SOA Revisited. When B3 comes into play. Dr. Wolfgang Martin Analyst and ibond Partner. IBM IOD EMEA, Berlin, June 2009

Transcription

1 SOA Revisited When B3 comes into play IBM IOD EMEA, Berlin, June 2009 Dr. Wolfgang Martin Analyst and ibond Partner

2 SOA Revisited Agenda SOA back to the question SOA plus B3 SOA Basics SOA and SaaS Governance Matters Beyond SOA SOA? Think Beyond IT! S.A.R.L. Martin

3 The Enterprise View on SOA Strategic Approaches Impacts Results Integration Standardization Automation Flexibility Information Management On Demand Higher Productivity Optimized Resources Reduced Complexity Higher Through Put Reduced Error Rate Less Returned Goods Reduced Time-to-Market More Satisfied People Better Ranking & Rating Increased Margins Cost Leadership Quality Leadership Market Leadership Efficiency Effectiveness Agility S.A.R.L. Martin Measure!

4 The Process-Oriented Enterprise Management Focus Industralization of Processes (Operational Excellence) Flexibility of Processes (Agility) Supplier Enterprise Customer Governance, Risk, Compliance Embedded Intelligence Collaborative Process Department Performance Management Processes are Across and Beyond Functions, Departments, and Corporate Boundaries S.A.R.L. Martin

5 Basic Definitions A business process is a set of activities and tasks carried out by resources (services rendered by people and machines) using different kinds of information (structured & unstructured) by means of diverse interactions (predictable & unpredictable) governed by management policies and principles (business rules & decision criteria) with the goal of delivering agreed upon final results (strategies & goals) Separate processes from rules. Their relationship is n:m S.A.R.L. Martin

6 SOA plus B3 (BPM, BRM, BI) Processes and rules are independent from applications Execute collaborative business process Rules Engine Process Engine Business Process Management Business Rules Management S.A.R.L. Martin Service-Oriented Architecture Model Analysis, Design, Test, Simulation Performance Management BI Plan, Monitor & Control Metrics, Business Intelligence

7 Enterprise Performance Management EPM is a business modell enabling the enterprise to continuously harmonize business goals and processes and keep them consistent. EPM means, planning, monitoring and controlling of ALL processes. You can only manage, what you can measure You should only messure, what management can action S.A.R.L. Martin

8 Re-Positioning BI in a SOA Strategic Approaches Impacts Closing Results the loop S.A.R.L. Martin Integration Standardization Automation Flexibility Information Management You can On Demand only manage what you can measure. Higher Productivity Optimized Resources Reduced Complexity Higher Through Put Reduced Error Rate Less Returned Goods Reduced Time-to-Market More Satisfied People Better Ranking & Rating Increased Margins Measure! Cost Leadership Quality Leadership Market Leadership EPM is Efficiency beyond reporting. Effectiveness It turns Agility information into action.

9 SOA Definitions (I) An SOA is an special Architecture that is Service Oriented An SOA must be managed as any Architecture SOA? Think Beyond IT! Service Orientation is a model for Collaboration between Consumers and Producers. It is based three principles: Consistent Result Responsibility (Execution and Control) Unambiguous Service Level (Time, Cost, Quality, Input and Output) Proactive Event Sharing. (Notification of Change of Status and of any Unforeseen Events) An SOA is non-technical and can be applied to any type of Collaboration. An SOA is also a Model for Virtualization S.A.R.L. Martin

10 SOA Definitions (II) A Service is a functionality that is typically triggered by a request answer via a standardized interface and is consumed in accordance with an SLA. A Service is a special form of a software component. (LEGO) Services follow the Sub Service Principle. That means that a service can activate and consume other services but can likewise be activated and consumed by other services itself S.A.R.L. Martin

11 SOA Market Maturity Question 2 What is the importance of SOA for your enterprise? SOA Check Very high high medium low very low Index 3,60 3,47 3, S.A.R.L. Martin

12 SOA Market Maturity Question 5 What are the strategic goals of your enterprise when implementing a SOA? (the 3 subjectively most important goals) Improving flexibility 27% 23% 28% Optimizing business processes 21% - - Reducing time-to-market 14% 15% - Empowering innovations 8% 9% 9% Improving productivity 7% 14% 13% Reducing costs 5% 11% 15% S.A.R.L. Martin

13 SOA Market Maturity Question 6 Does your enterprise already use a SOA? No, we do not plan a SOA No, but a SOA is planned Yes S.A.R.L. Martin

14 SOA Market Maturity Question 7 How advanced is your enterprise in building an enterprise wide SOA? Final stage 15% Still planning 17% Well on the way 43% Early stage 25% S.A.R.L. Martin

15 SOA Projects Question 30: How many SOA based processes and services are already implemented? 50,00% 45,00% 40,00% 35,00% 30,00% 25,00% 20,00% 15,00% 10,00% 5,00% 0,00% 46,77% 33,87% 19,35% Unter Über 10 less than more than 10 Processes More than40 34% % Les than10 26% Services % S.A.R.L. Martin

16 Development Services IT Management Services Service Models in a SOA Collaborative Business Process Information Services Analytical Services Rules Services Operational Services Collaborative Services Data Integration Plattform Services Repository Enterprise Service & Service Data Bus Third Party Services (SaaS) Application Services Access Services Infrastructure Services External Data Data Warehouse Unstructured Data Operational Data S.A.R.L. Martin

17 Service Life Cycle Management Continuous Service Improvement Service Design Service Transition Service Strategy Service Execution Strategy Portfolio, Planning, Governance Design Requirements, Infrastructure, Modelling Implementation Building, Testing, QS, Deployment Operations Support, Reporting Continuous Service Improvement Service Management after etom and ITIL V3 after: itsmf International The IT Service Management Forum S.A.R.L. Martin and TMF (Telemanagement-Forum)

18 Service Aggregation and Configuration Service Catalog Products and Service Provisioning Processes Business Services Service Assets Active Catalog Infrastructure Services Each Layer is Published by a Service Catalog S.A.R.L. Martin

19 Technology SOA plus B3: Governance Enterprise Strategy Goals & Objectives Organisation Processes Rules People Driving the Enterprise Sensors Policies Metrics Culture S.A.R.L. Martin

20 SOA Governance Question 14: SOA Governance yes no, but no, in preparation not planned S.A.R.L. Martin

21 SOA Projects Question 35: How did you align business and IT when implementing your SOA? other 10% Our SOA implementation is an IT project only 24% We accompany SOA projects principally by change management 35% We accompany our SOA implementation by communication and marketing, but not by change management 31% S.A.R.L. Martin

22 SOA Projects Question 36: Who sponsors your SOA? other Not clearly defined Executive Business Management CIO CPO S.A.R.L. Martin

23 SOA and B3 Processes matter, process orientation is a key success factor A SOA fosters flexibility and agility by application independent processes and rules. reduces risk and enables fast reactions by embedded analytics creates transparency by integrating structured and unstructured IT (ECM, Office, CAD/CAM) empowers people and processes by collaborative services (P2S, P2P, Web 2.0) Take Aways SOA = Software for Change S.A.R.L. Martin

24 Complexity Beyond SOA... Standard Software BPM Business/IT Fusion and the Underground IT Mashups for situative and creative processes Enterprise Department Team Person Managing the Long Tail IT backlog: the SOA advantage S.A.R.L. Martin

25 Beyond SOA: Business Mashups Industrialization of IT: Becoming Lean by component oriented platform production (LEGO Kits) Pre-manufactured components and construction rules and policies Dynamic business applications, solution templates Composition of Business Services through internal or external Services (SaaS) per Business Mashups The architecture is a SOA: it fosters Software for Change. The result: agile Business Services S.A.R.L. Martin

26 ...when B3 comes into play B3 is the Business Value of SOA. SOA and Services are well alive. Thank you very much White Paper on BPM and SOA: Downloads (free of charge) Contact: S.A.R.L. Martin