1. SOA Presentatie Door : Richard Claassens IT Architect Regie SNS Bank Voor : Regie Datum : 6 oktober 2008 Services Oriented Architecture

4. Legacy Problem area 1: Business today is limited by software silos Root cause: Stand-alone stovepipe monolithic applications have redundant logic and data. HR Finance CRM ERP

6. Greenfield Agony Renovation Paralyses Ability to Deliver Agility Pre-SOA transition SOA Enterprise IT Renovation ROAD Enterprise IT Renovation ROAD (Source: Enterprise SOA: Service Oriented Architecture Best Practices by Dirk Krafzig, Karl Banke, and Dirk Slama, Prentice Hall 2004) Change requests reduces the agility over time Change Requests Service-Oriented Architecture is a key element of an enterprise renovation roadmap

7. Paralyses Ability to Deliver Enterprise IT Road of startups Variant op : Enterprise IT Renovation ROAD In een Greenfield-situate is er geen renovatie noodzakelijk. Hierdoor kunnen de voordelen van SOA gemakkelijk worden behaald en eerder worden bereikt. Voorbeelden van bedrijven waarvoor dit geldt: Amazon,ING Direct , Dell, BOL.COM, … Agility Greenfield

8. Theory: SOA applications can share common services (a service provider component typically includes logic and data). Promises Cost savings Risk Mitigation Adequate Business infrastructure More efficient Development process Feedback At different levels Reuse Independence From technology SOA Evolutionary approach Agility (Source: Enterprise SOA: Service Oriented Architecture Best Practices by Dirk Krafzig, Karl Banke, and Dirk Slama, Prentice Hall 2004)

9. Enterprise Standards Based on strict norms and specifications that are imposed globally Enterprise Architecture Technology independent blueprint, which allows for local application structuring and flexible, global integration DBMS Application Logic Middleware Frontends 2000s: Service-Oriented Architecture 1980s: Enterprise Data Model 1990s: Enterprise Software Bus Enterprise Data Models and Software Buses were popular approaches to the challenges of enterprise computing in the 1980s and 1990s (Source: Enterprise SOA: Service Oriented Architecture Best Practices by Dirk Krafzig, Karl Banke, and Dirk Slama, Prentice Hall 2004) SOA is an architectural style (or approach)

13. A service provider (commonly a remote server) performs some task at the request of a service consumer (the client). 1) Autonomie Service A Service description for service B Service B Self governing message 2) Servicecontracten 1) Requires work 3) Delivers result 2) Does work Service provider role Service consumer role Sleutelprincipes van service oriënteerde ontwerpen

14. Service consumers Service provider 3) Losse koppelingen 4) Samenstelbaar Data Business Process Application Infrastructure Business Process Application Data Business Process Application Data Business Process Application Infrastructure Check Status Verify Postal Code Client Name Highly Available System 5) Herbruikbaar 6) Vindbaar Enterprise Repository Sleutelprincipes van service oriënteerde ontwerpen Time Protocol Format Language Platform Location Contract

15. Sleutelprincipes van service oriënteerde ontwerpen 8) Abstractie 7) Zonder geheugen Vendor-Agnostic Context How can a technology architecture be designed to avoid inhibiting dependencies on proprietary vendor platforms? Stateless and state full stages a service passes through while processing a message Message A Send Stateless (unaware of message A) State full Receive message A Interpret message A Process message A Forward message A Message A Send Stateless (unaware of message A) Process Abstraction How can non-agnostic process logic be separated and governed independently? Entity Abstraction How can agnostic business logic be separated, reused, and governed independently? Utility Abstraction How can common utility logic be separated, reused, and independently governed?

18. Maturity of SOA Scope of Business Integration Intra departmental Cross departmental Cross Business unit Simple B2B Complex Processes integration Maintainability Flexibility Agility Fundamental Networked Process enabled Not feasible Not cost-effective Intra-enterprise Cross-enterprise The maturity of SOA With respect to expansion stages often correlates to an enlargement of the scope of business integration Agility is the ability to detect opportunities for innovation and seize those competitive market opportunities by assembling requisite assets, knowledge, and relationships with speed and surprise (D’Aveni 1994; Goldman et al. 1995).

22. Multiple reasons for BPM becoming more dynamic Business Agility Faster reactive and proactive time to market Shatter complacent business cultures based on past IT limitations Decision Making Test rule-based scenarios a lower cost Revenue Opportunities Greater product, pricing and service flexibility, allowing incremental revenue streams Customer Satisfaction More-customizable product and service offerings Regulatory Compliance Greater visibility to regulator bodies and easier change processes

24. Internet The future of SOA: Were will I Source my Business Services From ? 1) On Demand Services (SaaS) 2) Purchased Services ( Packaged Applications) 3) Custom -built Services 5. Composite Process ( Packaged / Custom ) Application 4) Composite Application ( Packaged / Custom ) Services: Moving towards Enterprise SOA: How do you do that?, Massimo Pezzini, Gartner,19-06-2007 Business Impact of Services Differentiation TCO

27. Immature standards More Complex Application infrastructure Lack of governance Conflicting Packaged apps Vendors’ SOA strategy Cultural change IT cost reduction Escalating Integration needs (A2A, B2B, SaaS) BPM popularity Lowering cost and growing maturity of Enabling technology Availability of best practices Quest for Greater Business agility Packaged Application Vendor pressure Problem : Irresistible Forces Push Organizations Towards SOA Adaptation Moving towards Enterprise SOA: How do you do that?, Massimo Pezzini, Gartner,19-06-2007 Core banking vendors are upgrading architectures to meet the needs of a demanding banking market searching for flexibility. Banks should be aware of the impact of service-oriented architectures and how core banking vendors are progressing to meet that demand. Gartner, Banks and Core Banking Vendors Tap SOA for Business Growth and Efficiency, 19 July 2006

28. First SOA Project Single-Domain SOA Multi-Domain SOA Enterprise wide SOA Risk of SOA Project Failures More Risk Less Risk Time Technology Risk Lack of Governance Risk Why SOA Initiatives Fail: Technology or Governance? Moving towards Enterprise SOA: How do you do that?, Massimo Pezzini, Gartner,19-06-2007

29. SOA Basic Web Services Service-Oriented Business Applications Hype Cycle for Emerging Technologies, Gartner, July 2008 As of July 2008 Web 2.0 Emerging Technologies Hype Cycle which assesses the maturity, impact and adoption speed of key technologies and trends during the next ten years SOA Maturity Type A Type B Type C Recommended Adoption Time frame Technology Trigger Peak of Inflated Expectations Trough of Disillusionment Slope of Enlightenment Plateau of Productivity time visibility Years to mainstream adoption: less than 2 years 2 to 5 years 5 to 10 years more than 10 years obsolete before plateau

30. Experimental Mainstream Leading Edge Stages of SOA adaptation Business Goals Stage 1 Introduction Stage 2 Spreading Stage 3 Exploitation Stage 4 Plateau Address Specific Pain (e.g. Customer Portal) Process Integration (e.g. B2B) Process Flexibility (e.g. Time to Market) Continuous Adaptation & Evolution IT Goals Proof of Concept Establish Technology Platform Leverage Services Reuse Scale Up Scope Single Application Multiple Applications (Single BU) Multiple Applications (Cross BUs) Virtual Enterprise # of Published Services <25 <100 <500 >500 # of Published Consumers <5 <25 <50 >50 # of Service Call/Day <10.000 <100.000 <1.000.000 >1.000.000 # of Service Developers <10 <20 <100 >100 Enabling Technology Application Server, Portal, Adapters ESB, WSM Integration Suite , B2B SOA Reg./Rep. BPM Enterprise SOA Backplane (Source: SOA and SOBA: Becoming Mainstream and Growing Up, Gartner Teleconference, Application Integration & Middleware, Charles Abrams and Roy Schulte, Gartner,29 January 2007)

31. 3 2 1 Head of Development or Head of Integration CTO/ Head-of Architecture Head of IT Operations CIO/Business Units CEO Basic Middleware Web Services Integration Middleware Service-Oriented Development of Applications (SODA) Business Process Management Business Operations Management SOA Center of Excellence Service Life Cycle Management Service Design Methodology Planning Control and Quality Management Service Reuse Methodology Operation Management Domains Cost Allocation Schema Consistent Enterprise wide Governance Processes Enterprise wide SOA Backplane Stage 1 Introduction Stage 2 Spreading Stage 3 Exploitation Stage 4 Plateau √ √ √ √ # √ √ √ # √ √ # √ √ # # √ √ √ √ √ √ √ √ √ # √ √ √ # # √ # √ √ # √ √ # √ √ √ # √ √ # √ √ # √ √ # √ √ # √ √ # √ # √ # √ # √ Required Management Buy-in Required Skills Required Organizational Capabilities 1 2 3 4 5 1 2 3 4 5 6 1 2 3 4 5 6 7 8 9 10 √ = Imperative # = Recommended SOA Best Practices

32. Success Requires Business and IT Collaboration Achieving the benefits of SOA requires significant changes for both IT and business executives Business Strategy Business Requirements Business Process Business Architecture IT Strategy IT Solution IT Portfolio Before SOA Business Strategy IT Strategy Business Architecture Enterprise Architecture Portfolio Planning Business Solution Delivery “ Enterprise Architecture Discipline” With SOA Making the SOA Leap, Richard Mark Soley, SOA Consortium, 18 juli 2006 1+3.4+3.9

33. SOA architectuur, betekent een andere manier applicatieontwikkeling Business expertise Technische expertise Beperkte Overlap Business analisten definiëren/optimaliseren bedrijfsprocessen Applicatie ontwikkelaars applicatieontwikkeling met behulp van kerntechnologieën 1) Traditionele applicatie ontwikkeling 2) Service georiënteerde ontwikkeling Applicatie ontwikkelaars (nieuwe stijl) omzetten van bedrijfsprocessen in applicatie door de assemblage en configuratie van bouwmodules Grote Overlap Service ontwikkelaars Ontwikkelen van modules, patronen, templates en componenten met behulp van kerntechnologieën Technische expertise Business expertise Gebaseerd op de presentatie: Service Oriented Architecture, C. Mohan, Ph.D., IBM Corporation Business analisten definiëren/optimaliseren bedrijfsprocessen 2+3.1+3.3

36. IS Agility Building Activity Environmental Change Factors Internal Change Factors Rate of Changes in Business Requirements Business Requirements Process Discrepancy Rate of changes in IS IS Inertia IS Appropriateness Pressure to Change IS Business Performance Business Agility Rate of changes in Core Business Process Business Appropriateness Organizational Inertia Migration Cost projection Requirement of Business Process Transparency Standardization Technology Technology Appropriateness Pressure to Change Business Competence Diffusion of Emerging Technology Pressure to adopt Emerging Technology Process and Service Complexity Security Requirements Systems performance Requirements Skill Gaps Need to expand Skill sets Training Turnover Recruit Contract Business Agility Building Activity Skills Set - - Value = Agility Skill Management Skill obsolesce + - + + - + - + - + + + + + + - - - + - - + + - + - - - - IT-Business Discrepancy + + - Adaptation + - - - + + Business-Technology Value Model Business Driven Strategy for Service-Oriented Architecture: A Systems Dynamics Approach, Jae Choi, Proceedings of IBM PhD Student Symposium at ICSOC 200 7, September 2007, pp. 19-24 3.4+3.8 IS Agility SOA

37. A Framework guides the examination of business benefits of SOA Bron: IBM Institute for Business Value “The Business Value of Service Oriented Architecture” 2006 Cost en Benefit analyses Focus Area’s 3.4+3.8 Reduced Operational Risk Improved flexibility Improved ability for compliance Ease of Integration New product Development enabeld Improved Ability to Change Increased reuse Reduced time–to- market Reduced Integration Reduced Integration cost Reduced maintenance cost Reduced processing time Reduced errors Reduced systems downtime Existing Revenue Increased New revenue generated Existing Revenue Protected Increased revenue Decreased Costs = Flexibility value drivers = Profitability drivers Increased Profitability

39. SOA Geraadpleegde boeken : Enterprise SOA: Service Oriented Architecture Best Practices by Dirk Krafzig, Karl Banke, and Dirk Slama, Prentice Hall 2004). Service-Oriented Architecture (SOA): Concepts, Technology, and Design (Prentice Hall Service-Oriented Computing Series from Thomas Erl), Thomas Erl, 2005. The New Language of Business: SOA & Web 2.0, Sandy Carter, IBM Press, 2007. Geraadpleegde internetpagina’s: http://www.diigo.com/list/richardclaassens/soa