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Manas  Deb    Maturity  Models And  Roadmap  Planing
 

Manas Deb Maturity Models And Roadmap Planing

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    Manas  Deb    Maturity  Models And  Roadmap  Planing Manas Deb Maturity Models And Roadmap Planing 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 <Insert Picture Here> SOA Maturity Model and Roadmap Planning – Business and Technology Imperatives Manas K. Deb, Ph.D., MBA, Sr. Director, FMW/SOA Suite Bob Hensle, Director, Enterprise Architecture Program 1
    • Yesterday’s Enablers – Today’s Bottlenecks Example: P2P EAI in most large organizations A sample P2P application integration traces in a global logistics company (partial) © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 One Of The Reasons for Our Dialogue Business Process Implementation/Customization © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 2
    • Does SOA Intrigue Executives? “…What’s primarily responsible is service- oriented architecture, a relatively new way of designing and deploying the software that supports a business activity….” © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 CIO Agenda and SOA+BPM Making the enterprise unique in its mission and strategy From Technology Provider to Solution Partner 83% of CIOs predict significant change over next 3 years Source: Gartner Group, Making the Difference: The 2008 CIo Agenda, Jan 2008 © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 3
    • TOP IT-Investment Priorities 2008 New(er) problems? New(er) solutions? • BPI (for higher agility and efficiency) • New customer acquisition / Customer retention • New products & services creation • (At low cost and effort, of course…) New(er) paradigm? • Embrace service orientation? Will this help? • Leverage BPM on top of SOA? How? • What will SOA adoption mean? Will it be successful? Source :Gartner (Panel: 1400 Corporations Worldwide) © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 SOA Adoption – A Recent Survey Use of SOA 30% Within 1 year, 83% of 25% respondents will be using SOA 20% 15% 10% 5% 0% Yrs >3 1- 3 <1 <1 1-3 No plan Implementing Planning to Implement Top Reasons for SOA Use Top 3 Impediments to SOA Use • ~60% to integrate packaged apps, 1. Lack of organizational readiness with packaged ERP on top of the list 2. Lack of in-depth business case • ~40% to integrate & build custom apps 3. Lack of enabling technology © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 4
    • Presentation Agenda <Insert Picture Here> • Exploring Business Agility • SOA Expectations and Realty • SOA Success – A Methodology-Based Approach • Concluding Remarks © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Business Agility – A Working Definition • Ability to handle “change” forces “quickly” and “effectively” • Boosts innovation and operational efficiency (competitiveness) • Anticipated and unanticipated (external/internal) change • Efficacy includes accuracy and resource constraints 1 Agility a Amount-of-change X Elapsed-time Constraints • Constraints include: • Money, people, skills, technologies, regulations, industry trends • “Routine” performance improvements: • Are not good indicators of true business agility • Do not boost sustained competitive advantage © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 5
    • Business Agility Enablers High-level characteristics • Agility - A “planned (structured) ability” so as to handle change “without a lot of planning” • Agility requires systematic support of: • Organizational discipline • Goals, strategies, culture, behavior, learning, governance • Small business-IT gap • Technology infrastructure • Software tools and standards, functional apps, hardware • Compositional architecture • Business arch, enterprise arch, IT application arch • Business arch to include elements of the extended enterprise • “How” an agile response is provided is often more important than “what” response is generated © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Business Agility Development Pre- & Post Conditions • Business agility is part of overall organizational flexibility • Pre-conditions: • Sensing mechanisms with fast decision making culture • Clear communication channels • Post-conditions: • Fast organizational learning • Learning-leveraged changes • Flexible IT is essential to (modern) business agility Anticipation Agility Adaptability IT Flexibility Framework (Ref. Karen Patten et al., 2005) © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 6
    • Presentation Agenda <Insert Picture Here> • Exploring Business Agility • SOA Expectations and Realty • SOA Success – A Methodology-Based Approach • Concluding Remarks © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 “SOA” – A Quick Recap Core Strategies, Key Benefits, and Major Challenges Provides: • Smaller Business-IT Gap • Common semantics using “services” • Smaller project cycles – more sync opportunities • Higher Business Agility/IT Flexibility at Lower Cost • Mostly “assemble” - Re-use of services • “Loosely-coupled” – lower consumer-provider dependency • Clearer software/app building process (lower skill-set requirement) • Better Operational Control • Higher scalability and availability, “On-demand” services • Better management and visibility, better SLAs Demands: • Higher level of strategy, planning and discipline • Shared technology and practice frameworks • Not only ROI considerations but also ROA • Higher organizational commitments for larger initiatives • A “mind-set/behavior change” for higher level of adoption © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 7
    • Common Barriers to SOA Success Sample SOA Challenges • Lack of tools and infrastructure • Maturity of Web Services Standards • Standards proliferation • Service Sprawl • Standards Compliance • Registry Sprawl • Business/IT Relationship • SOA Portfolio Management • Multiple Silo-ed SOA’s • “Right-Click Architecture” • Lack of Best Practices • Culture Change • Organization Friction • Change Management • Confusing priorities • Lack of appropriate operational processes • Enterprise vs LOB Decisions • Lack of skills and experience • Lack of SOA Roadmap • Hype versus Reality • Funding • Track & Communicate Progress • Charge-Back Models • Policy Enforcement (Automated, • Lack of appropriate service Manual) engineering approach • … © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 SOA Adoption and Org Characteristics SOA Chasms * Figure adapted from Steve Bennett’s Blog, 25 Aug 2007 © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 8
    • Presentation Agenda <Insert Picture Here> • Exploring Business Agility • SOA Expectations and Realty • SOA Success – A Methodology-Based Approach • Fundamental Considerations • Concluding Remarks © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Focus Areas Critical to SOA Success Comprehensive Approach Corporate Competency development/evolution Organization Enterprise Service Consistent approach Planning Process & to service engineering Infrastructure Roadmap to guide you and management Software/Hardware Methodology/Practices © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 9
    • SOA Methodology – Engagement Scopes Creating Focus and Setting Accountability SOA Centre of Excellence Governance * Enterprise Scope here refers to the scope of SOA initiative in the enterprise © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Presentation Agenda <Insert Picture Here> • Exploring Business Agility • SOA Expectations and Realty • SOA Success – A Methodology-Based Approach • Planning Strategies (Selected Highlights) • Concluding Remarks © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 10
    • SOA Strategy & Planning - Basics Building Up To A Vision, Step-by-step • Plan Strategically • Reference Architecture • Organization and Governance • Service Engineering & SIMM • Enterprise Modeling • Act Tactically • Take a pragmatic approach • Address only the immediate concerns in each iteration Follow Roadmap • Four step process • Understand current state Current Future Execution • Define future vision State Vision 12 mos • Identify gaps 6 mos 3 mos Plan Roadmap • Develop roadmap “Leverages Oracle’s SOA Maturity Model” © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 SOA CAPABILITY MATURITY LEVELS Higher the Level – Better the Capabilities STRATEGIC GOALS TACTICAL PLANS Able to support business initiatives Refine and improve standards and in a timely and cost-effective manner. processes OPTIMIZED Exploit new business opportunities Processes and procedures - 5 - enabled by SOA Establish key performance indicators quantitatively managed to drive and manage to those metrics business value. MANAGED Leverage BAM to improve business - 4 - processes. SOA concepts consistently applied Standardize approach and products facilitating sharing and reuse Drive widespread adoption SYSTEMATIC Establish governance Focused on simple quick win - 3 - Apply SOA to simple integrations projects to demonstrate value Select business-driven projects OPPORTUNISTIC amenable to SOA (e.g. simple portals) - 2 - Build confidence with business owners Experimenting with and learning Get experience building, deploying, SOA concepts and consuming services AD HOC SOA not being pursued - 1 - Investigate applicability of SOA NO SOA - 0 - © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 11
    • SOA Maturity Model Domains & Measurement Capability Domains Measurement Model • Eight capability domains – comprehensive coverage • Domain – A collection of related capabilities • Model measures maturity and adoption levels © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Architecture Domain Example Capability Service versioning strategy has been accepted by all impacted groups and is seeing widespread adoption. A service versioning strategy has been defined and adoption of the approach is underway © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 12
    • SOA Progress Assessment “As-Is” and “To-Be” states Vision & Stategy Governance Architecture Organization Infrastructure OA&M Information Projects, Portfolios & Services Maturity Adoption SOA Domain Scorecard SOA Capability Heat Maps • SOA Domain Scorecard – High-level view of the overall maturity and adoption for the organization. Highlights domains that are lagging with respect to the other domains. • SOA Capability Heat Map – Visualization of the Capabilities that are in need of improvement © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Key SOA Benefits & Imperatives Establish Guiding Principles for SOA © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 13
    • SOA Roadmap Planning – Guided Success Leverage Maturity Model For Planning Guidance • Plan and manage holistically – multiple dimensions, multiple phases and time periods • Remedy problem areas – Use SOA Domain Capability Heat Maps to identify problem areas and inhibitors to SOA adoption SOA Planning Horizon • Close Gap – Use SOA Domain detailed strategies for closing the “as-is” and “to-be” gap. • Improve - You can’t improve what you can’t measure Maturity Over Time © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Sponsorship For SOA Initiatives Entry Points and Funding Strategies High Mega Business-Led Projects/ Projects Infrastructure  B2B Transformations  BAM Business Sponsorship Business solution SOA money  EAI  MDM Process IT-Led  STP Projects Projects  Process Portals Business solution Self-Service Redirected money Redirected money Low Portals Low SOA Complexity High © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 14
    • SOA Project Identification Analysis Cost-Benefit-Risk Considerations Total Risk Distribution pe r Proce ss Process 5 Process 7 9% 2% Process 4 14% Process 3 6% Enterprise 58% Process 1 11% Complexity vs Effort vs Benefit Analisys Complexity vs Effort vs Risk Analisys Admissible Level* Complexity Complexity P6 10 9 8 7 6 5 4 3 2 1 0 10 9 8 7 6 5 4 3 2 1 0 0.0 0.0 P5 7.5 1.0 8.1 1.0 4.9 2.0 Process 1 8.1 2.0 P4 3.0 Process 1 3.0 Process 2 Process 2 1.5 4.0 9.6 4.0 P3 Effort Effort Process 3 Process 3 5.0 5.0 4.7 6.0 Process 4 10.0 6.0 Process 4 P2 Process 5 Process 5 7.7 7.0 8.9 7.0 Benefit 8.0 Process 6 8.0 Process 6 P1 Risk 9.0 9.0 3.5 10.0 9.3 10.0 0.0 0.5 1.0 © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Oracle SOA Methodology Develop Implementation Roadmap © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 15
    • Presentation Agenda <Insert Picture Here> • Exploring Business Agility • SOA Expectations and Realty • SOA Success – A Methodology-Based Approach • Concluding Remarks © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 Concluding Remarks Methodology-Driven SOA Maturity & Roadmap Planning • Main goal: Help customers accelerate their SOA adoption • Use a pragmatic and incremental approach to SOA adoption • Helps keep SOA adoption closer to business needs • Must be useful even if most of the SOA work is outsourced • Build adoption roadmap using a capability maturity model • Maturity model to have comprehensive scope • Roadmap milestones to reflect organization’s vision and goals • Roadmap action items are derived from SOA methodology • Adaptive methodology used for maturity and roadmap • SOA methodology used works with most existing s/w practices • Modular knowledge components – facilitates easy customization © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 16
    • © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008 17