Paul  Brown    Org  Man  Issues V1
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Paul  Brown    Org  Man  Issues V1 Paul Brown Org Man Issues V1 Presentation 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
  • Organizational and Management Issues Vital to SOA and BPM Success Paul C. Brown Principal Software Architect © 2008 TIBCO Software Inc. All Rights Reserved.
  • In the Beginning, Architecture was Simple… … and evolved slowly 2 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Communications Helped Communities to Emerge… … and grow 3 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Better Infrastructure Fostered Denser Communities… … and more of them 4 © 2008 TIBCO Software Inc. All Rights Reserved.
  • 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 p g y • i.e. avoid the “big bang” and evolve gracefully 5 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Total Architecture © 2008 TIBCO Software Inc. All Rights Reserved.
  • The Idealized Enterprise View Looks Simple A functional organization with well-defined responsibilities… 7 © 2008 TIBCO Software Inc. All Rights Reserved.
  • But There Is a Lot of Dialog Between the Organizations How do you make sense of this? 8 © 2008 TIBCO Software Inc. All Rights Reserved.
  • You Think in Terms of Business Processes This picture does p not tell you how the order-to-cash process actually works! Order-to-Cash Process Scope 9 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Business Process Models Provide That Understanding Activities and their structure Participants p Swimlanes represent roles Activities in the lanes represent responsibilities Interactions between participants Artifacts • Messages • Physical objects Relationships to activities p Interactions with other business processes Where does the product catalog come from? 10 © 2008 TIBCO Software Inc. All Rights Reserved.
  • You Must Think About Information as Well   Understanding utilization scope tells you little about the information itself Sales Order Information Usage 11 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Logical Data Models Provide That Understanding Address But models Shipping Notice 0..1 don’t -billingAddress -shippingAddress characterize: Invoice 0..1 1 1 -invoiceAmount Who owns the Customer 1 * Sales Order 1 0.. 0..* Shipment Order data -status • Organization 0..1 Shipment • System * * Sales Order Line Item Shipment Order Line Item -quantity 1 0..* 0 * Where the data Wh th d t -quantityShipped -price physically lives * 1 Where data is Saleable Product replicated -SKU • How consistency is maintained 12 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Each “Organization” is Actually a Stack There may be multiple p components at   each layer: Interfaces I t f Logic components Data components Infrastructure 13 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Traditional Means of Supporting Organizational Interaction   Conversation – human level EAI – logic level ETL – data level 14 © 2008 TIBCO Software Inc. All Rights Reserved.
  • People May Interact with Multiple Systems EAI and ETL can be used within an organization as well 15 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Overall, Understanding Interactions is Complicated People People Interface Interface Interface Interface Logic Interface Logic Interface Logic Data Logic Logic Data Logic Data Infra Data Data Infra Data Infra Infra Infra Infra People People Interface Interface Interface Interface Interface Logic Interface Logic Logic Data Logic Logic Data Logic Data Infra Data Data Infra Data Infra Infra Infra Infra People People Interface Interface Interface Interface Logic Interface Logic Interface Logic Data Logic Logic Data Logic Data Infra Data Data Infra Data Infra Infra Infra Infra People People Interface Interface Interface Interface Interface Logic L i Interface Logic L i Logic Data Logic Logic Data Logic Data Infra Data Data Infra Data Infra Infra Infra Infra People People Interface Interface Interface Interface Logic Interface Interface Logic Logic Data Logic Logic Data Logic Data Infra Data Data D Infra Data D t Infra Infra Infra Infra People Interface Interface Interface Logic Logic Data Logic Data Infra Data Infra Infra This is the problem that SOA and BPM are supposed to solve 16 © 2008 TIBCO Software Inc. All Rights Reserved.
  • For Success, A Total Architecture Perspective is Required Business Processes Sales order management Inventory management Accounting People p Participants in the business processes Information What information is being used Systems Computers, networks, applications, infrastructure Business Purpose 17 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Organizational O i ti l Issues © 2008 TIBCO Software Inc. All Rights Reserved.
  • Business Processes and Services Cross Organizational Boundaries Lack of Overall Responsibility Services and Integrations Span Silos Service Interface Shrinking Time Frames Data Center Services, Integration, and Front-Office Application Application Process Application External Applications Silo Silo Management Silo Applications Silo Communications and Services Infrastructure 19 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Many Development Processes Have Become Degenerate They assume a single system is being worked on Requirements Development QA Production 20 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Degenerate Processes Will Not Work for SOA and BPM Multiple organizations and systems are involved Requirements Development QA Production 21 © 2008 TIBCO Software Inc. All Rights Reserved.
  • A Richer Development Processes Is Required Governance at work! 22 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Who Owns Projects That Span Silos? Business Executive Sponsor Who owns projects that span silos? IT Executive Sponsor Business Business Business Business Business Manager Manager Manager Manager Manager IT System IT System IT System IT System IT System IT System Owner Owner Owner Owner Owner Owner Data Center Services,, Integration, and Front-Office Application Application Application External Process Applications Silo Silo Silo Applications Management Silo Communications Infrastructure 23 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Multi-Silo Projects Include Members from All Silos 3 key leadership roles needed on every project 24 © 2008 TIBCO Software Inc. All Rights Reserved.
  • The Executive Sponsor Can’t Oversee All These Projects 25 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Enterprise Projects Group Should Manage These Projects The group provides a reporting structure for projects that span organizational silos 26 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Who Provides the Cross-Project Service Perspective? Who l k h d for future usages? Wh looks ahead f f t ? New Service Today’s Project Service Interface Future Project Call New Service Service Interface Future Project Call New Service 27 © 2008 TIBCO Software Inc. All Rights Reserved.
  • The Enterprise Architecture Group Coordinates Projects Establishes the vision Enterprise Ensures projects collectively Architecture converge on a single coherent architecture Business Process Systems Architecture Architecture Data Architecture Maintains cross-silo perspective at all levels Infrastructure Business Architecture Application Application Infrastructure Architecture Responsible for: Services Architecture Architecture Standards Best practices Governance G 28 © 2008 TIBCO Software Inc. All Rights Reserved.
  • Total Architecture Management Total Architecture Management Enterprise Enterprise E t i Architecture Projects Business Process Architecture Project Manager Systems Architecture Business Process Architect Systems Architect Application Architecture Project Manager Infrastructure Architecture Business Process Architect Services Architecture Systems Architect Project Manager Data Architecture Systems Architect Business Process Architect 29 © 2008 TIBCO Software Inc. All Rights Reserved.
  • The Completed Organizational Picture Business Executive Sponsor IT Executive Sponsor Business Business Business Business Business Total Architecture Manager Manager Manager Manager Manager Management IT System IT System IT System IT System IT System IT System Owner Owner Owner Owner Owner Owner Data Center Services, Integration, and Front-Office Application Application Application External Process Applications Silo Silo Silo Applications Management Silo Communications and Services Infrastructure 30 © 2008 TIBCO Software Inc. All Rights Reserved.
  • 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? cross-silo Who negotiates with silos? Who resolves conflicts? Who validates the future applicability of services? Functionality Granularity SLAs 31 © 2008 TIBCO Software Inc. All Rights Reserved.
  • 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 p ( process and systems) architecture y ) Project management focused on business results Clear ownership and control is needed for cross silo cross-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 32 © 2008 TIBCO Software Inc. All Rights Reserved.
  • For More Information… Succeeding with SOA • The business and organizational perspective • For: • CIO, COO, C • Managers • Enterprise and project architects Implementing SOA • Creating the total architecture • For • Enterprise and project architects • CTOs 33 www.total-architecture.com © 2008 TIBCO Software Inc. All Rights Reserved.