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SOA Maturity Models
 

SOA Maturity Models

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On may first I gave a session on SOA Maturity. This is the presentation.

On may first I gave a session on SOA Maturity. This is the presentation.

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  • There’s always a lot to do about rights, copyrights and ownership. I only want to make clear that I only give this presentation because I think the topic is cool. The content is taken from various methods, like “The Open Group Service Integration Maturity Model” and “Oracle’s SOA Maturity Model”.These models are not my own, nor did I came up with them. I just think they are smart and well put together. I will not take any responsibility for any incorrectness or something like that.
  • So, what are we’re going to talk about.First, I’ll give a short introduction into the topic of SOA Maturity and why we need it.Then I’m going to show two models that can be used and how they’re put together.Using these models, we’re going through the Maturity Measurement itself.
  • I’m Douwe Pieter van den Bos, Solution Architect at Capgemini and Thought Leader SOA. I’m an Oracle ACE on the topics of Middleware and Service-Oriented Architecture.On my blog www.Ome-B.nl I discuss the software development and how we create this. I’ve been blogging about this since 2006.In 2009 my book on modernizing Oracle applications came out at Packt Publishing. (and has completely been obsolute since).
  • First off, let me explain why the session today will not be as fast, inspiring or energetic as I usually do them. Yesterday was Queens-day in The Netherlands. I live in one of the larger cities and had a fantastic time. I spend most of the day revitalizing from the night before in the sun. This morning I was hoping I could take the day off…Unfortunately we have this session… ;-)
  • Today is Labourday. In all the countries surrounding us this means that it’s a national holiday. Unfortunately for me, in The Netherlands we like working too much and we don’t have an off day today.
  • But Why do we want to know the Maturity of a Service-Oriented Architecture?
  • First of all, to understand the complexity of an entire, organization wide Service-Oriented Architecture. This is not a light subject, plus it cannot be achieved without grasping the complexity of it.When looking at the complexity of SOA, we tend to look the wrong way. It definitely is not only a technology infrastructure challenge, but an entire organizational change process. This is where the various methods for SOA Maturity help us, it gives us ways to handle this complexity and to understand where an organization is headed and is now.
  • The second part of Why is that SOA doesn’t happen overnight. It is something that grows, gets older, get more mature.This path is where the methods for SOA Maturity can help. It gives us insight in the “How old” the SOA is.
  • The third why is baby steps.We cannot create a fully fledge SOA within a few days, but it will take a lot of steps to become more mature. The steps that we need to take are difficult to identify. The various methods help us to identify the steps we need to take to grow, to become more mature..
  • What SOA Maturity Models can we use for this?
  • There probably are more, but during this presentation we will adress two of them.They come from The Open Group and Oracle.First we will discuss the “The Open Group Service Integration Maturity Model”. This is a very comprehensive and complete model that The Open Group set up. Some Capgemini colleagues participated actively in developing this method. The model is very comprehensive, but therefore also pretty complex to understand and learn. It has a large focus on service integration instead of service orientation. But it is a complete and helpful framework. Especially because of the questions that they offer.The Oracle Model is part of the “IT Strategies from Oracle”. This framework offers us a simple and therefore explainable way to determine the maturity of a SOA. It offers us insight in where an organization is at.
  • First, let us discuss the Open Groups method.
  • The Open Group’s model uses 7 dimensions and 7 levels of maturity to determine the maturity. This picture shows the various parts.
  • These are examples of the assessment questions that are offered by the Open Groups model. These are questions from the Business View level.
  • The answers to the questions help determine where the maturity level on this dimension is.
  • Now, let’s discuss the Oracle model.
  • Oracle’s model measures maturity and adoption on eight different dimensions. Therefore you can discuss if the Oracle model is more complete, but the outcome is way simpeler to understand.

SOA Maturity Models SOA Maturity Models Presentation Transcript

  • Service Oriented Architecture& MaturityDouwe Pieter van den BosUtrecht, May 1st, 2012
  • Disclaimer “The Open Group Service Integration Maturity Model (OSIMM)” and others are property of The Open Group. “The Oracle SOA Maturity Model”, “IT Strategies from Oracle”, “The Oracle SOA Reference Architecture” and others are property of the Oracle corporation. Opinions in this presentation are my own, not (in any way) per sé Capgemini‟s. The Open Group‟s or Oracle‟s This presentation is just because I think the topic is cool. I will not be held responsible for any statement made in this presentation, ever. | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos
  • CONTENTS Introduction SOA Maturity Models Maturity Measurement | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 3
  • Introduction| Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos
  • Introduction | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 5
  • Yesterday | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 6
  • Today | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 7
  • SOA Maturity Why?
  • Why? | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 9
  • Why? | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 10
  • Why? | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 11
  • SOA Maturity Models
  • Two Models The Open Group Oracle The Open Group Service Integration  SOA Maturity Model Maturity Model (OSIMM)  Part of „IT Strategies from Oracle‟ Available to all Open Group members  Propriety / Not Public Comprehensive  Understandable Focus on Service Integration  Focus on Service Oriented Complex Architecture  Simple www3.opengroup.org  oracle.com/goto/itstrategies | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos
  • The Open Group Service Integration Maturity Model (OSIMM) | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 15
  • The Open Group Service Integration Maturity Model (OSIMM) Dimensions Levels Maturity Indicators Assessment Questions “Maturity Indicator-to-Attribute Mapping” | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 16
  • The Open Group Service IntegrationMaturity Model (OSIMM) – Assessment Questions | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 17
  • The Open Group Service IntegrationMaturity Model (OSIMM) – Maturity Indicators | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 18
  • | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos 19 © 2011 Capgemini. All rights reserved.
  • Oracle – SOA Maturity Model | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 20
  • Oracle – SOA Maturity Model Dimensions Maturity Levels Adoption | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 21
  • Dimensions Business & Strategy - Contains capabilities that provide the high-level constructs that allow the SOA initiative to proceed. This includes such things as business motivation, expected benefits, guiding principles, expected costs, funding model, etc. Architecture – Contains capabilities concerning the definitions of the overall architecture and guidelines for various practitioners to ensure adherence to the architecture. Infrastructure – Contains capabilities concerning the service infrastructure and tools that provide the technical foundation for the SOA initiative. Information – Contains capabilities concerning the information aspects of SOA, e.g., providing Information as a Service (IAAS). This includes shared data models, message formats and schemas, master data management, content management, etc. Projects, Portfolios & Services – Contains capabilities concerning the planning and building of services and the service usage guidelines of service consumers. Operations, Administration & Management – Contains capabilities concerning the post deployment aspects of solutions based on a service-oriented architecture i.e. the Operations, Administration, and Management aspects of SOA. Organization – Contains capabilities concerning the development of corporate competency around SOA including the organizational structure and skills development. Governance - Contains capabilities concerning the governance structures and processes that support and guide the SOA efforts. Maturity and adoption of an adequate amount of governance is a leading indicator of the overall SOA success. | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 22
  • Maturity Levels 0: No SOA - There is no SOA approach being taken. SOA is not underway. 1: Ad Hoc – Awareness of SOA exists and some groups are embarking on building services. There is no SOA plan being followed. 2: Opportunistic – An approach has been decided upon and is being opportunistically applied. The approach has not been widely accepted nor adopted. It may be informally defined, or if documented, may exist primarily as “shelf ware”. 3: Systematic – The approach has been reviewed and accepted by affected parties. There has been buy-in to the documented approach and the approach is always (or nearly always) followed. 4: Managed – The capability is being measured and quantitatively managed via some type of governance structure. Appropriate metrics are being gathered and reported. 5: Optimized – Metrics are being consistently gathered and are being used to incrementally improve the capability. Assets are proactively maintained to ensure relevancy and correctness. | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 23
  • Adoption 0: No Implementation - There is no current implementation anywhere in the organization of the capability being measured. 1: Project Level - Individual projects implement the capability as appropriate for that specific project. There may be informal and unregulated sharing across projects. 2: Program Level - A relatively small group of projects (program) share an implementation of the capability. The program is under a single management structure below the VP level and encompasses less than an entire division or business unit. 3: Division Wide - The capability is implemented consistently across a division or business unit. A division or business unit is led by an executive at the VP level or higher. 4: Cross Division – The capability is implemented by multiple divisions using a common approach i.e. the approach is being shared or is spreading to multiple divisions. 5: Enterprise Level – The capability is implemented consistently across the enterprise i.e. all divisions or business units are applying the same approach. | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 24
  • Maturity Measurement| Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos 25 © 2011 Capgemini. All rights reserved.
  • Process Identify Identify Assess Define GAP IdentifyDimensions Stakeholders Current State Future Vision Analysis Activities | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos
  • Roadmap | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 27
  • GAP Analysis Business & Strategy 5 Governance 4 Architecture 3 2 1 Maturity Organization 0 Infrastructure Adoption UtopiaProjects, Portfolios & Information Services Operations, Administrati on and Management | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos 28
  • Next Steps| Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos 29 © 2011 Capgemini. All rights reserved.
  • | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos
  • More information About Capgemini Capgemini, one of the worlds Rightshore®, which aims to get the rightforemost providers of balance of the best talent from multipleconsulting, technology and outsourcing locations, working as one team to createservices, enables its clients to transform and deliver the optimum solution for clients.and perform through technologies. Present in more than 40Capgemini provides its clients with insights countries, Capgemini reported 2010 globaland capabilities that boost their freedom to revenues of EUR 8.7 billion and employsachieve superior results through a unique over 112,000 people worldwide.way of working, the Collaborative Business More information is available at:ExperienceTM. The Group relies on its www.capgemini.comglobal delivery model called | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 20101Capgemini. All rights reserved. 31
  • More informationPlease contact:• Douwe Pieter van den Bos douwe-pieter.vanden.bos@capgemini.com +31 6 203 623 88 | Oracle Division – Capgemini The Netherlands – Douwe Pieter van den Bos © 2011 Capgemini. All rights reserved. 32
  • www.capgemini.comThe information contained in this presentation is proprietary. ©2010 Capgemini. All rights reserved