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  • SOAIW Education Review Relevant SOA and Business Integration Concepts & Technology (60 Min) (SOA Trends, Concepts, IBM’s SOA Reference Architecture, Technologies, Standards, Practices, Use Cases..) Bus.Benefits focus 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • ** Main point: SOA builds up previous integration techniques but does not replace them The desire to make IT more flexible is not new. Indeed, it is as old as the IT industry itself. Each of these integration techniques has its place and is appropriate for handling certain situations. IBM has experience and history in all of these steps. Messaging backbones and point-to-point connectivity work great for direct application to application connection. They support high throughput and are comparatively simple to create and deploy. But they work best when you’ve got a fairly small number of connection points that don’t change very much if at all. Enterprise Application Integration is a hub-and-spoke integration design. This kind of system relies on adapters to connect applications and data sources to a central hub. This kind of design works well when you’ve got a larger number of end-points and when they change more frequently. When you add an endpoint or change how the endpoint connects, all you need to do is change one of the adapters rather than the connections to all the other endpoints. The downside of this is that this doesn’t support high throughput very well and the communications standards are usually proprietary and less interoperable. SOA blends the best of all these concepts into one new architecture giving users capabilities that they’ve never had before. But it’s important to recognize that SOA is not the end of the road either, It’s the next step in the evolution of flexible infrastructures. This evolution will continue into the future.
  • **Main point: Business flexibility requires IT flexibility. IT flexibility is very difficult and expensive with today’s systems that look like the diagram. So now that we’ve talked about the need for flexibility and reuse, let’s look at some of the barriers that sometimes prevent companies from getting to where they want to be. Again, let’s emphasize that the business can only be as flexible as the IT systems that support it. On the right, you’ll see an actual application architecture for a consumer electronics company. Current approaches to IT architecture do not support these drivers The text on the left all has to do with IT infrastructure that has grown bit by bit, over the years to handle focused issues with no recognizable roadmap. Linkages between pieces of this infrastructure tend to be inflexible and very difficult, expensive, and time-consuming to change.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • In 2004, as part of its e-business on demand focus IBM published the results of a global survey of CEOs to rank the issues that mattered most to them. Near the top of the list of CEO frustrations ranked that of business responsiveness. Indeed, seventy-five percent of CEOs placed a high or very high priority on finding more effective ways to get their businesses to respond more rapidly to new opportunities and competitive threats. Only 1 in 10 CEOs believed that their organization had the ability to be as responsive to changing market conditions as they needed to be. This report was further backed up by an Economist Intelligence Unit survey that uncovered that "60% of business executives say IT will be a competitive weapon in the future while 80% say IT is of central importance to their organization’s ability to adapt to changes” Details regarding the IBM survey: http://www-03.ibm.com/industries/financialservices/doc/content/news/newsletter/1017348103.html Responsiveness: the new key competence "We must improve our listening to our customers — by really hearing what they are telling us — and then having the ability to respond rapidly." "We have a history of not being flexible. We have 4,000 employees worldwide and we need to be reorganized to be more responsive." CEOs acknowledge that they need the ability to recognize, analyze and respond more effectively to continuously changing market conditions and risks. Agility has been made a high priority across the organization. Yet very few CEOs rated their organization’s ability to respond to these changing conditions and external forces as being very good. It is therefore not surprising that CEOs rate "improving rapid response as a very high priority. CEOs cite the better capture and use of customer needs, preferences and other information as key to responsiveness. They also recognize the need to create adaptable business processes that allow real-time response to their customer-driven needs. And they are clearly aware of the power of IT and the weaknesses that result from lagging behind.
  • IBM recently conducted a survey (in conjunction with The Economist magazine and Nikkei Research) to find out what was on the minds of CEOs. The survey revealed that CEOs have three mind-set changes: Growth is back on their agenda…at the top…with cost containment having moved to a distant 2 nd . CEO’S think they are going to grow by introducing new products, by providing product differentiation, and by leveraging customer information to better service customers (a definite change from last year). The second major change is that CEOs are no longer simply looking for efficient organizations, but building organizations that are agile; organizations that not only respond to market changes, but can even cause those changes to happen. They want responsiveness to be a competitive advantage rather than a defense mechanism. Third, CEOs are looking at how to make their people more effective – to enable people with tools, information, and skills to work across the organization (beyond silo barriers). We also have survey data from CIOs that reveal that their priorities are aligned to those to of the CEO: First, they say they need to align IT and business goals (so IT can contribute to business growth) Second, IT must build responsiveness into the business. Businesses can’t be responsive without proper IT capabilities. Third, IT must enable people to be successful in their projects. Seque: Answering these challenges is what on demand business is all about. Notes: Survey is conducted annually by our BCS group to understand what the top-down needs of the market are.. The rest of the presentation will tie back to these recurring themes (CEO needs).
  • Slide Objective: Flexibility, Efficiency, and Responsiveness allow companies to grow faster, spend less, and increase customer satisfaction. Details: Flexibility, efficiency, and responsiveness allow companies to grow faster, spend less, and increase customer satisfaction. This is demonstrated through references of companies with whom we have worked. … speak to the individual references on the slide … Net net: … these references are examples of companies that have leveraged IT to produce results that directly impact the company’s bottom line …
  • *Main point: SOA is mainstream; the time is now to take advantage of it. If you don’t, you’ll get left behind by those who do. SOA is a concept who’s time has come. A variety of forces have converged to truly make NOW the right time for SOA. Companies that compete with you are adopting SOA for strategic advantage. Thomas Friedman’s book “The World is Flat” talks about this concept quite a bit. <read quote> This is what your competition is doing and this is what it’s going to take to win. SOA would be impossible without standards. While there have always been standards proposed and declared in the IT world, we finally have the critical mass of very broad industry support to firmly establish that the standards are real and they’re meaningful. IBM, Microsoft, SAP, Oracle, and many other IT industry heavyweights have all agreed on the standards that support SOA. We’ve never had this before. These companies sometimes compete with each other but they all agree that it makes no sense to compete when it comes to the standards that bring interoperability to SOA. At this point, the early adopters have come and gone through SOA. The IT community has learned from the cumulative experience of these engagements and have established a set of best practices for how to go about SOA adoption and a roadmap for success. The lessons have been learned at this point and you can take advantage of And lastly, the software that businesses need to support service orientation is here. We’ll get into this in more detail shortly.
  • **Main point: Past IT eras have made claims that may sound similar to SOA but there are many differences that set SOA apart You’ve heard about things like re-use and standards before so what is different about SOA than past approaches to IT? To begin with, SOA takes better advantage of standards than anything that has come before it. SOA uses broadly adopted Web services standards that ensure well-defined interfaces. As I mentioned on the past slide, you’ve never seen the broad and deep consensus among all the IT industry heavyweights on supporting standards before. In the past, standards exists but they didn’t have the extensive buy-in that they do today. These amounted to proprietary standards limited interoperability Second, we see a much greater degree of organizational commitment to SOA. We’re not talking about IBM’s organizational commitment, we’re talking about our customers’ organizational commitment. Lines of business are understanding the importance of working with IT organizations to make sure that their applications are built in a way that gives them maximum flexibility for the future. Lines of business are helping drive this part of the IT portfolio. We see SOA acting as a unifying force between business and IT. SOA is about flexible business processes and business processes are what draws LOB into the discussion. <Note: Do not spend as much time with the next 3 sections> Main point of bottom three boxes: SOA services have greater reusability across and beyond the enterprise, they have more flexible connections between services and the services are large enough to have meaningful connection to the business processes they support. Third, the degree of focus is different. You may have heard people call this “level of granularity” or “degree of abstraction”. In any case, there is more of a one-to-one relationship between steps in a business process and the services that support these steps. What this means is that instead of having a very small reusable service that did something very small and tactical like query a database, now you have a larger, more usable reusable service that does something like check a new customer’s credit rating or initiates a shipment. SOA services are linked dynamically and flexibly while past service interactions were hard-coded and dependent on the applications where they resided. And finally, looking at the level of reuse, SOA services can be re-used extensively regardless of whether they’re newly created services or existing IT assets that have been converted to services.
  • -=-= -=-= **Main Point: Economic forces and accelerating change are driving the need for flexibility and re-use. SOA makes this possible. Let’s talk about some of the reasons why businesses are taking steps to increase their flexibility and reuse through SOA. If you look at the graphic at the right, what you’ll see is what a sample business process (in this case, multi-channel retail) looked like in a traditional business compared to today’s world-class businesses. In the past, you saw companies with very linear business processes that were handled by an individual department within a company. As sophistication increased, you saw the same business processes being broken up and pieces of it being performed in different places. In this example, customers placed orders directly through the web, shared services in different parts of the company like merchandising or supply chain took over steps of the process; suppliers contributed vendor managed inventory; shipping was outsourced, and so on and so forth. This kind of dis-aggregation takes a lot of flexibility to establish and even more to change once it’s established. It’s important to remember that the business process in this example and very nearly every other business process in today’s companies are very dependent on the information technology (or IT) systems that support them. So what forces are driving the need for this kind of flexibility? Economics for one thing. As the marketplace globalizes, new markets, new workforces, and new competitors are making companies look for ways to adapt more quickly. We see the cycle time shrinking between changes in business processes. While you might have seen companies make significant changes yearly in the past, you’ll see the same level of change on a monthly or even weekly or daily basis. While business leaders were focused mostly on cost-containment in the past, we’re seeing that growth is back at the top of the today’s CEO’s agenda and that growth demands the flexibility to be more nimble than competitors. In a survey of more than 450 CEOs world – wide, revenue growth and increased responsiveness were seen as the most important needs in today’s economy. This isn’t to say that cost reduction has lost its importance. On the contrary, businesses are looking for ways to make better use of the investments that they already have. In another world-wide survey of CIO’s, reuse emerged as a top driving force. There’s more information available than ever before. Companies need a way to make sense of this information regardless of it’s location, format, or type. And finally SOA and the flexibility it brings is crucial for becoming what we at IBM call an On Demand Business. An On Demand Business is an enterprise whose business processes — integrated end-to-end across the company and with key partners, suppliers and customers — can respond with speed to any customer demand, market opportunity or external threat.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • IBM has defined an On Demand Business as an enterprise whose business processes – integrated end-to-end across the company and with key partners, suppliers and customers – can respond with speed to any customer demand, market opportunity or external threat. Achieving the goal of becoming On Demand requires a dual focus. It requires a focus on Business Design – looking at the business models and business processes themselves, and modifying them to focus on the core competencies of the business and to eliminate any inefficiencies inherent in the business model itself. Optimizing business models is an important step in becoming an On Demand business, but it’s not enough. The underlying technology infrastructure must be capable of instantiating the new business processes, and it must also be capable of quickly adapting to any future changes in business processes. Companies can start by addressing their business design, or they can start by addressing their technology infrastructure. Regardless of where they start, both areas must be addressed in order to become On Demand. Let’s look at the issues involved in both areas of focus toward becoming On Demand. In looking at their business design, companies seeking to become On Demand Businesses must insure that their business models are aligned with their strategic objectives. In many companies today, operations are disjointed, with internal departments operating as functional “silos”, hoarding information and operating independently of one another. As a result, redundant processes can proliferate. These functional silos can also reduce the flexibility of the organization in adapting their business processes to address changing market demands. In an ideal environment, companies would be able to model their existing business processes as well as any new business processes, examine those processes to determine where bottlenecks exist, modify the processes to achieve optimum efficiency, deploy the modified processes, and monitor them to insure that they’re operating as planned. Aligning your business models with your strategic objectives is important, but not sufficient in and of itself. Your underlying IT infrastructure must be capable of instantiating those business processes. Breaking down functional silos from a business process perspective requires an IT environment that enables people, processes, and information to be integrated in a flexible manner. Increasing efficiency requires an IT infrastructure environment that is optimized to support a high-level of business flexibility and can scale to meet increased demand with minimal impact on capital expenditures. Finally, the underlying IT infrastructure must allow companies to extend their business reach to new customers and partners, through new business models and new ways of interacting. Because existing applications often can’t be ripped out and replaced, it also requires that those applications and the information they control be accessible by the new business processes.
  • There are four key focuses to On-Demand: Integration – Providing the linkage between people, processes, and data Open – Supporting a strong commitment to standards for OS, Language and Web Services/SOA Virtualized – Providing a flexible Buildtime and Runtime environment for developing and running applications across a highly distributed IT architecture Autonomic – Self regulating … self healing … self maintaining
  • SOA represents a focused approach towards implementing/developing component oriented solutions – it comes directly from the mandate of MDA/MDD – by representing discrete functions as services and promoting application assembly (versus “development from scratch”), it enables a “building block” approach which encourages the reuse of assets to solve problems as well as enabling the ability to choreograph services to create higher level coarse services. Most importantly, it is founded on open standards to promote interoperable solution design and delivery.
  • It is appropriate to take some time to understand and define what SOA is all about.
  • These concepts really form the underlying context for SOA – of all of them, service discovery is still in an evolutionary phase although many initiatives around UDDI and other service repository initiatives will provide more context in this area in the near term. Today – service description is largely WSDL-based – service interaction is over an ESB/”smart” messaging framework to enable delivery as well as routing/transform/mediation – service choreography via BPEL – and service creation via MDA/MDD and tools approaches akin to the WebSphere Studio family for application assembly, process choreography, software development management and component definition/discovery.
  • SOA enables Flexible BI Solutions - Increased financial pressures require greater flexibility from business models and supporting IT architecture
  • From an IT perspective – moving to the world on On-Demand from an integration perspective comes down to three key focus areas – MDA – To provide a solution framework that maps directly to the business processes and provide abstraction services to build platform independent implementations that can be used to implement integration solutions SOA – To provide a runtime environment that encourages component/service design and construction across distributed environments BPMS – To monitor both IT as well as Business metrics as part of the operational management of the distributed SOA solution foundation
  • Glen Added Slide ANIMATED
  • Assured, exactly once delivery Single API across 35+ platforms Network integration across various network protocols Transactional control Triggering of jobs/programs Content independence Single message > 100MB Asynchronous design (application & platform independent Parallel processing Robust, commercial middleware Shields developers from network complexities -=--=-=-= Benefits Higher developer productivity by eliminating communication coding Reliability by providing assured delivery of messages (knowing that your message will arrive at the destination) Provides business continuity and better customer service because, in the event of infrastructure failure, the messages are retained for processing for when the environment is restored Network optimization by transmitting a single message into your network and not multiple Scaleability of large volume-handling applications because transactions(messages) are kept and processed outside of the application (State Street Bank hit a peak of 250 million messages per day) Flexibility in infrastructure (machines, network protocols, application residences) and higher developer productivity because changes in infrastructure do not affect the application internals Flexibility in system design by providing an asynchronous paradigm to allow parallel processing Operational enhancement by changing applications to real-time access due to ability to trigger programs and jobs Sub-second response time since MQ is a resource manager and handles the majority of requests and objects in memory Transactional processing capability since it has the ability to commit or rollback messages Ease of use with minimal number of verbs and tools to allow central administration of the MQ environment Higher developer flexibility because MQSeries is database-independent and content independent More developer flexibility and productivity with ability to access the same API through multiple languages De-facto standard in messaging allows flexibility in software package purchases
  • Business Performance & Process Management Solutions WebSphere MQ Workflow automates and tracks complete business processes in accordance with business design, increasing a company's agility while leveraging its IT and organizational infrastructures. It facilitates rapid process deployment with rich support for human interaction.
  • MDA is the link to creating robust services-oriented designs – it represents the convergence of UML as a modeling discipline with best practices of software development to create a rich and extensible environment for both component/system design and architecture and makes extensive use of prevalent market standards. Abbreviations: MOF =Meta Object Facility XSD = XML Schema Definition XMI = XML Metadata Interchange CWM = Common Warehouse Metamodel EMF = Eclipse Modeling Framework PIM = Platform Independent Business Model PSM = Platform Specific Model
  • **Main Point: SOA brings together key elements of your business including your infrastructure, best practices, applications and skills What are some core elements that SOA brings together? Starting at the bottom, you start with a flexible, robust infrastructure. It’s essential to keep in mind that this is NOT a replacement for your existing infrastructure or other existing investments. The SOA infrastructure is more of an overlay to your existing IT assets. This helps you leverage your existing systems in ways you couldn’t do before. Next comes access to the right know-how and best practices that are linked to the business. This helps users implement SOA in their specific industry and situation as quickly as possible with lower risk and lower cost. On top of that, the applications that you have installed in your business that perform the functions you use. These are the commercial off-the-shelf applications as well as the home-grown custom applications that carry out the day-to-day IT tasks in your company. And at the top, to build these skills takes the right, assistance and best practices. Availability of the right skills is one of the most significant considerations we see people facing today.
  • *Main point: SOA is best considered in terms of a lifecycle. Think of this lifecycle comprehensively and approach it tactically focusing on the sections that provide the most value for you. Our customers have told us that they take a lifecycle approach to SOA. Our customers have told us that they think about SOA in terms of a lifecycle. They start in the Model phase by gathering business requirements and designing their business processes. Once they have optimized the business processes, they implement it by combining new and existing services. The assets are then deployed into a secure and integrated environment for integrating people, processes and information. Once deployed, customers manage and monitor from both an IT and a business perspective. Information gathered during the Manage phase is fed back into the lifecycle for continuous process improvement. Underpinning all of these lifecycle stages is governance which provides guidance and oversight for the SOA project. They start in what we are calling the Model phase by gathering business requirements, designing, simulating, and optimizing their desired business processes. That way, they can make sure they are setting the right steps in motion before further action is taken. Once they have optimized the business processes, they implement it by combining newly created and re-used existing services to form composite applications. The assets are then deployed into a secure and integrated environment taking advantage of specialized services that provide support for integrating people, processes and information. This level of integration helps ensure that all the key elements of your company are connected and working together. Once deployed, customers manage and monitor the composite applications and underlying resources from both an IT and a business perspective. Information gathered during the Manage phase is used to gain real-time insight into business processes enabling better business decisions and feeding information back into the lifecycle for continuous process improvement. Underpinning all of these lifecycle stages is governance which provide guidance and oversight for the SOA project.
  • **Main point: Introducing the SOA Foundation which supports the entire SOA lifecycle with integrated yet modular software plus skills and support Now that we’ve talked about the SOA Lifecycle, what kind of IT support do you need to cover this lifecycle? To answer this question, we’re introducing the IBM SOA Foundation . The SOA Foundation is an integrated, open set of software, best practices, and patterns that provides what you need to get started with SOA. The software that makes up the SOA Foundation has been carefully selected from the broader IBM software portfolio to support each stage of the SOA lifecycle. This software provides a single focal-point to support your SOA Infrastructure with a: Common Tooling Framework Common Runtime Common Administration Common Infrastructure The SOA Foundation is designed to help you extend the value of the applications and business processes that are already running the business today. It is not a replacement for your existing infrastructure or investments. The SOA Foundation is interoperable and fully modular allowing you to select components on a build-as-you-go basis adding components as new requirements are addressed over time. The SOA Foundation can also be readily enhanced with software from the broader IBM Software portfolio to provide additional functionality where it is needed. The SOA Foundation is scaleable allowing you to start small and grow as fast as the business requires. There’s no reason to think of SOA as a “big bang”. The SOA Foundation provides extensive support for business and IT standards ; facilitating greater interoperability & portability between applications.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • IBM WebSphere software enables businesses to increase their flexibility through a set of integration and infrastructure capabilities. Let's look first at the Integration capabilities.
  • Business can't run without people. To make your business run smoothly, IBM WebSphere software provides 'people integration' capabilities enabling users to access and interact with information, applications, and business processes at any time from anywhere. Challenges arise when employees in a company lack a single view of all customer related information, or access to all relevant applications from a common user interface. This can result in customer satisfaction issues when an employee can't quickly resolve a customer issue due to the need to track down information in multiple locations. With role based Portal capabilities provided by IBM WebSphere Portal, employees can easily access all of the information, applications and people necessary for them to do their jobs. In today's business environment, workers are increasingly mobile, and therefore, need to access information and applications when they are away from their desks. With Mobile Access capabilities provided by IBM WebSphere Everyplace Offerings, mobile employees have secure access to business applications while on the road. Many companies have increased investments in call centers to provide increased customer service. The cost of delivering this service has grown rapidly and can be addressed through the addition of natural language or speech interfaces to 'front end' the call center. These interfaces enable customer self service for many routine inquiries and free up customer service reps to focus on other activities which add more value to the business. With Conversational or Speech Access capabilities provided by WebSphere Voice Offerings, routine call center functions can be automated for improved customer experience and convenience at drastically reduced cost.
  • I spoke earlier about the importance business executives place on streamlining and improving business processes. IBM WebSphere software provides Process Integration capabilities enabling you to optimize and integrate your business processes to keep them in line with your strategic goals. Through business modeling tools, business analysts can visually lay out business processes. Through 'as is' and 'to be' modeling capabilities, they can simulate each process, predict its costs and bottlenecks, and modify their models to optimize the results. Once the business analysts are satisfied, the same models form the starting point for the deployable software assets that IT will create to run the business processes. Finally, once those assets are deployed, business operations managers and business analysts have the ability to monitor the deployed processes, analyze their performance, and make adjustments to the models as appropriate. The WebSphere Business Integration family of products enables business and IT to work together in precisely this way. WebSphere Business Integration Modeler enables analysts to capture existing process models and create optimized simulations. These optimized models can then be exported to WebSphere Studio Application Developer Integration Edition for IT to use as the basis for creating deployable software assets. The WebSphere Business Integration Server family executes deployed processes, choreographing process activities across the organization. WebSphere Business Integration Monitor collects Key Performance Indicators, which are business-relevant events as defined by your business managers, and feeds the measured data back in the form of an Executive Dashboard. Streamlining business processes through WebSphere Business Integration software can generate a significant ROI for business.
  • It's not enough to integrate your business processes. Information is the lifeblood of business, and your processes are only as good as the information they act upon. Frequently, information is found throughout a company in a variety of databases, packaged applications, master files, mainframe records, or other forms of structured and unstructured information. The Information Integration capability of IBM WebSphere Software enables you to efficiently access and manage information that is scattered throughout the enterprise, and even beyond the enterprise in other companies with which you do business. In some cases, information in different locations must be synchronized. For example, product data is stored in multiple different systems across different companies in a supply chain. Faced with this challenge, retailers are requiring manufacturers to bring this product data in sync with the retailers in order to optimize supply chain operations. The Product Information Management capabilities of WebSphere Product Center enable your business to manage and synchronize reference information across the enterprise, regardless of where it is stored. Commerce Frequently, people need to access existing information without knowing where or how it is stored. One example is that of federated search. In this scenario a user could enter a search term in a portal, and from a single search query they could search multiple data sources, each with its own access methodology and data format. The user would see relevant results returned to them without having to be concerned with where or in what format each individual piece of information was stored. Another example is that of programmatic access to information; by creating a flexible abstraction layer for information access, applications are made independent of any particular data repository. Data can then be easily moved to new repositories without requiring application rewrites. The Information Integration capabilities of WebSphere Information Integrator enable you to create a consistent, unified view of diverse data and content to streamline business processes and increase flexibility and responsiveness for the business.
  • To support these integration capabilities you need to connect and integrate the supporting applications for a robust, flexible IT environment. IBM WebSphere provides Application Integration capabilities to help companies connect and integrate existing applications across their organizations and beyond. Most businesses have a variety of existing applications and systems which must be brought together to support business processes. Companies spend an enormous amount of money building and maintaining custom interfaces between applications. Through the use of application integration software, this cost can be drastically reduced while flexibility and responsiveness are increased. The Application Integration capability of IBM WebSphere software assures the reliable and flexible flow of information between diverse applications, systems and organizations. At the most fundamental level, the ability to reliably exchange data between applications is key to responsiveness and flexibility. Message delivery, once and only once, must be assured by the infrastructure. IBM WebSphere MQ delivers universal connectivity between applications. It is the de facto industry standard: - supporting more than 35 platforms through a single API - supporting multiple protocols in one solution - and it is supported by more system management partners, systems integrators and application ISVs than any other messaging system Very often, different departments, organizations, or companies need to exchange data that exists in different formats, and the exchange is done using different protocols. In that case, the application and partner mediation capabilities of WebSphere Business Integration Message Broker and WebSphere Business Integration Connect are ideal; both solutions enable you to manage interactions between multiple applications and business partners, and to lower the cost of managing these interactions while delivering increased flexibility for the business. As the number of applications and data transformations grows, you may want to take a broader view of integration, and standardize on an enterprise-wide application connectivity architecture. Such an architecture would support multiple protocols, including Web Services, and enable a service-oriented approach to building, deploying, and connecting applications. Many names exist for such an IT connectivity and transformation architecture, but the IT industry is now standardizing on the term 'Enterprise Service Bus' to describe this capability. Many companies have already implemented an Enterprise Service Bus using IBM WebSphere software. Along with WebSphere MQ, WebSphere Business Integration Message Broker serves as a robust backbone for Web services' interaction. It turns any application interaction into a service that can be accessed by any other. WebSphere Application Server Network Deployment adds the ability to hide the details of individual internal services. It also validates and controls access to services, and audits requests. IBM's application integration capabilities enable you to start simply and grow as your needs increase.
  • To support these integration capabilities you need a secure, scalable infrastructure for deploying and managing new and existing applications. IBM WebSphere provides a robust set of Application Infrastructure capabilities to help companies fully leverage and optimize their IT infrastructure environment. Do you spend time and money in your business training new employees on applications whose interfaces are difficult to use? Do you have existing mission critical processes, which are dependent on legacy applications that are difficult to adapt to changing needs? Are you having trouble integrating your legacy applications and data and your newly developed applications because each requires different tools and development languages? With the Application Infrastructure capabilities of IBM WebSphere software, you can build, enhance and deploy new and existing applications on a platform that is high performance, easily manageable, dynamically scalable, and based on open standards. If you need to provide Web access to green-screen applications, then IBM WebSphere Host Access Transformation Services will enable you to modernize the user interfaces of your existing applications. This will reduce your training and support costs for users without requiring changes to the existing applications. You may need to take things a step further and extend the business logic in your legacy applications into new applications and processes. WebSphere Studio Enterprise Developer provides a common environment for COBOL, PL1 and Java development. And with IBM's CICS Transaction Server you can easily extend the use of your existing CICS assets through direct access via Web Services. At the heart of IBM's Application Infrastructure capability is the IBM WebSphere Application Server family. IBM WebSphere Application Server delivers operational efficiency and Quality of Service for new and mixed-workload environments, providing mission-critical support to businesses ranging from very small companies to some of the world's most demanding enterprises, such as e-Bay and the New York Stock Exchange.
  • Through our broad and deep technology and vertical industry expertise, IBM is uniquely positioned to help you accelerate your journey to becoming an On Demand Business. In addition to the five core capabilities of Application Infrastructure, Application Integration, and People, Process, and Information Integration, IBM WebSphere software also provides a set of accelerators. These accelerators are a combination of pre-built software capabilities and solution expertise that you can leverage to reduce deployment time, effort, and costs, and to minimize your business risk. IBM provides a set of accelerators for specific vertical industry processes. We also provide accelerators for processes that are common to many industries, such as multi-channel commerce. WebSphere Commerce provides pre-built processes for business-to-consumer selling, as well as business-to-business selling . IBM also provides a set of pre-built, industry specific middleware designed to accelerate business transformation initiatives. As an example, IBM provides a pre-built accelerator for improving supply chain integration in the electronics industry. This solution features WebSphere Business Integration Connect with a Rosettanet Accelerator. It enables companies to send and receive electronic documents over the Internet using the Rosettanet industry standard. Another example is the Sarbanes-Oxley compliance solution for the Banking industry. This solution enables companies to document, evaluate, and monitor financial control processes to meet regulatory requirements. These are just two of more than 60 solution scenarios across twelve target industries .
  • IBM WebSphere software, with its integration and infrastructure capabilities, is a key part of IBM's overall middleware platform. IBM's middleware platform extends beyond WebSphere to include infrastructure management capabilities, including security, provisioning, and infrastructure orchestration. It also extends to business driven development capabilities for improving the software life cycle management process. Furthermore, IBM's middleware platform provides business performance management capabilities, which extend the process integration and management capability of WebSphere to include the monitoring and optimization of the IT resources, which support your business processes. The IBM middleware platform is delivered as a modular product portfolio built on open standards. While functionally rich, it can be adopted incrementally, and you can start by adopting only those capabilities that you need to solve your most pressing business challenges. It provides integrated, role-based tools for application development and administration, utilizing a common install, administration, security and programming model. In short, it makes your technology infrastructure simple to develop, deploy, and manage.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • Adoption model -- Levels of adoption: Connect: Assure reliable and flexible information flow between diverse applications & systems Integrate: An integration framework that supports interoperability among heterogeneous environment – removing barriers to building an integrated architecture powered by web services and non-web services applications and integration approaches Automate: The orchestration of business and IT processes to align IT with the business goals to grow revenue while containing costs. Optimize: A holistic approach to transform and manage a business by aligning strategic and operational objectives with business activities and supporting IT services
  • Next few charts will talk about ESB.. .. ESB is key enabler for loose coupling… 1) It virtualizes the interface, or in other words, it decouples the point-to-point connections from the interfaces themselves. 2) The interfaces are put into a third party broker which helps you manage the interfaces better. 3) The enables faster and more flexible coupling and decoupling of applications. 4) Because you can find all of the applications and the interfaces, you can then reuse both.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • *Main Point: The SOA Foundation is more than just software. Governance and process, best practices and education help deliver real value with the SOA Foundation The SOA Foundation is more than just software. The three areas outlined here are critical to ensure that you are successful in implementing SOA. Governance and process help provide structure to SOA with things like establishing an SOA center of excellence, use of the Rational unified process to help guide roll-out of SOA, and an IT infrastructure library to provide a central location for all your services. Governance is one of the key success factors for SOA. It is the “human side” of SOA and customers can benefit from the collective experience of an SOA leader like IBM when considering this. IBM offers SOA best practices with its SOA-related intellectual property gained through extensive customer experience. This experience can help you become more successful. Things like SOA patterns and our redbooks can help capture and convey SOA best practices to you. And we also offer a variety of roll-based education to help build skills. We offer a variety of classes both in person and through web-based distance learning. These are a few of the classes we offer to help you and your staff get the skills they need to be successful.
  • Governance is been increasingly valued in the industry. These quotes reflect IBM’s experience that Governance is a key issue with clients adopting SOA, particularly those adopting it at higher levels in their organizations. With the changes SOA often introduces into the an organization as that organization moves to become more agile, Governance for an organization embracing SOA is a critical success factor. In this session we provide an overview of key aspects of SOA governance, best practices, and guidance on adapting your governance for SOA or establishing SOA governance.
  • Mission: Establish Service-Oriented governance baseline to measure process improvement and establish the structure allowing future initiatives to participate in a unified, company-wide service governance method. Governance comes from the route word “Government”. Governance is the structure of relationships and processes to direct and to control the enterprise in order to achieve the enterprise’s goals by adding value while balancing risk versus return over IT/SOA and its processes. The Service Model – the identification and definition of services – is the focal point of SOA Governance. It is the key differentiator of the Services Oriented Architecture models, and requires continuous management and The governance model defines: What has to be done? The Service Lifecycle – activities needed to define, specify, implement, and maintain services and their enabling components How is it done? The governance decision path based actions – how to identify the right services, how to validate that services are created using the technology standards that have been mandated and that enable their reuse across the organization Who has the authority to do it? The roles of the SOA CoE and the associated roles – being virtual or actual, regardless of the organizational construct that exists is put in place How is it measured? The vitality and conformance checkpoints – extending quality assurance and architectural compliance processes that may exist in the organization, or creating new ones. At defined points in time governance is planned and intercepts with the project: Compliance check points deal with design direction decisions and funding. Vitality check points help ensure the SOA architecture stays current. Governance is not management. Governance determines who has the authority to make a decisions. Management is the process of making and implementing the decisions.
  • Governance provides processes which control (govern) all aspects of the service “end-to-end lifecycle management”. The Governance Model needs to describe the organization, roles, skills, rules/laws (standards, guidelines, principles, policies, reference architecture), compliance and vitality processes The in the service ownership and domains lifecycle – service domains are a way of dividing up service responsibility along certain categorizations – functional, technology, or application centric are common divisions. For SOA adoption at higher levels in an organization, a funding model which supports development of common services, reuse, and maintenance of those services must be put into place. Categorization of services places services into service domains and also provide the basis for service registration. The service development lifecyle involves modeling and identifying business services, designing interfaces and quality of service requirements for those services, implementing new services, assemblying services, and deploying the services into production. Once the services have been deployed, as additional requirements are developed and operational information is available, the services will under go change management and mature through iterative development. As service are deployed infrastructure, such as WebSphere, is configured to provide qualities of services such as security. Services are frequently monitored to measure how they are meeting their Service Level Agreements, for performance and capacity information, and problem detection. " Let’s now examine the SOA Governance Framework in more detail ... " ---> to next slide
  • Best practices in the SOA governance are really “leading” practices that seem to resonate in the – relatively – recent efforts in this area. Most of them represent an evolution of thinking from governance of web services to governance of service oriented architecture. We can group them into three major areas. FUNDING Maintain top-management leadership and financial backing over the long term. Directly address organization culture using champions or executive sponsors. Establish an adequate funding model Line of Business funding Funded corporate-level strategic development groups Plan on and budget for the refactoring of services PROCESSES Create a Web services strategy which specifies implementation and usage to minimize the proliferation of web services Adopt service refactoring as a way of life – reuse incrementally Build for consumability: refactor services so that they are as broadly applicable as practicable Provide for monitoring existing services, define, and authorize changes to within an enterprise Provide for defining and authorizing changes to services within the enterprise Address issues of deployment and operations from the start of service definition Measure reuse progress with metrics and optimize the reuse program. Develop an SOA strategy covering Business context Pain points Reference architectures A living roadmap for SOA adoption (for a line of business and/or the enterprise) Create mechanisms to ensure application of the corporate SOA strategy: Encapsulate key existing or newly acquired functionality as appropriate Make SOA the end state for any legacy transformation project. ORGANIZATION – A.K.A. PEOPLE Assessing Maturity Understand the maturity level of the organisation in executing complex, cross-business integration projects Understand to what degree change is feasible Scope SOA efforts appropriate to the organisational maturity "Incremental" is likely to be more feasible than "big bang“ Understand and prepare for SOA impacts across the organisation: SOA affects business and technology Organisational changes affecting lines of authority and ownership models Choose an overall governance approach: Central Governance Single Governing body Representation from each service domain Representation from subject matter experts for technological components Distributed Governance Governing bodies for each business unit control over service provision within each organization Requires a functional service domain approach A central committee can provide guidelines and standards Understand and staff roles for proper governance Enterprise Architecture Architecture review Enterprise TDA, Operational TDA Best practice authorities, Re-use authorities Establish a SOA Advisory Group to: Track the role of open standards for SOA (both technical and industry) Make recommendations for their adoption in the enterprise Put in place mechanisms to resolve issues and make compromises Between lines of business Across programmes Between projects Source: Service Oriented Architecture Implementation Challenges, E. G. Nadhan, EDS Solutions Consulting Structuring Authority
  • The organizational changes required for effective SOA governance will vary from enterprise to enterprise and even between organizations within the enterprise, specially in the case of global organizations with distributed work force with different cultural settings. There are some roles that are extremely important, regardless of the specific titles and organizational hierarchies. Classifying services into logical domains simplifies the implementation of an SOA. The business needs to have ownership of the services. The lifecycle of these services is tightly associated with the business processes that execute them. A certain level of control is needed to drive the maintenance of the relevance of these services. Several approaches are possible Functional, Technology-based, Application-based, combination. Technology-based Domains – Sometimes it is desirable to map services to technology-based domains (e.g. when functional service domains span multiple platforms). Infrastructure services (e.g., error logging, event handling) are good candidates for technology-based domains.  NOTE: weave a customer experience here An executive sponsor elevates the services – the SOA focal point – to the level of corporate assets and is a fundamental factor of success of the SOA story Since the SOA is essentially an enterprise endeavor that includes IT and the business, it requires an appropriate level of coordination and oversight. Executive steering committee provides the strategy and issue resolution at the enterprise level. An architecture review board oversees the adoption of technology and application of standards so as to maximize the reusability of the services created and managed Business unit committees drive the vitality of business process alignment with the SOA component that realize services in these processes. Services need to be monitored and managed to satisfy SLAs and strategic objectives. Business analysts, developers, technical specialists, etc. Need to be trained and new skills need to be maintained and enhanced. business function. Business process owners are the best place to define business functions, and, therefore, service domains. Application-based Domains – Some services are associated with a particular application (e.g., financial accounting for SAP, addition of employees for PeopleSoft). Combination of above. Roles to consider in SOA Governance Decisions The Executive Sponsor is the principle stakeholder and the SOA champion Business Process Owners understand and maintain certain processes with all its business and IT implications. The Business Relationship Director is the key business touch point for the Business Service Champions of an SOA Architecture Board who are also members of the SOA Advisory Group. The Executive Steering Committee provides strategy and initial funding and resolves final disputes and funding issues.. The Architectural Review Board is overseeing the whole SOA implementation. The Program Management Office is organizing the different projects. It is essentially a center of excellence for project management. SOA Governance effects them due to inspections and reviews. The Business Unit Committees are the functional business competencies stakeholders that have to be involved in the SOA Governance process, because SOA is business driven. The SOA Architecture Board deals with the management and the operations of establishing the SOA. The SOA Advisory Group is like a community of practice; they are the first line review to ensure enterprise wide compliance with reuse and business agility guiding principles. A single individual may have multiple roles in a SOA Governance Structure Adopt service refactoring as a way of life Plan on and budget for the refactoring of services Build for consumability: refactor services so that they are as broadly applicable as practicable Provide for monitoring existing services, define, and authorize changes to within an enterprise Provide for defining and authorizing changes to services within the enterprise Address issues of deployment and operations from the start of service definition
  • The governance framework for SOA should be viewed as another component of the SOA vision. It should be tailored to the culture and capabilities of the enterprise and should evolve and adapt over time. An initial exploratory attempt into a services implementation should not drag with a dedicated governance structure. After all, there is nothing to govern yet!!! It should, however, be used to identify the most appropriate construct for the organization. Existing processes – software development lifecycle and architecture reviews, as examples – should be analyzed to identify improvements or drastic changes to accommodate the modeling and development of services. Business stakeholders of the processes being addressed by the application will become the first service domain owners, and should understand their role and impact. A full fledged larger endeavor, at the enterprise level, is much more strategic and far reaching and needs to be carefully assessed for the impact on current operations and business metrics. Changes to the organization – physical or virtual – are a necessity for effective management of services, standards, and lifecycle activities
  • Fireman’s Fund Insurance Companies is a perfect example in which an SOA Center of Excellence was established to provide a central focus for the definition and implementation of the SOA governance processes and organization, skills transfers for developers and analysts, and the oversight for architectural compliance of the SOA components The SOA CoE enables: Underpinning the strategy of aligning business and IT A SOA CoE is the focal point of service orientation to create organizational efficiency for SOA. SOA CoE maintains the agreed SOA Vision to create a competitive advantage. Checkpoints in the daily work ensure vitality and compliance with the SOA Vision. Delivering quality while being flexible Decisions can be made fast – having functioning relationships organized by the SOA CoE. The service lifecycle is highly visible because decision rights are clearly defined and followed. Support nets are established to ensure that governance processes are not inhabiting. Transiting smoothly and practically – organization and operation The SOA CoE is the training center for SOA – hands-on. New roles foster the concepts of SOA IBM’s phased approach avoids the big band organizationally and the governance overkill.
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • John D. starts Here Breakthrough: Web services based on open standards Web services take the flexibility of an SOA to a whole new level by introducing open standards, so business services can be combined and recombined on the fly to meet changing needs and demands. With Web services, your customers, suppliers and partners can access business services you choose to expose to them without you having to custom code the connection—and recode it every time there’s a change. This is huge. Now you can reuse the code you’ve cracked! Open standards make it much easier to expose services to partners, because instead of having to wire and rewire each connection, you can do something a lot closer to cut-and-paste—or plug-and-play. Everything works together because Web services tell the retailer’s system and yours how to communicate. Better yet, changes can be accommodated dynamically. [EXAMPLE] Let’s revisit our specialty-foods-company example to see how this works. Suppose you want to give the retailer the option to fulfill orders itself, provided there’s inventory.
  • -=-= StandardizedComponentized SOA Integration Architecture One SOA Service interface to access backend applications or shared data Higher Reuse through composite application creation Reduced Costs Improved Agility & Responsiveness Minimized Cycle-Times for Changes and Reduced Time to value Improved Customer Service Timely access to Data and Processes High-Quality data with fewer errors Enhanced Ease Of Use and Productivity Extended Application value Simpler & Stronger Security (LDAP-based) Higher System Availability & Throughput, and Fast Response Time A “Flexible, Extendable, Technology-Agnostic, Future-Proof” IT Infrastructure Open Standards XML, Web Services (SOAP, WSDL), BPEL Process Management Standard, J2EE, Mainframe and Legacy Transport Technologies -=-= Transforms your business to “On-Demand” Non-Functional = Operational, Scales with the needs of your business, Typical =-=-=-=-=Challenges-=-=-= -Provide customized and consistent business information -Automate, integrate and coordinate operations end-to-end -Reduce the cost and time of building and integrating new and existing applications -Streamline application upgrades -Transform IT from inhibitor to enabler -Integrate and optimize the use of people and their tools in processes -=-=-=Benefits-=-=-= -Improve customer service & quality -Reduce cost & improve agility / responsiveness -Extend / standardize the value of applications, -Minimize cycle-time and costs -Allow focus on core competencies -Enhance productivity -“Future-Proofing” -=-==-- -=-= -=-=-= Challenges & Benefits –Rank? =-=-= Aeroplan -High maintenance and support costs -Time to market for modifications to current applications -Fat client technology: Business logic split between workstation and backend systems making changes difficult -Application response time: Screen scrape based applications (40x and 3270 emulators) -Unreliable application distribution management (Does this mean WMQ or Appl & Fixes distribution to fat clients?) -Different interfaces for different applications -Point to point technology limits application communication -Authentication cumbersome with many passwords to remember -Messy architectural integration -=-=- - Integrate new application with existing ( legacy ) application -Corporate alignment with new technologies -Cutting costs (admin & Support) -Reduced Time to Value -=-=- -Centrally coordinated architecture: -Reduce application costs -Shorten application development and maintenance effort -Re-use web services -Reduce redundant code and data -Streamline and simplify middleware costs and support -Access backend applications through one interface -Need for backend systems to share data -Diverse & Independently controlled technologies: -Legacy applications -Outsourcing -Lack of architectural discipline -Need for short-term payback -=-=-=-=- -Common Single suite of RT Plat & Dev Tool Platform -Migrate current transports to MQ (asynch?) -Replace Fat Clients with Thin Clients -=-=-= Target Arch Requirements fTech Pre-reqs ) -Allow composite application integration -Service oriented architecture based integration -Integration hub should be technology agnostic with support of the following standard: XML Web Services (SOAP, WSDL) Process Management Standards (BPEL) J2EE, Mainframe and Legacy Transport Technologies Data exchange standard such as OTA. -Allow access to backend through integration layer -Strong security features based on the integration layer -Access backend applications through one integration interface layer -Standardize middleware application interfaces as reusable Services -Integrate new applications and existing ( legacy ) applications -=-=--=-=-=
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • (Trends, SOA Concepts, Ref Arch, Technologies, Standards, Practices, Use Cases,..) 2005Jun27 Goal= high-level estimation of consulting costs, any infrastructure costs, software licenses, etc. Planning/designing an SOA architecture and will require WBISF or equivalent, since we have found uses for BPEL within our current and new processes. -=-= Future Content for Systems Assurance Review & Readiness Plan " core business systems “, " strategic assets “ (as opposed to “Legacy”) multi-year investment in these computing systems We likely want help our customers "leverage, extend and integrate " (as opposed to " modernize " these strategic assets).
  • Transcript

    • 1. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration Glen McDougall, IBM Canada Ltd. Version=__01.UofT_SOAOverview_GlenMcDougall_2006Jan03_0900AM.ppt
    • 2. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Evolution & Trends Glen McDougall, IBM Canada Ltd. Version=
    • 3. SOA builds flexibility on your current investments . . . The next stage of integration As Patterns Have Evolved, So Has IBM
      • Point-to-Point connection between applications
      • Simple, basic connectivity
      Messaging Backbone
      • EAI connects applications via a centralized hub
      • Easier to manage larger number of connections
      Enterprise Application Integration (EAI)
      • Integration and choreography of services through an Enterprise Service Bus
      • Flexible connections with well defined, standards-based interfaces
      Service Orientated Integration Flexibility
    • 4. What are the barriers to business flexibility and reuse?
      • Lack of business process standards
      • Architectural policy limited
      • Point application buys to support redundant LOB needs
      • Infrastructure built with no roadmap
    • 5. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Business Drivers Glen McDougall, IBM Canada Ltd. Version=
    • 6. What is the top focus of businesses?
      • 75% of CEOs place a high or very high priority on the ability to respond rapidly
      • Only 1 in 10 CEOs believe that their organization has the ability to be very responsive to react to changing market conditions
      Source: IBM Global CEO Survey, Feb 2004 “ 'We are being told that flexibility in business will be more important than operational efficiency. Overall, 62 per cent of respondents believe that we might be arriving at another age where we see the demise of some forms of business because they could not adapt fast enough.” – Bryan Glick, Computing 21 Sep 2004
    • 7. What’s on the minds of 450 of the world’s leading CEOs?
      • Revenue growth with cost containment
      • Key competency: responsiveness
      • Critical success factor: enable effectiveness of people and processes
      Source: CEO Study of 456 WW CEOs, IBM Corp. 2004 Source: Operating Environment Market Drivers Study, IBM Corp. 2004
      • Aligning IT and business goals to grow revenue and contain costs
      • Building responsiveness and agility into the organization through IT
      • How can IT help enable people and teams to be more effective
      CEO needs CIO challenges
    • 8. Consistent imperatives ….
      • … Increase customer satisfaction
      • Dassault Aviation reduced concept-to-runway development time by 30%
      • British Petroleum decreased user-provisioning time from 5 days to 10 minutes
      • … Grow faster
      • Bekins increased revenue by $75M through integration with business partners to serve a new market
      • PineBank increased customer traffic by 300% and revenues by $8M
      • … Spend less
      • Kookmin Bank should save $250 million from reduction of duplicate processes
      • Volkswagen realized a 20% productivity gain
      Flexibility Efficiency Responsiveness
    • 9. Why SOA now?
      • To keep pace with global competition:
        • “We are taking apart each task and sending it … to whomever can do it best, … and then we are reassembling all the pieces” from Thomas Friedman’s ‘The World is Flat’
      • The standards and technology are finally in place, with broad industry support
      • Availability of best practices for effective governance
      • The necessary software to get started is available today
    • 10. What differentiates SOA from claims like this in the past?
      • Broadly adopted Web services ensure well-defined interfaces.
      • Before, proprietary standards limited interoperability
      Standards
      • Business and IT are united behind SOA (63% of projects today are driven by LOB)*
      • Before, communication channels & ‘vocabulary’ not in place
      Organizational Commitment
      • SOA services focus on business-level activities & interactions
      • Before, focus was on narrow, technical sub-tasks
      Degree of Focus
      • SOA services are linked dynamically and flexibly
      • Before, service interactions were hard-coded and dependent on the application
      Connections
      • SOA services can be extensively re-used to leverage existing IT assets
      • Before, any reuse was within silo’ed applications
      Level of Reuse *Source: Cutter Benchmark Survey
    • 11. SOA for business flexibility and reuse
      • More Flexibility
      • More Speed
      • More Efficiency
      • Better Services
      • Better Information
      • Increased Revenue
      • Reduced Cost
      • Lower Risk
    • 12. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Concepts Glen McDougall, IBM Canada Ltd. Version=
    • 13. Becoming an On Demand Business An On Demand Business is an enterprise whose business processes — integrated end-to-end across the company and with key partners, suppliers and customers — can respond with speed to any customer demand, market opportunity or external threat. Business Design Technology Infrastructure Business and IT processes Align business models and strategic objectives Optimize application infrastructure Integrate people, processes, and information Extend your reach
    • 14. Four Characteristics of On Demand
      • Integration
        • Providing the linkage between people, processes, and data
      • Open
        • Supporting a strong commitment to standards for OS, Language and Web Services/SOA
      • Virtualized
        • Providing a flexible Build-time and Runtime environment for developing and running applications across a highly distributed IT architecture
      • Autonomic
        • Self regulating … self healing … self maintaining
    • 15. SOA: Service Oriented Architecture
      • An approach for building distributed systems that allows tight correlation between the business model and the IT implementation.
      • Characteristics:
        • Represents business function as a service
        • Shifts focus to application assembly rather than implementation details
        • Allows individual software assets to become building blocks that can be reused in developing composite applications representing business processes
        • Leverages open standards to represent software assets
    • 16. SOA Definitions What is a service? A repeatable business task – e.g., check customer credit; open new account What is service orientation? A way of integrating your business as linked services and the outcomes that they bring What is service oriented architecture (SOA)? The IT architectural style that supports service orientation
      • What does SOA mean to business?
      • Business flexibility
      • Improved customer service
      • Lower costs and greater revenue
    • 17. SOA Concepts
      • What is a service?
        • A coarse grained, self-contained entity that performs a distinct business function
      • What is a service description?
        • A standards based interface definition that is independent of the underlying implementation
      • What is service discovery?
        • Use of a service registry to access service interface descriptions at buildtime or runtime
      • How do services interact?
        • Through loosely-coupled, intermediated connections
      • What is service choreography?
        • Control of the execution sequence of services in ways that implement business processes
      • How are SOA solutions created and enhanced?
        • Using tools and middleware according to SOA principles
    • 18. Flexible & Adaptable business models & supporting IT architectures …are required today for business survival Composable Services (SOA) Composable Processes (CBM) Component Business Modeling Flexible Business Models Transformation, Business Process Outsourcing, Mergers, Acquisitions & Divestitures Requires Flexible IT Architecture Software Development Integration Infrastructure Management Service Oriented Architecture (SOA) Development Infrastructure Management Enables On Demand Operating Environment
    • 19. Three Key Concepts for the Foundation for On Demand
      • Build – Model Driven Architecture
        • A style of enterprise application development and integration based on using automated tools to build system independent models and transform them into efficient implementations1
      • Run – Service Oriented Architecture
        • An approach for designing and implementing distributed systems that allows a tight correlation between the business model and the IT implementation
      • Manage – Business Performance Management
        • An approach to systems management that tightly links IT concerns with business process concerns
      1 Source: Booch, et al, “An MDA Manifesto”, published in the MDA Journal, May 2004
    • 20. SOA & Business Process Choreography Services Animation “ Wrapped” Services & Implementations ESB Process Container GUI State Process ‘ Coarse-Grained’ – Long Running, Interruptible, Compensation Transaction network External B2B Async JMS Web Service Legacy, Package UOW2 UOW2 ‘ Fine-Grained’ – Short-Running, non-Interruptible, ‘ACID’ XA Transaction UOW1 Sync JCA UOW1
    • 21. Messaging Fundamentals
      • A single solution, with multi-platform APIs (JMS and MQI)
        • Easy to use message centric interface
        • Network independent
        • Faster application development
      • Assured message delivery
        • Exactly Once, Transactional
      • Loosely-coupled applications
        • Asynchronous messaging
        • Parallelism, Triggering
      • Scalable & Robust
        • PublishSubscribe or Point to Point
        • Clustering, Large Messages
      • Pervasive
      B A
    • 22. Message Broker -Transforms messages ‘in flight’ Delivers messages to the right place and in the right format.
        • Examine the content of a message
        • Transform the content
        • Augment the message
        • Warehouses the message
        • … and assure Transactional delivery! .
      Message Broker Input Node Appl. A Q1 Original Message Appl. B Q2 Reformatted / Reshaped Message Content accessed from database Database Content + Output Nodes Augment message Appl. C Q3 Augmented Message Transformation Node Transform message Transform Database Node Augment WarehouseNode Warehoused Message Warehouse
    • 23. Business Modeling and Monitoring Solution Optimize Process Requirements Existing Components Business Process Management Infrastructure Manage Execution Participate Monitor Analysis Services Interaction Glue Process Modeling and Analysis Deploy
    • 24. MDA: Model Driven Architecture
      • Key Concept:
      • An integration of best practices in Modeling, Middleware, Metadata and Software Architecture
      • Based on standard Models, Metadata Models, and Model Transformations
      • Model Driven:
      • (UML, MOF, CWM…)
      • Platform Independent Business Models (PIM)
      • Platform Specific Models (PSM)
      • Mappings : PIM <==> PSM, PSM<==> PSM (Relative term!)
      • Metadata Driven:
      • (MOF, XSD, XMI)
      • Key Benefits:
      • Improved Productivity for Architects, Designers, Developers and Administrators
      • Lower cost of Application Development and Management
      • Enhanced Portability and Interoperability
      • Business Models and Technologies evolve at own pace on platform(s) of choice
      www.omg.org/mda
    • 25. What are the core elements that SOA brings together? Coming together under Service Oriented Architecture Skills - assistance, and best practices Flexible, robust infrastructure that reuses existing IT assets Applications Industry know-how and best practices linked to business
    • 26. The SOA Lifecycle .. For Flexible Business & IT
      • Gather requirements
      • Model & Simulate
      • Design
      • Discover
      • Construct & Test
      • Compose
      • Integrate people
      • Integrate processes
      • Manage and integrate information
      • Manage applications & services
      • Manage identity & compliance
      • Monitor business metrics
      • Financial transparency
      • Business/IT alignment
      • Process control
    • 27. Introducing the IBM SOA Foundation Custom Apps. IBM SOA Foundation Software Skills & Support Leveraging existing IT Infrastructure Provides What You Need to Get Started with SOA Supports complete lifecycle with a modular approach Extends value of your existing investments, regardless of vendor Scalable ; start small and grow as fast as the business requires Extensive business and IT standards support; facilitating greater interoperability & portability IBM SOA Foundation: Integrated, open set of software, best practice, and patterns CICS IMS
    • 28. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Reference Architecture Glen McDougall, IBM Canada Ltd. Version=
    • 29. SOA Middleware Enables On Demand Flexibility Through a Set of Integration and Infrastructure Capabilities Integrate people, processes and information Extend your reach Optimize application infrastructure Accelerators Process Integration Information Integration People Integration Application Integration Application Infrastructure
    • 30. People Integration Interact with information, applications and business processes at any time from anywhere Cut cost of customer service
      • Systems and applications users need are not all integrated nor easy to use
      • Mobile workers do not have access to information and applications they require in the field
      • Customer service centers costs are high because time is spent on routine tasks, rather than value add inquiries
      Customer Benefits Customer Challenges
      • Easy interaction with multiple processes and applications from a single access point
      • Secure mobile access to business applications and information
      • Automation of routine call center functions while improving customer experience and convenience
      Mobile Access VoiceConversational Access Enterprise Portal
    • 31. Process Integration Optimize and integrate business processes to keep them in line with strategic goals Process Modeling and Simulation Process Automation BAM & Process Management
      • Inability to streamline business processes, meet regulations, at low cost.
      • Need to integrate people and applications in the business process
      • Unable to monitor, control & continuously improve business operations
      Customer Benefits Customer Challenges
      • Model, simulate and optimize business processes
      • Choreograph process activities across the organization
      • Monitor and manage process performance
    • 32. Information Integration Access and manage information that is scattered throughout the enterprise and across the value chain Global Data Synchronization Heterogeneous Information Integration
      • Both structured and unstructured information are spread across one or more enterprises in a variety of databases, packaged applications, master files, mainframes, etc.
      • Information gathering and review processes to coordinate multiple channels leveraging multiple customer touch points are lengthy
      • Business processes to access and manage product information span departments and/or enterprises
      Customer Benefits Customer Challenges
      • Manage and synchronize product reference information across the enterprise
      • Centralize structured and unstructured information from disparate sources for easy access and use by users such as merchandisers
      • Create a consistent, unified view of diverse data and content
      Multi-channel Commerce
    • 33. Application Integration Assure reliable and flexible information flow between diverse applications and organizations
      • Applications are not integrated in a flexible and reliable method across the enterprise, reducing business responsiveness
      • Differences between many internal and partner applications must be managed
      • Maintaining point to point or custom written integration interfaces is cost and time prohibitive
      Customer Benefits Customer Challenges
      • Reliably and seamlessly exchange data between multiple applications
      • Manage differences between multiple applications and business partners
      • Adopt an enterprise wide, flexible, service oriented approach to integration
      Application Connectivity Application and Partner Mediation Enterprise Integration Backbone Suppliers Customers
    • 34. Application Infrastructure Modernizing the User Interface Building a Robust, Scalable, Secure, Application Infrastructure Build, deploy, integrate and enhance new and existing applications Extending Legacy Applications into Web Infrastructure
      • High turnover and training costs due to antiquated applications
      • Unable to extend the business logic in legacy applications into new applications being developed
      • Unable to meet customer and competitive demands on infrastructure performance, scalability, and manageability
      Customer Benefits Customer Challenges
      • Quickly web-enable green-screen applications
      • Adapt legacy applications for use in new java environments
      • Deliver operational efficiency and enterprise Quality of Services (QoS) for a mixed-workload infrastructure
    • 35. Accelerators
      • Pre-built capabilities and solution expertise to speed WebSphere implementations
      Cut cost of customer service
      • Lack of experience / expertise leading to greater project risk, time and cost
      • Inefficient, disparate processes without re-usable components
      • Rising development costs with each new business functionality request
      Customer Benefits Customer Challenges
      • Pre-built capabilities reduce deployment time, effort and costs
      • Proven technology, architecture and best practices to decrease project risk
      • Buy vs. Build: out of the box capabilities save 7-10 times over customer built
      Pre-Built Sell-Side Processes Pre-Built Supply Chain Integration Pre-Built Industry Specific Middleware Industry Middleware
    • 36. Robust Integration & Infrastructure Capabilities Connected in an Open, Flexible Manner Accelerators Modular product portfolio built on open standards Simple to develop, deploy and manage Integrated role-based tools for development & administration Functionally rich, adopted incrementally … utilizing common install, administration, security and programming model Process Integration Information Integration People Integration Application Integration Application Infrastructure Business Performance Management Business Driven Development Infrastructure Management
    • 37. SOA Reference Architecture Apps & Info Assets Business Innovation & Optimization Services Development Services Interaction Services Process Services Information Services Partner Services Business App Services Access Services Integrated environment for design & creation of solution assets Manage & secure services, applications & resources Facilitates better decision-making with real-time business information Enables collaboration between People, Processes & Information Orchestrate and automate business processes Manages diverse data and content in a unified manner Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitates interactions with existing information & application assets ESB Facilitates communication between services IT Service Management Infrastructure Services Optimizes throughput, availability and performance Model Assemble Deploy Manage
    • 38. SOA Reference Architecture Comprehensive services in support of your SOA Build Deployment Asset Mgmt. Ad hoc composition User Integration Device Integration Service Choreography Business Rules Staff Partner Management Protocol Document Handling Component Data Edge Object Discovery Event Capture Security Policy IT Monitoring Business Modeling Workload Management Business Dashboards High Availability Virtualization Business Monitoring Service Enablement Business Innovation & Optimization Services Development Services Interaction Services Process Services Information Services Partner Services Business App Services Access Services ESB IT Service Management Infrastructure Services Interoperability Mediation Registry Master Data Management Information Integration Data Management
    • 39. How Application Server, ESB, and Process Engine fit together “ Application Server” “ Clustered Application Server” “ Enterprise Message Bus (ESB) & Message Broker” “ Process Engine” App Server Clustering Mediation Choreography
    • 40. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration Moving to SOA Glen McDougall, IBM Canada Ltd. Version=
    • 41. Getting To SOA Connections Interactions Composite Applications On Demand Transformation On Demand Transformation Effectiveness Efficiency Tasks Automate Integrate Connect Optimize Business Domain IT Domain
    • 42. Moving to Services-Oriented Solutions
      • Service Layer
      • How do you connect sales to customers?
      .NET Linux J2EE Unix OS/390 MQ DB2
      • Technology Layer
      • Hardware, Network
      • How do you connect J2EE to .NET?
      Finance People Soft SAP Siebel Dir Outlook
      • Application Layer
      • Applications, Components, Software
      • How do you connect SAP to Siebel?
      • Business Process Layer
      • Cross Functional End-to-end Sales Order Process
      Customer Employee Sales Product Source: CBDi Forum, http://www.cbdiforum.com
    • 43. SOA in Practice Business Process Function Service Order Request Not In Stock Allocate Stock Check Inventory ATP/Delivery Validate Request Validate Product Request Process Action Process Action Business Transaction Stock Out Action (Staff Activity) In Stock Valid Invalid Product Information Authorization Service Order Service Billing Service Product Service
      • may be long running
      • multiple valid process states
      • alternative workflows for non-normal conds and/or compensation for exception management
      • short term, non-interactive
      • one change of business state or STP
      • consumes one or more function service
      • targeted level of service reuse
      • loose coupling very important
      • may require compensating transactions
      • collaborations to implement a single FS
      • collaborating apps encapsulated via FS(s)
      Customer Records Inventory Mgmt Order System Billing System
    • 44. SOA Solution Abstraction Layering . . . Leveraging the SOA Reference Architecture Atomic Service Composite Service Registry Consumers Channel B2B Service Consumer B2C Business Process Composition; choreography; business state machines Services Atomic and Composite Service Components Operational Systems Service Provider Packaged Application Custom Application OO Application Integration (Enterprise Service Bus) QoS Layer (Security, Management & Monitoring Infrastructure Services) Data Architecture (meta-data) & Business Intelligence Governance
    • 45. Loose Coupling is enabled by an “ESB” RESULT  Greater Business Responsiveness
      • Allows for dynamic selection, substitution, and matching
      • Enables you to find both the applications and the interfaces for re-use
      • Decouples the point-to-point connections from the interfaces
      • Enables more flexible coupling and decoupling of the applications
      Turn this… Service Service Service Service Service Service Service Service Interface Interface Interface Interface Interface Interface Interface … into this. Service Service Service Service Service Service Service Service Enterprise Service Bus Interface Interface Interface Interface Interface Interface Interface
    • 46. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Governance Glen McDougall, IBM Canada Ltd. Version=
    • 47. SOA Foundation is more than just software
      • Governance and Process
      • SOA Center of Excellence
      • Rational Unified Process (RUP)
      • IT Infrastructure Library (ITIL)
      • Best Practices
      • SOA-Related IP
        • Patterns
        • Redbooks
      • Engagement Experience
      • Education
      • Introduction to Value and Governance Model of SOA
      • Web services for managers
      • Technologies and Standards for SOA Project Implementation
      • Design SOA Solutions and Apply Governance
      Software Skills & Support IBM SOA Foundation
    • 48. SOA requires effective IT Governance
      • Increasing Share Price Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance
      • Increasing Profits “Top performing enterprises succeed where others fail by implementing effective IT governance to support their strategies. For example, firms with above-average IT governance following a specific strategy (for example, customer intimacy) had more than 20 percent higher profits than firms with poor governance following the same strategy.”
      • Increasing Market Value “On average, when moving from poorest to best on corporate governance, firms could expect an increase of 10 to 12 percent in market value .”
      “ Effective IT Governance is the single most important predictor of value an organization generates from IT.” MIT Sloan School of Mgmt. Source: MIT Sloan School of Mgmt.
    • 49. What do you really mean by SOA Governance …
      • Governance comes from the root word “ Govern ” . Governance is the structure of relationships and processes to direct and to control the SOA components in order to achieve the enterprise’s goals by adding value while balancing risk versus return
      • The governance model defines:
      • What has to be done?
      • How is it done?
      • Who has the authority to do it?
      • How is it measured?
      The focus of SOA is the Services Model Processes People Technology Services
    • 50. Apply the SOA Governance processes to the end-to-end management of the service lifecycle Funding Service Domains Categorization of Services Roles and responsibilities Services Ownership and Domains Service Oriented Development Lifecycle Operational Life-cycle Management Service management SLA Capacity and Performance Security Monitoring Identification and Maturity of Services Service Assembly and Deployment Change Management Governance
    • 51. Leading practices in SOA Governance
      • Funding
        • Maintain Top Leadership Commitment
        • Establish an appropriate funding model
        • Plan and budget for refactoring of services
      • Processes
        • Leverage existing processes
        • Plan and adapt for reuse in an incremental fashion
        • Model the business – Align IT
        • Establish the SOA Vision and Roadmap and measure progress
      • Organization
        • Assess Maturity and impact of change
        • Chose an overall governance approach – Central or Distributed
        • Understand and staff roles for proper governance
    • 52. Common organizational SOA Governance Roles
      • Business Sponsorship
        • The Executive Sponsor
        • Business process Owners
        • Service Domains Owners
      • Coordination
        • The Executive Steering Committee
        • The Architecture Review Board
        • Business Unit Committees
      • Advice and Compliance
        • SOA Operations Board
        • SOA Center of Excellence
    • 53. SOA Governance can be tailored to the scope of the SOA initiatives in the organization SOA a strategic initiative for application development and integration at an Enterprise Level Line of business (LoB) level , or across a set of related projects Single project implementation at IT group level.. “Testing the waters” … Gradual adoption approach SOA Scope End state Enterprise Control - Virtual or dedicated roles LoB / IT coordination IT Centric Organization IT Industry Architecture governance maturity Business driven services scope Leverage existing IT development processes Process Shared costs of Charge-back structure IT budget allocated and funded by LoB Embedded in project budget Funding
    • 54. Establishing SOA Center of Excellence Accelerate mobilization of SOA SOA CoE Mobilize the SOA CoE People Develop SOA Vision, Goals Organization, Technology & Asset Assessment Develop Organization & Governance for SOA CoE Create SOA Artifacts and Best Practices What is our Future State? Where are we? Where are we going? How do we get there? Services Technology Processes
    • 55. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Benefits Glen McDougall, IBM Canada Ltd. Version=
    • 56. Business Value of a Service-Oriented Architecture Flexibility
      • Develop flexible business models enabled by increased granularity of business processes (“services”)
      • Support an On-Demand business for globalization, outsourcing, mergers
      Speed
      • Combine and reuse pre-built service components for rapid application development and deployment in response to market change
      Efficiency
      • Integrate historically separate systems, facilitate mergers and acquisitions of enterprises
      • Reduce cycle times and costs for external business partners by moving from manual to automated transactions
      Services & Info
      • Offer new services & information to customers without having to worry about the underlying IT infrastructure
      Revenue
      • Create new routes to market, new value from existing systems, growth
      Risk
      • Improve visibility into business operations
      Cost
      • Eliminate duplicate systems, build once and leverage
      • Reusable assets cut costs
    • 57. SOA Middleware Solution -Expected Business & IT Benefits
      • StandardizedComponentized SOA Integration Architecture with One SOA Service interface to access backend applications or shared data
      • A “Flexible, Extendable, Technology-Agnostic, Future-Proof” IT Infrastructure
      • Open Standards:
        • J2EE, XML, Web Services (SOAP, WSDL), Mainframe & Legacy Transports
      • Improved Agility, Responsiveness, and “On-Demand” Business Efficiencies
      • Minimized Cycle-Times for Changes and Reduced Time to Value
      • Higher Reuse through composite application creation
      • Reduced Costs and Low Total Cost of Ownership
      • Timely access to Processes, and High-Quality Data with fewer errors
      • Improved Customer Service
      • Enhanced Ease Of Use and Productivity
      • Extended Application value
      • Simpler & Stronger Security (LDAP-based)
      • Higher System Availability, Scalability & Throughput, with Fast Response Time
      • Robust Middleware from Proven Market Leader
    • 58. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration SOA Summary Glen McDougall, IBM Canada Ltd. Version=
    • 59. Business Flexibility enabled by SOA & WebSphere Infrastructure Management Services Business Application Services Process Services Information Services Development Services Interaction Services Partner Services App & Info Assets Connectivity Services Business Innovation & Optimization Services SAP Adapter Oracle Adapter DB Access DB Access Federated Query App EJBs Portal Business Innovation & Optimization improves Composite Applications Business dashboard Community Manager IT impact on processes
    • 60. University of Toronto SOA Overview IBM WebSphere Software Platform for Integration END Glen McDougall, IBM Canada Ltd. Version=

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