Governance and Business Participation: The Key Requirements for Effective SOA Deployment

Welcome Stephen Lowe

Senior Enterprise Architect SRA International

“Governance and Business Participation: The Key Requirements

for Effective SOA Deployment”

2 April 21-23, 2008

Renaissance Washington, DC

Topic Outline

• Governance Perspectives• Business Participation Accelerators • Change Enablement• Business Service Project Review Revisions • Outcomes

3 April 21-23, 2008


Intent of Governance Activities

Cap

acit

y

(In

tellectu

al)

Capability (Will to Act)

Less

More

More

Glossary

Clearinghouse

Standards Manager

Transition Roadmap

Risk Manager

Champion

External Compliance

Auditor

4 April 21-23, 2008


Contribution of Governance Framework

• Create performance visibility across enterprise• Manage from baseline • Constructively channel project inertia • Eliminate faulty assumptions• Validate proposed solution logic • Align IT competency to produce business value• Accelerate OCIO business diagnostic maturity• Simplify pathway to IT commoditization• Optimize and extend viable service

components

Con

trols

Bu

sin

ess V

alu

e

5 April 21-23, 2008


SOA Governance Considerations

SOA Policies(What policies to enforce?)

SOA Governance Strategy and Goals(Govern What and Why?)

SOA Governance Organization(Who Governs What?)

Governance Processes(Govern What How?)

Governance Roles and Interactions(Who Governs What How?)

Governance Behavior & Reinforcement Model(What behavior and incentives?)

Governance Metrics & Performance Mgt.(What metrics & SLAs support the goals and how?)

Governance Implementation Process(What tools, how they integrate, and what SOA processes?)

Go

vern

an

ce M

ana

gem

ent

(W

ha

t m

an

ag

em

en

t p

roce

sse

s &

to

ols

?)

De

fine

/En

forc

e P

olic

ies

by

Go

vern

an

ce T

iers

(W

ha

t p

olic

ies

ap

ply

to

wh

ich

go

vern

an

ce p

roce

sse

s?)

Source: www.agile-path.com

6 April 21-23, 2008


Adopt

Enabling Business Participation

Guide

Restrict

Automate Push Information

Stimulate Thinking

Learning

Process

Outcomes

Fo

rm o

f G

ove

rna

nce

D

ec

isio

n C

on

ten

t (B

usin

ess

Driv

ers)

Mode of Process Solution (Systems)

Service Standards

Service Empowerment

7 April 21-23, 2008


Why Learning: Business Sustainability“Wicked” qualities of the problem:

– No immediate corollary from which to make predictions – Dynamic cognitive environment– Contextual complexity– Constant change – Uncertain situational understanding – Ambiguity and lack of clarity for decision making– High cost of mistakes– Shifting boundaries – Untested integration and merger of solutions

Develop simplified, elegant SOA solutions:– Consistency and quality of emerging content– Accelerated insights from diversity– Domain interoperability – Convergence of cognitive, cross disciplinary models– Attribute value to interdependencies– Elaboration of context

8 April 21-23, 2008


Build the Learning Organization

A learning organization is not about “more training.” Whiletraining helps develop certain types of skill, a learning organization involves the development of higher levels of knowledge and skill. 4-level model attributes:

Level 1- Learning facts, knowledge, processes and procedures. Applies to known situations where changes are minor.Level 2- Learning new job skills that are transferable to other situations. Applies to new situations where existing responses need to bechanged. Bringing in outside expertise is a useful tool.Level 3 - Learning to adapt. Applies to more dynamic situations where the solutions need developing. Experimentation, and deriving lessons from success and failure reflect this mode of learning.Level 4 - Learning to learn. Is about innovation and creativity;designing the future rather than merely adapting to it. This is where assumptions are challenged and knowledge is reframed.

9 April 21-23, 2008


Understand the Hurtles

“Cannot See Change” “Wants Change”

Contentment

Denial

Renewal

Confused

Population Averages:

Innovators – 3%

Early Adopters – 13%

Early Majority – 34%

Late Majority – 37%

Laggards – 13%

“23% Threshold”

10 April 21-23, 2008


Our Frames of Reference

• Individuals and Institutions assume rigid thinking structures for efficient decision-making:– Roles– Pet Theories/Patterns of Thought– Industry/Specialist Perspectives– Personal Mental Models– Gaps in Reasoning– Dysfunctional Attitudes– Emotional/Defensive Reactions

• Frames of Reference act as a filter on efforts to influence and persuade target groups

11 April 21-23, 2008


Exchanging the “Old” Story for the “New”

Recognize and Interrupt Old “Rut” Story

Understand Nature of Old “Rut” Story

Create New “Pathway” Story

Listen to beliefs, assumptions, and intent in people’s stories

Name and identify rut stories

What are the unintended consequences of that story?

What are alternative ways to view what happened in the past?

Step back from the story; observe facts and inferences

What are new ways of relating, thinking and acting?

Influence the present and future by first disconnecting from the past!

12 April 21-23, 2008


Governance for SOA Delivery

Fragmented Project Domain Enterprise Ecosystem

SOA Governance Board

Communities of Interest

Center of Excellence

Service Integration Team

SOA Program Office

SOA Adoption Capacity PhasesS

OA

Exe

cutio

n C

apab

ility

Mat

urity

P

hase

s

SD

LC In

tegr

atio

n

Shift to Specific Services (e.g. BPMS)

IT Asset Management

IT Program Management

IT Capability Management

Management View: Focus on the acquisition and effective deployment of SOA capabilities.

Specification View: Focus on supporting business analysts and architects; Business requirements for SOA through to service specification architecture and service specification.

Implementation View: Focus on supporting developers; Service implementations; Interfaces to legacy systems; Development environment and lifecycle.

Deployment View: Focus on supporting infrastructure and operations; Operational environment; Monitoring & control; Technology.

Process View: Focus on establishing and publishing standards and policies. Managing the Service Architecture Engineering process; Responsible for process improvement and excellence, including any corporate quality initiatives such as Six Sigma and ITIL.

Business Owner Vesting

13 April 21-23, 2008


Framework for Lifecycle Change

Plan to Design Specify to Implement

Certify to Accept Deploy to Deliver

14 April 21-23, 2008


SOA Project Milestone Review QuestionsStrategy:When or at what stage in the lifecycle is the introduction of the SOA perspective likely to produce the desired effect? Value Proposition:What types of decisions are enabled with SOA perspective?How will this decision information impact the concept of value/benefit/cost in the system development lifecycle?Implementation:Where may the new evaluation perspective yield the greatest initial return? Where will it be the least disruptive; most disruptive?Accountability: Who owns the new actions generated by this review perspective? What means are available to align contract business partners with the new vision?

15 April 21-23, 2008


SOA Project Adoption Risk Management Issues

• Academic compliance policy• Limited architectural alignment and validation • Unable to audit requirements throughout lifecycle• Status of each service asset unclear• Lack of cultural integration • Poor or no service profile and registry standards • Sourcing management criteria is ambiguous• Inability to specify and measure QoS attributes• Obscure performance visibility and accountability

16 April 21-23, 2008


Project Milestone Review Factors

• Business requirements traceability• Deployment of business capabilities• Service Information Model • Satisfaction of SOA principles • Deliverable template completion – Service

Description and Specification • Conformance to SOA Reference Architecture• Components standards compliance • Quality of Service defined and metrics provided –

Service Level Agreement• Service Registry completion • Funding Expenditures for Service Development

17 April 21-23, 2008


Project Value Revision: Seven Drivers of SOA Value Alignment

• Develop and deploy a sustainable service-oriented review methodology, which facilitates governance decisions

• Demonstrate integrity and integration with all necessary systems lifecycle activities

• Create, publish, and accelerate adoption of new project evaluation approach and success metrics

• Validate and intervene to ensure business services value throughout system development lifecycle

• Manage organization change to enable capability maturity• Codify and catalog service-oriented best practices for reuse

across enterprise and partner portfolio, solution acquisition, and transition management

• Transition legacy solution development practices where appropriate

18 April 21-23, 2008


Project Milestone Review SOA Categories

Roles:

Business Program Manager A, I, * A, P, I, * P, I I

Business Architect R, A, P, * R, A, P, * P, I, * I

SOA Center of Excellence P, * P, I, * A, P, I, * R, D, *

Service Integration Team P, I P, I A, P, I, * A, I, *

SOA Program Office R, I, D R, I, D R, A, I, * P, I, *

SOA Governance Board A, I, * A, I, * A, * P, I

IT Project Management Review Board A, I, D A, I, D I, D, * P, I

Capital Planning and Investment Control P, I P, I A, I, D, *

Chief Architect P, I, D P, I, D A, I, * P, I

Inputs: • Business Requirements• Business Model

• Legacy Transition Plan• Enterprise/Seg. Architecture

• Service Ops/ Maint Plan • Platform Design

• Quality Control Framework

Outputs: • Solution Assembly• Business Improvement Plan

• Provision Plan• Implementation Plan

• Installation Plan • Orchestration Plan

• Capability Maturity • Governance Capacity

R – Responsible, A – Approve, P – Participate, I – Input, D – Distribute, * – Key Participant

Consume Provision Enable Manage

19 April 21-23, 2008


Business Service Provisioning: Deliver Repeatable Core Competency/Capability

“Roadmap to Process Maturity”

Create:· Case for Action· Blueprint· Clear Process· Behavioral Network MapEliminate:· Uncertainty· Waiting · Excessive Controls· Communication Gaps· Slack Resources· Search Costs

“Self-Service”

Use Process Knowledge

Create:· Solution Consensus· Standards· Single View· Process ModelEliminate:· Ambiguity· Cooperation Obstacles· Misinterpretation · Inadvertent Errors· Complexity· Process Enforcement

Costs

“Normalization”

Critical Thinking

“Collaboration”

Create:· Best Practices· Adoption Principles· Self-Contained Tasks· Structural Alignment· Meta ModelEliminate:· Conflicting Agendas· Duplicate Activities· Coordination Gaps· Non-Value Activities· Transaction Costs

Creative Thinking

Create:· Immersive Technology· Blended Framework· Synchronization · Tested Training Resource· Risk Management · Value Chain ModelEliminate:· Equivocality· Cycle-Time· Stage Boundaries· Decision Costs

“Context”

Synthesis Thinking

Process Lifecycle Implementation

Individual Recognition Team Interpretation Unit Integration Company Institutionalization

20 April 21-23, 2008


Enterprise Outcomes Anticipated from Project Review Revisions

• Improved business models provide input to Service Portfolio Plan, which identifies services for the Business Process Service Layer. - Service Oriented Business Process Analysis

• Development of individual Project Service Portfolio Plans, where the technical and business capabilities are identified and represented as an organized collection of interdependent services. - Project Service Portfolio Planning

• Alignment with Enterprise Service Portfolio Plan (aspect of the Target Architecture) used to determine project congruency for each release of every project. This is supported by definition of a SOA Governance capability and then subsequent integration with the SDLC and CPIC processes. - Establish an SOA Center of Excellence

• Emerging set of Proof of Technology Concept projects– Systems of Systems enterprise solutions

21 April 21-23, 2008


Thank You!Stephen Lowe Senior Enterprise Architect SRA International

Contact Information:703-653-5301Stephen_Lowe@ sra.com

Governance and Business Participation: The Key Requirements for Effective SOA Deployment

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