SOA Mainframe Decision Management

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In today's economy there is a driving need to cut costs. Yet the uncertain and changing environment makes business agility more critical than ever. To successfully address both these challenges companies must reduce maintenance costs and lead times for their existing mainframe systems and core application portfolio. They need to find ways to renovate the right pieces of their existing applications. Minimizing risk by retaining the majority of the code, yet reducing maintenance costs and improving agility by modernizing critical components. Service-Oriented Architectures deliver the framework to successfully transform core IT assets, and companies are rightfully embracing the approach. But more is needed.
This presentation covers applying Decision Management, SOA and Business Rules Management Systems to renovate your existing applications. Used together these approaches dramatically reduce maintenance costs and increasing business agility. You will see how to use the techniques and technologies to identify critical components, externalize them and make them easier and cheaper to manage and change. Illustrated with real customer stories, this webinar will show you how to increase agility and reduce costs.

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  • Common estimates: 70% - 80% of world’s data resides on mainframes 200 billion lines of COBOL code in existenceThese estimates show the true value that these characteristics provide enterprisesIn today’s market where ability to react to market changes and opportunities is so critical, core systems are proving to not be agility-friendlyMainframes flourish in a market where opportunity and necessity for change are not frequent nor rapidToday’s markets are different (refer to business agility is critical slide)Why are companies finding mainframes a barrier to agility?
  • Resources Requires a more specialized skill, which although can be developed through training, not many resources want to learn what is considered an antiquated technology This leads to fewer resources available Costs more to retain resources (salary, hourly rate) Employee turnover (moving on to new jobs, or retirements)
  • Slow time to change Strategic policies are buried in code making it difficult to locate and change Difficult to identify dependencies between applications systems making changes risky to the remainder of the enterprise Because of increased risk, more time must be taken to ensure regressions are clean – development cycle becomes longer
  • Data Agility requires timely, informed decisions within the enterprise Timely and informed decisions requires a holistic view of enterprise data Mainframes were not designed to inherently share data “outside of the box”
  • Companies must address the agility of mainframes and other core systemsPreserving core systems is not enough Core systems must be improved and enhanced to help the organization better adapt to new challengesCore systems must be transformed and modernizedRip and replace was a common approach, but proved mostly unsuccessful (re-implement the core functionality in a more modern system and programming language) High failure rate Too risky True cost is difficult to estimate Makes the DNA unwindCloning functionality leads to:An inferior implementationMissing functionality (translation must be perfect)
  • Application Modernization is a better optionWhy? Preserves DNA – Application Modernization key is to preserve the investment in its core systems, while enabling new capabilities to meet critical requirements for success Uses core systems as a foundation for future operations rather than wasting time, resources and money to replace them
  • Application Modernization of mainframesMainframe can be carved into functional “pieces” to address more complex business challengesEach service can be incrementally replaced if desiredFurther extends the ROI Much less risk, and easier to manage, smaller projectsAllows data to be more easily shared with the enterprise
  • Despite benefits, some challenges remain Even if we incrementally replace pieces of core system functionality, strategic decisions are still buried in the code of the pieces that remain on the mainframe This means that we still require specialized, higher-cost resources to make strategic changes to react to market changes and opportunities Time to change remains slow because of higher risks (refer back to earlier slide
  • SOA helps us be more connected, more flexible and more agileSOA aligns Business and ITComplete agility and flexibility means reducing risk, reducing time to change, making smarter, more consistent decisionsDecision Management is the missing piece
  • At its heart a decision is a choice, a selection of a course of action A decision is arrived at after consideration and it ends uncertainty or dispute about somethingDecisions select from alternatives, typically to find the one most profitable or appropriate for an organizationDecisions are made only after considering various facts or pieces of information about the situation and participantsDecisions result in an action being taken, not just knowledge being added to what’s known
  • Before we talk about decision services, let’s take a step backIn the “old” days applications were monolithicOver time we have recognized the value of decomposing applications and storing the components in a more declarative, reusable form
  • A big part of the benefit companies get from managing rules comes from putting the business in charge more directly Having business users manage business rules reduces costs by eliminating a step – that of having the business tell IT what they want so that IT can do code it – and improves accuracy by eliminating the impedance of this step It also increases business agility by making it easier for a company to respond to changes – after all the business folks notice the changes firstIn my experience, the use of business rules and a BRMS to manage high-volume, operational decisions have a proven track record in reducing application development costs and application maintenance It takes fewer developers and less time to specify how a system or service should behave using a BRMS thanks to the increased expressive power of business rules and the improved verification and testing offered by BRMS Maintenance of these rules is easier, often dramatically easier, than the maintenance of the equivalent code Not only are can the business rules be changed independently and safely; business users can participate directly in the maintenance process for the first time Domain expertise is applied more directly and less time and money are spent making changes
  • SOA Mainframe Decision Management

    1. 1. The Path To Business Agility And Lower Costs Mainframes, SOA and Decision Management June 2009
    2. 2. Presenters James Taylor CEO of Decision Management Solutions Independent consultant helping clients find the right decisions to apply business rules and analytics to maximize the value of existing technology investments Passionate advocate of decision management 20 years experience in all aspects of software Claye Greene Principal Consultant of Technology Blue Works with clients to transform and modernize using innovative technologies and approaches Specializes in the adoption of Decision Management and Service-Oriented Architectures Over 15 years experience implementing software solutions 2 © Decision Management Solutions, 2009
    3. 3. The One Slide You Need  In a rapidly changing business environment you must have business agility to survive  Bringing agility to mainframe-based core systems is hard  SOA, Service Oriented Architecture, is a critical building block for agility in these systems  Decision Management builds on SOA by externalizing decisions from core systems and managing them separately  Decision Management uses business rules, and business rules management systems, to deliver Decision Services that can be changed easily for maximum agility and minimum disruption 3 © Decision Management Solutions, 2009
    4. 4. Businesses Are Facing Complex Challenges Real-time Days Timeliness Complex Straightforward Objectives Trade-Offs Local and simple Regulations Complex and global Low Uncertainty Very High Every 3-5 Years Changes to Strategy Constant Increasingly Well-Defined Decision-Making Complex Low Operational Volume High 4 © Decision Management Solutions, 2009
    5. 5. Business Agility Is Critical Companies need the ability to detect and respond to opportunities and challenges in a turbulent and quickly changing environment Act/ Detect Respond Communicate Decide Decision Response After Gartner Inc 5 © Decision Management Solutions, 2009
    6. 6. Core systems are the DNA of an enterprise Their structure contains the historical evolution of an enterprise Modified and added-to for years Embodies the combination of data and business rules that differentiate an organization Provides the foundation for competitive advantage © 2009 Technology Blue, Inc 6
    7. 7. Most core systems run on mainframes Scalability, high performance, quality of service, security and efficiency 70% - 80% of the world’s data resides on mainframes 200 billion lines of COBOL code in existence today Despite strategic value, core systems are not “agility-friendly” © 2009 Technology Blue, Inc 7
    8. 8. Barriers To Agility - Resources Requires specialized skills Fewer resources available Higher cost resources Resources turn-over $ © 2009 Technology Blue, Inc 8
    9. 9. Barriers To Agility – Slow Time To Change Strategic policies buried in code Inter-application dependencies Act/ Detect Respond Longer development cycle Communicate Decide Decision Response © 2009 Technology Blue, Inc 9
    10. 10. Barriers To Agility – Data Agility requires timely, informed decisions Timely, informed decisions require a Customer holistic view of enterprise data Name Address Core systems do not easily allow Account# sharing of data Status Claim history Financial “Easier to put data in, than get data out” © 2009 Technology Blue, Inc 10
    11. 11. Transforming Core Systems Overcoming barriers to agility requires transforming and modernizing core systems Option A Rip and replace © 2009 Technology Blue, Inc 11
    12. 12. Transforming Core Systems Overcoming barriers to agility requires transforming and modernizing core systems Option A Option B Application Rip and replace Modernization © 2009 Technology Blue, Inc 12
    13. 13. Service-Oriented Architecture SOA provides the architectural approach for successful Application Modernization Mainframe Retrieve Update Process Process Account Billing Account Claims Claims History Service Service Service Service Service Service Service Service Service Interface Interface Interface Interface © 2009 Technology Blue, Inc 13
    14. 14. Despite Benefits, Challenges Still Exist Strategic processes and decisions still remain buried in code CALC-PARA IF IN-INCOME IS NOT > 150000 Maintenance still requires SUBTRACT 50000 FROM IN-INCOME , MULTIPLY 030 BY IN-INCOME GIVING TAX , specialized, higher-cost ADD 9000 TO TAX IF IN-INCOME IS NOT > 70000 resources SUBTRACT 50000 FROM IN-INCOME , MULTIPLY 020 BY IN-INCOME GIVING TAX , ADD 5000 TO TAX IF IN-INCOME IS NOT > 50000 Maintenance still has slower SUBTRACT 20000 FROM IN-INCOME , MULTIPLY 010 BY IN-INCOME GIVING TAX time to change IF IN-INCOME IS NOT > 20000 MOVE ZERO TO TAX © 2009 Technology Blue, Inc 14
    15. 15. Service-Oriented Architecture SOA helps us be more connected, more flexible, and more agile SOA aligns Business and IT Complete agility and flexibility needs more Decision Management is the missing piece © 2009 Technology Blue, Inc 15
    16. 16. Decision Management A business discipline that builds on existing systems and processes to create systems that: handle uncertainty support business objectives are flexible and business-led are compliant and easy to change are data-driven and constantly improve 16 © Decision Management Solutions, 2009
    17. 17. Five Keys To Decision Management Predictive Analytics Business Rules and Optimization Operational Decisions Adaptive Control Decision Analysis and Simulation 17 © Decision Management Solutions, 2009
    18. 18. What Is A Decision Anyway?  Decisions involve a choice, a selection of a course of action  Decisions are arrived at after some consideration  Decisions ends uncertainty or dispute about something  Decisions select from alternatives  Decisions result in an action being taken, not just knowledge being added to what’s known 18 © Decision Management Solutions, 2009
    19. 19. Delivering Decision Management Decision Discovery Decision Services Decision Analysis 19 © Decision Management Solutions, 2009
    20. 20. Delivering Decision Management Decision Discovery • Find and Prioritize • Link to business objectives and measures • Manage for reuse and consistency Decision Services • Define business rules for compliance • Empower business owners for agility • Analytically enhance for increased accuracy Decision Analysis • Measure then improve • Simulate, test and learn • Close the loop and optimize over time 20 © Decision Management Solutions, 2009
    21. 21. Different Kinds Of Decisions ECONOMIC IMPACT OF INDIVIDUAL DECISION High High-value, low-volume decisions Medium-value, medium-volume decisions Low-value, high- volume decisions Low Low DECISION VOLUME High After Smart (Enough) Systems, Prentice Hall 2007 21 © Decision Management Solutions, 2009
    22. 22. Types Of Operational Decisions  Eligibility  Risk “Is this person eligible for Risk is acquired one this product/service” transaction at a time Should be made A big gap between a consistently every time good decision and a bad They are rules-based Analytics and rules  Calculations  Opportunity Mostly rules-based Customer-centric The rules are generally A small gap between fixed and repeatable good and bad decisions Calculations are often Analytics predict embedded in code response and potential 22 © Decision Management Solutions, 2009
    23. 23. Delivering Decision Management Decision Discovery • Find and Prioritize • Link to business objectives and measures • Manage for reuse and consistency Decision Services • Define business rules for compliance • Empower business owners for agility • Analytically enhance for increased accuracy Decision Analysis • Measure then improve • Simulate, test and learn • Close the loop and optimize over time 23 © Decision Management Solutions, 2009
    24. 24. Applications have evolved User Interface Browser Process BPM Logic Services Data Enterprise Database 24 © Decision Management Solutions, 2009
    25. 25. Evolution Completed What is a decision service? A self-contained, callable service with a view of all Decision Services the conditions and actions that need to be considered to make an operational business decision Services A service that answers a business question for other services and processes 25 © Decision Management Solutions, 2009
    26. 26. Business Rules Drive Decisions Decision Regulations Policy History Experience Legacy Applications 26 © Decision Management Solutions, 2009
    27. 27. Manageable Business Rules If customer is GoldCustomer and Home_Equity_Loan_Value is more than $100,000 then college_loan_discount = 05% If member has greater than 3 prescriptions and prescription’s renewal_date is less than 30 days in the future then set reminder=“email” If patient’s age is less than 18 and member’s coverage is “standard” and member’s number_of_claims does not exceed 4 then set patient’s coverage to “standard” Smart (Enough) Systems, Prentice Hall June 2007 Fig 43 27 © Decision Management Solutions, 2009
    28. 28. A Business Rules Management System The Platform For Decision Services Validation Testing and Verification Decision Deployment Rule Service Production Repository Application Rule Engine Design Rule Tools Management Applications Operational Database After Smart (Enough) Systems, Prentice Hall June 2007 Fig 66 28 © Decision Management Solutions, 2009
    29. 29. Help the Business to Manage Decisions I want to relax my underwriting policy I want to be able to promote a new product So you business- combination types want to be able to change your business rules? I need to add the new regulations No… 29 © Decision Management Solutions, 2009
    30. 30. An interface for business user rule management public class Application { private Customer customers[]; private Customer goldCustomers[]; ... public void checkOrder() { for (int i = 0; i < numCustomers; i++) { Customer aCustomer = customers[i]; if (aCustomer.checkIfGold()) { numGoldCustomers++; goldCustomers[numGoldCustomers] = aCustomer; if (aCustomer.getCurrentOrder().getAmount() > 100000) aCustomer.setSpecialDiscount (0.05); } } } If customer is GoldCustomer and Home_Equity_Loan_Value is more than $100,000 then college_loan_discount = 0.5% College Loan Discounts Current Discount = % Elig ibility: Gold Customer and HomeEquity Loan mor e than $100,000 30 © Decision Management Solutions, 2009 Smart (Enough) Systems, Prentice Hall June 2007. Fig 6.8
    31. 31. Decision Services Remain In Sync Conventional Approach Decision Management Other Systems CRM System CRM System Decision Service Frequent code changes Infrequent code changes Other Systems Programmers Programmers Frequent policy changes Policy Changes Businessusers Businessusers Smart (Enough) Systems, Prentice Hall June 2007 Fig 211 31 © Decision Management Solutions, 2009
    32. 32. Why Manage Business Rules Reduce Costs • Fewer resources, less time to change decisions • Lower fines, legal costs from bad decisions • Reduced IT costs to implement decisions Improve Decision Making • Clear policies and procedures • Consistently applied across channels, systems • Increased accuracy from business users control Business Agility • More rapid response to business threats • Fewer missed opportunities • Faster time to market 32 © Decision Management Solutions, 2009
    33. 33. Delivering Decision Management Decision Discovery • Find and Prioritize • Link to business objectives and measures • Manage for reuse and consistency Decision Services • Define business rules for compliance • Empower business owners for agility • Analytically enhance for increased accuracy Decision Analysis • Measure then improve • Simulate, test and learn • Close the loop and optimize over time 33 © Decision Management Solutions, 2009
    34. 34. Closing The Loops Information Evaluate Results Reaction Decision Update Refine Decision Rules Action Business & Analytic Experts What-If Test and Analysis Verify Customer 34 © Decision Management Solutions, 2009
    35. 35. Business Rules Drive Agility Automated yet agile response Explain what happened Business control Rapidly add new checks Act/ Detect Respond Communicate Decide Decision Response Communicate new rules effectively Help business and IT collaborate Manage change Analyze and test approaches 35 © Decision Management Solutions, 2009
    36. 36. Case Study – Healthcare Company • Business process: Claims processing • Mainframe-based, COBOL implementation on MVS • Claims processing driven by government and customer requirements and regulations © 2009 Technology Blue, Inc 36
    37. 37. Case Study – Healthcare Company • Challenges – Compliance rules buried in mainframe COBOL code – Slow time to change • Against rigid cutoff dates for regulation compliance • Fines for non-compliance – Resource availability • Availability limited due to turnover and competing projects – Need to tie in process with the enterprise • Visibility of data limited for enterprise functions like Business Intelligence © 2009 Technology Blue, Inc 37
    38. 38. Case Study – Healthcare Company • Solution – Adopt a Service-Oriented Architecture – Adopt Decision Management • Objectives – Extend the ROI of deeply invested mainframe system – Enable incremental migration away from mainframe in the future – Enable sharing of data with other enterprise processes and functions – Enable faster reaction time to changing requirements and regulations – Enable business users to maintain strategic business policies © 2009 Technology Blue, Inc 38
    39. 39. Case Study – Healthcare Company • Step 1 – Establish SOA roadmap and governance policies – Identify key “pieces” of mainframe to be carved out and exposed as a service – Slow, incremental projects, minimizing risk – Implement SOA using web services © 2009 Technology Blue, Inc 39
    40. 40. Case Study – Healthcare Company • Step 2 – Establish Decision Management roadmap and governance guidelines – Identify key business decisions and document for extraction from mainframe code – Implement Blaze Advisor for maintaining and deploying business decisions as a Decision Service in the SOA © 2009 Technology Blue, Inc 40
    41. 41. Case Study – Healthcare Company • Results from the combined benefits of SOA and Decision Management – Reduced time-to-change from 30+ days to less than 5 – Reduction in non-compliance fees – Plus • SOA enables greater flexibility, agility, and the foundation to incrementally transform and modernize other core systems • Increased data availability • Decision Management enables smarter, more consistent decisions © 2009 Technology Blue, Inc 41
    42. 42. You Are A Good Candidate If…  You do business in a heavily regulated environment  You need to change business policies, procedures or products frequently  You have enterprise consistency concerns  Business people in your company want or need to make changes to business systems faster or more conveniently  You have a competitive strategy that calls for differentiated business decisions and practices  Your IT department has a significant application modification backlog 42 © Decision Management Solutions, 2009
    43. 43. Which would you rather maintain? ADD #2,+VCSDTFPD,RESULT=DTIN4A ADD #1,+ZW0DTFPD,RESULT=DTOUT4A CALL Z#SCMPDT,0,0,0,0,0,P2=DTIN4A,P3=DTOUT4A ADD #2,+VCSNEXPD,RESULT=DTIN5A ADD #1,+ZW0NEXPD,RESULT=DTOUT5A CALL Z#SCMPDT,0,0,0,0,0,P2=DTIN5A,P3=DTOUT5A SUB (ZW0NEXPD,#1),(ZW0DTFPD,#1),RESULT=ZW0#DAYS,PREC=DDD DO WHILE,(ZW0#DAYS,LT,ZL0DW090,DWORD) MOVE ZW0VALUE,2,WORD ADD #2,+VCSNEXPD,RESULT=ZC1DTIN CALL Z#SCMPDT,ZC1DTIN,(ZW0NXOUT),0,0,ZW0VALUE CALL Z#SCNVDT,(ZW0NXOUT),(ZW1NXDT) MOVE (VCSNEXPD,#2),ZW1NXDT,(4,BYTE) CONVTB ZW1NEXPD,(VCSNEXPD,#2),PREC=D,FORMAT=(6,0,I) CONVTD ZW0NEXYR,ZW1NEXPD+4,PREC=S,FORMAT=(2,0,I) IF (ZW0NEXYR,LE,ZL025,2) ADD ZW0NEXYR,ZL12000 ELSE ADD ZW0NEXYR,ZL01900 ENDIF while (the newExpirationDate of feeVehicle < the dateFeesReceived of feeVehicle + 90 days) do { the newExpirationDate of feeVehicle = the newExpirationDate of feeVehicle + 2 years } 43 © Decision Management Solutions, 2009
    44. 44. Action Plan  Adopt SOA Enterprise-wide Architectural Principle Apply to your core systems Better align IT with the Business Provides solid foundation for Decision Management adoption  Consider Decision Making Identify decisions hidden in mainframe code Especially decisions that matter to customers and transactional decisions Prioritize decisions - What drives changes in them - How fast you need to change them - What it costs to change them  Adopt Business Rules Both the approach and the technology Identify proof of concept / pilot if necessary Prioritize decisions with high rate of change/high maintenance cost Consider change readiness and organizational change implications 44 © Decision Management Solutions, 2009
    45. 45. More on Decision Management Jtonedm.com technologyblue.com clayegreene@technologyblue.com decisionmanagementsolutions.com james@decisionmanagementsolutions.com 45 © Decision Management Solutions, 2009

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