Building a SOA roadmap for your enterprise
Presented by
Sanjeev Batta
Architect, Cayzen Technologies
How to build your Roadmap
Hire Cayzen Technologies
www.cayzen.com
Search Google
Sit through another SOA Talk
Need for a SOA Roadmap
• Why do I need SOA ( Top 5 Reasons)
– Everyone is doing it
– It’s a cool Buzzword
– My agency got funded for a SOA Project
– It will look good on my resume
– Everyone is doing it
Business Alignment
Realizing the need for SOA
• What is the SOA Promise?
– Provide business alignment
– Enable business agility
– Enable technology reuse
– Traceable ROI on technology investments
SOA Adaption Curve
Two different kinds of SOA approaches
Top Down
Can a SOA architecture that takes forever to plan
and implement truly provide business agility ?
Bottom up
Can a SOA architecture that is built using agile and
bottom up thinking provide enterprise benefits?
Pragmatic SOA Roadmap
Can we build a SOA in an iterative fashion while delivering a
balance between short term and long term ROI ?
Components of SOA
Business
Strategy and
Process
Organization
and Governance
Building Blocks
Projects and
Applications
[ Platform ]
Architecture
and
Technology
Fine Tuning Each component
(It’s like flying a plane)
Business Strategy
•
•
•
•
SOA enabled business vision
Business Process Architecture
Future vision and customer perspective
Alignment and traceability to business goals
– ( See Cayzen presentation on Agile Enterprise)
Pragmatic Business Strategy
SOA by Accident
No Business Strategy
and Focus on Process
 Technology Driven
SOA
 Sprawl of Web
Services
No overarching
business architecture
Pragmatic SOA
Business Alignment and
Value Defined
Overall Business Strategy
and Process Defined
Details of Processes
mapped at Project Level
Death by Planning
Too much detail at the
Business Level
 Wait till everything is
defined.
 Analysis Paralysis
No immediate ROI
defined
How to achieve balance in business
strategy and process
• Align Initiatives and projects to organizational goals.
• Define a clear business vision for each project
• Step up one to two levels to view how the project fits
in overall organization value chain
• Define business process at the project and possibly few
levels above the project
• Keep the business strategy and process model current
once documented.
• Use effective business modeling and enterprise
modeling tools
Governance
•
•
•
•
•
•
Organization structure and Dynamics
Team Skills
Budget and Funding
Standard and practices
Operational processes and tools
Change Management
Pragmatic Governance
Just do it mindset
No governance or
management
 Web Services = SOA
 No real reuse
 Lots of services, very
little architecture
Tight Coupling
Pragmatic Governance
Services are built using a
well defined but agile plan
Governance is provided
to make SOA adaption
easier not harder
Agile but defined
Death by Committee
Services take too much
planning and big and
long meetings
 Governance only
providing enforcement,
not enablement
Too much paperwork
makes adaption really
hard
How to achieve balance in SOA
Governance
• Treat governance as enabled and create policies
that enable reuse.
– Reusing existing services should require less approvals
• Value and refine governance as on ongoing
process, not one time enforcement
• Define best practices, frameworks and samples.
• Communicate across development teams to
enable reuse and collaborative thinking
Platform Services
• Infrastructure Services
– Imaging, Content Management etc
• Presentation Services
• Shared Business Services
– Outbound Correspondence
• Enterprise Service Bus
• Service Registry, Repository
Pragmatic Platform
SOA from start
No Platform Support
for SOA implementation
 Point to point services
 Very little reuse
Reinventing the wheel
Pragmatic Platform
Tools are identified at
every major maturity level
Consistent but agile
implementation of tools
Focus on real word
scenario, not vendor demos
Buried under platform
Tools become more
important than business
value
 Projects are funded
and executed around
platform not business
value
Disconnected from
reality
How to achieve balance in SOA
Platform
• Identify the real world scenarios and business
challenges, then decide the tool
– Don’t define the business problem based on tool
• Make tool choices based on real usage, don’t
stock for things that are not needed and are not
going to get used
• Align tools to actual projects and implement
those to deliver business needs
– There is no better way to demonstrate value
• Communicate the value of platform to
stakeholders and plan for it as part of projects
Architecture and Technology
•
•
•
•
•
Reference Architecture
Security and Identity
Interoperability and Technology choices
Products and Integration
Availability, Scalability, Performance
– SLAs
• Architecture Change Management
Pragmatic Architecture
Architecture What ?
Lack of Reference
Architecture
 Basic architectural
concerns are
afterthought
 Security is the last
thing to worry about
Spaghetti systems
Pragmatic Architecture
Architecture is an ongoing
process
Agile but forward thinking
architecture
Strategic and Tactical
Architecture
Markitecture
Good for getting
funding
Too much focus on
future and no tactical
approach
 No concrete
implementation plan
Disconnected from
reality
How to achieve balance in
Architecture
• Create a reference architecture that addresses different
scenarios faced by real applications
– Provide best practices
– Provide pre integrated building blocks
• Keep the architecture an ongoing job
– Architecture is only good if implemented
• Consider and Test Non functional requirements upfront
• Consider security approaches upfront
• Communicate the architecture and reference model to
enable consistency
• Create Architecture review checkpoints through the
lifecycle of projects
Where to go next?
Implement SOA in Your Projects
Project and Applications
•
•
•
•
Existing Applications
Legacy Migration and Interfacing
Business Applications
Infrastructure and Platform Projects
Pragmatic Projects
SOA is a Buzzword
Deliver something
 It works
 Let someone else
figure out SOA
 SOA is failing to
deliver business value
Pragmatic Projects
Balance between short
and Long Term business
value
Enable forward thinking
It works and Its SOA
Solving world hunger
Too big from Budget
Risk and Change
Management
Too risky, fall back to
traditional approaches
 Replace Technologies,
not Architecture
How to achieve SOA in Projects
• Identify what Business value project needs to deliver
• Identify Reuse from other projects
• Identify Architectural maturity and components project
will help deliver
• Identify Governance areas projects will achieve or
improve
• Identify Platform components projects will need, add
or improve
• Identify optimum balance between short term
(project) and long term (enterprise) goals
PSOA Process
Review
Business
Application
Align with
Business
Architecture
Implement
Plan
Architect
Questions