enterprise soa - cgi
TRANSCRIPT
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19-Mar-08
Enterprise
Service-OrientedArchitectureHemant SharmaCTO, State and Local Solutions
CGI GROUP INC. All rights reserved
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Agenda
1. SOA 101
.
3. Adopting SOA In The Enterprise
4. Final Thoughts
Our ability to imagine complex applications will always
exceed our ability to develop them
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- ra y ooc
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On The Lighter Side
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Nothing Endures But Change
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Agility - Reacting to Change
The ability of an organization to recognize change andres ond efficientl and effectivel to that chan e
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Efficient but not effective Effective but not efficient
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Constituent View - It Is All About Services
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A Service
Is a unit of work done by a service provider to achieveresults for the service consumer
Is a software component that is capable of providingaccess to functions and data
Is exposed to other components via a servicedescription
Appears as a black box to the service consumer
Is interacted via message exchanges
erv ce
Service Interface
ServiceImplementation
Encompasses a business perspective
Decouples its interface from its implementation
Service
Business
Logic
Needs to ensure stability and robustness ServicePrivate Data
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Service Provider
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Service-Orientation
Service Orientation
facilitate service interaction Architecture
processo pu ng oge er componen s oachieve some overall goal
A blueprintthat comprises the components, ,
their relationships and interactions, andconstraints
-concerns to manage complexity and encourageholistic thinking
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Service-Oriented Architecture (SOA)
A solution and architectural design approach
+
whereby business activity
components are packaged as
well-defined services,
which is implemented within
an architectural
technology framework
Business Focus
partners, suppliers and others
Technology Focus
optimized for this purpose
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Identification of Business Services
Top down approach
aligning business services
around business processes
and steps
ProcessDriven
Bottom up approachTop down approach aligninggroups of business processes
of Trust
Wrapping
Information
services to existing
application functions
around organizational
groupings in which a culture of
trust exists
Driven
To down a roach
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aligning business services
with enterprise information
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Selecting the Right Services to Expose
Need to first identify the right domains, partners, processesand finall the services to be offered
Understand your criteria for selecting services which aremost likely to succeed
Consider people, data, process and other issues in selectingthe ideal first services
benefits
s a ou serv ces - a e e e or o ge r g
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Getting Lost in the Semantic Forest
Semantics are the meaning behind the messages and services
delegate to IT Often involve multi-party discussions and alignment to industry
s an ar s
Start with an industry or domain specific reference model
Use an existing one this is not a good place to re-invent the wheel
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Agenda
1. SOA 101
.
3. Adopting SOA In The Enterprise
4. Final Thoughts
The difference between visionaries and dreamersis that visionaries make the dreams come true
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Governments Business Transformation Imperative
Whether the organization requires dramatic changesorincrementalimprovements, managing government modernization in the face of
Demands Rising customer expectations
Constraints
o ca pressure v s y New and expanding scope and mandates
Government Imperative Spend less, but spend smarter
Reduced budgets Government personnel shortage Aging infrastructure
mprove serv ce o cus omers aninternal users
Reduce total cost of ownership Get the most out of investments
New Technology Enablers Emerging standards Inexpensive computing
a rea y ma e
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Web 2.0, SaaS, Enterprise Architecture
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But The Reality Is Government
interaction
organized around
programs
Gaps in customer
service many front
counters
Enterprise(Vision, Management, Organization, Partners)
agile and cannot
change rapidly
Enterprise Functions(Business Processes)
Business
ArchitectureGaps in enterprise-wide business
Functionalredundancy
Applications
processes
Data redundancy
Monolithic
applications (silos)
limited reuse
Data redundancyGaps in Business
and IT
System Infrastructure(Information, Systems, Network, Integration, Security)
TechnicalArchitecture
Technology Technology
Gaps in application integration
or inflexible integration
Vendor lock-in
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Inefficiency stagnation
Lack of enterprise-wide
information
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The Business-IT Divide
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Trends in Application Development
ivity
Produc
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Business Technology Model
BusinessPro
ces
Servic
eC
Decompositi
mposition
PotentialReuse
on
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Business Process Requirements
Make process flow control explicit; decouple it from theunderl in technolo s an rocess sco e and life c cle
Process flexibility Business agility
na e us ness pro ess ona s o ma e process c anges
More immediacy in linking to business needs
Improved visibility of current operating conditions
Opportunity for rapid process modification
rocess mo e s + s prov e oun at on or so tware-
service definitions
Foundation for SOA to service business needs
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Building Agility ESOA Logical Architecture
Portals and Web UIPortals and Web UI
ity
Service ConsumersService Consumers
Service Deliver Infrastructure ment
ise
Secu
Business
Processes M
anage
User InterfaceUser Interface Business
Rules
Enterp
Service Interfaces
Enterpris
Data
ore us ness pp ca ons
Data Data Data Data
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Service Development Life Cycle
Tools and Methodologies
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Enterprise SOA Leads To
Business Agility
Business Transformation and TransitionCollaborative Business ProcessesBusiness Services
omposa e us ness
Processes & Services(Business Modeling)
Requires
S
ervice-
O
riented
M
odeling
Supports
Operation Environment Composable
IT Services
Service Service Service
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eve opmen ep oymen
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A Process Driven Organization
Functionally Driven Process-Driven
Roles and responsibilities are Roles and responsibilities are.
Business leaders have littleprocess visibility beyond theirfunctional area.
.
Business leaders have broadvisibility of the end-to-endbusiness process.
Business rule changes rely on ITdepartment to schedule changesto application code.
Business rules and processsteps are changed by businessprocess owners.
Handoffs are implicit. Risk analysis is led by business
leader experience, intuition and
Handoffs are explicit. Risk analysis is led by
simulations based on current
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data analysis. operational conditions.
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Service Integration Models
Partner Integration
Integration with trading partners outside the enterprise
System IntegrationExternal
AgencyIntegration across LOBs within enterprise boundary
Department A
Application Integration
Inte ration across a lications within LOB
Vendor
Department BApplication A
Intra-Application
Integration
PartnerDepartment C
Application B
Application CIntegration between components
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w n app ca on oun ary
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Enterprise SOA Service Life Cycle
Governance
Business goals,
,
requirements
Business
Process
Infrastructure
implementation
Service packaging
Service change
Event correlation
Service monitoring
o e ng
Business Service
Modeling
Policy and control-
points implementation
Services and
workflow
im lementation
management
Services configuration
Service provision and
orchestration
Identit and securit
perat on ana ys s
and improvement
Business process
management
Workload and
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User interface
implementation
management
Data integration
policy
management
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SOA Governance
The nature of a trust in an SOA raises the bar in
Services are used by clients/partners, and implicit in theiruse is a trust
A trust that the service will be stable and always work asexpected
business and their client/partner
Governance is key to delivering on this requirement
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SOA Governance Why is it Needed?
An SOA introduces a number of elements that demand astron er need for overnance
A new operational entity the service A diversity of new participants (service authors and consumers)
e a y o eas y ma e c anges
A dynamic environment
New technology The need for new forms of contract and trust
Increased complexity, increased number of decisions to be made
Dan ers of service stove i in
Diversity of financial and human motivations
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SOA Governance What is it?
SOA governance is a management architecture
ec s on ramewor
An accountability framework
, . .processes and practices for how decisions get
made It is composed of People, Processes and Tools
Governance is what promotes the correct
behavior from the SOA participants
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SOA Governance Connected to Vision
Vision forThe Vision for SOA SOA
a set of business services aligned to corporate strategy
leads to the adoption of principles and
Practices Standards
po c es a can e use o es a s goa s
from which are derived the ractices
SLAs Funding Models
standards, agreements and funding
models that will achieve these goals
Operations Administrationwith ongoing operational and administrative
processes that implement the vision
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SOA Governance A Balance
Governance must strike the balancebetween the com etin re uirements of:
Local / Immediate NeedsOrganizational /
Longer Term Needs
Organizational / Longer Term Align to SOA principles
Local / Short Term Meet immediate business
Design for agility Adherence to standards
Total cost of ownershi
Fast implementation Low cost
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Aligning to organizational strategy
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SOA Governance Funding
Who pays for infrastructure and commonservices in this new environment - this is adifficult question
There are a number of approaches:
ore un ng rom a centra aut or ty
First user of core or common capability pays
Usage based billing for common services Tax based billing for common services
Free market to allow best services to survive
Funding Model will Impact Behavior
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SOA Governance - Establish Metrics
Define and put in place good success metrics
Metrics should be tied to business processes that use SOA Establish formal process for monitoring metrics and responding
to them
Link metrics with governance processes
Measure for business success
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SOA Governance Final Thoughts
Change is a constant in a loosely coupled world
WITHOUT GOVERNANCE!
Governance is difficult
(avoid the problem now, with proper governance)
Governance is the balance between
bsoluteControl
Agility
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Agenda
1. Why SOA And Why Now?
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3. Adopting SOA In The Enterprise
4. Final Thoughts
The architecture of our future is not only unfinished;the scaffoldin has hardl one u
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- George Lamming
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Factors Influencing Enterprise SOA
Governance Architecture Measurement
Management
Funding Technical Ownership
Business Ownership
Principles
Patterns
Reference Architecture Skills
Repository
Technology
Service Identification
Lifecycle development methodology
Business process models
Prototypes and proof of
concepts
Early adoption and pilot
programs
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,
vendor evaluation and
selection
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CGI SOA Implementation Methodology
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SOA is a Journey Not a Project
At some point it will not be called SOA, it will be called Normal
Include key players from the business and operational groups Integrate into the normal program and budget planning
processes (vs. a separately funded project)
Selecting the right speed for your journey is key to success
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CGI Government Reference Model
DevelopmentF
ra
ework
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Why You Should Care?
Agility
applications
Business processes can be changed easily
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Opportunistic
Existing services can be used to create newer (value add)services and business processes
Higher Quality
Eliminatin redundanc reduces inconsistent data and
inconsistent behavior Use of open standards and well-defined architectural constructs
leads to better understanding
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Agenda
1. Why SOA And Why Now?
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3. Moving to ESOA
4. Final Thoughts
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Key Takeaways
SOA and its technical implementation are being used tosolve a business roblem
Account for impact on existing organizational structure,processes, and IT policies/procedures
Requires executive sponsorship and commitment
Services and application integration must be addressed
completed
Adopt a phased approach to SOA
Start by creating a simple set of services for existing applications
Evolve catalog of services by adding new services and throughservice aggregation (service composition)
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Add orchestration to service interactions
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Key Takeaways (contd.)
Encourage shift in thinking from application-centric torocess-centric
Recognize that technology and technical implementationsare not the hard part
o not se ect tec no ogy e ore un erstan ng your requ rements
Build partnerships with industry leaders and technology
vendors Establish/leverage technical and interoperability standards
Develop service taxonomies
Develop prototypes to experiment with newer tools andtechnologies
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, ,
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Today business users trail technology, in the
future we believe that the business user willToday
An informationr ve nnova on an ec no ogy w s mp y e
the strategic lever used to accomplishbusiness objectives
society centered
on processing
business
Target solutions to assembling components
and services The rhythm of convergence has accelerated,
making new innovations necessary each time
To succeed, IT organizations must evolve and
omorrow
A knowledge
society centereda ap w ncrease ag y
SOA can make your business agile on usinginformation
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Hemant SharmaCTOState and Local Solutions
CGI
(703) [email protected]
We approach every engagement
to help clients win and grow.