kumar-ramanathan

© Copyright 2016 AppliedTechnology Solutions, Inc.
>ApTSiTM – ApplyingTechnology to Solve Business Problems TM
The Open Group Conference, San Francisco 2016
1
>Applied Technology Solutions, Inc.(ApTSiTM)
SOA4BT – the maturing of SOA and its role in business
enablement and transformation
ApTSi TM SOA, Cloud and Business Technology
ApTSi
TM
Applied Technology Solutions, Inc.

• January, 2016
• Name Title
• Nikhil Kumar President & CEO
Co-Chair SOA Reference Architecture Project,
The Open Group
• Sundar Ramanathan Manager, IT Advisory
Project Chair SOA4BT Project,
The Open Group
ApTSi
TM
• Leadership
• World Class
Technology
• Experience
• EA & Strategy
• Integration, SOA,
Cloud
• Solutions &
Application
Architecture
• Application
Development &
Reuse
• Big Data, DB, EII &
BI
• Security and
Compliance
Nikhil Kumar President
Email: nikhil@ap-tech-solns.com
Blog: http://blogs.ittoolbox.com/emergingtech/nikhil
Phone: (248) 797 8143
Introductions
2
Sundar Ramanthan Manager
Email: sundararajan.ramanathan@ey.com
Blog http://sundarar1.wordpress.com
Phone: (734) 272-2040

• Overview
• SOA4BT – the 3 pillars
• SOA4BT – from pillar to execution
• An example – the Acme Banking company
• An example – the Acme Healthcare company
• What‟s Next
• Discussion
• Supporting Materials
– The IT Perspective of Service Orientation
Agenda
3

Business Ecosystem
4
Business Adoption and Impact of Service Orientation
A world of SOAs
Low HighIncreasing
… “Service
Orientation” is a
strategic business
PRIORITY
As organizations evolve into Service Oriented Enterprises, Business and
IT Management are jointly engaged in the creation of “Business
Technology”
Modern SOA
Ecosystem
Legacy APIs
(CORBA/DCOM)
EAI
Enterprise SOA
Cloud Computing
Micro Service
Architectures/ APIs &
IOT

5
Overview: Some background
 Modern business environments have evolved into ecosystems of SOAs –
internal (traditional or legacy), external or partner ecosystems
‒ These ecosystems often now include the cloud as one of the components
‒ Legacy Modernization is providing a further opportunity as budgets open
 Cost, agility, regulatory and market drivers are transitioning organizations
into Service Oriented Enterprises
‒ The ability for SOAs to enable agility are existential capabilities in the modern business
environment
 This presentation explains provides the SOA4BT model and how it can be
applied, addressing how Enterprise SOA can be thought of as Business
Technology (the Service Orientation of Business) and the Technical SOA
together
Service Oriented Enterprises are becoming the norm. Organizations
have aligned structures on service models and the realization of its
impact is becoming more ingrained in business execution.

• Business Executives and Management
– Talking SOA to the Board
– Talking to Line-Managers and Mid-Level executives
– Expressing SOA in terms of the Business
– Evolving my business to be more agile and adaptive
• IT Executives and Implementation
– How do I apply this to reflect business value?
• Enterprise Architecture
– How do I handle this new ecosystem?
– How do I handle the continuous change that SOA and modern business drivers bring?
• For All
– How to define the Business Strategy and SOA/ IT Strategy and factor in change, culture, market
while managing impact.
What’s in it for me?!
6
The coalescing of SOA and Business requires stakeholders from both IT
and the business to think Service Oriented. This presentation should
provide an introduction what is involved.
Overview: So what’s in it for me?

• SOA4BT – a Business Perspective of SOA
– An overview of the Business Aspect of the SOA4BT Reference Model and the 3 pillars (Strategy,
Operations , Operating Models)
• SOA4BT – Application to realizing SOAs
– Establishing fit, approach and model to establish a Service Oriented Enterprise, keeping
Business Vision and drivers in context
– How to define a Business Roadmap in terms of capabilities - and translate it into quantifiable
measures and capabilities
– How to translate into actionable business structure, process, functions and services
– How to map that to actionable technology and service orientation
• Application Examples – Banking & Healthcare
What You Will Learn
7
Overview: So what you will learn…

8
Some quick terms….
‒ Business Services – services that an organization considers its delivered services. The
organization measures itself in terms of metrics related to these services or consolidated
metrics. Business Capabilities are composed of Business Services
‒ Business Functions – the operational functions which keep the organization running.
Business Functions are composed of Business Processes.
‒ E.g. Provider Servicing with processes for claims submission, claims inquiry, etc.
‒ Business Process – Processes that define the behavior from the „How‟ (how work is done)
perspective.
‒ A Service Oriented Enterprise is an organization that orients itself in a Service Oriented
manner, with the following characteristics
 It defines Business Capabilities in terms of Business Services
 Business Functions in terms of Business Processes
 It measures Business KPIs to determine success
Business Services are what the organization provides. Business Functions
are what it does in order to provide Business Services. Business Processes
are how business functions are done.
“Don't gobblefunk around with words.” .. Roald Dahl

• Overview
• What‟s Next
• Discussion
Agenda
9

A Reference Model for Business in the context of SOA
The Business Perspective
The 3 pillars of SOA4BT – Strategic, Operational and Operating Model
provide a framework for how Business adopts service orientation
10

• A Service Oriented Enterprise measures how it operates.
• It uses Business Services as a paradigm to determine how and what it does.
• It uses a capability based Strategic Model to determine how it works and an
Operational Model to run the organization.
• It uses the Operating Model to determine prioritization.
Why the pillars matter
11

• Coordination
– Unique Businesses with a need to know
each others transactions
– Shared information, process & tech.
• Diversification
– Independent Businesses units with
different customers and expertise
– Economy of scale without limiting
independence.
• Replication
– Independent but similar, often competing
– Flexible sharing at the value chain
• Unification
– Single Business, global process
– Enterprise capabilities/ bus. proc,.
A Reference Model for Operating Models in the context
of SOA
Pillar 3: The Operating Model
Operating models in the context of SOA have some unique implications
12

• Scorecards
– Rolled up to an enterprise level, typically aligned on a Kaplanesque model to reflect factors of
business importance (customer satisfaction, employee satisfaction, revenue, etc.)
– Business executive stakeholder understand and measure success based on these.
– They can be tactical and strategic
• KPIs and Metrics
– KPIs and metrics measurable attributes, typically at unit or program level, that can be rolled up to
the scorecards. They are often used to measure how an organization is aligning with its goals.
• Examples
– Common scorecard measures for a Healthcare organization may be patient safety and
satisfaction
– Common KPIs for a Healthcare organization may be raw mortality rate and patient
comorbidity rates
Businesses measure how they are doing..
Measuring the right thing at the right level is essential. Recognizing that
measurements should not impede change is also essential.
13

Measuring Things
14
The context of the metric and relating them together are critical for the
successful use of metrics
Enterprise Strategic BusinessArchitecture
Balanced
Scorecard
BU Balanced
Scorecard
BU Balanced
Scorecard
Scorecard (e.g. Kaplan variant) with “Kaplan” traditional metrics
and industry specific metrics used to rollup into business
significant measures:
1. Map to specific organizational needs
2. Reflect „Kaplanesque” attributes
Scorecard (e.g. Kaplan variant) used to
rollup into LOB measures:
1. Map to specific LOB needs
2. LOB Strategy
3. LOB goals/ objectives/ KPIs
SOA integration with BusinessArchitecture
KPIs + Metric
SOAGovernance
decision process
Architectural
decisions
KPIs/ Objectives:
1. Roll up to organizational/ BU goals
2. Have defined metrics with units of measure and ways to measure
Maps to SOA governance and
architecture decision points
Traceability

• A common set that applies across all industries
– Speed and time to market
• SOA is a key factor through common services reducing redundant activity, improving speed, time-to-market and trust
– Agility
• SOA provides a key enabler through reuse, separation of concerns (allowing concurrent portfolio execution) and trustable
services
– Cost
• As services and organizational culture, governance and processes mature, the cost benefits of SOA express themselves
• Another view – strategic, market and technical
– Strategic Drivers are drivers that determine long-term organizational direction
• Organizations often use tools such as Porter 5-force models and business operating models to determine strategic drivers
– Market drivers can be defined as trends that cause markets to develop and grow
• Change market context and constrain organizational strategy
• May be slow-changing or disruptive
• E.g. Regulatory change (the adoption of PCI, or the use of biomarkers); the emergence of renewable energy; the Affordable
Care Act
– Technical drivers are drivers influenced by IT change
• Often disruptive
• E.g. – cloud, the internet, NFC, etc.
Understanding Business Drivers
The Business Perspective – a taxonomy of drivers
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• Regulatory (GRC)
• Disruptive
• Innovation (often leading to disruptive drivers)
• Complementary capabilities through partnerships
• Substitute products (forcing change in business models)
• Established rivals
• New entrants
• Supplier bargaining power
• Customer bargaining power
Understanding Business Drivers
The Business Perspective – a taxonomy of drivers
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Business drivers form part of the constraints that determine the
Roadmap and the changing portfolio

• Overview
• What‟s Next
• Discussion
Agenda
17

From Strategy to Execution
• Determine
Strategy and
Roadmap
• Define
Business Ops.
• Establish
Governance
Framework
Build the 3
Pillars and
Implement
Strategy
Pillar
• Business
Services/ Func/
Proc.
• Map
Capabilities
• Establish Org.
Structure
Implement
Operating
Model and
Operational
Pillars
• Determine
Capabilities
• Map to RA
• Define
Business
Process and
Service Catalog
Define SOA
• Capture and
Map KPIs
• Implement
Services and
Infrastructure
Implement
SOA
 The reality is not a linear but an iterative, road-mapped process.
 The 3 pillars form the framework for the Business to align against.
 Business Functions, Services and Organization Structure accompanied by the KPIs and Governance Framework form a
framework through which the organization becomes “Service Oriented”.
 The mapping of Capabilities to the SOA RA forms the point of integration. The TOG SOA RA and the OSIMM form the basis for a definition
of the technical components of the SOA infrastructure. Organizations tailor these based on identified capabilities to “Enterprise” SOAs.
 Business Process and Service catalogs are mapped to enterprise Business Services, Functions and Processes. KPIs and metrics are
gathered to feedback to align with the Enterprise Strategy
SOA pervades the Service Oriented Enterprise.. Business
Technology melds the Business and SOA, while the Technical
SOA realizes it..

• Get the Strategy Pillar Right
– Align Executive Management against Enterprise Strategy
• Get the Operational Pillar Right
– Get organizational alignment on the Services Provided by the organization.
• i.e. – determine the Business Services and associated KPIs
– Get the Business Functions Right
• Align Business Services and Organizational Structure – this is key to map in the KPIs are that are fundamental to SOEs
• Organization structure needs to reflect Business Functions. What the organization does (the Business Functions) in order to
support its services need to be expressed as “service units”.
– Get the Business Processes right – and refactor the capabilities
• Business Processes will form the basis of the instantiation and use of the technical SOA – so understanding them is important.
• Capabilities will include both those cross-cutting across business functions and those specific to a business function.
Understanding them is important to defining the right RA and Roadmap
• Get the Operating Model right
– Ensure that the organizational type is aligned against available Operating Models
– Establish a governance framework
Success Factors
Success Factors for Business Technology and an SOE
Moving to a Service Oriented Enterprise is a journey. Getting the
Business Technology right is critical.
19

Business Technology – relationships in the model
Service Orientation provides a unique mechanism for low cost alignment
Business Strategy
Mission/Vision/Goal
Business Capabilities
Business Operations
Value Chain/Supply Chain
Business
Processes
TechnicalCapabilities
Business
Constraints
Service
Orchestrations
SOARA
SOASolution
Architectures
Service
Catalog
Activities +
Org.Struct.
Decision
Rights & Gov.
SOA
Governance
Execution
Capability and Portfolio based
Acombination of capabilities, constraints
drive decisions and help define Solution
Architectures
2
Organizations align delivery portfolios on
business and technical capabilities
1
SOA
Governance
ensures
consistency
and alignment
3
Business Operations add
Constraints
Governance
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• Remember!
– SOA RA is an enabler
– SOA BTMM as a rubric for SOA Business Mapping
– SOA OSIMM as a rubric for Technical Mapping
– SOA4BT involves both the Business Technology and the Technical Implementation
parts of the SOA
Success Factors
Success for a SOE
Moving to a Service Oriented Enterprise is a journey. However, modern
business drivers of cost, globalization and agility make this easier to
understand and justify
21

1 Kumar (2012)
• The TOG SOA RA and OSIMM enable Roadmapping
– The OSIMM forms a rubric to assess conformance
– The RA provides the what and how
– Used together, you can plot how to evolve an RA and respond to change
Using It! Roadmapping
Business
Capabilities
• Align against
Business Drivers
Roadmap Business
SOA Model
• Use the SOA4BT
Maturity Model to
roadmap
capabilities, KPIs,
and business fit to
determine the
roadmap for a
business to
become a SOE
• Use driver models
as constraints to
tailor the business
model
Technical
Capabilities
• The SOA RA
provides an
alignment to
ABBs and Layers
Roadmap SOA
Technical Model
• Express as sets of
capabilities
• Aligned to OSIMM
dimensions
Phase Execution
and Assessment
• Map SOA Cap to
RA ABBs
• Derive SBB
• Assess against
the OSIMM
• Rebalance and
conduct next
phase of
Roadmap
22

The Rubric: The SOA4BTMM
1 Kumar (2012)
23
Strategy Pillar –
Mission, Vision and
Metrics
Strategy Pillar –
Capability Mapping
Operational Pillar –
Business Function
Mapping
Operational Pillar –
Business Service &
Process Mapping
Operating Model
Pillar – Governance
Operating Model
Pillar – Cultural
Maturity
Operating Model
Pillar – Operating
Model
Silo
Shared
Strategy
Evolved
Operational
Model
Defined
Metrics and
Processes
Aligned
Services
Service
Oriented
Enterprise

The Rubric: The OSIMM
1 Kumar (2012)
Silo
Level 1
Services
Level 4
Composite
Services
Level 5
Virtualized
Services
Level 6 Level 7
Dynamically
Re-Configurable
ServicesComponentized
Level 3
Integrated
Level 2
Modules Services
Process Integration
via Service
DynamicApplication
Assembly
ComponentsObjectsApplications
Structured Analysis
& Design
Service Oriented
Modeling
Service Oriented
Modeling for
Infrastructure
BusinessProcess
Modeling
Component Based
Development
Object Oriented
ModelingMethods
Isolated Business
Line Driven
Businessprovides&
consumes services
Outsourced
Services
BPM & BAM
Business capabilities
via context aware
services
Componentized
BusinessFunctions
BusinessProcess
Integration
BusinessView Composed
BusinessServices
Service Oriented
Modeling
Applications
comprised of
composite services
LOB Platform
Specific
Project Based SOA
Environment
Virtual SOA
Environment:
Sense and Respond
Context-aware
Event-based:
Sense & Respond
Common Reusable
Infrastructure
Enterprise
Standards
Infrastructure &
Management
Monolithic
Architecture
Emerging
SOA
Grid Enabled SOA
DynamicallyRe-
Configurable
Architecture
Component
Architecture
Layered
ArchitectureArchitecture SOA
Common SOA
Environment
Ad hoc LOB IT
Strategy and
Governance
Emerging SOA
governance
SOAand IT
Infrastructure
Governance
alignment
Governance via
Policy
Common
Governance
Processes
IT
Transformation
Governance &
Organization
SOA and IT
Governance
Alignment
Application Specific
Data Solution
Information as a
Service
Virtualized Data
Services
Semantic Data
Vocabularies
Canonical
Models.
LOB Specific
(Data subject areas
established)
Information
Enterprise Business
Data Dictionary&
Repository
Service Foundation Levels
24

• Overview
• What‟s Next
• Discussion
Agenda
25

Acme Banking Enterprise
26
Enterprise
Drivers
1. Agility
2. Cost
3. Innovation
4. GRC
5. Service
provider
models
1. Legacy systems with application
silos
2. Plan as opposed to individual
centricity
3. Tight coupling
4. Technical debt with large
investment in legacy platforms
5. Limited organizational background
of Service Orientation
6. Absence of Master Data
Management and Data Quality
ability leading to “GIGO”
Legacy and Traditional
Constraints
Business Drivers
1. Cost
2. Market segmentation
3. Fluid and complex regulatory
environment
1. PCI and Reg E evolution;
2. CFPB and Dodd Frank;
3. Changes to Basel
4. Need for common understanding of
information across the enterprise
5. Market Consolidation
6. New Supplier
Business Derived and New
Technical Drivers
1. Cloud Computing and IOT
1. BPaaS and SaaS impact
2. NFC channels
3. Social Media
4. Individual centric models
Acme Business Technology and Technical SOA
1. Realigned organization against Services Provided (Service Unit model)
2. Defined KPIs – enterprise and service unit
3. Governance Framework and Operating Model Classification
4. Defined Business Strategy with Mission, Vision, Goal, Capability Map, Roadmap
and Capability based Portfolio
1. ESB & SOA Fabric
2. API Mgmt & Runtime Governance
3. ID Mgmt & Security Centralization
4. Monitoring and Event Based response

• The Strategy Pillar
– What does the Board measure by? (e.g. GAAP measures, non-GAAP measures, Kaplan model)
• At least think about Financial (how do we measure it), Internal Business Process (what do we do well, what is not well, what is
important and how to measure it), Customer, Learning and Growth (organizational capability)
– What is their focus?
– What business drivers exist and need to be factored in?
– What are the key level 1 capabilities and how do they align to mission vision and goal?
– Define a measurement rubric using KPIs, KAIs and scorecards
• The Operational Pillar
– Determine key business functions (what), business processes (how) at level 1
– Organizational structural model
• The Operating Model
– What quadrant? (Coordination, Diversification, Replication, Unification)
Determine the pillars
Applying the SOA4BT model
27

• Coordination
– Unique Businesses with a need to know
each others transactions
– Shared information, process & tech.
• Diversification
– Independent Businesses units with
different customers and expertise
– Economy of scale without limiting
independence.
• Replication
– Independent but similar, often competing
– Flexible sharing at the value chain
• Unification
– Single Business, global process
– Enterprise capabilities/ bus. proc,.
What am I?
What am I?
Operating models in the context of SOA have some unique implications
28

– Roadmap the Business Roadmap keeping capabilities and drivers as the constraints
– Create a capability portfolio with KPIs
– Express a program portfolio
– Define snapshots by roadmap phase
– Develop a Governance roadmap
Determine the Capability Maps and build the roadmap
29

– Define your technical capability catalog
– Map business capabilities to technical capabilities
– Define your service catalog – which will evolve!
– Apply the SOA RA and OSIMM to develop the SOA Roadmap
– Provide the Business and IT with day in the life at each snapshot
– Define snapshots by roadmap phase
– Develop a Governance roadmap
Define Service Portfolio and Technical SOA Roadmap
30

• Overview
• What‟s Next
• Discussion
Agenda
31

Acme Healthcare Enterprise
32
Enterprise
Drivers
1. Quality
2. Agility
3. Cost
4. Innovation
5. Seamless
Partner
Integration
1. Legacy systems with application
silos
2. Plan as opposed to individual
centricity
3. Tight coupling
4. Technical debt with large
investment in legacy platforms
5. Limited organizational background
of Service Orientation
6. Absence of Master Data
Management and Data Quality
ability leading to “GIGO”
7. Intense market change &
competition with key players
migrating to new platforms
Legacy and Traditional
Constraints
Business Drivers
1. Ability to integrate with trading
partners
2. New payment models
3. Wellness Vs symptomatic
4. Evidence based Vs Fee-for-service
5. New players and competitive
operating environment
6. Staggering volume and cost increase
requiring cost-containment
7. Fluid and complex regulatory
environment
8. Need for common understanding of
information across the enterprise
9. Market Consolidation
Business Derived and New
Technical Drivers
1. Adoption of Service Orientation and
an API based architecture
2. Huge volumes of data
3. Diverse sources of data & rapidly
evolving formats (e.g. HIPAA 5010)
4. Complexity in available data –
structured, unstructured, fluid
relationships
5. Evolving business understanding
and use of data (adhoc to silo to
business vision)
6. Need for a common view and
understanding of data (e.g. clinical)
7. Cloud Computing and IOT
8. Individualized Healthcare Paradigm
Acme Business Technology and Technical SOA
1. Realigned organization against Services Provided (Service Unit model)
2. Defined KPIs – enterprise and service unit
3. Governance Framework and Operating Model Classification
4. Defined Business Strategy with Mission, Vision, Goal, Capability Map, Roadmap
and Capability based Portfolio
1. ESB & SOA Fabric
2. API Mgmt & Runtime Governance
3. ID Mgmt & Security Centralization
4. Monitoring and Event Based response

Healthcare in an Individualized Healthcare World
33
The new world of healthcare is person-centric
Figure from Kumar and Limaye, SCDM 2014
OMICS
IOT, Social
Media
WellnessmHealth
Data
Analytics

Acme Healthcare Company
34
A Person-Centric model based on seamless interoperability, regulatory
compliance and security are the cornerstones of modern healthcare
The Evolving Healthcare Ecosystem
is Person-Centric
Figure from Kumar and Limaye, SCDM 2014
Regulatory and Compliance
Pharma
Companion
Dx
Payers
Providers
IDNs
PBM
Pharmacy
Patient
Healthcare IT
Social
Media
Internet of
Things(IOT)
ONC Direct Connect
HIPAA Business Associate & Covered Entity
HIMMS & Continuaa introduce personal connected care
BRIDG
FHIM focus
Labs

Acme Healthcare Company
35
As IT comes to the world of Healthcare, data interoperability takes center
stage
Interoperability is key
Healthcare IT
Compliance
Pharmaceuticals
Companion
Diagnostics /
Theranostics
Pharma
Pharma,Payers,IDNs and Patients
form the core of the Personalized
Medicine Ecosystem
Patient
Clinical
(Providers/
Physicians)
Clinical (IDN/
ACO/ Medical
Group)
Payers
(Insurance)
PBMs
(Pharmacy
Benefits Mgrs)
HealthcareDelivery
Payers,IDNs and Patients form the core of the
Traditional Healthcare DeliveryEcosystem
Healthcare IT will bridge Drug development and Delivery
Figure from Kumar and Limaye, DIA 2012

36
Acme Healthcare Enterprises
 Is essentially a payer – that is evolving into the an IDN model
‒ The ability for SOAs to enable agility are existential capabilities in the modern business
environment
 It is being severely impacted by change
 In this example we are going to define the 3 pillars and map a portion of the
SOA
 Due to its nature ( a presentation) there will be a lot of brevity in the content
Service Oriented Enterprises are becoming the norm. Organizations
have aligned structures on service models and the realization of its
impact is becoming more ingrained in business execution.

• Numerous legacy systems all based on the same model
• Government regulation driving a transition from a symptomatic to a wellness
model
• Regulation rapidly changing
• Security constraints in flux
• Data not available or aligned at an individual level
• Payment shifting from encounter to episode of care
• Payment shifting from fee for service to evidence based
• Business Organization in silos based on the Plan/Member/Employer model
– Largest unit is National Acme Retail Corporation based on employer of same name and has
maximum revenue
... The list goes on...
Where Acme is..
The Journey - the Strategy
Acme Organization has to change its Business Technology first..
37

• Strategy Pillar
– Scorecards
• Financials driven by cost and revenue rolled up based on organizational unit silos
– KPIs and Metrics
• KPIs based on Employers, as organization is modeled on a Plan/Member/Employer model
– Mission, Vision and Goals
• All need updating
– Roadmap and Capability
• No Roadmap
• No Capability Based Model
– Roadmap and Capability
• No Roadmap
• No Capability Based Model
Where Acme is..
38

• Operational Pillar
– Business Organization in silos based on the Plan/Member/Employer model
• Largest unit is National Acme Retail Corporation based on employer of same name and has maximum revenue
– Operational Functions apart from Back Office not defined
– Decisions not data based
– Business Process Models defined – at a silo level
Where Acme is..
39

• Operating Model Pillar
– Falls into Diversification Model
• This model will not work with modern drivers
– Governance Framework
• Defined to meet regulatory criteria
– Decision Rights defined – to meet regulatory criteria and enforce the Diversification
Model
Where Acme is..
40

• Scorecards
– Financials driven by cost and revenue rolled up based on service unit silos
– ALSO patient safety and satisfaction;
– incorporate required standards such as STAR and HEDIS
– KPIs need to be realigned based on regulatory constraints AND a new Business Service Unit
based organizational model
• Capabilities!!!
– Roadmap defined on Business and Technical Capabilities and Business Services
• Ability to view and capture individualized profiles across the patients lifetime
– Capability Catalog (both Business and Technical)
• E.g. Near Real Time Provider Clinical Engagement; Member Identification Service
– Capability based Portfolio
• E.g. Develop Person Data View; Generate STAR profile,; integration into local HIE
The Strategy Pillar first...
The Journey - Changing the BT
41

• Business Services, Functions and Processes
– Define what the enterprise does – in terms of services offered
• E.g. Provider and Network Management (Service)
– Define the Business Functions in terms of Functions
• E.g. Provider Credentialing
• E.g. Generate Provider Profile
– Define the Business Processes
• E.g. Generate Provider Profile
– KPIs for each Business Service Unit
• E.g. Patient Credentialing quality of service metrics
The Operational Pillar...
42

• Operating Model Change
– Transition into a Unified Model as that is a better fit for the new market environment
• Organizational Structure
– Convert Business Services into Service Units
• Governance Framework
– Leverage COBIT and the SOA Governance Framework to define an appropriate governance
framework
– Decision rights in terms of Business Services and cross-unit capability execution
The Operating Model Pillar...
43

• Map the technical (and business) capabilities to the SOA RA
– E.g. – new ESB
– Use the SOA RA Metamodel to define the Solution Building Blocks
• E.g. Acme Service Bus
• Define the operational SOA RA
– Define the Business Process Catalog
• E.g. Generate Demographic Profile Business Process (this may be decomposed from the BT Business Process)
– Define the Business Service Catalog
• Determine the Service Categories
• Determine cross domain services (e.g. Person Health Model Service)
• Governance Framework
– SOA Governance Framework and infrastructure
– Capability mapping built into registry/repository
– Portfolio governance and roadmap based on the SOA RA and OSIMM
The Enterprise SOA Technology Architecture...
The Journey - Mapping to the Technology SOA
Acme Organization has to align and derive its Technical SOA from the
SOA RA and the BT….
44

The Enabler: The SOA RA Meta-model
1 Kumar (2012)
Current
Future
Current
45

• Overview
• What‟s Next
• Discussion
Agenda
46

• Completing the mapping to the SOA projects
• Completing the Case Studies
• Completing the implementation models
• …
What’s Next?
What’s Next
47

• Overview
• What‟s Next
• Discussion
Agenda
48

Discussion
49

• January, 2016
• Name Title
• Nikhil Kumar President & CEO
Co-Chair SOA Reference Architecture Project,
The Open Group
• Sundar Ramanathan Manager, IT Advisory
Project Chair SOA4BT Project,
The Open Group
ApTSi
TM
Nikhil Kumar President
Email: nikhil@ap-tech-solns.com
Blog: http://blogs.ittoolbox.com/emergingtech/nikhil
Phone: (248) 797 8143
Introductions
50
Sundar Ramanthan Manager
Email: sundararajan.ramanathan@ey.com
Blog http://sundarar1.wordpress.com
Phone: (734) 272-2040
• Leadership
• World Class
Technology
• Experience
• EA & Strategy
• Integration, SOA,
Cloud
• Solutions &
Application
Architecture
• Application
Development &
Reuse
• Big Data, DB, EII &
BI
• Security and
Compliance

• Overview
• What‟s Next
• Discussion
Agenda
51

The Enabler: The SOA RA V1
The SOA RA
The SOA RA provides a reusable set of capabilities, architectural
building blocks and an underlying framework to make SOA actionable
Consumer
Interfaces
Business
Processes
Services
Service
Components
Operational
Systems
Integration
QualityofService
Information
Governance
Consumer
Interfaces
Business
Processes
Services
Service
Components
Operational
Systems
Integration
QualityofService
Information
Governance
The SOA RA consists of 5
“functional” layers and 4 “cross-
cutting” layers
1. The SOA RA1 provides an industry standard
set of capabilities and architectural building
blocks for each layer, based on best
practices and lessons learned from a number
of global organizations of various sizes and
line of business
2. We use the business capabilities, industry
trends and drivers and best practices to
further constrain and define the capabilities to
be supported, and define solution
architectures
3. We use the OSIMM for Roadmapping
52

The Enabler: The SOA RA V1 also be applied to other
parts of the SOA Ecosystem, including the Cloud
The SOA RA and the Cloud Ecosystem
The Cloud is a particular expression of SOA. The SOA RA provides a
fundamental fabric around which we can design cloud architectures
1 TOG 2012, Kumar (2012, 2011)
Private Cloud Hybrid Cloud Public Cloud Community
Cloud
BPaaS e.g. Location
Independence,
Elasticity, Multi-
tenancy, Meter for QoS
SaaS E.g. Meter for QoS –
Chargeback
PaaS
IaaS
The TOG SOA RA cross-cuts the matrix.
Map it to your cell/s
Cloud
Service Models
Deployment Models
Consum er I nt er faces
Business Pr ocesses
Ser vices
Ser vice Components
O per at ional Systems
Integration
QualityofService
Information
Governance
1. Use the Matrix to determine which cell
is appropriate. The Matrix has a set of
characteristics* which typify the Cloud.
These characteristics help identify
which cells apply to you.
2. Use the SOA RA to determine your
capabilities & ABBs
3. Refine it by applying the model and
Constraints
53

The Enabler: The SOA RA can be used to derive
solution architectures1
Actionable Execution
The process of translation to an actionable asset is expressed through
the mapping of business capabilities and constraints to the creation of
an actionable SOA
1 Kumar (2012)
• Align
• Actionable
Bus
Cap.
• Map to RA
• Quantifiable
SOA
Cap.
TOG
provides
normative
and
prescriptive
set
ABB
• Map to
Soln. Arch
• Constraints
SBB
54

The Enabler: The SOA RA Metamodel
A Model
The metamodel provides for the realization of Solution Architectures
1 Kumar (2012), TOG (2011), Kumar & Arsanjani
Capabilities
55

• Here‟s how you instantiate the SOA RA ….
• KPIs, NFRs and Business Capabilities help Constrain the RA
– They help to come to Architectural Decisions
– You pick Options based on these Constraints
– This helps Determine the required capabilities, ABBs and SBBs
Using It!1
• Align
• Actionable
Bus
Cap.
• Map to RA
• Quantifiable
SOA
Cap.
TOG
provides
normative
and
prescriptive
set
ABB
• Map to
Soln. Arch
• Constraints
SBB
1 Kumar (2012), Kumar & Arsanjani (2011/2012)
56

The Rubirc: The OSIMM
1 Kumar (2012)
Silo
Level 1
Services
Level 4
Composite
Services
Level 5
Virtualized
Services
Level 6 Level 7
Dynamically
Re-Configurable
ServicesComponentized
Level 3
Integrated
Level 2
Modules Services
Process Integration
via Service
DynamicApplication
Assembly
ComponentsObjectsApplications
Structured Analysis
& Design
Service Oriented
Modeling
Service Oriented
Modeling for
Infrastructure
BusinessProcess
Modeling
Component Based
Development
Object Oriented
ModelingMethods
Isolated Business
Line Driven
Businessprovides&
consumes services
Outsourced
Services
BPM & BAM
Business capabilities
via context aware
services
Componentized
BusinessFunctions
BusinessProcess
Integration
BusinessView Composed
BusinessServices
Service Oriented
Modeling
Applications
comprised of
composite services
LOB Platform
Specific
Project Based SOA
Environment
Virtual SOA
Environment:
Sense and Respond
Context-aware
Event-based:
Sense & Respond
Common Reusable
Infrastructure
Enterprise
Standards
Infrastructure &
Management
Monolithic
Architecture
Emerging
SOA
Grid Enabled SOA
DynamicallyRe-
Configurable
Architecture
Component
Architecture
Layered
ArchitectureArchitecture SOA
Common SOA
Environment
Ad hoc LOB IT
Strategy and
Governance
Emerging SOA
governance
SOAand IT
Infrastructure
Governance
alignment
Governance via
Policy
Common
Governance
Processes
IT
Transformation
Governance &
Organization
SOA and IT
Governance
Alignment
Application Specific
Data Solution
Information as a
Service
Virtualized Data
Services
Semantic Data
Vocabularies
Canonical
Models.
LOB Specific
(Data subject areas
established)
Information
Enterprise Business
Data Dictionary&
Repository
Service Foundation Levels
57

1 Kumar (2012)
• The TOG SOA RA and OSIMM enable Roadmapping
– The OSIMM forms a rubric to assess conformance
– The RA provides the what and how
– Used together, you can plot how to evolve an RA and respond to change
Using It! Roadmapping
Business
Capabilities
• Align against
Business
Drivers
Technical
Capabilities
• The SOA RA
provides an
alignment to
ABBs and
Layers
Roadmap
• Express as
sets of
capabilities
• Aligned to
OSIMM
dimensions
Phase Execution
and Assessment
• Map SOA Cap
to RA ABBs
• Derive SBB
• Assess
against the
OSIMM
• Rebalance
and conduct
next phase of
Roadmap
58

The Enabler: The SOA RA Meta-model
1 Kumar (2012)
Current
Future
Current
59

60
Overview: a world of SOAs
A slow but relentless revolution in which traditional technology management,
historically delivered only by an IT organization, is changing to be pervasive
technology use managed increasingly outside of IT’s direct control and
measured by boosting business results.
• Business Technology
The coalescing of the Business Ecosystems and SOA Ecosystems are
Business Technology real

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