soa practitioners’ guide part 4 integration: yesterday...

Date: 2/10/2008 SOA Practitioners’ Guide, Part 4: Integration Yesterday, Today and Tomorrow of 26

SOA Practitioners’ Guide Part 4

Integration: Yesterday, Today and Tomorrow

Painting by: Surekha Durvasula


Contributing SOA Practitioners

Ashok Kumar, Director - Services, Avis/Budget

Burc Oral, CellExchange Inc.

Surekha Durvasula, Enterprise Architect, Kohls

Yogish Pai, CEO, Pai Systems, LLC

This work is licensed under the Creative Commons Attribution 3.0 United States License. To view a copy of this license, visit http://creativecommons.org/licenses/by/3.0/us/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.

SOA Practitioners Blog: http://entarch.blogspot.com

.


TABLE OF CONTENTS

TABLE OF CONTENTS ........................................................................................................................... 3

ABOUT THIS DOCUMENT ..................................................................................................................... 5

ABSTRACT .................................................................................................................................................... 5 INTENDED AUDIENCE .................................................................................................................................. 5 BENEFITS OF THE SOA PRACTITIONERS’ GUIDE ...................................................................................... 5 SOA PRACTITIONERS’ GUIDE: PARTS ....................................................................................................... 6

INTRODUCTION ....................................................................................................................................... 7

INTEGRATION YESTERDAY ................................................................................................................ 8

INTEGRATION YESTERDAY: TRADITIONAL PATTERN ............................................................................. 8 ADAPTER ....................................................................................................................................................... 8 MESSAGING LAYER ....................................................................................................................................... 9 INTEGRATION YESTERDAY: CASE STUDIES ............................................................................................. 11 CASE STUDY 1 ............................................................................................................................................. 11 CASE STUDY 2 ............................................................................................................................................. 12

INTEGRATION TODAY ........................................................................................................................ 13

INTEGRATION APPROACH ......................................................................................................................... 15 PRESENTATION SERVICES ........................................................................................................................... 16 BUSINESS PROCESS MANAGEMENT ............................................................................................................ 16 SHARED DATA SERVICES ............................................................................................................................ 17 SERVICE INTEGRATION ............................................................................................................................... 18 BUSINESS INTEGRATION............................................................................................................................ 19 INTEGRATION TODAY: CASE STUDIES ..................................................................................................... 19 CASE STUDY 1 ............................................................................................................................................. 20 CASE STUDY 2: ............................................................................................................................................ 21 CASE STUDY 3 ............................................................................................................................................. 22

INTEGRATION: TOMORROW ............................................................................................................ 23

FUTURE OF IT ............................................................................................................................................ 23 SOA GOVERNANCE ................................................................................................................................... 23 FACTORS IMPACTING BUSINESS INTEGRATION ..................................................................................... 24


EXPONENTIAL EXPLOSIONS OF EVENTS ..................................................................................................... 24 COMMODITIZATION OF TECHNOLOGY ........................................................................................................ 25 SOFTWARE AS A SERVICE (SAAS) ............................................................................................................... 25 MAPPING DEPENDENCIES ............................................................................................................................ 25 CONCLUSION ............................................................................................................................................... 26


ABOUT THIS DOCUMENT

ABSTRACT

SOA is relatively new, so companies seeking to implement it cannot tap into a wealth of practical expertise. Without a common language and industry vocabulary based on shared experience, SOA may end up adding more custom logic and increased complexity to IT infrastructure, instead of delivering on its promise of intra and inter-enterprise services reuse and process interoperability. To help develop a shared language and collective body of knowledge about SOA, a group of SOA practitioners created this SOA Practitioners’ Guide series of documents. In it, these SOA experts describe and document best practices and key learnings relating to SOA, to help other companies address the challenges of SOA. The SOA Practitioners’ Guide is envisioned as a multi-part collection of publications that can act as a standard reference encyclopaedia for all SOA stakeholders.

INTENDED AUDIENCE

This document is intended for the following audience:

• Business and IT leaders, who need to start and manage an SOA strategy across the enterprise/LOB

• Enterprise Architects who need to drive the vision and roadmap of the SOA program and the architecture of each implementation that falls under it

• Program Managers who need to manage a portfolio of sub-projects within an overall SOA business strategy

• Project Team Members, who need to map dependencies and develop a timeline that meets the business expectations

• Vendors who provide solutions and tools for new business capabilities to the business and IT

• Standards bodies which need a better understanding of use cases of how business and IT plan to leverage technology to meet their objectives.

BENEFITS OF THE SOA PRACTITIONERS’ GUIDE

This document helps readers to:

• Learn from others: Early adopters of SOA share their best practices, insights, and views on the state of SOA adoption across the industry

• Compare alternatives: Identify and define the key technology components of SOA to establish a baseline reference for comparison of options

• Improve collaboration: A common language clarifies the nature of SOA components defined in this document


• Accelerate implementations: This guide defines the services lifecycle along with the requirements, recommended tools, and best practices for each of the stages.

• Understand the value of standards: This document recommends standards for aspects of SOA

• Avoid potential risks: The guide identifies some problem areas not yet addressed by the vendor community.

SOA PRACTITIONERS’ GUIDE: PARTS

There are three separate parts that make up the SOA Practitioners’ Guide.

This document is Part 1, Why Services-Oriented Architecture? It provides a high-level summary of SOA.

Part 2: SOA Reference Architecture provides a worked design of an enterprise-wide SOA implementation, with detailed architecture diagrams, component descriptions, detailed requirements, design patterns, opinions about standards, patterns on regulation compliance, standards templates, and potential code assets from members.

Part 3: Introduction to Services Lifecycle provides a detailed process for services management though the service lifecycle, from inception through to retirement or repurposing of the services. It also contains an appendix that includes organization and governance best practices, templates, comments on key SOA standards, and recommended links for more information.

Part 4: Integration: Yesterday, Today and Tomorrow details the integration reference architecture, how SOA enables integration and what the industry is expected to deal with Integration by 2010


INTRODUCTION

Integration of business systems is one of the key capabilities that should be provided by IT to enable business agility. This has been the primary objective of all integration effort to-date, however, due to various factors most of the integration efforts have not achieved the expected business benefit. Of course projects with the right executive backing have been quite successful but have never reached their full potential. The objective of this article is to demonstrate how adopting SOA enables achieving business agility and flexibility.

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MESSAGING LAYER

This is the backbone of the traditional reliable and scalable EAI tools which needs to integrate with disparate technologies (CORBA, JMS, RMI, MQ, etc.) and applications. (ERP, CRM, Mainframes, etc.). As the integration pattern for EAI based solution is the hub and spoke model – all messages from the end-point (applications) are transformed into a common business object model (such as customers, orders, products, etc.) on which the integration business logic is applied. Examples of such business logic are: scoring leads from campaign data prior to populating the Sale Force Automation Software, validation of order prior to sending it to Shipping. Etc. Once the business logic is applied the message is again transformed prior to sending it to the destination applications.

Following are some of the best practices/key learnings of leveraging this integration pattern.

• These patterns have been widely adopted and extensively used, especially for manufacturing, B2B supply chain, banking, etc.

• Requires standardization of the message format – header and payload section

• Source and target applications need to develop code (using their own proprietary code and interface) to integrate with the Adapter

• Business process adopted using proprietary workflow solutions - not necessarily standards based. However, the latest versions allow for BPEL, XPDL, JPD import/export, etc.

• Generally result in implementing point-to-point solution on the hub and vendor lock-in (due to the proprietary nature of the EAI tool)

• Reliable and scalable to support mission critical applications

• Modification of the canonical model may require redeployment of the entire application resulting in complex regression and integration testing which can make it difficult to deploy the refactored solution without shutting down the system

• IT organizations spend a lot of effort in integrating the technologies instead of focusing on delivering new business behaviour that enables business agility

As the EAI tool typically gets implemented as a point-to-point solution on a centralized server, it is not convenient to leverage this approach to provide the decision makers with real-time information. One of the best practices of leveraging the EAI tool is to pass all the relevant data over the messaging layer to populate the Operational Data Store and/or the data warehouse. However, due to the high development costs, it rarely ever happens. Instead the data team implements a parallel integration effort using ETL tool to copy all the data to an ODS/DW for aggregation and reporting purpose.

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This is basically a three layered model, where the lowest level is the most universal and generic infrastructure which is funded as tax or charge-back across all the business units (similar to the networks, email, etc.). The second level is the shared set of business services that is funded jointly by one or more organizations. The important thing to remember is that even though one of the business units may not use the shared business services right up-front, it has been observed that the second business unit would be willing to fund it, provided they know that one of their business applications shall require that service (recommend that this horizon be less than one year). The top most level is the least universal or a set of services that specific only to one of the business units and shall also be funded by that business unit. Evangelizing such as model during the annual budget planning cycle shall increase the success of getting the SOA projects funded.

Once the funding is approved, it is important that the organizations focus on managing the SOA program. This shall require organizations to adopt SOA Governance tools that include both the BPM and Repository capability. This is to enable organizations to fine tune their governance processes as well as reduce/eliminate deployment of redundant services. Most of the major software vendors already have SOA Governance tools and have also published their best practices and common patterns. The recommendation for IT organizations would be to leverage these patterns as a base and customize it to meet their specific requirements.

Following are some of the high-level requirements for an SOA Governance tool:

• Ability to customize the governance process, preferably using a browser

• Governance process engine should be independent of the repository

• Federation is key, as large enterprises shall potentially have multiple instances

• Meta data repository, especially one based on Meta-Object Facility (OMG Standard)

• Ability to map dependencies between the various metadata schemas and artifacts

• Ability to manage multiple versions of the metadata and artifacts

• Ability to create and manage assets

• Integration with financial applications, application portfolio management systems and CMDB

FACTORS IMPACTING BUSINESS INTEGRATION

Following are the list of factors that shall impact the business integration in the future:

EXPONENTIAL EXPLOSIONS OF EVENTS

As enterprises start adopting SOA and new technologies such as RFID, location based services, Web 2.0 and multimedia; these systems shall continuously generate a lot of events. In today’s integration efforts most of the business rules could be captured and automated. However, this approach shall not be sufficient in the future, especially as business would want to interact to any environmental change rapidly.

Enterprises need to start looking at adopting Event Servers to handle some existing events and as the number of events increase, the Event Server should be able to detect various patterns and proactively recommend action without the business having to spell out every scenario possible to IT (which would be next to impossible to do). Multiple standards groups are currently working on the standards for the Event


Driven Architecture but are still a year or two away from defining them. In short, pick a vendor/product that meets your specific needs expecting the vendor to support the standard in a few years.

COMMODITIZATION OF TECHNOLOGY

Today large eBusiness and Search engine sites develop specialized software to handle large volumes and run on high-end hardware. Over the period of time the software vendors are expected to develop software that shall run on low-end commodity servers (x86 based server); basically a grid of commodity servers. It would be important to watch the progress made by The Open Grid Forum and potentially adopt some of their recommendations.

SOFTWARE AS A SERVICE (SAAS)

Enterprises shall not only leverage SaaS for business application but shall do so, on a periodic basis, for processor power, disk spaces, etc. Business Applications such as ERP, CRM and eBusiness suites have been provided by the SaaS vendors for quite a while and integrating with them is straight forward. Enterprises have to be watchful of how these business application oriented SaaS providers incorporate the changing privacy rules and regulatory policies in times of globalization. On the other hand enterprises would have to exercise caution before leveraging on-demand infrastructure providers, especially due to lack of standardization. Some concerns could include metering for usage of these infrastructure services.

MAPPING DEPENDENCIES

As IT organizations shall be leveraging SaaS for infrastructure too, it becomes very important for them to map the dependencies right from the business process to the set of services all the way down to the servers and disks used that support these business capabilities. This basically makes it necessary for IT organizations to adopt a metadata repository to map the entire grid such as the ones provided by Asset Management Tools. Once again, monitoring The Open Grid Forum would be beneficial.

An analysis effort has to be undertaken by IT to help with the mapping exercise and to keep this up to date. In addition, it is imperative that the business services (components) are built modular in nature and limit their dependencies to each other. This not only involves work in the analysis of the core business functions and business process but also an understanding of how these would be deployed and utilized within the various business units. Parameters such as availability, variability, regulatory influences upon the operations of each business unit have an impact on the modularity and reusability of these services.


CONCLUSION

Business integration is a difficult problem when the business environment and business operating models are changing. The best way to deal with this is to identify the most granular reusable business functions that can be effectively assembled by the business users and the knowledge workers. This requires that IT not only engages with the business in strategic discussions but is also involved with identifying the core business activities that remain stable and unchanged across the life of an enterprise. These core business activities are encapsulated into reusable business functions. IT will also need to evaluate and provide tools to the business user to offer the ability to assemble new business capabilities and also tools that allow the business user to simulate novel business scenarios. These types of tools that enable the business user to become self-reliant also reduce the “lost in translation” syndrome for the business capabilities in the deployment of these solutions. Finally, a word on governance. The business user and IT have to be participants in the governance and oversight models for governance successful integration of enterprise information into knowledge.

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