Service Oriented Architecture Governance


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Service Oriented Architecture Governance

  1. 1. Innovation & Architecture Service Oriented Architecture Governance Andrew G. Weekes November 2006 Copyright © 2004 Accenture. All rights reserved. Accenture and its logo, and Accenture High Performance Delivered are trademarks of Accenture.
  2. 2. Innovation & Architecture Contents  Defining SOA Governance • SOA Governance Framework • Risks of Ungoverned SOA  SOA Business Case  Roadmap  Organization Roles & Approaches  Service Life Cycle Management Copyright © 2006 Accenture All Rights Reserved. 2
  3. 3. Innovation & Architecture Delivering SOA Adopting SOA requires re-tooling of existing disciplines across the Business and IT as well as establishing an SOA Governance function. An enterprise scale delivery capability for SOA should include all disciplines. • Service-Oriented Architecture Strategy Business requires collaboration with And Process and between several existing Governance Acumen enterprise capabilities Service • Service-Oriented Architecture, Oriented in the long term, must be Architecture developed with a broad view of business capabilities if it is to be successful Enterprise Solution Architecture Delivery • Service-Oriented Architecture will live in harmony with other architectures already in place (Batch, Client/Server, etc) Copyright © 2006 Accenture All Rights Reserved. 3
  4. 4. Innovation & Architecture Overall SOA Capability Framework An overall framework is required for SOA adoption and the development of an SOA capability. The level of impact will depend on the individual organization. While not all aspects need to be addressed at the onset, all areas are eventually required to be successful. Business Drives the need for a Strategy Service Oriented Architecture A capability is made up of people, process SOA Capability and technology SOA Governance SOA Strategy & Journey Mgmnt & Service Life Cycle Capability These disciplines are Roadmap Communication Mgmnt Development required to deliver SOA. Enterprise Business Process Acumen • SOA Governance is a Architecture Capability Process Process new discipline Blueprint Modeling Optimization Business comprised of Business Architecture and IT leadership Process Solution Delivery ensuring an SOA vision Architecture is defined and Composite Integration Custom Packaged achieved. Application Architecture Methodology & Delivery Tools Developer Support • The other existing Technology disciplines will require Architecture Operations some change to adopt SOA and ensure Information Technology Monitoring / Architecture SLA / OLA Infrastructure Reporting successful delivery. Copyright © 2006 Accenture All Rights Reserved. 4
  5. 5. Innovation & Architecture SOA Governance Defined SOA Governance is a management capability responsible for overall adoption of Service Oriented Architecture. This function ensures a strategy is established and executed in order to realize measurable benefit. At a high-level this capability is meant to: J S J F M A M J u A e O N D  Manage the journey: setting a a e a p a u l u p c o e n b r r y n y g t t v c Project 1 strategy, managing progress Project 1a Project 1b DNS Project 2 Ticketing and ensuring value is realized Project 2a Project 2b SOA Program Management Provisioning Project 3 Interoperability Project … 3a Project 1 Project 2 Project n Project 3b Roadmap Billing Inventory  Evolve the enterprise SOA Services SOA Service Definitions Repository Billing Provisioning capabilities to adopt, build and Inventory New Product support an SOA Target Architecture New Product Current Architecture  Migrate the organization from … being application-centric to Benefit Realized service-centric  Establish and manage business & technology alignment Copyright © 2006 Accenture All Rights Reserved. 5
  6. 6. Innovation & Architecture SOA Governance Capabilities SOA Governance is a new discipline and is crucial to defining SOA Capability SOA Governance SOA Strategy & Roadmap Journey Mgmnt & Service Lifecycle Mgmnt Capability Development Communication and executing an SOA Strategy. This function should contain Enterprise Architecture Busine ss Capabilit y Blueprin t Business Process Acumen Process Modelin g Process Optimiza tion both Business and Technology leadership to ensure alignment Archite cture Proces s Solution Delivery Archite cture Composite Integration Custom Packaged Applic ation and value realization. Archite Methodology & Delivery cture Tools Developer Support Techn ology Archite cture Operations Inform Monitori ation SLA / Technology ng / Archite OLA Infrastructure Reportin cture g • Develop SOA fit assessment against business strategy & priorities SOA Strategy & • Align business and technology imperatives Roadmap • Create business case and ROI model • Assess and align roadmap to Corporate project portfolio • Define the organizational approach and structure to successfully adopt SOA Journey • Manage Business stakeholder expectations Management & • Track Metrics and budget to measure progress and ensure value is achieved Communication • Communicate progress and status to executives, stakeholders, and others • Manage journey issues & risks • Define the overall service life cycle – service definition through service operations • Create service identification framework for identifying services and ensuring proper level Service Life Cycle of granularity. Management • Manage services through each phase of the life cycle • Oversee change management, service dependencies and versioning • Assess enabling infrastructure requirements (i.e. repository, dashboard) • Assess capability needs to support strategy & roadmap Capability • Evangelize the re-focus on business process definition and enterprise data modeling Development • Enhance system development methodology to support service-based development • Develop overall training approach for organization • Identify architecture enhancements required across layers to support SOA Copyright © 2006 Accenture All Rights Reserved. 6
  7. 7. Innovation & Architecture Industry Perspective on SOA Governance SOA Governance is recognized as a vital aspect of SOA across the industry. “Without an effective governance approach, “SOA is an inherently distributed approach to organizations could quickly face a rather architecture, and therefore the requirements for messy and dysfunctional situation with governance are even more critical than in more uncontrolled, ad-hoc development of services, centralized environments.“ undermining the potential benefits of SOA.” - David Sprott - The SOA Governance - Marianne Hedin - The Impact of SOA on Framework - CDBI, September 2004 the Consulting Services Market: Some High-Level Observations - IDC, Dec 2005 “Through 2008, 70 percent of IT organizations will fail to successfully select and implement an SOA “In 2006, lack of working governance strategy on the first try. These organizations must mechanisms in midsize-to-large (greater than be prepared to use software services tactically while 50 services) post-pilot SOA projects will be planning for strategic evolution of their the most common reason for project failure.” architectures.” - Paolo Malinverno - The Strategic Impact - Daryl C. Plummer - Six Missteps That Can of SOA Broadens - Gartner, Inc., Result in SOA Strategy Failure - Gartner, Inc., November 2005 June 2005 Copyright © 2006 Accenture All Rights Reserved. Accenture, its logo, and Accenture High Performance Delivered are trademarks of Accenture. 7
  8. 8. Innovation & Architecture Potential Risks with Ungoverned SOA While there are various approaches to managing SOA adoption, there are some serious risks to consider if an active SOA governance approach is not enlisted. Risk Impact The business case and value • Misalignment of Business and IT Objectives due to a lack of common proposition of SOA are not well defined goals being communicated resulting in a failure to achieve the • Opportunity Cost for not achieving the maximum ROI from SOA business value for adopting SOA The roadmap for SOA is not clearly • Loss of Momentum in making progress to achieve the long term goals of defined and the long-term execution SOA, including potential project abandonment managed resulting in a failure to • Opportunity Cost for not achieving the maximum ROI from SOA achieve the broader goals • Deterioration in Architecture and a potential increase in cost due to a lack of long term management The Service Identification process is not • Lack of Interoperability due to siloed business services standardized and Architecture reviews • Lack of Reuse due to an proliferation of single-use services and a tightly are not performed resulting in a poorly coupled & inflexible architecture defined target SOA • Unnecessary Development Expenditure due to service rework and repair Service development practices are not • Lack of Reuse due to unpredictable service quality and services not standardized and policies are not conforming to Service Level Agreements enforced resulting in poorly • Potential Loss of Revenue due to a higher frequency of service outages implemented services • Higher Support Costs due to poor service quality and higher frequency of outages Copyright © 2006 Accenture All Rights Reserved. 8
  9. 9. Innovation & Architecture Contents  Defining SOA Governance  SOA Business Case  Roadmap  Organization Roles & Approaches  Service Life Cycle Management Copyright © 2006 Accenture All Rights Reserved. 9
  10. 10. Innovation & Architecture SOA Business Case SOA adoption should be executed in the context of a business case that can demonstrate measurable value with an acceptable return on investment. High Level Business Case Development Process Target Initiatives / High Level Fit Business Case Business Priorities Assessment Development (Identified Benefits) High Level Potential SOA Capability & ROI Model Benefits & Costs Infrastructure Needs Development Assessment (Identified Costs) Business Case: ROI Model: • Describes overall scope and target value • Focuses on quantitative value levers (benefits) • Articulates both quantitative and qualitative • Estimates capability and infrastructure costs value levers • Provides the detail to support the business case • Summarizes costs and benefits (leveraging ROI • Calculates Payback Period and Net Present Model) Value Copyright © 2006 Accenture All Rights Reserved. 10
  11. 11. Innovation & Architecture Potential SOA Benefits Adopting SOA has the potential to provide a number of business benefits. The challenge is to identify the right SOA components and benefits for the given context. Quantitative SOA Scope Potential Business Benefits Value Levers Competitive Differentiation • Increased ability to identify and improve industry differentiating process steps Composite Applications Process Excellence (Establishing Business Solutions) Continuous Improvement through Better Instrumentation • Revenue Increase Business-Level Management and Visibility • Insights provided through analytics and simulation (Responding to the competitive landscape) • Improved agility and innovation to processes based on real-time • Operational Efficiency assessment of performance. Improvements New Composite Application Capability • Automated execution of target business process leveraging World Class Processes and Process Control business services (Providing market differentiation) • Unified user interface simplifying end user experience and improving efficiency Reuse & Consistent Execution Composite Applications • Service reuse across business processes, channels and product (Establishing Business Solutions) lines • Operational Efficiency SOA Foundation Business Services Layer • Consistent service execution across channels and product lines Improvements (coarse and fine-grained services) Interoperability • Increased flexibility as solutions become less dependent upon the • Cost Reduction underlying technology platform Custom, Packaged and Legacy Systems Existing Investments • Cost Avoidance (Preserving existing investments) • Leverage effort & cost already spent • Leverage business testing & knowledge invested Copyright © 2006 Accenture All Rights Reserved. 11
  12. 12. Innovation & Architecture Contents  Defining SOA Governance  SOA Business Case  Roadmap • High Level Approaches • SOA Maturity Model • Roadmap Activities & Success Criteria  Organization Roles & Approaches  Service Life Cycle Management Copyright © 2006 Accenture All Rights Reserved. 12
  13. 13. Innovation & Architecture High Level Approaches Considering their adoption drivers, organizations are focusing on building a services foundation or increasing their level of process automation. Large / Cross • Services Focus - Focused on Enterprise Realized High Business business establishing a comprehensive services Value Services Focus value foundation • Iterative Processes/Services Focus - Scope of Services ce Focused on automating individual e rvi processes while building a foundation of /S ss Medium / BU e standards-based reusable services oc Pr ti ve Itera • Processes Focus - Focused on automating select business processes without planning for a foundation of Processes Focus reusable services Small / Dept low business While a Process focus may achieve benefits in the very short term, a value joint services/process approach must be adopted in order to achieve long term success! 0% Semi 100% Automated Automated Automated Degree of process automation Copyright © 2006 Accenture All Rights Reserved. 13
  14. 14. Innovation & Architecture The SOA Capability Maturity Model The maturity model can be used to benchmark an organizations SOA capability and progress towards industrialization. Level 4 Industrialized Level 3 SOA is Architected Level 2 industrialized Deploy Enterprise Services Level 1 Tactical Bus and SOA Platform Services are part of Plan & Organize implementations the fabric of Emphasis on business • A roadmap will Organize and strategic and operations. strategize This phase, which help develop the can be iterative, will business services. Cross enterprise SOA capability The first step has to see the emergence Focus on the processes. do with of the first projects across your management (buy- based on SOA consolidation of the process and Federation. organization. in) and business principles. services needs (get Virtual enterprise • The maturity business people Start to make architecture in creating an becomes a reality. model can be involved). applications available as Web enterprise services bus. Utility and services used for planning Special attention Services. infrastructure. roadmap will be put on planning and Services start to be Design and development are Predictive IT. activities. assessing of the composed together organization to to complete a task services oriented and process Business Insight. prepare for an SOA or create business transformation and processes. oriented leveraging a set of SOA tools. Near real time and foundation process oriented. enablement. Copyright © 2006 Accenture All Rights Reserved. 14
  15. 15. Innovation & Architecture Level 1: Plan & Organize – Governance Activities SOA Strategy & Roadmap Success Factors • Establish SOA Roadmap and transition strategy • Establish and Identify Business case and ROI Model • Assess organization readiness to adopt SOA Management buy-in achieved • Identify and Align business and technology goals Business Case and ROI model Journey Management & Communication established • Achieve buy-in from business and IT management • Begin to set and manage stakeholder expectations SOA Fit Assessment performed • Assess funding options for future phases Service Life Cycle Management Business and IT Management • Establish Service Life Cycle definition including policies and procedures goals outlined, compared, and for Service Identification, Development and Deployment coordinated • Establish runtime (production) support and monitoring framework for services Organizational approach Capability Development determined and responsible • Assess IT operations readiness for SOA parties identified • Define and validate SOA Architectural Framework • Assess Process modeling, design and execution tools Service Identification and • Evaluate Web Services standards infrastructure and protocols (WS- Security and other WS-* standards) Development policies created • Establish basic patterns and design guidelines • Analyze security requirements and legacy application architecture Copyright © 2006 Accenture All Rights Reserved. 15
  16. 16. Innovation & Architecture Level 2: Tactical – Governance Activities SOA Strategy & Roadmap Success Factors  Identify tactical service implementations to support the business case and ROI objectives  Identify infrastructure and base services which will have a high level of ROI shown for selected usability implementations  Facilitate IT and Business coordination in the service identification process Service Identification and  Create SOA CoE or Core Competency Group  Capture design patterns and best practices from project groups Development processes proven and revised Journey Management & Communication  Show value of tactical implementations Initial phases of the service life  Track implementation progress while managing risks and issues cycle are verified  Verify and revise budgeting estimations  Continue to manage stakeholder expectations and maintain open communication Business processes modeled and supported by implemented Service Life Cycle Management services  Apply and revise Service life cycle management policies  Verify and revise the Service Identification policies and procedures to ensure focus on process modeling Service repository established  Verify and revise the Service Development policies and procedures based on real life experience Capability Development  Establish Service Repository  Identify and resolve overall capability gaps (tools, training, etc)  Evaluate process modeling and tool adequacy  Update training materials to be relevant with real life experiences  Prepare architecture, while focusing on the service bus, for integration with BPO. Copyright © 2006 Accenture All Rights Reserved. 16
  17. 17. Innovation & Architecture Level 3: Architected – Governance Activities SOA Strategy & Roadmap Success Factors  Track progress and ensure alignment of business and IT objectives  Verify ROI model and business case  Identify more complex business process to implement with the support Design and development are of the growing services foundation services oriented and process oriented leveraging a Journey Management & Communication comprehensive set of tools  Revise budgeting as needed to optimize costs  Assist identification of processes and business domains that could benefit the most from SOA Enterprise service bus is created  Increase SOA awareness in IT & business through communication and and/or optimized training Service portfolio expanded and Service Life Cycle Management with many new services in the  Apply and revise Service life cycle management policies  Apply and revise the Service Identification policies and procedures to repository ensure focus on process modeling  Begin to shape services support organization (effective monitoring and Service life cycle management response) efficient and stabilized Capability Development  Ensure new applications are service-oriented Service reuse and ROI are  Ensure compliance with application and interoperability standards realized  Ensure existing code can be adapted to suit new business requirements  Begin to integrate BPO and BAM Copyright © 2006 Accenture All Rights Reserved. 17
  18. 18. Innovation & Architecture Level 4: Industrialized – Governance Activities SOA Strategy & Roadmap Success Factors  Shift strategy to maintaining a high quality architecture  Establish SOA as standard practice  Define and meet business oriented performance metrics New and existing business processes are modeled with Journey Management & Communication SOA in mind and supported by  Reach out to business domains who are not fully utilizing the services implemented services fabric and communicate the realized benefits of SOA  Show the value of BAM enabling executives to take real time resource allocation decisions Efficient business process  Increase SOA awareness enterprise-wide through communication and implementation due to IT training operational efficiency and service fabric Service Life Cycle Management  Ensure good visibility of services to maintain a high level of reuse IT and Business management  Establish and enforce security policies for identity management become truly service-oriented  Maintain high performance service execution environment through actively monitoring and reporting on QoS & SLA metrics Cross domain processes are  Track service dependencies and actively manage service versioning and changes supported by implemented services Capability Development  Actively monitor the service delivery infrastructure and ensure high availability with proper failover and capacity planning  Identify new tools to enhance productivity  Fully implement BAM to report real-time process evolution. Copyright © 2006 Accenture All Rights Reserved. 18
  19. 19. Innovation & Architecture Contents  Defining SOA Governance  SOA Business Case  Roadmap  Organization Roles & Approaches  Service Life Cycle Management Copyright © 2006 Accenture All Rights Reserved. 19
  20. 20. Innovation & Architecture Organization Approach There is no single “right” organization structure to support SOA adoption, but rather a range of options and some considerations for selection. Centralized / CoE SOA Program Decentralized • Architecture & Technology • Architecture & Technology • Architecture & Technology Standards Standards Standards • Capability Development • Capability Development • Capability Development • SOA Program Management • SOA Program Management • Service Life Cycle • Service Life Cycle Centralized Functions Distributed Functions Management Management • Service Design • Service Life Cycle • Service Development Management • SOA Infrastructure Support • Production Operations • Service Design • Service Design • Service Development • Service Development • SOA Infrastructure Support • SOA Infrastructure Support • Production Operations • Production Operations • Project Management • Project Management • Project Management Copyright © 2006 Accenture All Rights Reserved. 20
  21. 21. Innovation & Architecture Typical Roles While each organization will have a specific approach there are some typical roles when adopting SOA. Most are extensions of existing roles with new SOA specific responsibilities. SOA Governance Program Manager Consulting Architect IT Leader Business Leader Plans and manages overall Defines overall architecture Provides IT leadership to Provides business service portfolio and direction, ensures alignment. manage risks and ensure leadership to manage risks capability. success. and ensure success. Enterprise Business Process Acumen Architecture Business Analyst Business Stakeholder Business / IT Liaison Enterprise Architect Defines processes, functions, Ensures alignment of project with Manages Business / IT Manages the overall To-Be rules and requirements. Business direction. relationship, acts as go between. architecture blueprint Solution Delivery Process Architect Project Manager Requirements Analyst Solutions Designer Analyze, decompose and Ensures design is aligned with Defines system requirements, Identifies and specifies logical model business processes architecture and standards. scope and functionality service meeting requirements. Technical Designer Solution Architect Developer Data Architect Defines implementation details: Defines overall solution arch Builds and conducts component Defines logical data entities, performance, reliability, scalability ensuring enterprise alignment. testing of service software. attributes and relationships. Operations Technical Architect Tools & Environment Operator Contract Manager Defines enterprise standards, Maintains development and Monitors usage, performance Negotiates contracts, manages designs supporting testing tools and environments. and service level agreements. vendor relationships. infrastructure Copyright © 2006 Accenture All Rights Reserved. 21
  22. 22. Innovation & Architecture Client Example – Organization & Responsibilities  Define SOA Governance  Approve governance Model decisions  Set overall direction  Resolve escalation issues  Make prioritization decisions SOA Governance Organization  Identify SOA Fit  Identify reuse opportunities SOA Steering Committee  Identify new service  Identify service adoption LOB LOB LOB opportunities opportunities  Assist service design  Identify new service creation Central SOA Arch Group Service Arch & Advisory  Define service scope opportunities Team (business relevance of  Define service standards design)  Update EA Technical  Design service Blueprint specification with SOA evolution  Perform reviews of service  Metrics collection Communicate Educate design  Define service “sunset” and Supports  Validate production versioning strategy readiness of services Functional Analysts Service Development Team  Define service functional  Design & modify services capabilities  Build services  Map initial usage of existing  Perform service code reviews services  Test Services Copyright © 2006 Accenture All Rights Reserved. 22
  23. 23. Innovation & Architecture Contents  Defining SOA Governance  SOA Business Case  Roadmap  Organization Roles & Approaches  Service Life Cycle Management Copyright © 2006 Accenture All Rights Reserved. 23
  24. 24. Innovation & Architecture Service Life Cycle Management Overview Identification & Development & Publish & Discover & Definition Testing Deploy Manage What is the Service Life Cycle?  A model for describing the key activities and management tasks associated with the different phases of the life of a business service, from analysis and design to production support  The life cycle of a single service is not iterative, but as you move through the life cycle the process should be updated and refined based on actual project experiences. What is Service Life Cycle Management?  Service Life Cycle management is the area of SOA governance directly related to the creation and management of Services as corporate assets Why is Service Life Cycle Management important?  Active Service Life Cycle Management ensures the evolution of a strong services foundation on which to industrialize SOA within your enterprise  The distributed and loosely coupled nature of SOA makes it difficult to identify and manage dependencies, which necessitates a more comprehensive approach to change management  Service Life Cycle Management requires the management of additional artifacts in addition to the actual service implementation as in the traditional Software Development Life Cycle. Copyright © 2006 Accenture All Rights Reserved. 24
  25. 25. Innovation & Architecture Principles of Life Cycle Management It is important to have guiding principles to be successful in your approach to Service Life Cycle Management. The principles below outline our approach:  Traceability - Services should be visible throughout life cycle, from business perspective to deployed software service  Managed - Services should be managed as an asset throughout the life cycle with established and consistently enforced policies  Application-Neutral - Concept of SOA is applicable to all classes of interoperability  Agile Process - The SOA is never finished or stable and should allow for the flexibility of dynamic process recomposition  Federated Process - The SOA is a collaboration of independent components that provide services according to contractual obligations Copyright © 2006 Accenture All Rights Reserved. 25
  26. 26. Innovation & Architecture Accenture’s Service Identification Framework (SIF) Business Requirements SIF Characteristics • Includes realization planning Business Architecture • Structured approach for considerations identifying services • Structured according to Business Organization Organisation and Governance • Follows our EA business driven Domain and service hierarchy approach • Provides granularity considerations Business Process Architecture • Focuses on business services • Enabled by underlying IT/ • Based on best practices infrastructure services Service Identification Identify Identify Identify Identify Business Business Common Business Domains Processes Functionality Services Service Definition Analyse Identify Identify Existing Application Component Applications Patterns Services Technical Requirements Service Identification Framework Technical Architecture Information & Application Identification Definition Implementation Architecture Infrastructure Copyright © 2006 Accenture All Rights Reserved. 26