Weitere ähnliche Inhalte Ähnlich wie Manas Deb Maturity Models And Roadmap Planing (20) Mehr von SOA Symposium (20) Kürzlich hochgeladen (20) Manas Deb Maturity Models And Roadmap Planing1. This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com
Founding Sponsors
Platinum Sponsors
Gold Sponsors Silver Sponsors
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SOA Maturity Model and Roadmap Planning –
Business and Technology Imperatives
Manas K. Deb, Ph.D., MBA, Sr. Director, FMW/SOA Suite
Bob Hensle, Director, Enterprise Architecture Program
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2. Yesterday’s Enablers – Today’s Bottlenecks
Example: P2P EAI in most large organizations
A sample P2P application integration traces in a global logistics company (partial)
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
One Of The Reasons for Our Dialogue
Business Process Implementation/Customization
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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3. Does SOA Intrigue Executives?
“…What’s primarily responsible is service-
oriented architecture, a relatively new way of
designing and deploying the software that
supports a business activity….”
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
CIO Agenda and SOA+BPM
Making the enterprise unique in its mission and strategy
From Technology Provider to Solution Partner
83% of CIOs predict significant change over next 3 years
Source: Gartner Group, Making the Difference: The 2008 CIo Agenda, Jan 2008
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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4. TOP IT-Investment Priorities 2008
New(er) problems? New(er) solutions?
• BPI (for higher agility and efficiency)
• New customer acquisition / Customer retention
• New products & services creation
• (At low cost and effort, of course…)
New(er) paradigm?
• Embrace service orientation? Will this help?
• Leverage BPM on top of SOA? How?
• What will SOA adoption mean? Will it be successful?
Source :Gartner (Panel: 1400 Corporations Worldwide)
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
SOA Adoption – A Recent Survey
Use of SOA
30%
Within 1 year,
83% of
25% respondents will
be using SOA
20%
15%
10%
5%
0%
Yrs >3 1- 3 <1 <1 1-3 No plan
Implementing Planning to Implement
Top Reasons for SOA Use Top 3 Impediments to SOA Use
• ~60% to integrate packaged apps, 1. Lack of organizational readiness
with packaged ERP on top of the list 2. Lack of in-depth business case
• ~40% to integrate & build custom apps 3. Lack of enabling technology
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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5. Presentation Agenda
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• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Concluding Remarks
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Business Agility – A Working Definition
• Ability to handle “change” forces “quickly” and “effectively”
• Boosts innovation and operational efficiency (competitiveness)
• Anticipated and unanticipated (external/internal) change
• Efficacy includes accuracy and resource constraints
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Agility a Amount-of-change X
Elapsed-time Constraints
• Constraints include:
• Money, people, skills, technologies, regulations, industry trends
• “Routine” performance improvements:
• Are not good indicators of true business agility
• Do not boost sustained competitive advantage
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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6. Business Agility Enablers
High-level characteristics
• Agility - A “planned (structured) ability” so as to handle
change “without a lot of planning”
• Agility requires systematic support of:
• Organizational discipline
• Goals, strategies, culture, behavior, learning, governance
• Small business-IT gap
• Technology infrastructure
• Software tools and standards, functional apps, hardware
• Compositional architecture
• Business arch, enterprise arch, IT application arch
• Business arch to include elements of the extended enterprise
• “How” an agile response is provided is often more
important than “what” response is generated
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Business Agility Development
Pre- & Post Conditions
• Business agility is part of overall organizational flexibility
• Pre-conditions:
• Sensing mechanisms with fast decision making culture
• Clear communication channels
• Post-conditions:
• Fast organizational learning
• Learning-leveraged changes
• Flexible IT is essential to (modern) business agility
Anticipation Agility
Adaptability
IT Flexibility Framework (Ref. Karen Patten et al., 2005)
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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7. Presentation Agenda
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• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Concluding Remarks
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
“SOA” – A Quick Recap
Core Strategies, Key Benefits, and Major Challenges
Provides:
• Smaller Business-IT Gap
• Common semantics using “services”
• Smaller project cycles – more sync opportunities
• Higher Business Agility/IT Flexibility at Lower Cost
• Mostly “assemble” - Re-use of services
• “Loosely-coupled” – lower consumer-provider dependency
• Clearer software/app building process (lower skill-set requirement)
• Better Operational Control
• Higher scalability and availability, “On-demand” services
• Better management and visibility, better SLAs
Demands:
• Higher level of strategy, planning and discipline
• Shared technology and practice frameworks
• Not only ROI considerations but also ROA
• Higher organizational commitments for larger initiatives
• A “mind-set/behavior change” for higher level of adoption
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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8. Common Barriers to SOA Success
Sample SOA Challenges
• Lack of tools and infrastructure • Maturity of Web Services Standards
• Standards proliferation • Service Sprawl
• Standards Compliance • Registry Sprawl
• Business/IT Relationship • SOA Portfolio Management
• Multiple Silo-ed SOA’s • “Right-Click Architecture”
• Lack of Best Practices • Culture Change
• Organization Friction • Change Management
• Confusing priorities • Lack of appropriate operational
processes
• Enterprise vs LOB Decisions
• Lack of skills and experience
• Lack of SOA Roadmap • Hype versus Reality
• Funding • Track & Communicate Progress
• Charge-Back Models • Policy Enforcement (Automated,
• Lack of appropriate service Manual)
engineering approach • …
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
SOA Adoption and Org Characteristics
SOA Chasms
* Figure adapted from Steve Bennett’s Blog, 25 Aug 2007
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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9. Presentation Agenda
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• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Fundamental Considerations
• Concluding Remarks
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Focus Areas Critical to SOA Success
Comprehensive Approach
Corporate Competency
development/evolution Organization
Enterprise Service Consistent approach
Planning Process & to service engineering
Infrastructure Roadmap to guide you and management
Software/Hardware Methodology/Practices
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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10. SOA Methodology – Engagement Scopes
Creating Focus and Setting Accountability
SOA Centre of Excellence
Governance
* Enterprise Scope here refers to the scope of SOA initiative in the enterprise
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Presentation Agenda
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• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Planning Strategies (Selected Highlights)
• Concluding Remarks
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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11. SOA Strategy & Planning - Basics
Building Up To A Vision, Step-by-step
• Plan Strategically
• Reference Architecture
• Organization and Governance
• Service Engineering & SIMM
• Enterprise Modeling
• Act Tactically
• Take a pragmatic approach
• Address only the immediate
concerns in each iteration
Follow Roadmap
• Four step process
• Understand current state Current Future Execution
• Define future vision State Vision
12 mos
• Identify gaps 6 mos
3 mos
Plan Roadmap
• Develop roadmap
“Leverages Oracle’s SOA Maturity Model”
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
SOA CAPABILITY MATURITY LEVELS
Higher the Level – Better the Capabilities
STRATEGIC GOALS TACTICAL PLANS
Able to support business initiatives Refine and improve standards and
in a timely and cost-effective manner. processes
OPTIMIZED Exploit new business opportunities
Processes and procedures
- 5 - enabled by SOA
Establish key performance indicators
quantitatively managed to drive and manage to those metrics
business value. MANAGED Leverage BAM to improve business
- 4 -
processes.
SOA concepts consistently applied Standardize approach and products
facilitating sharing and reuse Drive widespread adoption
SYSTEMATIC Establish governance
Focused on simple quick win
- 3 - Apply SOA to simple integrations
projects to demonstrate value Select business-driven projects
OPPORTUNISTIC amenable to SOA (e.g. simple portals)
- 2 -
Build confidence with business owners
Experimenting with and learning Get experience building, deploying,
SOA concepts and consuming services
AD HOC
SOA not being pursued
- 1 - Investigate applicability of SOA
NO SOA
- 0 -
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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12. SOA Maturity Model
Domains & Measurement
Capability Domains Measurement Model
• Eight capability domains – comprehensive coverage
• Domain – A collection of related capabilities
• Model measures maturity and adoption levels
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Architecture Domain
Example Capability
Service versioning strategy has been
accepted by all impacted groups and
is seeing widespread adoption.
A service versioning strategy has
been defined and adoption of the
approach is underway
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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13. SOA Progress Assessment
“As-Is” and “To-Be” states
Vision & Stategy
Governance Architecture
Organization Infrastructure
OA&M Information
Projects, Portfolios & Services
Maturity Adoption
SOA Domain Scorecard SOA Capability Heat Maps
• SOA Domain Scorecard – High-level view of the overall maturity and
adoption for the organization. Highlights domains that are lagging with
respect to the other domains.
• SOA Capability Heat Map – Visualization of the Capabilities that are in
need of improvement
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Key SOA Benefits & Imperatives
Establish Guiding Principles for SOA
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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14. SOA Roadmap Planning – Guided Success
Leverage Maturity Model For Planning Guidance
• Plan and manage holistically
– multiple dimensions, multiple
phases and time periods
• Remedy problem areas –
Use SOA Domain Capability
Heat Maps to identify problem
areas and inhibitors to SOA
adoption SOA Planning Horizon
• Close Gap – Use SOA
Domain detailed strategies for
closing the “as-is” and “to-be”
gap.
• Improve - You can’t improve
what you can’t measure
Maturity Over Time
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Sponsorship For SOA Initiatives
Entry Points and Funding Strategies
High Mega
Business-Led Projects/
Projects Infrastructure B2B
Transformations
BAM
Business Sponsorship
Business solution SOA money EAI
MDM
Process IT-Led STP
Projects Projects
Process Portals
Business solution
Self-Service
Redirected money Redirected money
Low
Portals
Low SOA Complexity High
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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15. SOA Project Identification Analysis
Cost-Benefit-Risk Considerations
Total Risk Distribution pe r Proce ss
Process 5 Process 7
9% 2%
Process 4
14%
Process 3
6% Enterprise
58%
Process 1
11%
Complexity vs Effort vs Benefit Analisys Complexity vs Effort vs Risk Analisys
Admissible Level*
Complexity Complexity P6
10 9 8 7 6 5 4 3 2 1 0 10 9 8 7 6 5 4 3 2 1 0
0.0 0.0 P5
7.5 1.0 8.1 1.0
4.9
2.0
Process 1 8.1
2.0 P4
3.0 Process 1
3.0
Process 2 Process 2
1.5 4.0 9.6 4.0 P3
Effort
Effort
Process 3 Process 3
5.0 5.0
4.7 6.0
Process 4
10.0 6.0
Process 4 P2
Process 5 Process 5
7.7 7.0 8.9 7.0 Benefit
8.0
Process 6
8.0
Process 6 P1 Risk
9.0 9.0
3.5 10.0 9.3 10.0 0.0 0.5 1.0
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Oracle SOA Methodology
Develop Implementation Roadmap
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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16. Presentation Agenda
<Insert Picture Here>
• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Concluding Remarks
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
Concluding Remarks
Methodology-Driven SOA Maturity & Roadmap Planning
• Main goal: Help customers accelerate their SOA adoption
• Use a pragmatic and incremental approach to SOA adoption
• Helps keep SOA adoption closer to business needs
• Must be useful even if most of the SOA work is outsourced
• Build adoption roadmap using a capability maturity model
• Maturity model to have comprehensive scope
• Roadmap milestones to reflect organization’s vision and goals
• Roadmap action items are derived from SOA methodology
• Adaptive methodology used for maturity and roadmap
• SOA methodology used works with most existing s/w practices
• Modular knowledge components – facilitates easy customization
© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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17. © 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008
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