Transformative Technologies: Minimizing Risks and Maximizing ...

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  • Just d o n’t do it! Questions to ask yourself Is SOA your most important priority? Is IT a key differentiator for your company? How open do you need to be to compete? How critical is “SOA” to your organizational goals? Not committing to SOA, does mean not doing SOA Demand SOA from 3 rd party vendors Implement new systems as services Decouple where specific advantages are clear Expand the use of messaging and web services where specifically needed
  • Alternative 1: Big Bang can = HUGE DUD!!! Picking the vendor and consulting firm(s) is itself a major undertaking Building the support staff must be fully factored Evaluate risks: Significant up front investment A long marriage after a short courtship How will projects put on hold be handled ? What are the costs of falling behind schedule? Requires full senior management support in it for the long run 3. Stealth approach: Fold it into other projects Motivation IT knows it needs SOA CEO wants to be SOA Business lines see SOA = L, the “L” in P & L! And then, when every project is late and over-budget… Alternative 2: One big step at a time Suggested sequence: Message Bus / Broker Build in Monitoring / Auditing / Logging Services FIRST Build first class business services Much more than just accessing system touch points Canonical XML for all implemented services Automate multi-step processes (BPEL, Tibco Business Works, etc.) Automate processes with manual steps Carefully select targeted projects for optimal benefit Co-exist service-oriented and non-service oriented components Refine Business Processes before trying to automate them
  • Management changes. You can’t do it unless the head of the organization understands its rationale and cost implications, the CIO and CTO agree and the heads of the lines of business (or agencies) also agree. Otherwise, you will fail.
  • Management changes. You can’t do it unless the head of the organization understands its rationale and cost implications, the CIO and CTO agree and the heads of the lines of business (or agencies) also agree. Otherwise, you will fail.
  • Management changes. You can’t do it unless the head of the organization understands its rationale and cost implications, the CIO and CTO agree and the heads of the lines of business (or agencies) also agree. Otherwise, you will fail.
  • Management changes. You can’t do it unless the head of the organization understands its rationale and cost implications, the CIO and CTO agree and the heads of the lines of business (or agencies) also agree. Otherwise, you will fail.
  • Management changes. You can’t do it unless the head of the organization understands its rationale and cost implications, the CIO and CTO agree and the heads of the lines of business (or agencies) also agree. Otherwise, you will fail.

Transcript

  • 1. Transformative Technologies: Maximizing Value and Minimizing Risk Jonathan Mack, Ph.D. Senior Technical Architect The Guardian Life Insurance Company of America, New York, NY [email_address] All statements contained herein are solely those of its author and do not represent the position and opinions of The Guardian Life Insurance Company of America or its subsidiaries.
  • 2.
    • Magic Bullet #2063A: Composite Applications
    • Everybody’s doing it!
    • Everyone (Gartner, Forrester, your boss) says “Just do it!”
    • Reusable services and automated processes: What could be better?
    The SOA / BPM Imperative SOA + BPM = The holy grail of agility and reuse
  • 3. What could possibly go wrong, go wrong?
    • Reality can be painful : 83.8%* of IT projects fall short of their goals
      • Cost more
      • Take longer
      • Deliver less
      • Get cancelled
    • The SOA/BPM paradox : To make integration easier, the hard integration comes first.
      • Old ways of doing things get the job done, if poorly. Legacy systems became legacy systems because they don’t adapt easily.
    “ Reality” – What a concept! *Source: Enterprise Architecture Executive Council
  • 4. Start here: You don’t need SOA or BPM !
    • Answer these questions honestly:
      • Does your need to simplify multi-system interactions outrank other goals?
      • Is your need for process automation more mission-critical than other objectives?
      • What won’t get done if you devote your energies to SOA / BPM?
    • Is SOA/BPM the solution? It depends on the problem!
    • Strategy 146b: “Let’s not and say we did.”
    Understand what you need, not what you “Gotta have!”
  • 5. Still want your Ferrari?: Alternative Strategies
    • Big Bang!
    • Stealth SOA/BPM: Slip it in under cover of night (i.e.within other projects)
    • One significant step at a time (Sorry, no baby steps.)
      • Success depends on selecting the strategy that accurately fits your organization’s needs, resources and readiness for transformation.
    Hint: If you’re worried about the cost of the license , don’t bother test driving the car!
  • 6. Beware of the fire-breathing dragons
    • Institutional Feudalism : It’s why you need SOA & BPM AND why it’s so challenging to accomplish .
    • Every project, system, and business entity is a fiefdom
      • Each manages budget and resources
      • Each has its own leadership, goals, “special”
      • characteristics
      • You can’t impose collaboration, but …
      • that’s exactly what you must do !
      • Everyone will say they’re on board, but real organizations are made of individuals and groups with their own agendas and priorities.
  • 7.
    • Key elements of Federated IT :
    • Build a well-designed shared services cost model first .
    • Form an enterprise-level group of widely respected software engineers & technical managers solely and permanently dedicated to shared services.
    • Build your governance model , but…
      • Don’t overcomplicate
      • Leadership is a lot more than enforcing policy
        • Provide guidance and direction as well as standards.
        • A respected, proactive partner is more effective than a heavy-handed gatekeeper.
        • Provide concrete value by doing necessary enterprise work.
    Solutions: I. From Feudalism to Federation Lay the groundwork for change by organizational evolution .
  • 8.
    • Implement new construction as services where multiple systems depend on the related events and data.
    • First implement BPM where no automation exists. Then replace hand-crafted workflows with production-quality BPM.
    • Where possible, replace legacy systems with service-oriented systems.
        • Don’t assume you can “wrap” legacy systems in SOA clothing.
        • Being SOA doesn’t mean everything is a service.
    • Insist vendors provide SOA / BPM compatible solutions
        • Of course, they’ll all say they are. Deep-dive into details.
    Solutions II: Balance tranformation and pragmatism
      • Success depends on accurately determining where SOA and BPM can make the most demonstrable impact.
  • 9.
    • Don’t kid yourself about how easily key staff will be willing to change their mindsets. Be prepared to reorganize.
      • Respect those who do their jobs, new or old, effectively. But…
      • Deal with obstructionism forcefully and definitively.
    • It’s not sufficient to have one key champion: ALL C-level leaders and their directs must :
      • Understand why your organization needs SOA & BPM
      • Understand that growth includes pain
      • Understand and be accountable for their specific roles in the process of change
    Solutions III: Don’t ignore the “WHO” is SOA/BPM Success can only be achieved by optimally managing up and down.
  • 10.
    • Expect many roadbumps, detours, twists and turns before you’re done.
    • Think ahead: SOA 2.0 = SOA + EDA ( Event Driven Architecture)
    • Enjoy the ride: By the time you get SOA and BPM to really hum, there’ll by another, hotter TLA* and your shiny new Ferrari will just be a “legacy” VW Beetle!
    • Questions?
        • *Three letter acronym
    And, finally… Have a nice trip!
  • 11. Contact Information Jonathan Mack [email_address]