re-architecting an enterprise with soa & agile
TRANSCRIPT
Presentation # 2249 © 2013 IBM Corporation
RE-ARCHITECTING AN ENTERPRISE WITH SOA & AGILE
Brian Graves: BMI Sr. Director, Enterprise Services [email protected]
M. Kevin McHugh: IBM Managing Consultant [email protected]
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Please note the following
IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion.
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The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
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v Brian Graves ² BMI Senior Director of Enterprise Services ² [email protected]
v M. Kevin McHugh ² IBM Managing Consultant ² [email protected]
SPEAKERS
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We will field questions throughout the presentation, so please feel free to ask them
Q&A GROUND RULES
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HIGHLIGHTS: v Broadcast Music, Inc. – 1939
v Performing Rights Organization (PRO)
v Collects license fees and distributes royalties
v Operates on a non-profit basis
v Seven locations: Nashville, New York, Los Angeles, Atlanta, Miami, Puerto Rico, London
v 600 employees
BROADCAST MUSIC INC.
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HIGHLIGHTS:
v 7.5 million musical works
v 550,000 songwriters, composers, and publishers
v Represents all genres of music
² Adele ² Kanye West ² Foo Fighters ² Taylor Swift
BROADCAST MUSIC INC.
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When music is performed publicly, by law, songwriters and publishers must be paid for the use of their music
BROADCAST MUSIC INC.
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Performance counts across all media channels have been growing fast
DIGITAL AGE OF MUSIC
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In a few years, the number of mobile devices will DWARF the number of PCs
Gartner, IDC, Strategy Analytics, company filings, BI Intelligence estimates
Personal Computers
MOBILE GROWTH
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Mobile consumers are getting more comfortable paying for content on a mobile device
Consumer Willingness to Pay for Media Content Downloads
Nielsen Mobile Connected Device Report
MOBILE CONTENT
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Eight out of the top ten most followed users are
musical artists
SOCIAL MEDIA–TWITTER
© 2008 – 2013 Twitter Counter (third party application for Twitter)
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© 2013 Next Big Sound, Inc.
SOCIAL MEDIA
Lumineers
Top social album creating the most social buzz of
2012
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Monthly Pandora listeners now comprise 5% of broadcast radio's audience
© 2013 Inside Radio
v 2011: 100 million users
v 2013: 200 million users
v 1.6 billion stations in 2012
v 14.6 billion hours of music streamed every month
ONLINE RADIO–PANDORA
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© 2013 The Nielsen Company
v YouTube is the leading source for music discovery and access on the internet
v Today 64% of teens listen to music through YouTube
YOUTUBE MUSIC
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YOUTUBE MUSIC
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There are more than 500 digital music services around the world offering consumers the opportunity to legally access up to 26 million songs © 2012 Pro-Music
DIGITAL MUSIC ECOSYSTEM
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BMI Challenges
v Music is global; copyright law differs by country
v Many years of growth and expansion ² 6000 tables across various database systems
² Twenty-four different programming languages
² 350+ major applications in production
v Transactional numbers are through the roof ² Over 100 billion copyright transactions
² Over one million musical works registered per year
DIGITAL MUSIC IMPACTS
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Better Service and a More Valuable Experience
POWERED BY BMI
v Integrated/common UX/UI Access v Services Oriented Architecture Simplicity v Optimized business processes Efficiency v Create a single view of data Trust
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IBM v Rational Tools, Training, and Support
Prolifics v Build and Deployment Automation v Guidance v Implementation
BMI STRATEGIC PARTNERSHIPS
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ORIGINS OF BAM
Origins in… v XP
v Scrum mandate
v Agile pilots
v Agility@Scale
v Introduction to Disciplined Agile Delivery
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Disciplined Agile Delivery
Lifecycle image: © 2011 IBM Corporation
Disciplined Agile Delivery – Course RP251
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Quality team collaboration
IBM® Rational® Quality Manager
Coordinate quality assurance plans, processes, and
resources
Business expert collaboration Elicit, capture, elaborate, discuss,
and review requirements
IBM® Rational® Requirements
Composer
Rational Team Concert
Core team collaboration "Think and work" in unison and provide real-time project heath
Architect Developer
REST API
Quality management
Requirements management
Change and configuration management
Association Changes and notification
Tester finds defects, generates work item
Defect status Defects closed against
requirements
Requirement linked to work item
Analyst Tester
REST API
REST API
IBM Rational Jazz Suite
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BAM – PROCESS ARCHITECTURE
Bringing together different, often disparate, approaches to doing work…
… into one consistent delivery method
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SO, IT’S BEEN ANOTHER YEAR…
Challenges v Evolution of BMI Agile Method (BAM)
v Agility@Scale
v Implementation ² Team size ² Global delivery model
v Enterprise discipline
v Technical complexity
v Deconflicting project timelines and urgent change requests
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The Future is Now
Last Year v Adopting Scrum of Scrums v Defining BMI Agile
Method (BAM) v IT Governance v SOA Adoption
Today v Dynamic multi-scrum
coordination v Agile is a way of life v Clear roles & responsibilities v Adapting to become a
process centric organization
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SOAP/HTTP
v Federated ESB Architecture
v Audit logging v Exception handling v Protocol mediation
v Security (authentication and authorization)
v Data transformations
v Adapters (JDBC, flat-file, Email) v Build and Deployment Automation v Policy Enforcement
v Service composition/aggregation
SOAP/HTTP (S)
ReST/HTTP (S)
JDBC
SOAP/HTTP (S)
OVERALL ARCHITECTURE
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v Process discovery v Process execution and monitoring for continuous improvement v Automate workflow v Process flexibility through business rules management v Process interaction through social mobile collaboration
OVERALL ARCHITECTURE
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v Process documentation and design for implementation
v User interface design
v Services integration and re-use
v Service re-usability through rules and integration/mediation
OVERALL ARCHITECTURE
MODEL DRIVEN DEVELOPMENT
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v Automated assemble and deploy steps v Either trigger automation on-demand or based on schedule v Notification of failure v Easy troubleshooting if assemble or deploy fails
AUTOMATED RELEASE MANAGEMENT
v Ability to track a release v Control what gets included in the release v Roll-back a deployment of a release v Redeploy a release at any time in future
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SINGLE VIEW OF DATA
v Alignment of business processes and business data through master data management ² Consolidate over 6000 tables into single view of data
² Service enabled QualityStage and DataStage jobs
² Cleansing, de-duplication, and consolidation
v Increased Data Quality
² Cognos ² SPSS
v Predicted analytics to support business strategy
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AFFILIATE MANAGEMENT
v Numerous handoffs
v Lengthy processing time
v Limited visibility and escalation
v Manual tasks
Current State Observations
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BPM – ONLINE AFFILIATION – BLUEWORKS LIVE
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BPM – ONLINE AFFILIATION – PROCESS DESIGNER
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SOCIAL
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ONLINE AFFILIATION – BPM IMPROVEMENTS
v Dramatic reduction of processing time
v Fully automated global society search
Process Improvements:
v Instances of human error minimized
v Process Owner: “BPM for the first time has given us transparency into our processes”
v Affiliate Analysts: “BPM has replaced many manual steps and created a unified workspace”
Quotes:
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v BMI Live allows BMI songwriters who play their music live, regardless of venue size, to easily submit those performances for royalty payments
v Since 2011, this innovative program has granted thousands of songwriters who have never received royalties a means to apply for their first royalty check
“BMI Live has impacted my career in a positive way by paying me for live performances in venues I never received royalties from previously.”
~ Songwriter/BMI Live top earner, Granger Smith
INTEGRATED UX/UI – BMI LIVE
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MOBILE
DESKTOPS
TABLETS
BMI LIVE – RESPONSIVE DESIGN
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The official BMI Mobile App is powered by content and services
from BMI’s award-winning website:
BMI MOBILE
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BMI Mobile is the music industry’s deepest mobile
resource for career building information and
self-service options
BMI MOBILE
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BMI Mobile gives you full access to BMI Live with a
rich user experience in either native iOS or Android
BMI MOBILE
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v Utilize geo-codes to compare to centralized venue database
v Choose from over one million venues
BMI MOBILE
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v BMI partners with Artist Growth
v BMI members can now use Artist Growth to submit performances to BMI Live for payment.
PARTNERSHIPS
LESSONS LEARNED
² Focus on the ‘What’ ² Funding
v Top down sponsorship
v Not anticipating magnitude of change necessary
v Communication
v Identify champions/early adopters to drive change
v Iterative delivery
v Choosing the right partners
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Acknowledgements and disclaimers
© Copyright IBM Corporation 2013. All rights reserved. – U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.
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© Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.