The document discusses strategies for adopting SOA at the project, departmental, and enterprise levels. It describes how a project-driven approach can provide some cost savings and tactical agility in the short-term but is limited in reuse potential and does not achieve the full benefits of SOA. An enterprise-driven approach requires more upfront effort but reduces long-term governance costs and better enables benefits like reuse across departments through the creation of a shared services portfolio. The key is to move beyond delivering services just for individual projects and instead architect services to be reusable assets.

1. Moving Beyond Project-Level SOA: How to
Achieve Departmental and Enterprise SOA

2. Using SOA Tools v Doing SOA
Transformation
Accounts
$ Receivable
Customer
(DataHub)
Orders
(EJB 3.0)
Promotion Management
? (Business Rules)
? ?
Exception Management
Portal – Order Hospital
Process Process
(Human Workflow)
Integration | One Off Services SOA | Reusable Services
One off Implementation Low Reuse Potential Architected for Reuse Higher Reuse Potential
For a good overview of service granularity, go to http://www.soaglossary.com/service_granularity.asp

3. Thomas Erl, Author of SOA:Principles of Service Design
“It's tough to incrementally adopt SOA when you're delivering
services tactically because each tactically delivered service
essentially becomes legacy once SOA is properly adopted.”

4. <Insert Picture Here>
Moving Beyond Project-Level SOA
Dr Mohamad Afshar,
Vice President, Product Management | SOA on Application Grid
Oracle Fusion Middleware

5. <Insert Picture Here>
Introduction

6. SOA Adoption Strategies
Enterprise-Driven
IT 100% Full Steam Ahead
Management Behind
Enterprise SOA
Management Skeptical – Management not Bought
Need Convincing In 100%
IT Focused on Success IT Able to Drive Reuse
Stories to Convince Across Departments
Project-Driven Infrastructure-Driven

7. SOA Enablers
SOA Benefit Enabler
1) Standards-based Interfaces
Interoperability 2) Available through standard protocols
3) Canonical Data Models (within Domain/ Enterprise)
1) Assemble rather than build
Ease and Speed of 2) Processes, Rules, Events captured in high-level models instead
Development of in code
3) Service portfolio speeds up development
Agility
1) Separation of Concerns – messaging, workflow, rules, etc.
& Reducing Impact of 2) Loose Coupling, e.g. Changes localized to service
Change implementations
Lower 3) Abstract Legacy and Proprietary Interfaces
Cost
1) Standards-based interfaces
2) Process captured in BPM/ BPEL engines
Increased Visibility
3) Events captured in CEP engine
4) Data services with standardized formats for key data assets
1) Portfolio of Services built for reuse
Reuse 2) Registry/ Repository to aid developers and architects in finding
reusable assets

8. Adoption Strategies Tied to SOA Benefits
Enterprise- Infrastructure- Project-
SOA Benefit
Driven Driven Driven
Interoperability
Utility Services
Ease and Speed of Development
Agility
&
Reducing Impact of Change
Lower
Cost
Increased Visibility
Reuse
Utility Services
It’s difficult to get reuse if you are doing the project-driven
approach unless you actively plan and execute to get it!

9. More Effort Now Less Pain Later
Initial service delivery cost, effort
Subsequent Service
and time is increased due to
Governance burden
service identification and service
reduced
portfolio planning
Enterprise-Driven
Enterprise-Driven
Project-Driven Infrastructure-Driven
Infrastructure-Driven
Less Effort Now Pain Later
Initial service delivery cost, effort Subsequent Service
and time is reduced because the Governance requires
analysis scope is based on increased cost, effort,
immediate project requirements time

10. <Insert Picture Here>
Project-Driven SOA

11. Characteristics of Project-Driven SOA
Key Characteristics Focus/ Benefits Downfalls
• Little Involvement from the • Some Cost Savings Flat • Incremental Improvement
Business Side Line
• Tactical Agility Only -
• Scope Restricted to • Some Agility through Ease of Change
Individual Projects not Service Portfolios
SOA Benefit Score
• Integration / Data • Not Investing in Design
Movement Focused Interoperability Standards has a Cost
• New Projects Build • Disparities Addressed
Everything from Scratch Ease and Speed through Integration
of Development
• Not Focused on Reuse • Missing Reusable
Reducing Business Services
Impact of • Potential Proliferation of
Change Unshareable Services
Increased • Introduces New Silos and
Visibility Related Integration and
Reuse Governance burden

12. Project | Integration
Scenarios:
•Siebel Order Capture to Oracle ATP
•Oracle Configurator to Siebel Order Capture
•Siebel Order Capture to G-Log
•Siebel Order Capture to Oracle Financials
BPEL FLOW
Siebel
CRM
E-Business Suite

13. TasmanAve, Inc.
Consumer Products Company • Lesson Learned
• Project-Driven SOA • SOA projects require the same project
• Results considerations such as Performance,
Security, HA
• SOA Foundation ready for future
• Organizational: EA should champion pan-
• Significant Cost Savings
enterprise SOA practices as reuse is not a
• EA prime mover for SOA adoption prime mover at project level
• Technology Issues: SOA Skills, New • Key Takeaway
Technology Readiness
• Treat middleware mainly as middleware
• Organizational Issues: EA’s role:
implementer versus strategic visionary?

14. TasmanAve, Inc.
Computer Peripherals Company • Lesson Learned
• Project-Driven SOA • Technical: Adapters can introduce their
• Results: own issues
• Sales team moving towards single site • Disparity in standards adoption causes
for sales information interoperability problems
• SOA Foundation ready for future • Organizational: Real-time works !
projects • Key Takeaway
• EA is partnering with other IT teams • Don’t expect 100% plug-play from day
• Technology issues: SOA Skills, XML one
modeling incompatibilities
• Organizational issues: Gain confidence in
event-based real-time business processing

15. What is a Business Service?
A business service is a software solution that provides functions related
to one or more business processes. Business services may be composed
from one or more fine-grained utility, entity or task services and are
described using business semantics.

16. Transitions
Enterprise-Driven
2) Project-Driven to 3) Infrastructure-Driven to
Enterprise-Driven IT 100% Full Steam Ahead Enterprise-Driven
Management Behind
Enterprise SOA
Management Skeptical – Management not Bought
Need Convincing In 100%
IT Focused on Success IT Able to Drive Reuse
Stories to Convince Across Departments
Project-Driven Infrastructure-Driven
1) Project-Driven to
Infrastructure-Driven

17. SOA CAPABILITY MATURITY Model
Higher the Level – Higher the Capabilities
STRATEGIC GOALS TACTICAL PLANS
Able to support business initiatives Refine and improve standards and
in a timely and cost-effective manner. processes
OPTIMIZED Exploit new business opportunities
Processes and procedures
- 5 - enabled by SOA
Establish key performance indicators
quantitatively managed to drive and manage to those metrics
business value. MANAGED Leverage BAM to improve business
processes.
SOA concepts consistently applied
- 4 - Standardize approach and products
facilitating sharing and reuse Drive widespread adoption
SYSTEMATIC Establish governance
Focused on simple quick win
- 3 - Apply SOA to simple integrations
projects to demonstrate value Select business-driven projects
OPPORTUNISTIC amenable to SOA (e.g. simple portals)
- 2 -
Build confidence with business owners
Experimenting with and learning Get experience building, deploying,
SOA concepts and consuming services
AD HOC
SOA not being pursued
- 1 - Investigate applicability of SOA
NO SOA
- 0 -

18. SOA MATURITY DOMAINS
Domain – A Collection Of Related Capabilities
Architecture Business &
Strategy Organizational
Disciplines
Information Organization
Infrastructure Governance
Technology- Projects,
Dominated Portfolios &
OA&M*
Services
* OA&M – Operations, Administration & Management

19. Starting Point for Each Approach
Corollary: Have to Ensure
OPTIMIZED that you have all capabilities
- 5 - at levels lower than the one at
which you start
MANAGED
- 4 -
Enterprise-Driven SYSTEMATIC
- 3 -
OPPORTUNISTIC Infrastructure-Driven
- 2 -
Project-Driven AD HOC
- 1 -
NO SOA
- 0 -

20. <Insert Picture Here>
Project-Driven to
Infrastructure-Driven

21. What You Will and Won’t get out of it?
• Some Cost Savings
• Shared Platform / Enterprise Nervous System
• Reuse of Application Agnostic / Utility Services
• Improved Interoperability Within Silos
• Reduced Integration Between Silos
• Ability to Continue with Existing Methodology(/s)

22. Characteristics of Infrastructure-Driven SOA
Projects Recommendations Downfalls
• Integration + MDM • Standardize on SOA • Requires Buy-in
Platform
• Consolidation / Mainframe • Shared Budgeting for
Migration • Focus on Use of Industry Platform and Utility
Standards Services
SOA Benefit Score
• Bring in Design Standards • Ownership over Platform
Interoperability for Repeatability and Utility Services
Ease and • Build and Manage • Not Investing in Business
Speed of Reusable Artifacts Services limits ROI and
Development • Services Interoperability
Reducing • Agility Limited Since there
• Business Rules
Impact of is no Portfolio of Business
• Data Models Services
Change
Schemas, Transforms,
Increased • Anything Not Standardized
etc
Visibility has Downfalls of Project-
• Governance – Policies to Driven Approach
Reuse Encourage Building, Reuse
of Assets + Operations

23. SOA Governance for Infrastructure-Driven
Service Ownership Capacity Planning
Projects /
Service Service Lifecycle Gov Enforce Service Levels Operations
Lifecycle Shared Artifacts Enforce Policies

24. <Insert Picture Here>
Syntax-Brillian • Lesson Learned
• Currently adopting a Project-Driven • Executive buy in critical for
approach to SOA project success
• Improved Customer Relationship • Test, Test, .. And Test some
Management more! It is never enough!
• Increased Fulfillment Capability • Key Takeaway
• EA managed by the CIO • Factor in additional time when
• Issues: dealing with hosted
environments
• Disparate Systems
• Change Management

26. <Insert Picture Here>
• HELIO • Lesson Learned
• Project-Driven to Infrastructure- • Involve & train in-house technical
Driven approach resources
• Started out as an integration project, • Key Takeaway
evolved into reusing components • When working with startup
across the enterprise companies, architect and
• Introduced agility & interoperability to develop processes closest to the
business processes backend system first
• EA handled by VP of Applications
• Issues:
• Time to market

28. <Insert Picture Here>
Secure Path • Lessons Learned:
• Currently adopting a Enterprise- • Critical to devote time upfront to
Driven approach to SOA finalize data contracts
• Extremely quick turnaround time to • Enterprise-wide SOA Roadmap
onboard new customers established
• Platform agility supports rapidly • Reusing a number of services /
growing business needs processes
• Very active EA led by their CTO • Key Takeaway:
• Issues: • Focus on Business Processes
• Scalability & Performance issues and not the Technology
with their previous .Net platform

30. <Insert Picture Here>
Project-Driven to
Enterprise-Driven

31. What You Will and Won’t get out of it?
• Increased Cost Savings and ROI
• Dramatically Reduced Cost of Integration and
Reduced IT Burden
• New Processes Automated in Less Time and With
Less Effort
• Agility through Shared Business Services and Service
Portfolios
• Interoperability across Silos
• Methodology focused on Building and Using
Reusable Assets

32. Characteristics of Enterprise-Driven SOA
Projects Recommendations Downfalls
• Process Automation / BPM • Enterprise-Centric is NOT • Have to Invest
Enterprise-Wide!
• Monitoring and • Has to be Managed to
Optimization • Alignment with Business Deliver Results
Strategy & Involvement of
• Application Consolidation • Requires Organizational
Business People
Alignment
SOA Benefit Score • Perform Cross-Project
• Prone to Dictatorship
Interoperability Planning & Funding
• Ensure that EA Initiatives
• Build and Manage
Ease and & Policies are Adopted by
Reusable Artifacts
Speed of Divisional IT Groups
Development • Process Modeling for
• Cost Associated with
Services
Reducing Standardization have to be
Impact of • Data Services Balanced and Managed
Change • Portfolio Planning • Works Best with Changes
Increased • Leverage Architecture &
in Methodology
Visibility Design Standards
Reuse • Enact as Much Governance
as Required

33. Business Service Portfolio Plan
Now 18 Months
12 Months
Service Service
Service
Service Service
Service Marketing
Customer Marketing
Service Service
Customer Warehouse
Marketing
Conceptual Service
Customer Marketing
Services Service
Customer
Portfolio Customer Finance
Service
Service Service
Service
Service Customer
Service Customer Service
Service Customer
Service Customer
Concrete Customer
Service Customer
Customer
Customer
Customer
Service
Services Service
Customer
Portfolio
Marketing
Customer
The more effort you put in upfront on identifying, refining service candidates, and building a service portfolio
plan, the less chance you will have of increased governance burden, overlapping services, versioning

34. SOA Governance for Enterprise-Driven
Financial
People Service Funding Model
Portfolio
Roles & Responsibilities Service Usage Fees Projects Portfolios
EA Group End to End Platform Funding Services Portfolios
Service & Process Owners ERP, Legacy App Portfolios
Service Ownership Capacity Planning
Project Service Lifecycle Gov DRIVEN BY Enforce Service Levels
EXECUTIVES Operations
Execution Shared Artifacts Enforce Policies
Strategic SOA Platform Reference Architectures
Data Ownership Architectural Standards
Enforce Platform Decisions
Shared Foundation Srvcs Data Standards Blueprints & Patterns
Technology Data Quality
Architecture
Information
For a White Paper go to http://www.oracle.com/technologies/soa/docs/oracle-soa-governance-best-practices.pdf

35. Put your company
<Insert Picture Here>
Logo here please
• Large Canadian Telco • Lessons learned
• Infrastructure-to-Enterprise • Technical: Demand higher quality,
• SOA means faster time to better governed infrastructure services
production, better re-use • Organizational: Wrapping legacy
• Moderately active EA oversight services and incorporating them in a
• Challenges overcome strategic vision demonstrates the
benefits of reuse
• Technology: Setting proper
granularity for strategic services • Future enterprise-centric service plans:
wrapped around legacy services Continue top-down analysis; use vendor-
provided Web services as legacy silos
• Organizational: Instilling a culture
of service reuse • Advice: Top-down, strategic analysis is
vital for even the most tactical of projects

36. Put your company
<Insert Picture Here>
Logo here please
• Fortune 500 Shipping Co. • Lessons learned
• Major Enterprise SOA Initiative (phased • Technical: Must design services in
roll-out over 3 years, concurrent with advance to support inevitable larger,
legacy maintenance) more complex service compositions
• $250K pilot project was valuable • Organizational: Making everyone
learning experience plus high ROI understand the strategic goals is key to
getting their support
• Enterprise Architecture team has been
central to pilot and main SOA projects • Future enterprise-centric service plans:
Establish a strong business entity service
• Challenges overcome:
layer for broad reuse and business
• Technology: Assessing maturity of alignment
Service Activity Management
• Advice: Success with SOA impossible
technologies
without successfully enforcing internal
• Organizational: Enforcing Internal design standards on a consistent basis
Design Standards

37. <Insert Picture Here>
Infrastructure-Driven to
Enterprise-Driven

38. <Insert Picture Here>
Level 1: 1999-2003 Level 2: 2003-2005 Level 3: 2005 Onwards
• SEMCI application selected • Project-based services selected • Business & IT create 5 year business and
refactored to orchestration of srvcs (driven by project budget) IT roadmap; Business blueprints defined for
• SOAP, WSDL, UDDI standards • BPEL, WSIF, WS-Security standards all LOB
• WSM, UDDI SOA tools selected, • BPEL and XML security/acceleration • Funding model changed from project-based
leveraged existing message bus appliance selected to enterprise-based
• PCAC (P&C Architects Collective) • Integration Reference Arch v1.0, App • Rules, Portal, BPM engines selected
formed (no org changes) Reference Arch. v2.0 created • SOA “Cookbooks” for all SOA tools (maint.)
• Application Reference Arch v1.0 • Formal EA group under newly • Business architecture defining Business
completed & Projects Checked formed CTO (EAs centralized) Services Portfolio
• “Do No Harm” governance policy • Architect job family defined (30 • SOA Governance tools selected, esp.
• Project scoring under definition with people’s title changed from architect) Business Services Catalog
feedback • SOA “Cookbooks” defined for • SOA Service Committee, Standards
• No Explicit Metrics to Measure existing SOA tools (development) Committee
Progress on SOA Road • Score Projects to Influence Business • Key business metrics and KPIs identified
• No Reuse Decisions – but Scoring Project-level and communicated monthly

39. <Insert Picture Here>
Conclusions

40. Conclusions
Tactical:
• Avoid & Manage Service Proliferation
• Involve Business Audience for Business Services
• Incrementally Adopt a SOA Methodology
• Understand the Governance Consequences - Pain Now or Pain
Later
Strategic:
• Target SOA Benefits you Need and Focus on Delivering Them
• Pick one of the three SOA Strategies Discussed
• Build Your SOA Roadmap & Manage Program as a Program
• Don’t Over or Under Govern – Avoid Dictatorship!

41. Oracle Fusion Middleware

42. SOA Adoption Strategy
Enterprise-Driven
IT 100% Full Steam Ahead
Management Behind
Enterprise SOA
Management Skeptical – Management not Bought
Need Convincing In 100%
IT Focused on Success IT Able to Drive Reuse
Stories to Convince Across Departments
Project-Driven Infrastructure-Driven