1. 10/22/2008
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
Wednesday, October 22, 1
2008
October 7th, 2008
Lessons Learned from Implementing
SOA
Vincenzo Ferrucci
TMNS BV
TMNS l e info@tmns.com l w www.tmns.com
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Until Now… 3
 SOA models
 Methodologies
 Elements of theory
 Good and necessary but have been covered
at length
 Now you know why and how the apple falls
 Just don’t get it on your head!
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From Now On… 3
 We will talk about practical experience
 NO new SOA models
 NO new methodologies
 NO new theory
 Practical advice to minimize SOA
implementation risks
 Unsafe vs. safe SOA
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SOA project 3
A SOA project is any
business-initiated
project supported by a
concrete SOA
architecture
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Why is SOA Risky? 3
A thing of the business
Multiple organizational silos
Formal business processes
Will fail without TIGHT
IT/business
cooperation
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Unsafe SOA 3
Size: Enterprise-wide
Duration: At least 18-24 months
Sponsorship: IT Ex sponsor
Priorities/Schedule: IT Ex initiated,
driven and controlled
Know-how: 90-100% eternal SI
Governance: Imposed, top-down
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Safe SOA 3
Size: At most three silos
Duration: 6-9 months
Sponsorship: Bu Ex sponsor
Priorities/Schedule: Bu Ex initiated
& driven, IT Ex controlled
Know-how: 50% external SI
Governance: Collaborative,
bottom-up
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Project Dimensions 3
 Size  Duration
 Sponsorship  Priorities/Schedule
 Know-how  Governance
How to manage risk along these dimensions?
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Managing Size 3
 Problem: Project too large
 Divide et impera
 Decompose service dimension
 Obtain a set of federated projects
 If projects spans > 3 silos, split it
 SOA portfolio as a laddered bond portfolio
 Ladder service dimension gain org experience
 Ladder time dimension reuse resources
 A set of laddered small projects spanning each no more
than 3 silos
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Managing Duration 3
 Problem: Project too long
 Decompose time dimension
 No subproject lasts more than 6-9 months
 Parallelism 1-2, at most 4 subprojects
 Beware of dependencies
 A set of partially parallel subprojects lasting each no
more than 6-9 months
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Managing 3
Sponsorship&Priority/Schedule
 Problem: SOA is not an IT issue, is a
business issue
 A SOA project with no clear business
sponsor is doomed to fail
 Need Bu Ex Sponsor
 Need IT Ex Sponsor
 Bu Ex Sponsor initiates and drives, IT Ex Sponsor
monitors
 IT Ex Sponsor needs to (in)directly report to Bu Ex
Sponsor
 SOA programme manager needs to directly report
to Bu Ex Sponsor
Anything else will not work!
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Managing Know-How 3
 Problem: Limited know-how
 Create critical mass!
 Initiate IGC*, set the framework
 Launch educational program
 Use at most 50% external staff
 SOA requires deep internal knowledge, technical, business
and political
 Large SI’s struggle with similar know-how
issues consider specialized players
 Create and maintain your own IGC, do not outsource
the whole pie
* Integration Governance Center
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Managing Governance 3
 Problem: Governance/
Compliance
 Governance
 Live with incompleteness
 Reuse materials you have
 Definition effort: 90 days IGB and IGF*
 Compliance
 Implant IGC rep in projects
 IGC rep is help, not control
 IGC rep feeds back into IGF
 Create IGC and a governance seed, grow it from
projects
* Integration Governance Board, Integration Governance Framework, Integration Governance Center
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Safe SOA: Targets Summary 3
 Size  Duration
 At most three silos  6-9 months
 Sponsorship  Priorities/Schedule
 Bu Ex sponsor  Bu Ex initiated and driven,
IT Ex controlled
 Know-how
 Governance
 50% external SI
 Collaborative/Bottom-up
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About Governance 3
 IGC = IGB + IGF
 An Integration Governance Board
 An Integration Governance Framework
 IGB creates, maintains and delivers SOA
project guidance
 IGF is the blueprint
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Sample: IGB Roles 3
Management
Sponsor
Integration Governance Board
NIT
Governance
Enterprise Integration
Lead Lead
Technology Lead Technology Lead Technology Lead
(TIBCO) (MS) (IBM)
Solution Small
Large
Design
Table
Project
Integration Lead
Quality Assurance
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Sample: Project Interaction 3
Enterprise Governance
Integration Governance
Quality Assurance
Project Initiation Architectural
Reviews Reviews
Documentation Implementation
Data Technical Detailed
Requirements Repository Review
Standards
Design Architecture Design
Review
Review Review Review Review
Up front influence In progress influence At conclusion influence
Project lifecycle
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10. 10/22/2008
Conclusions 3
 Not without the business
 Run federated small & short activities
 Get the governance right
 Foster your own intellectual capital
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Contact Details 3
Questions?
Vincenzo Ferrucci
Discussion? vferrucci@tmns.com
The Hague Offices – TMNS BV
Follow up? Palazzo Giardino l Oude Middenweg 53
2491 AC The Hague l The Netherlands
t +31 (0)70 3011720
f +31 (0)70 3011721
Frankfurt Offices – TMNS GmbH
Trianon, 7th floor l Mainzer Landstraße 16
D-60325 Frankfurt am Main l Germany
t +49 (0)69 971 68400
f +49 (0)69 971 68200
London Offices – TMNS Ltd
Ash House l Fairfield Avenue
Staines, Middlesex TW18 4AB l United Kingdom
t +44 (0)1784 22 4265
f +44 (0)1784 22 4335
Zürich Offices – TMNS GmbH
Fabrikstrasse 50
8031 Zürich l Switzerland
t +31 (0)70 3011720
f +31 (0)70 3011721
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