Enterprise SOA - CGI

8/6/2019 Enterprise SOA - CGI

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19-Mar-08

Enterprise

Service-OrientedArchitectureHemant SharmaCTO, State and Local Solutions

CGI GROUP INC. All rights reserved


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Agenda

1. SOA 101

.

3. Adopting SOA In The Enterprise

4. Final Thoughts

Our ability to imagine complex applications will always

exceed our ability to develop them

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- ra y ooc


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On The Lighter Side

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Nothing Endures But Change

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Agility - Reacting to Change

The ability of an organization to recognize change andres ond efficientl and effectivel to that chan e

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Efficient but not effective Effective but not efficient


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Constituent View - It Is All About Services

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A Service

Is a unit of work done by a service provider to achieveresults for the service consumer

Is a software component that is capable of providingaccess to functions and data

Is exposed to other components via a servicedescription

Appears as a black box to the service consumer

Is interacted via message exchanges

erv ce

Service Interface

ServiceImplementation

Encompasses a business perspective

Decouples its interface from its implementation

Service

Business

Logic

Needs to ensure stability and robustness ServicePrivate Data

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Service Provider


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Service-Orientation

Service Orientation

facilitate service interaction Architecture

processo pu ng oge er componen s oachieve some overall goal

A blueprintthat comprises the components, ,

their relationships and interactions, andconstraints

-concerns to manage complexity and encourageholistic thinking

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Service-Oriented Architecture (SOA)

A solution and architectural design approach

+

whereby business activity

components are packaged as

well-defined services,

which is implemented within

an architectural

technology framework

Business Focus

partners, suppliers and others

Technology Focus

optimized for this purpose

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Identification of Business Services

Top down approach

aligning business services

around business processes

and steps

ProcessDriven

Bottom up approachTop down approach aligninggroups of business processes

of Trust

Wrapping

Information

services to existing

application functions

around organizational

groupings in which a culture of

trust exists

Driven

To down a roach

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aligning business services

with enterprise information


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Selecting the Right Services to Expose

Need to first identify the right domains, partners, processesand finall the services to be offered

Understand your criteria for selecting services which aremost likely to succeed

Consider people, data, process and other issues in selectingthe ideal first services

benefits

s a ou serv ces - a e e e or o ge r g

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Getting Lost in the Semantic Forest

Semantics are the meaning behind the messages and services

delegate to IT Often involve multi-party discussions and alignment to industry

s an ar s

Start with an industry or domain specific reference model

Use an existing one this is not a good place to re-invent the wheel

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Agenda

1. SOA 101

.


4. Final Thoughts

The difference between visionaries and dreamersis that visionaries make the dreams come true

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Governments Business Transformation Imperative

Whether the organization requires dramatic changesorincrementalimprovements, managing government modernization in the face of

Demands Rising customer expectations

Constraints

o ca pressure v s y New and expanding scope and mandates

Government Imperative Spend less, but spend smarter

Reduced budgets Government personnel shortage Aging infrastructure

mprove serv ce o cus omers aninternal users

Reduce total cost of ownership Get the most out of investments

New Technology Enablers Emerging standards Inexpensive computing

a rea y ma e

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Web 2.0, SaaS, Enterprise Architecture


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But The Reality Is Government

interaction

organized around

programs

Gaps in customer

service many front

counters

Enterprise(Vision, Management, Organization, Partners)

agile and cannot

change rapidly

Enterprise Functions(Business Processes)

Business

ArchitectureGaps in enterprise-wide business

Functionalredundancy

Applications

processes

Data redundancy

Monolithic

applications (silos)

limited reuse

Data redundancyGaps in Business

and IT

System Infrastructure(Information, Systems, Network, Integration, Security)

TechnicalArchitecture

Technology Technology

Gaps in application integration

or inflexible integration

Vendor lock-in

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Inefficiency stagnation

Lack of enterprise-wide

information


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The Business-IT Divide

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Trends in Application Development

ivity

Produc

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Business Technology Model

BusinessPro

ces

Servic

eC

Decompositi

mposition

PotentialReuse

on

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Business Process Requirements

Make process flow control explicit; decouple it from theunderl in technolo s an rocess sco e and life c cle

Process flexibility Business agility

na e us ness pro ess ona s o ma e process c anges

More immediacy in linking to business needs

Improved visibility of current operating conditions

Opportunity for rapid process modification

rocess mo e s + s prov e oun at on or so tware-

service definitions

Foundation for SOA to service business needs

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Building Agility ESOA Logical Architecture

Portals and Web UIPortals and Web UI

ity

Service ConsumersService Consumers

Service Deliver Infrastructure ment

ise

Secu

Business

Processes M

anage

User InterfaceUser Interface Business

Rules

Enterp

Service Interfaces

Enterpris

Data

ore us ness pp ca ons

Data Data Data Data

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Service Development Life Cycle

Tools and Methodologies


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Enterprise SOA Leads To

Business Agility

Business Transformation and TransitionCollaborative Business ProcessesBusiness Services

omposa e us ness

Processes & Services(Business Modeling)

Requires

S

ervice-

O

riented

M

odeling

Supports

Operation Environment Composable

IT Services

Service Service Service

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eve opmen ep oymen


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A Process Driven Organization

Functionally Driven Process-Driven

Roles and responsibilities are Roles and responsibilities are.

Business leaders have littleprocess visibility beyond theirfunctional area.

.

Business leaders have broadvisibility of the end-to-endbusiness process.

Business rule changes rely on ITdepartment to schedule changesto application code.

Business rules and processsteps are changed by businessprocess owners.

Handoffs are implicit. Risk analysis is led by business

leader experience, intuition and

Handoffs are explicit. Risk analysis is led by

simulations based on current

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data analysis. operational conditions.


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Service Integration Models

Partner Integration

Integration with trading partners outside the enterprise

System IntegrationExternal

AgencyIntegration across LOBs within enterprise boundary

Department A

Application Integration

Inte ration across a lications within LOB

Vendor

Department BApplication A

Intra-Application

Integration

PartnerDepartment C

Application B

Application CIntegration between components

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w n app ca on oun ary


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Enterprise SOA Service Life Cycle

Governance

Business goals,

,

requirements

Business

Process

Infrastructure

implementation

Service packaging

Service change

Event correlation

Service monitoring

o e ng

Business Service

Modeling

Policy and control-

points implementation

Services and

workflow

im lementation

management

Services configuration

Service provision and

orchestration

Identit and securit

perat on ana ys s

and improvement

Business process

management

Workload and

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User interface

implementation

management

Data integration

policy

management


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SOA Governance

The nature of a trust in an SOA raises the bar in

Services are used by clients/partners, and implicit in theiruse is a trust

A trust that the service will be stable and always work asexpected

business and their client/partner

Governance is key to delivering on this requirement

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SOA Governance Why is it Needed?

An SOA introduces a number of elements that demand astron er need for overnance

A new operational entity the service A diversity of new participants (service authors and consumers)

e a y o eas y ma e c anges

A dynamic environment

New technology The need for new forms of contract and trust

Increased complexity, increased number of decisions to be made

Dan ers of service stove i in

Diversity of financial and human motivations

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SOA Governance What is it?

SOA governance is a management architecture

ec s on ramewor

An accountability framework

, . .processes and practices for how decisions get

made It is composed of People, Processes and Tools

Governance is what promotes the correct

behavior from the SOA participants

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SOA Governance Connected to Vision

Vision forThe Vision for SOA SOA

a set of business services aligned to corporate strategy

leads to the adoption of principles and

Practices Standards

po c es a can e use o es a s goa s

from which are derived the ractices

SLAs Funding Models

standards, agreements and funding

models that will achieve these goals

Operations Administrationwith ongoing operational and administrative

processes that implement the vision

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SOA Governance A Balance

Governance must strike the balancebetween the com etin re uirements of:

Local / Immediate NeedsOrganizational /

Longer Term Needs

Organizational / Longer Term Align to SOA principles

Local / Short Term Meet immediate business

Design for agility Adherence to standards

Total cost of ownershi

Fast implementation Low cost

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Aligning to organizational strategy


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SOA Governance Funding

Who pays for infrastructure and commonservices in this new environment - this is adifficult question

There are a number of approaches:

ore un ng rom a centra aut or ty

First user of core or common capability pays

Usage based billing for common services Tax based billing for common services

Free market to allow best services to survive

Funding Model will Impact Behavior

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SOA Governance - Establish Metrics

Define and put in place good success metrics

Metrics should be tied to business processes that use SOA Establish formal process for monitoring metrics and responding

to them

Link metrics with governance processes

Measure for business success

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SOA Governance Final Thoughts

Change is a constant in a loosely coupled world

WITHOUT GOVERNANCE!

Governance is difficult

(avoid the problem now, with proper governance)

Governance is the balance between

bsoluteControl

Agility

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Agenda

1. Why SOA And Why Now?

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4. Final Thoughts

The architecture of our future is not only unfinished;the scaffoldin has hardl one u

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- George Lamming


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Factors Influencing Enterprise SOA

Governance Architecture Measurement

Management

Funding Technical Ownership

Business Ownership

Principles

Patterns

Reference Architecture Skills

Repository

Technology

Service Identification

Lifecycle development methodology

Business process models

Prototypes and proof of

concepts

Early adoption and pilot

programs

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,

vendor evaluation and

selection


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CGI SOA Implementation Methodology

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SOA is a Journey Not a Project

At some point it will not be called SOA, it will be called Normal

Include key players from the business and operational groups Integrate into the normal program and budget planning

processes (vs. a separately funded project)

Selecting the right speed for your journey is key to success

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CGI Government Reference Model

DevelopmentF

ra

ework

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Why You Should Care?

Agility

applications

Business processes can be changed easily

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Opportunistic

Existing services can be used to create newer (value add)services and business processes

Higher Quality

Eliminatin redundanc reduces inconsistent data and

inconsistent behavior Use of open standards and well-defined architectural constructs

leads to better understanding

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Agenda

1. Why SOA And Why Now?

.

3. Moving to ESOA

4. Final Thoughts

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Key Takeaways

SOA and its technical implementation are being used tosolve a business roblem

Account for impact on existing organizational structure,processes, and IT policies/procedures

Requires executive sponsorship and commitment

Services and application integration must be addressed

completed

Adopt a phased approach to SOA

Start by creating a simple set of services for existing applications

Evolve catalog of services by adding new services and throughservice aggregation (service composition)

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Add orchestration to service interactions


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Key Takeaways (contd.)

Encourage shift in thinking from application-centric torocess-centric

Recognize that technology and technical implementationsare not the hard part

o not se ect tec no ogy e ore un erstan ng your requ rements

Build partnerships with industry leaders and technology

vendors Establish/leverage technical and interoperability standards

Develop service taxonomies

Develop prototypes to experiment with newer tools andtechnologies

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Today business users trail technology, in the

future we believe that the business user willToday

An informationr ve nnova on an ec no ogy w s mp y e

the strategic lever used to accomplishbusiness objectives

society centered

on processing

business

Target solutions to assembling components

and services The rhythm of convergence has accelerated,

making new innovations necessary each time

To succeed, IT organizations must evolve and

omorrow

A knowledge

society centereda ap w ncrease ag y

SOA can make your business agile on usinginformation

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Hemant SharmaCTOState and Local Solutions

CGI

(703) [email protected]

We approach every engagement

to help clients win and grow.

Enterprise SOA - CGI

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