Paul Brown Org Man Issues

Organizational and ManagementOrganizational and Management
Issues Vital to SOA and BPM
Success
Paul C. Brown
Principal Software ArchitectPrincipal Software Architect
© 2008 TIBCO Software Inc. All Rights Reserved.

In the Beginning, Architecture was Simple…
… and evolved slowly… and evolved slowly
2

Communications Helped Communities to Emerge…
… and grow
3

Better Infrastructure Fostered Denser Communities…
… and more of them
4

So How Do You Organize and Manage All This?
How do you ensure you get the business results you
want?
The desired business benefit
Within cost constraints
While preserving the flexibility to address tomorrow’s needs
5
p g y
• i.e. avoid the “big bang” and evolve gracefully

Total Architecture

The Idealized Enterprise View Looks Simple
A functional organization with well-defined
responsibilities…
7

But There Is a Lot of Dialog Between the Organizations
How do you
make sense
of this?
8

You Think in Terms of Business Processes
This picture doesp
not tell you how
the order-to-cash
process actually
works!
9
Order-to-Cash Process Scope

Business Process Models Provide That Understanding
Activities and their
structure
Participantsp
Swimlanes represent
roles
Activities in the lanes
represent responsibilitiesrepresent responsibilities
Interactions between
participants
Artifacts
• Messages
• Physical objects
Relationships to activitiesp
Interactions with other
business processes
Where does the product
10
Where does the product
catalog come from?

You Must Think About Information as Well

Understanding
utilization scope
tells you little
about the
information itselfinformation itself
11
Sales Order Information Usage

Logical Data Models Provide That Understanding
But models
don’tShipping Notice
Address
0..1
characterize:
Who owns the
dataShipment Order
Invoice
-invoiceAmount
Sales OrderCustomer
1 0..*
1 1
0..1
1 *
-billingAddress -shippingAddress
• Organization
• System
Wh th d tShipment Order Line Item
Sales Order Line Item
-status
Shipment
1 0..
0..1
1 0 *
*
*
Where the data
physically lives
Shipment Order Line Item
-quantityShipped
-quantity
-price
1 0..*
*
Where data is
replicated
• How
consistency is
Saleable Product
-SKU
1
12
consistency is
maintained

Each “Organization” is Actually a Stack
There may be
multiplep
components at
each layer:
I t f

Interfaces
Logic components
Data componentsData components
Infrastructure
13

Traditional Means of Supporting Organizational Interaction
Conversation –
human level

EAI – logic level
ETL – data level
14

People May Interact with Multiple Systems
EAI and ETL can
be used within an
organization as
well
15

Overall, Understanding Interactions is Complicated
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People People
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
Interface
L iInterface Interface
People
Interface
L iInterface Interface
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
Interface
Logic
Data
Interface
Logic
Interface
Logic
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
People
Interface
Logic
Data
Interface
Logic
D
Interface
Logic
D tData
Infra
Logic
Data
Infra
Logic
Data
Infra
People
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Interface
Logic
Data
Infra
Data
Infra
Logic
Data
Infra
Logic
Data
Infra
16
This is the problem that SOA and BPM are supposed to solve
Infra Infra

For Success, A Total Architecture Perspective is Required
Business Processes
Sales order management
Inventory management
Accounting
Peoplep
Participants in the business
processes
InformationInformation
What information is being
used
SystemsSystems
Computers, networks,
applications, infrastructure
Business Purpose
17
Business Purpose

O i ti lOrganizational
Issues

Business Processes and Services Cross Organizational
Boundaries
Services and Integrations Span Silos
Lack of Overall Responsibility
Service
Interface
Shrinking
Time
Frames
Data Center
Application
Silo
Application
Silo
Services,
Integration,
and
Process
Management
Silo
Application
Silo
Front-Office
Applications
External
Applications
19
Communications and Services Infrastructure

Many Development Processes Have Become Degenerate
They assume a single system is being worked on
Development QA ProductionRequirements
20

Degenerate Processes Will Not Work for SOA and BPM
Multiple organizations and systems are involved
Development QA ProductionRequirements
21

A Richer Development Processes Is Required
Governance at work!
22

Who Owns Projects That Span Silos?
Business Executive
Sponsor
IT Executive
Sponsor
Who owns projects that span silos?
Business
Manager
Business
Manager
Business
Manager
Business
Manager
Business
Manager
Services,
Data Center
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
Application
Silo
Application
Silo
,
Integration,
and
Process
Management
Silo
Application
Silo
Front-Office
Applications
External
Applications
23
Communications Infrastructure

Multi-Silo Projects Include Members from All Silos
3 key leadership
roles needed onroles needed on
every project
24

The Executive Sponsor Can’t Oversee All These Projects
25

Enterprise Projects Group Should Manage These Projects
The group provides a reporting
structure for projects that span
organizational silos
26

Who Provides the Cross-Project Service Perspective?
Wh l k h d f f t ?
New Service
Who looks ahead for future usages?
Today’s
Project
Service
Interface
Future
Project Call New
Service
Service
Interface
Future
Project Call New
Service
27
Service

The Enterprise Architecture Group Coordinates Projects
Establishes the vision
Ensures projects collectively
converge on a single
Enterprise
Architecture converge on a single
coherent architecture
Maintains cross-silo
perspective at all levels
Architecture
Business Process
Architecture
Systems
Architecture
Data Architecture
perspective at all levels
Business
Application
Infrastructure
Architecture
Infrastructure
Responsible for:
Architecture
Application
Architecture
Services
Architecture
Standards
Best practices
G
Architecture
28
Governance

Total Architecture Management
Total Architecture
Management
E t i
Enterprise
Enterprise
Projects
Enterprise
Architecture
Business Process
Architecture
Project Manager
Systems
Architecture
Application
Architecture
Business Process
Architect
Systems Architect
Architecture
Infrastructure
Architecture
Project Manager
Business Process
Architect
Services
Data ArchitectureProject Manager
Systems Architect
Services
Architecture
29
Business Process
Architect
Systems Architect

The Completed Organizational Picture
Business Executive
Sponsor
IT Executive
Sponsor
Business
Manager
Business
Manager
Business
Manager
Business
Manager
Business
Manager
Total Architecture
Management
Data Center
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
IT System
Owner
Application
Silo
Application
Silo
Services,
Integration,
and
Process
Management
Silo
Application
Silo
Front-Office
Applications
External
Applications
30
Communications and Services Infrastructure

Key Questions
Is there an architect on every silo-spanning
project?
Responsible for end-to-end business process and systems
design
How Are cross silo projects managed?How Are cross-silo projects managed?
Who negotiates with silos?
Who resolves conflicts?
Who validates the future applicability of services?
Functionality
Granularity
SLAs
31

The Challenges of Silo-Spanning Projects Are Diverse
Knowledge is scattered throughout the enterprise
For success, business and IT must align
Total architecture focus on producing business value
New skill sets are required
Total (business process and systems) architecture( p y )
Project management focused on business results
Clear ownership and control is needed for
cross-silo projectscross silo projects
Executive sponsorship is needed to align priorities
Resolve political conflicts
A Proactive Enterprise Architecture group is required
Guide multiple projects towards a cohesive whole
Governance is essential
32
Governance is essential

For More Information…
Succeeding with SOA
• The business and organizational
perspectiveperspective
• For:
• CIO, COO, C
Managers• Managers
• Enterprise and project architects
Implementing SOA
• Creating the total architecture
• ForFor
• Enterprise and project architects
• CTOs
33
www.total-architecture.com

Paul Brown Org Man Issues

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