Transcript Slide 1

Services Oriented Architecture
What? and How?
Some Thought Provokers...
Carl Bate
VP Enterprise Architecture, Capgemini
Introduction
Services Oriented Architecture (SOA) is a great concept
SOA is designed to offer significant business benefits highly
relevant to today’s markets
This is
session
some thought provokers on
SOA
designedprovides
to
how to make SOA promises a reality by focusing
on two key aspects
 reduce IT Total Cost of Ownership (TCO), and
 increase business agility through IT
 break beyond traditional organisational borders and extend reach to
suppliers and consumers
1. What is a Service?
However, most organisations face practical issues to take
advantage
of the availableand
technologies
and
approaches
2. Architecture
Lessons
From
History
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So, What is a “Service”?
A “Service” is both a strategy, design and planning approach, and
implementable technology
So to realise SOA benefits we first need to define what a Service is as it
relates to business and technology stakeholders, for example:
 Business Services – a design approach for business operating models
combining business processes and business events, and which have defined
value contracts; the what not the how
design
and
starts
with function
clearly
 Agile
Application
Services
– a implementation
design approach to deliver
application
supportingdefinitions
Business Services,
implemented
through
a variety of technology
defined
of Services
our
Stakeholders
at all
solutions and standards
levels can work with
 Web Services – a special Application Service implemented using Web
(e.g.a business with 2 years of Web services investment primarily with a technology focus – now becoming opaque to business analysis and
experienced software engineers)
Services standards for mass access, specifically to receive and return XML
documents within a defined contract; pervasive standards make the difference
 Information Services – a design approach to deliver information to Application
Services, implemented through a variety of technology solutions and
standards
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 Infrastructure Services – specialised or shared infrastructure services which
support Application, Web and Information services
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Visualise your business operating model and IT landscape as
Services between consumers and suppliers
value
contracts
value
contracts
value
contracts
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SOA benefits come from thinking beyond
Web Services alone
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For all types of Services there are common leading practices to
deliver the benefits of SOA
Whatever type of Service we are designing and implementing,
certain characteristics help us realise SOA benefits, for example:
 defining discrete value – measurable and managable as a business
and IT asset; something we can have a value contract with
 loosely coupled and highly cohesive – agile and maintainable;
isolating change, but fine vs coarse grain is a real challenge
 based
on pervasive
standards
– highly
to humans
and
Leading
practices
such
as accessible
these help
reduce
machines
enterprise complexity into Service simplicity
 non-functional (how well?) definition and management – delivering
(e.g. a business with c.500+ Web services designed to deliver integration but end-end changes becoming more complex to deliver than with
legacy due to duplication of business logic and lack of adopting of leading architecture practices)
quality of service
 transparent to business analysis – propensity to support “top decile”
operating models and processes
 re-use – the mindset and execution to share services
 virtualisation – separation of application and infrastructure services to
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reduce fixed asset costs and increase IT responsiveness to demand
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An Enterprise Services Vision and Roadmap is essential to evolve
toward SOA effectively
Portals
Mobility
Channel
Channel&&Portal
PortalServices
Services
Next Generation
ERP
Collaborative
CollaborativeApplications
Applications
Common
Application
Services
Order-to-Cash
Procure-to-pay
Collaborative
Design
Etc….
Collaboration
SideCollaboration
DemandSide
Demand
Next Generation
Business
Intelligence
SupplySide
SideCollaboration
Collaboration
Supply
(Internal,
(Internal,External)
External)
Agents and
Process
Fitness
Optimisation
Realtime &
Event Driven
Enterprise
Application
Without an Enterprise Services Vision and Roadmap,
replatforming
today’s ServicesBusiness
can become
tomorrow’s silos
BusinessProcess
ProcessOrchestration
Orchestration
Next Generation
EAI
New Core
Application
Infrastructure
Legacy
Stabilisation &
Retirement
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Infrastructure
consolidation / grid
/ utility computing
Business
BusinessService
ServiceOrientation
Orientation
Core
Core
Core
Applications
Applications
Applications
Enterprise
Integration
Core
Data
Core
CoreData
Data
Utility
UtilityServices
Services
(Infrastructure,
(Infrastructure,Security,
Security,Instrumentation,
Instrumentation,Management)
Management)
Capgemini’s Services Architecture Framework ©
Data
Warehousing
Master Data
Management
Windows and
Open Source
Identity
Management
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1. Summary – What is a Service?
Distinguish between SOA as an architecture and design approach
and the standards and technologies used to implement solutions
Create a definition of “What is a Service?” for business and
technology specialists to enable stakeholders to work effectively to
design, deliver and manage SOA solutions
Most technology
we invest
inleading
todaypractice
has elements of
Whatever
type of Service
it is, keep
characteristics
of what
makes
a “good”mean
Serviceto
front
of external
mind, e.g.
SOA - defining
what
Services
our
 toointernal
fine versusstakeholders
too coarse grainedis
Services
and
now a critical success
 mixing up technology
in a single Service
factorand
forbusiness
everyneeds
IT function
Define an Enterprise Services Vision and Roadmap across all
business and technology aspects
 make it real by tackling cross-enterprise processes, e.g. procure to
pay, order to cash
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Architecture and Learning From History
“Why, in this field apparently more than almost any other,
does there seem to be no ability to learn from history?"
G. Robinson, “The Challenges of Complex IT Projects”, BCS
Some context - What is the business perception of IT?
Despite best intentions, we find IT is often perceived by organisations as
being
 expensive
 not joined up with business strategy and operations
 unresponsive to the changing needs of business
 opaque as an asset, both in terms of financial cost and value, and the capability
the asset delivers to the business
 not living up to its promises, and getting worse
This perception has formed despite our continual
for
better,that
faster and cheaper
Further, thestrive
business
perceives
 when projects are undertaken to implement business change, they are likely to
cost more and deliver less value than expected
 the return on investment and value for money from IT is relatively poor
Unresponsiveness and the effectiveness of IT is today seen as a critical
Executive issue
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 efficiency and cost pressures are rising
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How has this perception been formed?
Most business applications have been implemented on a project by project basis for
specific purposes
 Project benefits and success have been measured on the specific project cost, value and
time to market without measuring the enterprise or the long term cost and value
IT has not been able to articulate the consequences of this short term, project
specific approach to business leadership
 Average 25% of total IT budget on project investment, 75% on BAU operations
The SOA promise is so compelling it now forms part
The business has selected the “wrong” projects, partly as a result of a lack of clear
of most
organisations
IT strategies, but why do we
cost
drivers and
benefits from IT
think this time we will deliver benefits and not
This behaviour has been repeated for the last 30-40 years; we find the “average”
significantly
add
business
application age c.17
yearsto cost and complexity?
“IT Strategy” has failed to address the issue (“we’ve got everything”)
Technology innovation has tended to deliver specific benefits in the short term, but a
long term trend of making things worse
 e.g. client/server, 4GL, CRM/FET/SCM, Business Intelligence, EAI, Web today have all
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tended to increase complexity
 e.g. Web services, mobility, next generation ERP, EAI+, BI, MDM, utility and grid tomorrow?
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Business leaders cite 2 core issues to project and TCO
dissatisfaction
Translating Strategy into
Execution
 Executives focus the blame
on poor scoping and sizing
– the core issue being
translating business and IT
strategy into project shaping
Governing the project
during its lifecycle
 Many issues are caused
during project execution –
the core issue being
governance during the
execute cycle
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Source: Forrester, “How Companies Govern Their IT Spending”, 2003
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All organisations face a vision and realisation challenge!
"If I was a managing director trained in law or
accountancy I wouldn’t ask an engineer to build a 1,000
metre long concrete beam suspended at one end (only)
because I know it can’t be done, I have a physical
perspective about it. With software (applications), it’s
never like that. We don’t have any underlying feel for
whether something is even feasible"
"It is extremely difficult to represent a specification of
what you are trying to do in a precise way – even, I
suspect, twins nurtured in exactly the same way would
put different interpretations on the document"
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L. Hatton & J. Millar, “The Challenges of Complex IT Projects” - the report
of a working group from The Royal Academy of Engineering and The
British Computer Society, April 2004
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Compounded by the challenges of alignment of business process,
organisation and IT!
Consider today how you organise the following specific aspects of design
and operation both for a single solution and for your enterprise to most
effectively deliver your business goals...
 Business strategy (e.g. PowerPoint and Word)
 Budget and business case (e.g. Excel)
 Business operating model (e.g. PowerPoint and Word)
 IT strategy, standards and operating model (e.g. Word)
 Business process maps (e.g. PowerPoint swim lanes, package specific process maps, EAI









specific process configuration, BPEL Web Services process choreography)
Business requirements and functional specifications (e.g. Word)
System specifications (e.g. package specific configuration tools, UML use cases, UML data
flows, UML entity relationship diagrams, Word integration adapter specifications)
Technical specifications (e.g. Word)
Component specifications (e.g. platform specific service and class models)
Infrastructure topology (e.g. Visio)
Service level requirements (e.g. Word)
Security policy (e.g. Word)
Systems management requirements (e.g. Word)
etc...
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A mature Architecture approach helps vision and realisation
We find many organisations do not have a consistent point of view
“Architecture is the structure of business and IT components, their interrelationships, and the
principles and guidelines governing their design and evolution over time” (Open Group)
Consider how many different business / IT design deliverables we have for a single application, and
how they inter-relate!
Answers the
question
Contextual
Why?
e.g. Efficiency, Effectiveness, TCO
Security
Governance
What?
Business
Principles
&
Guidelines
Tool Support
Business
Business
Services
Services
Business
Business
Processes
Processes
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Business
Business
Operating
Operating
Model
Model
Information/
Knowledge
Information
Information
Services
Services
Data
DataFlows
Flows
Sources
Sources
Sinks
Sinks
Message
Formats
Message
Formats
Entities
Entities
Relationships
Relationships
Information
System
Technical
Infrastructure
Application
Application
Services
Services
Infrastructure
Infrastructure
Services
Services
Conceptual
Service
Functional
Characteristics
Characteristics
and
and
Distribution
Distribution
Service
Non-functional
Characteristics
Characteristics
and
and
Distribution
Distribution
Logical
Functional
Functional
Specifications
Specifications
& Application
Components
Technical
Technical
Specifications
Specificationsand
and
Topology
Topology
How?
With What?
Physical
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3 core aspects to making Architecture real
 Architecture Definition, defining
how requirements are developed
and integrated into the Services
Architecture framework.
Category
Process Areas
Architecture
Definition
Architecture Framework
Architecture Context
Service Model Development
Component Model Development
Architectural Impact Management
Verification
Validation
Architecture
Governance
Roadmap Development
Project Design Oversight
Supplier and Product Standards
Enterprise Architecture Roadmap
Centres of Excellence
Technology Risk Management
Quantitative Architecture Governance
Support
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Causal Analysis and Resolution
Decision Analysis and Resolution
Organisational Environment for Integration
 Architecture Governance,
controlling how services are
managed over time against
organisational priorities, principles
and standards
 Support, controlling how the
architecture is stored, shared and
maintained, how performance data
is collected and how optimisation is
carried out
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A mature Architecture capability helps business embrace SOA and face
up to what they do that’s “different” and what they do that’s “common”
Balancing four forces helps becomes key
“Big” Environment
Application–enabled
reengineering
A
B
C
D
Business
Processes
Competitive
Advantage
Value to Customer
Applications
Data
Commonality
Infrastructure
SOA Environment
“Different”
Competitive Advantage
A
B
C
D
“Common”
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Process Best
Practice
Common/Shared
Business
Processes
Common/Shared
Applications
Common/Shared
Data
Common/Shared
Infrastructure
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Where do the benefits of Architecture come from?
Most organisations do “Strategy & Architecture” today, but to deliver SOA
benefits, the Enterprise Architecture and Solution Architecture approach
needs to
 provide real financial visibility of IT assets and the value they generate
 articulate the consequences of potential options to executive and functional
Today
the industry average is c.50% project success
leaders
time,
on budget,
expectation)
 provide (on
structured
assessment
to supportto
fit for
purpose benefits definition and
tracking, helping the “right” projects to be selected
We
find investing in Architecture leading practices
 provide traceability and truly aligning business and technology, increasing
(complementing
Solution
Delivery
leading
practices)
satisfaction and predictability
of project
and enterprise
outcomes
delivers
90%+
project
on ato be
sustainable
basis
 help realise
business
strategysuccess
by enabling vision
turned into reality,
project
by project; i.e. architecture content and process
 allow leading practice design approaches, such as Services Oriented and Event
Driven architectures, to be incorporated into the enterprise and per-project
design, planning and governance
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2. Summary – Architecture and Learning From History
SOA is embedded in most organisations IT strategy and architecture, yet
why do we think this time we will be successful?
Enterprise Architecture and SOA is an immature field in the market
However, there are maturing frameworks and tools in the market that can
help
We find a commitmentSOA
to develop
a mature
capability is a
needs
the Architecture
“A”!
key enabler to realising SOA
We believe early adopters can generate significant business benefits
over their competition
We are finding organisations who are not adopting leading practices for
Architecture are encountering new issues as they deliver SOA
applications
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