Services Oriented ArchitectureWhat? and How?Some Thought Provokers...

Carl BateVP Enterprise Architecture, Capgemini

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Introduction

Services Oriented Architecture (SOA) is a great concept

SOA is designed to offer significant business benefits highly relevant to today’s markets

SOA is designed to increase business agility through IT reduce IT Total Cost of Ownership (TCO), and break beyond traditional organisational borders and extend reach to

suppliers and consumers

However, most organisations face practical issues to take advantage of the available technologies and approaches

This session provides some thought provokers on how to make SOA promises a reality by focusing

on two key aspects

1. What is a Service?

2. Architecture and Lessons From History

This session provides some thought provokers on how to make SOA promises a reality by focusing

on two key aspects

1. What is a Service?

2. Architecture and Lessons From History

So, What is a “Service”?

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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

Application Services – a design approach to deliver application function supporting Business Services, implemented through a variety of technology solutions and standards

Web Services – a special Application Service implemented using Web 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

Infrastructure Services – specialised or shared infrastructure services which support Application, Web and Information services

Agile design and implementation starts with clearly defined definitions of Services our Stakeholders at all

levels can work with(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)

Agile design and implementation starts with clearly defined definitions of Services our Stakeholders at all

levels can work with(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)

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Visualise your business operating model and IT landscape as Services between consumers and suppliers

information system services

business services

.

service consumers

support services

web services

..

technical infrastructure

services

SOA benefits come from thinking beyond Web Services alone

SOA benefits come from thinking beyond Web Services alone

valuecontracts

valuecontracts value

contracts

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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 accessible to humans and machines

non-functional (how well?) definition and management – delivering 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 reduce fixed asset costs and increase IT responsiveness to demand

Leading practices such as these help reduce enterprise complexity into Service simplicity

(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)

Leading practices such as these help reduce enterprise complexity into Service simplicity

(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)

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Collaborative ApplicationsCollaborative Applications

Business Service OrientationBusiness Service Orientation

Channel & Portal Services(Internal, External)

Channel & Portal Services(Internal, External)

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Utility Services(Infrastructure, Security, Instrumentation, Management)

Utility Services(Infrastructure, Security, Instrumentation, Management)

Core DataCore Applications

Business Process OrchestrationBusiness Process Orchestration

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Dem

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Core Applications

Core Applications

Core DataCore DataEnterpriseIntegration

Etc….

Procure-to-payOrder-to-CashCommon Application

Services Collaborative Design

Collaborative ApplicationsCollaborative Applications

Business Service OrientationBusiness Service Orientation

Channel & Portal Services(Internal, External)

Channel & Portal Services(Internal, External)

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tion

Su

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Utility Services(Infrastructure, Security, Instrumentation, Management)

Utility Services(Infrastructure, Security, Instrumentation, Management)

Core DataCore Applications

Business Process OrchestrationBusiness Process Orchestration

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oration

Dem

and S

ide C

ollab

oration

Core Applications

Core Applications

Core DataCore DataEnterpriseIntegration

Etc….

Procure-to-payOrder-to-CashCommon Application

Services Collaborative Design

Portals

Next Generation Business

Intelligence

Mobility

Next Generation ERP

Infrastructure consolidation / grid / utility computing

Agents and Process Fitness

Optimisation

Windows and Open Source

Identity Management

Realtime & Event Driven

Enterprise

Next Generation EAI

Application replatforming

Legacy Stabilisation &

Retirement

An Enterprise Services Vision and Roadmap is essential to evolve toward SOA effectively

Capgemini’s Services Architecture Framework ©

Master Data Management

DataWarehousing

Without an Enterprise Services Vision and Roadmap, today’s Services can become tomorrow’s silos

Without an Enterprise Services Vision and Roadmap, today’s Services can become tomorrow’s silos

New Core Application

Infrastructure

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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

Whatever type of Service it is, keep leading practice characteristics of what makes a “good” Service front of mind, e.g.

too fine versus too coarse grained Services mixing up technology and business needs in a single Service

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

Most technology we invest in today has elements of SOA - defining what Services mean to our external and internal stakeholders is now a critical success

factor for every IT function

Most technology we invest in today has elements of SOA - defining what Services mean to our external and internal stakeholders is now a critical success

factor for every IT function

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

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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

Further, the business perceives that

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

efficiency and cost pressures are rising

This perception has formed despite our continual strive for better, faster and cheaper

This perception has formed despite our continual strive for better, faster and cheaper

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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 business has selected the “wrong” projects, partly as a result of a lack of clear cost drivers and benefits from IT

This behaviour has been repeated for the last 30-40 years; we find the “average” business application age c.17 years

“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 tended to increase complexity

e.g. Web services, mobility, next generation ERP, EAI+, BI, MDM, utility and grid tomorrow?

The SOA promise is so compelling it now forms part of most organisations IT strategies, but why do we

think this time we will deliver benefits and not significantly add to cost and complexity?

The SOA promise is so compelling it now forms part of most organisations IT strategies, but why do we

think this time we will deliver benefits and not significantly add to cost and complexity?

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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

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"

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

Principles&

Guidelines

Tool Support

Answers the question

Why?

What?

How?

With What?

BusinessServices

BusinessProcesses

BusinessOperating

Model

Information Services

Data FlowsSources

Sinks

Message FormatsEntities

Relationships

ApplicationServices

FunctionalSpecifications

InfrastructureServices

ServiceCharacteristics

andDistribution

TechnicalSpecifications and

Topology

e.g. Efficiency, Effectiveness, TCO

ServiceCharacteristics

andDistribution

BusinessBusiness

Governance

Security

Contextual

Information/ KnowledgeInformation/ Knowledge

Information System

Information System

Technical Infrastructure

Technical Infrastructure

Conceptual

Logical

Physical

BusinessServices

BusinessProcesses

BusinessOperating

Model

Information Services

Data FlowsSources

Sinks

Message FormatsEntities

Relationships

ApplicationServices

FunctionalSpecifications& ApplicationComponents

InfrastructureServices

Non-functionalCharacteristics

andDistribution

TechnicalSpecifications and

Topology

FunctionalCharacteristics

andDistribution

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!

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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.

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

Category Process Areas

Architecture Definition

Architecture FrameworkArchitecture ContextService Model DevelopmentComponent Model DevelopmentArchitectural Impact ManagementVerificationValidation

Architecture Governance

Roadmap DevelopmentProject Design OversightSupplier and Product StandardsEnterprise Architecture RoadmapCentres of ExcellenceTechnology Risk ManagementQuantitative Architecture Governance

Support Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganisational Environment for Integration

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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”

Val

ue t

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usto

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Competitive Advantage

Process Best Practice

CommonalityCompetitive Advantage

Application–enabled reengineering

Balancing four forces helps becomes key

A B C D

Business Processes

Applications

Data

Infrastructure

A B C D

Business Processes

Applications

Data

Infrastructure

Common/Shared

Common/Shared

Common/Shared

Common/Shared

“Big” Environment

SOA Environment“Different”

“Common”

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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 leaders

provide structured assessment to support fit for purpose benefits definition and tracking, helping the “right” projects to be selected

provide traceability and truly aligning business and technology, increasing satisfaction and predictability of project and enterprise outcomes

help realise business strategy by enabling vision to be 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

Today the industry average is c.50% project success (on time, on budget, to expectation)

We find investing in Architecture leading practices (complementing Solution Delivery leading practices)

delivers 90%+ project success on a sustainable basis

Today the industry average is c.50% project success (on time, on budget, to expectation)

We find investing in Architecture leading practices (complementing Solution Delivery leading practices)

delivers 90%+ project success on a sustainable basis

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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 commitment to develop a mature Architecture capability is 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

SOA needs the “A”!SOA needs the “A”!