SOA: Challenges in an ungoverned environment Esteban Sabadotto Senior Manager

SOA: Challenges in an ungoverned environment Esteban Sabadotto Senior Manager

SOA: Challenges in an ungoverned environment
Esteban Sabadotto
Senior Manager
SI-Oracle, UK/I Integration Capability Lead
Open Standards Forum 2008
Copyright © 2008 Accenture. All rights reserved.
How Far Are Telcos in Adopting SOA?
The maturity model can be used to benchmark
an organizations SOA capability and progress
towards industrialization.
Level 4
Industrialized
Level 3
Level 2
Level 1
Deploy
Plan & Organize
A roadmap will
help develop the
SOA capability
across your
organization.
The maturity
model can be
used for planning
roadmap
activities.
Architected
Quick Wins
Enterprise
Services and
Processes
Organise and
strategise
Get buy-in and
assess
organisation
readiness for
SOA
transformation
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Emergence of
projects based on
SOA principles
Services are
composed
together to
complete a task or
create business
processes
Emphasis on
consolidation of
strategic and
business services
Design and
development are
services &
processes
oriented
SOA is
industrialized
Services are part
of the fabric of
business
operations
Cross enterprise
processes.
Predictive IT.
Business Insight
2
Why is it Proving Difficult?
Risks:
• The business case and value proposition of SOA are not well defined
resulting in a failure to achieve the business value for adopting SOA
• The roadmap for SOA is not clearly defined and the long-term execution
managed resulting in a failure to achieve the broader goals
• The Service Identification process is not standardized and Architecture
reviews are not performed resulting in a poorly defined target SOA
• Service development practices are not standardized and policies are not
enforced resulting in poorly implemented services
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3
How Should Telcos Speed Up Their
Adoption of SOA
Define governance framework and identify key roles as a first
priority (IT and Business)
Define the strategic goal and roadmap to achieve the end goal
Identify key quick wins that will bring out most of the benefits in a
short period of time to gain buy-in
Speak to sponsors in terms of benefits and ROI rather than how
cool the technology and latest tools are
Ensure benefits are clearly defined upfront and there is a tracking
mechanism in place in order to measure benefits once projects are
delivered
Avoid tactical fixes whenever possible as they are likely to stay
there for longer than anticipated and there will be a resistance to
change them later on.
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4
For more information
Esteban Sabadotto
Senior Manager
SI – Oracle
UK/I Integration Capability Lead
Tel:
Email:
+44 20 7844 9891
esteban.p.sabadotto@accenture.com
Copyright © 2008 Accenture All Rights Reserved.
5
Appendix
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6
SOA – Common Challenges
•SOA is an enabling platform for achieving a high performance end state that is
compromised of process-centric, metrics-enabled composite business solutions.
Business-Level Management and Visibility
(Responding to the competitive landscape)
World Class Processes and Process Control
(Providing market differentiation)
Business Services Layer
(coarse and fine-grained services)
Custom, Packaged and Legacy Systems
(Preserving existing investments)
Copyright © 2008 Accenture All Rights Reserved.
SOA Foundation
Level of sophistication
(Establishing Business Solutions)
Process Excellence
Composite Applications
•Challenges for Adoption:
•Business do not understand the SOA
paradigm
•No strategic view of the architecture
blueprint – architecture being driven
by tactical requirements
•Segregate Business Units – No view
of benefits outside their area
•No overall governance function – Only
disparate IT teams managing delivery
•Funding models make initial delivery
of business value too difficult /risky
(e.g. 90 cycles)
7
Potential Risks with Ungoverned SOA
While there are various approaches to managing SOA adoption, there are some serious
risks to consider if an active SOA governance approach is not enlisted.
Risk
Impact
The business case and value
proposition of SOA are not well defined
resulting in a failure to achieve the
business value for adopting SOA
• Misalignment of Business and IT Objectives due to a lack of
common goals being communicated
• Opportunity Cost for not achieving the maximum ROI from SOA
The roadmap for SOA is not clearly
defined and the long-term execution
managed resulting in a failure to achieve
the broader goals
• Loss of Momentum in making progress to achieve the long term
goals of SOA, including potential project abandonment
• Opportunity Cost for not achieving the maximum ROI from SOA
• Deterioration in Architecture and a potential increase in cost due to
a lack of long term management
The Service Identification process is
not standardized and Architecture
reviews are not performed resulting in
a poorly defined target SOA
• Lack of Interoperability due to siloed business services
• Lack of Reuse due to an proliferation of single-use services and a
tightly coupled & inflexible architecture
• Unnecessary Development Expenditure due to service rework and
repair
Service development practices are not
standardized and policies are not
enforced resulting in poorly
implemented services
• Lack of Reuse due to unpredictable service quality and services
not conforming to Service Level Agreements
• Potential Loss of Revenue due to a higher frequency of service
outages
• Higher Support Costs due to poor service quality and higher
frequency of outages
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8
Delivering SOA
Adopting SOA does not only requires re-tooling of existing disciplines across the Business and
IT, but also establishing an SOA Governance function.
Business
Process
Acumen
Strategy
And
Governance
• Service-Oriented Architecture,
in the long term, must be
developed with a broad view of
business capabilities if it is to
be successful
Service
Oriented
Architecture
Enterprise
Architecture
• Service-Oriented Architecture
requires collaboration with and
between several existing
enterprise capabilities
Solution
Delivery
• Service-Oriented Architecture
will live in harmony with other
architectures already in place
(Batch, Client/Server, etc)
An enterprise scale delivery capability for SOA should
include all disciplines.
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9
SOA Adoption - Capability Framework
An overall framework is required for SOA adoption and the development of an SOA capability.
The level of impact will depend on the individual organization. While not all aspects need to be
addressed at the onset, all areas are eventually required to be successful.
Business
Strategy
Drives the need for a
Service Oriented Architecture
A capability is made
up of people, process
and technology
SOA Capability
SOA Governance
SOA Strategy &
Roadmap
Enterprise
Architecture
Business
Architecture
Process
Architecture
Application
Architecture
Journey Mgmnt &
Communication
Capability
Development
These disciplines are required
to deliver SOA.
Business Process Acumen
Capability
Blueprint
Process
Optimization
Process
Modeling
Solution Delivery
Composite
Integration
Methodology & Delivery
Tools
Technology
Architecture
Information
Architecture
Service Life Cycle
Mgmnt
Custom
Packaged
Developer Support
Operations
SLA / OLA
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Technology
Infrastructure
• SOA Governance is a new
discipline comprised of
Business and IT leadership
ensuring an SOA vision is
defined and achieved.
• The other existing
disciplines will require
some change to adopt SOA
and ensure successful
delivery.
Monitoring /
Reporting
10
SOA Governance Defined
• SOA Governance is a management capability responsible for overall adoption of
Service Oriented Architecture. This function ensures a strategy is established and
executed in order to realize measurable benefit.
At a high-level this capability is meant to:
J
a
n
F
e
b
M
a
r
A
p
r
M
a
y
J
u
n
J
u
l
y
A
u
g
S
e
p
t
O
c
t
N
o
v
D
e
c
Project 1
Proje
ct 1a
Proje
ct 1b
Project 2
 Manage the journey: setting a strategy,
managing progress and ensuring value is
realized
Proje
ct 2a
SOA Program Management
Proje
ct 2b
Project 3
Proje
ct 3a
Proje
ct 3b
Roadmap
Project
1
Project
2
…
 Evolve the enterprise capabilities to adopt,
build and support an SOA
Project
n
Target Architecture
New Product
 Migrate the organization from being
application-centric to service-centric
 Establish and manage business & technology
alignment
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Current Architecture
…
Benefit Realized
11
The SOA Capability Maturity Model
The maturity model can be used to benchmark an
organizations SOA capability and progress towards
industrialization.
Level 4
Industrialized
Level 3
Level 2
Level 1
Plan & Organize
• A roadmap will
help develop the
SOA capability
across your
organization.
• The maturity
model can be
used for planning
roadmap
activities.
Organize and
strategize
The first step has to
do with
management (buyin) and business
needs (get
business people
involved).
Special attention
will be put on
planning and
assessing of the
organization to
prepare for an SOA
transformation and
foundation
enablement.
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Deploy
Tactical
implementations
This phase, which
can be iterative, will
see the emergence
of the first projects
based on SOA
principles.
Start to make
applications
available as Web
Services.
Services start to be
composed together
to complete a task
or create business
processes.
Architected
Enterprise Services
Bus and
SOA Platform
Emphasis on
strategic and
business services.
Focus on the
consolidation of the
process and
services
architecture in
creating an
enterprise services
bus.
Design and
development are
services oriented
and process
oriented leveraging
a set of SOA tools.
SOA is
industrialized
Services are part of
the fabric of
business
operations.
Cross enterprise
processes.
Federation.
Virtual enterprise
becomes a reality.
Utility and services
infrastructure.
Predictive IT.
Business Insight.
Near real time and
process oriented.
12
Strategy & Roadmap
Identifying the business drivers and assessing the organizational readiness will help
determine the appropriate strategy and ultimately the most effective roadmap.
Identify Drivers
(Business Value)
Govern
SOA Journey
Define SOA Strategy &
Roadmap
Assess Enterprise
Readiness
(Arch / Org)
Execute
SOA Roadmap
Strategy – Articulates the business objectives and capability development needs for adopting SOA
and the resultant value to be achieved.
Roadmap – Defines how the strategy should be executed over time to be successful.
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13
SOA Business Case
• SOA adoption should be executed in the context of a business case that can
demonstrate measurable value with an acceptable return on investment.
High Level Business Case Development Process
Target Initiatives /
Business Priorities
High Level Fit
Assessment
(Identified Benefits)
Business Case
Development
Potential SOA
Benefits & Costs
High Level
Capability &
Infrastructure Needs
Assessment
(Identified Costs)
ROI Model
Development
Business Case:
• Describes overall scope and target value
• Articulates both quantitative and qualitative
value levers
• Summarizes costs and benefits (leveraging ROI
Model)
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ROI Model:
• Focuses on quantitative value levers (benefits)
• Estimates capability and infrastructure costs
• Provides the detail to support the business case
• Calculates Payback Period and Net Present
Value
14