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  • Background - The Business: Operations encompass motion picture production and distribution, television programming and syndication, home video acquisition and distribution, operation of studio facilities, development of new entertainment technologies .
  • Background - The Business: Our Market is global, 67 countries worldwide. Sony Pictures can be found on the World Wide Web at sonypictures.com
  • In today’s business environment - many organizations are focusing on aligning IT with business requirements as a strategy for reducing IT costs, and demonstrating the business value of IT, and more effectively achieving business objectives Three key reasons: 1 – need way to prioritze scarce IT resources. Need to prioritize based on what’s important the business. Alignment is critical to IT managers. 2 – Provide a common language for IT and the business - IT historically not good at discussing value in terms business understands. Alignment is critical to IT funders. 3 – Business depends on IT. Can’t achieve business goals/strategy without IT support. Alignment is critical to business success. Recent CIO poll – The last several year - IT/Business alignment has been a top priority KEY POINTS Shift away from IT focus to business focus How does IT impact business? How does IT demonstrate value if not directly tied to business value. One way to do that is to evaluate IT investments in the context of business need. To shift the focus away from the technology – to the business need, or critical business service that is supported by IT. As Bob Beauchamp, President and CEO of BMC software says “there are no more IT projects – only business projects supported by technology” Although IT executives have a good understanding of IT value –they often struggle to communicate with Line of business executives that fund IT – in terms that business understands.   For example, your management might ask “what would it cost me to reduce my customer service response time by 5 seconds?” What will it take to get real-time quotes to insurance agents in the field on their laptop? Our competitors are going to do that. Can we beat them to it? Conversely – how do IT changes or failures affect the business? What is the impact on the business when a server goes down. Is that a part of the business – part of the IT infrastructure that touches a customer in some way. In a way that impacts revenue directly? IN a way where a down server may cause the customer to stop doing business with us? Or does that server support an integrated supply chain function. Or manufacturing process. Or an internal back office business process such as accounting or shipping. All important failures to address. But there are fires and then there are FIRES! When the CEO and the CFO care about IT quality and failures. You need to have the capabilities to manage and respond appropriately. Saying “align IT with the business is an obvious. But how do you get started? Customer Quote: “ Our service orientation, it grew out of the constant feeling of dissatisfaction between business and IT operations that we were just not meeting our service level agreements, for example. … And the other thing that was happening is the level, the number of services that we had was, kept increasing, increasing, increasing.”
  • Meeting the Challenge - We needed a plan to transform the organization and architect our IT systems for change.
  • - In introducing so many new technologies, we needed to modularize and design for reuse.
  • Target state and Projects Target is a multi-year build plan, sequenced by: Major Business Initiatives Development projects already underway Development projects in plan Organizational capabilities Funding available Nature of the Application Project 1 – moving up the stack (SAS) data services and logging , (M&B) service finder and broker, (PS) Presentation layer, entitlements, UUP customer repositories, then render first shared business service (SBS)
  • Target state and Projects Target is a multi-year build plan, sequenced by: Major Business Initiatives Development projects already underway Development projects in plan Organizational capabilities Funding available Nature of the Application Project 1 – moving up the stack (SAS) data services and logging , (M&B) service finder and broker, (PS) Presentation layer, entitlements, UUP customer repositories, then render first shared business service (SBS)
  • Target state and Projects Target is a multi-year build plan, sequenced by: Major Business Initiatives Development projects already underway Development projects in plan Organizational capabilities Funding available Nature of the Application Project 1 – moving up the stack (SAS) data services and logging , (M&B) service finder and broker, (PS) Presentation layer, entitlements, UUP customer repositories, then render first shared business service (SBS)
  • Target state and Projects Target is a multi-year build plan, sequenced by: Major Business Initiatives Development projects already underway Development projects in plan Organizational capabilities Funding available Nature of the Application Project 1 – moving up the stack (SAS) data services and logging , (M&B) service finder and broker, (PS) Presentation layer, entitlements, UUP customer repositories, then render first shared business service (SBS)
  • Target state and Projects Target is a multi-year build plan, sequenced by: Major Business Initiatives Development projects already underway Development projects in plan Organizational capabilities Funding available Nature of the Application Project 1 – moving up the stack (SAS) data services and logging , (M&B) service finder and broker, (PS) Presentation layer, entitlements, UUP customer repositories, then render first shared business service (SBS)
  • Applications consist of two basic types of functionality Functionality that delivers the solution to the business need (Business Services) Process an order, Bill a customer ….. Functionality that manages the delivery of the solution (Technical Frameworks or Foundations) Deliver the Order Entry Screen to collect data, Manage transaction integrity, Get the Customer Data from persistent storage We are reducing costs in both areas The first and easiest area to get reuse is in Technical Frameworks Build a SOA Framework and use it for future application development and integration Portal Foundation Application and Integration Foundation The second and more difficult is in reusable Business Services Within application families Across applications (Web Services and BPM) By implementing three things we improve competency and thus productivity thru standardization A set of tools and technologies that enable the rapid, easy implementation of solutions. Reusable SOA Framework Sharable Business Services Software Lifecycle Management tools A set of design patterns, standards, and best practices for the construction of solutions. A SOA tailored unified development process (RUP) A methodology for identifying and disseminating and integrating reusable services across applications. Architectural governance and service management By implementing standardization we enable appropriate use of offshore resources Large labor pool trained in SOA J2EE technology services That development time associated with Business Use Cases will be reduced by 10 to 15% That the productivity enhancements tied to SOA (common component usage) can range as high as 20 to 25%. This includes the SOA itself and enhanced experience and capacity of the software teams. The net decrease in common component maintenance to range from 15 to 20% over time The following case study assumes three successive projects involving 36 business uses cases of similar complexity. Actual results will vary based on organizational maturity, use case complexity and the number of use cases. Project effort estimates are reduced by 21% by the third project tied to the reuse of the SOA framework and the productivity enhancements tied to SOA/ALM disciplines. Total project implementation time is also reduced by nearly 19.5%.
  • We would like to conclude this presentation with suggestions for next steps to help you meet your aggressive timeframe for rolling out this new site…
  • The opportunity for SOA really comes from posing a few questions of your own to the business?
  • Click here to download Doug Saucier's Presentation

    1. 1. Preparing for Rapid Change Through Transformational Architecture … Sony Pictures Entertainment’s Service Oriented Architectural Approach A shared cost model
    2. 2. Agenda <ul><li>About Sony Pictures Entertainment </li></ul><ul><li>IT Challenges </li></ul><ul><li>IT: Meeting The Challenge </li></ul><ul><li>Service Oriented Architecture Vision at SPE </li></ul><ul><li>SOA will provide tangible ROI </li></ul><ul><li>So Who Pays the Bill? </li></ul><ul><li>Final thoughts </li></ul>
    3. 3. About Sony Pictures Entertainment www.sonypictures.com Motion Pictures Group Columbia Tri-Star Home Entertainment Sony Studios Sony Pictures Digital Sony Pictures Television
    4. 4. About Sony Pictures Entertainment London Hong Kong Sao Paulo New York Miami Culver City Mexico City Sydney Tokyo Singapore
    5. 5. IT Challenges : - Our legacy environment developed organically and was not architected for change. <ul><li>Situation: </li></ul><ul><ul><li>Proliferating applications (multiple Technologies, Skill sets, etc.) </li></ul></ul><ul><ul><li>Costly bolt-on systems and customizations </li></ul></ul><ul><ul><li>Point-to-point integrations </li></ul></ul><ul><ul><li>Poor data integrity </li></ul></ul><ul><li>Problems: </li></ul><ul><ul><li>Business agility limited by inflexible architecture </li></ul></ul><ul><ul><li>Fragmented tech strategy limiting efforts to deepen critical skills </li></ul></ul><ul><ul><li>Expensive to source, develop and maintain </li></ul></ul><ul><ul><li>Tough to leverage and reuse investment </li></ul></ul>
    6. 6. IT Challenges <ul><li>Data Integrity and Accuracy </li></ul><ul><ul><li>“ Islands of information” phenomena </li></ul></ul><ul><ul><li>Redundant data entry </li></ul></ul><ul><ul><li>Data ownership confusion </li></ul></ul><ul><ul><li>Complicated, hand-coded interfaces </li></ul></ul><ul><ul><li>Slow data “velocity” </li></ul></ul><ul><li>Increasing IT Costs and Complexity </li></ul><ul><ul><li>Application development and support </li></ul></ul><ul><ul><li>Poorly documented, poorly understood proprietary interfaces </li></ul></ul><ul><ul><li>Operational cost </li></ul></ul><ul><li>User Confusion and Difficulty Finding Information </li></ul><ul><ul><li>Multiple entry points </li></ul></ul><ul><ul><li>Multiple logins </li></ul></ul><ul><ul><li>Where to go to find what information </li></ul></ul>
    7. 7. Meeting the Challenge – Growing Global Business – IT / Business Alignment “ There are no more IT projects – only business projects supported by technology” Bob Beauchamp President and Chief Executive Officer BMC Software Impact of IT on the Business Impact of Business on IT Business Operations <ul><li>“ How do business changes affect IT systems and their ability to deliver?” </li></ul><ul><li>“ Is IT is ready and able to support planned business initiatives?” </li></ul><ul><li>“ How do IT changes or failures affect the business?” </li></ul><ul><li>“ How is it affected? What is the impact?” </li></ul><ul><li>“ What is the cost to the business?” </li></ul>IT Operations
    8. 8. Meeting the Challenge - Simplify Drive new development to SOA web based platforms. Retire redundant applications Simplification Standardization Standardize Create accepted application stacks and drive individual technologies across the blueprints. Modularity Modularize Begin to approach application development from a reusable components framework Integration Integrate Build competency around service delivery, solution integration and data usage.
    9. 9. Meeting the Challenge Instead of building in our traditional silos… … we took a foundational, team approach to deliver Enterprise Application Services
    10. 10. SOA Vision at SPE <ul><li>Leverage SPE’s investment in the existing platforms </li></ul><ul><li>Provide a common framework as the foundation layer, supporting most application development and integration at SPE </li></ul><ul><li>Provide tangible ROI to SPE by </li></ul><ul><ul><li>Reducing the cost of implementing and integrating solutions </li></ul></ul><ul><ul><li>Minimizing the skill set demands of a project </li></ul></ul><ul><ul><li>Reducing the cost of solution maintenance </li></ul></ul>Make Application Development and Integration a lower-risk/higher-return proposition
    11. 11. SOA Vision - What is Service-Oriented Architecture? <ul><li>SOA is the combination of three things: </li></ul><ul><ul><li>A set of tools and technologies that enable the rapid, easy implementation of solutions. </li></ul></ul><ul><ul><li>A set of design patterns, standards, and best practices for the construction of solutions. </li></ul></ul><ul><ul><li>A methodology for identifying and disseminating and integrating reusable services across applications. </li></ul></ul><ul><li>SOA is NOT – </li></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Product </li></ul></ul><ul><ul><li>Protocol </li></ul></ul><ul><ul><li>Standard </li></ul></ul><ul><li>SOA is a set of – </li></ul><ul><ul><li>Frameworks </li></ul></ul><ul><ul><li>Practices </li></ul></ul><ul><ul><li>Architectural Patterns </li></ul></ul><ul><ul><li>Policies </li></ul></ul>
    12. 12. SOA Vision - A services-centric architecture enables more efficient exposure to key functionality. <ul><li>Proliferating applications (multiple Technologies, Skillsets, etc.) </li></ul><ul><li>Costly bolt-on systems and customizations </li></ul><ul><li>Point-to-point integrations </li></ul><ul><li>Poor data integrity </li></ul><ul><li>Improved delivery capabilities through common frameworks, user interfaces, processes, and tools </li></ul><ul><li>Faster reaction to business needs </li></ul><ul><li>Improved Data Integrity </li></ul><ul><li>End-to-end process visibility enabling digitization of manual touch points </li></ul>Data Content Function Foundation Services Portal Application Web Application Legacy Application “ A Better Approach” Service-Centric Architecture The “Old Way” Legacy Enterprise Architectures System 1 System 2 System 3 System 4
    13. 13. SOA is About Enabling our Business Establish the Vision Actionable Architecture Meet LOB projects needs while building reusable framework
    14. 14. SOA is About Enabling our Business Build the Portal Foundation Actionable Architecture Meet LOB projects needs while building reusable framework
    15. 15. SOA is About Enabling our Business Build the Application and Integration Foundation Actionable Architecture Meet LOB projects needs while building reusable framework
    16. 16. SOA is About Enabling our Business Project by Project add Services Actionable Architecture Meet LOB projects needs while building reusable framework
    17. 17. SOA is About Enabling our Business Support Business Objectives in Weeks Actionable Architecture Meet LOB projects needs while building reusable framework
    18. 18. SOA Vision - Integration provided by foundation services are crucial to supporting continued change. Source: Gartner
    19. 19. Provide tangible ROI to SPE <ul><ul><li>Reduce the cost of implementing and integrating solutions </li></ul></ul><ul><ul><li>Minimize the skill set demands of a project </li></ul></ul><ul><ul><li>Reducing the cost of solution maintenance </li></ul></ul>
    20. 20. SOA Provides Tangible ROI Speed <ul><li>Reduction in development time for new applications </li></ul><ul><li>More releases in less time </li></ul>Predictability <ul><li>Delivery with less schedule variance </li></ul><ul><li>Implementation costs closer to budget. </li></ul>Quality & Performance <ul><li>Applications released with fewer functional defects </li></ul><ul><li>“ Always on” infrastructure </li></ul>Common Skillset <ul><li>Depth of skills/institutional knowledge in standards -based architecture and technologies (Java/J2EE and BEA WLS/WLP) </li></ul>Efficiency <ul><li>Savings in application development </li></ul><ul><li>Savings in supporting functions application support and maintenance, production support, etc. </li></ul>
    21. 21. Reduce the cost of implementing and integrating solutions <ul><li>Applications consist of two basic types of functionality </li></ul><ul><ul><ul><li>Functionality that delivers the solution to the business need (Business Services) </li></ul></ul></ul><ul><ul><ul><ul><li>Process an order, Bill a customer ….. </li></ul></ul></ul></ul><ul><ul><ul><li>Functionality that manages the delivery of the solution (Technical Frameworks or Foundations) </li></ul></ul></ul><ul><ul><ul><ul><li>Deliver the Order Entry Screen to collect data, Manage transaction integrity, Get the Customer Data from persistent storage </li></ul></ul></ul></ul><ul><li>We are reducing costs in both areas </li></ul><ul><ul><ul><li>The first and easiest area to get reuse is in Technical Frameworks </li></ul></ul></ul><ul><ul><ul><ul><li>Build a SOA Framework and use it for future application development and integration </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Portal Foundation </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Application and Integration Foundation </li></ul></ul></ul></ul></ul><ul><ul><ul><li>The second and more difficult is in reusable Business Services </li></ul></ul></ul><ul><ul><ul><ul><li>Within application families </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Across applications (Web Services and BPM) </li></ul></ul></ul></ul>
    22. 22. Minimize the skill set demands of a project <ul><li>By implementing three things we improve competency and thus productivity thru standardization </li></ul><ul><ul><li>A set of tools and technologies that enable the rapid, easy implementation of solutions. </li></ul></ul><ul><ul><ul><li>Reusable SOA Framework </li></ul></ul></ul><ul><ul><ul><li>Sharable Business Services </li></ul></ul></ul><ul><ul><ul><li>Software Lifecycle Management tools </li></ul></ul></ul><ul><ul><li>A set of design patterns, standards, and best practices for the construction of solutions. </li></ul></ul><ul><ul><ul><li>A SOA tailored Unified Development Process (UDP) </li></ul></ul></ul><ul><ul><li>A methodology for identifying and disseminating and integrating reusable services across applications. </li></ul></ul><ul><ul><ul><li>Architectural governance and service management </li></ul></ul></ul><ul><li>By implementing standardization we enable appropriate use of offshore resources </li></ul><ul><ul><li>Large labor pool trained in SOA J2EE technology services </li></ul></ul>
    23. 23. Typical Allocation Of Effort Across On-Site and Off-Site/Off-Shore Locations Source: Gartner Strategic Analysis Report, R-21-6535, 29 Dec 2003 Minimize the skill set demands of a project 0% 100% Deployment 20% 80% System Testing 70% 30% Unit Testing 70% 30% Construction 40% 60% Design 0% 100% Analysis Off-Shore Effort On-Site Effort Phase
    24. 24. Case Study on Enterprise SOA Benefits <ul><li>Paradigm Shift in Requirements Formulation </li></ul><ul><li>Paradigm Shift from Application development to LOB Services </li></ul><ul><li>Reduces Application development time </li></ul><ul><li>Reduces Application Maintenance effort </li></ul><ul><li>Services Accessibility </li></ul><ul><li>We estimate that development time associated with Business Use Cases will be reduced by 10 to 15% </li></ul><ul><li>We estimate that the productivity enhancements tied to SOA can range as high as 20 to 25%. This includes the SOA itself and enhanced experience and capacity of the core software architecture team. </li></ul><ul><li>We estimate the net decrease in common component maintenance to range from 15 to 30% over time </li></ul><ul><li>The following case study assumes three successive projects involving 36 business uses cases of similar complexity. Actual results will vary based on organizational maturity, use case complexity and the number of use cases. </li></ul>
    25. 25. 36 Business Use Case Example <ul><li>Project 1 – Traditional Approach </li></ul><ul><li>Assumptions </li></ul><ul><ul><li>Traditional Development Approach </li></ul></ul><ul><ul><li>Average productivity </li></ul></ul><ul><li>Estimated project hours 40516 </li></ul><ul><li>Project 1 With SOA </li></ul><ul><li>Assumptions </li></ul><ul><ul><li>Utilizes first release of SOA </li></ul></ul><ul><ul><li>No relative productivity enhancement relative to Traditional Approach </li></ul></ul><ul><li>Estimated project hours: 37205 </li></ul>This example tracks the effort estimates for three successive projects consisting of 36 Business Use Cases in terms of total required hours . It is assumed that the use cases are of similar complexity and that the SOA is enhanced and extended in support of each project. <ul><li>Project 2 With SOA </li></ul><ul><li>Assumptions </li></ul><ul><ul><li>Utilizes Second Release of SOA </li></ul></ul><ul><ul><li>Improved productivity related to SOA/ALM discipline </li></ul></ul><ul><li>Estimated project hours: 33654 </li></ul><ul><li>Project 3 With SOA </li></ul><ul><li>Assumptions </li></ul><ul><ul><li>Utilizes Third Release of SOA </li></ul></ul><ul><ul><li>Moderate productivity improvements tied to SOA/ALM Discipline </li></ul></ul><ul><li>Estimated project hours: 32017 </li></ul>
    26. 26. Project Tracking Charts – 36 Business Use Case Examples Project effort estimates are reduced by 21% by the third project tied to the reuse of the SOA framework and the productivity enhancements tied to SOA/ALM disciplines. In addition total project implementation time is also reduced by nearly 19.5%.
    27. 27. SOA Provides Tangible ROI <ul><li>Re-use can be achieved and costs reduced </li></ul><ul><ul><li>Applications are easier to produce and better understood </li></ul></ul><ul><ul><li>Concept of re-useable components gaining acceptance </li></ul></ul><ul><li>Deliver value to the customer </li></ul><ul><ul><li>Focus on Projects perceived by the customer as high value to the business </li></ul></ul><ul><li>Qualitative Improvement </li></ul><ul><ul><li>Collaboration and alignment across SPE departments </li></ul></ul><ul><ul><li>Consistent user experience reducing complexity, increasing usability </li></ul></ul><ul><ul><li>Employee satisfaction boosted; their jobs are easier and they can service their customers more easily </li></ul></ul>
    28. 28. SOA Provides Tangible ROI (continued) <ul><li>Improved Framework for next-generation apps (SODA) </li></ul><ul><ul><li>BEA WebLogic Platform supports key standards: SOAP, WSRP, and reliable web services </li></ul></ul><ul><ul><li>Ideal environment to serve many audiences in a personalized and context-appropriate manner </li></ul></ul><ul><li>More effective, efficient IT development team </li></ul><ul><ul><li>Reduced time spent on multiple legacy apps </li></ul></ul><ul><ul><li>Able to focus new development efforts on standard platforms </li></ul></ul><ul><ul><li>Much more efficient use of resources </li></ul></ul>
    29. 29. SOA Implementation - Project-based Plan <ul><li>Sequenced by: </li></ul><ul><ul><li>Major Business Initiatives </li></ul></ul><ul><ul><li>Development projects already underway </li></ul></ul><ul><ul><li>Development projects in plan </li></ul></ul><ul><ul><li>Organizational capabilities </li></ul></ul><ul><ul><li>Funding available </li></ul></ul><ul><ul><li>Nature of the Application </li></ul></ul>Target is a multi-year plan
    30. 30. SOA Implementation - Challenges in Realization <ul><li>Driven by existing timelines </li></ul><ul><li>Can’t wait for “SOA Initiatives” </li></ul><ul><li>SOA not perceived as a requirement for today’s projects </li></ul><ul><li>Built on functional requirements specific to project </li></ul><ul><li>Driven by enterprise goals </li></ul><ul><li>A long-term strategy for implementation </li></ul><ul><li>Architecture often perceived as “ivory tower” </li></ul><ul><li>Built on service requirements for the business </li></ul>Application Projects SOA
    31. 31. SOA Implementation - SOA Realization Strategy <ul><li>“ Actionable Architecture” </li></ul><ul><ul><li>Deliverables to the Projects </li></ul></ul><ul><ul><li>Becomes both strategic and tactical </li></ul></ul><ul><li>Project-by-Project Transformation, not Rip-and-Replace </li></ul><ul><ul><li>Initial projects identified: </li></ul></ul><ul><ul><ul><li>mySPE (Intranet Portal) </li></ul></ul></ul><ul><ul><ul><li>International Film Distribution System re-platform </li></ul></ul></ul><ul><ul><ul><li>Global Product Master System Version 2.0 </li></ul></ul></ul><ul><li>Organizational Support Addressed early </li></ul><ul><ul><li>Organizational Alignment of Centralized Responsibilities </li></ul></ul><ul><ul><li>Strategic Planning </li></ul></ul><ul><ul><li>Investment </li></ul></ul>
    32. 32. So Who Pays the Bill? Think Strategically, Spend Tactically
    33. 33. Who pays the Bills? <ul><li>Driven by existing timelines </li></ul><ul><li>Can’t wait for “SOA Initiatives” </li></ul><ul><li>SOA not perceived as a requirement for today’s projects </li></ul><ul><li>Built on functional requirements specific to project </li></ul><ul><li>Driven by enterprise goals </li></ul><ul><li>A long-term strategy for implementation </li></ul><ul><li>Architecture often perceived as “ivory tower” </li></ul><ul><li>Built on service requirements for the business </li></ul>Line Of Business IT Centralized Services
    34. 34. Who pays the Bills? - Think Strategically, Spend Tactically <ul><li>In order to move to a new paradigm IT must Invest as a Enterprise in Core Capabilities and Infrastructure </li></ul><ul><ul><li>People </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><li>The Projects receiving the Value should Share the Investment </li></ul><ul><li>Core Infrastructure is a Shared Model which is Capacity Managed </li></ul>
    35. 35. Who pays the Bills? - Think Strategically, Spend Tactically <ul><li>In order to move to a new paradigm IT must Invest as an Enterprise in Core Capabilities and Infrastructure </li></ul><ul><ul><li>Core Capabilities </li></ul></ul><ul><ul><ul><li>Planning, Governance, Architecture </li></ul></ul></ul><ul><ul><ul><li>Conceptual SOA Architecture & Technology Roadmap </li></ul></ul></ul><ul><ul><ul><ul><li>Enterprise Architecture Services (EAS) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Software Development Life Cycle Support </li></ul></ul></ul></ul><ul><ul><ul><li>Competency Centers provide Fee for Services to Projects </li></ul></ul></ul><ul><ul><ul><ul><li>Architecture </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Design </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Engineering (Frameworks & Shared Components) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Integration (EAI & ESB Services) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>QA & Testing </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Data & Reporting </li></ul></ul></ul></ul><ul><ul><li>Infrastructure Development and Ongoing Support & Maintenance </li></ul></ul><ul><ul><ul><li>Hardware & Technical Frameworks, Shared Components </li></ul></ul></ul><ul><ul><ul><li>Application, Integration, and Service Platforms </li></ul></ul></ul>
    36. 36. Who pays the Bills? - Think Strategically, Spend Tactically <ul><li>The projects receiving the value should share the Investment </li></ul><ul><ul><li>Project and LOB IT Funded with some shared Central Funding to offset generalization costs </li></ul></ul><ul><ul><ul><li>Development of SOA Framework Implementations (J2EE & dotNET implementations of the SOA Conceptual Architecture) </li></ul></ul></ul><ul><ul><ul><li>Shared Components </li></ul></ul></ul><ul><ul><ul><li>SOA based Applications (SODA) </li></ul></ul></ul><ul><ul><ul><li>Business Services </li></ul></ul></ul>
    37. 37. Who pays the Bills? - Think Strategically, Spend Tactically <ul><li>Core Infrastructure is a Shared Model which is Capacity Managed </li></ul><ul><ul><li>New capacity requirements due to volume growth are centrally funded </li></ul></ul><ul><ul><li>New requirements due to new projects are IT Line of Business funded out of Project Capital Budgets </li></ul></ul>
    38. 38. FINAL THOUGHTS <ul><li>SOA is a long term strategy </li></ul><ul><li>Deliver SOA Incrementally (no big bang!) </li></ul><ul><li>Deliver Business Value early and often </li></ul><ul><li>Think Strategically, Spend Tactically </li></ul><ul><ul><li>Find an Investment model that fits your enterprise </li></ul></ul><ul><li>SOA is a solution that is </li></ul><ul><ul><li>The Best Fit for SPE IT and it’s business lines, and is </li></ul></ul><ul><ul><ul><li>Highly Adaptable; </li></ul></ul></ul><ul><ul><ul><li>Delivers Faster Time to Value for new systems, additional functionality to existing SOA enabled applications, existing application integration, and building composite applications (Portals) </li></ul></ul></ul>

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