Creating an EA Governance Organization to Manage an SOA Adoption Program Chip Wilson Enterprise Architect EMC Chip Wilson

Agenda Context for this Presentation SOA Adoption Approaches SOA Governance Real World Example Rollout of SOA Governance Governance Metrics Governance Roles

Context for this Presentation

SOA Adoption Approaches

SOA Governance

Real World Example Rollout of SOA Governance

Governance Metrics

Governance Roles

Four Domains of Enterprise Architecture

What is SOA? Service Oriented Architecture is defined by a set of practices and technologies for building IT systems out of parts. Building systems out of parts is a more general concept than SOA, and can be applied to many industries. The two key prerequisites that enable the construction of systems from parts are: A catalog of parts that defines what parts are available for use and their characteristics and interfaces Tools that can be used to assemble parts into systems

Service Oriented Architecture is defined by a set of practices and technologies for building IT systems out of parts.

Building systems out of parts is a more general concept than SOA, and can be applied to many industries.

The two key prerequisites that enable the construction of systems from parts are:

A catalog of parts that defines what parts are available for use and their characteristics and interfaces

Tools that can be used to assemble parts into systems

Adopting an SOA Beginning of a journey for the entire organization Approach may vary Goal – build an agile, loosely coupled suite of business services Execution – process of adopting practices and tools Approaches can be divided into two categories

Beginning of a journey for the entire organization

Approach may vary

Goal – build an agile, loosely coupled suite of business services

Execution – process of adopting practices and tools

Approaches can be divided into two categories

SOA Adoption Two Approaches

Getting There: Two Approaches Top Down Executive-driven Initiative-based Inherently inclusive and evolutionary Bottom Up IT-driven Little need for executive “buy-in” Addresses immediate need for point to point integration

Top Down

Executive-driven

Initiative-based

Inherently inclusive and evolutionary

Bottom Up

IT-driven

Little need for executive “buy-in”

Addresses immediate need for point to point integration

Bottom-Up Data Replication Tightly Coupled Customer Information Customer Information Customer Information Credit Rules Opportunistic use of web services for new interfaces Existing apps wrapped to make them first-class citizens of the SOA Existing interfaces migrate to SOA New integration projects take SOA approach Point to Point Integration Credit Check Fraud Detection Interest Calculation Issue Card Customer Information Credit Check Fraud Detection Interest Calculation Issue Card

Opportunistic use of web services for new interfaces

Existing apps wrapped to make them first-class citizens of the SOA

Existing interfaces migrate to SOA

New integration projects take SOA approach

Benefits of Bottom-Up New Functionality Increasing percentage of systems will be delivered on the new architecture Legacy Functionality Sunset Functionality Little or no executive buy-in required Organization gains experience Solution delivers iterative, incremental value Reuse of existing assets yields higher ROI Iterative Development Cycles

Little or no executive buy-in required

Organization gains experience

Solution delivers iterative, incremental value

Reuse of existing assets yields higher ROI

Shortcomings of Bottom-Up Design of interface contracts often an afterthought Underlying schemas often developed in isolation limited reuse duplicated effort Integration often “hard-coded” in point-to-point manner Web services technology used inappropriately Failures attributed to technology Some services not used, wasting dev resources

Design of interface contracts often an afterthought

Underlying schemas often developed in isolation

limited reuse

duplicated effort

Integration often “hard-coded” in point-to-point manner

Web services technology used inappropriately

Failures attributed to technology

Some services not used, wasting dev resources

Shortcomings of Bottom-Up Increasing value of services No enterprise-wide approach to Development Deployment Management Leads management to begin top-down effort

Top-Down Management clearly sets SOA as strategic direction and creates initiatives to implement Communicate decision throughout IT Implement in phases Inclusive and Evolutionary SOA

Management clearly sets SOA as strategic direction and creates initiatives to implement

Communicate decision throughout IT

Implement in phases

Inclusive and Evolutionary

Benefits of Top-Down Executive buy-in and prioritization allow organization to focus on delivering the most critical functionality early Forces companies to think about and address enterprise architecture Overcomes the shortcomings of bottom-up SOA

Executive buy-in and prioritization allow organization to focus on delivering the most critical functionality early

Forces companies to think about and address enterprise architecture

Overcomes the shortcomings of bottom-up

Pitfalls of Top-Down Getting stuck in “analysis paralysis” Falling back into waterfall approach to development Falling victim to political in-fighting or cultural impediments SOA

Getting stuck in “analysis paralysis”

Falling back into waterfall approach to development

Falling victim to political in-fighting or cultural impediments

EA Governance Top Down SOA Adoption

Requirements for Success Executive Sponsorship Communication between Business and IT Business Focused IT

Executive Sponsorship

Communication between Business and IT

Business Focused IT

Goals of SOA Governance Build an integrated platform and ensure best practices are in place for enabling an integration architecture, including: Integration with existing core systems (ERP, CRM, etc.) Integration of applications with each other Assimilation of new applications Reduce development times, enhance software quality, and ensure a successful integration of applications Provide centralized integration governance Lead integration working groups and teams Establish, document, and evangelize best practices Manage continued change to existing service definitions Recommend policies, procedures, and tools for the development, test, and deployment of services

Build an integrated platform and ensure best practices are in place for enabling an integration architecture, including:

Integration with existing core systems (ERP, CRM, etc.)

Integration of applications with each other

Assimilation of new applications

Reduce development times, enhance software quality, and ensure a successful integration of applications

Provide centralized integration governance

Lead integration working groups and teams

Establish, document, and evangelize best practices

Manage continued change to existing service definitions

Recommend policies, procedures, and tools for the development, test, and deployment of services

Integration Competency Center ICC ICC ICC ICC ICC Development Group C Development Group B Development Group A ICC ICC ICC

Role of the ICC Monitor COTS purchases Evaluate app portfolio Select monitoring and mgmt platform Integration Competency Center Ongoing consulting Select infrastructure standards Define best practices Identify industry standards Drive standards adoption

Executive Sponsorship An SOA adoption program needs appropriate sponsorship Requires a strong vision grounded in SOA best practices Must be led from the top down Create a common vocabulary between business and IT Capability Modeling creates tremendous synergies – aligns the entire Enterprise Architecture stack from top to bottom SOA

An SOA adoption program needs appropriate sponsorship

Requires a strong vision grounded in SOA best practices

Must be led from the top down

Create a common vocabulary between business and IT

Capability Modeling creates tremendous synergies – aligns the entire Enterprise Architecture stack from top to bottom

Communication Between Business and IT IT must understand the strategic business direction An ongoing dialogue on business process will: Provide a business context for Enterprise Architecture Give the business community a suite of tools to automate, improve, or even redesign business processes Business processes: Are an important part of the alignment of IT and business Should not be the basis for a common understanding

IT must understand the strategic business direction

An ongoing dialogue on business process will:

Provide a business context for Enterprise Architecture

Give the business community a suite of tools to automate, improve, or even redesign business processes

Business processes:

Are an important part of the alignment of IT and business

Should not be the basis for a common understanding

Ensuring IT is Business Focused The technical organization needs to: Have a solid grounding in the company’s history Understand why the business operates the way it does Identify opportunities for greater efficiency Technical community must be willing and able to keep communication channels open to: Keep abreast of the competitive landscape and the operation of the business Identify opportunities to leverage technology to further business strategy

The technical organization needs to:

Have a solid grounding in the company’s history

Understand why the business operates the way it does

Identify opportunities for greater efficiency

Technical community must be willing and able to keep communication channels open to:

Keep abreast of the competitive landscape and the operation of the business

Identify opportunities to leverage technology to further business strategy

Creating an EA Governance Organization A Real World Example

Phased Rollout Phase I: Assessment, Planning and Strategy Phase II: Pragmatic Roll-Out Phase III: Execution

Phase I: Assessment, Planning and Strategy

Phase II: Pragmatic Roll-Out

Phase III: Execution

Phase I: Portfolio Inventory and Analysis Gather project data on active and proposed projects including: schedules cost estimates budgets dependencies strategic initiatives expected benefits (e.g., ROI) risks resources assigned Prioritize and rank all projects based on alignment with strategic direction ROI utility Maximize the value to the organization given budget and resource constraints

Gather project data on active and proposed projects including:

schedules

cost estimates

budgets

dependencies

strategic initiatives

expected benefits (e.g., ROI)

risks

resources assigned

Prioritize and rank all projects based on

alignment with strategic direction

ROI

utility

Maximize the value to the organization given budget and resource constraints

Phase I: Current State Integration Assessment Assess and understand the architectural attributes of the top ranked applications, along with any existing, planned, or needed interfaces between them Gather information and formulate best practices and a roadmap for migrating these applications from the current state to the desired future state. Key activities include: Process Take inventory of all other integration efforts occurring to assess the cost/benefit of applying SOA best practices to those projects Work with the Portfolio Manager to determine the priority of integration projects Architecture Inventory the existing systems and their respective components to develop an architectural technology roadmap Understand and document the architectural and technical issues that all integration efforts should know

Assess and understand the architectural attributes of the top ranked applications, along with any existing, planned, or needed interfaces between them

Gather information and formulate best practices and a roadmap for migrating these applications from the current state to the desired future state.

Key activities include:

Process

Take inventory of all other integration efforts occurring to assess the cost/benefit of applying SOA best practices to those projects

Work with the Portfolio Manager to determine the priority of integration projects

Architecture

Inventory the existing systems and their respective components to develop an architectural technology roadmap

Understand and document the architectural and technical issues that all integration efforts should know

Phase II: Governance and Optimizing the Portfolio Some projects will be shut down and others initiated based on the results of the integration assessment, strategic alignment, and ROI ranking Resources need to be re-assigned based on skills and timing Detailed schedules are created for new projects Existing projects that are impacted by the new integration direction are re-scheduled The Portfolio Manager must now define the ongoing governance process for accepting, prioritizing, and ranking new projects against the current portfolio Standard meetings are scheduled and ROI models are defined and agreed upon

Some projects will be shut down and others initiated based on the results of the integration assessment, strategic alignment, and ROI ranking

Resources need to be re-assigned based on skills and timing

Detailed schedules are created for new projects

Existing projects that are impacted by the new integration direction are re-scheduled

The Portfolio Manager must now define the ongoing governance process for accepting, prioritizing, and ranking new projects against the current portfolio

Standard meetings are scheduled and ROI models are defined and agreed upon

Phase II: Collaborative Governance Members of the ICC advise and work as integrated members of the project teams

Members of the ICC advise and work as integrated members of the project teams

Industry best practices stress the importance of liaising with project teams to communicate the goals of the ICC and to ensure that the needs of the project are reflected in the integration plan By keeping this relationship collaborative, the ICC and project teams can work together to efficiently apply the best practices brought to the table by the ICC while maximizing the capabilities of each project within the SOA At the same time that members of the ICC are working with specific projects, they must maintain a community of their own for sharing knowledge, information schemas, and even code and development/test techniques across the organization Infrastructure and processes for community knowledge sharing should be put in place Phase II: Collaborative Governance

Industry best practices stress the importance of liaising with project teams to communicate the goals of the ICC and to ensure that the needs of the project are reflected in the integration plan

By keeping this relationship collaborative, the ICC and project teams can work together to efficiently apply the best practices brought to the table by the ICC while maximizing the capabilities of each project within the SOA

At the same time that members of the ICC are working with specific projects, they must maintain a community of their own for sharing knowledge, information schemas, and even code and development/test techniques across the organization

Infrastructure and processes for community knowledge sharing should be put in place

Phase II: Architectural Governance Early projects explore the use of SOA compliant technologies and the creation of information and interface schemas The ICC is part of the projects to: Gain experience regarding the design and implementation of the company’s first services Assist in the creation of one or more consistent information schemas for use across all service interfaces, facilitating the efficient integration of systems Capture and document best practices to streamline future development of SOA compliant products and service wrappers

Early projects explore the use of SOA compliant technologies and the creation of information and interface schemas

The ICC is part of the projects to:

Gain experience regarding the design and implementation of the company’s first services

Assist in the creation of one or more consistent information schemas for use across all service interfaces, facilitating the efficient integration of systems

Capture and document best practices to streamline future development of SOA compliant products and service wrappers

Phase II: Architectural Governance Service definition Lead integration and service definition meetings between project teams and other stakeholders Communicate service definitions to all parties concerned to ensure consistency of use and coordinate feedback Process (SDLC) Promote an iterative software development lifecycle (SDLC) for integration projects Manage change to service definitions as new requirements are brought into scope Recommend policies and procedures for development, testing, and deployment Education Document best practices for the development of services Develop materials and content to evangelize SOA and ICC guidelines Plan and deliver brief seminars and presentations to evangelize SOA, the work of the ICC, and incorporate success cases

Service definition

Lead integration and service definition meetings between project teams and other stakeholders

Communicate service definitions to all parties concerned to ensure consistency of use and coordinate feedback

Process (SDLC)

Promote an iterative software development lifecycle (SDLC) for integration projects

Manage change to service definitions as new requirements are brought into scope

Recommend policies and procedures for development, testing, and deployment

Education

Document best practices for the development of services

Develop materials and content to evangelize SOA and ICC guidelines

Plan and deliver brief seminars and presentations to evangelize SOA, the work of the ICC, and incorporate success cases

Phase III: Integrated Governance The ICC community shares service definitions, best practices, architecture, and other knowledge between members

The ICC community shares service definitions, best practices, architecture, and other knowledge between members

Phase III: Portfolio Tracking and Re-planning Tracking mechanisms ensure the governance process is working correctly and resources are assigned appropriately Metrics need to be defined and reviewed regularly Determine corrective actions, re-rank, and re-prioritize projects Define metrics and facilitate improvements Project, program and portfolio review happen on a regular basis The portfolio is not static -- projects are re-ranked and prioritized regularly

Tracking mechanisms ensure the governance process is working correctly and resources are assigned appropriately

Metrics need to be defined and reviewed regularly

Determine corrective actions, re-rank, and re-prioritize projects

Define metrics and facilitate improvements

Project, program and portfolio review happen on a regular basis

The portfolio is not static -- projects are re-ranked and prioritized regularly

Phase III: ICC Activities and Responsibilities Consulting Act as consultants to project teams, assisting in the proper formation of information models and service descriptions, and convey techniques for efficient development, test, and deployment of the new services Coordinate with other teams to maintain the integrity of the service definitions shared between projects Education Actively share knowledge within the ICC to improve collaboration with the project teams Evangelize the practices and benefits experience to all project groups Host briefings on the architecture, tools, and techniques for service development, test, and deployment Community and Governance Interface with the relevant industry governance bodies to keep abreast of the latest technology developments, standards, and recommendations that affect the company Establish community knowledge sharing processes and infrastructure Host intra-ICC discussions and reviews to discover and promote best practices and other knowledge within the team

Consulting

Act as consultants to project teams, assisting in the proper formation of information models and service descriptions, and convey techniques for efficient development, test, and deployment of the new services

Coordinate with other teams to maintain the integrity of the service definitions shared between projects

Education

Actively share knowledge within the ICC to improve collaboration with the project teams

Evangelize the practices and benefits experience to all project groups

Host briefings on the architecture, tools, and techniques for service development, test, and deployment

Community and Governance

Interface with the relevant industry governance bodies to keep abreast of the latest technology developments, standards, and recommendations that affect the company

Establish community knowledge sharing processes and infrastructure

Host intra-ICC discussions and reviews to discover and promote best practices and other knowledge within the team

EA Governance Metrics and Roles

Metrics: Operational Effectiveness (is EA doing anything?) Number of standards reference architectures Compliance - Percent of projects using/reusing standards following reference architectures Compliance efficiency – number of projects with signoff on first try divided by total number of projects average number of tries to get signoff Oversight efficiency – average effort and duration required to get project signoff Exception/deferral frequency - number of architecture exceptions and deferrals granted per business domain

Number of

standards

reference architectures

Compliance - Percent of projects

using/reusing standards

following reference architectures

Compliance efficiency –

number of projects with signoff on first try divided by total number of projects

average number of tries to get signoff

Oversight efficiency – average effort and duration required to get project signoff

Exception/deferral frequency - number of architecture exceptions and deferrals granted per business domain

Metrics: Risk Management (is EA managing risk?) Architecture risk count - An architecture risk is a technical characteristic of a solution that has a potential negative impact on that solution’s chances of success vendor risk new technology risk security risk supportability risk Severe architecture risk ratio - Calculate ratio of high probability and severe risks to total architectural risks per project Technology lifecycle risk - Calculate percentage of lifecycle risks attributed to each piece of the technology lifecycle (e.g. emerging technology, mature outside your company, obsolete technology)

Architecture risk count - An architecture risk is a technical characteristic of a solution that has a potential negative impact on that solution’s chances of success

vendor risk

new technology risk

security risk

supportability risk

Severe architecture risk ratio - Calculate ratio of high probability and severe risks to total architectural risks per project

Technology lifecycle risk - Calculate percentage of lifecycle risks attributed to each piece of the technology lifecycle (e.g. emerging technology, mature outside your company, obsolete technology)

Metrics: IT/Business Alignment (are we building the right things?) Spend per business goal - Cost of all IT projects associated with delivery of a business goal Number of projects involved with each business goal Change agenda - Identifies the traceability between business strategy business objectives strategic technology investments

Spend per business goal - Cost of all IT projects associated with delivery of a business goal

Number of projects involved with each business goal

Change agenda - Identifies the traceability between

business strategy

business objectives

strategic technology investments

Metrics: Value Creation (are we delivering business value?) Blueprint value measurement - Metric that provides quantitative view of advancement towards a blueprint Metric is created by tracing back from initiative (technology project) business capability objective corresponding performance indicator (yearly target) Architecture coverage - Comparison of the top 10 architecturally complex projects versus the top 10 high business priority projects Percent of innovation ideas converted into production - Captures the success rate of ideas explored by architecture

Blueprint value measurement - Metric that provides quantitative view of advancement towards a blueprint

Metric is created by tracing back from

initiative (technology project)

business capability

objective

corresponding performance indicator (yearly target)

Architecture coverage - Comparison of the top 10 architecturally complex projects versus the top 10 high business priority projects

Percent of innovation ideas converted into production - Captures the success rate of ideas explored by architecture

Portfolio Manager Responsible for aligning the business strategy with the project prioritization and selection process Key activities include: Inventory the projects within the portfolio Define the governance process Define the membership of the portfolio review board Determine the project assessment and selection processes Create a portfolio tracking process Implement a process improvement effort using organizational change management principles

Responsible for aligning the business strategy with the project prioritization and selection process

Key activities include:

Inventory the projects within the portfolio

Define the governance process

Define the membership of the portfolio review board

Determine the project assessment and selection processes

Create a portfolio tracking process

Implement a process improvement effort using organizational change management principles

Enterprise Architect Responsible for setting the architectural direction and designing the key interfaces between systems Ensure proper implementation and alignment with the architectural direction Key activities include: Work with developers and architects to determine the current state of the projects and systems Work with key individuals to determine the future state that aligns with the business strategy, including a roadmap for transitioning from the current state to the future state Oversee the development, maintenance, and dissemination of libraries and code templates for use in various projects Define and communicate the architectural direction within the company Consult with the product teams to ensure adherence to good design principles that alight with the architectural direction

Responsible for setting the architectural direction and designing the key interfaces between systems

Ensure proper implementation and alignment with the architectural direction

Key activities include:

Work with developers and architects to determine the current state of the projects and systems

Work with key individuals to determine the future state that aligns with the business strategy, including a roadmap for transitioning from the current state to the future state

Oversee the development, maintenance, and dissemination of libraries and code templates for use in various projects

Define and communicate the architectural direction within the company

Consult with the product teams to ensure adherence to good design principles that alight with the architectural direction

Solution Architect Work on development teams to implement the solutions as defined by the Enterprise Architect Key activities include: Oversee application development, technical design, and architectural direction Ensure all developers are using good design principles and adhering to organizational coding standards Perform code reviews Provide architectural design diagrams and documentation for projects Work with the Project Manager to ensure on-time delivery and exceptional quality

Work on development teams to implement the solutions as defined by the Enterprise Architect

Key activities include:

Oversee application development, technical design, and architectural direction

Ensure all developers are using good design principles and adhering to organizational coding standards

Perform code reviews

Provide architectural design diagrams and documentation for projects

Work with the Project Manager to ensure on-time delivery and exceptional quality

Creating an EA Governance Organization Chip Wilson Enterprise Architect EMC Chip Wilson