Download - Transforming SOA Landscape Towards SOA+BPM Landscape

Final Version

Transforming a SOA landscape

towards SOA + BPM landscape

Date 16/03/2008Credit Suisse, Tarmo Ploom

Produced by: Tarmo PloomDate: 06/09/2009 Slide 2

Agenda

� Introduction Credit Suisse

� SOA @ Credit Suisse

� BPM @ Credit Suisse

� Credit Suisse vision for SOA+BPM landscape

� MIT 90 model for technology driven organizational change

� Roadmap for transforming SOA landscape towards an SOA+BPM

landscape

� Barriers on the roadmap

� BPM business case

� Questions


Agenda

� Introduction Credit Suisse� SOA @ Credit Suisse� BPM @ Credit Suisse� Credit Suisse vision for SOA+BPM landscape� MIT 90 model for technology driven organizational change� Roadmap for transforming SOA landscape towards an SOA+BPM

landscape� Barriers on the roadmap� BPM business case� Questions


Credit Suisse in brief

Credit Suisse is a leading global

bank headquartered in Zurich.

It is focused on serving its clients in

three business lines: investment

banking, private banking and asset

management.

Credit Suisse is renowned for

providing expert advice, holistic

solutions and innovative products

to a wide range of corporate and

institutional clients and high-net-

worth individuals globally, as well

as retail clients in Switzerland.


Credit Suisse, One Bank organization


CREDIT SUISSE Private Banking

NAS

SIN

HKG

SHA

SAO

MEL

DXB

SYD

NYLA

CHI

ATLDAL

JKT

FFMLUXGUE

LDN

PAR

MAD

GIB

MOW

TOR

MCO

MILVIE

SF

MIA

International PB Locations (IBIP)

Americas48 branches

Europe (excl. CH)70 branches

Africa3 branches

Australia4 branches

Asia 20 branchesSwitzerland

189 branches

Credit Suisse, international locations


Agenda




SOA @ Credit Suisse, interface taxonomy

� CS language

� Event: fire and forget style asynchronous communication

� Service: request and response style synchronous communication

� Bulk: Bulk data transfer (>100 MB)

� Interface: abstraction of service, event and bulk


SOA @ Credit Suisse, overview

� Services

� ca 1000 public services

� 47% reuse

� 15 million service transaction per day

� Events

� ca 38 000 queues

� 15 – 20 million transactions per day

� Bulk

� 25 000 files


� Wide use of services follows a critical mass of available services

� Today ~15 Mio. service calls a day

� Fully decoupled platform some years ahead

200 servicesavailable






SOA @ Credit Suisse, SOA maturation


Service

Development

Request

Service

Change

Request

Basic

Request

IDL/WSDL

Specification

Completion

Service

Definition

Generation

Service

Documentation

1. Quality

Check

Extended

Design

for reuse

2. Quality

Check3. Quality

Check

Private

service

Project-Idea Initialization Design Implementation(Phase)

SOA @ Credit Suisse, SOA governance process


SOA @ Credit Suisse, CS Information Bus

CREDIT SUISSE Private Banking

CS Information Bus

ServiceIntegration(synchron)

EventIntegration(asynchron)

BulkIntegration(asynchron)

CS ServiceInfrastructure

CS Event BusInfrastructure

CS BulkInfrastructure

CORBA

RMI

Module Calls

Web Services

WebSphereMQ

C:D

Integration typ

Infrastructure class

Integration technology

"Lingua franca" Technologies

Platform internal Technologies


Agenda




BPM @ Credit Suisse, current state

level

0

level

1

level

2

level

3

level

4

200 level 0 business processes

ca 800 level 1 business processes

ca 3000 level 2 business processes

ca 10 000 level 3 business processes

ca 30 000 level 4 business processes

� Business processes by Credit Suisse are very well documented


BPM @ Credit Suisse, process control

� Monitoring, Controlling and Managing of running processes

– Strategic level

– Tactical level

– Operational level

� Business Benefit:– Measurement

– Understand your processes

– React to process changes

– Benefit comparison

– Base for process improvement


BPM @ Credit Suisse, execution in engines

� In past 10 years:

� Ca 160 human workflow processes are automated by process engines

� Ca 100 process orchestration processes are automated by process engines

� >100 Ad-hoc processes are automated by process engines

� But only part of business processes are automated by process engines


BPM @ Credit Suisse, does diffusion of innovation work?Current BPM usage shaped by following constraints:

� Several non-integrated process engines

� Uncertainty in applying BPM technology

� Unclear methodology for mapping business processes to services

� Uncertainties in executable business processes governance

� Functional IT organization

� Non cohesive approach in applying BPM in projects

time

acceptance

of innovation

diffusion of innovation

?


Agenda




BPM+SOA vision, classical vision

� Increase flexibility, increase time to market, increase agility� Thomas Erl, Service-Oriented Architecture: Concepts, Technology, and Design


BPM+SOA vision, limits of classical vision

� How to apply those concepts not in an application but in a landscape?

� How to achieve promises (flexibility, agility) of BPM on a landscape scale?

� How to avoid entropy explosion as a result of SOA & BPM integration?

� How to avoid local SOA+BPM solutions and how to achieve SOA+BPM in the

overall landscape?

20 domains

120 subdomains

>1000 applications

>900 public service

ca 38 000 events

ca 25 000 files

>10 000 business

processesGAP


Complementary Functions

LogisticsL O G

LogisticsL O G

AccountingF A C

AccountingF A C

Banking

DocumentationD O C

DocumentationD O C

PB TradingPBT

PB TradingPBT

Data Warehouse / Internal Accounting

D W H

Data Warehouse / Internal Accounting

D W H

Accounting Opera-tions Control - A O C

Accounting Opera-tions Control - A O C

PaymentsP A Y

PaymentsP A Y

CreditsC R E

CreditsC R E

Single AccountsA C C

Single AccountsA C C

IB TradingIBT

IB TradingIBT

Investment Management - I M A

Investment Management - I M A

Treasury Operations - T R E

Treasury Operations - T R E

SecuritiesOperations - S E C

SecuritiesOperations - S E C

Fundamentals

Basic Facilities - B A SBasic Facilities - B A S

Cu

sto

me

rsC

U S

Cu

sto

me

rsC

U S

Fin

an

cia

l In

str

um

en

tsF

I N

Fin

an

cia

l In

str

um

en

tsF

I N

V 3.1 27.11.2006

Area: Private Banking

Switzerland (SBIP)Customers,EAM, Front

ChannelsC H A

ChannelsC H A

ExternalSystems

Streetside InterfacesS S I

Streetside InterfacesS S I

Market Access

External Relationships

BPM+SOA vision, SBIP domain model


BPM+SOA vision, BPM+SOA landscape structuring

� Reduce complexity of problem by reducing dimensions of freedom in landscape

� As a result entropy of the landscape can be reduced

� 20 domains, 120 subdomains

� > 3000 ITComponents?


BPM+SOA vision, subdomain architecture

� Subdomain as a set of PresentationComponents, ProcessComponents and

ServiceComponents


BPM+SOA vision, BPM+SOA landscape uses relations

� Restrictions on uses relations between processes

� Use central orchestration approach

� Avoid federated orchestration

� Restrictions on uses relations between processes and services

� All processes can call composite services

� Only composite services call data services


Agenda




MIT 90 framework for technology driven change

Organizational

structure

Individual

Skills

TechnologyStrategyManagement

processes

Scott Morton, 1991, The Corporation of the 1990s: Information Technology and

Organizational Transformation


MIT 90, Changes in technology

� Metadata management

� BPM repository

� Service repository

� Processes to service references

� Engines

� BPM engines

� Middleware technology

� Standardization

� BPMN

� BPEL/XPDL

� IDL/WSDL

Human workflow

Process orchestration

Collaboration


MIT 90, Changes in governance

� Quality assurance

� Is process implemented in the right place in landscape?

� Does process reuse appropriate software assets?

� Managing of process references

� To other processes?

� To other services?

� Versioning of business processes

� How to handle changes in invoked processes or services?

� Changing of business processes

� Who can change operational business processes?

� Who can redeploy business processes?

� Integration and testing of business processes?


MIT 90, Changes in IT organization

� Typical IT organizations are functional, IT organizational units focus usually

on specific business domain

� However business processes span usually many business domains. How to

implement business processes which span whole landscape or many business

domains?

� Any organization that designs a system will inevitably produce a design whose structure is a copy of organizations communication structure(Conway's Law)

Functional

IT organizationFunctional + process based

IT organization transform


MIT 90, Changes in methodology & skills

� How to develop process based applications?

� How to design executable business processes?

� How to map business processes to SOA services?

� New roles/responsibilities?

� More emphasize on architecture

� Strong IT architecture (components, services, dependencies) is needed

� Business architecture (business components, business processes,

business process reuse) as constraint for IT architecture is needed

� Mapping of business architecture on IT architecture is needed


Agenda




Roadmap

Top down approach to navigate MIT 90 framework

Strategy Structure

Technology

Management processes

Methodology

Strategy Technology

Structure

Management processes

Methodology

Technology as catalyst approach to navigate MIT 90 framework


Agenda




Barriers on the roadmap

� Cognitive limits

� Understanding and communicating such architectures

� High technical complexity (transactions, throughput, latency issues)

� Change management

� Change on individual, teams and

department level

� Combination of bottom-up and top down

change needed

� Need to learn new skills

� Large scale change

� Revolution will not work, evolution can

� Time and patience need

Building up a SOA + BPM landscape is like brain surgery


Agenda




BPM business case -> continuous improvement


Questions?


References

1. Thomas Erl, 2005, Service-Oriented Architecture: Concepts, Technology,

and Design

2. Lester C. Thurow, Michael Scott Morton, 1991, The Corporation of the

1990s: Information Technology and Organizational Transformation

3. Melvin E. Conway, 1968, How Do Committees invent?, Datamation, April

1968

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