Paul Brown Org Man Issues

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Paul Brown Org Man Issues

  1. 1. Organizational and ManagementOrganizational and Management Issues Vital to SOA and BPM Success Paul C. Brown Principal Software ArchitectPrincipal Software Architect © 2008 TIBCO Software Inc. All Rights Reserved.
  2. 2. In the Beginning, Architecture was Simple… … and evolved slowly… and evolved slowly © 2008 TIBCO Software Inc. All Rights Reserved. 2
  3. 3. Communications Helped Communities to Emerge… … and grow © 2008 TIBCO Software Inc. All Rights Reserved. 3
  4. 4. Better Infrastructure Fostered Denser Communities… … and more of them © 2008 TIBCO Software Inc. All Rights Reserved. 4
  5. 5. So How Do You Organize and Manage All This? How do you ensure you get the business results you want? The desired business benefit Within cost constraints While preserving the flexibility to address tomorrow’s needs © 2008 TIBCO Software Inc. All Rights Reserved. 5 p g y • i.e. avoid the “big bang” and evolve gracefully
  6. 6. Total Architecture © 2008 TIBCO Software Inc. All Rights Reserved.
  7. 7. The Idealized Enterprise View Looks Simple A functional organization with well-defined responsibilities… © 2008 TIBCO Software Inc. All Rights Reserved. 7
  8. 8. But There Is a Lot of Dialog Between the Organizations How do you make sense of this? © 2008 TIBCO Software Inc. All Rights Reserved. 8
  9. 9. You Think in Terms of Business Processes This picture doesp not tell you how the order-to-cash process actually works! © 2008 TIBCO Software Inc. All Rights Reserved. 9 Order-to-Cash Process Scope
  10. 10. Business Process Models Provide That Understanding Activities and their structure Participantsp Swimlanes represent roles Activities in the lanes represent responsibilitiesrepresent responsibilities Interactions between participants Artifacts • Messages • Physical objects Relationships to activitiesp Interactions with other business processes Where does the product © 2008 TIBCO Software Inc. All Rights Reserved. 10 Where does the product catalog come from?
  11. 11. You Must Think About Information as Well   Understanding utilization scope tells you little about the information itselfinformation itself © 2008 TIBCO Software Inc. All Rights Reserved. 11 Sales Order Information Usage
  12. 12. Logical Data Models Provide That Understanding But models don’tShipping Notice Address 0..1 characterize: Who owns the dataShipment Order Invoice -invoiceAmount Sales OrderCustomer 1 0..* 1 1 0..1 1 * -billingAddress -shippingAddress • Organization • System Wh th d tShipment Order Line Item Sales Order Line Item -status Shipment 1 0.. 0..1 1 0 * * * Where the data physically lives Shipment Order Line Item -quantityShipped -quantity -price 1 0..* * Where data is replicated • How consistency is Saleable Product -SKU 1 © 2008 TIBCO Software Inc. All Rights Reserved. 12 consistency is maintained
  13. 13. Each “Organization” is Actually a Stack There may be multiplep components at each layer: I t f   Interfaces Logic components Data componentsData components Infrastructure © 2008 TIBCO Software Inc. All Rights Reserved. 13
  14. 14. Traditional Means of Supporting Organizational Interaction Conversation – human level   EAI – logic level ETL – data level © 2008 TIBCO Software Inc. All Rights Reserved. 14
  15. 15. People May Interact with Multiple Systems EAI and ETL can be used within an organization as well © 2008 TIBCO Software Inc. All Rights Reserved. 15
  16. 16. Overall, Understanding Interactions is Complicated People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People People People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People Interface L iInterface Interface People Interface L iInterface Interface Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People Interface Logic Data Interface Logic Interface Logic Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra People Interface Logic Data Interface Logic D Interface Logic D tData Infra Logic Data Infra Logic Data Infra People Interface Logic Data Infra Interface Logic Data Infra Interface Logic Data Infra Data Infra Logic Data Infra Logic Data Infra © 2008 TIBCO Software Inc. All Rights Reserved. 16 This is the problem that SOA and BPM are supposed to solve Infra Infra
  17. 17. For Success, A Total Architecture Perspective is Required Business Processes Sales order management Inventory management Accounting Peoplep Participants in the business processes InformationInformation What information is being used SystemsSystems Computers, networks, applications, infrastructure Business Purpose © 2008 TIBCO Software Inc. All Rights Reserved. 17 Business Purpose
  18. 18. O i ti lOrganizational Issues © 2008 TIBCO Software Inc. All Rights Reserved.
  19. 19. Business Processes and Services Cross Organizational Boundaries Services and Integrations Span Silos Lack of Overall Responsibility Service Interface Shrinking Time Frames Data Center Application Silo Application Silo Services, Integration, and Process Management Silo Application Silo Front-Office Applications External Applications © 2008 TIBCO Software Inc. All Rights Reserved. 19 Communications and Services Infrastructure
  20. 20. Many Development Processes Have Become Degenerate They assume a single system is being worked on Development QA ProductionRequirements © 2008 TIBCO Software Inc. All Rights Reserved. 20
  21. 21. Degenerate Processes Will Not Work for SOA and BPM Multiple organizations and systems are involved Development QA ProductionRequirements © 2008 TIBCO Software Inc. All Rights Reserved. 21
  22. 22. A Richer Development Processes Is Required Governance at work! © 2008 TIBCO Software Inc. All Rights Reserved. 22
  23. 23. Who Owns Projects That Span Silos? Business Executive Sponsor IT Executive Sponsor Who owns projects that span silos? Business Manager Business Manager Business Manager Business Manager Business Manager Services, Data Center IT System Owner IT System Owner IT System Owner IT System Owner IT System Owner IT System Owner Application Silo Application Silo , Integration, and Process Management Silo Application Silo Front-Office Applications External Applications © 2008 TIBCO Software Inc. All Rights Reserved. 23 Communications Infrastructure
  24. 24. Multi-Silo Projects Include Members from All Silos 3 key leadership roles needed onroles needed on every project © 2008 TIBCO Software Inc. All Rights Reserved. 24
  25. 25. The Executive Sponsor Can’t Oversee All These Projects © 2008 TIBCO Software Inc. All Rights Reserved. 25
  26. 26. Enterprise Projects Group Should Manage These Projects The group provides a reporting structure for projects that span organizational silos © 2008 TIBCO Software Inc. All Rights Reserved. 26
  27. 27. Who Provides the Cross-Project Service Perspective? Wh l k h d f f t ? New Service Who looks ahead for future usages? Today’s Project Service Interface Future Project Call New Service Service Interface Future Project Call New Service © 2008 TIBCO Software Inc. All Rights Reserved. 27 Service
  28. 28. The Enterprise Architecture Group Coordinates Projects Establishes the vision Ensures projects collectively converge on a single Enterprise Architecture converge on a single coherent architecture Maintains cross-silo perspective at all levels Architecture Business Process Architecture Systems Architecture Data Architecture perspective at all levels Business Application Infrastructure Architecture Infrastructure Responsible for: Architecture Application Architecture Services Architecture Standards Best practices G Architecture © 2008 TIBCO Software Inc. All Rights Reserved. 28 Governance
  29. 29. Total Architecture Management Total Architecture Management E t i Enterprise Enterprise Projects Enterprise Architecture Business Process Architecture Project Manager Systems Architecture Application Architecture Business Process Architect Systems Architect Architecture Infrastructure Architecture Project Manager Business Process Architect Services Data ArchitectureProject Manager Systems Architect Services Architecture © 2008 TIBCO Software Inc. All Rights Reserved. 29 Business Process Architect Systems Architect
  30. 30. The Completed Organizational Picture Business Executive Sponsor IT Executive Sponsor Business Manager Business Manager Business Manager Business Manager Business Manager Total Architecture Management Data Center IT System Owner IT System Owner IT System Owner IT System Owner IT System Owner IT System Owner Application Silo Application Silo Services, Integration, and Process Management Silo Application Silo Front-Office Applications External Applications © 2008 TIBCO Software Inc. All Rights Reserved. 30 Communications and Services Infrastructure
  31. 31. Key Questions Is there an architect on every silo-spanning project? Responsible for end-to-end business process and systems design How Are cross silo projects managed?How Are cross-silo projects managed? Who negotiates with silos? Who resolves conflicts? Who validates the future applicability of services? Functionality Granularity SLAs © 2008 TIBCO Software Inc. All Rights Reserved. 31
  32. 32. The Challenges of Silo-Spanning Projects Are Diverse Knowledge is scattered throughout the enterprise For success, business and IT must align Total architecture focus on producing business value New skill sets are required Total (business process and systems) architecture( p y ) Project management focused on business results Clear ownership and control is needed for cross-silo projectscross silo projects Executive sponsorship is needed to align priorities Resolve political conflicts A Proactive Enterprise Architecture group is required Guide multiple projects towards a cohesive whole Governance is essential © 2008 TIBCO Software Inc. All Rights Reserved. 32 Governance is essential
  33. 33. For More Information… Succeeding with SOA • The business and organizational perspectiveperspective • For: • CIO, COO, C Managers• Managers • Enterprise and project architects Implementing SOA • Creating the total architecture • ForFor • Enterprise and project architects • CTOs © 2008 TIBCO Software Inc. All Rights Reserved. 33 www.total-architecture.com

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