© 2007 IBM Corporation SOA: An IBM perspective Tomas Kadlec Senior IT Architect.

© 2007 IBM Corporation

SOA: An IBM perspective

Tomas Kadlec Senior IT Architect


Agenda

SOA Definitions

SOA Emphasis on Business/IT partnership

SOA Governance

IBM SOA Products and Solutions

SOA Adoption


… a service?

A repeatable business task – e.g., check

customer credit; open new account

… service orientation?

A way of integrating your business as linked

services

… service oriented architecture (SOA)?

An IT architectural style that supports

service orientation

… a composite application?

A set of related & integrated services that

support a business process built on an SOA

What is …..?


What is a Service?

Service

A Service is a discoverable software resource which has a service description. The service description is available for searching, binding and invocation by a service consumer. The service description implementation is realized through a service provider who delivers quality of service requirements for the service consumer. Services can be governed by declarative policies.

Source: IBM SOA Center of Excellence


A programming model complete with standards, tools, methods and technologies such as Web services

Capabilities that a business wants to expose as a set of services to clients and partner organizations

An architectural style which requires a service provider, requestor and a service description. It addresses characteristics such as loose coupling, reuse and simple and composite implementations

Implementation

Architecture

Business

OperationsA set of agreements among service requestors and service providers that specify the quality of service and identify key business and IT metrics

Roles

Service Oriented Architecture Different Things to Different People


IT’s Architectural Evolution: Making IT More Responsive

Services(SOA)

MonolithicArchitectures

Pre 1950’sTo 1960’s

1970’s to mid 1980’s

Mid 1990’s toearly 2000’s

Today Late 1990’s

Sub-routines/Remote

ProcedureCalls

RemoteObject

Invocation

MessageProcessing

Enterprise Application Integration

(EAI)

1980’s tomid 1990’s

Increasing Modularity to Achieve Flexibility


Message Queuing

Abstracts the connectivity

logic from the application

Message Brokering

Abstracts the connectivity +

mediation logic from the application

Service Orientation

Reduces application to its core business

functions(i.e. a service)

Application Application

Direct Connectivity

All connectivity, mediation and

additional logicburied in the application

Application

Lin

es o

f co

de

SOA: The Next Step on the Connectivity Evolution

Increasing Modularity to Achieve Flexibility

Application Services

Connectivity,mediation &

process-control logic

Mediation & process-control

logic Process-control logic

Connectivity logic

Connectivity andmediation logic

Connectivity,mediation & process-

control logic


Service-oriented

To:

Function-oriented

From:

Business Needs Are Driving a Shift in IT

Implementation abstraction

Structure applications using services

Orchestrated solutions that work together

Incremental development cycles

Build to change

Known implementation

Structuring applications using components and objects

Tightly coupled

Application silos

One long development cycle

Build for permanence

Loosely coupled


Key Standards for SOA

SOA and Web Service Standards

Business Services: Service Offerings and Componentse.g. Book_Flight, Low_Fare_Search, Update_PNR_Data

Evolving Industry Semantics(ACORD, FIXML, OTAXML, UCCNet, ebXML)

Service Orchestration (WS-BPEL)

Service Discovery (WSIL, UDDI, RAS)

Service Invocation & Messaging (WS-I, SOAP)

Service Description (WSDL, RAS)

XML (Infoset, Namespace, Schema)

Network Protocol (HTTP, SMTP, Other)Infr

astr

uctu

re S

tand

ards

Sem

antic

Sta

ndar

ds

Sec

urity

(W

S-S

EC

)

Tra

nsac

tions

(W

S-

Tx)

Man

agem

ent


Don’t confuse implementation technology and an unfortunate overloading of the word Service with SOA

Web Service standards can be used to implement a service

´The two are not the same thing: Many of today's production Web Services systems aren't

service oriented architectures they're simple remote procedure calls or point-to-point

messaging via SOAP or well structured integration architectures

Many of today's production service oriented architectures don't primarily use Web Services they use ftp, batch files, asynchronous messaging etc. -

mature technologies

However, SOAs often employ Web Services successful SOAs rely on open standards


How Do We Define Business/IT Alignment?

“The process through which business

people and IT delivery

organisations collaborate to create

an environment in which

investment in IT and delivery of

IT services reflect business

priorities … in which business

priorities are influenced by

understanding of IT capabilities

and limitations.”

“On IT-business Alignment” Macehiter Ward-Dutton, Feb 2005

Collaborative business and IT decision making that ensures:

IT investments are made based on business priorities

IT service delivery provides a business result

Business priorities are assessed with IT capabilities and limitations in mind


Division “A” Division “B” Division “C” Division “D” Division “E”

The Vertical Silo Problem


Where Are We Heading – Service Oriented Architecture

Outsourced

Supplier

Shared Services

Division(s)

Customer


What do you really mean by SOA Governance …

Governance comes from the root word

“Govern”. Governance is the structure of

relationships and processes to direct and

to control the SOA components in order

to achieve the enterprise’s goals by

adding value while balancing risk versus

return

The governance model defines:

What has to be done?

How is it done?

Who has the authority to do it?

How is it measured?

Processes

People

Technology

Services

The focus of SOA is the

Services Model


SOA requires effective IT Governance

Increasing Share Price Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance

Increasing Profits “Top performing enterprises succeed where others fail by implementing effective IT governance to support their strategies. For example, firms with above-average IT governance following a specific strategy (for example, customer intimacy) had more than 20 percent higher profits than firms with poor governance following the same strategy.”

Increasing Market Value “On average, when moving from poorest to best on corporate governance, firms could expect an increase of 10 to 12 percent in market value.”

“Effective IT Governance is the single most important predictor of value an organization generates from IT.”

MIT Sloan School of Mgmt.

Source: MIT Sloan School of Mgmt.


BusinessOpportunity

TechnologyAvailability

Planning

Model & Assemble

Strategy

Deploy & Manage

SOA Governance in contextIT and Operations align with Business

BusinessStrategy

InformationTechnology

Strategy

ITArchitecture

Business Operating Environmentand IT Infrastructure

IT Solutions

BusinessArchitecture

En

terp

rise

-wid

e fo

cus

Consistent Service Model

ReconcileMultiple

Viewpoints & Interests


SOA Reality Check - Drivers


SOA Reality Check - Inhibitors


Atomic Service Composite Service Registry

Servicesatomic and composite

Operational Systems

Service Components

Consumers

Business ProcessComposition; choreography; business state machines

Service P

rovid

erS

ervice Co

nsu

mer

Inte

gra

tion

(En

terp

rise S

erv

ice

Bu

s)

Qo

S L

aye

r (Se

cu

rity, M

an

age

men

t & M

on

itorin

g In

frastru

cture

Se

rvice

s)

Data

Arc

hitec

ture (m

eta-d

ata) &

Bu

sin

ess

Intellig

en

ce

Go

ve

rna

nc

e

Channel B2B

PackagedApplication

CustomApplication

OOApplication

SOA Reference Architecture: Solution View


SOA/ODOE Reference ModelSOA is the Instantiation of the on demand Operating Environment

Business Innovation & Optimization Services

Dev

elo

pm

ent

Ser

vice

s

IT S

ervi

ceM

anag

emen

t

Infrastructure Services

Business Services

Use

rB

usi

nes

s


Enterprise Service Bus


SOA/ODOE Reference Model Composite


Dev

elo

pm

ent

Ser

vice

s

IT S

ervi

ceM

anag

emen

t

Business Services

Use

rB

usi

nes

s


ESB


Resource Virtualization Services

Utility Business Services

Service Level Automation and Orchestration


SOA Reference Architecture: Middleware Service View

Ap

ps

&

Info

As

sets


Dev

elo

pm

ent

Ser

vice

s

Interaction Services Process Services Information Services

Partner Services Business App Services Access Services

Integrated environment for design

and creation of solution

assets

Monitor, manage

and secure services,

applications &

resources

Facilitates better decision-making with real-time business information

Enables collaboration between people,

process & information

Orchestrate and automate business

processes

Connect with trading partners

Build on a robust, scaleable, and secure services environment

Facilitates interactions with existing information and application assets

ESBFacilitates communication between services

IT S

ervi

ceM

anag

emen

t


Optimizes throughput, availability and performance

Manages diverse data and content in a

unified manner


Interaction Services Information Services


DevelopmentServices

Management Services


Enables collaboration between people, processes &

information

Manages diverse data and content in a unified manner



Facilitate interactions with existing information and

application assets

Integrated environment for

design and creation of

solution assets

Manage and secure

services, applications &

resources

Optimizes throughput, availability and utilization

Ap

ps

&

Info

As

sets

Process Services

Business ServicesSupports enterprise business process and

goals through businesses functional service

Enterprise Service Bus

Orchestrate and automate business processes

Separation of Concerns The SOA Reference Architecture in Action

EJBs

FederatedQuery

DBAccess

DBAccessSiebel

Adapter

CICSAccess

Business Dashboard

Open Account

Portal

Approved

CommunityManager

IT Management Console


ESB

ER_StockQuoteEP_

StockQuoteXMethod

XmethodsXmethods

IBM HurleyEngland

IBM HurleyEngland

• Requests for a stock quote come into the ESB from a servlet.• The incoming message is a SOAP/JMS message which is then passed through the Bus from the External Requester to the External Provider• The External Provider passes the converted SOAP/HTTP message to the external Web Service (XMethods)• The reply is passed back through the Bus to the Requester.


ESB

XmethodsXmethods

ER_StockQuoteEP_

StockQuoteXMethod

StockQuoteMediation

Subsystem

logger

IBM HurleyEngland

IBM HurleyEngland

IBM HurleyEngland

IBM HurleyEngland

• This time, the request is pass through a Mediation Module.• The Mediation Module uses a MessageLogger Mediation Primitive to log the message to a database.• The Request continues on its way as before: passed to the External Provider to be sent to XMethods.


ESB

XMethodsXMethods

ER_StockQuoteEP_

StockQuoteXIgnite

• This time, when the request passes through the Mediation Module, a TableDrivenFilter Primitive is used to look up the userid in a table of “gold” users.• If the user is a gold customer, the request will be passed to a different external Web Service (offered by XIgnite) otherwise it will continue as before.• Because the message formats differ, the request is first passed through an XSLT Primitive that will transform the message using an XPath expression.• The response from XIgnite will also need to be transformed as part of the Mediation so that the format is as expected.

EP_StockQuoteXMethods

StockQuoteMediation

Subsystem

XIgniteXIgnite

transform

IBM HurleyEngland

IBM HurleyEngland

logger filter

IBM HurleyEngland

IBM HurleyEngland


Architecture pattern providing virtualization of:

1. Location and identity: Participants need not know the location or identity of other participants. For example, requesters don't need to be aware that a request could be serviced by any of several providers. Service providers can be added or removed without disruption.

2. Interaction protocol: Participants need not share the same communication protocol or interaction style. A request expressed as SOAP/HTTP may be serviced by a provider that only understands Java RMI.

What is ESB ?


What is ESB ? (continued)

Interface: Requesters and providers don't need to agree on a common interface. The ESB reconciles differences by transforming request messages into a form expected by the provider.

Qualities of (Interaction) Service (QoS): Participants declare their QoS requirements, including performance and reliability, authorization of requests, encryption/decryption of message contents, automatic auditing of service interactions, workload distribution criteria etc. QoS requirements may be fulfilled by services themselves or by the ESB compensating for mismatches.


Gather requirements

Model & SimulateDesign

DiscoverConstruct & TestCompose

Integrate peopleIntegrate processesManage and integrate information

Manage applications & services

Manage identity & compliance

Monitor business metrics

Financial transparencyBusiness/IT alignmentProcess control

The SOA Lifecycle


Deploy

Deployment Team

Platform-specific Runtime

Specialists

Manage Quality of Service

Manage Runtime Platforms

Business Operations

Analysts

IT Operations Managers

Monitor Business Results

Manage IT Performance

Create Business and IT Dashboards

Manage

Assemble

Development Team

Integration Developers

Testers

Choreograph Services

Develop New Services

Configure Human Task Manager

Develop User Interface

Test

Business Driven DevelopmentAn Iterative, Business-focused Development Process

Team Unifying Platform

Model

Model Business RequirementsBusiness

Analysts

Software and Data

Architects Model Software Architecture

Unified Modeling Language

Continual Process Improvement

ObservationModel (KPIs)

Run-timeStatistics

WSDL

EAR, DDL

EventsBusiness Process Execution Language

Requirements


Provides an analysis of the client’s strengths and weaknesses juxtaposed with strategic areas of focus – leads to what to outsource, where to modernize, where to expand


De

velo

pm

en

tS

erv

ices

Integrated environment

for design and creation of solution

assets

Manage and secure services,

applications &

resources


IT S

erv

ice

Man

ag

em

en

t




Ap

ps

&

Info

As

sets







processes & information


processes


unified manner


De

velo

pm

en

tS

erv

ices



assets

Manage and secure services,

applications &

resources


IT S

erv

ice

Man

ag

em

en

t



ESBFacilitates communication between servicesESBFacilitates communication between services

Ap

ps

&

Info

As

sets

Ap

ps

&

Info

As

sets









processes


unified manner

Operating Environment Architecture

CBM and SOMA

Services

Services

Services

Services

Services

Services

Services

ServicesServices

Services

IT Strategy

ProblemHandling and Resolution

Op

erat

e an

d e

xec

ute

Ta

ctic

s(D

irec

t, R

eact

an

d

Co

ntr

ol)

Pla

nn

ing

an

d A

nal

ysis

Op

erat

e an

d e

xec

ute

Ta

ctic

s(D

irec

t, R

eact

an

d

Co

ntr

ol)

Pla

nn

ing

an

d A

nal

ysis

New Product Development Sales

Customer Management

and Care

Billing and Collections

Provisioning& Fulfillment

Service Assurance

NetworkResource

Development

Develop New Markets and Products Acquire and Manage Customers Develop and Provide Network Services Manage Enterprise

Billing & Collections

Management

Fulfillment and resource

Planning

Technology and Resource

Strategy and Capacity Planning

Service Testing and

performance management

Rating Customer

Billing

BusinessManagement

Strategic Enterprise Planning

Marketing

Supplier/ Partner

Settlement and Billing

ServiceConfiguration,Activation and Disconnects

Resource Provisioning

Device and Supplier Order Management

CustomerSLA / QoS

Management

ServiceProblem

Management

ServiceManagement

Enable resource provisioning

(Engineering and Construction)

Network Resource

PerformanceManagement

Supplier/ Partner Problem

Reporting &Management

Supplier/ Partner

PerformanceManagement

Service Strategy and Readiness Planning

Product Portfolio Planning

Service Development

and Retirement

Customer Care Strategy

Account Planning

Partner Product Dev.

Strategy

Sales, Channel, and

AllianceManagement

Customer Contact Operations

Market and Brand

Strategy

Brand Management

Marketing Communicatio

ns, Advertising

and Promotion

Marketing Research and

Analysis

Product Development

and Retirement

Sales Channel Strategy

Execute Campaigns an d market fulfillment

Launch Product

Sales

Alliance Strategy

Fin

anci

al a

nd

Ass

et M

anag

em

ent

HR

Man

agem

ent

Pro

cure

me

nt

Tec

hn

olo

gy

Man

agem

ent

(IT

, R&

D, D

isas

ter

Rec

ove

ry)

Stakeholder Mgmt/ Legal and Regulatory

Customer Care

Management

Customer Analytics and

product matching

Order Handling

Inventory Management

Customer Interface Management

Supply Chain/Value Net Strategy

Sales Problem B&C

Loyalty and Retention

Sta

keh

old

er a

nd

Ext

ern

al R

elat

ion

s M

anag

emen

t

SOMA

CBM

Service-Oriented Modeling and Architecture provides in-depth guidance on how to move from business models to the models required by an SOA


JavaServer Faces Standard way to construct user interfaces for web applications, JSR 168

portlets, etc. MVC based User Interaction Framework

Service Component Architecture (SCA) Component services programming model which provides a consistent

framework for assembling solutions Jointly developed/endorsed by IBM, BEA, IONA, Oracle, SAP, and

Sybase Apache Open Source Incubator Project

http://incubator.apache.org/tuscany/

Service Data Objects (SDO) Uniform (technology independent) way to represent data Provides Single abstraction (common API) across JDBC ResultSet, JCA

Record, XML DOM, JAXB, Entity EJB, CMI (for MQ messages), and so on

Co-developed by IBM and BEA

Business Process Execution Language (WS-BPEL) Standard way to choreograph business processes Standardization through OASIS

SOA Programming Model Supported by Key Standards

Design( Models, Patterns, Templates, Policy )

Composition

BusinessComponents

InformationUser

Interaction Invocation


Ap

ps

&

Info

Ass

ets

Business Innovation & Optimization ServicesD

evel

op

men

tS

ervi

ces





assets

Manage and secure

services, applications

& resources





processes

Manages diverse data and content in a unified

manner





IT S

ervi

ceM

anag

emen

t

Infrastructure ServicesOptimizes throughput, availability

and performance

WebSphere Process Server

WebSphere Portal

WebSphere Information Server

WebSphere Application Server

WebSphere Partner Gateway

WebSphereAdaptersWebSphere XD

WebSphere ESB

WebSphere Message Broker

WebSphere Service Registry

& Repository

DataPower

IBM’s SOA Foundation Products Enable the Realization of SOA

WebSphere Integration Developer

Rational Application Developer

Rational Software Architect

RationalRequisitePro

WebSphere Business Modeler

WebSphere ND

WebSphere Business Monitor


Ap

ps

&

Info

Ass

ets


Dev

elo

pm

ent

Ser

vice

s





assets

Manage and secure

services, applications

& resources





processes

Manages diverse data in a unified manner





IT S

ervi

ceM

anag

emen

t

Infrastructure ServicesOptimizes throughput, availability

and performance

SOA ManagementWebSphere Business

Monitor

Tivoli Composite Application Manager

for SOA

Tivoli Composite Application Manager for Response Time

Tracking

Tivoli Composite Application Manager

for WebSphere

Tivoli Federated Identity Manager


… with each project delivering immediate and long-term value

SOA Adoption is Iterative and Incremental …

2. Select a project

3. Assess and address capability gaps4. Execute

5. Review result

1. Select (next) project scope


SOA Adoption: Tactical and Strategic Action Combined

Two Primary Roadmap Perspectives Strategic Vision

Business and IT statement of direction which can be used as a guideline for decision making, organizational buy-in, standards adoption

Project PlansImplementation projects to meet immediate needs of the current business drivers

SOA Goal Market return through transformation: quicker time to production, lower costs,

competitive differentiation

Re

ven

ue

an

d P

rofit

Time

Strategic Vision

Market Return through Transformation

Incremental Adoption


Assess your current maturity, across multiple dimensions Business Methodology Technical

Establish targets for where you want to be

Document important goals and metrics for transitions across the maturity dimensions

Recognize that aspects of the Vision may shift with experiences gained Adopt regular checkpoints for Vision re-assessment

IBM’s Service Integration Maturity Model provides a guide for establishing a Vision

Getting Started Requires Vision


Silo ServicesComposite

ServicesVirtualizedServices

DynamicallyRe-Configurable

ServicesComponentizedIntegrated

Level 1 Level 4 Level 5 Level 6 Level 7Level 3Level 2

Applications

Methods

Organization

Infrastructure

Architecture

Business View

Modules ServicesProcess

Integration via Services

Dynamic Application Assembly

ComponentsObjects

Structured Analysis &

Design

Service OrientedModeling


GrammarOrientedModeling

Component Based

Development

Object OrientedModeling

Ad hoc IT Governance

Emerging SOA Governance

SOA and IT Governance Alignment





Service Oriented Modeling

Process Integration via Services

Platform Specific

Platform Specific

Platform Neutral

Dynamic Sense & Respond

Platform Specific

PlatformSpecific

Monolithic Architecture

Emerging SOA

Grid Enabled SOA

Dynamically Re-Configurable Architecture

ComponentArchitecture

Layered Architecture

SOA

Platform Specific

Function Oriented

ServiceOriented

ServiceOriented

ServiceOriented

Function Oriented

Function Oriented

ServiceOriented

Service Integration Maturity Model (SIMM)


Silo ServicesComposite

ServicesVirtualizedServices

DynamicallyRe-Configurable

ServicesComponentizedIntegrated

Level 1 Level 4 Level 5 Level 6 Level 7Level 3Level 2

Applications

Methods

Organization

Infrastructure

Architecture

Business View

Modules ServicesProcess

Integration via Services

Dynamic Application Assembly

ComponentsObjects

Structured Analysis &

Design



GrammarOrientedModeling

Component Based

Development

Object OrientedModeling


Emerging SOA Governance






Service Oriented Modeling

Process Integration via Services

Platform Specific

Platform Specific

Platform Neutral

Dynamic Sense & Respond

Platform Specific

PlatformSpecific

Monolithic Architecture

Emerging SOA

Grid Enabled SOA

Dynamically Re-Configurable Architecture

ComponentArchitecture

Layered Architecture

SOA

Platform Specific

Function Oriented

ServiceOriented

ServiceOriented

ServiceOriented

Function Oriented

Function Oriented

ServiceOriented

Service Integration Maturity Model (SIMM)= current level

= target level

Employ Business Service

DecompositionForm an SOA

Center of Excellence

Re-engineer Development

Process

Adopt Process Choreography

Assembly Model

Introduce Open

Standards

Focus Architectures on

Service Orientation


A pilot project for SOA should …

1. Address a well understood Business problem

2. Incorporate aspects of governance

3. Include Line-of-business objectives and IT objectives

4. Leverage SOA entry point patterns

5. Require an achievable stretch beyond current capabilities to address gaps (skills, processes etc.)

6. Be something you will put into production

Selecting Projects Moving Incrementally Toward the Vision


Achieve business process innovation through treating tasks as modular services

Greater productivity and flexibility through targeted user interactions for improved operations and collaboration

Service-enable existing assets and fill portfolio gaps with new reusable services

Connect systems, users, and business channels based on open standards

Provide trusted information in business context by treating it as a service

Process

People

Reuse

Connectivity

Information

ValueWhat is it?

Information reaches decision makers 70% faster by enabling LOBs to orchestrate modular services

Improved customer satisfaction, sales to delivery cycle and agility while reusing existing IT assets

Significantly reduced time/cost required to integrate older applications with new SAP modules

Automated 80% of manual research process for underwriting. Offer as service to industry

CustomerIncreasing people's productivity and reducing financial close from 10 to 4 days with reusable services

Customer Success via SOA Entry PointsDistinct But Interrelated Projects with Proven Value

42© 2007 IBM Corporation

How to recognize the entry point Business needs/pain points

Too many applications required to complete a process Information gathering delays business processes Multiple participants in business process need differing access

IT needs/pain points Business processes span applications that don’t integrate well Supporting IT functions for business processes span organizations No single sign-on, no role-based information/application delivery

Business and IT benefits Business applications are consistent and tailored to a given task/role Freedom to change IT resources without impact on the user experience Freedom to incrementally adapt to changing business requirements

Entry Point to People Centric CollaborationIntuitive & Adaptive User Experience


Project Considerations for People Centric Collaboration

Typical project outline Identify key applications, roles and business processes and

information sourcesAcquire or build portlet base User interfaces to key applicationsConfigure task specific pages to deliver application, and

information according to the needs of the process rolesOrchestrate the user experience by integrating with Process

Server

Common technical considerationsAccess, authorization, and single sign-on to applicationsUser identity management – plan for governanceNew use cases/ loads for applications and information sourcesPlan for governance of portal applications across your

organization



Increasing need to tailor business processes on a per customer / per partner basis

Changing business processes takes too long IT needs/pain points

Increasing maintenance costs as applications continuously evolve

Inflexible systems can’t handle today's requirements

Business and IT benefits Business processes are highly tailorable Maintenance costs drop as changes in the business process can

be effected in a process-managed environment, using standard technology like BPEL

Web order?

Check order

Shipment status

On time?

Order is delayed

Publish order to back-end

Approve order as is?

Get EDI orders from ERP

Web order?Web

order?Check order

Shipment status

On time?On

time?Order is delayed






Entry Point to a Process Centric ApproachBusiness Process Management for Continuous Innovation


Web order?

Check order

Shipment status

On time?

Order is delayed




Web order?Web

order?Check order

Shipment status

On time?On

time?Order is delayed






Typical project outline Digitize Business Model and simulate various mainline scenarios Identify Key Performance Indicators that will be automatically or

manually collected to report on process and/or business efficiencies

Transform the business model into business processes through composition, assembly, and new or existing service implementation

Monitor the business process results and iterate to make process and implementation improvements

Common technical considerations Do you have already have a digitized version of your business model? Are you interested in automatic generation of KPI data? Does your process implementation require significant human interaction?

Project Considerations for Process Centric Approach



Trusted information is not available in the right place, at the right time, in the right context

Existing business processes are not easily updated with new information

IT needs/pain points Information semantics are coupled to applications; meaning

does not accompany data Creation of trusted information sources and resolution of cross-

source data quality issues is complex and difficult to achieve Difficult to control the cost of managing complex information

infrastructure while providing flexibility; overly complex methods are required to integrate data

Business and IT benefits Applications benefit from new information as it comes online Information Integration complexity is contained in one place and

handled once

Information as a Service

Data Content

Processes PeopleApplications

Entry Point to an Information Centric ApproachDelivering Information As A Service to People and Processes


Information as a Service

Data Content

Processes PeopleApplications

Typical project outline Discover source data models & relationships through profiling Map models to logical future state models; connect to a

business context Publish information services to return information required Incorporate information services inline with business process

Common technical considerations Alignment with business context/objectives All relevant data sources must be included Data quality issues must be understood and resolved across

sources Transformation needs must be met in a scalable manner

Project Considerations for Information Centric Approach



Modernization/conversion of backend systems needs to be isolated from applications

Speed up new application development and integration IT needs/pain points

Manage all traffic to/from services consistently and with minimal redundancy

Flexibility to change service implementations and add service consumers

Strengthen governance of service

Business and IT benefits Decoupling of service providers and consumers provides flexibility to

implement applications more quickly All service consumption is subject to consistent auditing, security,

validation etc. Speed availability of existing systems by leveraging existing

messaging backbones

Entry Point to ConnectivityUnderlying Connectivity to Support Business-centric SOA


Typical project outline Service integration requirements and existing systems/middleware

are used to drive a service integration architecture and product selection

A few new or existing services and new consumer application(s) are identified

Expose the new/existing services using ESB and develop ESB messaging flows and mediations

Deploy and manage the ESB solution Iteratively add components and features to the service integration

architecture

Common technical considerations Pilot projects are simplified, if the integration is internal and security

is minimal Services can be exposed to external organizations through

extensions to your internal ESB implementation Put basic monitoring in place from the beginning Use ESB to mediate between non-standards based systems and

new standards based systems

Project Considerations for Connectivity


How to recognize the entry pointBusiness needs/pain points

Freedom to outsource without impact to existing applications

Turn proprietary systems into marketable business assets

IT needs/pain points Leverage existing IT investment

Need to consolidate redundant systems

Business and IT benefitsUnlock the value of existing IT assets

Eliminate the costs associated with non-key functions

Entry Point to Creating and Reusing ServicesCreate Flexible, Service-based Business Applications


Typical project outlineRefactor a CICS program, create services and expose them

for individual consumption

Define the interface for a non-core function; work with a partner to implement that function as a service with the interface you’ve defined

Common technical considerations Define and expose services at the appropriate level of

granularity to represent reusable business functions

Leverage adaptors, connecters and gateways where possible

Use a Service Component pattern to access legacy systems

Project Considerations for Creating and Reusing Services


What differentiates SOA from claims like this in the past?

Broadly adopted Web services ensure well-defined interfaces.

Before, proprietary standards limited interoperability

Standards

Business and IT are united behind SOA (63% of projects today are driven by LOB)*

Before, communication channels & ‘vocabulary’ not in place

Organizational Commitment

SOA services focus on business-level activities & interactions

Before, focus was on narrow, technical sub-tasks

Degree of Focus

SOA services are linked dynamically and flexibly

Before, service interactions were hard-coded and dependent on the application

Connections

SOA services can be extensively re-used to leverage existing IT assets

Before, any reuse was within silo’ed applications

Level of Reuse

*Source: Cutter Benchmark Survey


“...IBM is the leader in the development of SOA intellectual property.... with firm-wide SOA investment of $1 billion, IBM will leverage cutting-edge R&D, leading to quicker SOA value and reusable SOA assets for clients.”

The Forrester Wave™: North American SOA Integration, Q3 2006, September 2006

Analysts Position IBM in the Lead

IBM46%

Other 5%

BEA13%

Tibco 8%

Sun 4%

webMethods 3%

Microsoft 10%

SAP 6%

Oracle 5%

Source: WinterGreen Research, 2006

2005 SOA Market Share

“Business Process Analysis Tools 2006” by Michael J. Blechar, Jim Sinur(27 February 2006)

“Data Quality Tools, 2006” by Ted Friedman, Andreas Bitterer (21 April 2006)

“Horizontal Portal Products 2006” by D.Gootzit ,G.Phifer, R. Valdes (16 May 2006)

“Customer Data Integration Hubs, 2Q06” by John Radcliffe (26 May 2006)

“OOA&D Tools, 2H06 to 1H07” by Michael Blechar (30 May 2006)

“Security Information and Event Management, 1H06” by Mark Nicolett, Amrit T. Williams, Paul E. Proctor (12 May 2006)

“User Provisioning” by Roberta J. Witty, Ant Allan, Ray Wagner (1H 2006)

IBM owns 37 percent of the $8.5B application and middleware market, well ahead of its next closest competitor.*

* Source: “Market Share: AIM and Portal Software, Worldwide, 2005" by Joanne Correia (June 2006)

IBM in the Leader Quadrant in Seven SOA-focused Gartner Magic Quadrants

© 2007 IBM Corporation SOA: An IBM perspective Tomas Kadlec Senior IT Architect.

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Transcript of © 2007 IBM Corporation SOA: An IBM perspective Tomas Kadlec Senior IT Architect.