Building a SOA roadmap for your enterprise
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Transcript Building a SOA roadmap for your enterprise
Building a SOA roadmap for your enterprise
Presented by
Sanjeev Batta
Architect, Cayzen Technologies
How to build your Roadmap
Hire Cayzen Technologies
www.cayzen.com
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Sit through another SOA Talk
Need for a SOA Roadmap
• Why do I need SOA ( Top 5 Reasons)
– Everyone is doing it
– It’s a cool Buzzword
– My agency got funded for a SOA Project
– It will look good on my resume
– Everyone is doing it
Business Alignment
Realizing the need for SOA
• What is the SOA Promise?
– Provide business alignment
– Enable business agility
– Enable technology reuse
– Traceable ROI on technology investments
SOA Adaption Curve
Two different kinds of SOA approaches
Top Down
Can a SOA architecture that takes forever to plan
and implement truly provide business agility ?
Bottom up
Can a SOA architecture that is built using agile and
bottom up thinking provide enterprise benefits?
Pragmatic SOA Roadmap
Can we build a SOA in an iterative fashion while delivering a
balance between short term and long term ROI ?
Components of SOA
Business
Strategy and
Process
Organization
and Governance
Building Blocks
Projects and
Applications
[ Platform ]
Architecture
and
Technology
Fine Tuning Each component
(It’s like flying a plane)
Business Strategy
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SOA enabled business vision
Business Process Architecture
Future vision and customer perspective
Alignment and traceability to business goals
– ( See Cayzen presentation on Agile Enterprise)
Pragmatic Business Strategy
SOA by Accident
No Business Strategy
and Focus on Process
Technology Driven
SOA
Sprawl of Web
Services
No overarching
business architecture
Pragmatic SOA
Business Alignment and
Value Defined
Overall Business Strategy
and Process Defined
Details of Processes
mapped at Project Level
Death by Planning
Too much detail at the
Business Level
Wait till everything is
defined.
Analysis Paralysis
No immediate ROI
defined
How to achieve balance in business
strategy and process
• Align Initiatives and projects to organizational goals.
• Define a clear business vision for each project
• Step up one to two levels to view how the project fits
in overall organization value chain
• Define business process at the project and possibly few
levels above the project
• Keep the business strategy and process model current
once documented.
• Use effective business modeling and enterprise
modeling tools
Governance
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Organization structure and Dynamics
Team Skills
Budget and Funding
Standard and practices
Operational processes and tools
Change Management
Pragmatic Governance
Just do it mindset
No governance or
management
Web Services = SOA
No real reuse
Lots of services, very
little architecture
Tight Coupling
Pragmatic Governance
Services are built using a
well defined but agile plan
Governance is provided
to make SOA adaption
easier not harder
Agile but defined
Death by Committee
Services take too much
planning and big and
long meetings
Governance only
providing enforcement,
not enablement
Too much paperwork
makes adaption really
hard
How to achieve balance in SOA
Governance
• Treat governance as enabled and create policies
that enable reuse.
– Reusing existing services should require less approvals
• Value and refine governance as on ongoing
process, not one time enforcement
• Define best practices, frameworks and samples.
• Communicate across development teams to
enable reuse and collaborative thinking
Platform Services
• Infrastructure Services
– Imaging, Content Management etc
• Presentation Services
• Shared Business Services
– Outbound Correspondence
• Enterprise Service Bus
• Service Registry, Repository
Pragmatic Platform
SOA from start
No Platform Support
for SOA implementation
Point to point services
Very little reuse
Reinventing the wheel
Pragmatic Platform
Tools are identified at
every major maturity level
Consistent but agile
implementation of tools
Focus on real word
scenario, not vendor demos
Buried under platform
Tools become more
important than business
value
Projects are funded
and executed around
platform not business
value
Disconnected from
reality
How to achieve balance in SOA
Platform
• Identify the real world scenarios and business
challenges, then decide the tool
– Don’t define the business problem based on tool
• Make tool choices based on real usage, don’t
stock for things that are not needed and are not
going to get used
• Align tools to actual projects and implement
those to deliver business needs
– There is no better way to demonstrate value
• Communicate the value of platform to
stakeholders and plan for it as part of projects
Architecture and Technology
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Reference Architecture
Security and Identity
Interoperability and Technology choices
Products and Integration
Availability, Scalability, Performance
– SLAs
• Architecture Change Management
Pragmatic Architecture
Architecture What ?
Lack of Reference
Architecture
Basic architectural
concerns are
afterthought
Security is the last
thing to worry about
Spaghetti systems
Pragmatic Architecture
Architecture is an ongoing
process
Agile but forward thinking
architecture
Strategic and Tactical
Architecture
Markitecture
Good for getting
funding
Too much focus on
future and no tactical
approach
No concrete
implementation plan
Disconnected from
reality
How to achieve balance in
Architecture
• Create a reference architecture that addresses different
scenarios faced by real applications
– Provide best practices
– Provide pre integrated building blocks
• Keep the architecture an ongoing job
– Architecture is only good if implemented
• Consider and Test Non functional requirements upfront
• Consider security approaches upfront
• Communicate the architecture and reference model to
enable consistency
• Create Architecture review checkpoints through the
lifecycle of projects
Where to go next?
Implement SOA in Your Projects
Project and Applications
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Existing Applications
Legacy Migration and Interfacing
Business Applications
Infrastructure and Platform Projects
Pragmatic Projects
SOA is a Buzzword
Deliver something
It works
Let someone else
figure out SOA
SOA is failing to
deliver business value
Pragmatic Projects
Balance between short
and Long Term business
value
Enable forward thinking
It works and Its SOA
Solving world hunger
Too big from Budget
Risk and Change
Management
Too risky, fall back to
traditional approaches
Replace Technologies,
not Architecture
How to achieve SOA in Projects
• Identify what Business value project needs to deliver
• Identify Reuse from other projects
• Identify Architectural maturity and components project
will help deliver
• Identify Governance areas projects will achieve or
improve
• Identify Platform components projects will need, add
or improve
• Identify optimum balance between short term
(project) and long term (enterprise) goals
PSOA Process
Review
Business
Application
Align with
Business
Architecture
Implement
Plan
Architect
Questions