Maximizing the Success of Your Enterprise Service- Oriented ...

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Maximizing the Success of Your Enterprise Service- Oriented ...

  1. 1. Maximizing the Success of Your Enterprise Service- Oriented Architecture Project Tuesday, September 18th, 2007
  2. 2. Maximizing the Success of Your Enterprise Service-Oriented Architecture Project Mike McKeough Director, SAP NetWeaver practice National Competency Center SAP Consulting September 18th, 2007
  3. 3. From Operational Excellence to Business Agility Business Agility + Operational Excellence Integrated Enterprise Business as a Network Enterprise Resource Planning Business Process Platform 1990s 2000s 2010s SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 3
  4. 4. eSOA Challenges Leveraging an Enterprise Architecture Customer Success Story: Cardinal Health Recommendations/Q&A
  5. 5. Maximizing the Success of Your Enterprise Service-Oriented Architecture Project Sandra Rogers SOA Program Director IDC September 18th, 2007
  6. 6. Maximizing the Success of Your Enterprise Service-Oriented Architecture Project SAP Services Webcast September 18, 2007 Sandra Rogers, IDC Program Director, SOA, Web Services, and Integration Copyright 2007 IDC. Reproduction is forbidden unless authorized. All rights reserved.
  7. 7. Overarching IT Issues Complexity: Simplify my environment Manage change and complexity of business and systems environments Standardize and support more timely dynamic processing Leverage centralized and 3rd party platforms Manage migrations and upgrades Speed to market Cost: Take out the inefficiencies Budget, resource, and skill-set constraints Leverage varied sourcing models Balance long-term and strategic enterprise efforts vs. tactical needs Compliance: Make it easier to address Business responsibility and IT “Governance”: discipline, accountability, controls, monitoring, quality, consistency Security diversions © 2007 IDC
  8. 8. Need for a More Holistic Enterprise Architecture Q. What is your organization's approach to defining architecture? Need for more 40% structure and 35% coordination 30% …yet 25% flexibility at 20% varied levels of 15% for specific 10% implementations 5% 0% Enterprise Business Domain Specific Application Need for: Formal, temporary project team or committee -Reference Formal, permanent committee Architecture Informal, temporary, ad hoc group -Enterprise Informal, uncoordinated Models Done solely by a single individual Don't know -Governance Program Source: IDC’s Developer Collaborative N=2382; Worldwide; Multiple IT Roles © 2007 IDC
  9. 9. A Focus on Service Oriented Architecture Solve the integration complexity problem Provide flexibility and agility to address changing business requirements Lower cost and time to market via reuse Create an infrastructure to enforce business and IT governance Support a dynamic, real-time computing environment Drive new business models and revenue streams © 2007 IDC
  10. 10. Managing at a Level of Abstraction Virtualization away from physical constraints and dependencies Configuration versus code Model-based policies (contracts) Standards for interoperability and business semantics Services represent business elements and functions Autonomous services, used as needed Flexible levels of granularity Dynamic levels of processing Process and Event-based to address varied business scenarios and system participants Implicit Information Coherence Metadata and Information Models © 2007 IDC
  11. 11. SOA Adoption Moving from Technology to Methodology Strategic Governance — policies Business — ownership, incentives Top down IT – monitoring, Management Architecture — patterns, principles, practices Lifecycle — processes SOA Foundation = Infrastructure Models & methods Development skills & techniques Bottom up Proof of concepts Web services Opportunistic Tools & technologies © 2007 IDC
  12. 12. Top Drivers and Inhibitors of SOA Top reasons your organization is adopting or planning to adopt SOA (Top 3 of 12 options shown) Internal integration Create reusable modular code Adjust more readily to changing business needs 0% 10% 20% 30% 40% 50% Primary inhibitors to your organization's adoption of SOA (Top 3 of 12 options shown) Lack of knowledgeable, skilled IT staff and resources Other critical business and IT priorities to address Overcoming organizational behaviors Source: IDC's Software Developer Network Survey, 2007 0% 10% 20% 30% 40% 50% n=114; User organizations; IT professionals; Document #306730 © 2007 IDC
  13. 13. SOA … Changing Technology Dimensions Building levels of complexity Increasing volume of services and associated artifacts Multiple configurations and service interdependencies Interoperation of varied systems that need to share context Varied levels of granularity at which to apply versioning and change management Need for integrated visibility and oversight Track and provide others with information on what is available for use and outline the rules of engagement Verify proper policies are adopted, configured, and enforced when provisioning and using services across processes Assure consistency in design and reinforcement of best-practices © 2007 IDC
  14. 14. Building Up Expertise and Support SOA Architecture Teams and COEs Enterprise SOA Adoption and Use of Centralized SOA Team Those with more extensive deployments have in place and are leveraging centralized SOA architecture teams enterprise-wide New and changing roles and responsibilities Changing funding models Greater business involvement Just a starting point for many n=459; IT Directors and above; Large organizations Source: IDC's SOA Adoption Study, 2006 © 2007 IDC
  15. 15. Morphing Business and IT Goals Corporate Business IT/Service Reference Processes Strategy Architecture Blueprints Architecture & Policies Conceptual Logical Physical Managed Address enterprise vs. application architecture Create a strategic foundation of capabilities Support incremental implementation and transformation Address both business and IT perspectives Implementation Information & Project & Svc Lifecycle Strategy Process Design Portfolio Mgt Mgt Conceptual Logical Physical Managed © 2007 IDC
  16. 16. SOA … Changing Business Dynamics Impacting the business of IT and the overall enterprise Determining priorities, aligning to business goals Organizational structure, funding models, behavior modification Roles and skill sets, process and information stewardship Processes and procedures, contracts and trust agreements Business process understanding, definition, and innovation Measurements and metrics © 2007 IDC
  17. 17. SOA Governance Providing Structure for an Open Environment IT vs. SOA Governance Complementary and integrated endeavors Portfolio rationalization, prioritization and funding support Embracing services with a “product oriented” vision Roles and Responsibilities Organizational structures and assignments Service and process ownership & management, review boards, COEs, …. discrete and aggregate/composite perspectives, incentive programs New infrastructure to be managed Extended teams throughout enterprise … and beyond Consistency, Standards, and Goals Common framework, standards, schemas, processes, models Monitoring and reinforcement; Aligning KPIs & SLAs © 2007 IDC
  18. 18. Services Governance Services Governance Service portfolio planning/discovery, design, and management Metadata management – cataloging, registry/repository mgt Contract management, accountability framework Service Lifecycle Management Design through retirement Change mgt, versioning, notification policies and procedures, dependency tracking and change impact analyses ‘Back to the basics’ of quality and structured systems development Integrated Runtime Infrastructure and Support Policy configuration and enforcement- service management, identity and access, capacity planning, performance, audit, etc. Managing and monitoring service behaviors © 2007 IDC
  19. 19. A Few Words of Wisdom … View SOA as part of an evolving enterprise architecture program; Regularly assess and modify methodologies & guidelines Create/augment a strong governance model; Establish and define responsibilities “Architect globally, Implement locally” - Focus on an initial project for a defined user community with measurable business goals Provide tools that facilitate visualization & collaboration to garner acceptance and facilitate adoption across the enterprise Establish a ‘Center of Excellence’ with both business and IT stakeholders Identify a SOA champion; Obtain and showcase leadership support; Address stakeholder incentives to support a shared & trusted environment Focus services on the design of the business (not technology) Value of SOA technologies are tied to how well they are integrated; Prepare to scale; Target an adequate cross-system simulation EXPECT, PREPARE FOR, and EMBRACE CHANGE © 2007 IDC 19
  20. 20. Maximizing the Success of Your Enterprise Service-Oriented Architecture Project Sascha Kuhlmann Practice Manager, Enterprise Architecture National Competency Center SAP Consulting September 18th, 2007
  21. 21. eSOA is Not Just Technology it is the New Way for Business & IT Alignment How can I measure Success of my SOA Initiative? How can I run a Where should I SOA efficiently, start? Making a reliable, secure difference & scalable? How to develop What is the and deploy impact on my IT Services & Organization? Composites How do I design Services that are reusable? SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 21
  22. 22. eSOA Architecture SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 22
  23. 23. Benefits of Enterprise Architecture for an eSOA Initiative It helps an organization achieve its business strategy Without understanding business, application and technical architecture, a business doesn’t know what it has or doesn’t have Mapping of Business Metrics & KPI’s to Processes Identify the ‘weak link’ in the process chain Prioritize eSOA Projects by Business relevance Identify areas of reusability Having a complete Process decomposition helps identifying potential areas of Reuse. Business Capability Maps enable reuse of Services More reliability and security, less risk EA provides clear traceability between business processes, data, user roles, applications and infrastructure SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 23
  24. 24. What is Missing in the Traditional EA Frameworks? TWO CRITICAL FEATURES ARE MISSING IN TRADITIONAL ENTERPRISE ARCHITECTURE A clear definition of process A clear definition of terms Accelerated timelines Practical guidance Packaged Comprehensive Best Practices Enterprise Applications description Enterprise An explicit Metamodel A clear transition Service between Enterprise Architecture Oriented Robust and mature and Solution delivery Architecture reference models A complete Templates, concrete delivery tool examples and an applied case study Fully packaged toolset incl. methodology SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 24
  25. 25. SAP Enterprise Architecture Framework: Overview SAP Enterprise Architecture Resource Base Framework extensions Extensions Usage Guidelines SAP Business Framework Reference Models Architecture extensions Content Development Metamodel Method SAP Technology Templates, Examples and Case Reference Models Studies SAP Mapping Extensions SAP SAP Tooling Extensions Extensions SAP Content SAP Implementation EA Modelling Tools Tools Tools TOGAF TOGAF TOGAF Architecture Resource Foundation Development Base Method SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 25
  26. 26. eSOA Organization and Governance SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 26
  27. 27. Enterprise SOA Requires Discipline There is a need for a coherent delivery model to ensure the success of Enterprise SOA. Enterprise SOA enables you to: The Plan Deploy new capabilities rapidly Remove the point-to-point connections between applications Deliver encapsulated services providing clearly defined capabilities Maximise reuse of these services Enterprise SOA needs : Control and governance in the ES deployment Clear understanding of business requirements and current architecture To avoid this Integrated solutions across the organisation Without these, there are some serious risks: Rapid increase in uncontrolled services that rapidly spin out of control Duplicated capabilities across services Gaps, unforeseen errors and data integrity issues SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 27
  28. 28. Enterprise SOA Governance The Safeguard to Enterprise SOA Managing Governance Community Organi- Skillsets Proce- zation dures Product CDG Outward CAG CDG Governance Service Design GDT- In ES PIC 0 PIC 1 PIC 3 PIC Repos. Decision on Raw GDT PIC Final Imple- service cut design review design mentation Toolset & Lifecycle Mgmt. Design & Modeling Methodology SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 28
  29. 29. Organizational Planning & Governance for Enterprise SOA Objective of the service is to align the customer’s organization and governance processes and structure to its enterprise SOA strategy. Enterprise SOA- Enterprise SOA aligned skill Center of portfolio Excellence Transformation program … … … … … Enterprise SOA- aligned processes 1. 2. Change goals analysis) CM* starting point (CM* Definition of CM* … … … … 3. management Definition of interest groups inc. governance 4. … plan … … … Ensure/safeguard the realization of expected benefits of an enterprise SOA strategy. SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 29
  30. 30. Enterprise Services Repository – ESR Lifecycle Support of SOA-based Applications The Enterprise Services Repository is the central repository in which service interfaces and enterprise services are Analyzes business requirements modeled and the corresponding metadata is managed Identify needed business objects, services, throughout the life cycle. and views Design and model Discover available enterprise business objects (BOs) services in ESR for reuse Implement new business Identify missing services logic for new business logic Model and build UIs Create new services reusing existing assets and publish to ESR Manage change and maintain version (governance) Monitor service Compose views by execution (e.g. performance, reusing implemented availability, process progress, services and BO's events) Compose and orchestrate services and views to form new business process Package and deploy application Configure runtime (adapt to IT landscape) Test and validate application Execute application SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 30
  31. 31. Co-Design and Best Practices via ES Community SAP Build License to 3rd party to build SOA Best Practices Contribute to Whitepaper Product industry forums CDG Implementation CAG Outward Other guidelines CDG Other Enterprise Service Enterprise SOA Definitions Specifications Interface schema ES Definitions Service operation Connection Protocol Other Other SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 31
  32. 32. eSOA Development SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 32
  33. 33. SOA Development: is SOA like Lego? SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 33
  34. 34. Enterprise SOA Harmonized Data Model Based on Business Semantics Core 10% Effort 20% Business Semantics Context 90% Effort 80% CRM SRM Harmonized Data Model ERP SCM PLM SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 34
  35. 35. Faster Innovation Without Disruption for the Business Suite 2006/2007 2007/2008 Enhancement Packages Enhancement Packages based evolution based evolution pioneered by ERP extended to the Suite Composite Applications New composition environment EhP EhP EhP EhP SAP Business Suite EhP EhP PLM based on SCM SAP NetWeaver ERP – Service-enabled SRM – Stable core CRM – Switch framework SAP NetWeaver Enterprise SOA by Evolution EhP = Enhancement Packages SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 35
  36. 36. SOA Development Start with the Process and End with the Process Business Requirements Composition Scenarios Composite Process Process Components Services Registry Service Discovery SOA Global Data Types Development Expose Functionality Governance Provide Service Proxy Proxy Implementation Service Implementation SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 36
  37. 37. SOA Development Start with the Process and End with the Process Business Requirements Composition Scenarios Composite Process Process Components Services Registry Service Discovery SOA Global Data Types Development Expose Functionality Governance Provide Service Proxy Proxy Implementation Service Implementation SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 37
  38. 38. How to successfully adopt eSOA Make a difference to the Business in order to promote eSOA in your company Drive eSOA Project discovery top-down from the business Measure the success of your SOA Projects by business Metrics Improve your delivery speed Define a strong and coherent Governance Model People – build the right Organization and skill set Processes – agree on a tight Software Lifecycle management Policies – develop Service Level Agreements Collaborate with Customers, Partners & Vendors Enterprise Services revealing their true power with semantic alignment Composite Application Development is about speed Easy consumption of Services Model vs. code Service Provisioning is about standardization Common agreement on Naming Conventions Usage of Patterns Application & alignment of Business Semantics SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 38
  39. 39. Maximizing the Success of Your Enterprise Service-Oriented Architecture Project Brent Stutz Director of Enterprise Architecture Cardinal Health September 18th, 2007
  40. 40. SOA direction at Cardinal prior to SAP (2004/2005) Cardinal started to work on a SOA strategy and governance model back in 2004 prior to our decision to move towards an SAP solution SOA Governance Define what should be governed Service Contracts and adherence to contracts Design time governance (which tools to use for what) Logical Data Model – Meta Model Business Process Model Define required roles and responsibilities Enterprise Architect Project/Domain Architect Service Designer (Provider) Developer Business Analyst (Consumer) Proposed organization changes Evaluate potential organization models Adopt the model that fits your organization Change Management and communications is key SAP AG 2007, Maximizing the Success of Your eSOA Project Slide 40

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