The document discusses Service-Oriented Architecture (SOA) as an architectural style used to create and manage solutions through various service artifacts. It explores SOA principles, integration methods, and the governance concerns surrounding the implementation of service systems. Additionally, it highlights different vendor perspectives and ongoing research efforts related to service monitoring and transition planning.

1. SOA Methodologies in Practice Sandeep Purao , Ph.D. Associate Professor of IST Enterprise Informatics and Integration Center Standards Interest Group, Socio-technical Systems Lab

2. We Are.. College of Information Sciences and Technology

3. Services everywhere … SSME SOA SOC Web Services Methods Tools Co-creation Governance Systems Integration Service Economy Consulting Services Service Networks BPM Service Ecosystem

4. SOA Service-Oriented Architecture (SOA) is an architectural style for solution architects to create and manage new value added solutions by leveraging various solution artifacts such as business processes, services, packaged applications, and manageable attributes throughout their lifecycle. (IBM, July 2008)

5. SOA Principles SOA is a “durable” change in application architecture The system must be Modular Modules must be Distributable The modules must have clearly defined Interfaces Modules that implement the service must be Swappable The modules must be Shareable (Gartner, January 2008)

6. Hype Cycle: Integration (Gartner, Late 2007)

7. SOA ++ EDA A sub-style of SOA Event notifications Complex event processing WOA A means of implementing SOA URIs, formats and protocols Core and Extended Service Layers WS and WS* (Gartner, Late 2008)

8. Hype Cycle: WS Standards (Gartner, Late 2007)

9. An Example Alter’s Service System Fundamentals Argues for a unified view: “service systems are work systems” Suggested ‘representation styles’ for services, e.g. Work system snapshot consisting of Customer, Services, Processes, Participants, Information and Technologies Contrasting WSLC against SDLC emphasizing reuse yet several unanticipated interventions (Alter 2008)

10. Another example Rouse’s Service Value Networks Actors: consumers, service providers, enablers and auxiliary enablers Applications in several domains including healthcare Complexity computations extending Shannon’s entropy Analytical possibilities following economic and industrial engineering perspectives (Basole and Rouse 2008)

11. Our own ongoing work Designing and Monitoring With Robinson and Jain Harvesting services from legacy applications Capturing service interaction protocols Goal-based monitoring Feedback to suggest evolution possibilities

12. A few problems A selective list based on anecdotal data / observations Focus on technology Business-IT relationship A problem of scale An ‘all-or-nothing’ proposition Do we know ‘how-to’ Transition plan Governance concerns Three Vendors ->

13. The IBM View UML-based Meta-model Meta-model includes KPI, NFR, Goals, Processes © IBM

14. The IBM View Implemented with Rational New Stereotypes © IBM

15. The IBM View Impact Diagram Graph- based Analysis © IBM

16. The CSC View Services as Interfaces to Components Recognizes Business and Technical Services © CSC

17. The CSC View Kinds of Services Recognizes Manual and Automated Components and Services © CSC

18. The CSC View Network of Components Allows Creation of Graph-like Structures © CSC Proprietary

19. The CSC View Kinds of Services Can be Extended © CSC

20. The CSC View Patterns (known usage modes) Allows Linkages © CSC Proprietary

21. The Fujitsu View One state should be one service Service architecture quoted Service bus ordered fulfilled shipped Order billed © Fujitsu Quote service Order Processing service Logistics service Delivery service Billing service

22. The Fujitsu View Quality Checksheet Bill Order service Quote service Logistics service Delivery service Service architecture Service bus Quality Checklist Created Quality Report Produced issued collected created Billing service Analysis remains focused on the management data and the state transitions. Nothing about “systems” and “processes” yet © Fujitsu Quality Checklist Service Bill Creation Service Quality Report Service Bill issue service Bill Collection service

23. The Fujitsu View © Fujitsu Interactions among services specified Service bus Quote service Order service Logistics service Delivery service Billing service Bill Collection service Bill Creation service Bill Issue service

24. Assessment Analogs systems development methods process reengineering methods asset-based/reuse-based methods governance approaches

25. Implications Partner and Tool selection Role of technology Organizational resource commitment Problem selection and level of analysis Modeling / formalization Intervention based research efforts Case studies Models and Simulation

26. Q+A This Presentation College of IST + EI 2 Center Collaborations Penn State Football [email_address]