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SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
SOA- DOA? The enterprise perspective
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SOA- DOA? The enterprise perspective

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  • Texas HHS Introduction HHS IT Strategies and Goals (2004-2009) HHS Strategic Initiatives and Current State Challenges and Opportunities The CIO Response and Focus Case Study – A continues improvement approach CIO : The Changing Role The 2008-2010 – CIO Strategic Agenda and Initiatives FY2009-2011 Plan: The Road Ahead
  • Talking Points: Strengths: Outstanding Technical management team Great Business Architecture Design for IE (Need to move beyond IE) Busienss Archtiecture design key to successfully enabling SOA Weakness: Training and building workforce to make all these initiatives is extremely important Vendors do not have these resources today Workforce need to enable innovation – Current approaches and solutions wont work, we need innovation We don’t measure most of the stuff we do. We need measurement and corelation to understand decision options Opportunities: Enterprise Data Warehouse is required for enabled executive decision management Establish management processes across all critical enterprise initiatives for improved project and business outcomes Threats:
  • Talking Points on Maturity level for SOA and IE Business Operations and Performance Improvments We have defined a business performance metrics framework at a basic level that goes across the channels. Needs more integration hence we are at level 2 We have really done a good job here to enable SOA by re-architecting IE business model, We stopped working on it as Robert moved to other projects We are still not running Business Operations from a service delivery perspective, that only initiative that accomplished this is document management, We have a lot of work to do here where business and IT talk and execute in the language of services – Enabling this approach will save a lot of money and increase business response to clients and IT response to business We have established the services registry and ESB and enabled complete data access services from TIERS. We have enabled a re-usability framework using registry. The next step is to educate and put a process in place across Deloitte and internal app dev teams to use this from a business service perspective – This will significantly reduce change and development costs – This is the logical next step Infrastructure – We have an advanced SOA infra – We need to move to process server and away from TLM (Raghu is looking at it) – Critical missing component is end to end monitoring to across the apps and ESB to make this a world class SOA archtiecture that is flexible (We enabled doc mgt in less than 6 months, that is a proof point) We are extremely weak here with no process to manage a SOA based archtiecture. The staff is not trained and management process are almost not defined. We have a non existant IT oeprations performance framework and no-corelation to business performance Business-IT Governance: We have taken a big step forward on this with DIR (Brian Kelly project and tool). We can move aggresively to bring in additional components here.
  • Talking Points: Organizational Alignment: Based on maturity of each initiative and adoption by business, realignment of CIO structure to meet goals for 2008 thru 2010 Better able to co-ordinate with DIR (Strategic Data Center Outsourcing) Improved and effective vendor management Performance Management and Governance Institute methodologies and benchmark metrics for performance management Cost Management: Explore Saas model as current current IT delivery model is too slow and expensive Need to get out of the software development and data center management business Explore Partnerships with State, Federal and Private Industry Partners Identify the right set of partners to address critical standardization issues Leverage assets and work done by partners to move the project forward
  • Gary, please update the new org structure – I don’t know what it looks like Also review the principle bullets below
  • Gary, this is the work that has started at DIR
  • Enable a HHS Integrated Enterprise class data warehouse and performance management solution Enable a standard information and services model along with a performance metrics knowledgebase to enable performance visibility and analysis across the enterprise Leverage the IE SOA Architecture, Information and Information Access Web Services – Synchronize IE and Enterprise Performance Mgt Solutions Leverage IE SOA and application/Inforamtion assets to standardize Texas MMIS initaitives Build out an enterprise Business and IT Assets portfolio by leveraging IE, MMIS and Enterprise Data Warehouse Projects Leverage current work from IE Project to interact with MMIS in MITA context to build standard HHS Enterprise Business and IT Assets
  • Transcript

    • 1. SOA – DOA? the Enterprise Perspective Gary Gumbert CIO
    • 2. Fast, Good or Cheap. Pick two. Holy Triangle When creating a project, clients must choose only two out of the three options. They can't have it all. It's a reality of life, clients must deal with it. Good + Fast = Expensive Choose good and fast and we will postpone every other job, cancel all appointments and stay up 25-hours a day just to get your job done. But, don't expect it to be cheap. Good + Cheap = Slow Choose good and cheap and we will do a great job for a discounted price, but be patient until we have a free moment from paying clients. Fast + Cheap = Inferior Choose fast and cheap and expect an inferior job delivered on time. You truly get what you pay for, and in our opinion this is the least favorable choice of the three SOA – Pick 3?
    • 3. Gartner’s view of the Hype Cycle
    • 4. Gumbert’s view of the Hype Cycle
    • 5. SWOT Analysis
      • Strengths
      • IT vision and Roadmap
      • SOA Architecture
      • Business Architecture and Requirements (IE)
      • Weakness
      • IT Costs have continued to escalate
      • Access to skilled resources – Vendors and Internal
      • Enterpriser adoption of IT vision
      • Overall Performance Management (lack of
      • metrics, visibility and decision support) across
      • Business, IT, Operations and Vendors Management
      • Opportunities
      • SOA Adoption across the Enterprise
      • Executive Decision Management
      • Establish performance management processes
      • across business, IT and vendors
      • Shorten management cycles and increase
      • decision making accuracy
      • Threats
      • Legislative and Policy changes
      • Lack of budgets and resources
      • Federal Priorities
      • Funding streams and cycles
    • 6. Transformation Status Medium Maturity Level - Program Specific Plan, Good Project Management, Standard Technology Implemented, Performance Measures Defined (Business, IT and Ops) Low Maturity Level – Not Planned, Little Awareness, No Management Processes, Program Specific, Siloed Technology Effort , Little or No Performance Measurements High Maturity Level - Part of Enterprise Plan, Technology standardized to Enterprise EA /Business Architecture blueprint, Integrated Performance Measures, Comprehensive Governance (Transition And Transformation), Vendor Management Integrated Eligibility and BPO Enterprise Data Warehouse and Business Performance Management ERP Upgrade (Finance and HR) IT Outsourcing (State Wide Data Center) Enterprise Email (Outsourcing?) Enterprise Identity Management MMIS Business Performance Management Framework Business Architecture Blueprint SOA Project Management Business/IT Governance Model
    • 7. IE SOA and Business Performance Maturity Conclusion : IE SOA has successfully enabled IE Multi-Channel Business Operations Model by modernizing TIERS Platform and operations SOA Capability v/s Level 1 - Tactical and Basic SOA objectives, framework defined Level 2 – Clear Business and IT objectives and capabilities for SOA defined – Basic measures to track SOA performance in place Level 3 – Established capabilities based on SOA principles across business technology, operations and IT Level 4 – Performance Measures defined to track SOA value across business and IT operations Level 5 – An Integrated Business and IT Management Process to enable accelerated SOA adoption and hence business value creation IE Business Performance Framework IE Business Architecture Blueprint (Multi-Channel) IE Business Operations (Multi-Channel) Application/ Functionality and Business Process Servicification Infrastructure Data Center Operations Management Business-IT Governance
    • 8. Risks
      • Business Value v/s IT Costs – IT costs have continued to escalate without equivalent business value delivered – Software, Hardware and Staff
      • Current IT Operations model – Inefficient and takes a long time to deliver business transformations and value
      • Software, Hardware and IT Vendor Management: Never seem to get out of the licensing trap put forth by the IT vendors
      • Continued struggle with business-IT alignment: What is the right governance model – We don’t have the right experts in enough
      • quantity
    • 9. Response CIO Strategies Organizational Re-Alignment Business Performance Management Cost Management
      • Based on maturity level
      • and initiative
      • Workforce changes and
      • skills access
      • New Business Changes
      • Manage Changes in
      • Outsourced Contractual
      • relationships with
      • vendors
      Business and IT Governance
      • Institute performance
      • mgt methodologies
      • Establish an integrated
      • metrics framework
      • Establish decision
      • management across
      • initiatives
      • Establish strategic
      • performance goals and
      • metrics
      • Continued build out of
      • SOA strategy for reuse
      • and standardization –
      • Enterprise focus
      • Explore Saas as a IT
      • delivery model to reduce
      • costs
      • Continue to consolidate
      • around data center outsourcing – Platform as a Services
      • Establish governance
      • structures and policies
      • across the enterprise
      • Enable business
      • performance outcome
      • and IT governance
      • interactions
      • Setup governance
      • standards across
      • assets, IT operations,
      • vendors in context of
      • business performance
    • 10. CIO Strategy 1: Organizational Re-Alignment HHS CIO Structure – 2004 -2007 HHS CIO Structure – 2008 -2010
      • CIO Organization Redesign: Principles
      • Embrace SOA knowledge across the Enterprise. Each Deputy or Director owns a strategic
      • Enterprise application.
      • Institute operations best practices and methodologies from key projects to rest of the
      • Enterprise
      • Organize around strategic Enterprise projects (EDW, Email, IDM and Telecom)
      • Enforce performance management and governance across the organization – Specifically
      • vendor management
      Deputy CIO Deputy CIO Director EA CIO CIO Deputy CIO EA IM&O EASM ESS ITMS
    • 11. CIO Strategy 2: Business Performance Management Transactional Management Performance Management Application 1 Application 2 Application 3 SOA Business Process Management – Work Flow Business Managers focused on process changes IT Managers focused on enabling new process changes Transactional Data Store Transactional Data Store Transactional Data Store Enterprise Data Warehouse Program Data Marts Performance Management Applications Business and IT Executives and Middle Management – Performance Visibility and Decision Management
    • 12. CIO Strategy 3: Cost Management Application 1 Application 2 Application 3 SOA Business Process Management – Work Flow HHS Enterprise IT
      • Continue
      • Data Center Outsourcing
      • Continue to Outsource
      • Data Center Operations
      • Enable a platform as a
      • service model
      • Enforce SLA’s to mange
      • vendor performance and
      • cost
      CIO and Staff – Cost Management Strategies
      • Continue SOA
      • Standardize
      • application portfolio
      • based on SOA
      • Improve SOA governance
      • for reusability and lower
      • AD costs
      • Expore Saas for
      • Select applications
      • Enable Saas strategies to
      • consolidate and manage
      • application portfolio
      • Establish Saas enablement
      • and management processes
      • Establish a Saas ROI Model
      • through a pilot
    • 13. CIO Strategy 4: Business and IT Governance Solution HHS Business and IT Governance Solution Enterprise Business Services Model Enterprise Integrated Business Performance , Operations and Project Performance Metrics Knowledgebase Business and IT Governance Apps Executive Management CIO Business Managers Vendor Management ODS Enterprise Data Warehouse (Performance Data Marts) IT Systems and Applications Monitoring Data Stores IT Operations Data Stores (Remedy et al) IT Governance Data Stores (Issue, Risk and Project Mgt) Executive Decision Support Apps Outsourced Vendor Systems
      • Business Performance Visibility
      • Transition and Transformation
      • Performance Visibility and Impact
      • Analysis
      • Executive Decision Support
      Web Portal
    • 14. Priorities: Data Warehouse, MMIS (MITA) and Eligibility Current MMIS Solution and MITA Current IE Solution Business Architecture SOA Based Technical Architecture IE Business Services and Processes Catalog HHS Texas Business Architecture HHS Texas Technical Architecture HHS Application and IT Asset/Services Portfolio HHS Transition and Transformation Planning HHS Enterprise Business and IT Assets HHS Enterprise Data Warehouse, BI and Performance Management Enterprise Standard Information/Data and Services Model Business Architecture SOA Based Technical Architecture MMIS Business Services and Process Catalog Enterprise Data Marts Enterprise Integrated Business Performance Metrics Knowledgebase IE MMIS EBT Other Program Specific Performance Mgt Apps Executive Management Power Users Middle Managers Front Line Staff
    • 15. Take Away With SOA you should get 3 ELSE

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