Presentation on Methodological and Organizational aspects of SOA and BPM

1. 1 SOA &BPM Methodological and Organizational aspects The annual Israeli Systems Analysts Conference 2011 Avi Rosenthal Architectures &Technologies Consultant Blog: http://avirosenthal.blogspot.com/ e-mail: avi.rosenthal@gmail.com

2. 2 Presentation Goals Understanding the methodological difference between SOA/BPM and previous paradigms Understanding current methodologies and tools positioning Understanding SOA& BPM Organizational effects Understanding why common reasons for SOA & BPM projects failure are Methodological and Organizational and not necessarily Technological

3. 3 Speaker’sQualifications 30+ years in IT SOA Consultant and thought leader Leading the SOA Forum of the Israeli Association ofInformation Processingand Lecturing on SOA and BPM Technologies and Architectures Consultant for +40 organizations. SOA Consultant and thought leader Worked for leading Analysts: Gartner,Giga Assessing software products behalf VCs

4. 4 The Facebook & Twitter Generation Revolution in Egypt, Tunisia…

5. 5 SOA/BPM Revolution in Information Systems New Paradigm different from the traditional approach New Methodologies New tools New Organizational approach and new Organizational Rules

6. 6 Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up Copyrights Avi Rosenthal 2011, all rights reserved

7. 7 Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up Copyrights Avi Rosenthal 2011, all rights reserved

8. 8 Change essence Simple non-technical Representation of Business Components by Information Systems, enabling Business Users to understand the system. Graphical Presentation Abstraction Scope: Enterprise or Virtual Enterprise and not a System Common Services for systems CrossSystemsProcesses Goals: Business& IT .Alignment, Agility , Ease of Change, Dynamic Enterprise Copyrights Avi Rosenthal 2011, All rights reserved

9. SOA 9 Business Processes Business Services Integration Enterprise Resources Data Apps. Data ERP CRM Copyright: Avi Rosenthal, 2011. all rights reserved 9

10. BPM: 4 Tiers Architecture 10 Presentation Processes BPM Applications Data

11. Service Service is the Atomic unit of Service Oriented Architecture Defined in the Enterprise or Virtual Enterprise ACoarseGrained Component Computerized Service represents a Business Service 11 Copyright: Avi Rosenthal, 2011. all rights reserved 11

12. Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up 12

13. Methodological Principles Enterprise and not a System Participation of all departments in Steering Committees, DRs etc. Identifying Systems that may use Service/Process prior to Service/Process development. Analysis focused on Enterprise and not on a Single System Participation and involvement of Business units Reuse before Development Thinking on Concrete and on Architectural levels It is easy to address the concrete level, and ignore Architectural level 13 Copyrights Avi Rosenthal, All rights reserved

14. SOA Governance 14 Policies ארכיטקטוני Architecture קונקרטי SOA/BPM Development SOA/BPM Deployment Copyrights Avi Rosenthal, all rights reserved

15. SOAPilot: The concrete level 15 High Risk Are the Services good candidates for inclusion In Enterprise Architecture? Could the Services and Processes Reused by other systems? Low SOA Pilot Low High Visibility Copyright: Avi Rosenthal, 2011 all rights reserved 15

16. Tools for SOA/BPM System Analysis UML Activity Diagrams Processes State Diagrams Events Use Case Diagrams Services,Processes SoaMLOMG’s UML extensions for SOA modeling Contextual Business Analysis Capabilities Analysis Services Future Reuse Workshops 16 Copyrights Avi Rosenthal 2011, All rights reserved

17. CMMI 17 Source: Wikipedia

18. Maturity SOA/BPM Maturity Models are based on Capability Maturity Model Integration (CMMI) No standard SOA Maturity Model Different models: Sonic, IBM, Open Group, Oracle etc. 18 Transformation to SOA/BPMis a long journey. An attempt to skip on Maturity levels is doomed to failure. Copyrights Avi Rosenthal 2011, All rights reserved

19. 19 Business View Methods Applications Architecture Application Specific Service Specific Virtualized Dynamic Sense & Respond Platform Specific Platform Specific Service Independent Infrastructure Information Management Open Group Service Integration Maturity Model – Matrix 2.1.07 – w/Management Service Foundation Levels Dynamically Re-Configurable Services Silo Services Componentized Integrated Composite Services Virtualized Services Function Oriented Service Oriented Service Oriented Service Oriented Function Oriented Service Oriented Function Oriented Application Specific Skills Technology Adoption Cultural & behavioral Transformation Human Service Bus IT Governance IT Transformation Organizational Transformation Governance & Organization Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Component Based Development Object Oriented Modeling Service Oriented Modeling Structured Analysis & Design Modules Services Process Integration via Services Dynamic Application Assembly Components Objects Process Integration via Services Monolithic Architecture Emerging SOA Grid Enabled SOA Dynamically Re-Configurable Architecture Component Architecture Layered Architecture SOA LOB wide standardized Data vocabularies Application specific data solution Flexible Data vocabularies for expansion Data vocabularies are Standards based Business Data can be shared outside the Silo. Data Subject Areas established Enterprise wide standardized Data vocabularies Platform Specific Platform Specific Technology Neutral Dynamic Sense & Respond Platform Specific Platform Specific Platform Independent Level 1 Level 4 Level 5 Level 6 Level 7 Level 3 Level 2

20. Life Cycle Management (LCM) Multiple layers LCM Service, Process, Architecture, Component Service LCMis more difficult than Change Managementof other entities, due to less predictible usage patterns Best Practices managing ServicesasProducts Multi Version Inform users about future changes 20 Copyrights Avi Rosenthal 2011, all rights reserved

21. Process Life Cycle 21 Business Process Analysis (BPA) Business Process Monitoring (BAM) Model Simulate Optimize Monitor Implement Deploy Execute Business Process Execution (BPE) 21 Copyrights Avi Rosenthal 2011, All rights reserved

22. Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up 22

23. Reuse Culture Reuseis a major benefit of SOA/BPM No Reuse without Reuse Culture Organizational aspects to change to Reuse Culture Who is rewarded? British Telecom 2001- beginning of SOA - 2009 SOA bases enterprise 14 Platforms, 3,500 Systems Reuse which is shortening Development cycle and enabling shorter Time To Market of products and Services A Developer who is developing code instead of Service Reuse may lose an Annual Bonus 23 Coptrights Avi Rosenthal 2011, All rights reserved

24. Center of Excellence (COE) One COE for SOA and BPM Plays a key role in the beginning of SOA/BPM initiative Members represent different roles: Architects, Business Systems Analysts, Business people, Developers, Integration experts etc. Center of skills and knowledge responsible for Policy, Guidelines, Architecture, Training, Requirements etc. Control conflict of interests: Enterprise vs. System 24 The Center of Excellence is leading the transformation process to SOA/BPM with support of the management team. Copyrights Avi Rosenthal 2011, All rights reserved

25. New Roles Service Librarian Innovation Expert Process Systems Analyst Significant Changes in Processes and services could lead to Organizational changes Role of manual Process expert could be obsolete 25 Organizational Changes should be postponed to advanced stages of SOA/BPM Initiative Copyrights Avi Rosenthal 2011, all rights reserved

26. Accounting Model The traditional model of all development costs attributed to the Cost/Profit Center developing the System is no more applicable Anew model of sharing development costs between developer department and future Services/Processes users is required The model may vary according to Enterprise characteristics It should address issues such as timing of payments and amount of payments by Future users 26 Without changing the Accounting model there will ne no motivation to develop Services/Processes for Reuse Copyrights Avi Rosenthal 2011, All rights reserved

27. Services/Processes Ownership Central Distributed Service/Process Developer Who is the Ownerof Servicesin thePublic Cloud? Trustand Collaborationare prerequisites for Loosely CoupledServices implementation 27 The Ownership model depends upon factors such as Geographical Distribution, Enterprise Size and the level of skills Copyrights Avi Rosenthal 2011, All rights reserved

28. Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up 28

29. 29 WhySOA initiatives failure rate is higher? ITללא Business Systems approach instead of Enterprise based Organizational aspects Project instead of Endeavour Size and Duration of the SOA Endeavour Focusing on concrete application/ infrastructure instead of Architecture Inadequate Maturity level No Reuse Culture No appropriate consulting Copyrights Avi Rosenthal 2011, All rights reserved

30. Agenda SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up 30

31. 31 Wrap-Up Enterprise focus instead of System focus Abstraction and multiple Layers Business and IT Alignment The transition to SOA/BPM is a long journey Business and IT and notIT Only. Most failures Due to Organizational and Methodological reasons and not because of Technology Copyrights Avi Rosenthal 2011, All rights reserved

32. 32 Q&A For additional information http://avirosenthal.blogspot.com/