10/22/2008




                              This Presentation Courtesy of the
                              International...
10/22/2008




                                                      Until Now… 3




     SOA models
     Methodologies...
10/22/2008




                                                 SOA project               3




    A SOA project is any
...
10/22/2008




                                                   Unsafe SOA 3




    Size: Enterprise-wide
    Duratio...
10/22/2008




                                               Project Dimensions 3




      Size                        ...
10/22/2008




                                                 Managing Duration 3




      Problem: Project too long
 ...
10/22/2008




                                                                           Managing Know-How 3



       P...
10/22/2008




                            Safe SOA: Targets Summary 3




 Size                          Duration
    ...
10/22/2008




                                                                           Sample: IGB Roles 3



         ...
10/22/2008




                                                          Conclusions 3




      Not without the business...
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Vincenzo Ferrucci Lessons Learned

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Vincenzo Ferrucci Lessons Learned

  1. 1. 10/22/2008 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 Wednesday, October 22, 1 2008 October 7th, 2008 Lessons Learned from Implementing SOA Vincenzo Ferrucci TMNS BV TMNS l e info@tmns.com l w www.tmns.com 1
  2. 2. 10/22/2008 Until Now… 3  SOA models  Methodologies  Elements of theory  Good and necessary but have been covered at length  Now you know why and how the apple falls  Just don’t get it on your head! 3 enterprise integration where complex business challenges meet agile solutions From Now On… 3  We will talk about practical experience  NO new SOA models  NO new methodologies  NO new theory  Practical advice to minimize SOA implementation risks  Unsafe vs. safe SOA 4 enterprise integration where complex business challenges meet agile solutions 2
  3. 3. 10/22/2008 SOA project 3 A SOA project is any business-initiated project supported by a concrete SOA architecture 5 enterprise integration where complex business challenges meet agile solutions Why is SOA Risky? 3 A thing of the business Multiple organizational silos Formal business processes Will fail without TIGHT IT/business cooperation 6 enterprise integration where complex business challenges meet agile solutions 3
  4. 4. 10/22/2008 Unsafe SOA 3 Size: Enterprise-wide Duration: At least 18-24 months Sponsorship: IT Ex sponsor Priorities/Schedule: IT Ex initiated, driven and controlled Know-how: 90-100% eternal SI Governance: Imposed, top-down 7 enterprise integration where complex business challenges meet agile solutions Safe SOA 3 Size: At most three silos Duration: 6-9 months Sponsorship: Bu Ex sponsor Priorities/Schedule: Bu Ex initiated & driven, IT Ex controlled Know-how: 50% external SI Governance: Collaborative, bottom-up 8 enterprise integration where complex business challenges meet agile solutions 4
  5. 5. 10/22/2008 Project Dimensions 3  Size  Duration  Sponsorship  Priorities/Schedule  Know-how  Governance How to manage risk along these dimensions? 9 enterprise integration where complex business challenges meet agile solutions Managing Size 3  Problem: Project too large  Divide et impera  Decompose service dimension  Obtain a set of federated projects  If projects spans > 3 silos, split it  SOA portfolio as a laddered bond portfolio  Ladder service dimension gain org experience  Ladder time dimension reuse resources  A set of laddered small projects spanning each no more than 3 silos 10 enterprise integration where complex business challenges meet agile solutions 5
  6. 6. 10/22/2008 Managing Duration 3  Problem: Project too long  Decompose time dimension  No subproject lasts more than 6-9 months  Parallelism 1-2, at most 4 subprojects  Beware of dependencies  A set of partially parallel subprojects lasting each no more than 6-9 months 11 enterprise integration where complex business challenges meet agile solutions Managing 3 Sponsorship&Priority/Schedule  Problem: SOA is not an IT issue, is a business issue  A SOA project with no clear business sponsor is doomed to fail  Need Bu Ex Sponsor  Need IT Ex Sponsor  Bu Ex Sponsor initiates and drives, IT Ex Sponsor monitors  IT Ex Sponsor needs to (in)directly report to Bu Ex Sponsor  SOA programme manager needs to directly report to Bu Ex Sponsor Anything else will not work! 12 enterprise integration where complex business challenges meet agile solutions 6
  7. 7. 10/22/2008 Managing Know-How 3  Problem: Limited know-how  Create critical mass!  Initiate IGC*, set the framework  Launch educational program  Use at most 50% external staff  SOA requires deep internal knowledge, technical, business and political  Large SI’s struggle with similar know-how issues consider specialized players  Create and maintain your own IGC, do not outsource the whole pie * Integration Governance Center 13 enterprise integration where complex business challenges meet agile solutions Managing Governance 3  Problem: Governance/ Compliance  Governance  Live with incompleteness  Reuse materials you have  Definition effort: 90 days IGB and IGF*  Compliance  Implant IGC rep in projects  IGC rep is help, not control  IGC rep feeds back into IGF  Create IGC and a governance seed, grow it from projects * Integration Governance Board, Integration Governance Framework, Integration Governance Center 14 enterprise integration where complex business challenges meet agile solutions 7
  8. 8. 10/22/2008 Safe SOA: Targets Summary 3  Size  Duration  At most three silos  6-9 months  Sponsorship  Priorities/Schedule  Bu Ex sponsor  Bu Ex initiated and driven, IT Ex controlled  Know-how  Governance  50% external SI  Collaborative/Bottom-up 15 enterprise integration where complex business challenges meet agile solutions About Governance 3  IGC = IGB + IGF  An Integration Governance Board  An Integration Governance Framework  IGB creates, maintains and delivers SOA project guidance  IGF is the blueprint 16 enterprise integration where complex business challenges meet agile solutions 8
  9. 9. 10/22/2008 Sample: IGB Roles 3 Management Sponsor Integration Governance Board NIT Governance Enterprise Integration Lead Lead Technology Lead Technology Lead Technology Lead (TIBCO) (MS) (IBM) Solution Small Large Design Table Project Integration Lead Quality Assurance 17 enterprise integration where complex business challenges meet agile solutions Sample: Project Interaction 3 Enterprise Governance Integration Governance Quality Assurance Project Initiation Architectural Reviews Reviews Documentation Implementation Data Technical Detailed Requirements Repository Review Standards Design Architecture Design Review Review Review Review Review Up front influence In progress influence At conclusion influence Project lifecycle 18 enterprise integration where complex business challenges meet agile solutions 9
  10. 10. 10/22/2008 Conclusions 3  Not without the business  Run federated small & short activities  Get the governance right  Foster your own intellectual capital 19 enterprise integration where complex business challenges meet agile solutions Contact Details 3 Questions? Vincenzo Ferrucci Discussion? vferrucci@tmns.com The Hague Offices – TMNS BV Follow up? Palazzo Giardino l Oude Middenweg 53 2491 AC The Hague l The Netherlands t +31 (0)70 3011720 f +31 (0)70 3011721 Frankfurt Offices – TMNS GmbH Trianon, 7th floor l Mainzer Landstraße 16 D-60325 Frankfurt am Main l Germany t +49 (0)69 971 68400 f +49 (0)69 971 68200 London Offices – TMNS Ltd Ash House l Fairfield Avenue Staines, Middlesex TW18 4AB l United Kingdom t +44 (0)1784 22 4265 f +44 (0)1784 22 4335 Zürich Offices – TMNS GmbH Fabrikstrasse 50 8031 Zürich l Switzerland t +31 (0)70 3011720 f +31 (0)70 3011721 20 enterprise integration where complex business challenges meet agile solutions 10

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