modeling

Process Integration via Services

Platform Specific

PlatformSpecific Technology Neutral

DynamicSense & Respond

PlatformSpecific

PlatformSpecificInfrastructureInfrastructure

Monolithic Architecture

Emerging SOA Grid Enabled SOA

Dynamically Re-Configurable Architecture

ComponentArchitectureLayered ArchitectureArchitectureArchitecture SOA

PlatformIndependent

Application Specific Skills Technology Adoption

Cultural & behavioral Transformation Human Service BusIT GovernanceIT Transformation

Governance & Organization

Organizational Transformation

Application specific data solution

LOB wide standardized Data

vocabularies

Flexible Data vocabularies for

expansion

Data vocabularies are Standards

based

Business Data can be shared outside

the Silo.Data Subject Areas

establishedInformationInformationEnterprise wide

standardized Data vocabularies

Service Foundation Levels

ApplicationSpecific

ServiceSpecific Virtualized


PlatformSpecific

PlatformSpecificManagement

ServiceIndependent

ApplicationSpecific

ServiceSpecific Virtualized


PlatformSpecific

PlatformSpecificManagementManagement

ServiceIndependent

No. 49

Choose according to your needs!

SOA Maturity Model: A nice way to use them

50

Establish the best ideas, abandon the worst practices!

Business Value, Which Services make the difference


Which Services make the difference?

STANDARDIZATIONINNOVATION

ConsolidateMission-critical

activities

COREfocus on differentiation

CONTEXTfocus on productivity

This is our USP.Everything else is Context! Just the right

world class services!

No. 52

Adapted from Geoffrey Moores Living on the Fault Line

COMMODITIZATIONINVENTION

Invent

S

c

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e

Retire

Consolidate

O

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s

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e

activities

Enablingactivities

Compose

I

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Someone delivers theseservices at world class!

Insight in the Architecture of the Enterprise

No. 53


No. 54


No. 55

Everybody has its view: The ArchiMate model

architect,software developer,business process

designer

Deciding

Designing Informing

product manager, CIO, CEO

customer,employee,

others


Details

Coherence

Overview

Archimate Foundation

The ArchiMate model

External


Internal

Information Behavior Structure


The ArchiMate model

Externalbusiness service

Internalbusiness service

Business

Customer


business service

Internalinfrastructure service

Externalinfra. service Technology

ApplicationExternal

application service

Internalapplication service


The ArchiMate model



The ArchiMate model

ArchiMate can play a major role by determining scope, analysis of the architecture and as basis for the repository.

60

However, its core value is the

Mental Model

Het ArchiMate Concept

Should IT Management handle SOA environments differently?


How to Manage your SOA based IT environment

Key Questions: Is it different? What is different? What must be handled different?

Key aspects:Key aspects: SOA means Shared Business Interests Shared interest must be Defined Common business interest must be Represented Shared interest must be Shared Discipline, no short term excuses

Shared interest must be governed

62

Find the key to success

Key Answers

Shared Business Interest must be addressed Owner Shared Business Interest must not have a personal interest

IT is (therefore!) not an option

63

Functional Management Common Interest!! Functional Management personal business interest follows business responsibilities

CIO is responsible for the balance between common business interest and personal business interest

Cooperation requires a team culture

How to Manage your SOA based IT environment?

SOA is all about common interest Structural conflict between:

(Big) Common interest (Small) personal interest

Desertion is profitable if you are with a few

64

with a few Desertion frustrates common

goals Desertion stimulates desertion Common interest requires formal

protection Common interest requires a

cooperative culture

The Key to success: Establish Managing the Shared Business Interest

Key is culture! Dealing with a dynamic environment requires

cooperation based on partnership Dealing with complexity requires cooperation

based on craftsmanship Partnership and craftsmanship require

cooperation based on trustcooperation based on trust Partnership and craftsmanship deserve to be

trusted A shared image of success must be leading

for the cooperation Business has to act like a team with a

common goal, common success, shared vision and shared values

Read Gestolde wijsheid

65

The first book addressing the IT Management aspects of SOA

Conclusion

Its all about TRUST and COMMUNICATION Deliver just enough in time so that business will just have to use what it needed

to mine economic value LEADERSHIP is necessary

Vision about the things to come and ability to execute (maturity) Doing the right things instead of Doing the things right Doing the right things instead of Doing the things right

Play the right game, Business & Architects set the content, Projects deliver!

Ensure the teams are there to play the game Establish the teams:

At this moment the success is dependent of choosing the right PEOPLE in your TEAM


Questions

67

Meet at the Logica Booth for takeaway experience:The man and their books

Lottery at 15:00 Logica Booth

68

Symposium Discount

Company Address:Logica

Contact person:Wouter Paul TrienekensPrincipal Enterprise ArchitectT: +31 (0) 20 503 3000

E: [email protected]


Logica is a leading IT and business services company, employing 39,000 people across 36 countries. It provides business consulting, systemsintegration, and IT and business process outsourcing services. Logica works closely with its customers to release their potential enabling changethat increases their efficiency, accelerates growth and manages risk. It applies its deep industry knowledge, technical excellence and global deliveryexpertise to help its customers build leadership positions in their markets. Logica is listed on both the London Stock Exchange and Euronext(Amsterdam) (LSE: LOG; Euronext: LOG). More information is available at www.logica.com.

www.logica.com

Contact address: [email protected]

No. 7108 October 2008 Guidelines & Samples

Title SlideSOAsymposium 2008 How to Manage SOA Project to deliver Business value W.P.Trienekens - final -

W

Business

lewis carrolls alice

support web services

web services

strategy

oriented soa

soa based

architecture

key aspects