SOA: An IBM perspective
Tomas Kadlec
Senior IT Architect
© 2007 IBM Corporation
Agenda

SOA Definitions

SOA Emphasis on Business/IT partnership

SOA Governance

IBM SOA Products and Solutions

SOA Adoption
© 2007 IBM Corporation
What is …..?
… a service?
… service orientation?
A repeatable business
task – e.g., check
customer credit; open
new account
A way of integrating your
business as linked
services
… service oriented
architecture (SOA)?
… a composite
application?
An IT architectural style
that supports
service orientation
A set of related &
integrated services that
support a business process
built on an SOA
© 2007 IBM Corporation
What is a Service?
 Service
A Service is a discoverable software resource which has a service
description. The service description is available for searching, binding and
invocation by a service consumer. The service description implementation
is realized through a service provider who delivers quality of service
requirements for the service consumer. Services can be governed by
declarative policies.
Source: IBM SOA Center of Excellence
© 2007 IBM Corporation
Service Oriented Architecture
Different Things to Different People
Roles
Capabilities that a business wants to expose as a
set of services to clients and partner organizations
Business
An architectural style which requires a service provider,
requestor and a service description. It addresses
characteristics such as loose coupling, reuse and simple
and composite implementations
Architecture
A programming model complete with standards, tools,
methods and technologies such as Web services
Implementation
A set of agreements among service requestors and
service providers that specify the quality of service and
identify key business and IT metrics
Operations
© 2007 IBM Corporation
IT’s Architectural Evolution: Making IT More Responsive
Pre 1950’s
To 1960’s
1970’s to
mid 1980’s
1980’s to
mid 1990’s
Mid 1990’s to
early 2000’s
Monolithic
Architectures
Sub-routines
/Remote
Procedure
Calls
Remote
Object
Invocation
Message
Processing
Late
1990’s
Enterprise
Application
Integration
(EAI)
Today
Services
(SOA)
Increasing Modularity to Achieve Flexibility
© 2007 IBM Corporation
Lines of code
SOA: The Next Step on the Connectivity Evolution
Direct
Connectivity
Message
Queuing
Connectivity,
mediation &
process-control
logic
Connectivity logic
Mediation &
process-control
logic
Application
All connectivity,
mediation and
additional logic
buried in the
application
Application
Abstracts the
connectivity
logic from the
application
Message
Brokering
Service
Orientation
Connectivity and
mediation logic
Process-control
logic
Application
Abstracts the
connectivity +
mediation logic from
the application
Connectivity,
mediation & processcontrol logic
Application
Services
Reduces application
to its core business
functions
(i.e. a service)
Increasing Modularity to Achieve Flexibility
© 2007 IBM Corporation
Business Needs Are Driving a Shift in IT
From:
To:
Function-oriented
Service-oriented
Build for permanence
Build to change
One long development cycle
Incremental development cycles
Application silos
Orchestrated solutions that work together
Tightly coupled
Loosely coupled
Structuring applications using
components and objects
Structure applications using services
Known implementation
Implementation abstraction
© 2007 IBM Corporation
Key Standards for SOA
Business Services: Service Offerings and Components
e.g. Book_Flight, Low_Fare_Search, Update_PNR_Data
Service Discovery (WSIL, UDDI, RAS)
Service Invocation & Messaging (WS-I, SOAP)
Service Description (WSDL, RAS)
XML (Infoset, Namespace, Schema)
Network Protocol (HTTP, SMTP, Other)
Management
Service Orchestration (WS-BPEL)
Transactions (WS-Tx)
Evolving Industry Semantics
(ACORD, FIXML, OTAXML, UCCNet, ebXML)
Security (WS-SEC)
Infrastructure Standards
Semantic
Standards
SOA and Web Service Standards
© 2007 IBM Corporation
Don’t confuse implementation technology and an unfortunate
overloading of the word Service with SOA
 Web Service standards can be used to implement a service
 ´The two are not the same thing:
 Many of today's production Web Services systems aren't
service oriented architectures
 they're simple remote procedure calls or point-to-point
messaging via SOAP or well structured integration
architectures
 Many of today's production service oriented architectures
don't primarily use Web Services
 they use ftp, batch files, asynchronous messaging etc. mature technologies
 However, SOAs often employ Web Services
 successful SOAs rely on open standards
© 2007 IBM Corporation
How Do We Define Business/IT Alignment?
Collaborative business and IT
decision making that ensures:
 IT investments are made based
on business priorities
“The process through which
business people and IT delivery
organisations collaborate to create
an environment in which
investment in IT and delivery of
 IT service delivery provides a
business result
IT services reflect business
 Business priorities are assessed
with IT capabilities and limitations
in mind
priorities are influenced by
priorities … in which business
understanding of IT capabilities
and limitations.”
“On IT-business Alignment”
Macehiter Ward-Dutton, Feb 2005
© 2007 IBM Corporation
The Vertical Silo Problem
Division “A”
Division “B”
Division “C”
Division “D”
Division “E”
© 2007 IBM Corporation
Where Are We Heading – Service Oriented Architecture
Customer
Division(s)
Shared
Services
Supplier
Outsourced
© 2007 IBM Corporation
What do you really mean by SOA Governance …
People
Governance comes from the root word
“Govern”. Governance is the structure
Services
of relationships and processes to direct
and to control the SOA components in
Technology
Processes
order to achieve the enterprise’s goals by
adding value while balancing risk versus
return
 The focus of SOA is the
 Services Model
 The governance model defines:
 What has to be done?
 How is it done?
 Who has the authority to do it?
 How is it measured?
© 2007 IBM Corporation
SOA requires effective IT Governance
“Effective IT Governance is the single most important predictor of value an
organization generates from IT.”
MIT Sloan School of Mgmt.
 Increasing Share Price Professional investors are willing to pay
premiums of 18-26% for stock in firms with high governance
 Increasing Profits “Top performing enterprises succeed where
others fail by implementing effective IT governance to support their
strategies. For example, firms with above-average IT governance
following a specific strategy (for example, customer intimacy) had
more than 20 percent higher profits than firms with poor governance
following the same strategy.”
 Increasing Market Value “On average, when moving from
poorest to best on corporate governance, firms could expect an
increase of 10 to 12 percent in market value.”
Source: MIT Sloan School of Mgmt.
© 2007 IBM Corporation
SOA Governance in context
IT and Operations align with Business
Consistent
Service
Model
Strategy
Enterprise-wide focus
Business
Opportunity
Reconcile
Multiple
Viewpoints
& Interests
Business
Strategy
Information
Technology
Strategy
Business
Architecture
IT
Architecture
Planning
Technology
Availability
Model & Assemble
Business Operating Environment
and IT Infrastructure
Deploy & Manage
IT Solutions
© 2007 IBM Corporation
SOA Reality Check - Drivers
© 2007 IBM Corporation
SOA Reality Check - Inhibitors
© 2007 IBM Corporation
SOA Reference Architecture: Solution View
B2B
Services
atomic and composite
Service Provider
Service Components
Packaged
Application
Operational Systems
Atomic Service
Custom
Application
Composite Service
Governance
Composition; choreography;
business state machines
Data Architecture (meta-data) &
Business Intelligence
Business Process
QoS Layer (Security, Management &
Monitoring Infrastructure Services)
Integration (Enterprise Service Bus)
Service Consumer
Channel
Consumers
OO
Application
Registry
© 2007 IBM Corporation
SOA/ODOE Reference Model
SOA is the Instantiation of the on demand Operating Environment
Business Services
Application Services
IT Service
Management
Development
Services
User
Business Innovation & Optimization Services
Business
Enterprise Service Bus
Infrastructure Services
© 2007 IBM Corporation
SOA/ODOE Reference Model
Composite
Business Services
Application Services
IT Service
Management
Development
Services
User
Business Innovation & Optimization Services
Business
ESB
Infrastructure Services
Utility Business Services
Service Level Automation and Orchestration
Resource Virtualization Services
© 2007 IBM Corporation
SOA Reference Architecture: Middleware Service View
Business Innovation & Optimization Services
Integrated
environment
for design
and creation
of solution
assets
Process Services
Information Services
Enables collaboration
between people,
process & information
Orchestrate and
automate business
processes
Manages diverse
data and content in a
unified manner
Facilitates communication
ESB
IT Service
Management
Interaction Services
between services
Partner Services
Business App Services
Access Services
Connect with trading
partners
Build on a robust,
scaleable, and secure
services environment
Facilitates interactions
with existing information
and application assets
Apps &
Info Assets
Development
Services
Facilitates better decision-making
with real-time business information
Monitor,
manage
and secure
services,
applications
&
resources
Infrastructure Services
Optimizes throughput,
availability and performance
© 2007 IBM Corporation
Separation of Concerns
The SOA Reference Architecture in Action
Business
Dashboard
Business Services
Supports enterprise business process and
goals through businesses functional service
Open
Account
Development
Services
Interaction Services
Process Services
Enables collaboration between
people,
processes &
Portal
information
Orchestrate and automate
business processes
Integrated
environment for
design and
creation of
solution assets
Information Services
Management
Services
Manages diverse
data and
Federated
content in a unified manner
Query
Manage and
secure
services,
applications &
resources
Enterprise Service Bus
Partner Services
Connect with trading
Community
partners
Manager
Business App Services
Build on a robust,
scaleable, and secure
EJBs
services environment
Access Services
Apps &
Info Assets
Approved
CICS interactions with DB
Facilitate
existing information
Access
Siebel andAccess
application assets
DB
Adapter
Access
Infrastructure Services
Optimizes throughput, availability and utilization
IT Management
Console
© 2007 IBM Corporation
Xmethods
IBM Hurley
England
IBM Hurley
England
ER_StockQuote
• Requests for a stock quote come into the ESB from a servlet.
• The incoming message is a SOAP/JMS message which is then
passed through the Bus from the External Requester to the
External Provider
• The External Provider passes the converted SOAP/HTTP
message to the external Web Service (XMethods)
• The reply is passed back through the Bus to the Requester.
EP_
StockQuote
XMethod
ESB
© 2007 IBM Corporation
Xmethods
IBM Hurley
England
IBM Hurley
England
• This time, the request is pass through a Mediation Module.
• The Mediation Module uses a MessageLogger Mediation Primitive
to log the message to a database.
• The Request continues on its way as before: passed to the
External Provider to be sent to XMethods.
StockQuote
Mediation
Subsystem
ER_StockQuote
IBM Hurley
England
EP_
StockQuote
XMethod
IBM Hurley
England
ESB
logger
© 2007 IBM Corporation
IBM Hurley
England
IBM
Hurley
England
• This time, when the request passes through the Mediation Module, a TableDrivenFilter Primitive
is used to look up the userid in a table of “gold” users.
• If the user is a gold customer, the request will be passed to a different external Web Service
(offered by XIgnite) otherwise it will continue as before.
• Because the message formats differ, the request is first passed through an XSLT Primitive that
will transform the message using an XPath expression.
• The response from XIgnite will also need to be transformed as part of the Mediation so that the
format is as expected.
XMethods
EP_
StockQuote
XMethods
StockQuote
Mediation
Subsystem
ER_StockQuote
IBM Hurley
England
logger
EP_
StockQuote
XIgnite
IBM
Hurley
England
filter
ESB
transform
XIgnite
© 2007 IBM Corporation
What is ESB ?
Architecture pattern providing virtualization of:
1. Location and identity: Participants need not know the location
or identity of other participants. For example, requesters don't
need to be aware that a request could be serviced by any of
several providers. Service providers can be added or removed
without disruption.
2. Interaction protocol: Participants need not share the same
communication protocol or interaction style. A request expressed
as SOAP/HTTP may be serviced by a provider that only
understands Java RMI.
© 2007 IBM Corporation
What is ESB ? (continued)

Interface: Requesters and providers don't need to agree on a common
interface. The ESB reconciles differences by transforming request
messages into a form expected by the provider.

Qualities of (Interaction) Service (QoS): Participants declare their QoS
requirements, including performance and reliability, authorization of
requests, encryption/decryption of message contents, automatic auditing
of service interactions, workload distribution criteria etc. QoS
requirements may be fulfilled by services themselves or by the ESB
compensating for mismatches.
© 2007 IBM Corporation
The SOA Lifecycle
Discover
Construct & Test
Compose
Gather
requirements
Model & Simulate
Design
Financial transparency
Business/IT alignment
Process control
Integrate people
Integrate processes
Manage and integrate
information
Manage applications
& services
Manage identity &
compliance
Monitor business
metrics
© 2007 IBM Corporation
Business Driven Development
An Iterative, Business-focused Development Process
Model
Run-time
Statistics
Manage
Continual Process Improvement
Requirements
Business
Analysts
Software
and Data
Architects
Monitor Business
Results
Model Business
Requirements
Unified Modeling Language
Observation
Model
(KPIs)
Manage IT
Performance
Create Business
and IT Dashboards
Model Software
Architecture
Business Process Execution Language
Business
Operations
Analysts
IT Operations
Managers
Events
Assemble
Deploy
Choreograph
Services
WSDL
Develop New
Services
EAR, DDL
Development
Team
Configure Human
Task Manager
Integration
Developers
Develop User
Interface
Testers
Test
Manage Quality of
Service
Manage Runtime
Platforms
Deployment
Team
Platformspecific
Runtime
Specialists
Team Unifying Platform
© 2007 IBM Corporation
CBM and SOMA
Sales
Channel
Strategy
Partner
Product Dev.
Strategy
Product
Development
and
Retirement
Marketing
Communicatio
ns,
Advertising
and Promotion
Marketing
Research and
Analysis
Service
Assurance
Fulfillment
and resource
Planning
Service
Strategy and
Readiness
Planning
Alliance
Strategy
CBM
Business
Management
Technology and
Resource
Strategy and
Capacity
Planning
IT Strategy
Supply
Chain/Value Net
Strategy
Stakeholder Mgmt/ Legal
and Regulatory
Sales,
Channel, and
Alliance
Management
Customer
Care
Management
Service
Management
Billing &
Collections
Management
Device and
Supplier Order
Management
Customer
SLA / QoS
Management
Account
Planning
Loyalty and Retention
Service
Development
and
Retirement
Network
Resource
Development
Strategic Enterprise
Planning
Customer
Care Strategy
Customer Interface Management
Order Handling
Customer Contact Operations
Sales
Problem
Sales
Problem
Handling and
Resolution
Customer
Analytics and
product
matching
Execute
Campaigns
an d market
fulfillment
Provisioning
& Fulfillment
Launch Product
B&C
Rating
Customer
Billing
Supplier/
Partner
Settlement
and Billing
Service
Configuration,
Activation and
Disconnects
Resource
Provisioning
Supplier/
Partner
Problem
Reporting &
Management
Service
Problem
Management
Network
Resource
Performance
Management
Supplier/
Partner
Performance
Management
Enable resource
provisioning
(Engineering and
Construction)
Service Testing
and
performance
management
Stakeholder and External Relations Management
Product
Portfolio
Planning
Billing and
Collections
Procurement
Brand
Management
Sales
Manage Enterprise
Technology Management (IT, R&D, Disaster Recovery)
Market and
Brand
Strategy
Customer
Management
and Care
New Product
Development
Develop and Provide Network Services
HR Management
Operate and execute
Tactics
(Direct, React and
Control)
Planning and Analysis
Marketing
Acquire and Manage Customers
Financial and Asset Management
Develop New Markets
and Products
Provides an analysis of the client’s strengths
and weaknesses juxtaposed with strategic
areas of focus – leads to what to outsource,
where to modernize, where to expand
Inventory
Management
Business Innovation & Optimization Services
Services
Services
Services
Services
Integrated
environment
for design
and creation
of solution
assets
Process Services
Information Services
Enables collaboration
between people,
processes & information
Orchestrate and
automate business
processes
Manages diverse
data and content in a
unified manner
Facilitates communication
ESB
IT Service
Management
Services
Interaction Services
between services
Partner Services
Business App Services
Access Services
Connect with trading
partners
Build on a robust,
scaleable, and secure
services environment
Facilitates interactions
with existing information
and application assets
Apps &
Info Assets
SOMA
Services
Development
Services
Facilitates better decision-making
with real-time business information
Manage
and secure
services,
applications
&
resources
Services
Infrastructure Services
Optimizes throughput,
availability and performance
Services
Services
Services
Service-Oriented Modeling and Architecture provides in- Operating Environment Architecture
depth guidance on how to move from business models to
the models required by an SOA
© 2007 IBM Corporation
SOA Programming Model Supported by Key Standards
 JavaServer Faces
 Standard way to construct user interfaces for web applications,
JSR 168 portlets, etc.
 MVC based User Interaction Framework
Design
( Models, Patterns, Templates, Policy )
 Service Component Architecture (SCA)
 Component services programming model which provides a
consistent framework for assembling solutions
 Jointly developed/endorsed by IBM, BEA, IONA, Oracle, SAP, and
Sybase
 Apache Open Source Incubator Project
 http://incubator.apache.org/tuscany/
Composition
User
Interaction
Invocation
Information
 Service Data Objects (SDO)
 Uniform (technology independent) way to represent data
 Provides Single abstraction (common API) across JDBC
ResultSet, JCA Record, XML DOM, JAXB, Entity EJB, CMI (for
MQ messages), and so on
 Co-developed by IBM and BEA
Business
Components
 Business Process Execution Language (WS-BPEL)
 Standard way to choreograph business processes
 Standardization through OASIS
© 2007 IBM Corporation
IBM’s SOA Foundation Products Enable the
Realization of SOA
WebSphere
Business Modeler
WebSphere
Portal
WebSphere
Business Monitor
WebSphere
Process Server
WebSphere
Information Server
Business Innovation & Optimization Services
Rational Application
Developer
Integrated
environment
for design
and creation
of solution
assets
Process Services
Information Services
Enables collaboration
between people,
processes & information
Orchestrate and
automate business
processes
Manages diverse data
and content in a
unified manner
Facilitates communication
Partner Services
Connect with trading
partners
WebSphere
Integration Developer
ESB between services
Business App Services
Build on a robust,
scaleable, and secure
services environment
Access Services
Facilitates interactions
with existing information
and application assets
WebSphere ESB
IT Service
Management
Interaction Services
Apps &
Info Assets
Rational Software
Architect
Facilitates better decision-making with
real-time business information
Development
Services
Rational
RequisitePro
WebSphere
Message Broker
Manage and
secure
services,
applications
&
resources
WebSphere
Service Registry
& Repository
DataPower
Infrastructure Services
Optimizes throughput, availability
and performance
WebSphere
Partner Gateway
WebSphere XD
WebSphere
Application Server
WebSphere ND
WebSphere
Adapters
© 2007 IBM Corporation
SOA Management
WebSphere Business
Monitor
Business Innovation & Optimization Services
Process Services
Information Services
Enables collaboration
between people,
processes & information
Orchestrate and
automate business
processes
Manages diverse data
in a unified manner
Integrated
environment
for design
and creation
of solution
assets
Facilitates communication
Partner Services
Connect with trading
partners
IT Service
Management
Interaction Services
ESB between services
Business App Services
Build on a robust,
scaleable, and secure
services environment
Access Services
Facilitates interactions
with existing information
and application assets
Apps &
Info Assets
Development
Services
Facilitates better decision-making with
real-time business information
Manage and
secure
services,
applications
&
resources
Infrastructure Services
Tivoli Composite
Application Manager
for SOA
Tivoli Composite
Application Manager
for Response Time
Tracking
Optimizes throughput, availability
and performance
Tivoli Composite
Application Manager
for WebSphere
Tivoli Federated
Identity Manager
© 2007 IBM Corporation
SOA Adoption is Iterative and Incremental …
1. Select (next)
project scope
2. Select a project
5. Review result
4. Execute
3. Assess and address
capability gaps
… with each project delivering immediate and long-term value
© 2007 IBM Corporation
SOA Adoption: Tactical and Strategic Action Combined
SOA Goal
 Market return through transformation: quicker time to production, lower costs,
competitive differentiation
Revenue and Profit
Market Return through Transformation
Strategic Vision
Incremental Adoption
Time
Two Primary Roadmap Perspectives
 Strategic Vision
Business and IT statement of direction which can be used as a guideline for decision making,
organizational buy-in, standards adoption
 Project Plans
Implementation projects to meet immediate needs of the current business drivers
© 2007 IBM Corporation
Getting Started Requires Vision
 Assess your current maturity, across multiple dimensions
 Business
 Methodology
 Technical
 Establish targets for where you want to be
 Document important goals and metrics for transitions across
the maturity dimensions
 Recognize that aspects of the Vision may shift with
experiences gained
 Adopt regular checkpoints for Vision re-assessment
IBM’s Service Integration Maturity Model provides a
guide for establishing a Vision
© 2007 IBM Corporation
Service Integration Maturity Model (SIMM)
Virtualized
Services
Dynamically
Re-Configurable
Services
Silo
Integrated
Componentized
Services
Composite
Services
Function
Oriented
Function
Oriented
Function
Oriented
Service
Oriented
Service
Oriented
Service
Oriented
Service
Oriented
Ad hoc IT
Governance
Ad hoc IT
Governance
Ad hoc IT
Governance
Emerging SOA
Governance
SOA and IT
Governance
Alignment
SOA and IT
Governance
Alignment
SOA and IT
Governance
Alignment
Structured
Analysis &
Design
Object
Oriented
Modeling
Component
Based
Development
Service
Oriented
Modeling
Service
Oriented
Modeling
Service
Oriented
Modeling
Grammar
Oriented
Modeling
Applications
Modules
Objects
Components
Services
Process
Integration
via Services
Process
Integration via
Services
Dynamic
Application
Assembly
Architecture
Monolithic
Architecture
Layered
Architecture
Component
Architecture
Emerging
SOA
SOA
Grid Enabled
SOA
Dynamically ReConfigurable
Architecture
Platform
Specific
Platform
Specific
Platform
Specific
Platform
Specific
Platform
Specific
Platform
Neutral
Dynamic
Sense &
Respond
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Level 7
Business View
Organization
Methods
Infrastructure
© 2007 IBM Corporation
Service Integration Maturity Model (SIMM)
Employ Business
Service
Decomposition
Business View
Organization
Methods
Applications
Architecture
Infrastructure
Composite
Form
Services
anVirtualized
SOA
Services
= current level
= target level
Dynamically
Re-Configurable
Services
Silo
Integrated
Componentized
Services
Function
Oriented
Function
Oriented
Function
Oriented
Service
Oriented
SOA and IT
Governance
Alignment
SOA and IT
Governance
Alignment
SOA and IT
Governance
Alignment
Re-engineer
Development
Ad hocProcess
IT
Ad hoc IT
Center of
Service
Service
Excellence
Oriented
Oriented
Service
Oriented
Ad hoc IT
Governance
Governance
Governance
Emerging SOA
Governance
Structured
Analysis &
Design
Object
Oriented
Modeling
Component
Based
Development
Service
Oriented
Modeling
Service
Oriented
Modeling
Service
Oriented
Modeling
Grammar
Oriented
Modeling
Modules
Objects
Components
Services
Process
Integration
via Services
Process
Integration via
Services
Dynamic
Application
Assembly
SOA
Grid Enabled
SOA
Adopt Process
Choreography
Assembly
Model
Layered
Component
Monolithic
Architecture
Architecture
Architecture
Platform
Specific
Platform
Specific
Platform
Specific
Level 1
Level 2
Emerging
SOA
FocusPlatform
Specific
Architectures on
Service
Orientation
Level
3
Level 4
Introduce
Open
Dynamically ReConfigurable
Standards
Architecture
Platform
Specific
Platform
Neutral
Dynamic
Sense &
Respond
Level 5
Level 6
Level 7
© 2007 IBM Corporation
Selecting Projects
Moving Incrementally Toward the Vision
A pilot project for SOA should …
1.
Address a well understood Business problem
2.
Incorporate aspects of governance
3.
Include Line-of-business objectives and IT objectives
4.
Leverage SOA entry point patterns
5.
Require an achievable stretch beyond current capabilities to address
gaps (skills, processes etc.)
6.
Be something you will put into production
© 2007 IBM Corporation
Customer Success via SOA Entry Points
Distinct But Interrelated Projects with Proven Value
What is it?
People
Process
Information
Customer
Value
Greater productivity and flexibility
through targeted user interactions
for improved operations and
collaboration
Increasing people's productivity and
reducing financial close from 10 to 4 days
with reusable services
Achieve business process
innovation through treating tasks as
modular services
Information reaches decision makers 70%
faster by enabling LOBs to orchestrate
modular services
Provide trusted information in
business context by treating it as a
service
Automated 80% of manual research process
for underwriting. Offer as service to industry
Service-enable existing assets and
fill portfolio gaps with new reusable
services
Improved customer satisfaction, sales to
delivery cycle and agility while reusing
existing IT assets
Connect systems, users, and
business channels based on open
standards
Significantly reduced time/cost required to
integrate older applications with new SAP
modules
Reuse
Connectivity
© 2007 IBM Corporation
Entry Point to People Centric Collaboration
Intuitive & Adaptive User Experience
 How to recognize the entry point
Business needs/pain points
 Too many applications required to complete a process
 Information gathering delays business processes
 Multiple participants in business process need differing access
IT needs/pain points
 Business processes span applications that don’t integrate well
 Supporting IT functions for business processes span organizations
 No single sign-on, no role-based information/application delivery
 Business and IT benefits
Business applications are consistent and tailored to a given task/role
Freedom to change IT resources without impact on the user experience
Freedom to incrementally adapt to changing business requirements
© 2007 IBM Corporation
42
Project Considerations for People Centric
Collaboration
 Typical project outline
Identify key applications, roles and business processes and
information sources
Acquire or build portlet base User interfaces to key applications
Configure task specific pages to deliver application, and
information according to the needs of the process roles
Orchestrate the user experience by integrating with Process
Server
 Common technical considerations
Access, authorization, and single sign-on to applications
User identity management – plan for governance
New use cases/ loads for applications and information sources
Plan for governance of portal applications across your
organization
© 2007 IBM Corporation
43
Entry Point to a Process Centric Approach
Business Process Management for Continuous Innovation
 How to recognize the entry point
Business needs/pain points
 Increasing need to tailor business processes on a per customer
/ per partner basis
 Changing business processes takes too long
IT needs/pain points
 Increasing maintenance costs as applications continuously
evolve
 Inflexible systems can’t handle today's requirements
Check
order
Web
order?
Shipment
status
On
time?
Order is
delayed
Approve
order
as is?
Get EDI orders
from ERP
Publish order to
back-end
 Business and IT benefits
Business processes are highly tailorable
Maintenance costs drop as changes in the business process can
be effected in a process-managed environment, using standard
technology like BPEL
© 2007 IBM Corporation
44
Project Considerations for Process Centric Approach
 Typical project outline
Digitize Business Model and simulate various mainline scenarios
Identify Key Performance Indicators that will be automatically or manually
collected to report on process and/or business efficiencies
Transform the business model into business processes through
composition, assembly, and new or existing service implementation
Monitor the business process results and iterate to make process and
implementation improvements
 Common technical considerations
Check
order
Web
order?
Shipment
status
On
time?
Order is
delayed
Approve
order
as is?
Get EDI orders
from ERP
Publish order to
back-end
Do you have already have a digitized version of your business model?
Are you interested in automatic generation of KPI data?
Does your process implementation require significant human interaction?
© 2007 IBM Corporation
45
Entry Point to an Information Centric Approach
Delivering Information As A Service to People and Processes
 How to recognize the entry point
Business needs/pain points
 Trusted information is not available in the right place, at the
right time, in the right context
 Existing business processes are not easily updated
with new information
IT needs/pain points
 Information semantics are coupled to applications; meaning
does not accompany data
 Creation of trusted information sources and resolution of crosssource data quality issues is complex and difficult to achieve
 Difficult to control the cost of managing complex information
infrastructure while providing flexibility; overly complex methods
are required to integrate data
Applications Processes
People
Information as a Service
Data
Content
 Business and IT benefits
Applications benefit from new information as it comes online
Information Integration complexity is contained in one place and
handled once
© 2007 IBM Corporation
Project Considerations for Information Centric
Approach
 Typical project outline
Discover source data models & relationships through profiling
Map models to logical future state models; connect to a business
context
Publish information services to return information required
Incorporate information services inline with business process
 Common technical considerations
Applications Processes
People
Information as a Service
Data
Content
Alignment with business context/objectives
All relevant data sources must be included
Data quality issues must be understood and resolved across
sources
Transformation needs must be met in a scalable manner
© 2007 IBM Corporation
Entry Point to Connectivity
Underlying Connectivity to Support Business-centric SOA
 How to recognize the entry point
Business needs/pain points
 Modernization/conversion of backend systems needs to be
isolated from applications
 Speed up new application development and integration
IT needs/pain points
 Manage all traffic to/from services consistently and with minimal
redundancy
 Flexibility to change service implementations and add service
consumers
 Strengthen governance of service
 Business and IT benefits
Decoupling of service providers and consumers provides flexibility to
implement applications more quickly
All service consumption is subject to consistent auditing, security,
validation etc.
Speed availability of existing systems by leveraging existing
messaging backbones
© 2007 IBM Corporation
Project Considerations for Connectivity
 Typical project outline
Service integration requirements and existing systems/middleware
are used to drive a service integration architecture and product
selection
A few new or existing services and new consumer application(s) are
identified
Expose the new/existing services using ESB and develop ESB
messaging flows and mediations
Deploy and manage the ESB solution
Iteratively add components and features to the service integration
architecture
 Common technical considerations
Pilot projects are simplified, if the integration is internal and security
is minimal
Services can be exposed to external organizations through
extensions to your internal ESB implementation
Put basic monitoring in place from the beginning
Use ESB to mediate between non-standards based systems and
new standards based systems
© 2007 IBM Corporation
Entry Point to Creating and Reusing Services
Create Flexible, Service-based Business Applications
 How to recognize the entry point
Business needs/pain points
 Freedom to outsource without impact to existing applications
 Turn proprietary systems into marketable business assets
IT needs/pain points
 Leverage existing IT investment
 Need to consolidate redundant systems
 Business and IT benefits
Unlock the value of existing IT assets
Eliminate the costs associated with non-key functions
© 2007 IBM Corporation
Project Considerations for Creating and
Reusing Services
 Typical project outline
Refactor a CICS program, create services and expose them
for individual consumption
Define the interface for a non-core function; work with a
partner to implement that function as a service with the
interface you’ve defined
 Common technical considerations
Define and expose services at the appropriate level of
granularity to represent reusable business functions
Leverage adaptors, connecters and gateways where
possible
Use a Service Component pattern to access legacy systems
© 2007 IBM Corporation
What differentiates SOA from claims like this in the
past?
Standards
 Broadly adopted Web
services ensure welldefined interfaces.
 Before, proprietary
standards limited
interoperability
Organizational
Commitment
 Business and IT are united
behind SOA (63% of
projects today are driven by
LOB)*
 Before, communication
channels & ‘vocabulary’ not
in place
Degree
of Focus
Connections
Level of Reuse
 SOA services focus on
business-level activities &
interactions
 Before, focus was on
narrow, technical sub-tasks
 SOA services are linked
dynamically and flexibly
 Before, service interactions
were hard-coded and
dependent on the
application
 SOA services can be
extensively re-used to
leverage existing IT assets
 Before, any reuse was
within silo’ed applications
*Source: Cutter Benchmark Survey
© 2007 IBM Corporation
Analysts Position IBM in the Lead
“...IBM is the leader in the development of SOA intellectual property.... with firmwide SOA investment of $1 billion, IBM will leverage cutting-edge R&D, leading to
quicker SOA value and reusable SOA assets for clients.”
The Forrester Wave™:
North American SOA Integration, Q3 2006, September 2006
2005 SOA Market Share
webMethods 3%
Other 5%
“Business Process Analysis Tools 2006” by Michael J. Blechar, Jim Sinur
(27 February 2006)
Sun 4%
Oracle 5%
“Data Quality Tools, 2006” by Ted Friedman, Andreas Bitterer (21 April 2006)
“Horizontal Portal Products 2006” by D.Gootzit ,G.Phifer, R. Valdes (16 May 2006)
SAP 6%
IBM
46%
Tibco 8%
Microsoft
10%
IBM in the Leader Quadrant in Seven SOA-focused
Gartner Magic Quadrants
BEA
13%
Source: WinterGreen Research, 2006
“Customer Data Integration Hubs, 2Q06” by John Radcliffe (26 May 2006)
“OOA&D Tools, 2H06 to 1H07” by Michael Blechar (30 May 2006)
“Security Information and Event Management, 1H06” by Mark Nicolett, Amrit T.
Williams, Paul E. Proctor (12 May 2006)
“User Provisioning” by Roberta J. Witty, Ant Allan, Ray Wagner (1H 2006)
IBM owns 37 percent of the $8.5B application and middleware
market, well ahead of its next closest competitor.*
* Source: “Market Share: AIM and Portal Software, Worldwide, 2005" by Joanne Correia (June 2006)
© 2007 IBM Corporation