SOA for Support and Maintenance

Steve JonesHead of SOA, Global Outsourcing, Capgemini

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Brief Bio

Background in large scale systems

Capgemini’s executive sponsor for membership of JCP and OASIS

Member of variousstandards groups including OASIS SOA Reference Model and Open Group’s Business Architecture.

Developed Capgemini’s SOA Methodology that was contributed to OASIS

Wrote “Enterprise SOA Adoption Strategies” http://www.infoq.com/minibooks/enterprise-soa (feel free to buy a copy!)

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Adopt the OASIS SOA Reference Model – there is a definition of SOA

Its independent

Its an OASIS Standard

Its applicable to business and IT services

Its not hooked into a vendors view of the world

Its been developed by people who deliver SOA to companies Including NASA’s JPL

Its being used already in large scale SOA programmes

Architectural clarity is more important than personal optimisations

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IT needs to change to be about Value, not cost

Source: Economist Intelligence Unit

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IT is changing

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IT spend is on the old, not the new

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What this means for SOA

If SOA is to truly deliver value then it must Change the way we support systems Change the way we manage systems Change the way we modify systems Start with the existing IT estate

Claims that SOA “sits above” legacy are wrong EAI claimed that and failed Mainframe systems still continue to be extended ERPs are critical parts of IT infrastructures Small scale applications are divorced from IT Business non-IT functions are divorced from IT

Claims that SOA is about technology are bunk OO wasn’t about C++, Smalltalk or Java

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SOA’s impact

SOA has to change all of IT, not just the way that it is

implemented.

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SOA is about how you think about IT

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Delivering clear Business Service Architecture means

Aligning your governance to the BSA

Including new build and maintenance in a single structure No more architecture just for “phase 1”

Having explicit business ownership of the architecture

Continually updating the architecture

Doing process second

It impacts all IT, and its relationship with the business

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Understand what your IT is worth, and how to deliver

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Projects make monoliths – do programmes instead

•TCO not Cost to Live (CTL)

•Enables “fix and modify” cycle to be integrated into development

• Stops projects “accidentally” creating monoliths

• Keeps fix and modify cycles short

• Aligns ownership directly to the business, not the project manager

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Apply SOA to support

Align your help desks to the services and their value

Capture change requests on service lines

Organise team leads around the services, not the technology

Make architects understand both the old and the new

Ensure that systems are continually evolving with the business

Stop the “legacy as deployed” problem

Manage the portfolio based on its value

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Summary

SOA can’t be about just the new if it is to solve IT’s problems

IT organisations need to change the way they think

IT is changing, old assurances no-longer hold

SOA gives a single framework in which to make decisions

Adopt the OASIS SOA RM, it’s a good standard Much better than picking a vendors’ Waste of effort to write your own

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Additional reading

http://service-architecture.blogspot.com

http://www.capgemini.com/soa

http://www.capgemini.com/outsourcing

“Enterprise SOA Adoption Strategies” http://www.infoq.com/minibooks/enterprise-soa (feel free to buy a copy!)