William A Brown

SOA on your terms and our expertise1

William A Brown

World Wide SOA Governance SGMM Lead

IBM Sr. Certified Executive Architect Open Group Master Certified Architect IBM GBS Enterprise Architecture &

Technology Center of Excellence World Wide SOA Center of Excellence Lead Author of IBM’s SOA Governance

and Management Method Holder of 82 Patents or Patent Pending 25 years of IT Experience

[email protected]

mailto:[email protected]

© 2007 IBM Corporation

SOA on your terms and our expertise

SOA Governance and The SOA Governance and Management Method (SGMM)

William A [email protected] WW SOA Governance/SGMM Chief ArchitectSOA and Web Services Center of Excellence (CoE)

The SOA CoE

mailto:[email protected]


This presentation, SOA Governance and Management Method CoE Overview addresses several key areas:

SOA Governance Overview The SOA Governance and Management Method The SOA Center of Excellence SOA CoE in Action – Case Study Additional IBM Internal Information -

http://w3.tap.ibm.com/w3ki2/display/SOA/SOA Governance Sub-Community

IBM SOA Governance and ManagementGlobal Business Services


SOA can be complex stuff.. But let’s not lose our heads. Seasoned:- to make fit by experience <a seasoned veteran>intransitive verb

We are, after all, Seasoned Professionals


Principles Policies Guidelines Standards Method

– What & How do I tailor the model for individual projects

Governance Processes– Exception and Appeals Process– Compliance– Vitality– Communication

Governance Organizational Structure Governance Roles and Responsibilities

What Constitutes a Governance Model

Governance Foundational Building Blocks


SOA Governance Processes

SOA Governance Processes are specific to Governing the life cycle of Services

SOA introduces new concepts not found in traditional IT Governance models– Domain Ownership– Service Funding Models– Service Modeling– Orchestration of Services – Provisioning of Services – Versioning of Services – Implementation of Services

SOA Governance should be built on or Extend IT Governance but..

SOA Governance will not replace IT Governance


SOA Governance and Management Model

Principles, Policies, Standards & Procedures

Implemented by

Dashboards & MetricsGovernance Mechanisms

Managed by Monitored by

SOA Vision

Com

mun

icat

ion

Exception/Appeals

Vita

lity

ComplianceGoverned Processes

Skills Infrastructure & Tools

Organizational Change Management

Supported by

Service OperationService Discovery Service Design Service Transition

Service TransitionService StrategySOA Strategy Service Modeling

Service Design Service Testing

Service Deployment

Service Delivery

Service Architecture

Define Service FundingSecurity Management

Service Assembly

Service Domain Owners

Event Management & Service Monitoring

Service Support

Services Governed ProcessesService OperationService Design

ESB/Registry Repository Governed Processes


SOA Governance and Management Model – Component View Ex

ecut

eC

ontr

olD

irect

Service Strategy

Service Transition

Service Design

Service Operation

SOA Strategy

Service Testing

Service Deployment

Service Delivery

Define Service Funding

Service Assembly

Service Domain Owners

ESB/RR Service

Opportunity Identification

ESB/RR Service

Discovery

ESB/RR Service

Construction

ESB/RR Service

Elaboration

ESB/RR Service

Transition

ESB/RR Service

Inception

ESB/RR Service

Inception

GovernanceFoundation

Support &Management

Mechanisms

Organization Structure

Infrastructure & Tools

Principles, Policies,

Standards

ESB/RRManage Service

Security Management

Compliance

Communication

Metrics

Skills

Service Architecture

Service Design

Service Modeling

Event Mgmt & Service

Monitoring

Service Support

Exception &Appeals

Vitality


Service Development

D06 – Service Certification

D03 – Service Identification

D05 – Service Realization

D04 – Service Specification

D02 – Requirements Gathering & Prioritization

D01 – Services Development Lifecycle

Controls

Program Management

Controls

M01 – Enterprise Program Management

M05 – Identify & Allocate Costs

M04 – Vendor Management

M06 – Monitor Business Benefits of

SOA

M02 – Change Management

M03 – Procurement of Resources

M01 – Enterprise Program Management

M05 – Identify & Allocate Costs

M04 – Vendor Management

M06 – Monitor Business Benefits of

SOA

M02 – Change Management

M03 – Procurement of Resources

Service Operations

O02– Service Operational Vitality

O03 – Service Support

O01 – Service Execution Monitoring

O02– Service Operational Vitality

O03 – Service Support

O01 – Service Execution Monitoring

Plan & Organize

P04 – Service Processes, Organizations, Roles &

Responsibilities

P01 – Service Transformation

Planning

P02 – Information Transformation

Planning

P06 – Business Vision & IT Alignment

P05 – Manage the Service Investment

P03 – Technology Transformation

Planning

P10 – Service Communication

Planning

P07 – Service Portfolio Management

P09 – Service Governance Vitality

P11 – Service Education & Training

P08 – SOA Ownership & Funding

P04 – Service Processes, Organizations, Roles &

Responsibilities

P01 – Service Transformation

Planning

P02 – Information Transformation

Planning

P06 – Business Vision & IT Alignment

P05 – Manage the Service Investment

P03 – Technology Transformation

Planning

P10 – Service Communication

Planning

P07 – Service Portfolio Management

P09 – Service Governance Vitality

P11 – Service Education & Training

P08 – SOA Ownership & Funding

SOA Governance and Management Model -- Capabilities Model • SGMM Planning Assessment – Determines SOA Governance Maturity and

identifies Capabilities. SGMM Capabilities Model is in alignment with CobiT V4.1


Why is SOA Governance Needed?

Essential for the realization of business benefits thru SOA– Business Process Flexibility– Business Agility– Understanding of

• The Cost of SOA vs Benefits• The Risk to Business and how to Mitigation• How to Maintain the Quality of Services• How to Ensuring Consistency of Services• Effectiveness of your SOA Model

– Ability to Measure the right things at the right time– A Clear Communication and Decision Making Process

between Business and IT SOA Implementation Failure is certain without

SOA Governance SOA Chaos is the result


Implementation Introduces Risks.


SOA introduces a number of unique challenges requiring the targeted skills and capabilities a CoE will provide.

The SOA CoE Makes SOA Success Someone's Responsibility A SOA CoE provides the dedicated subject matter team to address these challenges and affect the change necessary for a successful SOA Implementation.

What base guidelines do we use to create our

SOA ? Is there a reference model?

How does the registry and repository work? How do we implement it? What other tools do

we need?

How do we change our organization to gain the benefits of service orientation?

What metrics and key performance indicators will we

use?

How do we Identify, develop, deploy, and

manage services?

What standards do we need to

establish and when?

What is our SOA Vision and Strategy?

What processes do we need to identify, develop, deploy and manage services?

What can I reuse from my existing IT Governance Model?

How do we unlock services from our

existing applications?

Center of Excellence


Center of Excellence (CoE) speeds SOA success The CoE delivers capabilities to address many SOA issues. It’s structure can be defined prescriptively to meet need and consolidate SOA activities.

Delivery:Enables successful delivery of your business strategy with establishment of technical resources.

Support: SOA Adoption SOA Design SOA Development SOA Governance SOA Management

Capabilities: SOA Architecture Design and

CustomizationSOA Architecture Review SOA Development Leadership Tool installation, configuration

and supportEducation and Skills Transfer

Knowledge: A CoE serves to supply the expertise to the organization for SOA implementation and execution

SOA on your terms and our expertise


One Size Does Not Fit A

ll


What is the SOA Center of Excellence (CoE)

It is Not IT Governance or SOA Governance It is the Center of Adoption, Change and Vitality of

the SOA– Is Responsible for the Architecture’s

• Vitality, Viability, Compliance – Drives Adherence to Policies and Standards– Drives Adherence to Business Goals and Direction– Helps Speed Time to Market– Reduces New Technology Risk– Provides thought leadership in portfolio prioritization

It is the implementation mechanism of SOA Governance

– Directs Business Objectives to be Implemented– Members of the CoE Enforce the Governance Model– Implements the Governance Processes

The SOA Center of Excellence (CoE) is a cross-organization business and IT team that guides the process of meeting business objectives through SOA.

IBM’s Opinion: A CoE is highly desirable for implementing SOA

governance. Our experience shows that the operation of an SOA CoE:– Increases the likelihood of SOA adoption

across the enterprise– Increases the organization’s adherence to

the SOA governance model


Center of Excellence (CoE) Sample Mission Makes SOA success Someone's Responsibility

Socialize Architecture

Communicate framework, best practices, assets, patterns,

templates, recipes, methods and other blueprints

Provide Project Support

Provide direct project assistance to drive architecture and gain feedback on vitality & viability

and harvest assets

Provides Skills Transfer & Early Proof of Concepts

Identify skills gaps and create development roadmaps

Drive use of new technologies

Provide Architecture Vitality & Thought

LeadershipContinuously assess, refine and

architecture framework and supporting assets based on

internal & external influences

Promotes Asset Adoption

Manage service, service component, pattern, data re-

use processes to reduce project risk and accelerate

delivery

Conduct Architecture Reviews

Perform independent design and architecture reviews for key

applications

Provides Best Practice Policy & Procedures

Provide expert resources to accelerate delivery of critical

architecture practices

Production Support

Enable infrastructure teams toexecute on build/deploy,

tuning, and metrics reporting



SOA CoE’s Sample Roles Governance

– Implements Governance Processes– Maintains Vitality– Delivers the Communication Plan -

• Organization experience and successes

• Processes and Approaches– Enforces Compliance – Maintains Standards– Maintains Rigor

Thought Leadership– Provides New Processes – Investigates New Technology– Sets Direction/Vision– Sets Standards– Defines Rigor– Delivers Education– Mentors the Organization

Harvesting of Assets– Defines Documentation Standards– Identifies Project Level Artifacts– Generizes Project Level Artifacts– Identifies New and Updates Existing Best Practices– Provides a Artifacts Repository

Provides Expert SOA Skills and Resources– Project level SOA Leadership– Experience Development Resources– Experience Engagement Resources– Experience Best Practices Practitioners– Hands on Team Member Mentoring

Communication– Communicates the Role of the CoE– Communicates how to leverage the Architecture, How to Be compliant– Communicates Requirements for Processes

• Exception and Appeals Process• Compliance• Vitality• Communication

– Communicates Best Practices and Standards– Keeps the Organization Informed


SOA CoE can drive many SOA Initiatives – Governance – Integration (SOI)– BPM– Education– Tooling support and expertise– Reference Architecture– Service Modeling and Design (SOMA)– Legacy Application Transformation to Services – Organizational Change– Service Development

Positioned as a team of trusted advisors and SME’s to guide the SOA Journey

Leads SOA Adoption

SOA Center of Excellence


Building the SOA CoE

How to Build the SOA CoE

Inputs SOA Vision &

Principles Current Organization

Assessment Current IT

Environment Current Organization

Description Future Organization

Design Job Roles,

Responsibilities, and Competencies

Outputs CoE Mission and

Vision CoE Process

Definition CoE Job Roles,

Responsibilities, Competencies

CoE Future Organizational Design

SOA CoE Education Plan

SOA CoE Mentoring Plan

SOA CoE Transition Plan

1. Understand the

Current Environment

2. Define the CoE

Mission and Vision

3. Define CoE Roles,

Responsibilities and Mechanisms

11. Get Approval of

Sponsor and Stakeholders

5.Identify CoE

Mentoring Needs

4. Map Resources

and Mechanisms to CoE Roles

6. Identify CoE Educational

Needs

10. Create Transition

Plan

9. Define CoE

Metrics

8. Define Education

and Mentoring Plans

7. Identify CoE Processes




SOA CoE Mechanisms – Used to Implement the Responsibilities of the CoE Ensure SOA solution designs

comply with the architecture Maintain the SO Architecture Identifies new Technologies

Standards, Best Practices

Uses the SO Architecture to best satisfy the project’s needs

SOA Exec Steering Committe

Office of the Chief Architect or

Architecture Office

Project Design Authorities or Project

Team Authority

Architecture SponsorsEnterprise ArchitectsSolution Architects

SOA Board

Manager

Chief Architect

Invited SOA /EA Architects &

Leads

Business Relationship

Directors

Maintaining the authority of the SOA

Maintaining the vitality and use of the SOA

Chief Architect

Lead SOA

Architects

Business experts (on Rotation)

SOA Project Teams – Implements SOA

Projects

Set Direction Prioritise Initiatives Make Final Decisions

SOA Advisory GroupARB, PRB, Ser Ops RB

Advises Office of Chief Arch Runs Reviews Maintains Compliance

Executes Day to Day SOA Operations

SME’s. Lead SOA Architects (on

Rotation)


Typical SOA CoE Structure

Executive Steering

Committee

SOA CoE Executive Sponsor

SOA CoE Board

LOB Stakehold

ers (Business

& IT)

SOA CoE Board

Director

Business Service Analyst

Service Designer/ Developer

Project Manager

Service Tester

Service Registrar

Information Data

Modeler

Service Architect

SOA CoE Advisory

Board

Service Assemble

r

Business Service

Champion

PMO

Logical View Physical View

SOA CoE Core TeamArchitecture ReviewBoard

SOA CoE Core Team

Executive Level

SOA CoE Rotational Sub Team

Project Teams

Office of the Chief Architect

Architecture Review Board

SOA COE Rotational Sub Team Roles Examples

SOA Transition Project Office

SOA Vision Team SOA Operational Support Team

SOA KM TeamSOA Development Team

Infrastucture Team

SOA Security Team

Architecture Office

SOA BoardSOA Board Manager

SOA Development

Manager

SOA Transition Project Office

ManagerArchitect SOA Operational

Support ManagerSOA Knowledge

Manager

Bus Relationship Directors

Virtual Member of the Board

Project Management Office

Security ManagerInfrastucture Manager

Executive LevelExecutive Steering Committee

Executive Sponsor

LOB BUS&IT Portfolio

Management

Business Service

Champion (BSC)

CIO/CTO

Project Teams

Initiative Development Team 1

Initiative Development Team n

Initiative Development Team 2

IBM Engagement Executive Advisor

IBM SOA Manager Advisor

IBM SOA Architect Advisor

IBM SOA Business

Architect Advisor

IBM SOA Architect

IBM SOA Architect

IBM SOA Architect

IBM SOA Architect


Proposed CoE (Logical View)IBM recommendation is to leverage the current organizational structures and its interaction with existing governance bodies in implementing the proposed SOA CoE

Business Verticals “C” Level Execs

ITPMO Director

ISLT Executives


Application Dev. & Support

SME

EnterpriseArchitecture

SME

Service architect

Service Developers

System QA SME

Senior Director CoE

DirectorApplication

Dev. & Support

Director Enterprise Architect

CoE Leadership

Finance stakeholder

/ownerBusiness Relationship

Director

Marketing stakeholder/owner

System QA

Director

IT stakeholder/Owner

CoE Steering Committee

Service owners and stakeholdersCoE Core Team

Executive Sponsor

ServiceRegistrar

Business Service

Champion

Operations stakeholder/owner

Project specific

DirectorInfrastructure

Sr. DirectorCoE

Service Testers

Infrastructure specialist

Service security architect

Config/change mgt. specialist

Provides oversight


The recommended End State CoE (Physical View)

CoE Leadership Team

CoE Core Team

Project Specific Team

Sr Director CoE

System QA Director

Enterprise Architecture

Director

Application Development &

Support Director

Infrastructure Director

Service Stakeholders & Owners

Marketing Stakeholders/

Owners

Finance Stakeholders/

Owners

Operation Stakeholders/

Owners

IT Stakeholders/

Owners

CoE Steering Committee Executive Sponsor

Business Service ChampionISLT Executives

Business Verticals -- “C” Level &

Business ExecutiveSr Director CoE

CoE Rotational Team

System QA SMEEnterprise

Architecture Lead SME

Application Dev. & Support Lead

SME

Infrastructure Lead SME

System QA Team· Business Service

Analyst· Service Tester

Enterprise Architecture Team· Service Architect· Service Registrar

Application Dev. & Support Team· Service Developer· Service Assembler· Service Support

specialist

Infrastructure Team· Service Security

Architect· Configuration &

change management specialist

· Infrastructure Specialist

Project Team 1 Project Team 2Project Team 2

IT PMO Director

Business Relationship

Directors

Thou

ght

Lead

ersh

ip

Asset

Harvesting

Expert Skills and R

esources

Represent lines of communication, not a reporting structure

Builds on ISLT

Builds on TGB

Stra

tegi

c D

irect

ion

The recommended CoE builds on the existing IS governance structure and identifies specific roles for shared services governance

New roles

Need based rotation

Current roles at XYZ which need to be modified for SOA CoE


CoE LeadershipTeam

CoE CoreTeam

Project Specific Team

Sr Director CoE

System QADirector

EnterpriseArchitecture

Director

ApplicationDevelopment &Support Director

InfrastructureDirector

Service Stakeholders& Owners

MarketingStakeholders/

Owners

FinanceStakeholders/

Owners

OperationStakeholders/

Owners

ITStakeholders/

Owners

CoE Steering Committee ExecutiveSponsor

BusinessService

ChampionISLT Executives

Business Verticals“C” Level &BusinessExecutive

Sr Director CoE

CoE RotationalTeam

System QA SMEEnterprise

Architecture LeadSME

ApplicationArchitecture Lead

SME

InfrastructureLead SME

Security Team Business Services

Analyst Service Tester

ApplicationArchitecture Team Service Developer Service Assembler Service Support

Specialist

Infrastructure Team Service Security

Architect Configuration &

Change MgmtSpecialist

InfrastructureSpecialist

Project Team 1 Project Team 2Project Team 2

PMO Director

BusinessRelationship

Directors

EnterpriseArchitecture Team Service Architect Service Registrar

The recommended Transitional State CoE (Physical View)

Thou

ght

Lead

ersh

ip

Asset

Harvesting

Expert Skills and R

esources

Represent lines of communication, not a reporting structure

Builds on ISLT

Builds on TGB

Stra

tegi

c D

irect

ion

The recommended CoE builds on the existing IT governance structure and identifies specific roles for shared services governance

Transition Roles


The CoE roles have been mapped to the existing roles and governing bodies at XYZ

Recommended Roles XYZ current Role Recommended changes in role for CoE

None. Need to identify a senior IT executive for this role

None. Needs to provide overall direction to CoE

Key business touch point for the Business Service Champion

Draw from existing teams, based on project needs

Descriptions

Champions the SOA within XYZ and provides guidance to Steering Committee

Sr. executives from business verticals

May be a virtual member of the SOA CoE.

Subject Matter Experts from various IT domains as needed

None. They will need to champion SOA in their LoBs

Executive SponsorIT Senior Director or above

‘C’ level business executives

Business Service Champion

Senior Director or above from various business verticals

Business Relationship Directors

Sr. Director CoE

CoE Core team

IT Senior Director or aboveSr. director in IT, able to influence XYZ IT strategy

Needs to have deep understanding of business and IT. Role must be filled by an individual highly respected by both the business and IT

A linchpin role in SOA transformation. Senior Executive from business verticals

Senior Director or above from a business vertical

Manager or above from a business vertical

Managers or their team members from various IT teams


The CoE roles have been mapped to the existing roles and governing bodies at XYZ-2

Recommended Roles XYZ current Role Recommended changes in role for

CoE

None

Draw from the existing development team

Identify and define service assembler role.

Draw from infrastructure team

Train and educate the current support team to provide service support

Descriptions

Provides service support

Service ArchitectManager or similar role from EA group

Service Registrar

Service Assembler

None

Infrastructure specialist

Service Developer

Service support specialist

Owns the SOA reference architecture and provides architectural oversight during service conceptualization

Registrar to register services and maintain versioning Create a new role/train-possibly in

the EA group

Assembles services from existing services to realize new services

Draw from solution integration team

Work with service architects to identify and develop service opportunity that will enable reuse and reduce code redundancy

Responsible for provisioning of services. Establishes necessary environments for SOA development, testing and production


Draw from the support team


The CoE roles have been mapped to the existing roles and governing bodies at XYZ-3

Recommended Roles XYZ current Role Recommended changes in role for

CoE

Provide training to the the BSAs/BAs

Descriptions

Business knowledge and decomposition of business processes to identify service opportunities

Conducts unit testing of services based on functional requirements

Train and educate the current testing team


BSA/BA

Service TesterDraw from testing team

Service Security architect

Performs critical evaluation and selection of the security solution. Implements SOA security standards & processes



Configuration and change management specialist

Manages service change and versioning

Draw from infrastructure team Draw from infrastructure team


Executive SOA CoE Roles and Responsibilities

Roles Responsibilities

Executive Steering Committee

(ESC)

Comprised of executive leaders from each LOB and functional operation of the enterprise.

Provides strategic direction, goals and objectives to the SOA CoE Board. Allocates high-level funding for the SOA CoE makes final funding decisions above

identified threshold. Part time role, part of the Executive Committee’s normal work responsibilities.

Portfolio Management Committee

Manages enterprise investments in development/enhancement/conversion projects. If more than one PMC in the enterprise, a SOA CoE representative should

participate.

Business Service Champion (BSC)

A linchpin role in SOA transformation; has deep understanding of business and IT

Role must be filled by an individual highly respected by both the business and IT. Member of SOA CoE Board; represents LOBs through relationships with the BRDs.



Core SOA CoE Roles and ResponsibilitiesRoles ResponsibilitiesSOA CoE Board

Comprised of LOB and IT management representatives appointed by the ESC. Responsible for prioritization of projects/service requests and for their funding. Reports directly to Executive Sponsor and to LOB or IT management they represent Part-time role in addition to their full time roles in management. First line review/approval of exceptions and efforts above the SOA ARB’s authority.

SOA CoE Board Manager

Provides leadership and day-to-day management of SOA CoE operations. Supports SOA CoE Board in budget control and allocation of funding. Ensures that ‘virtual’ team members are on-boarded when needed. Coordinates presentation of requests from the SOA CoE Advisory Group for

modification/addition/deletion of standards and services.

SOA CoE Advisory Group/ Architecture Review Board (ARB)

First line of SOA architectural review; ensures that standards are met. Comprised of SOA CoE Board Director, BSC, Chief Service Architects, 3 Business

Relationship Directors (BRD), with rotational Business Services Analyst support. Approves service related initiatives; makes recommendations to SOA CoE Board if non-

compliant or funding requirements exceed authority level. Aligns closely with BRDs and provides guidance for SOA guidelines to enterprise.



Core SOA CoE Roles and Responsibilities (Cont’d)

Roles ResponsibilitiesBusiness Relationship Director (BRD)

Virtual member of the SOA CoE; ~3 members to serve on SOA CoE Advisory Group Key business touch point for the Business Service Champion.

SOA Chief Architect

Guides the overall definition and management of SOA. Promotes overall SOA project implementation, resulting in measurable business

benefits. Manages the Vision Team; Member of the SOA ARB; Member of the SOA Board

SOA Transition Project Office Manager

Provides SOA transition leadership and guidance to the SOA Transition PMO Team. Ensures the appropriate SOA resources are available and assigned to projects. Manages SOA project resources, Establishes and manages the SOA Architecture Management processes; actively

pursues compliance



Core SOA CoE Roles and Responsibilities (Cont’d)

Roles ResponsibilitiesSOA Development Manager

Provides SOA Development leadership and guidance to the SOA Development Team. Works with the SOA Transition PMO to ensure appropriate SOA resources are

available and assigned. Has overall ownership of the SOA project and development resources. Establishes and manages the SOA development processes; ensures alignment &

compliance to architecture.

SOA Knowledge Manager

Provides project leadership and guidance to the SOA Knowledge Team.

SOA Operational Support Manager

Provides project leadership and guidance to the SOA operational support staff. Establishes SOA operations standards, processes and tools

SOA Security Manager

Provides project leadership and guidance to the SOA security team. Establishes SOA security standards, processes, middleware, roles, and tools.

SOA Infrastructure Manager

Provides project leadership and guidance to the SOA security team. Establishes necessary environments for SOA development, testing and production Sets standards, processes, documentation for installation, configuration, and

operation



Rotational CoE Roles and ResponsibilitiesRoles ResponsibilitiesSOA Transition Project Office

Team with advanced SOA project transition and project management skills Assigns resources to projects to mentor and implement best practices.

SOA Visioning Team

Guides the overall definition and management of the SOA according to SOA vision and principles. Primary focus is on ‘the overall solution'. Works closely with both business and IT Staff across SOA teams to establish a vision for the “future state’ for SOA

solutions, and guides its implementation.

SOA Security Team Performs critical evaluation and selection of the security solution. Implements SOA security standards, processes, middleware, roles, and tools.

SOA Infrastructure Team

Performs critical evaluation and selection of the infrastructure solution. Sizes, installs, and configures common infrastructure environments. Rotational pool of support resources from existing IT departments assigned to support SOA projects.

SOA Development Team

Provides a pool of advanced SOA development skills for assignment to projects Mentors application teams and implements best practices.

SOA Knowledge Team

Performs critical evaluation and selection of the knowledge management solution. Implements and supports the KM software and hardware components. Sets standards for contributions, archival, etc. Rotational pool of support resources.

SOA Operational Support Team

Monitors and manages common infrastructure environments. Rotational pool of support resources from existing IT departments assigned to support SOA projects.



Additional CoE Roles and ResponsibilitiesRoles DescriptionsService Architects (SA)

Provide the technical foundation for the SOA CoE, supporting both application and software infrastructure design.

Manage future strategy of the SOA CoE and its platform. Develop detailed service design patterns to guide service designer-developers in the

best usage of SOA platform. Work with the BSCs to set vision and strategy for services. Serve as key members of the SOA CoE Architecture Review Team.

Business Service Analyst (BSA)

Provides deep understanding of business processes and related issues to capture requirements for services.

Brings requests for services to the SOA CoE Architecture Review Team Works with SOA CoE Core Team members to ensure compliance with architecture

and service standards. BSA role is filled by individuals with experience in multiple business units.

Service Designer/ Developer (SDD)

Finalize functional requirements and technical implementations to make services meet real-world demands for quality.

Experienced enough to adjust service functional design to meet technical requirements, such as performance, availability, scalability and recoverability.



Large South American Telecommunications Company

Case Studies


Teleco’s Need

Starting down the SOA Path Looking for direction and guidance for the Organization Create a SOA CoE to drive SOA Adoption across the

enterprise– Drive Tooling Identification and Support– Governance– Reference Architecture– Service Modeling– Development– Legacy Transformation


Pros

Cons

Centralized“We’ll take care of it for you”

Maximum control over governance and decision making process

Significantly reduces duplication of resources All LoBs benefit and SOA expertise becomes

a shared service

Severely limits LoB autonomy and flexibility May take longer to expose services and level

of customization is controlled LoBs loose control over prioritization and

associated resource deployment decisions Centralized model slows flow of knowledge

from CoE out to the LoBs

LoB building application function with CoE providing SOA development and enablement

Our recommended approach for the SOA Governance Model and CoE is a hybrid

Hybrid“We’re all in this together”

Knowledge and resources are leveraged across the organization

Uniform governance approach promotes delivery consistency through common training / methodology usage

Hybrid approach was extremely effective in Asset Management

Cultural impact of the hybrid model will take time to permeate through the organization

Requires commitment by LoBs Takes longer to establish then the

decentralized model

Centralized coordination with CoE expertise augmenting LoB execution

Decentralized“You’re on your own”

Maximum LoB autonomy and flexibility Services are highly customized to LoB Least amount of governance and

coordination required

Likely outcome no unified SOA vision bank-wide

Significant budget / resource duplication Inconsistent approach cross LoBs Sustains silo mentality Not all LoBs will benefit from SOA Service development redundancy

LOBs drive their own SOA CoEs to manage their SOA projects

GTO

CoE

IB/AM PCB IESIB/Ops

IB/AM PCB IESIB/Ops

App Dev App DevApp Dev Inf Dev

GTO

CoEIB/AM PCB IESIB/Ops

App Dev App DevApp Dev Inf Dev

GTO

IB/AM PCB IESIB/Ops

CoE CoE CoECoE

App Dev App DevApp Dev Inf. Dev


The Executive SOA CoE will have the following roles and responsibilities

SOA DNA Strategy & PMOYoav Intrator

ArchitectureStefan Puehl

Executive SOA CoE Liaison to SOA Steering Team Define Enterprise SOA Vision & Strategy Establish Enterprise Goals & Set Direction Define Enterprise SOA Governance Model Define & Maintain Enterprise SOA Ref Arch Define Enterprise SOA Standards Advocate for SOA Initiatives Enterprise SOA Education and Training SOA Tool Recommendations Enterprise SOA Communications Share Best Practices & Lessons learned Conduct SOA High Level Compliance

Reviews SOA Coaching and Mentoring


Serv

ice

Ow

ners

& S

take

hold

ers

CIO/ChiefArchitect

Enterprise

ChiefArchitect

ChileChief

ArchitectArgentina

ChiefArchitect

Peru

ChiefArchitectColombia

DevelopmentManager

Information/Data Manager

ArchitectureManager

OperationsManager

PMO Manager

SecurityManager

InfrastructureManager

BPM Manager


The Executive CoE will build the foundation and create a high level framework

The foundation and high level framework will consist of;– A Governance Model– Processes– Standards– Policies– Architecture– Training– Communication

Executive SOA COEResponsibilities: Enterprise SOA Vision and Strategy, SOA Goals and Direction


Serv

ice

Ow

ners

& S

take

hold

ers

CIO/ChiefArchitect

Enterprise

ChiefArchitect

ChileChief

ArchitectArgentina

ChiefArchitect

Peru


DevelopmentManager

Information/Data Manager

ArchitectureManager

OperationsManager

PMO Manager

SecurityManager

InfrastructureManager

BPM Manager


The Country SOA CoE will have the following roles and responsibilities. Roles

– Architects– Developers– Business Analyst– Project Management– Database Administrators– Business Process Modelers

Responsibilities– Design, Develop, Implement and Manage Country

Solutions Based on the Executive SOA CoE’s Reference Architecture, Standards, Guidelines and Processes

– Comply and adhere to the Executive SOA CoE’s Governance Model

– Provide technical assistance, thought leadership, education and mentoring to the SOA development efforts

Responsibilities– Conduct Design and Solution

Compliance Reviews – Harvest Assets and Present

Best Practices to the Executive SOA CoE

– Stop “SOA Chaos” or runaway services

Service Owners & Stakeholders

CIO/ChiefArchitect

Chile

Development

Manager

Information/DataManager

Architecture

Manager

Operations

Manager

PMOManager

SecurityManager

Infrastructure

Manager

BPMManager

ChileanCompany


CIO/ChiefArchitectArgentina

Development

Manager

Information/DataManage

r

Architecture

Manager

Operations

Manager

PMOManage

r

SecurityManage

rInfrastru

ctureManage

r

BPMManage

r

AgentineCompany


CIO/ChiefArchitectColombia

Development

Manager


Architecture

Manager

Operations

Manager

PMOManager

SecurityManager

Infrastructure

Manager

BPMManager

ColombianCompany


CIO/ChiefArchitect

PeruDevelop

mentManage

rInformation/Data

Manager

Architecture

Manager

Operations

Manager

PMOManage

r

SecurityManage

rInfrastructure

Manager

BPMManage

r

PeruvianCompany


The Executive SOA CoE will provide direction and thought leadership to the Country SOA CoE’s


Serv

ice

Owne

rs &

Sta

keho

lder

s

CIO/ChiefArchitect

Enterprise

ChiefArchitect

ChileChief

ArchitectArgentina

ChiefArchitect

Peru


Development Manager

Information/Data

Manager

Architecture Manager

OperationsManagerPMO

Manager

SecurityManager

Infrastructure Manager

BPMManager


CIO/ChiefArchitect

Chile

Development

Manager


Architecture

Manager

Operations

Manager

PMOManager

SecurityManager

Infrastructure

Manager

BPMManager

ChileanCompany


CIO/ChiefArchitectArgentina

Development

Manager

Information/DataManage

r

Architecture

Manager

Operations

Manager

PMOManage

r

SecurityManage

rInfrastru

ctureManage

r

BPMManage

r

AgentineCompany


CIO/ChiefArchitectColombia

Development

Manager


Architecture

Manager

Operations

Manager

PMOManager

SecurityManager

Infrastructure

Manager

BPMManager

ColombianCompany


CIO/ChiefArchitect

PeruDevelop

mentManage

rInformation/Data

Manager

Architecture

Manager

Operations

Manager

PMOManage

r

SecurityManage

rInfrastructure

Manager

BPMManage

r

PeruvianCompany


Identified key themes for communication strategy specific to MGB and a framework for executing the plan

SOA will improve ability to respond to MGB business needs and improve system agility, enabling improved customer experience– Standardization and reuse of services e.g. Minutes

of Use service can be leveraged across channels/applications

SOA will help reduce project delivery cycles and reduce complexity, leading to increased throughput and higher profits– Use of SOA concepts like Service Brokering, can

lead to better integration and reduced complexity SOA adoption using CoE as the umbrella organization will

aid growth of a dynamic organization– Will aid in empowerment and associate satisfaction

SOA adoption will help institutionalizing service orientation and standards, leading to higher standards of excellence– Better monitoring, improving compliance,

leveraging best practices from across the industry

Communication Meeting/task Key Messages Purpose

ISLT

/TG

B

IS M

anag

ers

IS D

irect

ors

IT P

MO

SO

A c

ore

team

Bus

ines

s pa

rtner

s

IS A

ssoc

iate

s/pr

ogra

mm

ers

US

CC

HR

Other

Freq

uenc

y

Web

site

Vid

eo

emai

lV

oice

mai

lFa

ce to

Fac

e

Bro

wn

Bag

lunc

hD

emon

stra

tion

Provide Input to Content

Task Owner

Responsible for Delivery of

Communication

USCC SOA Core team weekly meeting

Share status, Assign resources, resolve issues, approve changes

Understanding X X Neeraj

ISLT/TGB meeting

Strategic alignment. Assign priority. Allocate funds.Top level issues/Risks, Successes

Understanding X X X SOA Core team Director Director/Senior Director

The framework identified the key stakeholder, the proposed messages, message owners and feedback mechanisms

Communication Themes

Communication themes mapped to the client’s business vision and IT goals


Developed a Transition Plan that Recommended Key Elements

Manage MGB stakeholders per plan

Ramp upMGB should focus on putting the SOA program in motion

Transition Management

Building blocksMGB should have building blocks in place for governance and architecture

Sept 07 Oct 07 Nov ‘07 Dec ‘07 Jan ‘08 Feb. ‘08 Mar ‘08

Build and Operationalize a CoE

Implement Tools Like Registry and Repository

Service realizationIdentification, development and deployment of SOA services

Develop & deliver training per plan

Execute Communications Plan

Identify Pilot

Pilot Complete

Collect & Report Metrics

Define KPIs and performance measures

Communication:• focus on creating awareness about

SOA• create positive perception for

CoE/SOA

Training: • MGB needs to develop

capabilities and skills around SOA

• Leverage rapid self-study and classroom to best meet each learning requirement

Build the SOA Governance Model

Identify Tools


Identified Training Objectives, Stakeholders and a Delivery Framework and Timeline to speed the SOA Adoption

Prepare relevant users to adapt to the services oriented environment within the bank with minimal impact to essential business operations

Develop SOA skill base with in the SOA CoE and throughout the Enterprise– Development skills– Architectural Skills– Business process skills– Service modeling skills

Transform the bank from a project driven focus to a shared component focus

Strengthen the linkage between business and IT as it relates to identification and development of initiatives with a technology component to meet business goals

Training objectivesCourses Skills Taught

Sr D

irect

or C

oE

Serv

ice

Reg

istr

ar

Serv

ice

arch

itect

Bus

ines

s Se

rvic

es A

naly

st

Serv

ice

Dev

elop

er

Serv

ice

Ass

embl

er

Infr

astru

ctur

e Sp

ecia

list

Serv

ice

Supp

ort S

peci

alis

t

Serv

ice

Test

er

Serv

ice

Secu

rity

Arc

hite

ct

Con

figur

atio

n &

Cha

nge

Man

agem

ent S

peci

alis

t

Sel

f Gui

ded

Use

r Aid

ILT

CB

T

Introduction to SOA and Web Services SOA concepts and principles

x x x x x x x x x x x

Web Services concepts and technologies x x x x x x x x x x x

Shared Services Vision at USCC USCC shared services visionx x x x x x x x x x x x

Issues/challenges in the USCC environment and need of shared services

x x x x x x x x

Introductory Courses

Training Requirements Users Delivery Mechanism

Relevant courses were identified for each of the stakeholders along with the delivery mechanisms

PHASE IIIe.g. Project Manager

PHASE III

PHASE IISOA boot camp training to wider group

Business Process Management Training

Continue to roll out Phase I training as needed

PHASE IIIRole Based Training as needed

Continue to build up on Phase II training

Additional training based on SOA direction (e.g. BPM related)

Subsequent phases –Training updates

Ongoing mentoring and support

PHASE IIWider user base

2007- 08 2008+ Ongoing as projects come on board

PHASE IStart up training on CoE

Reference Architecture

Pilot specific training

SOA boot camp

SOMA training

‘Architectural Thinking’training

UsersUS Cellular to identify

2007 2009 and beyond

PHASE ISelected users

Proposed timeline


Great Success!!!


SOA Gov and SOA CoE Lessons Learned Lesson #1 – “C-level” Backing Across the Board

– SOA Governance absolutely requires buy-in and active support from the CxO level.– Lack of real “C-level” understanding, commitment, and active support for SOA leaves governance efforts impotent– CxOs can ensure that SOA stays center stage– Leadership absolutely must participate in the early stages of governance

Lesson #2 – Establish SOA Funding Model for the Long Term– there will need to be resources dedicated to SOA. – Understaffing SOA Governance or the COE as a token nod to their importance is an SOA killer .– Funding for projects must be linked to the governance processes– A creative model that rewards the LOB for serving the enterprise at large is essential .

Lesson #3 – Commitment to Roles, Responsibilities, and Resources– some dedicated SOA resources will be necessary– enable enough key resources to make governance effective.

Lesson #4 – Get the Message Out– Involve some folks (S&C) skilled in formal communication and education campaigns .– Do some SOA evangelist work– The COE’s role(s) must be understood, documented, and propagated– Collect and Publish Metrics

Lesson #5 – Be Ready for SOA– Take the time to make an impartial evaluation of readiness and start at the right level .– significant project oversight and a deep commitment to SOA aspects is required .– Involve some Change experts from the beginning


More Information Learn more about SOA Governance Download whitepapers

– Description of SOA Governance and Best Practices

– Outline of the Process– SOA Governance & CoE Implementation

Case Studies

Download Rational Method Composer SOA Governance Plug Inibm.com/soa/gov


Thank YouQuestions?

MerciGrazie

GraciasObrigad

oDank

e

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William A Brown

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