Soa bpm system_analysts_0311

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SOA & BPM

Avi Rosenthal Architectures &Technologies Consultant

Blog: http://avirosenthal.blogspot.com/ e-mail: [email protected]

Methodological and Organizational aspects

The annual Israeli Systems Analysts Conference 2011

http://avirosenthal.blogspot.com/

mailto:[email protected]

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Presentation Goals

Understanding the methodological difference between SOA/BPM and previous paradigms

Understanding current methodologies and tools positioning

Understanding SOA& BPM Organizational effects Understanding why common reasons for SOA & BPM

projects failure are Methodological and Organizational and not necessarily Technological

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Speaker’s Qualifications

30+ years in IT SOA Consultant and thought leaderLeading the SOA Forum of the Israeli Association of

Information Processing and Lecturing on SOA and BPM

Technologies and Architectures Consultant for +40 organizations.

SOA Consultant and thought leader Worked for leading Analysts: Gartner, Giga Assessing software products behalf VCs

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The Facebook & Twitter GenerationRevolution in Egypt, Tunisia…

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SOA/BPM

Revolution in Information Systems New Paradigm different from the traditional approach New Methodologies New tools New Organizational approach and new

Organizational Rules

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Agenda

SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other initiatives? Wrap-up

Copyrights Avi Rosenthal 2011,all rights reserved

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Agenda


Copyrights Avi Rosenthal 2011,all rights reserved

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Change essence

Simple non-technical Representation of Business Components by Information Systems, enabling Business Users to understand the system. Graphical Presentation Abstraction

Scope: Enterprise or Virtual Enterprise and not a System

Common Services for systems

Cross Systems Processes

Goals: Business & IT .Alignment, Agility , Ease of Change, Dynamic Enterprise

Copyrights Avi Rosenthal 2011,All rights reserved

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SOA

Copyright: Avi Rosenthal, 2011. all rights reserved

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BusinessServices

EnterpriseResources

Integration

Data Apps.

BusinessProcesses

Data ERP CRM

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BPM: 4 Tiers Architecture

Data

Applications

Processes

Presentation

BPM

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Service

Service is the Atomic unit of Service Oriented Architecture

Defined in the Enterprise or Virtual Enterprise A Coarse Grained Component Computerized Service represents a Business Service

Copyright: Avi Rosenthal, 2011.all rights reserved

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http://bobbreedlove.com/tech/images/soalogo.gif

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Agenda


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Methodological Principles

Enterprise and not a SystemParticipation of all departments in Steering Committees,

DRs etc.Identifying Systems that may use Service/Process prior to

Service/Process development. Analysis focused on Enterprise and not on a Single

System Participation and involvement of Business units Reuse before Development Thinking on Concrete and on Architectural levels

It is easy to address the concrete level, and ignore Architectural level

Copyrights Avi Rosenthal, All

rights reserved

Copyrights Avi Rosenthal, all rights reserved

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SOA Governance

Policies

קונקרטי SOA/BPM Development

SOA/BPM Deployment

Architectureארכיטקטוני

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SOA Pilot: The concrete level

Copyright: Avi Rosenthal, 2011 all rights reserved

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Visibility

Risk

Low High

LowH

igh

SOA Pilot

Are the Services good candidates for inclusionIn Enterprise Architecture? Could the Servicesand Processes Reused by other systems?

Copyrights Avi Rosenthal 2011, All rights reserved

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Tools for SOA/BPM System Analysis

UMLActivity Diagrams Processes State Diagrams EventsUse Case Diagrams Services, ProcessesSoaML OMG’s UML extensions for SOA modeling

Contextual Business Analysis Capabilities Analysis Services Future Reuse Workshops

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CMMI

Source: Wikipedia


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Maturity

SOA/BPM Maturity Models are based on Capability Maturity Model Integration (CMMI)

No standard SOA Maturity Model

Different models: Sonic, IBM, Open Group, Oracle etc.

Transformation to SOA/BPM is a long journey. An attempt to skip on Maturity levels is doomed

to failure.

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Silo

Level 1

Services

Level 4

Composite Services

Level 5

VirtualizedServices

Level 6 Level 7

DynamicallyRe-Configurable

ServicesComponentized

Level 3

Integrated

Level 2

Modules ServicesProcess Integration

via Services Dynamic Application

AssemblyComponentsObjectsApplications

Structured Analysis & Design

Service OrientedModeling

Service OrientedModeling

Grammar OrientedModeling

Component Based Development

Object OrientedModelingMethods

Function Oriented

ServiceOriented

ServiceOriented

ServiceOriented

Function Oriented

Function Oriented

Business View ServiceOriented

Service Oriented Modeling

Process Integration via Services

Platform Specific

Platform Specific

Technology NeutralDynamic Sense & Respond

Platform Specific

PlatformSpecificInfrastructure

Monolithic Architecture

Emerging SOA

Grid Enabled SOADynamically Re-

Configurable Architecture

ComponentArchitecture

Layered ArchitectureArchitecture SOA

PlatformIndependent

Application Specific Skills

Technology AdoptionCultural & behavioral

TransformationHuman Service BusIT GovernanceIT TransformationGovernance &

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 establishedInformation

Enterprise wide standardized Data

vocabularies

Service Foundation Levels

Open Group Service Integration Maturity Model – Matrix 2.1.07 – w/Management

ApplicationSpecific

Service Specific

VirtualizedDynamic Sense & Respond

Platform Specific

PlatformSpecificManagement

ServiceIndependent

Copyrights Avi Rosenthal 2011, all rights reserved

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Life Cycle Management (LCM)

Multiple layers LCM

Service, Process, Architecture, Component Service LCM is more difficult than Change

Management of other entities, due to less predictible usage patterns

Best Practices

managing Services as Products

Multi Version

Inform users about future changes

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Process Life Cycle

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Monitor

Optimize

Business Process

Monitoring(BAM)

Implement

Deploy

Execute

Business Process Execution (BPE)

Model

Simulate

Business Process Analysis (BPA)


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Agenda


Coptrights Avi Rosenthal 2011, All rights reserved

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Reuse Culture

Reuse is a major benefit of SOA/BPM No Reuse without Reuse Culture Organizational aspects to change to Reuse CultureWho is rewarded?

British Telecom2001- beginning of SOA - 2009 SOA bases enterprise 14 Platforms, 3,500 Systems Reuse which is shortening Development cycle and enabling shorter

Time To Market of products and Services A Developer who is developing code instead of Service Reuse may

lose an Annual Bonus

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Center of Excellence (COE) One COE for SOA and BPM Plays a key role in the beginning of SOA/BPM initiative

Members represent different roles:Architects, Business Systems Analysts, Business people,

Developers, Integration experts etc.

Center of skills and knowledge responsible for Policy, Guidelines, Architecture, Training, Requirements etc.

Control conflict of interests: Enterprise vs. System

The Center of Excellence is leading the transformation process to SOA/BPM with support of the management team.


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New Roles

Service Librarian Innovation Expert Process Systems Analyst Significant Changes in Processes and services could

lead to Organizational changes Role of manual Process expert could be obsolete

Organizational Changes should be postponed to

advanced stages of SOA/BPM Initiative

Copyrights Avi Rosenthal 2011, all rights reserved

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Accounting Model

The traditional model of all development costs attributed to the Cost/Profit Center developing the System is no more applicable

A new model of sharing development costs between developer department and future Services/ Processes users is required

The model may vary according to Enterprise characteristics

It should address issues such as timing of payments and amount of payments by Future users

Without changing the Accounting model there will ne no motivation to develop Services/Processes for Reuse


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Services/Processes Ownership

Central Distributed Service/Process Developer Who is the Owner of Services in the Public Cloud? Trust and Collaboration are prerequisites for Loosely

Coupled Services implementation

The Ownership model depends upon factors such as Geographical Distribution, Enterprise Size and the level of skills


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Agenda

SOA & BPM a new way of thinking Methodological aspects Organizational aspects Why SOA initiatives fails more than other

initiatives? Wrap-up

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Why SOA initiatives failure rate is higher?

ITללא Business Systems approach instead of Enterprise based Organizational aspects Project instead of Endeavour Size and Duration of the SOA Endeavour Focusing on concrete application/ infrastructure

instead of Architecture Inadequate Maturity level No Reuse Culture No appropriate consulting


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Agenda


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Wrap-Up

Enterprise focus instead of System focus Abstraction and multiple Layers Business and IT Alignment The transition to SOA/BPM is a long journey Business and IT and not IT Only. Most failures Due to Organizational and

Methodological reasons and not because of Technology


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Q&A

For additional informationhttp://avirosenthal.blogspot.com/

http://avirosenthal.blogspot.com/

Documents

Soa bpm system_analysts_0311