Opposites Attract SOA, Agile, MDA

Specialists in Service Oriented
Application Modernization

Opposites Attract,
SOA, Model Driven
Architecture and Agile

April 12, 2011

Denzil Wasson
(dwasson@everware-cbdi.com)

www.everware-cbdi.com

Everware-CBDI Snapshot
Worldwide SOA Leadership in Advisory Groups &
Reputation Standards Bodies
 Keynote Speakers on SOA  ACT/IAC
 Chair: EA-SIG/Services Committee
 CBDI Forum Website: over  Lead Role on Practical Guide to Federal SOA
25,000 subscribers  Federal SOA Community of Practice: Co-Chair
 SOA Best Practice  Object Management Group (OMG)
Framework and  Co-Chair: GovDTF
Knowledgebase  Instruct on EA & SOA
 SOA Metamodel  National Defense U/EA Program
Submission to OMG  Industry Conferences
 Public/Private Courses
Authors/Publications  eLearning Curriculum
 CBDI Journal (120+ Editions)
 Articles (eg, EA Journal, Government & Commercial Consulting
Microsoft Journal)  Enterprise/Segment Service Architecture
 White Papers (eg, Federal CIO  Service Portfolio Transition
Council, IAC, AFEI)  Service Management & Governance
 Books (eg, Service Orientation,  Service Oriented Application Modernization
Information Modeling)  Model-Driven Architecture & Development
 Service Harvesting & Provisioning
 Business Process Modeling
 Service Assembly, Orchestration
 SOA Adoption
 Maturity Assessment & Planning
 Process Improvement
 Capability Development

2 V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc

Setting the Stage
Typical Process – Revolutionary (aka disruptive)

High cost/impact of replacement invariably
creates delays and means that legacy app User ramp-up period with
outlives its effectiveness productivity loss and frustration
as the business figures out what
Cost it really got and IT does rework
Business response “Dead Zone” -
only emergency or mandated
updates are made

Time

Application ages, becomes less “Big Bang” replacement One time Modernization
responsive, frustration and cost increase and frozen legacy occurs here – if at all

Planning/Analysis for Cycle renews, but has
replacement anything really changed?


The Big IT Picture – we need to get SERIOUS

We need a Major Inflection Point

This is the driver behind OMB’s 25-Point Implementation
Plan to Reform IT Management. Objectives:
 Make IT more cost effective (reduce the per unit cost of delivering capabilities)
 Provide better more responsive support to the business/mission of government
(establish IT agility to enable business agility)
 Reduce the risk and cycle-time associated with IT development programs
 Reduce redundancy and improve consistency through reuse


The 25 Point Plan

Long on “What”
 Reduce the cost of IT infrastructure (1,2,3,20)
 Modernize government IT acquisition and contracting (4,5,13,16,25)
 Reduce IT risks through better program management (7,8,12)
 Identify and implement IT best practices (9,10,11,14,24)
 Promote shared services and modular development (6,15,17)
 Align processes for capital investment, budgeting and modular development (17, 18, 19, 20)
 Improve IT management and oversight (22,23)

Short on “How”
 Low Hanging Fruit:
 Data Center Consolidation / Platform Virtualization (IaaS / PaaS)
 Obvious Commodities (e-mail, calendar)
 Bigger Payback:
 Wide-scale use of Shared Business Services
 Modernized Software Development Process emphasizing modularity, reuse,
iteration and knowledge management
 IT Procurement modernization

Convergence of Capabilities for Modernization
Development Approaches
Architectural Best Practice • Agile/Iterative
• Enterprise/Segments Knowledge • MDA/MDD
• Service Orientation Management
• Twin Track
• Standard Patterns
• Reference Models
Architectural Development
Best Practice Approaches
Infrastructure rationalization Knowledge Management
• Virtualization • Models – UML/BPMN
• Rules Engines
• Cloud
Infrastructure • Collaboration Tools
Rationalization

Modernization

Heavy, Complex Lighter, Shared
Legacy Portfolio Modern Portfolio


Iterative Process – Evolutionary + Multipliers
Smooth cost curve is easier to budget and manage.
Smooth delivery curve reduces resource spikes and
User impact (retraining, disappointment, …)
Tightly scoped iterations reduce risk
Cost and provide early feedback O&M curve flattens as new features
are more easily implemented

Business gets working
software early

Time
Application is continually evolving facilitated by an iterative approach and agile architecture

 Multipliers:
 Service Oriented Architecture (modular, efficient)
 Model Driven Development (knowledge, automation, portability)
 Business, Integration and Implementation Patterns
 Management (scope)
 Virtualization (efficient resource usage)


Agile – Methods and Outcomes
 Agile
 The Agile method‟s main focus is the production of the software solution
 Agile is an adaptive approach vs. the traditional predictive approach
 Key roles of Scrum Master, Product Owner, Cross Functional team

 Scrum

Source: SrumAlliance.org

 Benefits (25 point plan)
 Shortened delivery cycles
 Strong feedback loop for program management
 Ability to reduce acquisition scope


SOA
 SOA – Service Oriented Architecture
 An architectural pattern that promotes a collaborative modular architecture
that leverages re-usable services

 Characteristics
 Services are assets – specifications are key knowledge asset
 Modular – design for both re-use and change
 Standards based – be careful of just technical standards
 Twin track development – dependency management is crucial
 Best fit with virtualized cloud solutions – facilitates deployment transparency

 Reduces IT portfolio development and maintenance effort, cost and
complexity in a changing world
 Agile - designed for change, responsiveness
 Modular - facilitates smaller grain acquisition
 Re-use – reduces cost and risk

MDA/MDD

 MDA/MDD – Model Driven Architecture / Development
Software delivery approach where specification models and other abstract
artifacts are created to describe the structure and behavior of a system or
module. The models are either executed directly or transformed into
implementation code or environment control.

Application & Business Business Rule Metadata
Message Mgt
Service Models Process Models Models Models
• Routing
BPMN Business Process Model

yes «BusinessProce...
3 shipping

shi pper Parties and
+pl aceOfBi rth
Facilities
«Busi ness T ype»
«BusinessProcess» 1
Location
yes 2 enlistment shi ppi ng «Busi ness T ype»
requested? resi des + street: stri ng bel ongs to Region
enl i st wi th «Busi ness T ype»
at + ci ty: stri ng
MEPS? Party * *
yes + county: stri ng * 1
no + nam e i ncl udes + zi pCode: stri ng
+ nam e
no, wai ver granted Appl i cant
enl i stee 1
chooses not 1 i s l ocated

• Mediation
to enl i st pl ays * «enum erati on»
* at
RacialCategory
«BusinessProcess» * «Busi ness T ype»
1 applicant qualification «Busi ness T ype» Facility am eri canIndi anOrAl askaNati ve
«Busi ness T ype» «Busi ness T ype»
Person have asi an
Role Organization
+ nam e: stri ng bl ackOrAfri canAm eri can
StartEvent1 Meets standards for qual i fi ed not enl i sted hasLanguage + gender: Gender 1 *
enl i stment, appoi ntment or nati veHawai i anOrOtherPaci fi cIsl ander
+ dob: date
1 whi te
i nducti on? + ssn: stri ng
+ uni queIdenti fi er decl i neT oRespond
*
+ phone num bers
«Busi ness T ype» + fi rstNam e: stri ng
ForeignLanguageSkill + m i ddl eNam e: stri ng «enum erati on» «enum erati on»
«Busi ness T ype» «Busi ness T ype» Gender M aritalStatus
+ l astNam e: stri ng «Busi ness T ype»
+ l anguage: stri ng Reception/Training Duty Station
no + m ari tal Status: M ari tal Status Armed Serv ice m al e m arri ed
+ fi rst: bool ean Center
+ pri or m i l i tary servi ce fem al e si ngl e
+ pri vi l eges
other di vorced
+ preferences
appl i cant not appl i cant not
+ raci al Category: Raci al Category
enl i sted wi th «enum erati on»
qual i fi ed for + ethni cCategory: Ethni cCategory
MEPS EthnicCategory
enl i stment/accessi on + dependents: i nt
+ rel i gi ousPreference: stri ng
decl i neT oRespond

• Translation
+ educati on: Educati on hi spani cOrLati no
nonHi spani cOrLati no

UML, UML,
UML BPMN SBVR OWL/
RDF

Java, C#, DDL,
XSD, XBRL, DDL,SQL,
BPEL SPARQL
WSDL OCL
• Source code Virtualized
Workflow / Business Rules Infrastructure /
• Executables
Orchestration Logic Data Access ESB
• Test Harness
• Documentation
Control Configuration


MDA/MDD
 Characteristics
 Leverages standardized model notations – class diagram or ERD insufficient
 Focuses on the production of standards based specification views of services
and solutions
 Commoditizes the transformation from specification to implementation via
automation – virtualizes the implementation

 Rapid Delivery
 Efficient maintenance
 Improves Quality
 Facilitates integration (modular challenge)
 Portability across technology platforms
 Preserves knowledge beyond current contractor / implementation
 Facilitates effective management (predictability)
 Facilitates acquisition through common specification language

Knowledge Discovery & Patterns
 Knowledge Discovery
 The extraction of knowledge from existing assets to preserve knowledge and
reduce the cost and risk associated with starting over
 Various architecture views data, process, dependencies, rules, timing,
organization, roles – focus on the areas that will be somewhat stable.
 Manual and automated approaches – sometimes a meeting is faster
 Jumpstarts the knowledge management approach – beware the „do over‟
 Facilitates transition from the old way of doing things
 Patterns
 Congruent Business Process, Business Data, System Architecture, System
Integration and System Implementation patterns – multiple levels
 Leveraged to optimize Knowledge Discovery
 Facilitate modeling, specification, testing and communication
 Used to accelerate forward engineering
 Important tool for acquisition and program management

Opposites Attract – SOA, MDA & Agile
Combine the most beneficial and appropriate aspects of each approach

Architecture/Modeling Agile
“Cons” “Pros” “Pros” “Cons”
 “Analysis Paralysis”  Architecture communication  Quickly produces results  Reputation as chaotic
 Is it realistic  Framework for business  Focus on removal of  Refactoring “rework”
 Is it current? oriented SOA blockages  Different
 Familiarity  Consistent integration of  Small teams  Codified Knowledge
services  Steady pipeline  Relationship to EA
 Increases Service visibility  Sense of urgency  How to scale
 Knowledge retention

The Power of Synergy
 Scale Agile by using models to facilitate architecture compliance and rapid delivery
 Service models facilitate service re-use through analysis and design time bindings
 Models are “agile” too – quickly respond to changes in navigation, data, service
consumption, and platform/framework targets
 Model-driven code ensures integration consistency reducing the single largest cause
for code “breakage”
 Leverage repeatable patterns and MDA to rapidly generate all “plumbing” code
allowing agile developers to concentrate on UI and extensions
V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc

Service Oriented Application Modernization
Getting from here to there

 Use of existing assets for Modernization to SOA
 Use of knowledge contained in existing assets and people
 Potential direct use of assets

 Why?
 Modernization is an opportunity to strategically position the portfolio
 restructure to SOA
 preserve knowledge
 facilitate future change
 put the „bonus‟ multipliers in place
 Modernization without restructuring is just re-platforming (same
problems, new technology)
 Modernization leverages current skills and knowledge
 Modernization can be done iteratively easing the transition

Application Modernization Strategy

 Integrated portfolio management coordinating SOA with
replacement and refactoring
 Twin track solutions and services
 “Meet in the middle” service growth
 Baseline and iteration vs big bang
 Pattern based analysis, architecture, design and
transformation
 Functional equivalence vs implementation equivalence
 Functional redundancy / duplication vs functional congruency –
encapsulate similarities as reusable capabilities
 Selective automation (reverse and forward engineering)
 Model Driven forward engineering


CBDI-SAE Application Modernization Framework
Assess Plan Analyze Deliver Evolve

Business
Architecture

Specification
Architecture Organization
Architecture
Implementation Governance
Architecture Process & Tools
Delivery Mgt
Deployment Quality Mgt
Architecture Change Mgt

Technology
Architecture


CBDI-SAE Process Model (SOAM)

Business
Improvement

Consume Solution
Provisioning
Solution Solution
Business
Architecture & Assembly/
Modeling
Design Implementation
Legacy Application
Reengineering
Application
Knowledge
Modernization
Discovery
Planning
Legacy to Service
Reengineering
Service Oriented Service
Provide Architecture Implementation
& Design Service
Provisioning

Information Architecture

Solution/Service Solution/Service Solution/Service
Solution/Service
Enable Platform Platform Design Operations &
Deployment
Architecture & Installation Management

SOA Adoption & Excellence
SOA Governance

Manage SOA Quality Management

SOA Delivery Management
Modernization Change Management


Typical Iteration (“Sprint”) Process
Sprint Planning (team) 2 to 4 week duration
• Identify and prioritize functional scope and objectives
• Assign resources and tasks
• Establish sprint schedule, delivery goals

Sprint Analysis Iterate as Needed
• Define data and process
• Map data flow thru layers
• Identify & detail business rules
• Detail new service methods/signatures
• Mock UI Interaction Sprint Implementation
• Extend generated codebase
• Implement remaining business rules
Sprint Architecture • Customize user interface
• Extend and detail data & functional architecture • Perform unit and integration testing
• Select patterns, services & design elements
• Model business process/workflow
Sprint Review (team)
• Identify enabling aspects and blocking aspects
• Define sprint process improvements
Sprint MDA/MDD Sprint Test/QA • Define service solution improvements (team perspective)
• Prepare and perform functional tests
• Create/Extend/Refactor models
• Perform integration/regression tests
• Generate/Compile code artifacts
• Document and Track test results
• Generate test artifacts
• Certify requirements completion
• Initial unit and integration testing

Sprint Infrastructure Install environment upgrades and adaptations, Ensure required COTS, legacy & service availability

User/SME Support for analysis, design, QA, Prioritization

Sprint Management Monitor Sprint, Manage internal and external blocks, Re-prioritize activity, Constant communication of tracking to goals

V1.0 03 11 www.everware-cbdi.com © 2011 Everware-CBDI Inc

SOAM Case Study 1: In-situ restructuring

 Scenario Large Banking organization restructure merges all lending divisions exposing
redundant solutions and inconsistent processes and rules.
 Drivers
 “Lending is lending” - a suite of common rule based lending services is desired
 Cost containment, Time to market
 Modernization Context
Personal Lending

Lending
Mortgage Lending

Student Lending

Credit
Commercial Lending
Bureau
Credit
Bureau


SOAM Case Study 1: In-situ restructuring
 Execution
 Iteration by Use Case service needs
 Survey „best available provider‟ of service need
 Exposed service proxies from refactored legacy
 New web functionality built consumes strategic service proxies via ESB

 Project Outcome
 Lending Services suite harvested from existing legacy
 New solution functionality requires only view controller layers and is built using
strategic interfaces
 When legacy is retired, consumers will experience no change (strategic interfaces)

 Consider this if…
 Legacy solution has the functionality in some form
 The legacy transactions can technically be exposed to SOA
 You have legacy skills
 You need to minimize the entry costs to SOA
 The persistence layer can‟t be changed


SOAM Case Study 2: Portfolio pathfinder
 Scenario Large Home Improvement retailer wants to modernize from monolithic
mainframe based applications to distributed SOA. Data schemas must (initially) remain
unchanged to be shared by legacy and the new services as a transitional tactic.
The pathfinder is performed on a portion of the portfolio
 Drivers
 Burning platform (technology, skills)
 Duplication of functionality (clone and own), widespread data level coupling

Logistics

Location
Management


SOAM Case Study 2: Portfolio pathfinder
 Execution
 Two distinct (business and technical) solutions in the portfolio
 Reverse engineer to UML models for SOAM
 Pattern based analysis
 Forward engineered using MDD

 Outcome
 A part of the portfolio (+- 5%) has been modernized in a 12 week duration
 Path forward defined in terms of model driven approach, SOA architecture, effort
and cost
 Several common utility and core services have been provisioned and deployed

 You perceive redundancy in your portfolio
 You need to prove a business case
 You need real data to plan your portfolio modernization
 You need to prove the approach against a heterogeneous portfolio
 You want to establish a framework for modernization using a slice of the portfolio


SOAM Case Study 3: BP Modernization
 Scenario
Government Agency modernizes a key business process with an SOA solution that
maximizes the use of COTS components while minimizing vendor lock in and providing
presentation channel openness. No desire to start from first principles, legacy has all the
required information.
 Drivers
 Optimization of the business process (cost containment, process pendency)
 Reduce vendor dependency through SOA and standards

Business Process

G2C
COTS

Case
Mgt
Content
Mgt

COTS


SOAM Case Study 3: BP Modernization
 Execution
 BPMN Models and User stories are Product Backlog
 Combination of COTS and Model Driven Agile integrating via SOA
 Candidate Services and COTS components identified
 Agile Model driven approach 4X 4 week Sprints
 Services and Solution generated from UML models and enriched solution UML

 Project Outcome
 42 user stories, 2 portals (75 web pages total), 29 services, 5 COTS products (excl.
platform),
 Model based SOA facilitated smooth integration and rapid refactoring

 You have funding and buy in around a specific set of business processes
 Your core business processes need to be modernized (process and/or
implementation)
 The business process may include parts that could be useful services to others
 The business process is large grained and can be restructured to leverage services


Summary

 25 point plan requires comprehensive action to achieve inflection
• Make IT more cost effective
• Provide better more responsive support to the business/mission
• Reduce the risk and cycle-time of IT development programs
• Reduce redundancy and improve consistency through reuse

 Modernization efforts are a unique opportunity to position for the future while
addressing the OMB 25 point plan

 The flexible modernization framework presented combines Agile, SOA and
MDA to optimize the modernization path based on your business
requirements


Specialists in Service Oriented Application Modernization

Denzil Wasson
dwasson@everware-cbdi.com

www.everware-cbdi.com


Opposites Attract SOA, Agile, MDA

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