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Service Oriented Government: 7th SOA For E-Gov

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Service Oriented Government: 7th SOA For E-Gov

  1. 1. Enterprise Service Solutions Research Portal: www.cbdiforum.com www.everware-cbdi.com Driving Government Transformation: Service Oriented Government April 28, 2009 7th SOA for e-Gov Conference Dave Mayo President, Everware-CBDI
  2. 2. © 2009 Everware-CBDI, Inc.2 Dave Mayo - Background  President, Everware-CBDI  Enterprise Architecture  Service Oriented Architecture  Model-Driven Solution Delivery  2009 Federal 100 Award (Federal Computer Week)  Vice-Chair, IAC EA-SIG and Chair, Services Committee (Industry Advisory Council/Enterprise Architecture Shared Interest Group)  Economics, EA & Information Engineering  Sr. Advisor to DHS EA Program  Information Strategic Planning  Business Case/ROI Analysis  White Papers  Succeeding With Component Based Architectures (IAC, 2004)  EA: It’s Not Just for IT Anymore (JEA, 2005)  Services and Components Based Architectures (CIOC, 2006)  Practical Guide for Federal Service Oriented Architecture (CIOC, 2008)  Service Oriented Government: Performance Driven Results (Draft, IAC, 2009)
  3. 3. © 2009 Everware-CBDI, Inc.3 Everware-CBDI  Independent specialist SOA firm  Merger of established UK and US companies in 2006  25,000+ subscribing architects worldwide  Enabling structured, enterprise level SOA  Facilitating SOA standards  Widely used best practices, reference architecture, repeatable processes - Services Architecture & Engineering (CBDI SAE™)  SOA Solution Business including Education, Consulting, Knowledge products
  4. 4. © 2009 Everware-CBDI, Inc.4 Topics  Background  Setting the Stage: SOA in the Federal Government  SOA Fundamentals  SOA & EA  SOA Critical Success Factors  Practical Guide to Federal SOA  Future of SOA: Service Oriented Government  Recommendations  Expectations from New Administration
  5. 5. © 2009 Everware-CBDI, Inc.5 We have a few problems…  Inconsistencies in process, semantics, technology  Redundancy in business processes, systems, data  Lack of interoperability  Stakeholders must engage with multiple organizations to achieve a single objective  Difficulties sharing information  Organizational rigidities prevent quick responses  IT not well aligned with business objectives and difficult to change
  6. 6. © 2009 Everware-CBDI, Inc.6 Strategic Issues Facing Federal Agencies  Change is Ubiquitous & Discontinuous  Increasing complexity – all aspects  Often unforeseen (threats, environmental, legislative, budget)  Impacts all facets of the business  Organizations are increasingly unable to adequately respond  Organizational barriers  Process rigidities  Silo’d applications & inflexible IT infrastructure  Need to improve operational effectiveness  Integration across the enterprise & entire supply chain  Reduce cycle times for virtually all processes  Improve access to data needed for operational decisions We’ve already hit the wall.
  7. 7. © 2009 Everware-CBDI, Inc.7 The Solution: The Agile Enterprise  Business cycle-time must be faster than rate of change in external factors  IT must be able to keep up with business changes  Agile organizations require adaptable architectures 1980’s and earlier •Organization Focus •Mainframe centric •Monolithic •Internal use 1990’s •Business Process Focus •Client/Server •Monolithic •Business-to- business via EDI -file transfer •Virtual organizations •Distributed Functions •Service oriented •Web 2.0 •Mashups •Near real-time New Millennium 3rd party service providers Extranet Internet Customers
  8. 8. © 2009 Everware-CBDI, Inc.8 Business Applications Technology The Key to Agility Demand Frustration Minimize the impact of changes at each level on the other levels Impacts Impacts Key Techniques: Separation of Concerns: SOA Abstraction: Model Driven Systems Engineering
  9. 9. © 2009 Everware-CBDI, Inc.9 EA is the Most Valuable Tool to Support Government Transformation  Architecture is necessary to manage complexity  Models assist in understanding, prioritizing and communicating  FEA is the only tool available for cross-agency analysis  Many government value chains cross agency boundaries (and government levels, too)  Fundamental value of EA is aligning investments with priorities But it must be a service-oriented EA!
  10. 10. © 2009 Everware-CBDI, Inc.10 SOA Fundamentals Service Oriented Architecture is a paradigm for organizing and utilizing distributed capabilities that may be under the control of different ownership domains. Service: The means by which the needs of a consumer are brought together with the capabilities of a provider. -- OASIS SOA Reference Model version 1.0 "Let's start at the beginning. This is a football. These are the yard markers. I'm the coach. You are the players." Vince Lombardi
  11. 11. © 2009 Everware-CBDI, Inc.1111 SOA Basics  SOA is an architectural best practice for EA  All organizations need agility; therefore all need SOA  SOA should be the predominant architectural pattern in all agency EAs  Services affect everything  Service oriented enterprise (SOE)  Service oriented architecture (SOA)  Service oriented infrastructure (SOI)
  12. 12. © 2009 Everware-CBDI, Inc.12 SOA Confusion  Is SOA dead?  Services Anarchy  Net-centricity  Focus is on finding, sharing & exploiting information to achieve superiority  Is Cloud Computing going to replace SOA?  Cloud Computing = Software as a Service + Infrastructure as a Service.
  13. 13. © 2009 Everware-CBDI, Inc.13 SOA Mismatch  Claims of organizational agility and better alignment between IT and the business  But often the definition of SOA is technology based Web services (WS-*, JBOWS) Integration technology (eg, ESB)  Business benefits are derived from SOA as a flexible architecture of collaborating services
  14. 14. © 2009 Everware-CBDI, Inc.14 SOA Critical Success Factors  Trust  Security  Service Certification  SLAs  Testing & Monitoring (adaptive/collaborative/continuous)  Consistency  Semantic - Data  Service Reference Architecture (EA)  SOA Readiness & Maturity  Org Change Management  Management of the SOA Adoption Process  Federated Governance  Enforceable Contracts  Funding & Cost Recovery  Service Oriented Acquisition  Technology Platform  Infrastructure as a Service - Cloud Computing  Discovery – Repositories/Registries
  15. 15. © 2009 Everware-CBDI, Inc.15 SOA Vision: Flexible, Federated Business Processes Enabling a virtual federation of participants to collaborate in an end-to-end business process Service Service Service Service Service Payment Inventory Manufacturing Logistics Ordering Enabling aggregation from multiple providers, or flexible choice of provider Ticket Sales Service Service Service Service Availability Enabling reuse of Services in different scenarios Service Ticket Collection Identification Enabling alternative implementations to provide the same Services Enabling virtualization of business resources Outsourcing, insourcing, offshoring, etc Motivation: Business Agility Business Efficiency Globalization
  16. 16. © 2009 Everware-CBDI, Inc.16 Service Portfolio Provisioning Process Provide Services and Service Automation Units Service Portfolio Plan SOA Organizational Impact: Twin Track Development  Service Portfolio based on highly reusable services  Strict separation of provider and consumer  Requires service oriented demand forecasting  Enables just in time assembly Solution Process Consume, Assemble Solution Immediate Business Needs Specific Requirement Stable, Long-term, Reusable Assets Volatile, short-term, process specific Solutions Standard Versions Customized Versions
  17. 17. © 2009 Everware-CBDI, Inc.17 Practical Guide to Federal SOA: Keys to Implementation (SOE) Service Oriented Enterprise 1. Treat SOA adoption as an organizational change initiative 2. Build community processes and collaborative platforms 3. Establish Federated Governance 4. Establish service funding and charging mechanisms 5. Service based SDLC with incremental development 6. Shift to service based procurement 7. Advance institutional knowledge and capture best practices
  18. 18. © 2009 Everware-CBDI, Inc.18 PGFSOA: Keys to Implementation (SOA) Process Services (orchestration layer) Order Fulfillment Service Core Business Services (“backbone” layer) Underlying Services (that need a facade) Stock Movements Service Products Service Orders Service Stock Management Service Purchasing (from highly generic component) Utility Services (high reuse layer) CurrencyConversionServiceAddressReformatter AccountsReceivableAPI (from legacy Accounting System) Stock Reordering Customers Service Order System Stock Control Application Product Dev System Solution Layer (presentation and dialog) Source: CBDI SAE™ 8. Use EA to align with business objectives 9. Introduce Services as a First- Order Concept in your EA  Establish a Service Based Target Architecture  Adopt model based architecture and pattern based design  Enable automatic compliance and alignment 10. Leverage legacy assets to enable evolutionary progress Service Oriented Architecture
  19. 19. © 2009 Everware-CBDI, Inc.19 PGFSOA: Keys to Implementation (SOI) Service Oriented Infrastructure 11. Focus on enterprise security, scalability, and interoperability  Infrastructure as a service 11. Establish discovery and trust mechanisms  Repositories/Registries  Information assurance & identity management 11. Establish an adaptive and collaborative testing and certification environment
  20. 20. © 2009 Everware-CBDI, Inc.20 SOA Adoption Roadmap  Provide a framework for assessing an organizations SOA capability maturity.  Present a roadmap for evolving an organization’s SOA capability. Theme: …“managed” adoption of a new approach achieves the objectives of the organization more quickly and at a higher level of maturity. Objectives of the SOA Roadmap: SOA Readiness Assessment & Business Case SOA Readiness Assessment & Business Case SOA Adoption Roadmap Planning SOA Adoption Roadmap Planning SOA Maturity Assessment SOA Maturity Assessment SOA Adoption Management SOA Adoption Management SOA Implementation Initiatives SOA Implementation Initiatives
  21. 21. © 2009 Everware-CBDI, Inc.21 SOA Maturity Model Early Learning Integrated Enterprise Ecosystem Initial SOA activity Experimental Shared services integrate silos, rationalize EAI contracts Integrated approach reduces complexity, cost and increases adaptability Common ecosystem services eliminate organizational boundaries and enable broader economic activity Service concepts standardized across industry sectors and or LOBs Enterprise level shared services create enterprise adaptability and consistency SOA enables enterprise wide consistency of business information and processes Applied Project based SOA activity Service architecture enables business adaptability for limited scope
  22. 22. © 2009 Everware-CBDI, Inc.22 Early Learning Integrated Ecosystem SOA Management Service Architecture Operational Infrastructure Framework and Process Organization Projects & Programs Maturity Level . LifeCycle Infrastructure Applied Enterprise Business Design . . . . . . . Management tools including vision, strategy, funding, charging, measurement and monitoring and SOA adoption plans and management. Defined policies, roles, responsibilities and skills required to create, operate, manage and govern a service environment. Capability to execute classes of project and or program, defined as project patterns The business models and business transformation plans that shape a service oriented business and integrate and drive requirements for service architecture The service architecture and Service Portfolio Plan (SPP) The reference framework including concept model, reference architecture and process to enable and coordinate federated service delivery and execution. Life cycle support architecture and implementation to support planning to delivery service states. Operational infrastructure architecture and implementation to support the run time service life cycle states. SOA Adoption Streams SOE SOA SOI
  23. 23. © 2009 Everware-CBDI, Inc.23 Service Oriented Government Virtual Government Value Chains Combination of:  Enterprise Architecture (Federal Gov is the Enterprise)  Business Process Management  Service Oriented Architecture  Independent of Federal Organizational Structure  Starting Points:  Federal Enterprise Architecture (FEA)  Reference Models, Segment Architectures  PGFSOA (2008)  Architectural Principles for US Government (2006)
  24. 24. © 2009 Everware-CBDI, Inc.24 OMB Future Direction: Services The Historical Approach … IT & Services IT & Services IT & Services DOJ Treasury VA USDA DOD State HUD DOI EPA IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services HHS IT & Services The Future Approach … Treasury IT & Services Service for Citizens DOJ VA State DOD USDAHUD DOI EPA Service for Citizens Health Services Mortgage Insurance IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services IT & Services Commercial Provider Commercial Provider HHS IT & Services IT & Services IT & Services IT & Services Commercial Provider Service for Citizens = Agency-specific Service = Common Service = Service for Citizens = Commercial Provider Source: Dick Burk
  25. 25. © 2009 Everware-CBDI, Inc.25 Service Oriented Government  The Historical Approach - Agency Focused…  Citizen Service: Many agencies and offices; not one government  Performance: No common framework for performance measurement across agencies; minimal budget-performance integration  IT & Services: Redundancy within and across agencies  Budget Allocation: Allocation of funds by Agency; minimal cross-Agency analysis  The Future Approach - Mission and Service Focused…  Citizen Service: One government  Performance: Common performance measurement framework for OMB and all agencies; robust budget-performance integration  IT & Services: Minimal redundancy in IT spending; component-based architecture promotes reuse  Budget Allocation: Budget analyses take business lines into consideration; funds allocated to support cross-agency collaboration Source: Dick Burk, 2005
  26. 26. © 2009 Everware-CBDI, Inc.26 SOG in Action: NYC Business Express NYC Business Express Common Intake Portal BPM Engine Departmental Services NYC Department of Buildings NYC Dept of Health & Mental Hygiene IRS Business Express Process Services IRSNYCDOBNYCDOT Intake Portal & Rules Engine Open a Restaurant
  27. 27. © 2009 Everware-CBDI, Inc.27 Recommendations  OMB  Mine Segment Architectures for commonality  Establish Communities of Interest  Require agencies to consume & share services  Agency Executive Management  Define goals in terms of value chains of extended ecosystem  Insist on linkages between performance measures and processes/data/applications/technology  IT Managers  Acquire capabilities (services), not systems  Manage portfolio of services vs. applications  Architects  Ensure the architecture support business leadership (fit for purpose)  Service orient the EA and solution architectures  Technologists  Establish the platform and governance (eg, SLAs) to enable the transformation  Decouple technologies – technology agility (eg, Cloud computing)
  28. 28. © 2009 Everware-CBDI, Inc.28 Expectations from New Administration  Transparency  Rapid Response  Citizen-focused  Transformation  Efficiency (cost savings)  New Technology & Innovation  Effectiveness (performance) Bottom-line: An Agile Enterprise
  29. 29. Enterprise Service Solutions www.everware-cbdi.com Research Portal: www.cbdiforum.com Download the PGFSOA: http://www.whitehouse.gov/omb/e- gov/pgfsoa.aspx Thank you. Questions? Dave Mayo dmayo@everware-cbdi.com (703) 246-0000 x103

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