copyright © 2008 accenture. all rights reserved. soa: challenges in an ungoverned environment...
Post on 27-Dec-2015
214 Views
Preview:
TRANSCRIPT
Copyright © 2008 Accenture. All rights reserved.
SOA: Challenges in an ungoverned environment
Esteban SabadottoSenior Manager
SI-Oracle, UK/I Integration Capability Lead
Open Standards Forum 2008
2Copyright © 2008 Accenture All Rights Reserved.
How Far Are Telcos in Adopting SOA?
Level 1Plan & Organize
Level 2Deploy
Level 3Architected
Level 4Industrialized
Get buy-in and assess
organisation readiness for
SOA transformation
Quick Wins
Enterprise Services and
Processes
SOA is industrialized
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
Services are part of the fabric of
business operations
Cross enterprise processes.
Predictive IT.
Business Insight
The maturity model can be used to benchmark an organizations SOA capability and progress towards industrialization.
A roadmap will help develop the SOA capability across your organization.
The maturity model can be used for planning roadmap activities.
Organise and strategise
3Copyright © 2008 Accenture All Rights Reserved.
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
4Copyright © 2008 Accenture All Rights Reserved.
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.
5Copyright © 2008 Accenture All Rights Reserved.
For more information
Esteban SabadottoSenior Manager
SI – Oracle
UK/I Integration Capability Lead
Tel: +44 20 7844 9891
Email: esteban.p.sabadotto@accenture.com
6Copyright © 2008 Accenture All Rights Reserved.
Appendix
7Copyright © 2008 Accenture All Rights Reserved.
Composite Applications(Establishing Business Solutions)
SOA – Common Challenges
•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)
•SOA is an enabling platform for achieving a high performance end state that is compromised of process-centric, metrics-enabled composite business solutions.
Leve
l of
soph
istic
atio
n
Custom, Packaged and Legacy Systems(Preserving existing investments)
Business Services Layer(coarse and fine-grained services)
World Class Processes and Process Control(Providing market differentiation)
Business-Level Management and Visibility(Responding to the competitive landscape)
SO
A F
oundation
Process E
xcellence
8Copyright © 2008 Accenture All Rights Reserved.
Potential Risks with Ungoverned SOA
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
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.
9Copyright © 2008 Accenture All Rights Reserved.
Delivering SOAAdopting SOA does not only requires re-tooling of existing disciplines across the Business and IT, but also establishing an SOA Governance function.
• Service-Oriented Architecture requires collaboration with and between several existing enterprise capabilities
• 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 will live in harmony with other architectures already in place (Batch, Client/Server, etc)
StrategyAnd
Governance
Business ProcessAcumen
EnterpriseArchitecture
SolutionDelivery
ServiceOriented
Architecture
An enterprise scale delivery capability for SOA should include all disciplines.
10Copyright © 2008 Accenture All Rights Reserved.
SOA Adoption - Capability FrameworkAn 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.
BusinessStrategy Drives the need for a
Service Oriented Architecture
These disciplines are required to deliver SOA.
• 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.
SOA Capability
SOA Governance
Solution Delivery
Enterprise Architecture
Integration
Business Process Acumen
Custom Packaged
Methodology & Delivery Tools
Business Architecture
Application Architecture
Technology Architecture
Composite
Process Modeling
Capability Blueprint
Process Optimization
SOA Strategy & Roadmap
Service Life Cycle Mgmnt
Capability Development
Journey Mgmnt & Communication
Information Architecture
A capability is made up of people, process
and technology
Process Architecture
Developer Support
Operations
Technology Infrastructure
SLA / OLA Monitoring / Reporting
11Copyright © 2008 Accenture All Rights Reserved.
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:
Manage the journey: setting a strategy, managing progress and ensuring value is realized
Evolve the enterprise capabilities to adopt, build and support an SOA
Migrate the organization from being application-centric to service-centric
Establish and manage business & technology alignment
New Product
Current Architecture
Roadmap
Dec
Nov
Oct
Sept
Aug
July
Jun
May
Apr
Mar
Feb
Jan
Project 1
Project 1a
Project 1b
Project 2
Project 2a
Project 2b
Project 3
Project 3a
Project 3b
SOA Program Management
Project 1
Project 2
Project n…
SOA Services
Repository
Billing
Ticketing
Provisioning
Inventory
DNS
New Product
SOA ServiceDefinitions
Billing
Provisioning
Inventory
Inte
rop
erab
ility
SOA Services
Repository
Billing
Ticketing
Provisioning
Inventory
DNS
New Product
SOA ServiceDefinitions
Billing
Provisioning
Inventory
SOA Services
Repository
Billing
Ticketing
Provisioning
Inventory
DNS
New Product
SOA ServiceDefinitions
Billing
Provisioning
Inventory
Inte
rop
erab
ility
Target Architecture
…
Benefit Realized
12Copyright © 2008 Accenture All Rights Reserved.
The SOA Capability Maturity Model
Level 1Plan & Organize
Level 2Deploy
Level 3Architected
Level 4Industrialized
Organize and strategize
Tacticalimplementations
Enterprise Services Bus and
SOA Platform
SOA is industrialized
The first step has to do with
management (buy-in) 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.
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.
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.
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.
The maturity model can be used to benchmark an organizations SOA capability and progress towards industrialization.
• A roadmap will help develop the SOA capability across your organization.
• The maturity model can be used for planning roadmap activities.
13Copyright © 2008 Accenture All Rights Reserved.
Strategy & Roadmap
Identify Drivers(Business Value)
Assess EnterpriseReadiness
(Arch / Org)
Define SOA Strategy & Roadmap
Execute SOA Roadmap
Govern SOA Journey
Identifying the business drivers and assessing the organizational readiness will help determine the appropriate strategy and ultimately the most effective 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.
14Copyright © 2008 Accenture All Rights Reserved.
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.
Target Initiatives / Business Priorities
Potential SOA Benefits & Costs
High Level Fit Assessment
(Identified Benefits)
High Level Capability &
Infrastructure Needs Assessment
(Identified Costs)
Business Case Development
ROI Model Development
High Level Business Case Development Process
Business Case:• Describes overall scope and target value• Articulates both quantitative and qualitative
value levers• Summarizes costs and benefits (leveraging ROI
Model)
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
top related