• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Opposites Attract SOA, Agile, MDA
 

Opposites Attract SOA, Agile, MDA

on

  • 2,355 views

Given at the SOA for e-Government conference 12 April 2011

Given at the SOA for e-Government conference 12 April 2011

Statistics

Views

Total Views
2,355
Views on SlideShare
1,870
Embed Views
485

Actions

Likes
1
Downloads
103
Comments
0

6 Embeds 485

http://everware-cbdi.com 236
http://www.soakb.com 136
http://www.everware-cbdi.com 76
http://www.cbdiforum.com 24
http://204.144.122.80 10
http://cbdiforum.com 3

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Imagine a whole portfolio of this lifecycle pattern (or anti-pattern when we think of what we are being tasked for)Is trying to do this in shorter agile bursts going to leave us permanently in 1 of the 3 bad zones?How do services get worked into this model? What about developing services? – the impact of developing services in this manner could amplify the disruption
  • Key wordsCloud First, Shared, Modular, Shortened Cycle, Managed, Consolidated, CollaborationShared services – think of various layers of granularity e.g. utility – payment processing, addressing core – case management, account management, content management business – child welfare case management, justice case management etc..Modernized Software Development Process – this and the next point about procurement are closely related – they would both have to structured differently to be able to specify, acquire and build modular components of solutions which can assembled via SOA
  • We see a convergence rather than a set of distinct capabilities – so rather than just thinking about doing virtualization or SOA or cloud or agile or MDA we submit that the combination of these techniques, methods and architectures converge to give us a truly agile architecture managed by an agile IT organization in support of an agile businessLegacy shown at the bottom left illustrates a typical stovepipe architecture which is usually structured along organizational lines and sometimes specific business process. This architecture is challenging to integrate and maintain and usually has redundant functionality. Further challenges may result due to legacy platform constraints e.g. no service orientation, inability to deliver to modern channels, skills availability.The modernized portfolio on the bottom right is a cloud ready, service oriented non-redundant set of modular capabilities that can be acquired, structured, orchestrated as needed by the organization’s changing requirements.
  • From a budgeting, investment, staffing and timing point of view we expect that the iterative agile method would provide us a smoother delivery curve that delivers early and is in continual delivery mode over the life of the solution. This is much more predictable and thus manageable and the continuous delivery model enhances the business to IT relationship, providing feedback that further optimizes the delivery process.Although agile by itself is a good thing – it is difficult to achieve with our traditional approaches to architecture (which is not as modular as SOA) and implementation (which is a very labor intensive and error prone process).So in addition we put forward the multipliers at the bottom that should be applied to really achieve the vision of an agile portfolio
  • The iterative, continuous delivery and shortened feedback loop of agile all relate directly to the early delivery, light scoping, modularity, manageability, budgeting flexibility and enhanced acquisition models within OMBs 25 point planLong term predictive approaches have proven to be somewhat unreliable and don’t accommodate changing requirements, priorities and circumstances very well. In addition traditional waterfall methods have distinct phases where the focus tends to be on producing that phases’ set of artifacts and only later in the cycle is the actual software one of those deliverables. In contrast agile has a much shorter time horizon, ‘the sprint’ (1-4 weeks) and every sprint is expected to produce some working software that can be demonstrated (although not necessarily released to production).Scrum master is a facilitative role who ensures that the team remains productive by ensuring the team remain true to their chosen process, escalating and handling blockages, preventing outside distractions / interference, Product owner ensures the ROI of the product by collaboratively defining features, prioritizing delivery, evaluating the software (demos) and accepting or rejecting work doneThe team is a cross-functional ‘right sized’ usually 10 or less , self organizing team that is empowered to do anything they can within the bounds of the project to achieve the sprint goalsScrum starts with planning to produce a product backlog usually in the form of user stories. Each sprint starts with a planning phase that selects a prioritized scope of features that are meaningful to the product owner and achievable to the team from the product backlog to become the sprint backlog. The Scrum master organizes and facilitates daily stand-up meetings to understand progress on sprint goals and to uncover any blockage to the team. The end of a sprint produces ‘potentially shippable’ software that may be released to production as decided and scheduled by the product owner.
  • Service oriented architecture sets the stage for standards based sharing, well define modularity , sharing and the ability to build cloud based solutions. Service orientation is a key element of building an agile portfolio since the traditional breakage points of integrated solutions are formalized and managedIt is also important to understand that SOA is an important insulator when it comes to COTS consumption and if designed correctly allows you to leverage COTS (even cloud based) without being too dependent on the particular provider
  • The term MDA and MDD are often interchanged – we see MDD as more holistic then MDA since MDA is concerned with the definition of a PIM and its conversion to PSM and then to an implementation. However we see MDD as more encompassing and the potential for the models to be used to produce the implementation as well as other needed artifacts for testing and documentation.While not a new concept, MDD is not widely practiced and unfortunately the agile mantra of ‘working software above all else’ seems to drive teams to ‘code first’ – however in MDD not only are the models the code but they also accelerate the production of working software, facilitate communication about the software, enhance the quality of the software and even facilitate the maintenance and refactoring efforts that often go along with agile development. Oh and they allow you to run an agile practice that actually produces documentation as a natural side effect of the coding since much of the coding is done in model form.
  • Knowledge discovery and patterns are important concepts that we use in our practice. Since most organizations have legacy applications that do support their missions,, there is usually a lot of knowledge codified into those applications. The goal of knowledge discovery is to harvest and capture that knowledge in a way that is useful to the organization – not only for any transitional efforts (i.e. we don’t want to just recodify it again) but in a way that is useful to the ongoing evolution of the organization and its supporting services and solutions.We leverage patterns as an important accelerator in our reverse engineering processes, our knowledge discovery processes and our forward engineering practices. Since many legacy systems exhibit repeating architecture and design patterns, we can identify the patterns and then focus solely on the unique aspects of the implementation, the same goes for the forward engineering from specification onwards. Essentially it allows us to focus on the 20-30 % of the system that really matters rather than the noise of the implementation paradigm.
  • So how do we get from the situation we have to the vision painted by the 25 point plan. For the legacy systems we propose service oriented modernization. An important note is that this is not just a $ amount per line re-platforming – which recreates the same problems in in a new technology. This is an agile restructuring (and possibly re-platforming) process that includes knowledge discovery with the objective of modernizing the solutions to SOA and modernizing the IT organization to an agile continuous delivery model that leverages MDD
  • The modernization framework follows 5 high level phases:Assess- Plan-Analyze-Deliver-Evolve – Note however that each iteration of the modernization framework covers all of the phases so rapid delivery of working modernized services and solution is ensured.The organization context (the circle in the center) of each iteration is also modernized as needs be as part of the process.
  • The SAE Process provides a consistent view of the activities required to plan, architect, enable, deliver and manage SOA based solutions. In considering how the SAE Process will evolve to accommodate modernization we recommend that the basic model that separates consumer and provider is entirely appropriate because the Target Architecture is going to be intrinsically SOA based. The top level SAE2 Process Model identifies process disciplines and their primary dependencies.
  • Mature teams can overlap sprints to get a kick start on specifications
  • In this case study the preferred legacy solution was restructured to support a distributed SOA solution. The legacy portions remain on the CICS Mainframe platform but are exposed via ESB hosted proxies to a distributed J2EE platform for the channels of the solution. Importantly the implementation of the services can easily be moved from the MF when desired without impacting the solutions using the services.
  • The SOA outcome not only modernizes the selected slice of the portfolio but also establishes the foundation of the future SOA, including some reusable core and utility services.The location management pieces was a Mainframe based green screen application while the logistics piece was a client server application with mainframe based CICS servers. The new technical architecture is IBM SOA and J2EE based hosted on the mainframe.
  • - Focus less on how – more on the outcome – simplifyScenario is a re-usable pattern – Outcome specific to this case studyConsider this scenario if…applicability
  • Major cotsDocumentum, Drools, Xpression, Ldap, XMl diff, exalead cloud viewThis was a significant business process that covered the submission of information from the constituent, the validation the information, case assignment and examination, formal correspondence and final acceptance or rejection of the case.The end result is a flexible rules based SOA that is cloud ready and can leverage COTS capabilities that are in house or cloud based.

Opposites Attract SOA, Agile, MDA Opposites Attract SOA, Agile, MDA Presentation Transcript

  • Specialists in Service Oriented Application ModernizationOpposites Attract,SOA, Model DrivenArchitecture and AgileApril 12, 2011Denzil Wasson(dwasson@everware-cbdi.com)www.everware-cbdi.com
  • Everware-CBDI Snapshot Worldwide SOA Leadership in Advisory Groups & Reputation Standards Bodies Keynote Speakers on SOA ACT/IAC Chair: EA-SIG/Services Committee CBDI Forum Website: over Lead Role on Practical Guide to Federal SOA 25,000 subscribers Federal SOA Community of Practice: Co-Chair SOA Best Practice Object Management Group (OMG) Framework and Co-Chair: GovDTF Knowledgebase Instruct on EA & SOA SOA Metamodel National Defense U/EA Program Submission to OMG Industry Conferences Public/Private Courses Authors/Publications eLearning Curriculum CBDI Journal (120+ Editions) Articles (eg, EA Journal, Government & Commercial Consulting Microsoft Journal) Enterprise/Segment Service Architecture White Papers (eg, Federal CIO Service Portfolio Transition Council, IAC, AFEI) Service Management & Governance Books (eg, Service Orientation, Service Oriented Application Modernization Information Modeling) Model-Driven Architecture & Development Service Harvesting & Provisioning Business Process Modeling Service Assembly, Orchestration SOA Adoption Maturity Assessment & Planning Process Improvement Capability Development2 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Setting the Stage Typical Process – Revolutionary (aka disruptive) High cost/impact of replacement invariably creates delays and means that legacy app User ramp-up period with outlives its effectiveness productivity loss and frustration as the business figures out what Cost it really got and IT does rework Business response “Dead Zone” - only emergency or mandated updates are made Time Application ages, becomes less “Big Bang” replacement One time Modernization responsive, frustration and cost increase and frozen legacy occurs here – if at all Planning/Analysis for Cycle renews, but has replacement anything really changed?3 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • The Big IT Picture – we need to get SERIOUS We need a Major Inflection Point This is the driver behind OMB’s 25-Point Implementation Plan to Reform IT Management. Objectives: Make IT more cost effective (reduce the per unit cost of delivering capabilities) Provide better more responsive support to the business/mission of government (establish IT agility to enable business agility) Reduce the risk and cycle-time associated with IT development programs Reduce redundancy and improve consistency through reuse4 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • The 25 Point Plan Long on “What” Reduce the cost of IT infrastructure (1,2,3,20) Modernize government IT acquisition and contracting (4,5,13,16,25) Reduce IT risks through better program management (7,8,12) Identify and implement IT best practices (9,10,11,14,24) Promote shared services and modular development (6,15,17) Align processes for capital investment, budgeting and modular development (17, 18, 19, 20) Improve IT management and oversight (22,23) Short on “How” Low Hanging Fruit: Data Center Consolidation / Platform Virtualization (IaaS / PaaS) Obvious Commodities (e-mail, calendar) Bigger Payback: Wide-scale use of Shared Business Services Modernized Software Development Process emphasizing modularity, reuse, iteration and knowledge management IT Procurement modernization5 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Convergence of Capabilities for Modernization Development Approaches Architectural Best Practice • Agile/Iterative • Enterprise/Segments Knowledge • MDA/MDD Service Orientation Management • • Twin Track • Standard Patterns • Reference Models Architectural Development Best Practice Approaches Infrastructure rationalization Knowledge Management • Virtualization • Models – UML/BPMN • Cloud • Rules Engines Infrastructure • Collaboration Tools Rationalization Modernization Heavy, Complex Lighter, Shared Legacy Portfolio Modern Portfolio6 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Iterative Process – Evolutionary + Multipliers Smooth cost curve is easier to budget and manage. Smooth delivery curve reduces resource spikes and User impact (retraining, disappointment, …) Tightly scoped iterations reduce risk Cost and provide early feedback O&M curve flattens as new features are more easily implemented Business gets working software early Time Application is continually evolving facilitated by an iterative approach and agile architecture Multipliers: Service Oriented Architecture (modular, efficient) Model Driven Development (knowledge, automation, portability) Business, Integration and Implementation Patterns Management (scope) Virtualization (efficient resource usage)7 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Agile – Methods and Outcomes Agile The Agile method’s main focus is the production of the software solution Agile is an adaptive approach vs. the traditional predictive approach Key roles of Scrum Master, Product Owner, Cross Functional team Scrum Source: SrumAlliance.org Benefits (25 point plan) Shortened delivery cycles Strong feedback loop for program management Ability to reduce acquisition scope8 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOA SOA – Service Oriented Architecture An architectural pattern that promotes a collaborative modular architecture that leverages re-usable services Characteristics Services are assets – specifications are key knowledge asset Modular – design for both re-use and change Standards based – be careful of just technical standards Twin track development – dependency management is crucial Best fit with virtualized cloud solutions – facilitates deployment transparency Benefits (25 point plan) Reduces IT portfolio development and maintenance effort, cost and complexity in a changing world Agile - designed for change, responsiveness Modular - facilitates smaller grain acquisition Re-use – reduces cost and risk9 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • MDA/MDD MDA/MDD – Model Driven Architecture / Development Software delivery approach where specification models and other abstract artifacts are created to describe the structure and behavior of a system or module. The models are either executed directly or transformed into implementation code or environment control. Application & Business Business Rule Metadata Message Mgt Service Models Process Models Models Models enli st wi th M EP S?yes no, waiver granted yes «BusinessP rocess» 2 enlistment A ppl icant yes shipping requested? «BusinessProce.. . 3 shipping no enl ist ee shi pper Parties and Facilities + «B usin ess Typ e » Pa rty n a me * in cl u de s re sid e s at +p la ceO fBi rth 1 * + + + + + « Bu sin e ss T yp e» Loca ti on stree t: st ri ng city: st rin g cou n ty: st rin g zip Co d e: st rin g na me 1 * b el o ng s t o 1 «B u sin ess T yp e » Re gion • Routing chooses not 1 i s lo ca te d to enl ist Mediation p la ys * « e nu me ra ti on » * at Ra ci a lCa te gor y «Busi nessP rocess» * « Bu sin e ss T yp e» • 1 appl icant qualificati on « B usi ne ss Typ e» Fa c ili ty a me rica n In di an OrAla ska Nat ive «B usin ess Typ e » « B usi n ess Typ e » Pe rs on a sia n Orga ni za tion h a ve Role + na me : strin g St artE vent 1 Meets standards f or quali fi ed not enlisted b la ckOrA frica nA me rica n h a sL an g ua g e + g e n de r: G en d er 1 * enlistment, appoi nt ment or n at ive Ha wa i ia nO rOth e rP aci ficI sla nd e r + d o b : da te inducti on? 1 whi te + ssn: stri ng d ecl in eT o Re sp on d * + u n iq u eI de n tif ie r + p h o ne n u mbe rs « Bu sin e ss T ype » + f irstNa me : strin g Fore ignLangua geS k ill + m id dl eNam e: st rin g « en u merat io n » « en u me ra tio n » « Bu sin e ss T yp e» « Bu sin e ss T ype » Ge nde r Ma ri ta lStatus + l a stNa me : strin g «B u sin e ss T ype » no + la n gu a g e: st rin g Re c epti on/ T ai ni ng r Duty S ta tion + m arita lS ta tu s: Ma rit a lSt at us Arme d S erv ic e + fi rst : bo o le an Ce nter ma le ma rrie d + p rio r mi lit ary se rvice fe ma le si ng le + p rivile g e s o th e r d ivo rce d appl icant not + p ref eren ce s appl icant not + ra ci al Ca te g ory: Ra cia lCat eg o ry enl ist ed wi th qual if ied f or + e t hn icCat eg o ry: E th ni cCa te g ory « en u me ra tio n » ME PS enlistment/ accession + d e p en d en ts: in t E thni cCa te gory + re lig io u sPref eren ce : strin g d ecl in eT o Re sp on d Translation + e d u ca t io n: E du ca tio n h isp a ni cOrL a tin o n on Hisp a ni cOrL a tin o • UML, UML, UML BPMN SBVR OWL/ RDF Java, C#, DDL, XSD, XBRL, DDL,SQL, BPEL SPARQL WSDL OCL • Source code Virtualized Workflow / Business Rules Infrastructure / • Executables Orchestration Logic Data Access ESB • Test Harness • Documentation Control Configuration10 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • MDA/MDD Characteristics Leverages standardized model notations – class diagram or ERD insufficient Focuses on the production of standards based specification views of services and solutions Commoditizes the transformation from specification to implementation via automation – virtualizes the implementation Benefits (25 point plan) Rapid Delivery Efficient maintenance Improves Quality Facilitates integration (modular challenge) Portability across technology platforms Preserves knowledge beyond current contractor / implementation Facilitates effective management (predictability) Facilitates acquisition through common specification language11 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Knowledge Discovery & Patterns Knowledge Discovery The extraction of knowledge from existing assets to preserve knowledge and reduce the cost and risk associated with starting over Various architecture views data, process, dependencies, rules, timing, organization, roles – focus on the areas that will be somewhat stable. Manual and automated approaches – sometimes a meeting is faster Jumpstarts the knowledge management approach – beware the ‘do over’ Facilitates transition from the old way of doing things Patterns Congruent Business Process, Business Data, System Architecture, System Integration and System Implementation patterns – multiple levels Leveraged to optimize Knowledge Discovery Facilitate modeling, specification, testing and communication Used to accelerate forward engineering Important tool for acquisition and program management12 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Opposites Attract – SOA, MDA & Agile Combine the most beneficial and appropriate aspects of each approach Architecture/Modeling Agile “Cons” “Pros” “Pros” “Cons”“Analysis Paralysis” Architecture communication Quickly produces results Reputation as chaoticIs it realistic Framework for business Focus on removal of Refactoring “rework”Is it current? oriented SOA blockages DifferentFamiliarity Consistent integration of Small teams Codified Knowledge services Steady pipeline Relationship to EA Increases Service visibility Sense of urgency How to scale Knowledge retention The Power of Synergy Scale Agile by using models to facilitate architecture compliance and rapid delivery Service models facilitate service re-use through analysis and design time bindings Models are “agile” too – quickly respond to changes in navigation, data, service consumption, and platform/framework targets Model-driven code ensures integration consistency reducing the single largest cause for code “breakage” Leverage repeatable patterns and MDA to rapidly generate all “plumbing” code allowing agile developers to concentrate on UI and extensions V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Service Oriented Application Modernization Getting from here to there Use of existing assets for Modernization to SOA Use of knowledge contained in existing assets and people Potential direct use of assets Why? Modernization is an opportunity to strategically position the portfolio restructure to SOA preserve knowledge facilitate future change put the ‘bonus’ multipliers in place Modernization without restructuring is just re-platforming (same problems, new technology) Modernization leverages current skills and knowledge Modernization can be done iteratively easing the transition14 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Application Modernization Strategy Integrated portfolio management coordinating SOA with replacement and refactoring Twin track solutions and services “Meet in the middle” service growth Baseline and iteration vs big bang Pattern based analysis, architecture, design and transformation Functional equivalence vs implementation equivalence Functional redundancy / duplication vs functional congruency – encapsulate similarities as reusable capabilities Selective automation (reverse and forward engineering) Model Driven forward engineering15 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • CBDI-SAE Application Modernization Framework Assess Plan Analyze Deliver Evolve Business Architecture Specification Architecture Organization Architecture Implementation Governance Architecture Process & Tools Delivery Mgt Deployment Quality Mgt Architecture Change Mgt Technology Architecture16 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • CBDI-SAE Process Model (SOAM) Business ImprovementConsume Solution Provisioning Solution Solution Business Architecture & Assembly/ Modeling Design Implementation Legacy Application Reengineering Application Knowledge Modernization Discovery Planning Legacy to Service Reengineering Service Oriented Service Provide Architecture Implementation & Design Service Provisioning Information Architecture Solution/Service Solution/Service Solution/Service Solution/Service Enable Platform Platform Design Operations & Deployment Architecture & Installation Management SOA Adoption & Excellence SOA Governance Manage SOA Quality Management SOA Delivery Management Modernization Change Management17 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Typical Iteration (“Sprint”) ProcessSprint Planning (team) 2 to 4 week duration• Identify and prioritize functional scope and objectives• Assign resources and tasks• Establish sprint schedule, delivery goals Sprint Analysis Iterate as Needed • Define data and process • Map data flow thru layers • Identify & detail business rules • Detail new service methods/signatures • Mock UI Interaction Sprint Implementation • Extend generated codebase • Implement remaining business rules Sprint Architecture • Customize user interface • Extend and detail data & functional architecture • Perform unit and integration testing • Select patterns, services & design elements • Model business process/workflow Sprint Review (team) • Identify enabling aspects and blocking aspects • Define sprint process improvements Sprint MDA/MDD Sprint Test/QA • Define service solution improvements (team perspective) • Prepare and perform functional tests • Create/Extend/Refactor models • Perform integration/regression tests • Generate/Compile code artifacts • Document and Track test results • Generate test artifacts • Certify requirements completion • Initial unit and integration testing Sprint Infrastructure Install environment upgrades and adaptations, Ensure required COTS, legacy & service availability User/SME Support for analysis, design, QA, Prioritization Sprint Management Monitor Sprint, Manage internal and external blocks, Re-prioritize activity, Constant communication of tracking to goals V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 1: In-situ restructuring Scenario Large Banking organization restructure merges all lending divisions exposing redundant solutions and inconsistent processes and rules. Drivers “Lending is lending” - a suite of common rule based lending services is desired Cost containment, Time to market Modernization Context Personal Lending Lending Mortgage Lending Student Lending Credit Commercial Lending Bureau Credit Bureau19 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 1: In-situ restructuring Execution Iteration by Use Case service needs Survey ‘best available provider’ of service need Exposed service proxies from refactored legacy New web functionality built consumes strategic service proxies via ESB Project Outcome Lending Services suite harvested from existing legacy New solution functionality requires only view controller layers and is built using strategic interfaces When legacy is retired, consumers will experience no change (strategic interfaces) Consider this if… Legacy solution has the functionality in some form The legacy transactions can technically be exposed to SOA You have legacy skills You need to minimize the entry costs to SOA The persistence layer can’t be changed20 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 2: Portfolio pathfinder Scenario Large Home Improvement retailer wants to modernize from monolithic mainframe based applications to distributed SOA. Data schemas must (initially) remain unchanged to be shared by legacy and the new services as a transitional tactic. The pathfinder is performed on a portion of the portfolio Drivers Burning platform (technology, skills) Duplication of functionality (clone and own), widespread data level coupling Modernization Context Logistics Location Management21 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 2: Portfolio pathfinder Execution Two distinct (business and technical) solutions in the portfolio Reverse engineer to UML models for SOAM Pattern based analysis Forward engineered using MDD Outcome A part of the portfolio (+- 5%) has been modernized in a 12 week duration Path forward defined in terms of model driven approach, SOA architecture, effort and cost Several common utility and core services have been provisioned and deployed Consider this if… You perceive redundancy in your portfolio You need to prove a business case You need real data to plan your portfolio modernization You need to prove the approach against a heterogeneous portfolio You want to establish a framework for modernization using a slice of the portfolio22 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 3: BP Modernization Scenario Government Agency modernizes a key business process with an SOA solution that maximizes the use of COTS components while minimizing vendor lock in and providing presentation channel openness. No desire to start from first principles, legacy has all the required information. Drivers Optimization of the business process (cost containment, process pendency) Reduce vendor dependency through SOA and standards Modernization Context Business Process G2C COTS Case Mgt Content Mgt COTS23 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • SOAM Case Study 3: BP Modernization Execution BPMN Models and User stories are Product Backlog Combination of COTS and Model Driven Agile integrating via SOA Candidate Services and COTS components identified Agile Model driven approach 4X 4 week Sprints Services and Solution generated from UML models and enriched solution UML Project Outcome 42 user stories, 2 portals (75 web pages total), 29 services, 5 COTS products (excl. platform), Model based SOA facilitated smooth integration and rapid refactoring Consider this if… You have funding and buy in around a specific set of business processes Your core business processes need to be modernized (process and/or implementation) The business process may include parts that could be useful services to others The business process is large grained and can be restructured to leverage services24 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Summary 25 point plan requires comprehensive action to achieve inflection • Make IT more cost effective • Provide better more responsive support to the business/mission • Reduce the risk and cycle-time of IT development programs • Reduce redundancy and improve consistency through reuse Modernization efforts are a unique opportunity to position for the future while addressing the OMB 25 point plan The flexible modernization framework presented combines Agile, SOA and MDA to optimize the modernization path based on your business requirements25 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc
  • Specialists in Service Oriented Application Modernization Denzil Wasson dwasson@everware-cbdi.com www.everware-cbdi.com26 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc