L Impatto della SOA sulle competenze e l organizzazione ICT di Fornitori e Clienti

Transcription

1 L Impatto della SOA sulle competenze e l organizzazione ICT di Fornitori e Clienti Francesco Maselli Technical Manager Italy Milano, 6 Maggio 2008 Aula magna di SIAM

2 CONFIDENTIALITY STATEMENT AND COPYRIGHT STATEMENT ** CONFIDENTIAL AND PROPRIETARY** THE INFORMATION CONTAINED HEREIN IS CONFIDENTIAL AND PROPRIETARY TO SOFTWARE AG, AND MAY NOT BE REPRODUCED, DISSEMINATED, PUBLISHED, OR USED IN WHOLE OR IN PART WITHOUT THE WRITTEN AUTHORIZATION OF WEBMETHODS, A DIVISION OF SOFTWARE AG Copyright 2008 by Software AG. All rights reserved including the right of reproduction in whole or in part in any form. The Change in IT Skills from SOA Page 2

3 Software AG Today Over 38 Years in Software Over 4,000 enterprise customers 3,600 professionals worldwide Global Presence in 70 Countries The New Software AG

4 The evolution of the Software industry IT Focus Build Buy Compose Core systems Corporate payments Claims management Billing system Supporting systems HR Payroll CRM Web Services Integration Infrastructure Process Automation SOA and Governance Integration Modernization The New Software AG: The Leader in The Change Infrastructure in IT Skills from Software SOA Page 4

5 Infrastructure Software changes the game Current Model New Model App App App Middleware IT Operations Value Creation Cost Savings App App App IT Operations Infrastructure Automate Processes Govern SOA Integrate Modernize for re-use The Change in IT Skills from SOA Page 5

6 Our Vision -- Get You There Faster! Providing the freedom to create, adapt and evolve your business By giving you the power to liberate and govern your business process, people, technology assets and organizational information. The Change in IT Skills from SOA Page 6

7 Software AG s solutions The Change in IT Skills from SOA Page 7

8 SOA and the IT Organization SOA will expose the gap between the disciplined and undisciplined IT organization, creating the opportunity for fantastic success and spectacular failure.* *Eric Austvold AMR Research The Change in IT Skills from SOA Page 8

9 Spread of undisciplined SOA $$$$$ The Change in IT Skills from SOA Page 9

10 Rise of the Shared Services Organization As IT Organizations seek to consolidate costs, many are moving towards shared service models as they also move towards SOA Bus Group 1 Bus Group 2 Bus Group n IT Services Services Process Definitions and Execution The New Shared Services Organization Integration Competency Common Data and Semantics Architecture and Governance Centralized Project Prioritization Dev Group 1 Dev Group 2 Dev Group n Hardware Telecomm Traditional Shared Services - Infrastructure Operating Systems Systems Management although the mission of the shared services organization varies from light coordination to strong delivery responsibility depending on organization style. The Change in IT Skills from SOA Page 10

11 Operationally, the Shared Services Organization enables overall IT delivery Maintain a single-view of SOA Assets Create or Extend disciplines around SOA Governance and Lifecycle Management Reduce Complexity and Increase Accessibility of Overall IT Asset Set Provide Consistent Training to Delivery Teams in Asset Usage and Evolution Build and enforce development standards Coordinate technology investment with enterprise architecture and business strategy teams The Change in IT Skills from SOA Page 11

12 #1 Enemy of Reuse - COMPLEXITY It s too hard to understand what services exist in the enterprise Bus Group 1 Bus Group 2 Bus Group n Solution: Registry, Security, and Metadata Management The New Shared Services Organization It s too hard to access a service Dev Group 1 Dev Group 2 Dev Group n Solution: Bus Architecture Traditional Shared Services - Infrastructure It takes too long to implement because I m dependent on other projects or service implementations Solution: Lifecycle Management, Release Management, Versioning Strategy, Automated Testing Another application clobbers my service in production, bringing my application down Solution: Web Services Management, Process Management, Activity Monitoring I can t prove that using a shared service is cheaper than building a new one Solution: -focused funding and allocation models to support SOA The Change in IT Skills from SOA Page 12

13 Fostering the Culture of Re-Use Some Common Cultural Inhibitors to Re-use: Increased Dependency, Loss of Control, I can build the better mouse trap, Needing to Talk to People in Other Groups, Diffusion of Focus Example Tactics to Help Address (The Carrot Model) The registry must become integrated into the workspace of multiple stakeholders Regular meetings, events, and ongoing education regarding available assets a must! Management must reward delivery teams on both building and consuming reusable services The Change in IT Skills from SOA Page 13

14 Providing ROI or Demonstrating ROI? ROI? IT ROI? The Change in IT Skills from SOA Page 14

15 Funding / Budget for Shared Services What s the Answer? Allocation Models often deployed in the industry: He who comes to the river builds the first bridge Funding Level belief IT Funding infrastructure team responsible for mitigating complexity and cost Cost Shielding Net zero, hiding ABC Costing Chargeback Unit Mechanisms often deployed: Shared service units virtual units created based on underlying consumption of assets exposed as a transaction rate Tiered service units virtual units based on underlying consumption, level of service, and/or consumer Pool Higher level distribution of cost of enterprise assets not based on direct usage (based on revenue, LOB employee count, etc) The Change in IT Skills from SOA Page 15

16 Process Centricity Moving Automation towards the Exception Handling Payment Request OFAC, AML, & Other Checks Validation & Pre-processing Clearing & Settlement Scheduling & Account Posting Bank Company Web Service Assets Software AG Integration Layer ERP ERP-1 ERP-2 ERP-3 Databases Packaged Apps App Servers Mainframes The Change in IT Skills from SOA Page 16

17 Alignment Fully Exposed to the Expectation Setting / Relationship Management isn t Clairvoyant solution direction will change The Change in IT Skills from SOA Page 17

18 Organizational Functions Strategy Architecture Development IT Organizational Governance Overall alignment of business goals, multi-year plans, and opportunities. Cross-functional team responsible for ensuring optimal alignment of IT capability with business goals - minimizing implementation, runtime, and evolution costs, as well as minimizing complexity, downtime, and technology risk. -focused function of determining tactile change to business operations (leveraging IT capability) to improve business results / meet business goals. Overall IT governance capability extending from Project Management to systems development to testing to release and change management to system support. Integration Application Delivery Includes traditional EAI and B2B disciplines, connecting applications together with re-usable interfaces and interapplication standards. Includes application development and packaged application customization and implementation disciplines. The Change in IT Skills from SOA Page 18

19 SOA maturity correlates with Architecture effectiveness IT Centric, Bottoms Up IT Centric, Top Down LOB Integrated Strategy Strategy Strategy Development Development Architecture IT Organizational Governance Architecture Development Architecture IT Organizational Governance IT Organizational Governance Integration Integration Integration Application Delivery Application Delivery Application Delivery The Change in IT Skills from SOA Page 19

20 SOA Governance Definition Governance: SOA Governance: encourage The action or manner of governing A decision or accountability framework to desirable behavior in an IT Organization that has adopted SOA Effective IT (and SOA) governance addresses 3 questions: What decisions must be made to ensure effective management and use of SOA? Who should make these decisions? How will these decisions be made and monitored? The Change in IT Skills from SOA Page 20

21 Waterfall Methodologies and SOA The Premise: Change during a project is expensive, so define everything up front so nothing needs to change SOA Impact Considerations: Architects at the front of the Waterfall Process need to have tight integration with service registries. Specifications need to be updated as service versions evolve in outside efforts Use and modification of services x-project must be handled via outside governance Services developed are enterprise assets testing and release of service sub-components may need to move towards iterative models Testing during the dev cycle needs to adopt automation and continuous regression concepts Functional Domain Models hugely important Process-centric business development moves out of purview of application development to BPM which can be a difficult transition The Change in IT Skills from SOA Page 21

22 Agile / Iterative Methodologies and SOA The Premise: Change during a project is expensive And Unavoidable so do everything possible to minimize the cost of change SOA Impact Considerations: Just in Time building can limit future re-use opportunities for services without careful consideration This project only philosophy can make it challenging for effective outside governance enforcement There is typically no re-use metric within these methodologies Integrated testing model fits amazingly well with SOA Closer involvement of business sponsors can facilitate line between business logic hard-coded within services and process logic / business rules held in more flexible, abstracted technology The Change in IT Skills from SOA Page 22

23 Changes Application Delivery Strategy Application Development Methodology Impact Architecture Development IT Organizational Governance Integration Working with Packaged Vendors to Expose Services Role Changes Policy Management / MetaData Application Delivery Abstraction of Rules and Process Definitions The Change in IT Skills from SOA Page 23

24 Role Changes Strategy Architecture Development IT Organizational Governance Integration Application Delivery Application Architects: The specialization between application and enterprise architects grows Enhanced knowledge of the company s inventory of service assets required Run-time information and service level exchanges required for web services in building applications Service Developers: Testers: Building towards a detailed policy for service definitions Services begin to give up process logic to outside orchestration Good understanding of object and functional models End-to-end, automated regression testing important Version testing important Must begin to gain greater system design understanding The Change in IT Skills from SOA Page 24

25 SOA-ing the Integration Competency Center Strategy Architecture Development IT Organizational Governance Integration Service-enabling existing proprietary End- Points Evolving Point Integration to Service Bus Composite Service Creation Metadata / Policy Management Application Delivery Web Services Management Integrated / Automated Composite Testing The Change in IT Skills from SOA Page 25

26 Organizational Governance Strategy Governance more than any other area will drive the success or failure of a scalable SOA strategy LOB Project Prioritization along Pre-Agreed Axis Architecture Higher level IT Processes are implemented at the services layer: Management, Change Management, Configuration Management Asset Development Project Governance of SOA Usage / Adoption IT Organizational Governance Integration Governance of Process Usage / Adoption Governance of Development and Application Architecture The Registry Owner lives here Application Delivery Think about how other technology assets are managed and you are on the way The Change in IT Skills from SOA Page 26

27 Rise of the SOA Enabled Analyst Greatest Impact in terms of Efficiency Strategy Architecture Development The true key between IT Integration 2.0 and - Agile SOA The SOA Analyst - Expanded Roles = New Training and Concepts!! IT Organizational Governance Integration Application Delivery BPM / BAM Embedded in the SOA -level Semantics True Process Improvement Discipline Huge Value and potentially huge cultural threat The Change in IT Skills from SOA Page 27

28 Architecture Front and Center Strategy SOA Mandates the end of the Ivory Tower Architecture Development IT Organizational Governance Integration Application Delivery Increased control = increased accountability and measurements Multi-Year view combined with incremental ROI measurement Technology-first infatuation is a detriment In some organizations these teams are evolving to delivery centers for Assets The Change in IT Skills from SOA Page 28

29 Communication with the Strategy Architecture End of the silos Development IT Organizational Governance Integration Requires maturity in the face of true IT execution capability Process-centric focus drives more complex IT- LOB relationships Application Delivery The Change in IT Skills from SOA Page 29

30 Organizations ARE retooling for SOA delivery Reduced Order Time Faster Products to Market Incremental investment for transformational ROI New business partners and customers through better channel delivery Regulatory demands being met without out rip and replace required The Change in IT Skills from SOA Page 30

31 Get There Faster! Software AG