Anne  Thomas Manes    S O A  Report  Card
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    Anne  Thomas Manes    S O A  Report  Card Anne Thomas Manes S O A Report Card Document Transcript

    • This Presentation Courtesy of the International SOA Symposium October 7-8, 2008 Amsterdam Arena www.soasymposium.com info@soasymposium.com Founding Sponsors Platinum Sponsors Gold Sponsors Silver Sponsors SOA REPORT CARD SOA SYMPOSIUM 7 OCTOBER 2008 Anne Thomas Manes VP & Research Director Burton Group amanes@burtongroup.com 2 All Contents © 2008 Burton Group. All rights reserved.
    • SOA Promises Align ICT and Increase agility business Reduce costs Gain competitive advantage 3 All Contents © 2008 Burton Group. All rights reserved. SOA Realities I thought SOA No one wants to would solve our build services interop problems Our services aren’t being Systems are reused more fragile Costs are higher All Contents © 2008 Burton Group. All rights reserved.
    • Our Research Process 5 All Contents © 2008 Burton Group. All rights reserved. SOA Report Card Thesis • Deep investigation into the status of SOA initiatives • Goal: Identify patterns and commonalities • Found: A very sorry situation • Most SOA initiatives stall within 18 months: • “If we build it they will come” methodology  doesn’t work • The business won’t engage • Strong resistance to change • Success stories are inspiring • Deliver significant value to the business 6 All Contents © 2008 Burton Group. All rights reserved.
    • SOA Report Card Agenda • Report Card score • Report Card findings • Success killers • Success factors 7 All Contents © 2008 Burton Group. All rights reserved. 8 SOA Report Card REPORT CARD SCORE All Contents © 2008 Burton Group. All rights reserved.
    • SOA Report Card Score Needs improvement • 50% Failure Rate • 4 success stories • 3 moving in the right direction • 6 stalled D • 1 not yet stalled, but imminent  • Most companies have deployed >1 successful projects  • Successful projects do not indicate a successful initiative • Initiatives frequently progress more slowly than anticipated • Biggest challenge is adoption 9 All Contents © 2008 Burton Group. All rights reserved. SOA Report Card REPORT CARD FINDINGS 10 All Contents © 2008 Burton Group. All rights reserved.
    • All Contents © 2008 Burton Group. All rights reserved. SOA Report Card Findings Technolog y Technology • Infrastructure • Many organizations start by deploying an “ESB” (Infrastructure) • Purpose: monitoring, SLA mgmt, security, runtime  governance • Specific tools for service enablement (e.g., ESB)  considered out‐of‐scope for the core infrastructure • Middleware • Typically SOAP (governed) • Sometimes MQ and/or POX (not governed) • REST still clearly viewed in the “innovators” stage 12 All Contents © 2008 Burton Group. All rights reserved.
    • SOA Report Card Findings People People • Leadership • SOA initiatives are typically led by EA or special x‐dept team • Projects are typically led by an app dev group (funded by BU) • SOA initiatives led by app dev are often challenged • Sponsorship • Requires CxO‐level sponsorship or higher (e.g., Board of  Directors) • Adoption • Adoption challenges in both IT and business • Collaboration, engagement, and participation • Makes or breaks the initiative • IT/business disconnect must be overcome 13 All Contents © 2008 Burton Group. All rights reserved. SOA Report Card Findings Process Process • Plans and goals • DANGER ZONE: Roadmaps often lacking specificity • Successful initiatives begin with positive attitude – “We can help the business” – focus on fixing what hurts • Investment and value • SOA doesn’t have to be expensive (although most initiatives are) • DANGER ZONE: Big challenges measuring ROI • Governance • Governance program requires cultural support • DANGER ZONE: Breakdowns: – Many organizations still debating meaning and scope of  governance – Challenges getting projects to use runtime governance systems – Many push robust security protections until “later” (external  services) 14 All Contents © 2008 Burton Group. All rights reserved.
    • SOA Report Card Findings Process Process • Education • Many sources: PoCs and pilots, research and advisory,  conferences, books and articles, blogosphere, new hires  and consultants • Service modeling • DANGER ZONE: Well‐defined service models are rare – Few common business vocabularies and data models – Inadequate descriptions – Limited set of best practices defined • Requirements management is a major source of concern • Business process modeling • Many organizations correlate SOA with Business Process,  although exact relationship is still TBD 15 All Contents © 2008 Burton Group. All rights reserved. SOA Report Card Findings Results  Results = portfolio • Most organizations have deployed successful projects • DANGER ZONE: missing service ownership models • Many organizations have big plans for 2008 • e.g., Plan to roll out >25 additional service, deploy external  services • DANGER ZONE: Business often has not yet signed on to the plan • Common successful project entry points • Infrastructure services (typically without business input) • Data services (especially reference and mainframe data) • Integration (often used for only one project—leads to JABOWS) • SOA initiatives often focus on one of two areas: • Data • Business process 16 All Contents © 2008 Burton Group. All rights reserved.
    • 17 SOA Report Card SUCCESS KILLERS All Contents © 2008 Burton Group. All rights reserved. 18 All Contents © 2008 Burton Group. All rights reserved.
    • 19 Proposed Business guy solution Technology guys All Contents © 2008 Burton Group. All rights reserved. Isolated projects decrease agility 20 All Contents © 2008 Burton Group. All rights reserved.
    • Success Killers Non-collaborative culture impedes adoption Lack of incentive Missing complementary initiatives All Contents © 2008 Burton Group. All rights reserved. Success Killers 22 Missing the big picture Lack of attention to adoption drivers (business) All Contents © 2008 Burton Group. All rights reserved.
    • Success Killers 23 Lack of IT maturity Lack of understanding of SOA principles and terms All Contents © 2008 Burton Group. All rights reserved. Success Killers Dysfunction • Disabling behaviors: • Poor planning/communication • Blame and lack of trust • No appreciation for risk • Technology focus • No cultural support for governance • Multiple problem areas: • Funding‐based disincentives • People‐relationship disincentives • Project‐centric mindset • “I’m special” • “If we build it, they will come” • Ivory tower syndrome 24 All Contents © 2008 Burton Group. All rights reserved.
    • 25 Missing ownership and responsibility All Contents © 2008 Burton Group. All rights reserved. SOA Report Card SUCCESS FACTORS All Contents © 2008 Burton Group. All rights reserved.
    • Success Factors Success stories are inspiring • Real benefits • Increased flexibility and agility • Reduced costs • Improved time to market/value A • Rapid results • Benefits appear within 12 months • Initiatives focus on business value  • Addressing pressing business issues • Initiatives invariably part of larger transformation  effort • Reorganization • Significant investment in social capital • Adoption of agile/iterative methodologies 27 All Contents © 2008 Burton Group. All rights reserved. Success Factors Critical success factors • Trust relationship between IT and business • Strong leadership • Getting people on the same page (coordinated  effort) • Frequent and regular deliverables • Tying activities/deliverables to business goals and  value 28 All Contents © 2008 Burton Group. All rights reserved.
    • Success Factors Build a strong team • Develop a sphere of influence • High‐powered influencer is required to drive  adoption • SOA champion must understand business challenges  and goals to articulate a business case that will  appeal • Trust is key to adoption • Personal relationships and deep project interaction  build trust 29 All Contents © 2008 Burton Group. All rights reserved. Success Factors Think big, and in context tech to biz stack 2.jpg 30 All Contents © 2008 Burton Group. All rights reserved.
    • Success Factors Think big, and in context Business Strategies Business Prescribe Supports Operational Model Formalizes Influences Enterprise Architecture Technology Guides Realizes IT Infrastructure 31 All Contents © 2008 Burton Group. All rights reserved. Success Factors Take small steps • Choose entry points wisely • Try to piggyback SOA projects on key business initiatives • Deliver value frequently • Partner with a business unit  32 All Contents © 2008 Burton Group. All rights reserved.
    • Success Factors Develop an appealing business case • Cost cutting is important, but not exciting • SOA demands that BUs relinquish self‐determination • You must answer: “What’s in it for me?” • More appealing arguments: • Faster time‐to‐market • Improved business efficiency or effectiveness • Better quality data 33 All Contents © 2008 Burton Group. All rights reserved. Success Factors Funding models that work • Services managed by traditional service provider  groups • Centralized discretionary funding model that  enables IT to fund infrastructure, internal  improvement, etc. • Transfer responsibility for services to a shared  services management group • Fair distribution of responsibility for shared services 34 All Contents © 2008 Burton Group. All rights reserved.
    • SOA Report Card  Conclusion • SOA initiative can be successful • Increased agility / faster time‐to‐value • Reduced costs • Improved efficiency and/or effectiveness • Simplification of architecture • Easier access to better quality data • Cultural shift is a prerequisite for success • IT and business must collaborate, develop trust • Goal must be to work together to improve the  business 35 All Contents © 2008 Burton Group. All rights reserved. Related Burton Group Research 36 • Building the Business Case for SOA Investment • Addressing SOA Fatigue • Service-Oriented Architecture: Developing the Enterprise Roadmap • Enterprise Architects: Sowing the Seeds of SOA Success • VantagePoint 2008–2009: Think Big; Take Small Steps • Identifying and Enabling Business Capabilities • Enterprise Architecture is More than Engineering • Establishing and Maintaining Enterprise Architecture Momentum • The Anatomy of Effective Enterprise Architecture All Contents © 2008 Burton Group. All rights reserved.