Gene Leganza Vice President Forrester Research

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Gene Leganza Vice President Forrester Research

  1. 1. September 25, 2006. Call in at 10:55 a.m. Eastern Time Gene Leganza Vice President Forrester Research Teleconference Why Is SOA Hot In Government?
  2. 2. Theme Agencies need executive leadership to drive the organizational and process changes that SOA requires.
  3. 3. Agenda <ul><li>Forrester’s definition of SOA </li></ul><ul><li>Forrester survey data on trends in government IT </li></ul><ul><li>Some survey data from US federal enterprise architects </li></ul><ul><li>What does this mean for SOA in government agencies? </li></ul><ul><li>Recommendations </li></ul>
  4. 4. Forrester’s definition: SOA <ul><ul><li>Applications are organized into business services that are (typically) network-accessible. </li></ul></ul><ul><ul><li>Service interface definitions are first-class development artifacts. </li></ul></ul><ul><ul><li>Quality of service characteristics are explicitly specified in the design. </li></ul></ul><ul><ul><li>Services are cataloged and discoverable by development tools and management tools. </li></ul></ul><ul><ul><li>Protocols are predominantly, but not exclusively, based on Web services. </li></ul></ul>A style of design, deployment, and management of applications and software infrastructure in which:
  5. 5. Traditional applications versus SOA Favors heterogeneous technology Favors homogeneous technology Business-centered Cost-centered Interactive and iterative development Long development cycle Process-oriented Code-oriented Composed of services Integrated silos Loosely coupled, agile, and adaptive Tightly coupled Designed to change Designed to last SOA Traditional applications
  6. 6. Which of the following are likely to be one of your IT organization’s major initiatives for 2006? (3 or 4 on a scale of 1 [not on our agenda] to 4 [critical priority]) Base: 852 nongovernment IT decision-makers and 59 IT decision-makers at government agencies Reduce the number of software infrastructure vendors that we work with Adopt software-as-a-service Reduce the number of major application vendors that we work with Implement application portfolio management Move software implementations to standards-based technologies Reduce software costs in any way Significantly upgrade your security environment Improve integration between applications in your company Source: Business Technographics ® November 2005 North American And European Enterprise Software And Services Survey
  7. 7. 2005 Spending Compared With 2004 Integration and eGovernment are hot in US federal agencies From US Federal IT Spending Rising Unevenly, April 2005
  8. 8. 2005 Spending Compared With 2004 Integration and eGovernment are hot in US federal agencies From US Federal IT Spending Rising Unevenly, April 2005
  9. 9. Does your company currently run mainframe COBOL applications? Nongovernment Government Source: Business Technographics ® November 2005 North American And European Enterprise Software And Services Survey Base: 554 nongovernment IT decision-makers and 29 IT decision-makers at government agencies
  10. 10. Government IT Typically Spends More On O&M April 2006, Trends “2006 Government IT Spending Won’t Jump”
  11. 11. Which of the following best describes your firm’s approach to or status of service-oriented architecture (SOA)? Nongovernment Government Source: Business Technographics ® November 2005 North American And European Enterprise Software And Services Survey Base: 611 nongovernment IT decision-makers and 51 IT decision-makers at government agencies 42% 35% 43% 33% 13% 10% 19% 24% 16% 18% 10% 16% Not pursuing, and no immediate plans to do so Will pursue within 12 months Use selectively, without a clear strategy Have an enterprise- level strategy and commitment for SOA Don't know
  12. 12. US Federal Enterprise Architects Are More Committed To SOA Than Private Sector Counterparts April 2006, Trends “US Federal Enterprise Architects Are Committed To SOA, But Procurement Gets Complicated”
  13. 13. And Fed Architects Expect SOA Usage To Grow April 2006, Trends “US Federal Enterprise Architects Are Committed To SOA, But Procurement Gets Complicated”
  14. 14. Agencies Mainly Use SOA For Internal Integration April 2006, Trends “US Federal Enterprise Architects Are Committed To SOA, But Procurement Gets Complicated”
  15. 15. But Federal Government SOA Leadership Is Distributed Throughout The Enterprise April 2006, Trends “US Federal Enterprise Architects Are Committed To SOA, But Procurement Gets Complicated”
  16. 16. But Standard Procurement Processes Get In The Way Of Service Reuse April 2006, Trends “US Federal Enterprise Architects Are Committed To SOA, But Procurement Gets Complicated”
  17. 17. What does all this mean? <ul><li>Integration is a top priority. </li></ul><ul><li>Legacy applications are a major issue. </li></ul><ul><li>SOA is hot, but: </li></ul><ul><ul><li>Budgets are tight — there is no money to fund a major technology transformation. </li></ul></ul><ul><ul><li>Procurement — and other IT management processes — can throw a monkey wrench into the works. </li></ul></ul><ul><ul><li>Agencywide leadership is largely missing. </li></ul></ul>
  18. 18. What it means, continued SOA’s near-term value for government agencies will lie in its ability to enable integration. The reuse benefit may lag behind other benefits as procurement and governance processes evolve. Agencies are doomed to reinvent the wheel unless they pursue active leadership and coordination.
  19. 19. Key questions for a new IT approach include: <ul><li>Which development and support teams are responsible for which SOA application subsets? </li></ul><ul><li>Which SOA application subsets are funded by which budgets? </li></ul><ul><li>When the user says, &quot;The application is down!&quot; which team do we call first? </li></ul><ul><li>How many teams will have to work together to deliver a complete business solution? </li></ul>
  20. 20. The elements of a mature SO-IT organization <ul><li>A clear, compelling, concise SOA vision </li></ul><ul><li>Strong business-IT collaboration </li></ul><ul><li>Clear IT, enterprise architecture, and SOA governance practices </li></ul><ul><li>A clear focus on the critical importance of service interface definitions </li></ul><ul><li>Coordinated architecture and infrastructure evolution </li></ul><ul><li>Clear understanding of the funding model for SOA </li></ul><ul><li>Service delivery life-cycle and roles adaptations for SOA </li></ul><ul><li>A library of patterns for service design and implementation </li></ul><ul><li>A process for service value measurement </li></ul>
  21. 21. SOA leadership and guidance from the federal government <ul><li>SOA Community of Practice: http://web-services.gov/soacop/ </li></ul><ul><ul><li>First SOA for eGov conference May 06. See http://colab.cim3.net/cgi-bin/wiki.pl?SOAforEGovernment_2006_05_2324 and http://colab.cim3.net/file/work/SOACoP/2006_05_2324/ . </li></ul></ul><ul><li>Chief Architects Forum (see www.gsa.gov/collaborate) </li></ul>
  22. 22. Agency leadership and strategy <ul><li>Create a center of excellence for SOA planning. </li></ul><ul><ul><li>EA group has structures and processes in place. </li></ul></ul><ul><ul><li>Implement as a technology strategy center-of-excellence and/or a clearinghouse for SOA initiatives. </li></ul></ul><ul><ul><li>Use business architecture to analyze agency needs and prioritize expected benefits from SOA (reuse, integration, etc.). </li></ul></ul><ul><ul><li>Use design patterns as the vehicle for communicating best practices. </li></ul></ul>
  23. 23. Recommendations <ul><li>Define the vision for SOA adoption in your agency using “street-level strategy”: </li></ul><ul><ul><li>Pursue a strategy that contributes to long-term enterprisewide goals while addressing near-term pain points — build the future state one project at a time. </li></ul></ul><ul><li>Create an organizational clearinghouse for all SOA-related initiatives — such as your enterprise architecture program office. </li></ul><ul><li>Provide one-stop shopping for guidance on technology selection and implementation strategies. </li></ul>
  24. 24. Thank you Gene Leganza +1 203/761-8848 [email_address] www.forrester.com

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