Moving Beyond Project Level SOA


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Moving Beyond Project Level SOA

  1. 1. Using SOA Tools v Doing SOA Transformation Accounts $ Receivable Customer (DataHub) SOA Methodology Orders (EJB 3.0) Promotion Management ? (Business Rules) ? ? Exception Management Portal – Order Hospital Process Process (Human Workflow) Integration | One Off Services SOA | Reusable Services One off Implementation Low Reuse Potential Architected for Reuse Higher Reuse Potential For a good overview of service granularity, go to
  2. 2. Thomas Erl, Author of SOA:Principles of Service Design “It's tough to incrementally adopt SOA when you're delivering services tactically because each tactically delivered service essentially becomes legacy once SOA is properly adopted.”
  3. 3. <Insert Picture Here> Moving Beyond Project-Level SOA (S291389) Dr Mohamad Afshar, Prasen Palvankar, Oracle Fusion Middleware … plus Naresh Apte, Basheer Khan, Robert Schneider, David Senak
  4. 4. <Insert Picture Here> Introduction
  5. 5. SOA Adoption Strategies Enterprise-Driven IT 100% Full Steam Ahead Management Behind Enterprise SOA Management Skeptical – Management not Bought Need Convincing In 100% IT Focused on Success IT Able to Drive Reuse Stories to Convince Across Departments Infrastructure-Driven Project-Driven
  6. 6. SOA Enablers SOA Benefit Enabler 1) Standards-based Interfaces Interoperability 2) Available through standard protocols 3) Canonical Data Models (within Domain/ Enterprise) 1) Assemble rather than build Ease and Speed of 2) Processes, Rules, Events captured in high-level models instead Development of in code 3) Service portfolio speeds up development Agility 1) Separation of Concerns – messaging, workflow, rules, etc. & Reducing Impact of 2) Loose Coupling, e.g. Changes localized to service Change implementations Lower 3) Abstract Legacy and Proprietary Interfaces Cost 1) Standards-based interfaces 2) Process captured in BPM/ BPEL engines Increased Visibility 3) Events captured in CEP engine 4) Data services with standardized formats for key data assets 1) Portfolio of Services built for reuse Reuse 2) Registry/ Repository to aid developers and architects in finding reusable assets
  7. 7. Adoption Strategies Tied to SOA Benefits Enterprise- Infrastructure- Project- SOA Benefit Driven Driven Driven Interoperability Utility Services Ease and Speed of Development Agility & Reducing Impact of Change Lower Cost Increased Visibility Reuse Utility Services It’s difficult to get reuse if you are doing the project-driven approach unless you actively plan and execute to get it!
  8. 8. More Effort Now Less Pain Later Initial service delivery cost, effort Subsequent Service and time is increased due to Governance burden service identification and service reduced portfolio planning Enterprise-Driven Enterprise-Driven Infrastructure-Driven Infrastructure-Driven Project-Driven Less Effort Now Pain Later Initial service delivery cost, effort Subsequent Service and time is reduced because the Governance requires analysis scope is based on increased cost, effort, immediate project requirements time
  9. 9. <Insert Picture Here> Project-Driven SOA
  10. 10. Characteristics of Project-Driven SOA Key Characteristics Focus/ Benefits Downfalls • Some Cost Savings Flat • Incremental Improvement • Little Involvement from the Line Business Side • Tactical Agility Only - • Some Agility through Ease of Change • Scope Restricted to not Service Portfolios Individual Projects SOA Benefit Score • Not Investing in Design • Integration / Data Standards has a Cost Movement Focused Interoperability • Disparities Addressed • New Projects Build Ease and Speed through Integration Everything from Scratch of Development • Missing Reusable • Not Focused on Reuse Reducing Business Services Impact of • Potential Proliferation of Change Unshareable Services Increased • Introduces New Silos and Visibility Related Integration and Governance burden Reuse
  11. 11. Project | Integration Scenarios: •Siebel Order Capture to Oracle ATP •Oracle Configurator to Siebel Order Capture •Siebel Order Capture to G-Log •Siebel Order Capture to Oracle Financials BPEL FLOW Siebel CRM E-Business Suite
  12. 12. Out-of-the-Box Services from Oracle Sustainable Integration through Web Service Supporting SOA with Applications Unlimited JD Oracle PeopleSoft Siebel Edwards Enterprise Business More than More than More than More than Services (out of box) 150 200 100 100 Enterprise Service More than More than More than More than Operations 1000 2000 1000 500 Enterprise Business More than More than More than More than Events 1000 200 1000 300 Modeled Business More than More than More than More than Process Support 5000 800 1000 300 Services Repository YES YES YES YES Available
  13. 13. Naresh Apte TasmanAve, Inc. Founder and CEO, TasmanAve, Inc. • Lesson Learned Consumer Products Company • SOA projects require the same project • Project-Driven SOA considerations such as Performance, • Results Security, HA • SOA Foundation ready for future • Organizational: EA should champion pan- • Significant Cost Savings enterprise SOA practices as reuse is not a • EA prime mover for SOA adoption prime mover at project level • Technology Issues: SOA Skills, New • Key Takeaway Technology Readiness • Treat middleware mainly as middleware • Organizational Issues: EA’s role: implementer versus strategic visionary?
  14. 14. Naresh Apte TasmanAve, Inc. Founder and CEO, TasmanAve, Inc. • Lesson Learned Computer Peripherals Company • Technical: Adapters can introduce their • Project-Driven SOA own issues • Results: • Disparity in standards adoption causes • Sales team moving towards single site interoperability problems for sales information • Organizational: Real-time works ! • SOA Foundation ready for future • Key Takeaway projects • Don’t expect 100% plug-play from day • EA is partnering with other IT teams one • Technology issues: SOA Skills, XML modeling incompatibilities • Organizational issues: Gain confidence in event-based real-time business processing
  15. 15. What is a Business Service? A business service is a software solution that provides functions related to one or more business processes. Business services may be composed from one or more fine-grained utility, entity or task services and are described using business semantics.
  16. 16. Transitions Enterprise-Driven 2) Project-Driven to 3) Infrastructure-Driven to Enterprise-Driven Enterprise-Driven IT 100% Full Steam Ahead Management Behind Enterprise SOA Management Skeptical – Management not Bought Need Convincing In 100% IT Focused on Success IT Able to Drive Reuse Stories to Convince Across Departments Infrastructure-Driven Project-Driven 1) Project-Driven to Infrastructure-Driven
  17. 17. SOA Maturity Domains (Dimensions) Cross-section through a typical slice of the Level-5 SOA maturity stack
  18. 18. Starting Point for Each Approach Corollary: Have to Ensure that you have all capabilities at levels lower than the one at which you start Enterprise-Driven Infrastructure-Driven Project-Driven
  19. 19. <Insert Picture Here> Project-Driven to Infrastructure-Driven
  20. 20. What You Will and Won’t get out of it? • Some Cost Savings • Shared Platform / Enterprise Nervous System • Reuse of Application Agnostic / Utility Services • Improved Interoperability Within Silos • Reduced Integration Between Silos • Ability to Continue with Existing Methodology(/s)
  21. 21. Characteristics of Infrastructure-Driven SOA Projects Recommendations Downfalls • Standardize on SOA • Requires Buy-in • Integration + MDM Platform • Shared Budgeting for • Consolidation / Mainframe • Focus on Use of Industry Platform and Utility Migration Standards Services SOA Benefit Score • Bring in Design Standards • Ownership over Platform for Repeatability and Utility Services Interoperability • Build and Manage • Not Investing in Business Ease and Reusable Artifacts Services limits ROI and Speed of Interoperability Development Services • • Agility Limited Since there Reducing Business Rules • is no Portfolio of Business Impact of Data Models • Services Change Schemas, Transforms, • Anything Not Standardized Increased etc has Downfalls of Project- Visibility • Governance – Policies to Driven Approach Encourage Building, Reuse Reuse of Assets + Operations
  22. 22. SOA Governance for Infrastructure-Driven Service Ownership Capacity Planning Projects / Service Operations Service Lifecycle Gov Enforce Service Levels Lifecycle Shared Artifacts Enforce Policies
  23. 23. <Insert Picture Here> Basheer Khan CEO, Innowave Technology • Lesson Learned Syntax-Brillian • Executive buy in critical for • Currently adopting a Project-Driven project success approach to SOA • Test, Test, .. And Test some • Improved Customer Relationship more! It is never enough! Management • Key Takeaway • Increased Fulfillment Capability • Factor in additional time when • EA managed by the CIO dealing with hosted • Issues: environments • Disparate Systems • Change Management
  24. 24. <Insert Picture Here> Basheer Khan CEO, Innowave Technology • Lesson Learned • HELIO • Involve & train in-house technical • Project-Driven to Infrastructure- resources Driven approach • Key Takeaway • Started out as an integration project, evolved into reusing components • When working with startup across the enterprise companies, architect and develop processes closest to the • Introduced agility & interoperability to backend system first business processes • EA handled by VP of Applications • Issues: • Time to market
  25. 25. <Insert Picture Here> Basheer Khan CEO, Innowave Technology • Lessons Learned: Secure Path • Critical to devote time upfront to • Currently adopting a Enterprise- finalize data contracts Driven approach to SOA • Enterprise-wide SOA Roadmap • Extremely quick turnaround time to established onboard new customers • Reusing a number of services / • Platform agility supports rapidly processes growing business needs • Key Takeaway: • Very active EA led by their CTO • Focus on Business Processes • Issues: and not the Technology • Scalability & Performance issues with their previous .Net platform
  26. 26. <Insert Picture Here> Project-Driven to Enterprise-Driven
  27. 27. What You Will and Won’t get out of it? • Increased Cost Savings and ROI • Dramatically Reduced Cost of Integration and Reduced IT Burden • New Processes Automated in Less Time and With Less Effort • Agility through Shared Business Services and Service Portfolios • Interoperability across Silos • Methodology focused on Building and Using Reusable Assets
  28. 28. Characteristics of Enterprise-Driven SOA Projects Recommendations Downfalls • Enterprise-Centric is NOT • Have to Invest • Process Automation / BPM Enterprise-Wide! • Has to be Managed to • Monitoring and • Alignment with Business Deliver Results Optimization Strategy & Involvement of • Requires Organizational • Application Consolidation Business People Alignment SOA Benefit Score • Perform Cross-Project • Prone to Dictatorship Planning & Funding Interoperability • Ensure that EA Initiatives • Build and Manage & Policies are Adopted by Ease and Reusable Artifacts Divisional IT Groups Speed of Process Modeling for Development • • Cost Associated with Services Standardization have to be Reducing Data Services Balanced and Managed Impact of • Change Portfolio Planning • Works Best with Changes • in Methodology Increased • Leverage Architecture & Visibility Design Standards Reuse • Enact as Much Governance as Required
  29. 29. Business Service Portfolio Plan Now 18 Months 12 Months Service Service Service Service Service Service Marketing Customer Marketing Service Service Warehouse Customer Marketing Conceptual Service Customer Marketing Services Service Customer Portfolio Finance Customer Service Service Service Service Customer Service Service Customer Service Customer Service Service Customer Concrete Customer Service Customer Customer Customer Customer Service Services Service Customer Portfolio Marketing Customer The more effort you put in upfront on identifying, refining service candidates, and building a service portfolio plan, the less chance you will have of increased governance burden, overlapping services, versioning
  30. 30. SOA Governance for Enterprise-Driven Financial People Portfolio Service Funding Model Service Usage Fees Projects Portfolios Roles & Responsibilities End to End Platform Funding Services Portfolios EA Group ERP, Legacy App Portfolios Service & Process Owners Service Ownership Capacity Planning DRIVEN BY Project Service Lifecycle Gov Enforce Service Levels Operations EXECUTIVES Execution Shared Artifacts Enforce Policies Strategic SOA Platform Reference Architectures Data Ownership Architectural Standards Enforce Platform Decisions Data Standards Shared Foundation Srvcs Blueprints & Patterns Technology Data Quality Architecture Information For a White Paper go to
  31. 31. Put your company <Insert Picture Here> Logo here please Robert D. Schneider SOA Systems Inc. • Large Canadian Telco • Lessons learned • Infrastructure-to-Enterprise • Technical: Demand higher quality, better governed infrastructure services • SOA means faster time to production, better re-use • Organizational: Wrapping legacy services and incorporating them in a • Moderately active EA oversight strategic vision demonstrates the • Challenges overcome benefits of reuse • Technology: Setting proper • Future enterprise-centric service plans: granularity for strategic services Continue top-down analysis; use vendor- wrapped around legacy services provided Web services as legacy silos • Organizational: Instilling a culture • Advice: Top-down, strategic analysis is of service reuse vital for even the most tactical of projects
  32. 32. Put your company <Insert Picture Here> Logo here please Robert D. Schneider SOA Systems Inc. • Lessons learned • Fortune 500 Shipping Co. • Technical: Must design services in • Major Enterprise SOA Initiative (phased advance to support inevitable larger, roll-out over 3 years, concurrent with more complex service compositions legacy maintenance) • Organizational: Making everyone • $250K pilot project was valuable understand the strategic goals is key to learning experience plus high ROI getting their support • Enterprise Architecture team has been • Future enterprise-centric service plans: central to pilot and main SOA projects Establish a strong business entity service • Challenges overcome: layer for broad reuse and business • Technology: Assessing maturity of alignment Service Activity Management • Advice: Success with SOA impossible technologies without successfully enforcing internal • Organizational: Enforcing Internal design standards on a consistent basis Design Standards
  33. 33. <Insert Picture Here> Infrastructure-Driven to Enterprise-Driven
  34. 34. <Insert Picture Here> Dave Senak SOA Integration Architect, The Hartford Level 1: 1999-2003 Level 2: 2003-2005 Level 3: 2005 Onwards SEMCI application selected refactored Project-based services selected (driven Business & IT create 5 year business and IT to orchestration of srvcs by project budget) roadmap; Business blueprints defined for all LOB SOAP, WSDL, UDDI standards BPEL, WSIF, WS-Security standards Funding model changed from project-based to WSM, UDDI SOA tools selected, BPEL and XML security/acceleration enterprise-based leveraged existing message bus appliance selected Rules, Portal, BPM engines selected PCAC (P&C Architects Collective) Integration Reference Arch v1.0, App formed (no org changes) Reference Arch. v2.0 created SOA “Cookbooks” for all SOA tools (maint.) Application Reference Arch v1.0 Formal EA group under newly formed Business architecture defining Business completed & Projects Checked CTO (EAs centralized) Services Portfolio “Do No Harm” governance policy Architect job family defined (30 people’s SOA Governance tools selected, esp. Business title changed from architect) Services Catalog Project scoring under definition with feedback SOA “Cookbooks” defined for existing SOA Service Committee, Standards SOA tools (development) Committee No Explicit Metrics to Measure Progress on SOA Road Score Projects to Influence Business Key business metrics and KPIs identified and Decisions – but Scoring Project- communicated monthly No Reuse level © 2007 The Hartford
  35. 35. <Insert Picture Here> Conclusions
  36. 36. SOA Adoption Strategy Enterprise-Driven IT 100% Full Steam Ahead Management Behind Enterprise SOA Management Skeptical – Management not Bought Need Convincing In 100% IT Focused on Success IT Able to Drive Reuse Stories to Convince Across Departments Infrastructure-Driven Project-Driven
  37. 37. SOA Suite 10.1.3 - Winning Awards Independent Evaluation by InfoWorld, Published Jan 2007 “Oracle SOA Suite - Excellent” “I found Oracle SOA Suite, hands down, the most comprehensive and easy to use product on the market today.” “When it comes to message routing and services orchestration, Oracle SOA Suite meets or exceeds most needs for governance, security, insight, and optimization at a price that’s hard to beat.” “Bottom Line: The Oracle SOA Suite pulls together top-notch governance, business rules, security, and business activity monitoring into an ESB package replete with native BPEL orchestration and human workflow integration”
  38. 38. Oracle Application Integration Architecture | Pre- Packaged SOA Industry Reference Models • Provide foundation for understanding your business Pre-built Processes • Connect across applications quickly Enterprise Business Services • Reduce the time to deploy and change Enterprise Business Objects • Enable any application to plug into processes Business Services Repository • Enables for services to be discovered and used
  39. 39. Conclusions Tactical: • Avoid & Manage Service Proliferation • Involve Business Audience for Business Services • Incrementally Adopt a SOA Methodology • Understand the Governance Consequences - Pain Now or Pain Later Strategic: • Target SOA Benefits you Need and Focus on Delivering Them • Pick one of the three SOA Strategies Discussed • Build Your SOA Roadmap & Manage Program as a Program • Don’t Over or Under Govern – Avoid Dictatorship!
  40. 40. Free Online SOA Assessment
  41. 41. For More Information ADDITIONAL SESSIONS PRODUCTS IN ACTION Other sessions of interest Visit our demos in Moscone South • S292030 – Oracle’s SOA Methodology with AIA SOA Suite (SCA, BPEL) • 11/13, 4:45pm, Moscone South Room 300 BPM (BPA, workflow, rules) • • • S291697 – Taking Oracle AIA to the Next Level with BAM (Business Activity Monitoring) • Oracle Fusion Middleware 11/13, 4:45pm, Marriott Nob Hill C/D • Sign up for a hands-on lab • S291362 – What’s New in Oracle SOA Suite Hands-on Lab: Test-Drive Oracle SOA • 11/14, 9:45, Moscone South 300 • Suite • S291385– A Real-World Example: Integrating Hilton, 11/13, 12:15-1:15, Imperial • Applications, Using Service-Oriented Architecture 11/13, 12:45, Moscone South 300 •
  42. 42. Learn More • Whitepapers • Webcasts • Buyers Guides • Analyst Reports • Case Studies • Podcasts • Technical Information & Forums •