copyright © 2008 accenture. all rights reserved. soa: challenges in an ungoverned environment...

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


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


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.


For more information

Esteban SabadottoSenior Manager

SI – Oracle

UK/I Integration Capability Lead

Tel: +44 20 7844 9891

Email: [email protected]


Appendix


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


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.


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.


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


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


Billing

Provisioning

Inventory

SOA Services

Repository

Billing

Ticketing

Provisioning

Inventory

DNS

New Product


Billing

Provisioning

Inventory

Inte

rop

erab

ility

Target Architecture

…

Benefit Realized


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.


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.


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

copyright © 2008 accenture. all rights reserved. soa: challenges in an ungoverned environment...

Documents

processes soa

adoption of soa

adopting soa

soa paradigm

soa principles services

organizations soa capability

business value

business services design