10 Measures For Successful SOA Implementation

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The saying “you can’t manage what you don’t measure” has never been so applicable to software engineering as it currently is to SOA development. As organizations are struggling with the day-to-day development implications of SOA, business leadership is beginning to realize that success does not come without effective organizational measures. Cross organizational measures are needed to bring transparency to those operational benefactors impacted by SOA’s promise of agility and cost reduction. But what should you measure and are all measures equally important?

http://drjerryasmith.wordpress.com/2007/12/15/10-measures-for-successful-soa-implementation/

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10 Measures For Successful SOA Implementation

  1. 1. 10 Measures for Successful SOA Implementation Dr. Jerry A. Smith ®
  2. 2. Why We’re Here <ul><li>Talk a bit about Service-Orientation </li></ul><ul><li>Look into why things fail in order to understand how to succeed </li></ul><ul><li>Walk through 10 key measures that can lead to successful SOA operations </li></ul><ul><li>Some Added Value </li></ul><ul><li>Assessing SOA Readiness from a quantitative approach </li></ul><ul><li>Leave you with a brief review of the SOA Maturity Model and it’s key benefits </li></ul>
  3. 3. What is Service-Oriented Architecture (SOA)? <ul><li>What is an Architecture? </li></ul><ul><ul><li>IEEE 1471-2000: Software architecture is the fundamental organization of a system, embodied in its components, their relationships to each other and the environment, and the principles governing its design and evolution </li></ul></ul><ul><li>What is a Software Architecture? </li></ul><ul><ul><li>Architecture is communicated from multiple viewpoints (e.g., topology, operations, disaster recovery, etc.) </li></ul></ul><ul><ul><li>Collection of the decisions about a software designed to meet the project’s quality attributes </li></ul></ul><ul><ul><li>These attributes include their main components, their main attributes, and their collaboration - often represented abstractly </li></ul></ul><ul><li>What is a Service? </li></ul><ul><ul><li>Depends upon your point of view </li></ul></ul><ul><ul><li>Work performed by one that helps, serves, or is used by another </li></ul></ul><ul><ul><li>Process of creating benefit through the exchange of tangible assets </li></ul></ul>Put it all together and you get...
  4. 4. SOA Defined <ul><li>SOA is an architectural style where systems consist of service users and service providers </li></ul><ul><li>SOA is a way of thinking in terms of services and service-based development and the outcomes that services bring </li></ul><ul><li>A Service </li></ul><ul><ul><li>is self contained </li></ul></ul><ul><ul><li>is highly modular and independently deployed </li></ul></ul><ul><ul><li>is a distributed component </li></ul></ul><ul><ul><li>has a published interface </li></ul></ul><ul><ul><li>stresses interoperability </li></ul></ul><ul><ul><li>is discoverable, often through directory services </li></ul></ul><ul><ul><li>is dynamically bound (implementation does not have to be available at runtime) </li></ul></ul>SOA Turns This... ... Into This
  5. 5. Business Value of SOA <ul><li>Revenue/Margin </li></ul><ul><li>Respond to business changes </li></ul><ul><li>Address new needs with existing applications </li></ul><ul><li>Unlock existing application investments </li></ul><ul><li>Support new channels & complex interactions </li></ul><ul><li>Support organic business </li></ul><ul><li>Better reuse </li></ul><ul><li>Build new client functionality on top of existing business services </li></ul><ul><li>Well defined interfaces </li></ul><ul><li>Make changes without affecting clients </li></ul><ul><li>Easier to maintain </li></ul><ul><li>Changes/Versions are not all-or-nothing </li></ul><ul><li>Better flexibility </li></ul><ul><li>On and on and on… </li></ul>There are a lot of reasons why SOA is of Value
  6. 6. Why Good Things Fail So Bad <ul><li>It is important to understand why things fail in general </li></ul><ul><ul><li>Things fail because of the inherent uncertainties involved in any complex system ---- Hugh implication to RELIABILITY/AVAILABILITY </li></ul></ul><ul><ul><li>Despite our best intentions, outcomes often do not match desired effects (Errors, Faults, and Failures) </li></ul></ul><ul><ul><li>It is impossible to get around this simple fact, and no amount of intelligent analysis will change the situation </li></ul></ul><ul><li>Ways to looks at success and failure </li></ul><ul><ul><li>Necessary Conditions </li></ul></ul><ul><ul><ul><li>Those characteristics that if not present result in failure </li></ul></ul></ul><ul><ul><ul><li>E.g., Air is a necessary condition of life </li></ul></ul></ul><ul><ul><li>Sufficient Conditions </li></ul></ul><ul><ul><ul><li>Those characteristics that if present guarantee success </li></ul></ul></ul><ul><ul><ul><li>E.g., No one knows all the elements needed to guarantee life </li></ul></ul></ul><ul><li>The question becomes...What are the necessary and sufficient characteristics of SOA? </li></ul>
  7. 7. Necessary and Sufficient SOA Characteristics <ul><li>No data exists to indicate there is a sufficient set of conditions for successful SOA implementation (searching for the White Whale syndrome) </li></ul><ul><li>SOA implementations fail if it does not take into account a sense of what the current state is (seems to be a necessary condition) </li></ul><ul><li>SOA implementations fail if it does not have an understanding of what the future state should look like (seems to be a necessary condition) </li></ul><ul><li>SOA implementations fail at an organizational level if it does not mature in a systematic and sustainable manner (seems to be a necessary condition) </li></ul><ul><li>SOA implementations fail if it can not govern the overall solution characteristics through which they generate value – This is where measures and metrics fall! </li></ul>
  8. 8. 10 Key Measures <ul><li>Corporate </li></ul><ul><ul><li>Revenue per service (currency/service) </li></ul></ul><ul><ul><li>Service vitality index (amount of revenue from new services over the last 12 months compared to all service revenue) (%) </li></ul></ul><ul><li>Management </li></ul><ul><ul><li>Number of new services generated and used as a percentage of total services (%) </li></ul></ul><ul><ul><li>Mean time to Service Development (MTTSD) (time) </li></ul></ul><ul><ul><li>Mean time to Service Change (MTTSC) (time) </li></ul></ul><ul><ul><li>Service Availability (%) </li></ul></ul><ul><li>Project </li></ul><ul><ul><li>Service reuse (%) </li></ul></ul><ul><ul><li>Cost of not using or stopping a service (currency, time) </li></ul></ul><ul><li>Service </li></ul><ul><ul><li>Service complexity, as measured through cyclomatic complexity (unit-less) </li></ul></ul><ul><ul><li>Service quality assurance confidence, derived through service code coverage (%) </li></ul></ul>
  9. 9. SOA Modernization Program - A Systematic Approach <ul><li>Analyze heritage/legacy capabilities </li></ul><ul><li>Gathers wide range of information about existing systems </li></ul><ul><li>Consists of 5 major activities </li></ul><ul><ul><li>Establish Stakeholder Context </li></ul></ul><ul><ul><li>Describe Existing Capabilities/Assumptions </li></ul></ul><ul><ul><li>Describe Targeted SOA State </li></ul></ul><ul><ul><li>Analyze Ecosystem Gap </li></ul></ul><ul><ul><li>Develop SOA Migration Strategy </li></ul></ul><ul><li>Key deliverables </li></ul><ul><ul><li>SOA Assessment </li></ul></ul><ul><ul><li>SOA Maturity Model </li></ul></ul><ul><ul><li>SOA Reference Architecture </li></ul></ul><ul><ul><li>Modernization Reference Architecture </li></ul></ul>
  10. 10. Key Work Products <ul><li>SOA Assessment </li></ul><ul><ul><li>Provides a scoring instrument that will help assess several organizational and technology aspects that are essential to both mitigate risks and maximize opportunities for business benefits </li></ul></ul><ul><li>SOA Reference Architecture </li></ul><ul><ul><li>Created during “Describe Targeted SOA State” and updated during subsequent stages as necessary, but is the basis of the future state Everest Technical/Technology architecture </li></ul></ul><ul><ul><li>Defines the idea technological, technical, and organizational state of the system and is designed to cover all areas of functionality required to support a successful SOA implementation, and it is the result of a logical set of deductions based on the nature and objectives of SOA best-practiced based experience in the real-world issues of deploying SOA-based production solutions. </li></ul></ul><ul><li>Modernization Reference Architecture </li></ul><ul><ul><li>Created during “Develop Migration Strategy” and updated during subsequent stages as necessary, but is the basis of the future state Everest Technical/Technology architecture </li></ul></ul><ul><ul><li>Defines the mechanisms used transform applications that align with business with reduced total cost of ownership (TCO) and increased application agility in reacting to business change, while retaining the legacy quality of service that organizations </li></ul></ul><ul><li>Modernization Development Product Plan </li></ul><ul><ul><li>Created during “Develop Migration Strategy” and updated during subsequent stages as necessary </li></ul></ul><ul><ul><li>Defines the activities, duration, resources, effort, and dependencies needed to systematically modernize application </li></ul></ul>
  11. 11. SOA Assessment <ul><li>SOA Governance </li></ul><ul><li>Methodology </li></ul><ul><li>SDLC </li></ul><ul><li>Modeling </li></ul><ul><li>Tools </li></ul><ul><li>Architecture </li></ul><ul><li>Security </li></ul><ul><li>Quality of Service </li></ul><ul><li>Infrastructure </li></ul><ul><li>Portfolio </li></ul><ul><li>Skills </li></ul><ul><li>Data Model </li></ul><ul><li>Organizational Alignment </li></ul><ul><li>Metrics </li></ul><ul><li>Costing </li></ul><ul><li>Strategy </li></ul><ul><li>Awareness </li></ul><ul><li>Identify area of potential improvement and focus future effort </li></ul><ul><li>Quantitative in nature </li></ul><ul><li>Assist in determining future effort </li></ul>Coverage
  12. 12. Targeted SOA Ecosystem <ul><li>Goal </li></ul><ul><ul><li>Gather evidence about potential services that can be created from heritage/legacy components </li></ul></ul><ul><ul><li>Develop necessary and sufficient characteristics of SOA reference architecture </li></ul></ul><ul><ul><li>Demonstrate how future SOA ecosystem will interact with new and old components </li></ul></ul><ul><li>SOA Reference Architecture </li></ul><ul><ul><li>Standards, Best Practices, and Guidance </li></ul></ul><ul><ul><li>Employed Technology </li></ul></ul><ul><ul><li>Deployment Requirements </li></ul></ul><ul><ul><li>Data and State Handling Requirements </li></ul></ul><ul><ul><li>Support Characteristics </li></ul></ul><ul><ul><li>Operational Characteristics </li></ul></ul><ul><ul><li>Continuity of Operations Characteristics </li></ul></ul><ul><li>Service Table - identification of potential services from existing components as well as services that might exist </li></ul>6
  13. 13. SOA Reference Architecture <ul><li>SOA Reference Architecture is an idea target state architecture for an enterprise or line of business. </li></ul><ul><li>Often referred to as a Future Vision of the enterprise </li></ul><ul><li>Objective is to provide a roadmap to start the journey from the current state to the target state </li></ul><ul><li>Three fundamental foundations </li></ul><ul><ul><li>Business Architecture </li></ul></ul><ul><ul><li>Infrastructure Architecture </li></ul></ul><ul><ul><li>Information and Data Architecture </li></ul></ul>
  14. 14. SOA Maturity Model <ul><li>Communication tool that will help coordinate a consistent set of changes across all the functional dimensions of an enterprise </li></ul><ul><li>Based on similar principles found in SEI CMMI </li></ul><ul><li>5 Level (Ad hoc to Optimized) </li></ul><ul><li>Key Benefits: </li></ul><ul><ul><li>Quantifies the changes that need to happen based on a systemic perspective </li></ul></ul><ul><ul><li>Manages expectations of the benefits, throughout the company </li></ul></ul><ul><ul><li>Assists in the implementing SOA as a function of readiness </li></ul></ul><ul><ul><li>Saves money in that it minimizes the chances pursuing a single change driver while the rest of the system resist the change </li></ul></ul><ul><ul><li>Maximizes the chances that the SOA implementation will be sustainable over the long term </li></ul></ul>
  15. 15. Ecosystem Gap Analysis <ul><li>Goal </li></ul><ul><ul><li>Identify the gap between the existing state and the future ecosystem </li></ul></ul><ul><ul><li>Determine the level of effort/cost associated with legacy/heritage migration </li></ul></ul><ul><li>Migration Alternatives Table </li></ul><ul><ul><li>Selecting specific components to migration </li></ul></ul><ul><ul><li>Component interdependencies </li></ul></ul><ul><li>Key activities </li></ul><ul><ul><li>Creation of Component Service Option tables: maps between existing components and service options </li></ul></ul><ul><ul><li>Identify addition data and meta data needs: there are often additional capabilities added to migration effort and/or concerns over the quality/fidelity of current data sources </li></ul></ul><ul><ul><li>Prototyping and Proof of Concepts: Key assumptions are resolved, high consequence issues are addressed </li></ul></ul><ul><ul><li>Difficulty and risk are identified </li></ul></ul>7
  16. 16. Proof of Concept Lab <ul><li>Lab </li></ul><ul><ul><li>Purpose </li></ul></ul><ul><ul><ul><li>Reduce project risk through experimental evaluation of technical and technology-based issues of program significance </li></ul></ul></ul><ul><ul><li>Location/Management </li></ul></ul><ul><ul><ul><li>Distributed </li></ul></ul></ul><ul><ul><ul><li>Global Agile </li></ul></ul></ul><ul><ul><li>Composition </li></ul></ul><ul><ul><ul><li>Servers, Networking </li></ul></ul></ul><ul><ul><ul><li>Developmental software </li></ul></ul></ul><ul><ul><ul><li>SOA/Application development environment (e.g., Oracle STS) </li></ul></ul></ul><ul><ul><ul><li>Everest development environment </li></ul></ul></ul><ul><li>Collaboration </li></ul><ul><ul><li>Wiki </li></ul></ul><ul><ul><li>SharePoint </li></ul></ul><ul><ul><li>Desktop Conferences </li></ul></ul>12 <ul><li>CoE (Center of Excellence) </li></ul><ul><li>Purpose </li></ul><ul><li>Technology Leadership </li></ul><ul><li>Creation of Product/Process IP </li></ul><ul><li>Creation of reusable codes/tools </li></ul><ul><li>Competency development and management of best-practices </li></ul><ul><li>Principle Focus </li></ul><ul><li>SOA, Web Services, Grid, J2EE/Java, Security, Global Agile </li></ul>
  17. 17. SOA Governance <ul><li>Lack of reuse </li></ul><ul><li>Inconsistent and incompatible services </li></ul><ul><li>Increase in sustenance costs </li></ul><ul><li>Upgrade challenges and limitations </li></ul><ul><li>Lack of regulatory (as in Industry) compliance </li></ul><ul><li>Breaches in security, leading to exposure of company proprietary data </li></ul>SOA governance is about getting people to realize the right services at the right time in the right way Ungoverned SOA Implementation could lead to
  18. 18. Governance Best Practices <ul><li>There are five critical aspects to governance: </li></ul><ul><ul><li>Establish and communicate the enterprise SOA policies (e.g., security, versioning, publishing, etc.) </li></ul></ul><ul><ul><li>Deploy tools needed to monitor and audit policy compliance </li></ul></ul><ul><ul><li>Review and enforce policies </li></ul></ul><ul><ul><li>Provide visibility into the levels of compliance in the organization </li></ul></ul><ul><ul><li>Improve governance through organizational change </li></ul></ul><ul><li>Common Best Practices </li></ul><ul><ul><li>Create a board of review </li></ul></ul><ul><ul><li>Develop an interoperability framework first </li></ul></ul><ul><ul><li>Don’t get too granular </li></ul></ul><ul><ul><li>Communicate early and often </li></ul></ul><ul><ul><li>Establish COEs (centers of excellence) </li></ul></ul><ul><ul><li>Create policies with teeth </li></ul></ul>
  19. 19. Summary <ul><li>SOA is less about the technology and more about organization, architecture, and services </li></ul><ul><li>Things fail and they fail for reasons </li></ul><ul><li>There are no guarantees in SOA (e.g., sufficient), so stop looking for them </li></ul><ul><li>If you don’t know what causes failure in SOA (necessary conditions), then you are doomed to fail </li></ul><ul><li>10 key measures should span from top to bottom (corporate to services) </li></ul><ul><li>Develop a SOA Roadmap </li></ul><ul><ul><li>Assess your current SOA capabilities </li></ul></ul><ul><ul><li>Define your future ideal SOA state </li></ul></ul><ul><ul><li>Understand the difference between where you are and where you need to go </li></ul></ul><ul><ul><li>Govern your organizational SOA approach or it will govern you </li></ul></ul>
  20. 20. Comprehensive Product Engineering Services Commercial- Grade Software Complete short- and long-term Product Development Lifecycle capabilities Strategic Consulting Experts providing clients with strategic, operational, and technical guidance Embedded Systems and Software Complete short- and long-term Product Development Lifecycle capabilities
  21. 21. Symphony Services – Credentials <ul><li>Exceptional Delivery Record </li></ul><ul><li>Commercial Software Engineering DNA & Focus </li></ul><ul><li>More than 100 clients </li></ul><ul><li>More than 300 products under management </li></ul><ul><li>Delivered more than 1,000 product releases in 2007 </li></ul><ul><li>Top-notch Staff and Quality Standards </li></ul><ul><li>World-class talent with more than 3,500 employees </li></ul><ul><li>Process maturity rated at CMMI Level 4 </li></ul><ul><li>6 Sigma process proficiency </li></ul><ul><li>Strong IP Protection: ISO 27001 certified </li></ul><ul><li>Certified Agile Development personnel </li></ul><ul><li>Approximately 600,000 sq ft across 6 delivery centers </li></ul><ul><li>Unparalleled Productivity </li></ul><ul><li>Comparable to “most effective center” 90-200% </li></ul><ul><li>Majority of clients 1:1 or better in 6-9 months </li></ul><ul><li>Process, focus, technology and monitoring </li></ul>
  22. 22. Questions Dr. Jerry A. Smith CTO Phone: 781.547.3667 Fax: 781.890.1793 Mobile: 484.467.4959 E-mail: jsmith@symphonysv.com 1100 Winter Street, Suite 2300 Waltham, MA 02451

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