Stephen Lowe Senior Enterprise Architect SRA International “ Governance and Business Participation: The Key Requirements for Effective SOA Deployment”

Topic Outline Governance Perspectives Business Participation Accelerators Change Enablement Business Service Project Review Revisions Outcomes

Governance Perspectives

Business Participation Accelerators

Change Enablement

Business Service Project Review Revisions

Outcomes

Intent of Governance Activities Capacity (Intellectual) Capability (Will to Act) Less More More Glossary Clearinghouse Standards Manager Transition Roadmap Risk Manager Champion External Compliance Auditor

Contribution of Governance Framework Create performance visibility across enterprise Manage from baseline Constructively channel project inertia Eliminate faulty assumptions Validate proposed solution logic Align IT competency to produce business value Accelerate OCIO business diagnostic maturity Simplify pathway to IT commoditization Optimize and extend viable service components Controls Business Value

Create performance visibility across enterprise

Manage from baseline

Constructively channel project inertia

Eliminate faulty assumptions

Validate proposed solution logic

Align IT competency to produce business value

Accelerate OCIO business diagnostic maturity

Simplify pathway to IT commoditization

Optimize and extend viable service components

SOA Governance Considerations SOA Policies (What policies to enforce?) SOA Governance Strategy and Goals (Govern What and Why?) SOA Governance Organization (Who Governs What?) Governance Processes (Govern What How?) Governance Roles and Interactions (Who Governs What How?) Governance Behavior & Reinforcement Model (What behavior and incentives?) Governance Metrics & Performance Mgt. (What metrics & SLAs support the goals and how?) Governance Implementation Process (What tools, how they integrate, and what SOA processes?) Source: www.agile-path.com Governance Management (What management processes & tools?) Define/Enforce Policies by Governance Tiers (What policies apply to which governance processes?)

Enabling Business Participation Automate Push Information Stimulate Thinking Learning Process Outcomes Form of Governance Decision Content (Business Drivers) Mode of Process Solution (Systems) Adopt Guide Restrict Service Standards Service Empowerment

Why Learning: Business Sustainability “ Wicked” qualities of the problem: No immediate corollary from which to make predictions Dynamic cognitive environment Contextual complexity Constant change Uncertain situational understanding Ambiguity and lack of clarity for decision making High cost of mistakes Shifting boundaries Untested integration and merger of solutions Develop simplified, elegant SOA solutions: Consistency and quality of emerging content Accelerated insights from diversity Domain interoperability Convergence of cognitive, cross disciplinary models Attribute value to interdependencies Elaboration of context

“ Wicked” qualities of the problem:

No immediate corollary from which to make predictions

Dynamic cognitive environment

Contextual complexity

Constant change

Uncertain situational understanding

Ambiguity and lack of clarity for decision making

High cost of mistakes

Shifting boundaries

Untested integration and merger of solutions

Develop simplified, elegant SOA solutions:

Consistency and quality of emerging content

Accelerated insights from diversity

Domain interoperability

Convergence of cognitive, cross disciplinary models

Attribute value to interdependencies

Elaboration of context

Build the Learning Organization A learning organization is not about “more training.” While training helps develop certain types of skill, a learning organization involves the development of higher levels of knowledge and skill. 4-level model attributes: Level 1- Learning facts, knowledge, processes and procedures . Applies to known situations where changes are minor. Level 2- Learning new job skills that are transferable to other situations . Applies to new situations where existing responses need to be changed. Bringing in outside expertise is a useful tool. Level 3 - Learning to adapt . Applies to more dynamic situations where the solutions need developing. Experimentation, and deriving lessons from success and failure reflect this mode of learning. Level 4 - Learning to learn . Is about innovation and creativity; designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed.

A learning organization is not about “more training.” While

training helps develop certain types of skill, a learning

organization involves the development of higher levels of

knowledge and skill. 4-level model attributes:

Level 1- Learning facts, knowledge, processes and procedures .

Applies to known situations where changes are minor.

Level 2- Learning new job skills that are transferable to other

situations .

Applies to new situations where existing responses need to be

changed. Bringing in outside expertise is a useful tool.

Level 3 - Learning to adapt . Applies to more dynamic situations

where the solutions need developing. Experimentation, and deriving

lessons from success and failure reflect this mode of learning.

Level 4 - Learning to learn . Is about innovation and creativity;

designing the future rather than merely adapting to it. This is where

assumptions are challenged and knowledge is reframed.

Understand the Hurtles “ Cannot See Change” “ Wants Change” Contentment Denial Renewal Confused Population Averages: Innovators – 3% Early Adopters – 13% Early Majority – 34% Late Majority – 37% Laggards – 13% “ 23% Threshold”

Our Frames of Reference Individuals and Institutions assume rigid thinking structures for efficient decision-making: Roles Pet Theories/Patterns of Thought Industry/Specialist Perspectives Personal Mental Models Gaps in Reasoning Dysfunctional Attitudes Emotional/Defensive Reactions Frames of Reference act as a filter on efforts to influence and persuade target groups

Individuals and Institutions assume rigid thinking structures for efficient decision-making:

Roles

Pet Theories/Patterns of Thought

Industry/Specialist Perspectives

Personal Mental Models

Gaps in Reasoning

Dysfunctional Attitudes

Emotional/Defensive Reactions

Frames of Reference act as a filter on efforts to influence and persuade target groups

Exchanging the “Old” Story for the “New” Recognize and Interrupt Old “Rut” Story Understand Nature of Old “Rut” Story Create New “Pathway” Story Listen to beliefs, assumptions, and intent in people’s stories Name and identify rut stories What are the unintended consequences of that story? What are alternative ways to view what happened in the past? Step back from the story; observe facts and inferences What are new ways of relating, thinking and acting? Influence the present and future by first disconnecting from the past!

Governance for SOA Delivery Business Owner Vesting

Framework for Lifecycle Change Plan to Design Specify to Implement Certify to Accept Deploy to Deliver

SOA Project Milestone Review Questions Strategy: When or at what stage in the lifecycle is the introduction of the SOA perspective likely to produce the desired effect? Value Proposition: What types of decisions are enabled with SOA perspective? How will this decision information impact the concept of value/benefit/cost in the system development lifecycle? Implementation: Where may the new evaluation perspective yield the greatest initial return? Where will it be the least disruptive; most disruptive? Accountability: Who owns the new actions generated by this review perspective? What means are available to align contract business partners with the new vision?

Strategy:

When or at what stage in the lifecycle is the introduction of

the SOA perspective likely to produce the desired effect?

Value Proposition:

What types of decisions are enabled with SOA perspective?

How will this decision information impact the concept of

value/benefit/cost in the system development lifecycle?

Implementation:

Where may the new evaluation perspective yield the greatest

initial return? Where will it be the least disruptive; most

disruptive?

Accountability:

Who owns the new actions generated by this review

perspective? What means are available to align contract business

partners with the new vision?

SOA Project Adoption Risk Management Issues Academic compliance policy Limited architectural alignment and validation Unable to audit requirements throughout lifecycle Status of each service asset unclear Lack of cultural integration Poor or no service profile and registry standards Sourcing management criteria is ambiguous Inability to specify and measure QoS attributes Obscure performance visibility and accountability

Academic compliance policy

Limited architectural alignment and validation

Unable to audit requirements throughout lifecycle

Status of each service asset unclear

Lack of cultural integration

Poor or no service profile and registry standards

Sourcing management criteria is ambiguous

Inability to specify and measure QoS attributes

Obscure performance visibility and accountability

Project Milestone Review Factors Business requirements traceability Deployment of business capabilities Service Information Model Satisfaction of SOA principles Deliverable template completion – Service Description and Specification Conformance to SOA Reference Architecture Components standards compliance Quality of Service defined and metrics provided – Service Level Agreement Service Registry completion Funding Expenditures for Service Development

Business requirements traceability

Deployment of business capabilities

Service Information Model

Satisfaction of SOA principles

Deliverable template completion – Service Description and Specification

Conformance to SOA Reference Architecture

Components standards compliance

Quality of Service defined and metrics provided – Service Level Agreement

Service Registry completion

Funding Expenditures for Service Development

Project Value Revision: Seven Drivers of SOA Value Alignment Develop and deploy a sustainable service-oriented review methodology , which facilitates governance decisions Demonstrate integrity and integration with all necessary systems lifecycle activities Create, publish, and accelerate adoption of new project evaluation approach and success metrics Validate and intervene to ensure business services value throughout system development lifecycle Manage organization change to enable capability maturity Codify and catalog service-oriented best practices for reuse across enterprise and partner portfolio, solution acquisition, and transition management Transition legacy solution development practices where appropriate

Develop and deploy a sustainable service-oriented review methodology , which facilitates governance decisions

Demonstrate integrity and integration with all necessary systems lifecycle activities

Create, publish, and accelerate adoption of new project evaluation approach and success metrics

Validate and intervene to ensure business services value throughout system development lifecycle

Manage organization change to enable capability maturity

Codify and catalog service-oriented best practices for reuse across enterprise and partner portfolio, solution acquisition, and transition management

Transition legacy solution development practices where appropriate

Project Milestone Review SOA Categories R – Responsible, A – Approve, P – Participate, I – Input, D – Distribute, * – Key Participant Consume Provision Enable Manage Capability Maturity Governance Capacity Installation Plan Orchestration Plan Provision Plan Implementation Plan Solution Assembly Business Improvement Plan Outputs: Quality Control Framework Service Ops/ Maint Plan Platform Design Legacy Transition Plan Enterprise/Seg. Architecture Business Requirements Business Model Inputs: P, I A, I, * P, I, D P, I, D Chief Architect A, I, D, * P, I P, I Capital Planning and Investment Control P, I I, D, * A, I, D A, I, D IT Project Management Review Board P, I A, * A, I, * A, I, * SOA Governance Board P, I, * R, A, I, * R, I, D R, I, D SOA Program Office A, I, * A, P, I, * P, I P, I Service Integration Team R, D, * A, P, I, * P, I, * P, * SOA Center of Excellence I P, I, * R, A, P, * R, A, P, * Business Architect I P, I A, P, I, * A, I, * Business Program Manager Roles:

Capability Maturity

Governance Capacity

Installation Plan

Orchestration Plan

Provision Plan

Implementation Plan

Solution Assembly

Business Improvement Plan

Quality Control Framework

Service Ops/ Maint Plan

Platform Design

Legacy Transition Plan

Enterprise/Seg. Architecture

Business Requirements

Business Model

Business Service Provisioning: Deliver Repeatable Core Competency/Capability “ Roadmap to Process Maturity” Use Process Knowledge Critical Thinking Creative Thinking Synthesis Thinking

Enterprise Outcomes Anticipated from Project Review Revisions Improved business models provide input to Service Portfolio Plan, which identifies services for the Business Process Service Layer. - Service Oriented Business Process Analysis Development of individual Project Service Portfolio Plans, where the technical and business capabilities are identified and represented as an organized collection of interdependent services. - Project Service Portfolio Planning Alignment with Enterprise Service Portfolio Plan (aspect of the Target Architecture) used to determine project congruency for each release of every project. This is supported by definition of a SOA Governance capability and then subsequent integration with the SDLC and CPIC processes. - Establish an SOA Center of Excellence Emerging set of Proof of Technology Concept projects – Systems of Systems enterprise solutions

Improved business models provide input to Service Portfolio Plan, which identifies services for the Business Process Service Layer. - Service Oriented Business Process Analysis

Development of individual Project Service Portfolio Plans, where the technical and business capabilities are identified and represented as an organized collection of interdependent services. - Project Service Portfolio Planning

Alignment with Enterprise Service Portfolio Plan (aspect of the Target Architecture) used to determine project congruency for each release of every project. This is supported by definition of a SOA Governance capability and then subsequent integration with the SDLC and CPIC processes. - Establish an SOA Center of Excellence

Emerging set of Proof of Technology Concept projects

– Systems of Systems enterprise solutions

Thank You! Stephen Lowe Senior Enterprise Architect SRA International Contact Information: 703-653-5301 Stephen_Lowe@ sra.com

Stephen Lowe

Senior Enterprise Architect

SRA International

Contact Information:

703-653-5301

Stephen_Lowe@ sra.com