SOA Methodologies in Practice Sandeep Purao , Ph.D. Associate Professor of IST Enterprise Informatics and Integration Center Standards Interest Group, Socio-technical Systems Lab

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Services everywhere … SSME SOA SOC Web Services Methods Tools Co-creation Governance Systems Integration Service Economy Consulting Services Service Networks BPM Service Ecosystem

SOA Service-Oriented Architecture (SOA) is an architectural style for solution architects to create and manage new value added solutions by leveraging various solution artifacts such as business processes, services, packaged applications, and manageable attributes throughout their lifecycle. (IBM, July 2008)

Service-Oriented Architecture (SOA) is an architectural style for solution architects to create and manage new value added solutions by leveraging various solution artifacts such as business processes, services, packaged applications, and manageable attributes throughout their lifecycle.

SOA Principles SOA is a “durable” change in application architecture The system must be Modular Modules must be Distributable The modules must have clearly defined Interfaces Modules that implement the service must be Swappable The modules must be Shareable (Gartner, January 2008)

SOA is a “durable” change in application architecture

The system must be Modular

Modules must be Distributable

The modules must have clearly defined Interfaces

Modules that implement the service must be Swappable

The modules must be Shareable

Hype Cycle: Integration (Gartner, Late 2007)

SOA ++ EDA A sub-style of SOA Event notifications Complex event processing WOA A means of implementing SOA URIs, formats and protocols Core and Extended Service Layers WS and WS* (Gartner, Late 2008)

EDA

A sub-style of SOA

Event notifications

Complex event processing

WOA

A means of implementing SOA

URIs, formats and protocols

Core and Extended Service Layers

WS and WS*

Hype Cycle: WS Standards (Gartner, Late 2007)

An Example Alter’s Service System Fundamentals Argues for a unified view: “service systems are work systems” Suggested ‘representation styles’ for services, e.g. Work system snapshot consisting of Customer, Services, Processes, Participants, Information and Technologies Contrasting WSLC against SDLC emphasizing reuse yet several unanticipated interventions (Alter 2008)

Alter’s Service System Fundamentals

Argues for a unified view: “service systems are work systems”

Suggested ‘representation styles’ for services, e.g. Work system snapshot consisting of

Customer, Services, Processes, Participants, Information and Technologies

Contrasting WSLC against SDLC emphasizing reuse yet several unanticipated interventions

Another example Rouse’s Service Value Networks Actors: consumers, service providers, enablers and auxiliary enablers Applications in several domains including healthcare Complexity computations extending Shannon’s entropy Analytical possibilities following economic and industrial engineering perspectives (Basole and Rouse 2008)

Rouse’s Service Value Networks

Actors: consumers, service providers, enablers and auxiliary enablers

Applications in several domains including healthcare

Complexity computations extending Shannon’s entropy

Analytical possibilities following economic and industrial engineering perspectives

Our own ongoing work Designing and Monitoring With Robinson and Jain Harvesting services from legacy applications Capturing service interaction protocols Goal-based monitoring Feedback to suggest evolution possibilities

Designing and Monitoring

With Robinson and Jain

Harvesting services from legacy applications

Capturing service interaction protocols

Goal-based monitoring

Feedback to suggest evolution possibilities

A few problems A selective list based on anecdotal data / observations Focus on technology Business-IT relationship A problem of scale An ‘all-or-nothing’ proposition Do we know ‘how-to’ Transition plan Governance concerns Three Vendors ->

A selective list based on anecdotal data / observations

Focus on technology

Business-IT relationship

A problem of scale

An ‘all-or-nothing’ proposition

Do we know ‘how-to’

Transition plan

Governance concerns

The IBM View UML-based Meta-model Meta-model includes KPI, NFR, Goals, Processes © IBM

The IBM View Implemented with Rational New Stereotypes © IBM

The IBM View Impact Diagram Graph- based Analysis © IBM

The CSC View Services as Interfaces to Components Recognizes Business and Technical Services © CSC

The CSC View Kinds of Services Recognizes Manual and Automated Components and Services © CSC

The CSC View Network of Components Allows Creation of Graph-like Structures © CSC Proprietary

The CSC View Kinds of Services Can be Extended © CSC

The CSC View Patterns (known usage modes) Allows Linkages © CSC Proprietary

The Fujitsu View One state should be one service Service architecture quoted Service bus ordered fulfilled shipped Order billed © Fujitsu Quote service Order Processing service Logistics service Delivery service Billing service

The Fujitsu View Quality Checksheet Bill Order service Quote service Logistics service Delivery service Service architecture Service bus Quality Checklist Created Quality Report Produced issued collected created Billing service Analysis remains focused on the management data and the state transitions. Nothing about “systems” and “processes” yet © Fujitsu Quality Checklist Service Bill Creation Service Quality Report Service Bill issue service Bill Collection service

The Fujitsu View © Fujitsu Interactions among services specified Service bus Quote service Order service Logistics service Delivery service Billing service Bill Collection service Bill Creation service Bill Issue service

Assessment Analogs systems development methods process reengineering methods asset-based/reuse-based methods governance approaches

Analogs

systems development methods

process reengineering methods

asset-based/reuse-based methods

governance approaches

Implications Partner and Tool selection Role of technology Organizational resource commitment Problem selection and level of analysis Modeling / formalization Intervention based research efforts Case studies Models and Simulation

Partner and Tool selection

Role of technology

Organizational resource commitment

Problem selection and level of analysis

Modeling / formalization

Intervention based research efforts

Case studies

Models and Simulation

Q+A This Presentation College of IST + EI 2 Center Collaborations Penn State Football [email_address]

This Presentation

College of IST + EI 2 Center

Collaborations

Penn State Football

[email_address]