© 2007 ibm corporation soa: an ibm perspective tomas kadlec senior it architect
TRANSCRIPT
© 2007 IBM Corporation
SOA: An IBM perspective
Tomas Kadlec Senior IT Architect
© 2007 IBM Corporation
Agenda
SOA Definitions
SOA Emphasis on Business/IT partnership
SOA Governance
IBM SOA Products and Solutions
SOA Adoption
© 2007 IBM Corporation
… a service?
A repeatable business task – e.g., check
customer credit; open new account
… service orientation?
A way of integrating your business as linked
services
… service oriented architecture (SOA)?
An IT architectural style that supports
service orientation
… a composite application?
A set of related & integrated services that
support a business process built on an SOA
What is …..?
© 2007 IBM Corporation
What is a Service?
Service
A Service is a discoverable software resource which has a service description. The service description is available for searching, binding and invocation by a service consumer. The service description implementation is realized through a service provider who delivers quality of service requirements for the service consumer. Services can be governed by declarative policies.
Source: IBM SOA Center of Excellence
© 2007 IBM Corporation
A programming model complete with standards, tools, methods and technologies such as Web services
Capabilities that a business wants to expose as a set of services to clients and partner organizations
An architectural style which requires a service provider, requestor and a service description. It addresses characteristics such as loose coupling, reuse and simple and composite implementations
Implementation
Architecture
Business
OperationsA set of agreements among service requestors and service providers that specify the quality of service and identify key business and IT metrics
Roles
Service Oriented Architecture Different Things to Different People
© 2007 IBM Corporation
IT’s Architectural Evolution: Making IT More Responsive
Services(SOA)
MonolithicArchitectures
Pre 1950’sTo 1960’s
1970’s to mid 1980’s
Mid 1990’s toearly 2000’s
Today Late 1990’s
Sub-routines/Remote
ProcedureCalls
RemoteObject
Invocation
MessageProcessing
Enterprise Application Integration
(EAI)
1980’s tomid 1990’s
Increasing Modularity to Achieve Flexibility
© 2007 IBM Corporation
Message Queuing
Abstracts the connectivity
logic from the application
Message Brokering
Abstracts the connectivity +
mediation logic from the application
Service Orientation
Reduces application to its core business
functions(i.e. a service)
Application Application
Direct Connectivity
All connectivity, mediation and
additional logicburied in the application
Application
Lin
es o
f co
de
SOA: The Next Step on the Connectivity Evolution
Increasing Modularity to Achieve Flexibility
Application Services
Connectivity,mediation &
process-control logic
Mediation & process-control
logic Process-control logic
Connectivity logic
Connectivity andmediation logic
Connectivity,mediation & process-
control logic
© 2007 IBM Corporation
Service-oriented
To:
Function-oriented
From:
Business Needs Are Driving a Shift in IT
Implementation abstraction
Structure applications using services
Orchestrated solutions that work together
Incremental development cycles
Build to change
Known implementation
Structuring applications using components and objects
Tightly coupled
Application silos
One long development cycle
Build for permanence
Loosely coupled
© 2007 IBM Corporation
Key Standards for SOA
SOA and Web Service Standards
Business Services: Service Offerings and Componentse.g. Book_Flight, Low_Fare_Search, Update_PNR_Data
Evolving Industry Semantics(ACORD, FIXML, OTAXML, UCCNet, ebXML)
Service Orchestration (WS-BPEL)
Service Discovery (WSIL, UDDI, RAS)
Service Invocation & Messaging (WS-I, SOAP)
Service Description (WSDL, RAS)
XML (Infoset, Namespace, Schema)
Network Protocol (HTTP, SMTP, Other)Infr
astr
uctu
re S
tand
ards
Sem
antic
Sta
ndar
ds
Sec
urity
(W
S-S
EC
)
Tra
nsac
tions
(W
S-
Tx)
Man
agem
ent
© 2007 IBM Corporation
Don’t confuse implementation technology and an unfortunate overloading of the word Service with SOA
Web Service standards can be used to implement a service
´The two are not the same thing: Many of today's production Web Services systems aren't
service oriented architectures they're simple remote procedure calls or point-to-point
messaging via SOAP or well structured integration architectures
Many of today's production service oriented architectures don't primarily use Web Services they use ftp, batch files, asynchronous messaging etc. -
mature technologies
However, SOAs often employ Web Services successful SOAs rely on open standards
© 2007 IBM Corporation
How Do We Define Business/IT Alignment?
“The process through which business
people and IT delivery
organisations collaborate to create
an environment in which
investment in IT and delivery of
IT services reflect business
priorities … in which business
priorities are influenced by
understanding of IT capabilities
and limitations.”
“On IT-business Alignment” Macehiter Ward-Dutton, Feb 2005
Collaborative business and IT decision making that ensures:
IT investments are made based on business priorities
IT service delivery provides a business result
Business priorities are assessed with IT capabilities and limitations in mind
© 2007 IBM Corporation
Division “A” Division “B” Division “C” Division “D” Division “E”
The Vertical Silo Problem
© 2007 IBM Corporation
Where Are We Heading – Service Oriented Architecture
Outsourced
Supplier
Shared Services
Division(s)
Customer
© 2007 IBM Corporation
What do you really mean by SOA Governance …
Governance comes from the root word
“Govern”. Governance is the structure of
relationships and processes to direct and
to control the SOA components in order
to achieve the enterprise’s goals by
adding value while balancing risk versus
return
The governance model defines:
What has to be done?
How is it done?
Who has the authority to do it?
How is it measured?
Processes
People
Technology
Services
The focus of SOA is the
Services Model
© 2007 IBM Corporation
SOA requires effective IT Governance
Increasing Share Price Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance
Increasing Profits “Top performing enterprises succeed where others fail by implementing effective IT governance to support their strategies. For example, firms with above-average IT governance following a specific strategy (for example, customer intimacy) had more than 20 percent higher profits than firms with poor governance following the same strategy.”
Increasing Market Value “On average, when moving from poorest to best on corporate governance, firms could expect an increase of 10 to 12 percent in market value.”
“Effective IT Governance is the single most important predictor of value an organization generates from IT.”
MIT Sloan School of Mgmt.
Source: MIT Sloan School of Mgmt.
© 2007 IBM Corporation
BusinessOpportunity
TechnologyAvailability
Planning
Model & Assemble
Strategy
Deploy & Manage
SOA Governance in contextIT and Operations align with Business
BusinessStrategy
InformationTechnology
Strategy
ITArchitecture
Business Operating Environmentand IT Infrastructure
IT Solutions
BusinessArchitecture
En
terp
rise
-wid
e fo
cus
Consistent Service Model
ReconcileMultiple
Viewpoints & Interests
© 2007 IBM Corporation
SOA Reality Check - Drivers
© 2007 IBM Corporation
SOA Reality Check - Inhibitors
© 2007 IBM Corporation
Atomic Service Composite Service Registry
Servicesatomic and composite
Operational Systems
Service Components
Consumers
Business ProcessComposition; choreography; business state machines
Service P
rovid
erS
ervice Co
nsu
mer
Inte
gra
tion
(En
terp
rise S
erv
ice
Bu
s)
Qo
S L
aye
r (Se
cu
rity, M
an
age
men
t & M
on
itorin
g In
frastru
cture
Se
rvice
s)
Data
Arc
hitec
ture (m
eta-d
ata) &
Bu
sin
ess
Intellig
en
ce
Go
ve
rna
nc
e
Channel B2B
PackagedApplication
CustomApplication
OOApplication
SOA Reference Architecture: Solution View
© 2007 IBM Corporation
SOA/ODOE Reference ModelSOA is the Instantiation of the on demand Operating Environment
Business Innovation & Optimization Services
Dev
elo
pm
ent
Ser
vice
s
IT S
ervi
ceM
anag
emen
t
Infrastructure Services
Business Services
Use
rB
usi
nes
s
Application Services
Enterprise Service Bus
© 2007 IBM Corporation
SOA/ODOE Reference Model Composite
Business Innovation & Optimization Services
Dev
elo
pm
ent
Ser
vice
s
IT S
ervi
ceM
anag
emen
t
Business Services
Use
rB
usi
nes
s
Application Services
ESB
Infrastructure Services
Resource Virtualization Services
Utility Business Services
Service Level Automation and Orchestration
© 2007 IBM Corporation
SOA Reference Architecture: Middleware Service View
Ap
ps
&
Info
As
sets
Business Innovation & Optimization Services
Dev
elo
pm
ent
Ser
vice
s
Interaction Services Process Services Information Services
Partner Services Business App Services Access Services
Integrated environment for design
and creation of solution
assets
Monitor, manage
and secure services,
applications &
resources
Facilitates better decision-making with real-time business information
Enables collaboration between people,
process & information
Orchestrate and automate business
processes
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitates interactions with existing information and application assets
ESBFacilitates communication between services
IT S
ervi
ceM
anag
emen
t
Infrastructure Services
Optimizes throughput, availability and performance
Manages diverse data and content in a
unified manner
© 2007 IBM Corporation
Interaction Services Information Services
Partner Services Business App Services Access Services
DevelopmentServices
Management Services
Infrastructure Services
Enables collaboration between people, processes &
information
Manages diverse data and content in a unified manner
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitate interactions with existing information and
application assets
Integrated environment for
design and creation of
solution assets
Manage and secure
services, applications &
resources
Optimizes throughput, availability and utilization
Ap
ps
&
Info
As
sets
Process Services
Business ServicesSupports enterprise business process and
goals through businesses functional service
Enterprise Service Bus
Orchestrate and automate business processes
Separation of Concerns The SOA Reference Architecture in Action
EJBs
FederatedQuery
DBAccess
DBAccessSiebel
Adapter
CICSAccess
Business Dashboard
Open Account
Portal
Approved
CommunityManager
IT Management Console
© 2007 IBM Corporation
ESB
ER_StockQuoteEP_
StockQuoteXMethod
XmethodsXmethods
IBM HurleyEngland
IBM HurleyEngland
• Requests for a stock quote come into the ESB from a servlet.• The incoming message is a SOAP/JMS message which is then passed through the Bus from the External Requester to the External Provider• The External Provider passes the converted SOAP/HTTP message to the external Web Service (XMethods)• The reply is passed back through the Bus to the Requester.
© 2007 IBM Corporation
ESB
XmethodsXmethods
ER_StockQuoteEP_
StockQuoteXMethod
StockQuoteMediation
Subsystem
logger
IBM HurleyEngland
IBM HurleyEngland
IBM HurleyEngland
IBM HurleyEngland
• This time, the request is pass through a Mediation Module.• The Mediation Module uses a MessageLogger Mediation Primitive to log the message to a database.• The Request continues on its way as before: passed to the External Provider to be sent to XMethods.
© 2007 IBM Corporation
ESB
XMethodsXMethods
ER_StockQuoteEP_
StockQuoteXIgnite
• This time, when the request passes through the Mediation Module, a TableDrivenFilter Primitive is used to look up the userid in a table of “gold” users.• If the user is a gold customer, the request will be passed to a different external Web Service (offered by XIgnite) otherwise it will continue as before.• Because the message formats differ, the request is first passed through an XSLT Primitive that will transform the message using an XPath expression.• The response from XIgnite will also need to be transformed as part of the Mediation so that the format is as expected.
EP_StockQuoteXMethods
StockQuoteMediation
Subsystem
XIgniteXIgnite
transform
IBM HurleyEngland
IBM HurleyEngland
logger filter
IBM HurleyEngland
IBM HurleyEngland
© 2007 IBM Corporation
Architecture pattern providing virtualization of:
1. Location and identity: Participants need not know the location or identity of other participants. For example, requesters don't need to be aware that a request could be serviced by any of several providers. Service providers can be added or removed without disruption.
2. Interaction protocol: Participants need not share the same communication protocol or interaction style. A request expressed as SOAP/HTTP may be serviced by a provider that only understands Java RMI.
What is ESB ?
© 2007 IBM Corporation
What is ESB ? (continued)
Interface: Requesters and providers don't need to agree on a common interface. The ESB reconciles differences by transforming request messages into a form expected by the provider.
Qualities of (Interaction) Service (QoS): Participants declare their QoS requirements, including performance and reliability, authorization of requests, encryption/decryption of message contents, automatic auditing of service interactions, workload distribution criteria etc. QoS requirements may be fulfilled by services themselves or by the ESB compensating for mismatches.
© 2007 IBM Corporation
Gather requirements
Model & SimulateDesign
DiscoverConstruct & TestCompose
Integrate peopleIntegrate processesManage and integrate information
Manage applications & services
Manage identity & compliance
Monitor business metrics
Financial transparencyBusiness/IT alignmentProcess control
The SOA Lifecycle
© 2007 IBM Corporation
Deploy
Deployment Team
Platform-specific Runtime
Specialists
Manage Quality of Service
Manage Runtime Platforms
Business Operations
Analysts
IT Operations Managers
Monitor Business Results
Manage IT Performance
Create Business and IT Dashboards
Manage
Assemble
Development Team
Integration Developers
Testers
Choreograph Services
Develop New Services
Configure Human Task Manager
Develop User Interface
Test
Business Driven DevelopmentAn Iterative, Business-focused Development Process
Team Unifying Platform
Model
Model Business RequirementsBusiness
Analysts
Software and Data
Architects Model Software Architecture
Unified Modeling Language
Continual Process Improvement
ObservationModel (KPIs)
Run-timeStatistics
WSDL
EAR, DDL
EventsBusiness Process Execution Language
Requirements
© 2007 IBM Corporation
Provides an analysis of the client’s strengths and weaknesses juxtaposed with strategic areas of focus – leads to what to outsource, where to modernize, where to expand
Business Innovation & Optimization Services
De
velo
pm
en
tS
erv
ices
Integrated environment
for design and creation of solution
assets
Manage and secure services,
applications &
resources
Facilitates better decision-making with real-time business information
IT S
erv
ice
Man
ag
em
en
t
Infrastructure Services
Optimizes throughput, availability and performance
ESBFacilitates communication between services
Ap
ps
&
Info
As
sets
Partner Services Business App Services Access Services
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitates interactions with existing information and application assets
Interaction Services Process Services Information Services
Enables collaboration between people,
processes & information
Orchestrate and automate business
processes
Manages diverse data and content in a
unified manner
Business Innovation & Optimization Services
De
velo
pm
en
tS
erv
ices
Integrated environment
for design and creation of solution
assets
Manage and secure services,
applications &
resources
Facilitates better decision-making with real-time business information
IT S
erv
ice
Man
ag
em
en
t
Infrastructure Services
Optimizes throughput, availability and performance
ESBFacilitates communication between servicesESBFacilitates communication between services
Ap
ps
&
Info
As
sets
Ap
ps
&
Info
As
sets
Partner Services Business App Services Access Services
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitates interactions with existing information and application assets
Interaction Services Process Services Information Services
Enables collaboration between people,
processes & information
Orchestrate and automate business
processes
Manages diverse data and content in a
unified manner
Operating Environment Architecture
CBM and SOMA
Services
Services
Services
Services
Services
Services
Services
ServicesServices
Services
IT Strategy
ProblemHandling and Resolution
Op
erat
e an
d e
xec
ute
Ta
ctic
s(D
irec
t, R
eact
an
d
Co
ntr
ol)
Pla
nn
ing
an
d A
nal
ysis
Op
erat
e an
d e
xec
ute
Ta
ctic
s(D
irec
t, R
eact
an
d
Co
ntr
ol)
Pla
nn
ing
an
d A
nal
ysis
New Product Development Sales
Customer Management
and Care
Billing and Collections
Provisioning& Fulfillment
Service Assurance
NetworkResource
Development
Develop New Markets and Products Acquire and Manage Customers Develop and Provide Network Services Manage Enterprise
Billing & Collections
Management
Fulfillment and resource
Planning
Technology and Resource
Strategy and Capacity Planning
Service Testing and
performance management
Rating Customer
Billing
BusinessManagement
Strategic Enterprise Planning
Marketing
Supplier/ Partner
Settlement and Billing
ServiceConfiguration,Activation and Disconnects
Resource Provisioning
Device and Supplier Order Management
CustomerSLA / QoS
Management
ServiceProblem
Management
ServiceManagement
Enable resource provisioning
(Engineering and Construction)
Network Resource
PerformanceManagement
Supplier/ Partner Problem
Reporting &Management
Supplier/ Partner
PerformanceManagement
Service Strategy and Readiness Planning
Product Portfolio Planning
Service Development
and Retirement
Customer Care Strategy
Account Planning
Partner Product Dev.
Strategy
Sales, Channel, and
AllianceManagement
Customer Contact Operations
Market and Brand
Strategy
Brand Management
Marketing Communicatio
ns, Advertising
and Promotion
Marketing Research and
Analysis
Product Development
and Retirement
Sales Channel Strategy
Execute Campaigns an d market fulfillment
Launch Product
Sales
Alliance Strategy
Fin
anci
al a
nd
Ass
et M
anag
em
ent
HR
Man
agem
ent
Pro
cure
me
nt
Tec
hn
olo
gy
Man
agem
ent
(IT
, R&
D, D
isas
ter
Rec
ove
ry)
Stakeholder Mgmt/ Legal and Regulatory
Customer Care
Management
Customer Analytics and
product matching
Order Handling
Inventory Management
Customer Interface Management
Supply Chain/Value Net Strategy
Sales Problem B&C
Loyalty and Retention
Sta
keh
old
er a
nd
Ext
ern
al R
elat
ion
s M
anag
emen
t
SOMA
CBM
Service-Oriented Modeling and Architecture provides in-depth guidance on how to move from business models to the models required by an SOA
© 2007 IBM Corporation
JavaServer Faces Standard way to construct user interfaces for web applications, JSR 168
portlets, etc. MVC based User Interaction Framework
Service Component Architecture (SCA) Component services programming model which provides a consistent
framework for assembling solutions Jointly developed/endorsed by IBM, BEA, IONA, Oracle, SAP, and
Sybase Apache Open Source Incubator Project
http://incubator.apache.org/tuscany/
Service Data Objects (SDO) Uniform (technology independent) way to represent data Provides Single abstraction (common API) across JDBC ResultSet, JCA
Record, XML DOM, JAXB, Entity EJB, CMI (for MQ messages), and so on
Co-developed by IBM and BEA
Business Process Execution Language (WS-BPEL) Standard way to choreograph business processes Standardization through OASIS
SOA Programming Model Supported by Key Standards
Design( Models, Patterns, Templates, Policy )
Composition
BusinessComponents
InformationUser
Interaction Invocation
© 2007 IBM Corporation
Ap
ps
&
Info
Ass
ets
Business Innovation & Optimization ServicesD
evel
op
men
tS
ervi
ces
Interaction Services Process Services Information Services
Partner Services Business App Services Access Services
Integrated environment
for design and creation of solution
assets
Manage and secure
services, applications
& resources
Facilitates better decision-making with real-time business information
Enables collaboration between people,
processes & information
Orchestrate and automate business
processes
Manages diverse data and content in a unified
manner
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitates interactions with existing information and application assets
ESBFacilitates communication between services
IT S
ervi
ceM
anag
emen
t
Infrastructure ServicesOptimizes throughput, availability
and performance
WebSphere Process Server
WebSphere Portal
WebSphere Information Server
WebSphere Application Server
WebSphere Partner Gateway
WebSphereAdaptersWebSphere XD
WebSphere ESB
WebSphere Message Broker
WebSphere Service Registry
& Repository
DataPower
IBM’s SOA Foundation Products Enable the Realization of SOA
WebSphere Integration Developer
Rational Application Developer
Rational Software Architect
RationalRequisitePro
WebSphere Business Modeler
WebSphere ND
WebSphere Business Monitor
© 2007 IBM Corporation
Ap
ps
&
Info
Ass
ets
Business Innovation & Optimization Services
Dev
elo
pm
ent
Ser
vice
s
Interaction Services Process Services Information Services
Partner Services Business App Services Access Services
Integrated environment
for design and creation of solution
assets
Manage and secure
services, applications
& resources
Facilitates better decision-making with real-time business information
Enables collaboration between people,
processes & information
Orchestrate and automate business
processes
Manages diverse data in a unified manner
Connect with trading partners
Build on a robust, scaleable, and secure services environment
Facilitates interactions with existing information and application assets
ESBFacilitates communication between services
IT S
ervi
ceM
anag
emen
t
Infrastructure ServicesOptimizes throughput, availability
and performance
SOA ManagementWebSphere Business
Monitor
Tivoli Composite Application Manager
for SOA
Tivoli Composite Application Manager for Response Time
Tracking
Tivoli Composite Application Manager
for WebSphere
Tivoli Federated Identity Manager
© 2007 IBM Corporation
… with each project delivering immediate and long-term value
SOA Adoption is Iterative and Incremental …
2. Select a project
3. Assess and address capability gaps4. Execute
5. Review result
1. Select (next) project scope
© 2007 IBM Corporation
SOA Adoption: Tactical and Strategic Action Combined
Two Primary Roadmap Perspectives Strategic Vision
Business and IT statement of direction which can be used as a guideline for decision making, organizational buy-in, standards adoption
Project PlansImplementation projects to meet immediate needs of the current business drivers
SOA Goal Market return through transformation: quicker time to production, lower costs,
competitive differentiation
Re
ven
ue
an
d P
rofit
Time
Strategic Vision
Market Return through Transformation
Incremental Adoption
© 2007 IBM Corporation
Assess your current maturity, across multiple dimensions Business Methodology Technical
Establish targets for where you want to be
Document important goals and metrics for transitions across the maturity dimensions
Recognize that aspects of the Vision may shift with experiences gained Adopt regular checkpoints for Vision re-assessment
IBM’s Service Integration Maturity Model provides a guide for establishing a Vision
Getting Started Requires Vision
© 2007 IBM Corporation
Silo ServicesComposite
ServicesVirtualizedServices
DynamicallyRe-Configurable
ServicesComponentizedIntegrated
Level 1 Level 4 Level 5 Level 6 Level 7Level 3Level 2
Applications
Methods
Organization
Infrastructure
Architecture
Business View
Modules ServicesProcess
Integration via Services
Dynamic Application Assembly
ComponentsObjects
Structured Analysis &
Design
Service OrientedModeling
Service OrientedModeling
GrammarOrientedModeling
Component Based
Development
Object OrientedModeling
Ad hoc IT Governance
Emerging SOA Governance
SOA and IT Governance Alignment
SOA and IT Governance Alignment
Ad hoc IT Governance
Ad hoc IT Governance
SOA and IT Governance Alignment
Service Oriented Modeling
Process Integration via Services
Platform Specific
Platform Specific
Platform Neutral
Dynamic Sense & Respond
Platform Specific
PlatformSpecific
Monolithic Architecture
Emerging SOA
Grid Enabled SOA
Dynamically Re-Configurable Architecture
ComponentArchitecture
Layered Architecture
SOA
Platform Specific
Function Oriented
ServiceOriented
ServiceOriented
ServiceOriented
Function Oriented
Function Oriented
ServiceOriented
Service Integration Maturity Model (SIMM)
© 2007 IBM Corporation
Silo ServicesComposite
ServicesVirtualizedServices
DynamicallyRe-Configurable
ServicesComponentizedIntegrated
Level 1 Level 4 Level 5 Level 6 Level 7Level 3Level 2
Applications
Methods
Organization
Infrastructure
Architecture
Business View
Modules ServicesProcess
Integration via Services
Dynamic Application Assembly
ComponentsObjects
Structured Analysis &
Design
Service OrientedModeling
Service OrientedModeling
GrammarOrientedModeling
Component Based
Development
Object OrientedModeling
Ad hoc IT Governance
Emerging SOA Governance
SOA and IT Governance Alignment
SOA and IT Governance Alignment
Ad hoc IT Governance
Ad hoc IT Governance
SOA and IT Governance Alignment
Service Oriented Modeling
Process Integration via Services
Platform Specific
Platform Specific
Platform Neutral
Dynamic Sense & Respond
Platform Specific
PlatformSpecific
Monolithic Architecture
Emerging SOA
Grid Enabled SOA
Dynamically Re-Configurable Architecture
ComponentArchitecture
Layered Architecture
SOA
Platform Specific
Function Oriented
ServiceOriented
ServiceOriented
ServiceOriented
Function Oriented
Function Oriented
ServiceOriented
Service Integration Maturity Model (SIMM)= current level
= target level
Employ Business Service
DecompositionForm an SOA
Center of Excellence
Re-engineer Development
Process
Adopt Process Choreography
Assembly Model
Introduce Open
Standards
Focus Architectures on
Service Orientation
© 2007 IBM Corporation
A pilot project for SOA should …
1. Address a well understood Business problem
2. Incorporate aspects of governance
3. Include Line-of-business objectives and IT objectives
4. Leverage SOA entry point patterns
5. Require an achievable stretch beyond current capabilities to address gaps (skills, processes etc.)
6. Be something you will put into production
Selecting Projects Moving Incrementally Toward the Vision
© 2007 IBM Corporation
Achieve business process innovation through treating tasks as modular services
Greater productivity and flexibility through targeted user interactions for improved operations and collaboration
Service-enable existing assets and fill portfolio gaps with new reusable services
Connect systems, users, and business channels based on open standards
Provide trusted information in business context by treating it as a service
Process
People
Reuse
Connectivity
Information
ValueWhat is it?
Information reaches decision makers 70% faster by enabling LOBs to orchestrate modular services
Improved customer satisfaction, sales to delivery cycle and agility while reusing existing IT assets
Significantly reduced time/cost required to integrate older applications with new SAP modules
Automated 80% of manual research process for underwriting. Offer as service to industry
CustomerIncreasing people's productivity and reducing financial close from 10 to 4 days with reusable services
Customer Success via SOA Entry PointsDistinct But Interrelated Projects with Proven Value
42© 2007 IBM Corporation
How to recognize the entry point Business needs/pain points
Too many applications required to complete a process Information gathering delays business processes Multiple participants in business process need differing access
IT needs/pain points Business processes span applications that don’t integrate well Supporting IT functions for business processes span organizations No single sign-on, no role-based information/application delivery
Business and IT benefits Business applications are consistent and tailored to a given task/role Freedom to change IT resources without impact on the user experience Freedom to incrementally adapt to changing business requirements
Entry Point to People Centric CollaborationIntuitive & Adaptive User Experience
43© 2007 IBM Corporation
Project Considerations for People Centric Collaboration
Typical project outline Identify key applications, roles and business processes and
information sourcesAcquire or build portlet base User interfaces to key applicationsConfigure task specific pages to deliver application, and
information according to the needs of the process rolesOrchestrate the user experience by integrating with Process
Server
Common technical considerationsAccess, authorization, and single sign-on to applicationsUser identity management – plan for governanceNew use cases/ loads for applications and information sourcesPlan for governance of portal applications across your
organization
44© 2007 IBM Corporation
How to recognize the entry point Business needs/pain points
Increasing need to tailor business processes on a per customer / per partner basis
Changing business processes takes too long IT needs/pain points
Increasing maintenance costs as applications continuously evolve
Inflexible systems can’t handle today's requirements
Business and IT benefits Business processes are highly tailorable Maintenance costs drop as changes in the business process can
be effected in a process-managed environment, using standard technology like BPEL
Web order?
Check order
Shipment status
On time?
Order is delayed
Publish order to back-end
Approve order as is?
Get EDI orders from ERP
Web order?Web
order?Check order
Shipment status
On time?On
time?Order is delayed
Publish order to back-end
Approve order as is?
Approve order as is?
Get EDI orders from ERP
Get EDI orders from ERP
Entry Point to a Process Centric ApproachBusiness Process Management for Continuous Innovation
45© 2007 IBM Corporation
Web order?
Check order
Shipment status
On time?
Order is delayed
Publish order to back-end
Approve order as is?
Get EDI orders from ERP
Web order?Web
order?Check order
Shipment status
On time?On
time?Order is delayed
Publish order to back-end
Approve order as is?
Approve order as is?
Get EDI orders from ERP
Get EDI orders from ERP
Typical project outline Digitize Business Model and simulate various mainline scenarios Identify Key Performance Indicators that will be automatically or
manually collected to report on process and/or business efficiencies
Transform the business model into business processes through composition, assembly, and new or existing service implementation
Monitor the business process results and iterate to make process and implementation improvements
Common technical considerations Do you have already have a digitized version of your business model? Are you interested in automatic generation of KPI data? Does your process implementation require significant human interaction?
Project Considerations for Process Centric Approach
© 2007 IBM Corporation
How to recognize the entry point Business needs/pain points
Trusted information is not available in the right place, at the right time, in the right context
Existing business processes are not easily updated with new information
IT needs/pain points Information semantics are coupled to applications; meaning
does not accompany data Creation of trusted information sources and resolution of cross-
source data quality issues is complex and difficult to achieve Difficult to control the cost of managing complex information
infrastructure while providing flexibility; overly complex methods are required to integrate data
Business and IT benefits Applications benefit from new information as it comes online Information Integration complexity is contained in one place and
handled once
Information as a Service
Data Content
Processes PeopleApplications
Entry Point to an Information Centric ApproachDelivering Information As A Service to People and Processes
© 2007 IBM Corporation
Information as a Service
Data Content
Processes PeopleApplications
Typical project outline Discover source data models & relationships through profiling Map models to logical future state models; connect to a
business context Publish information services to return information required Incorporate information services inline with business process
Common technical considerations Alignment with business context/objectives All relevant data sources must be included Data quality issues must be understood and resolved across
sources Transformation needs must be met in a scalable manner
Project Considerations for Information Centric Approach
© 2007 IBM Corporation
How to recognize the entry point Business needs/pain points
Modernization/conversion of backend systems needs to be isolated from applications
Speed up new application development and integration IT needs/pain points
Manage all traffic to/from services consistently and with minimal redundancy
Flexibility to change service implementations and add service consumers
Strengthen governance of service
Business and IT benefits Decoupling of service providers and consumers provides flexibility to
implement applications more quickly All service consumption is subject to consistent auditing, security,
validation etc. Speed availability of existing systems by leveraging existing
messaging backbones
Entry Point to ConnectivityUnderlying Connectivity to Support Business-centric SOA
© 2007 IBM Corporation
Typical project outline Service integration requirements and existing systems/middleware
are used to drive a service integration architecture and product selection
A few new or existing services and new consumer application(s) are identified
Expose the new/existing services using ESB and develop ESB messaging flows and mediations
Deploy and manage the ESB solution Iteratively add components and features to the service integration
architecture
Common technical considerations Pilot projects are simplified, if the integration is internal and security
is minimal Services can be exposed to external organizations through
extensions to your internal ESB implementation Put basic monitoring in place from the beginning Use ESB to mediate between non-standards based systems and
new standards based systems
Project Considerations for Connectivity
© 2007 IBM Corporation
How to recognize the entry pointBusiness needs/pain points
Freedom to outsource without impact to existing applications
Turn proprietary systems into marketable business assets
IT needs/pain points Leverage existing IT investment
Need to consolidate redundant systems
Business and IT benefitsUnlock the value of existing IT assets
Eliminate the costs associated with non-key functions
Entry Point to Creating and Reusing ServicesCreate Flexible, Service-based Business Applications
© 2007 IBM Corporation
Typical project outlineRefactor a CICS program, create services and expose them
for individual consumption
Define the interface for a non-core function; work with a partner to implement that function as a service with the interface you’ve defined
Common technical considerations Define and expose services at the appropriate level of
granularity to represent reusable business functions
Leverage adaptors, connecters and gateways where possible
Use a Service Component pattern to access legacy systems
Project Considerations for Creating and Reusing Services
© 2007 IBM Corporation
What differentiates SOA from claims like this in the past?
Broadly adopted Web services ensure well-defined interfaces.
Before, proprietary standards limited interoperability
Standards
Business and IT are united behind SOA (63% of projects today are driven by LOB)*
Before, communication channels & ‘vocabulary’ not in place
Organizational Commitment
SOA services focus on business-level activities & interactions
Before, focus was on narrow, technical sub-tasks
Degree of Focus
SOA services are linked dynamically and flexibly
Before, service interactions were hard-coded and dependent on the application
Connections
SOA services can be extensively re-used to leverage existing IT assets
Before, any reuse was within silo’ed applications
Level of Reuse
*Source: Cutter Benchmark Survey
© 2007 IBM Corporation
“...IBM is the leader in the development of SOA intellectual property.... with firm-wide SOA investment of $1 billion, IBM will leverage cutting-edge R&D, leading to quicker SOA value and reusable SOA assets for clients.”
The Forrester Wave™: North American SOA Integration, Q3 2006, September 2006
Analysts Position IBM in the Lead
IBM46%
Other 5%
BEA13%
Tibco 8%
Sun 4%
webMethods 3%
Microsoft 10%
SAP 6%
Oracle 5%
Source: WinterGreen Research, 2006
2005 SOA Market Share
“Business Process Analysis Tools 2006” by Michael J. Blechar, Jim Sinur(27 February 2006)
“Data Quality Tools, 2006” by Ted Friedman, Andreas Bitterer (21 April 2006)
“Horizontal Portal Products 2006” by D.Gootzit ,G.Phifer, R. Valdes (16 May 2006)
“Customer Data Integration Hubs, 2Q06” by John Radcliffe (26 May 2006)
“OOA&D Tools, 2H06 to 1H07” by Michael Blechar (30 May 2006)
“Security Information and Event Management, 1H06” by Mark Nicolett, Amrit T. Williams, Paul E. Proctor (12 May 2006)
“User Provisioning” by Roberta J. Witty, Ant Allan, Ray Wagner (1H 2006)
IBM owns 37 percent of the $8.5B application and middleware market, well ahead of its next closest competitor.*
* Source: “Market Share: AIM and Portal Software, Worldwide, 2005" by Joanne Correia (June 2006)
IBM in the Leader Quadrant in Seven SOA-focused Gartner Magic Quadrants