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Founding Sponsors
This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com
Gold Sponsors
Platinum Sponsors
Silver Sponsors
How to Manage SOA Projectsto Deliver Business Value!Wouter.Paul.Trienekens@logica.com
Logica 2008. All rights reserved
Profile Wouter Paul Trienekens
Ir. Wouter Paul Trienekens (1961) is Principal Consultant specialised in Enterprise & Solution Architecture and Logicas NL Practice Lead for Enterprise Architecture and Enterprise Service Architecture, part of the group wide IT Strategy & Transformation Practice of Logica.
Wouter Paul is founder of the Research Centre for Enterprise Architecture, Member of the NL Architecture Council within Logica and member of the group core team on Enterprise Architecture & SOA.. With these teams he is establishing the professional
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(architecting) community and guiding the curriculum development, develop and provide training, coaching & certification of Architects and coaching project engagements..
He is Logicas representative for the NESSI:NEXOF-RA programme (service reference architecture) of the European Committee and for the National Architecture Forum (www.naf.nl).
Wouter Paul is chairman of the Dutch Information Architects Society (www.GIA.nl) and architecture editor of the Magazine on Information & Management (www.TIEM.biz). He frequently speaks on seminars and facilitates training workshops and is the Chief Editor of the Information Architecture syllabus of Euroforum.
Profile Wouter Paul Trienekens
Some recent publications and presentations are: Euroforum: Chief editor of the Syllabus Informatie-architectuur in de praktijk Euroforum: Information Architecture workshops Workshop TNO-CWI Performance, Non Functional Requirements Magazine for Information Management (TIEM): Article: Decision making made effective
by Enterprise Architecture, the role of the architect in its environment.
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Seminar Windows in the Enterprise: Presentation IT-Governance on Windows Infrastructure.
Magazine Information & Architecture: Article: Shared Service Centres, een extra reden voor Informatie Architectuur, Drs. Bart de Rijk & Ir. Wouter Paul Trienekens
Seminar Database Systems Professionele bedrijfsvoering en architectuur: relatie, noodzaak en aanpak
Seminar Enterprise Architecture and Strategy Forum (Amsterdam & London):Presentation Enterprise Architecture for the eCommerce world and Workshop Opening up your enterprise for eService with Leo van der Wal & Michiel Malotaux.
SOA: a paradigm shift, a new booming area
Analysts view of SOA [Gartner] By 2011: 60 cents out of every dollar that
businesses spend on software will be spent on a solution using SOA, Web services or Web 2.0.
59% of all commercial business software will support Web services,
M
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OFFERS
Logicas SOA Offers include: Customer oriented offers, covering
needs where EA & SOA play a key role Core EA & SOA capabilities, which
can be leveraged in all customer contexts
software will support Web services, Web 2.0 or SOA
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Excellent relationships with all major SOA partners/editorsSAP, Oracle/BEA, IBM, Microsoft,Tibco, Software AG
All major solution vendors build their solutions on SOA platforms
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CxOPerformance
Advisory
Developing the agile
enterprise
Innovation Management and Services Orientation
Dealing with legacy reality
Enterprise Architecture
Integration Oriented SOA
Data Oriented
SOA
Process Oriented
SOA
A High Growth Area to federate energiesSOA HighGrowth Area
SOA Practice Leader
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SOA Sales Support Team
SOA Sales Kit & Materials
Core SOA Applied SOA
GeorgesABOU HARBDeputyManaging Director
5 main markets France Nordics Netherlands / Benelux UK Germany
FranoisRIVARDSenior Manager
SOA IntalExperts
SOA Methodology
SOA Com. & Mktg materials
SOA IntalCom. Team
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Group Partnerships
Core SOA Offers
Applied SOA Offers Senior Manager
JaapSCHEKKERMANSenior Manager
Differentiation elements
Today, Logica has gathered significant experience on how to build a successful SOA offering in France, which seems to be fully exportable to other countries:
Double positioning on both: Management Consulting Delivery capability (bid for large deals)
Doublepositioning
SOAMethodology
Proven methodology and tooling (GO-ON) to allow hesitant customers to heavily rely on us for
making SOA a reality in their enterprise. This also secures our capacity to commit on project delivery.
Service Orientation enablement complemented by: Data-oriented SOA (EIM & MDM) Process-oriented SOA (BPM, BRMS)Specific Open Framework to ease SOA deployment
ExtendedSOA
Excellent relationships SOA partners/editors: SAP, Oracle/BEA, IBM, Microsoft, Tibco, Software AGNew generation of SOA platforms:SAP Netweaver, Oracle FusionMiddleware, Microsoft Biztalk...
SOAPartners
SOAGovernance
SOA Governance, including:Customers financial & organisational assessment
SOA Competency Centres Change Management for all stakeholders
Communi-cation
Award winning publications Organisation of events on SOA
Long term involvement in experts communities Dedicated Web TV channel
Our Customers
FinanceInsurance
ServicesTransportsPublicSector
Sector
TelecomUtilities
Industry
DistributionCPGPharma
How to Manage SOA Projects to deliver business value.
Evaluating SOA related projects tells us that it can be very difficult to yield the expected business value. Why? Is it because the technology is not there yet? Or do the system integrators promise too much? Or does the business have expectations that cannot be achieved?
Although technology is a key factor for the foundation of the Although technology is a key factor for the foundation of the service based environment, the business value delivered proves to be highly dependent on the way the engagement is managed from its earliest stages.
During this presentation we show our lessons learned and give practical tips on how such projects should be managed to promote delivery of the expected business value.
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Who is Who?
Systems Architect IT Project Management Business & IT Solution Architect IT Manager IT Manager Programme Management (Business & IT portfolio) Enterprise Architect CIO Business Line Manager CEO-COO
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Typical pitfalls from the field Since the technology is there, IT people, think we can do it
(change de world). Building the perfect solution
The whole enterprise All the services needed
Clients requesting the perfect solution Clients requesting the perfect solution Dont know the impact on delivery organisation Dont know the impact on the operation organisation
Requirements System requirements versus Business requirements
NFRs Build for use
Use versus reuse Who has been in the future?
13
Typical Project Goals, The Questions to Answer
Would you tell me, please, which way I ought to go from here? asks Alice.
That depends a good deal on where you want to get to, said the Cat.
I dont much care where, said Alice. I dont much care where, said Alice. Then, it doesnt matter which way you go, said the Cat.
Source: Lewis Carrolls Alice in Wonderland
14
So choosing the right adoption strategy is key! (you must be able to do it)
Adoption Strategies (Entry Points) / Project categories
Presentation
People &
Culture Information
Processes
Organisation
1. Business Transformation
start
start
2. Leverage Information 3. Empowering People4. Business Process
Management
No. 1508 October 2008
Storage & Network
Platform
Middleware
Data
Application
Presentation
start
start
Management
5. Application Modernization
6. Infrastruct. Modernization
IBMSo how can we arrange this to happen?
SOA - Its bigger than it seemed
Semantics Ontology Processes Services Composite applications Integration Standards Business agility Leveraging existing technology assets Architecture
No. 1608/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
Architecture Choreography Orchestration and its more complex than it may appear
Web services are a tactical means to achieve the strategic SOA goal
Web Services are a technical solution to enable SOA
SOA codifies the organizations enterprise strategy for connecting systems to provide common discovery, security, and management of those connections
Web services have specific guidelines on messaging interactions between services messaging interactions between services the tactical implementation of an SOA model
Thus, Web Services are a specific subset of how an SOA can be implemented
No. 1708/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
SOA
Web Services
SOA & Web services
SOA can be implemented without Web services, and Web services can be used for non-SOA (e.g. RPC) interactions. However, Web services delivers key standards for implementing SOA.
The WS-* family scales to meet integration challenges intra-enterprise (enterprise application integration [EAI]) and inter-enterprise (business to business [B2B]).
XML is an ideal candidate for loosely coupled inter-application data sharing. XML is not self-describing, but XML Schema can be used to constrain message layout and content.
No. 1808/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
RPC interactions Binary XML
Services architecture Service contract Message based Service directory Protocol independent Coarse grained & document centric Process orchestration (BPEL)
Web services specs WSDL SOAP & XML UDDI HTTP Doc literal binding
Web services
The plumbing
SOA
The architecture
Service Orientation: an architectural style
With Who? What? How?Why? With What? When?
Information
Businessarchitecture
No. 1908 October 2008
Informationarchitecture
Technicalarchitecture
Information
architectureSystems
SOESOE
ServicesServices
OrientedOriented
EnterpriseEnterprise
SOASOA
ServiceService
OrientedOriented
ArchitectureArchitecture
SOCSOC
ServiceService
OrientedOriented
ComputingComputing
SPASPA
ServicesServices
ParadigmParadigm
AdoptionAdoption
STPSTP
ServicesServices
TransitionTransition
PlanPlan
Which roles must be in place to make change happen?
Project Management and the other roles!The relationship between Management, Programmes and Architecture
Logica 2008. All rights reserved08/10/2008
Definition of the Architect function
WHY Guardian of purpose On behalf of the Investor
HOW
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Providing insight to all concerned ... Through definition of objects and relations ... Using models and drawings (the Architecture) ... Applying standards and ...
Controlling delivery
Key Question: Which insight do you need?
Answer suggestion: Stakeholders & their concerns determine the viewpoints needed! Remember, models are for professionals, not for the average stakeholder
Definition of the Architect function
What to do and when to do it (by Gartner)3. Enterprise
Architecture
2. Vision & Strategy
4. Portfolio Management
1.Governance
5. Engineering & Sourcing
Target Architecture
Current Architecture
Migration Architecture
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Decision
6. Implementation & Migration
5. Engineering & Sourcing
7. Exploitation & Improvement
The Architect Facilitates Decisions
The Architect Formalizes Decisions
The Architect Controls
Decisions
Key Question: What are the other roles involved?
Definition of the Architect function
Context with other key functions(by MetaGroup) Know where you want to go Know all relevant aspects Manage the change
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Manage the change
Key Question: What do those three roles do?
EnterpriseStrategy & Planning
Enterprise Strategy & Planning (Management)
The Management Explores Direction
The Management Controls Direction
The Management Decides Direction
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EnterpriseProgramme
EnterpriseArchitecture
Key responsibility: Business Continuity (today's and tomorrows operation)
EnterpriseStrategy & Planning
Enterprise Programme (Management)
The ProgrammeInforms on
Change
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EnterpriseProgramme
EnterpriseArchitecture
Change
The ProgrammeCompliesChange
The ProgrammeExecutesChange
Key responsibility: Change implementation
EnterpriseStrategy & Planning
Enterprise Architecture
The Architect Facilitates Decisions
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EnterpriseProgramme
EnterpriseArchitecture
Decisions
The Architect Formalizes Decisions
The Architect Controls
Decisions
Key responsibility: Provide oversight and insight
EnterpriseStrategy & Planning
Dialog for Direction Planning
The Management Explores Direction
The Architect Facilitates Decisions
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EnterpriseProgramme
EnterpriseArchitecture
Key Question: What do they talk about?
Decisions
EnterpriseStrategy & Planning
Dialog for Change Control
The ProgrammeInforms on
Change
The Management Controls Direction
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EnterpriseProgramme
EnterpriseArchitecture
Change
Key Question: What do they talk about? (PID)
EnterpriseStrategy & Planning
Dialog for Change Compliance
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EnterpriseProgramme
EnterpriseArchitecture
The ProgrammeCompliesChange
The Architect Controls
Decisions
Key Question: What do they talk about? (PSA)
EnterpriseStrategy & Planning
Dialog for Controlled Strategic Change & Current Operation
The Management Decides Direction
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EnterpriseProgramme
EnterpriseArchitecture
The ProgrammeExecutesChange
The Architect Formalizes Decisions
EnterpriseStrategy & Planning
If Controlled Decision making is missing.
DaydreamingMutiny
Paper Strategy
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EnterpriseProgramme
EnterpriseArchitecture
DaydreamingMutiny
Ivory TowerAnarchy PolitBuro
Key issue for success: Each role must be fulfilled!
Vision
Strategy & Planning
MissionStakeholdersEnabling Context
TechnologyBusinessValue
EA Program
EA SOA Positioning in the Enterprise Life Cycle
No. 3208 October 2008
EnterpriseArchitecture
Enterprise Program
Management
EA Program
ObjectivesGoals &
EA Transformation
ProgramsBudget Process
SolutionArchitecture
EA Measurement
(Feedback loop)Validation
ServicesServicesOrientationOrientation
Your Governance FrameworkSteering Group
CEO/COO
BU Managers
CFO/CIO
IT Manager
Enterprise Info. Architect
Enterprise Bus. Architect
CCOChange Officer
Programme Bus. Architect
ProgrammeIT Architect
Programme Manager
Project IT BU
Name
NameName Name
Names
NameName
Names
Names
Names
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Has to be in place before you can start determining your direction of change!
Transition Programme
Business Engineers
Business Proj. Teams
IT Project Teams
IT Engineers
Project Managers
Team Leaders
EnterpriseOperation
IT Team Leaders
IT Staff
BU Team Leaders
BU Staff
Technical Infrastructure
Information Systems Business Market
Names
Names
Names
Names
Names
Names
Name s
Names
Names
Names
Names
Names
Migrating to a Agile IT Architecture is within the span of control of IT
Governance (decision making)Who provides input?
What is the cause? What is the question?
Who executes the decision?
What criteria are used?When?
How is the process Managed?Why?
Logica 2008. All rights reserved08/10/2008
Decision
What is the question?What is the problem?
What is decided?How is it documented?
How is the decision communicated?
Who is consulted? Why?
Where does the initiative come from?
Background: IT Governance Overview template
Business Objectives IT Governance Style Business Performance goals
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Desirable Behaviour
IT Governance Mechanism
Metrics
Harmonise What
Harmonise How
Alignment, Strategy & KPIs
Business Objectives IT Governance Style Business Performance goals
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Desirable Behaviour
IT Governance Mechanism
Metrics
Harmonise What
Harmonise How
MITMITMITMIT
Key Aspect: Objective, Behaviour & Governance Style should be in harmony!
Background: Governance Mechanism Patterns template
IT Principles
IT Infrastructure Strategy
IT Architecture IT Investment
Input Decision Input Decision Input Decision Input Decision Business Monarchy
IT Monarchy
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Feudal
Federal
Anarchy
Typical Firm
Background: Governance MechanismsMechanisms Objectives Desirable
Behaviour Undesirable Behaviour
Correlation with performance
metric Executive Committee
Holistic view of seamless business including IT
Seamless IT mngt IT ignored Growth, Market Cap, Productivity
IT Councels Senior mngt involvement and education in gaining business value from IT
Involvement and alignment
Abdication by senior mngt
Margin, ROA, productivity
Architecture Committee
Identify strategic technologies and standards
Busines driven IT decision making
IT police and delay Margin growth, market cap, productivity
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Committee technologies and standards enforcement
decision making market cap, productivity
Capital Investment, approval and budget
Separation of proposal and approval
Prudent IT investing
Paralysis by analysis
ROA,m productivity
Service Level Agreements
Specify and measure IT service
Professional supply and demand
Manage to SLA not business need
ROA
Chargeback Recoup IT costs from business
Responsible use of IT
Arguments about charges and wraped demand
ROA
Process teams with IT membership
Takes process view using IT (and other assets) effectively
End to end process mngt
Stagnation of functional skills and fragmented IT Infrastructure
ROA, productivity
Key Aspect: Choose the Governance mechanism suiting your goal!
Roles, a vendors example
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Typical Project Goals, The Questions to Answer
Would you tell me, please, which way I ought to go from here? asks Alice.
That depends a good deal on where you want to get to, said the Cat.
I dont much care where, said Alice. I dont much care where, said Alice. Then, it doesnt matter which way you go, said the Cat.
Source: Lewis Carrolls Alice in Wonderland
40
So choosing where you want to go is key!
Managing Change (direction)
VisionVision
Strategy & Planning
Strategy & Planning TechnologyTechnologyBusiness
ValueBusiness
ValueEA ProgramEA Program
MissionMissionStakeholdersStakeholders Enabling ContextEnabling Context
No. 4108 October 2008
EnterpriseArchitectureEnterprise
Architecture
Enterprise Program
Management
Enterprise Program
Management
EA Transformation
Programs
EA Transformation
ProgramsBudget ProcessBudget Process
SolutionArchitecture
SolutionArchitecture
EA MeasurementEA Measurement
EA ProgramEA Program
Validation (Feedback loop)Validation (Feedback loop)
Goals & ObjectivesGoals &
Objectives
The Enterprise Lifecycle Model
Change in ContextChange Run
BusinessModel
BusinessOrganization
Govern
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Business Transition
Market Evolution
B
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Market
ProductsServices
No. 4208 October 2008
TechnicalApplicationArchitecture
TechnicalInfrastructureArchitecture
FunctionalApplicationArchitecture
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Change & Innovation Management
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Transition
Information change
Capacity Adjustment I T
M
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O
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OperationsManagement
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Technical
Cap.
Business
System
InfoFunct.
A vendors SOA methodology
43
A Standards Organisations SOA Methodology
Formulate SOA Solution Strategy
Build SOA Business Case
Operate SOA Environment
Perform technology portfolio assessment Evaluate current technology environment and
build a service portfolio Determine SOA related criteria for services
portfolio analysis Complete portfolio analysis to establish service
fielding priorities Develop a SOA roadmap and strategic guidance
1
2
Start today, be decisive, and follow a methodology
No. 4408/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
Establish Program Management
Architect SOA Solution
Implement SOA Solution
SOA Methodology
Develop business case to support SOA investment
Support SOA strategy with rigorous business case analysis
Establish pertinent business case metrics Account for cost, ROI, and risk
management in SOA investment decisions
3
45
6
Develop and implement change management strategy Engage stakeholders continuously Create needed collaborations and governance structures Incentivize participation Identify progress metrics and milestones Reinforce organizational changes Establish management controls
The impact of Maturity
Logica 2008. All rights reserved45
SOA Maturity
SOA = an implementation pattern for Enterprise Architecture => design and description of business-, information-, application- and infrastructure architecture where interactions center around the (re)use of services (on all levels).
SOA Maturity = Enterprise Architecture Maturity => measure for how well an architecture is thought through and applied within the organization.
What is special about SO? usually means a quite rigorous shift in organizational thinking and the development of supporting systems and infrastructure.
No. 46
SOA Maturity is about
Organizational Maturity Information Services Maturity
Functional Application Architecture
Technology Maturity Technical Application Architecture
Business Model
Technical Application Architecture Technical Infrastructure Architecture
Architectural MaturityLife Cycle MaturityGovernance Maturity
No. 47
Adapted from Theo Beack, SoftwareAGApril 2006, SOAInstitute
Steering Model
decision
insight
Impact of a SOA Maturity Model
Provides a Point of ReferenceCreate a Common Vision & UnderstandingIdentify Missing or Underdeveloped ElementsElements
Prioritize & Measure Impact of SOAPrioritize & Plan Actions for Improvement
No. 48
Adapted from Theo Beack, SoftwareAGApril 2006, SOAInstitute
Maturity Models
Silo
Level 1
Services
Level 4
Composite Services
Level 5
VirtualizedServices
Level 6 Level 7
DynamicallyRe-Configurable
ServicesComponentized
Level 3
Integrated
Level 2
Modules Services Process Integration via Services
Dynamic Application AssemblyComponentsObjectsApplicationsApplications
Structured Analysis & Design
Service OrientedModeling
Service OrientedModeling
Grammar OrientedModeling
Component Based Development
Object OrientedModelingMethodsMethods
Function Oriented
ServiceOriented
ServiceOriented
ServiceOriented
Function Oriented
Function Oriented
Business View Business View ServiceOriented
Service Oriented Modeling
Process Integration via Services
Platform Specific
PlatformSpecific Technology Neutral
DynamicSense & Respond
PlatformSpecific
PlatformSpecificInfrastructureInfrastructure
Monolithic Architecture
Emerging SOA Grid Enabled SOA
Dynamically Re-Configurable Architecture
ComponentArchitectureLayered ArchitectureArchitectureArchitecture SOA
PlatformIndependent
Application Specific Skills Technology Adoption
Cultural & behavioral Transformation Human Service BusIT GovernanceIT Transformation
Governance & Organization
Organizational Transformation
Application specific data solution
LOB wide standardized Data
vocabularies
Flexible Data vocabularies for
expansion
Data vocabularies are Standards
based
Business Data can be shared outside
the Silo.Data Subject Areas
establishedInformationInformationEnterprise wide
standardized Data vocabularies
Service Foundation Levels
ApplicationSpecific
ServiceSpecific Virtualized
DynamicSense & Respond
PlatformSpecific
PlatformSpecificManagement
ServiceIndependent
ApplicationSpecific
ServiceSpecific Virtualized
DynamicSense & Respond
PlatformSpecific
PlatformSpecificManagementManagement
ServiceIndependent
No. 49
Choose according to your needs!
SOA Maturity Model: A nice way to use them
50
Establish the best ideas, abandon the worst practices!
Business Value, Which Services make the difference
Logica 2008. All rights reserved51
Which Services make the difference?
STANDARDIZATIONINNOVATION
ConsolidateMission-critical
activities
COREfocus on differentiation
CONTEXTfocus on productivity
This is our USP.Everything else is Context! Just the right
world class services!
No. 52
Adapted from Geoffrey Moores Living on the Fault Line
COMMODITIZATIONINVENTION
Invent
S
c
a
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e
Retire
Consolidate
O
u
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s
o
u
r
c
e
activities
Enablingactivities
Compose
I
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s
o
u
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c
e
Someone delivers theseservices at world class!
Insight in the Architecture of the Enterprise
No. 53
Insight in the Architecture of the Enterprise
No. 54
Insight in the Architecture of the Enterprise
No. 55
Everybody has its view: The ArchiMate model
architect,software developer,business process
designer
Deciding
Designing Informing
product manager, CIO, CEO
customer,employee,
others
No. 5608 October 2008
Details
Coherence
Overview
Archimate Foundation
The ArchiMate model
External
No. 5708 October 2008
Internal
Information Behavior Structure
Archimate Foundation
The ArchiMate model
Externalbusiness service
Internalbusiness service
Business
Customer
No. 5808 October 2008
business service
Internalinfrastructure service
Externalinfra. service Technology
ApplicationExternal
application service
Internalapplication service
Archimate Foundation
The ArchiMate model
No. 5908 October 2008
Archimate Foundation
The ArchiMate model
ArchiMate can play a major role by determining scope, analysis of the architecture and as basis for the repository.
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However, its core value is the
Mental Model
Het ArchiMate Concept
Should IT Management handle SOA environments differently?
Logica 2008. All rights reserved61
How to Manage your SOA based IT environment
Key Questions: Is it different? What is different? What must be handled different?
Key aspects:Key aspects: SOA means Shared Business Interests Shared interest must be Defined Common business interest must be Represented Shared interest must be Shared Discipline, no short term excuses
Shared interest must be governed
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Find the key to success
Key Answers
Shared Business Interest must be addressed Owner Shared Business Interest must not have a personal interest
IT is (therefore!) not an option
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Functional Management Common Interest!! Functional Management personal business interest follows business responsibilities
CIO is responsible for the balance between common business interest and personal business interest
Cooperation requires a team culture
How to Manage your SOA based IT environment?
SOA is all about common interest Structural conflict between:
(Big) Common interest (Small) personal interest
Desertion is profitable if you are with a few
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with a few Desertion frustrates common
goals Desertion stimulates desertion Common interest requires formal
protection Common interest requires a
cooperative culture
The Key to success: Establish Managing the Shared Business Interest
Key is culture! Dealing with a dynamic environment requires
cooperation based on partnership Dealing with complexity requires cooperation
based on craftsmanship Partnership and craftsmanship require
cooperation based on trustcooperation based on trust Partnership and craftsmanship deserve to be
trusted A shared image of success must be leading
for the cooperation Business has to act like a team with a
common goal, common success, shared vision and shared values
Read Gestolde wijsheid
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The first book addressing the IT Management aspects of SOA
Conclusion
Its all about TRUST and COMMUNICATION Deliver just enough in time so that business will just have to use what it needed
to mine economic value LEADERSHIP is necessary
Vision about the things to come and ability to execute (maturity) Doing the right things instead of Doing the things right Doing the right things instead of Doing the things right
Play the right game, Business & Architects set the content, Projects deliver!
Ensure the teams are there to play the game Establish the teams:
At this moment the success is dependent of choosing the right PEOPLE in your TEAM
No. 6608 October 2008
Questions
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Meet at the Logica Booth for takeaway experience:The man and their books
Lottery at 15:00 Logica Booth
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Symposium Discount
No. 6908 October 2008
Company Address:Logica
Contact person:Wouter Paul TrienekensPrincipal Enterprise ArchitectT: +31 (0) 20 503 3000
E: wouter.paul.trienekens@logica.comwww.logica.com
No. 7008 October 2008
Logica is a leading IT and business services company, employing 39,000 people across 36 countries. It provides business consulting, systemsintegration, and IT and business process outsourcing services. Logica works closely with its customers to release their potential enabling changethat increases their efficiency, accelerates growth and manages risk. It applies its deep industry knowledge, technical excellence and global deliveryexpertise to help its customers build leadership positions in their markets. Logica is listed on both the London Stock Exchange and Euronext(Amsterdam) (LSE: LOG; Euronext: LOG). More information is available at www.logica.com.
www.logica.com
Contact address: Architecture@logica.com
No. 7108 October 2008 Guidelines & Samples
Title SlideSOAsymposium 2008 How to Manage SOA Project to deliver Business value W.P.Trienekens - final -
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