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How to Plan,

Build, and

Managea Service

Oriented

Architecture

in the Real

World

This book showshow to incorporateall of the working

pieces for anSOA... and make itflourish.

Jon Richter, SOA

Governance Lead, WW

SOA Delivery Team, IBM

SWG Services

Bobby WoolfForeword by Jim Hoskins

Exploring IBM

SOA Technology

& Practice

Forward

Print

Check forUpdates


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w e l c o m e t o t h e t e a m

E X P L O R I N G I B M S O A T E C H N O L O G Y & P R A C T I C E 2

Exploring IBM SOA

Technology & Practice


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Advance Praise

This book shows how to incorporate all o the working piecesor an SOA and provides the reader keen insight on how toleverage these pieces to make a service oriented architecturelourish.

Jon Richter, SOA Governance Lead, WW SOA Delivery Team,

IBM SWG Services

[This book summarizes] the wealth o IBM thinking on Ser-vice Oriented Architectures in this concise exposition. I shallbe using this in my uture SOA engagements.

Dave Artus, Consulting IT Specialist, WebSphere Services,IBM Hursley Labs

The irst step to consumability is documentation. This bookmakes SOA approachable and consumable, by providing abig picture view on SOA, and how to take the next steps.

Roland Barcia, Web 2.0 Enablement and SOA Assets Lead,

IBM Software Services for WebSphere

Exploring IBM SOA Technology & Practice is a comprehen-sive guide to understanding the anatomy o Service Oriented

Architecture and its corresponding technology. Bobby Woolsguide will be an invaluable resource or anyone who needs tomake technology decisions in order to realize SOA. My teamwill use it as an educational resource and a quick reerence. Ben Thurgood, SOA Delivery Leader, IBM Software Services,

Asia Pacfic


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Exploring IBM SOA

Technology & PracticeHow to Plan, Build and Manage a Service Oriented

Architecture in the Real World

Bobby Woolf

IBM Sotware Services or WebSphere

Version 1.1e

605 Silverthorn RoadGul Breeze, FL 32561

(850) 934-0819www.maxpress.com


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Production Manager: Gina CookeCover Designer: Lauren SmithProofreader: Jacquie Wallace

This publ ication is designed to provide accurate and authoritative inormat ion in regard to the subjectmatter covered. It is sold with the understanding that the publisher is not engaged in rendering proes-sional services. I legal, accounting, medical, psychological, or any other expert assistance is required, theservices o a competent proessional person should be sought. ADAPTED FROM A DECLARATION OFPRINCIPLES OF A JOINT COMMITTEE OF THE AMERICAN BAR ASSOCIATION AND PUBLISHERS.

2008 by Maximum Press. All rights reserved. Published simultaneously in Canada.

Reproduction or translation o any part o this work beyond that permitted by Section 107 or 108 o the

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Disclaimer

The purchase o computer sotware or hardware is an important and costly business decision. While theauthor and publisher o this ebook have made reasonable eorts to ensure the accuracy and timeliness o

the inormation contained herein, the author and publisher assume no liability with respect to loss or dam-age caused or alleged to be caused by reliance on any inormation contained herein and disclaim any andall warranties, expressed or implied, as to the accuracy or reliability o said inormation.

This ebook is not intended to replace the manuacturers product documentation or personnel in deter-mining the speciications and capabilities o the products mentioned in this ebook. The manuacturersproduct documentation should always be consulted, as the speciications and capabilities o computerhardware and sotware products are subject to requent modiication. The reader is solely responsible orthe choice o computer hardware and sotware. All conigurations and applications o computer hardwareand sotware should be reviewed with the manuacturers representatives prior to choosing or using anycomputer hardware and sotware.

The words contained in this text which are believed to be trademarked, service marked, or otherwise tohold proprietary rights have been designated as such by use o initial capitalization. No attempt has beenmade to designate as trademarked or service marked any words or terms in which proprietary rights mightexist. Inclusion, exclusion, or deinition o a word or term is not intended to aect, or to express judgmentupon, the validity or legal status o any proprietary right which may be claimed or a speciic word or term.

Library of Congress Cataloging-in-Publication Data

Wool, Bobby.Exploring IBM SOA technology & practice : how to plan, build, and manage a service oriented archi-tecture in the real world / Bobby Wool.

p. cm.ISBN-13: 978-0-9773569-1-1

1. Web services. 2. Computer network architectures. I. Title. II. T itle: Exploring IBM service oriented archi-tecture technology and practice.

TK5105.88813.W67 2007658.05--dc22

2007025595


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Table of Contents

Advance Praise ................................................ 3

Foreword ....................................................... 10

Acknowledgements ....................................... 14

Get the Latest VersionInstantly .................... 14

About This eBook ............................................ 15

How To Use This MaxFacts Interactive eBook ... 17

Reader Feedback .......................................... 18Distribution Rights and the Honor System ....... 19

About the Author ........................................... 20

Chapter 1Getting Started with SOA 22

Adopting SOA .................................................. 23

Business Goals of SOA .................................. 28

SOA Considerations ...................................... 32

SOA Challenges ............................................ 37

Technology Adoption ..................................... 39

SOA Projects ................................................... 41

Project Selection ........................................... 42


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Project Examples ........................................... 43

SOA Center of Excellence .............................. 46

Chapter 2SOA Methodologies 48

Methodologies Overview ................................... 48

SOA Entry Points ............................................. 52

People .......................................................... 56

Process ........................................................ 59

Information .................................................... 62

Reuse ........................................................... 66

Connectivity .................................................. 69

Chapter 3Capabilities of anSOA

ApplicationInfrastructure 73

Terminology ..................................................... 73

SOA Reerence Architecture ............................. 77

Service Providers ........................................... 79Service Connectivity ...................................... 84

Service Support ............................................. 87

Standards Driven ........................................... 93


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Chapter 4Products for anSOA

ApplicationInfrastructure 95

Products or the SOA Reerence Architecture .... 95

Products for SOA Infrastructure ...................... 97

Products for Human Interaction with SOA ..... 100

Products for SOA Business

Process Management .................................. 101

Products for Information as a Service ........... 102

Products for Partner Services ....................... 103

Products for Business Application Services ... 104

Products for SOA Access to

Existing Applications .................................... 105

Products for Service Connectivity ................. 106

Products for SOA Development .................... 109

Products for SOA Management .................... 111Service Management ................................ 111

Service Security ....................................... 112

Configuration Management ....................... 113

Products for Business Services .................... 114

WebSphere Process Server Component Model 116

Process Server Embedded Products ............ 116

Process Server Component Model ............... 120

SOA Core ................................................ 122


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Supporting Services ................................. 125

Service Components ................................ 129

Professional Services for SOA Adoption ........ 133

Chapter 5Development of an

SOA Application 136

SOA Liecycle ................................................ 136

SOA Lifecycle Phases .................................. 140

SOA Governance ........................................... 144

SOA Governance Challenges ....................... 148

SOA Governance Lifecycle ........................... 151

SOA Governance and Management Method .... 154

SOA Governance Products .......................... 157

Chapter 6Conclusion: Building an

SOA Application 159


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Foreword

Todays strong interest in the service oriented archi-

tecture (SOA) model or inormation technology is

easy to understand. Inormation technology (IT), as it

has evolved over the last 40 years, has its strengths

and weaknesses. At once, IT has enabled great

strides in business process eiciencies and inhibited

business lexibility. The more mature the business,

the more evident both eects become. So the illu-

sive goal o IT has increasingly ocused on keeping

the eiciencies aorded by existing IT inrastructure

while enabling business processes to be both inte-

grated rom start to inish and lexible, enabling rapid

change.

Why is business process lexibility so important as to

justiy a whole new way o structuring enterprise IT

architecture? Because lexibility rees a business to

respond quickly and in a meaningul way to a chang-

ing competitive environment or to go ater a newbusiness opportunity that is out o reach o a less

lexible competitor. When IT can eiciently adapt as

ast as businesses can deine new business process-

es then IT becomes the engine that makes those


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new ways o doing business a practical reality. That

is the promise o SOA.

But have we heard this beore? Some claim there

is nothing new in SOA, and in some respects this is

true. For many years, sotware developers and ar-

chitects have been trying to make IT inrastructure

more lexible and reusable. And many o the gen-

eral underlying concepts o SOA have been around

in various orms or a long time. But there is indeed

something new. The networked world has changed

and that change is accelerating. Todays world holds

more promise o actually achieving these long sought

ater goals than ever beore due to a conluence o

better sotware technology, widely adopted stan-

dards, and a networked world which can leverage

the collective eorts o a growing services market-

place. This combination may well lead to a tipping

point that enables a whole new level o IT eiciency

and lexibility. There is clearly reason or optimism.

While SOA promises greater lexibility and produc-

tivity or individual IT departments as they develop

and adapt internal applications, its promise is much

greater than that. The World Wide Web changed ev-


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erything by oering a body o inormationgenerated

by the collective eorts o the entire planetto any-one with a connected PC. SOA has the potential to

do or services (i.e. sotware) what the World Wide

Web did or inormation. That is, SOA promises to

change everything by oering servicesgenerated

by the collective eorts o the entire planetto any-

one developing applications. This is a powerul no-

tion indeed! In act, emerging marketplaces or SOA

servicesdelivered onlineare already appearing

and will blur the line between traditional enterprise

applications and sotware as a service oerings.

Over time, more and more SOA applications will be

built using a collection o internally developed ser-

vices and those oered by third parties over the In-

ternet.

But make no mistake. SOA is not a simple, quick

ix, nor is it without risk. SOA requires a complete

rethinking o a businesss enterprise architecture,

processes, and uture needs. A business needs toclearly understand the current environment and ore-

seeable requirements long beore any SOA technol-

ogy oerings are selected and deployed. SOA is not

just about taking legacy systems and Web enabling


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them. In the end, the real beneits o SOA will be re-

served or those businesses that can adopt a newway o thinking about IT. With a thoughtul approach,

SOA promises to once and or all allow IT to become

a better enabler o business lexibility rather than the

inhibitor.

As with any period o change, some will choose to

sit still and watch the game or awhile to see what

happens. Ater all, there is risk to pursuing an SOA

initiative in any organization. But the great promise o

SOA means that some will tryperhaps your com-

petitors. So the biggest risk may ultimately be aced

by those who choose to do nothing.

Jim Hoskins

Maximum Press

Jim Hoskins is the author o many popular articles and books covering

a wide range o technology and Internet business topics. He has been

involved with computer technology design, implementation, and edu-

cation or over 25 years. Jim spent over a decade with IBM designing

computer systems and directly helping businesses o all sizes designand implement real-world solutions. He is the author/editor o the popu-

lar Exploring IBM series, which has sold over 350,000 copies in 12

languages. You can reach Jim via e-mail [email protected].
mailto:[email protected]:[email protected]


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Acknowledgements

The author would like to thank the ollowing people

or their help in creating this book: Kyle Miller o IBM

Sotware Groups Worldwide Direct Marketing or

conceiving o this book; Jim Hoskins o Maximum

Press or recruiting me as an author; IBM technicalleaders like Rob High and Eric Herness who created

the material this book is based upon; Katie Kean

and Geo Hambrick o IBM Sotware Services or

WebSphere or approving publication o this mate-

rial; Bruce Clay o IBM IP Law or approving all o the

legal stu; and especially my colleagues at IBM who

reviewed lots o drats and helped make it better:

Rachel Reinitz, Kareem Yusu, Andy Sweet, Guenter

Sauter, Matt Perrins, Jon Richter, Dave Artus, Ben

Thurgood, Wendy Sent, Roland Barcia, and Owen

Cline.

Get the Latest VersionInstantly

This ebook is updated periodically. You can check to

see i this is the latest version o the ebook right now

by ollowing the link provided in the More on the


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Web box. I there is a more current version, you will

be able to immediately download the update.

More on the Web Check or an updated version now

About This eBook

This ebook is intended or readers who are already

amiliar with service oriented architecture (SOA) and

who want to learn IBMs speciic advice on how to be

successul with SOA. It is intended or a wide range

o people involved with adopting SOA within an or-

ganization: IT executives, business analysts, project

managers, architects (application, inrastructure,

and integration), and integration and application

developers.

This book discusses the ollowing topics:

How an organization should adopt SOA

Approaches for discovering and developing

services
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IBMs SOA Reference Architecture, a model for the

capabilities o an SOA environment

IBM software products for implementing the SOA

Reerence Architecture

Brief guidance on implementing the applications

to be deployed into the environment, including the

SOA Liecycle and SOA Governance

This book will provide you with a good understanding

o what IBM suggests you should do to be success-

ul with SOA and how IBM can help.

To learn about SOA in general, a good place to get

started is the bookService Oriented Architecture for

Dummies. For a detailed look at how SOA enables IT

and business lexibility, take a look at The New Lan-

guage of Business: SOA & Web 2.0 by Sandy Carter,

IBMs vice-president o SOA and WebSphere Market-

ing, Strategy, and Channels.

More on the Web

Printed Books

Service Oriented Architecture or Dummies

The New Language o Business: SOA &

Web 2.0
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related to the topic at hand resident on the Web. In

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More on the Web [email protected]

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Distribution Rights and the Honor System

The IBM WebSphere team has been licensed to dis-

tribute this MaxFacts interactive ebook in unaltered

orm exclusively to IBM customers, prospective cus-

tomers, IBM Business Partners, and those IBM em-

ployees directly involved with Websphere marketingand sales.

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More on the Web [email protected]

www.maxpress.com

About the Author

Bobby Wool earns a living as a member o IBM Sot-

ware Services or WebSphere, consultants who help

customers achieve success with WebSphere prod-
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ucts, where he assists clients in developing applica-

tions with service oriented architecture. He is an IBMCertiied SOA Solution Designer, a co-author oEn-

terprise Integration Patterns and The Design Patterns

Smalltalk Companion (both rom Addison-Wesley),

has published numerous articles and podcasts at

IBM developerWorks and elsewhere, and requentlypresents at conerences. He also authors a very pop-

ular blog, WebSphere SOA and J2EE in Practice.

More on the Web IBM Sotware Services or WebSphere

WebSphere Products

IBM Certied SOA Solution Designer

Enterprise Integration Patterns

The Design Patterns Smalltalk Companion

IBM developerWorks

WebSphere SOA and J2EE in Practice

http://www.ibm.com/developerworks/library/specification/ws-cbe/http://www.ibm.com/WebSphere/developer/serviceshttp://www.ibm.com/software/websphere/http://www.ibm.com/certify/certs/adsdsoa.shtmlhttp://www.awprofessional.com/title/0321200683http://www.awprofessional.com/title/0201184621http://www.ibm.com/developerworks/http://www.ibm.com/developerworks/blogs/page/woolfhttp://www.ibm.com/developerworks/blogs/page/woolfhttp://www.ibm.com/developerworks/http://www.awprofessional.com/title/0201184621http://www.awprofessional.com/title/0321200683http://www.ibm.com/certify/certs/adsdsoa.shtmlhttp://www.ibm.com/software/websphere/http://www.ibm.com/WebSphere/developer/serviceshttp://www.ibm.com/developerworks/library/specification/ws-cbe/


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Chapter 1

Getting Started with SOA

How does an organization get started with SOA?Theres a lot to learn, and we need to start some-

where.

Although we have to start with the inevitable ques-

tion, What is SOA? well move past that quickly.For readers who want to learn more about what SOA

is, there are plenty o books on that; one we sug-

gest is Service Oriented Architecture for Dummies.

Here, we expand on the standard SOA discussion

to add IBMs take on SOA. We ocus on the issues

and challenges one should consider when adopting

SOA, and how to select a good SOA project, and the

committee that should manage all SOA projects in an

organization.

More on the Web IBM Service Oriented Architecture (SOA)

http://www.ibm.com/soahttp://www.ibm.com/soa


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Adopting SOA

The irst question in any SOA conversation tends to

be: What is SOA?

To quote rom IBMs white paper IBMs SOA Foun-

dation: An Architectural Introduction and Overview:Service oriented architecture (SOA) is an architec-

tural style or creating an Enterprise IT Architecture

that exploits the principles o service orientation to

achieve a tighter relationship between the business

and the inormation systems that support the busi-

ness. SOA leverages service orientation, which is

an approach or integrating a business as a set o

linked services. Service orientation enables appli-

cations to invoke each others behavior as services,

which can most easily be thought o as a repeatable

task within a business process. A service is sel-de-

scribing and discoverable, meets speciied quality-o-

service requirements, and can be managed through

governance. Services work together to implement a

More on the Web IBM SOA Foundation: An ArchitecturalIntroduction and Overview

http://www.ibm.com/developerworks/library/specification/ws-cbe/http://www.ibm.com/developerworks/library/specification/ws-cbe/http://www.ibm.com/developerworks/webservices/library/ws-soa-whitepaper/http://www.ibm.com/developerworks/webservices/library/ws-soa-whitepaper/http://www.ibm.com/developerworks/webservices/library/ws-soa-whitepaper/http://www.ibm.com/developerworks/webservices/library/ws-soa-whitepaper/http://www.ibm.com/developerworks/library/specification/ws-cbe/http://www.ibm.com/developerworks/library/specification/ws-cbe/


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composite application, which is a set o related and

integrated services that support a business processbuilt on SOA.

The question that may really matter is: Why is SOA

important?

Again, quoting IBMs SOA Foundation: The primary

goal o Service Oriented Architecture (SOA) is to align

the business world with the world o inormation tech-

nology (IT) in a way that makes both more eective.

SOA ocuses on matching IT to the business it helps

automate to make the business more innovative.

SOA assumes that a business has a business design

that describes how that business works, especially

the processes it perorms and the organizational

structure that perorms them. By deriving the inor-

mation system design rom the business design, an

organization can more easily drive changes into the

inormation system at the rate and pace o change in

the business design. SOA transorms IT rom a cost

o doing business to a competitive advantage or

rapidly responding to a changing marketplace.



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SOA encourages changes both in IT and in the busi-

ness itsel. SOA ocuses on developing reusable ITcomponents that automate speciic business unc-

tionality. And SOA also ocuses on designing the

business itsel as a set o reusable business unc-

tions that can be automated in part or completely by

IT. New and evolving business oerings should beapproached as business processes that can be per-

ormed by leveraging existing business capabilities.

This makes the new oerings easier to implement or

both the business and IT.

More on the Web Ideas rom IBM: SOA or Innovation

IBM Systems Journal issue on Service-Oriented Architecture

IBM developerWorks WebSphere SOA

Services should make sense both to technical people

and to business people. Examples include: get a

stock quote, process an insurance claim, change a

customers address, and notiy a customer o ship-

ment. Business people should see services as reus-

able unctionality that is requently used by multiple

applications, and potentially by business partners

and customers. Technical people see services as ap-

http://www.ibm.com/ibm/ideasfromibm/us/soa/apr03/http://www.research.ibm.com/journal/sj44-4.htmlhttp://www.research.ibm.com/journal/sj44-4.htmlhttp://www.ibm.com/developerworks/websphere/zones/soa/http://www.ibm.com/developerworks/websphere/zones/soa/http://www.research.ibm.com/journal/sj44-4.htmlhttp://www.research.ibm.com/journal/sj44-4.htmlhttp://www.ibm.com/ibm/ideasfromibm/us/soa/apr03/


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plication unctionality they dont have to implement

themselves (or at least have to implement only once),that is available and reusable by any application that

needs it, and is an approach to unlock existing as-

sets to derive greater value rom them. As business

needs change rapidly and new capabilities are devel-

oped rom existing ones, IT can keep up by quicklybuilding new applications that wire together existing

services in new ways.

SOA Entry Points

Webcast

Duration 6 minutes 28 seconds

Registration Required

More on the Web

SOA is the latest evolution o application integration

technologywhich leads to the question: Why is ap-

plication integration important?

Modern businesses run on technology. No one IT ap-

plication can be big enough and complex enough to

run even a minimally complex business; a business

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needs applications or a multitude o unctions like

order management, customer management, resourcemanagement, inventory, and billing. Furthermore, the

applications cannot run independently; they need to

work together: Order management accepts an order

whose ulillment aects inventory and billing to a

customer.

Applications need to be able to work together,

and application integration enables them to do so.

Whereas previous integration techniques attempted

to integrate whole applications, SOA breaks an appli-cation into parts-services, enabling a composite ap-

plication to reuse a part not by embedding the part,

but by linking to the part.

SOA is not a new idea, but rather the latest version

o evolving practices or encapsulating and integrat-

ing application unctionality. That evolution is shown

in Figure 1.1.



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Figure 1.1 Evolution of integration approaches. (Clickhere to enlarge.)

Business Goals of SOA

Aligning business and inormation technology to

make both more eective sounds like a good way to

go. What goals are organizations adopting SOA try-

ing to accomplish?

My CEO thought fexibility & SOA were

just an IT issue until I told him this...

Webcast

Duration 60 minutes


More on the Web

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Here are some o the business reasons to adopt SOA:

Improve B2C communicationsServices used by

customers help the business work better with its

customers.

Improve B2B communicationsServices used bybusiness partners help the business work better

with its partners.

Create a service oriented architecture for the or-

ganizationA business organized around SOA ismore lexible and can respond to business changes

more easily and rapidly.

Code reuse can reduce development costsSer-

vices make unctionality more reusable, which de-creases costs by not having to implement the same

unctionality repeatedly.

Improve integration of existing e-business/CRM/

ERP initiativesSOA is not an alternative to ap-

proaches like e-business on demand, customer

relationship management, and enterprise resource

planning; it has synergy with these approaches.



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Provide new revenue opportunitiesSOA helps un-

lock the value o existing resources and capabilitiesso that they can be sold and used in new ways.

Improve internal communicationsServices o one

department used by another department help the

business better work internally with itsel.

Address security issuesService boundaries pro-

vide an opportunity to enorce security aspects,

such as managing access and monitoring usage.

Improve access to corporate informationServices

can be designed to help make existing corporate

knowledge easier to access and can provide a

consistent view o the truth.

Create efficiencies across business processes

Services help actor business processes into reus-

able tasks so that multiple processes can reuse

tasks.

Likewise, these are some o the business beneits o

adopting SOA:



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Functional improvement for end usersServices

can make it easier to provide end users the unc-tionality they want, enable them to access inor-

mation on demand, integrate people into business

processes, and make those capabilities available in

a timely manner.

Ease of administrationServices help break large

applications into parts that can more easily be

monitored and managed, can make the cause

o outages easier to diagnose, and can help ad-

equately predict and prepare or uture needs. SOAmakes monitoring more important but also more e-

ective.

Ease of useOnce services are built, integrating

them into new applications is simpler and asterthan creating new applications rom scratch.

Lower IT costsServices promote reuse o code

and o inrastructure, and simpliy administration.

These goals show the enormous potential SOA has

to both improve IT and provide business value.



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More on the Web

Inormation on Demand SOA or People: Accelerate Business

SOA Management

SOA Considerations

Liberating business rom technology constraints

sounds great. Does this mean all businesses should

develop their applications using SOA? Should all ap-plications be SOA?

The answer is: It depends. Most businesses and ap-

plications can benet rom SOA, at least under the right

circumstances. But not all businesses need SOA, norare they necessarily ready or SOA. Here are some con-

siderations to make beore adopting SOA:

Business driversDoes the business need SOA?

More speciically, does a particular applicationneed SOA? These are some o the considerations

that lead a business to decide that it needs SOA:

http://www.ibm.com/software/data/information-on-demand/http://www.ibm.com/software/lotus/soa/http://www.ibm.com/software/tivoli/features/soa/http://www.ibm.com/software/tivoli/features/soa/http://www.ibm.com/software/lotus/soa/http://www.ibm.com/software/data/information-on-demand/


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-Accelerate time to marketDoes the busi-

ness need to develop applications aster andchange them aster to quickly meet new busi-

ness opportunities? I a business doesnt

change very rapidly, then maybe its applica-

tions dont need to either. Then again, maybe

the reason a business historically hasntchanged rapidly is that its IT hasnt been able

to keep up.

- Reduce costsHave IT expenditures eaten

up an undue proportion o the businesss rev-enue? What is the return on investment (ROI)

or a new application? How long do changes

to an existing application take to pay or

themselves? Does the business avoid some IT

development because its too expensive?

- Increase revenueIs the business unable to

address opportunities because o inlexible

IT? Would better IT enable the business to

enter new markets?

- Reduce risk and exposureDoes the busi-

ness do the same thing several dierent ways,



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leading to inconsistencies and errors? How

conident is the business that its applicationsare producing unctionality that is correct?

Organizational readinessPerhaps the business

needs SOA, but that doesnt automatically mean

its ready to adopt SOA. An SOA project can easilyail i the organization is not ready or SOA. Some

o the prerequisites or SOA success are:

- Executive support and sponsorshipThe

people who und projectsand who can takeaway that undingdont need to understand

in depth what SOA is, but they need to under-

stand how to apply it at a business level and

be committed to its success at a technical

level. I theyre araid o risk, at the irst sign otrouble theyll cancel the project and go back

to the old ways.

- SkillsThe executives can read some book

that convinces them that SOA is the way to

go, but that doesnt mean the application de-

velopment sta knows how to develop SOA

applications, nor that the runtime sta knows



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how to deploy and manage applications. The

sta needs training in these new techniques.

Current architecture and environmentsSOA can

be simpler when developing new applications rom

scratch, but needed unctionality is oten buried in

existing legacy applications that somehow need tobe reused.

- Build and runtimeSOA applications are built

rom parts, both during development and at

deployment. All the parts have to it together,not just or one application but or multiple

applications, including legacy applications.

Degree of heterogeneityWhen existing sys-

tems have been developed with dierent tech-nologies and run on dierent platorms, making

them work together is all the more dicult.

Operational readinessSOA gives applications

lexibility, but also adds complexity. More parts

means more things that can ail.



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-Ability to monitor and manage current opera-

tionsHow well does IT currently handle pro-duction outages? How easily can problems

be diagnosed and repaired?

- Integration of monitoring functions into pro-

duction environmentsWhat is the businessdoing right now? Is more business being per-

ormed today than yesterday? Wouldnt this

be nice to know?

A business and its IT department should considerthese issues to determine whether theyre ready to

give SOA a try.

IBM has an SOA Readiness Assessment that can

help an organization discover its level o maturity orSOA adoption. The assessment can be run online at

the indicated Web link.

More on the Web SOA Readiness Assessment

http://www.ibm.com/software/solutions/soa/soaassessment/http://www.ibm.com/software/solutions/soa/soaassessment/


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SOA Challenges

SOA has many advantages: aligning IT with busi-

ness, making IT and business more lexible and eas-

ier to change quickly, and less lock-in to particular

technologies. At the same time, SOA also has some

downside. Good IT development techniques becomeeven more important. Here are some speciic chal-

lenges that SOA can make even more signiicant:

GovernanceGood SOA demands good gover-

nance. Who is responsible or developing services?Who prioritizes what to develop or improve next?

Who pays or the development, especially when

multiple departments beneit?

ComplexityComposing applications o inde-pendent and loosely coupled services increases

complexity. The more parts there are to an applica-

tion and the more machines they run on, the more

things that can go wrong. When one part o an ap-

plication ails, its possible or the entire applicationto stop working.



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ReuseWhat do we have and what does it do?

Common unctionality is oten developed repeat-edly by teams who are unaware o each other. They

may not make their code reusable unless theres in-

centive to do so. Teams need to know whats avail-

able or reuse in order to reuse it.

ProcessSOA is a new way o thinking. SOA de-

velopment is similar to but not the same as tradi-

tional object-oriented and procedural development.

Teams need to learn new development techniques.

Team communicationSuccessul SOA brings

business and IT closer, but that requires increased

communication between two groups that oten

dont communicate eectively. It also requires that

development teams communicate to share reus-able assets eectively.

These challenges should not be taken lightly; they

have the potential to derail the most well-intentioned

SOA project. But met head on, these challenges canbe managed to help ensure SOA success.



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Technology Adoption

Theres a range o approaches an organization can

use to adopt any new technology. That range is de-

ined by two extremes:

Incremental adoptionStart small with a new tech-nology and then build. This takes time, but enables

teams to learn rom their mistakes and build on

their success.

Big bangCovert an application, entire line obusiness, or the whole IT department to the new

technology all at once. This produces results aster,

but at ar greater risk o ailure.

New technology should be adopted incrementally.An organization can have a strategic vision or where

it wants to be, but it should start small and incre-

mentally build toward that vision. The relationship

between strategic vision and incremental adoption is

shown in Figure 1.2.



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Figure 1.2. Transformation through incremental adoption.(Clickhere to enlarge).

Incremental adoption helps an organization transorm

rom a starting state to a more desirable one withoutthe transormation being overly jarring or taking un-

necessary risk. It helps the organization absorb and

digest the transormation, progressing toward greater

levels o maturity.

Several well-known practices will help an organiza-

tion successully adopt a new technology:

Pilot projectAny new technology should start

with a pilot project. A good pilot project should beimportant enough to get adequate resources and

to be useul when successul, but not critical to the

organizations short-term goals.

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Pioneering teamThe pilot project should be

staed with skilled people who work well togetherand are motivated to be successul with the new

technology. Theyll beneit i they can get guidance

rom a Center o Excellence, a team o advisors

who have done projects like these beore.

Lessons learnedThe pilot team should capture lessons

learned and use them to quick-start other projects.

Incremental developmentProjects should build

unctionality incrementally, completing some partsbeore starting others.

These practices will help an organization more suc-

cessully adopt any new technology.

SOA Projects

Now that weve talked about the considerations that

go into adopting SOA, lets look at what kinds oprojects make good SOA projects.



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SOA Demystied! Turn Your SOA

Projects Into Lasting Business

Success With Higher-Value Services

Webcast

Duration 60 minutes


More on the Web

Project Selection

The single most important decision or success-ully adopting SOA is selecting a good pilot project.

Like any technology adoption, an early SOA project

should be important but not critical, should be sup-

ported and staed, and should proceed incremen-

tally.

In addition, an SOA pilot project should:

Address a well-understood business problem

Incorporate aspects of governance

Include line-of-business objectives and IT

objectives

http://www.bulldogsolutions.net/IBMWebSphere/IBW10092006/index.aspx


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Leverage the entry points to SOA

Require an achievable stretch beyond current ca-

pabilities to address gaps (skills, processes, etc.)

Be something that, if successful, the organization

will put into production

Selecting a pilot project with these criteria will lower

risk and increase the odds or project success.

Project Examples

The IBM executive brie Five SOA projects that can

pay or themselves in six months considers ive SOA

projects that have been undertaken by real IBM cus-tomers. These projects show the advantages o stan-

dardizing sotware around reusable services and the

positive impact that has on customers, partners, and

the bottom line.

Briely, the ive projects are:

1. Delivery-date notification service: Providing a



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single source of information to improve customer

serviceThis centralized service keeps a majorretailers customers apprised o when an order will

be delivered. The retailer estimates this service

saves them US$20 million per year in costs; the

project costs a small raction o that.

2. Transaction dispute service: Automating process-

es across multiple companies and usersThis

project at a inancial services organization created

an automated process to replace a labor-intensive

manual one or resolving disputed transactions.The service produces an estimated cost savings o

more than US$200 million per year.

3. Document verification service: Delivering cost sav-

ings through service reuseThis service or a gov-ernment agency in the Asia-Paciic region veriies

documents such as passports, drivers licenses,

and birth certiicates. The ully automated service

replaced a manual one. It was so successul that

our other agencies started using it as well.

4. E-commerce connectivity service: Selling through

partner Web sites to increase salesThis service



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enables a retailers business partners to sell its

merchandise on their own Web sites. The servicegives them real-time, controlled access to its cata-

log, inventory-management, and order-ulillment

systems.

5. Criminal justice service: Building an enterpriseSOA using CICS systemsThis service or a gov-

ernment agency in North America provides new

applications with authorized access to criminal

justice inormation managed by CICS systems.

The existing, legacy unctionality is able to be re-used rather than needing to be reimplemented.

Thus, a wide range o business unctions in a variety

o industries can be good candidates to develop into

services in an SOA. The trick is to pick one an orga-nization can use as a good pilot project.

More on the Web Five SOA Projects That Can Pay or Them-selves in Six Months

http://www.ibm.com/software/info/ondemand/briefs/soa.htmlhttp://www.ibm.com/software/info/ondemand/briefs/soa.htmlhttp://www.ibm.com/software/info/ondemand/briefs/soa.htmlhttp://www.ibm.com/software/info/ondemand/briefs/soa.html


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SOA Center of Excellence

Whether an organization is running its irst pilot SOA

project or has a dozen SOA projects running con-

currently, a concern about any SOA project is: Who

makes sure that the SOA projects are being run

properly?

IBM recommends establishing an SOA Center o

Excellence (COE), a board o knowledgeable SOA

practitioners that establishes and supervises policies

to help ensure an enterprises success with SOA.The SOA COE provides thought leadership or how

to leverage SOA, is responsible or developing and

communicating the organizations vision and strategy

or using SOA to meet business goals, and provides

mentoring and skills transer to the SOA projects.The SOA COE not only deines standards, best prac-

tices, and policies or how the organization incorpo-

rates SOA; it also communicates guidance, monitors

and enorces compliance, and evolves the policies.

The guidance helps the projects be more successulaster, and the compliance assures the business that

the projects are meeting their goals.



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The SOA COE is the main tool or applying SOA gov-

ernance, processes or ensuring that SOA is beingused to meet IT and business goals. SOA gover-

nance will be covered in a later section. But beore

we discuss how to govern SOA, we irst need to un-

derstand SOA and what needs to be governed.

The IBM service oering IBM SOA/Web Services

Center o Excellence can help your organization es-

tablish its own SOA COE.

More on the Web

IBM SOA/Web Services Center oExcellence

http://www.ibm.com/services/us/gbs/bus/pdf/g510-3917-ibm-soa-web-selling-services-center-of-excellence.pdfhttp://www.ibm.com/services/us/gbs/bus/pdf/g510-3917-ibm-soa-web-selling-services-center-of-excellence.pdfhttp://www.ibm.com/services/us/gbs/bus/pdf/g510-3917-ibm-soa-web-selling-services-center-of-excellence.pdfhttp://www.ibm.com/services/us/gbs/bus/pdf/g510-3917-ibm-soa-web-selling-services-center-of-excellence.pdf


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Chapter 2

SOA Methodologies

A methodology is a method, a planned and repeat-able process or producing a desired outcome. In

sotware development, a methodology is a set o

practices that can be carried out reliably to produce

sotware. SOA, as a new architecture, has new meth-

odologies to help produce applications with that ar-chitecture.

Methodologies Overview

IBM has our good methodologies or instituting

SOA:

SOA Entry PointsWhile not a ull methodology,

this is a simple but eective approach or discover-ing and developing services. It will be discussed in

depth in the later section SOA Entry Points.



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Service Integration Maturity Model(SIMM)SIMM

helps create an incremental transormation road-map toward higher levels o service integration ma-

turity. It is used to determine which characteristics

are desirable to achieve by attaining a new level

o maturity. This will determine whether problems

encountered at a given level o maturity can besolved by evolving to the next level o service inte-

gration maturity. The Open Group is developing the

OSIMM standard by merging SIMM rom IBM with

similar approaches.

Service Oriented Modeling Architecture (SOMA)

SOMA is a method with roles and activities that

produce artiacts relating to the identiication,

speciication, and realization o service compo-

nents and processes. It is aimed at enabling tar-get business processes through the identiication,

speciication, and realization o business-aligned

services that orm the SOA oundation. It creates

continuity between the business intent and IT im-

plementation by extending business characteristics(e.g., goals and key perormance indicators) into

the IT analysis and architectural decisions. Analysis

and modeling perormed during SOMA are technol-



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ogy and product agnostic, but establish a context

or making technologyand productspeciic de-cisions in later phases o the liecycle. Its goal is

to provide guidance in the modeling (analysis and

design) o SOA. There is a SOMA plug-in or the

Rational Uniied Process (RUP).

Component Business Modeling (CBM)CBM is a

method whereby organizations can identiy oppor-

tunities or improvement and innovation. The model

regroups the organizations activities into a man-

ageable number o discrete, modular, and reusablecomponents. These business components enable

lexibility and provide or a clariied ocus on the

core capabilities needed to run the business and

drive business strategy. CBM helps an organiza-

tion determine where to ocus business innovationin order to derive maximum beneit. When that in-

novation can be realized as SOA applications, then

CBM helps to ensure that SOA provides maximum

strategic value to the organization.

These methodologies are listed in order o scope.

The entry points ocus on identiying and develop-

ing individual services. SIMM takes existing services


d id h t i th SOMA i


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and considers how to improve them. SOMA is a

technique to apply SOA to an entire application, de-partment, or enterprise. CBM goes beyond sotware

and models the business itsel as a set o reusable

components. The earlier techniques are simpler or

getting started. These latter techniques require a

more coordinated eort over a longer period o time,but can more quickly produce a much more radical

transormation o an organization.

There is also a methodology or governance:

SOA Governance and Management Method

(SGMM)SGMM helps an organization develop

a strategy or SOA governance. It is described in

more detail in the later section SOA Governance

and Management Method.

These methodologies are very extensive and could

require a whole book to document completely, which

is much more space than we have here. Please see

the links or sources o additional inormation.



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More on the Web Increase Flexibility with the Service Integration

Maturity Model IBM Service-Oriented Modeling andArchitecture (White Paper)

Service-Oriented Modeling and Architecture(Article)

IBM RUP or Service-Oriented Modelingand Architecture

Component Business Modeling

The Open Group Service IntegrationSecurity Model

SOA Entry Points

Earlier in Methodologies Overview we mentioned

the SOA entry points, a simple approach to get

started discovering and developing services a ew

at a time. In this section, we explore what the en-

try points are and why theyre helpul or developing

SOA applications.

The IBM white paper Entry Points into SOA: Taking a

Business-centric Approach describes ve specic ap-

proaches or getting started with SOA. The SOA entrypoints are distinct and consumable starting points re-

quiring a limited set o products and skills to get started.

Three o the SOA entry points are business-centric,


applying directly to the tasks businesses perorm to
http://www.ibm.com/developerworks/webservices/library/ws-soa-simm/http://www.ibm.com/developerworks/webservices/library/ws-soa-simm/http://www.ibm.com/services/us/gbs/bus/pdf/g510-5060-ibm-service-oriented-modeling-arch.pdfhttp://www.ibm.com/services/us/gbs/bus/pdf/g510-5060-ibm-service-oriented-modeling-arch.pdfhttp://www.ibm.com/developerworks/webservices/library/ws-soa-design1/http://www.ibm.com/developerworks/rational/downloads/06/rmc_soma/http://www.ibm.com/developerworks/rational/downloads/06/rmc_soma/http://www.ibm.com/services/us/bcs/html/bcs_componentmodeling.htmlhttp://www.opengroup.org/projects/osimm/http://www.opengroup.org/projects/osimm/http://www.opengroup.org/projects/osimm/http://www.opengroup.org/projects/osimm/http://www.ibm.com/services/us/bcs/html/bcs_componentmodeling.htmlhttp://www.ibm.com/developerworks/rational/downloads/06/rmc_soma/http://www.ibm.com/developerworks/rational/downloads/06/rmc_soma/http://www.ibm.com/developerworks/webservices/library/ws-soa-design1/http://www.ibm.com/services/us/gbs/bus/pdf/g510-5060-ibm-service-oriented-modeling-arch.pdfhttp://www.ibm.com/services/us/gbs/bus/pdf/g510-5060-ibm-service-oriented-modeling-arch.pdfhttp://www.ibm.com/developerworks/webservices/library/ws-soa-simm/http://www.ibm.com/developerworks/webservices/library/ws-soa-simm/


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applying directly to the tasks businesses perorm to

produce value or customers. These business-centricentry points are:

PeopleProductivity though people collaboration

ProcessBusiness process management or con-tinuous innovation

InformationDelivering inormation as a service.

How to Integrate People and

Process with SOA

Webcast

Duration 60 minutesRegistration Required

More on the Web

The remaining two SOA entry points are IT-centric.

They are not as immediately recognizable by busi-

ness people, but they help to integrate and reuse thebusiness-centric SOA services. They are also tech-

nology-ocused approaches IT can use to get started

with SOA. These IT-centric entry points are:


Reuse Creating reusable unctionality
http://www.ebizq.net/to/peopleprocessibm


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ReuseCreating reusable unctionality

ConnectivityUnderlying connectivity to support

business-centric SOA.

More on the Web IBM SOA Entry Points

Ideas From IBM: SOA Entry Points

Entry Points Into SOA: Taking a Business-Centric Approach

The relationship among the ive SOA entry points

can be envisioned as shown in Figure 2.1. Figure 2.2

gives an overview o what the entry points are andthe value they provide companies.

Figure 2.1. Five entry points into SOA. (Clickhere to enlarge.)

http://www.ibm.com/soa/entrypoints/http://www.ibm.com/ibm/ideasfromibm/us/soa/apr03/getting_started.htmlftp://ftp.software.ibm.com/software/soa/pdf/entrypointsintosoa.pdfftp://ftp.software.ibm.com/software/soa/pdf/entrypointsintosoa.pdfhttp://www.maxpress.com/ebooks/art/fig2.1.pdfhttp://www.maxpress.com/ebooks/art/fig2.1.pdfhttp://www.maxpress.com/ebooks/art/fig2.1.pdfftp://ftp.software.ibm.com/software/soa/pdf/entrypointsintosoa.pdfhttp://www.ibm.com/ibm/ideasfromibm/us/soa/apr03/getting_started.htmlhttp://www.ibm.com/soa/entrypoints/http://www.maxpress.com/ebooks/art/fig2.2.pdf


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Figure 2.2. SOA entry points and their value to companies.

(Clickhere to enlarge.)

The entry points are distinct but can be used in com-

bination. They are techniques to use to discoverwhat services are needed and to develop those ser-

vices. Theyre ways to look at the requirements or

applications and business capabilities and igure out

what services are needed.

Lets explore the entry points in detail.


People
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People

The people entry point ocuses on services that

enable human usersemployees, partners, and

customersto be more productive and to collabo-

rate more eectively. Such services can aggregate

inormation rom otherwise unrelated sources basedon each users speciic context. They can interact

with business processes to enable humans to par-

ticipate in otherwise automated and centrally man-

aged processes. These user-oriented services hide

the boundaries created by separate applications anddata centers, presenting a uniied experience that is

exactly what the user needs.

People-ocused services unite user interaces and

SOA. They provide users with the interaces theyneed to perorm their tasks, even i the systems that

perorm the work dont really work that way. User

interaces composed o services break the interace

into task-based parts which can be reused whenever

a user needs to perorm that task, such as on sepa-rate screens, and by dierent users that need to per-

orm the same task, even in dierent contexts. They

make user interaces modular and reusable.


M th W b I ti t th F t E d SOA
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More on the Web Innovations at the Front End o SOA

People-ocused services can be implemented us-

ing any technology or user interace components,

typically a graphical user interace (GUI). GUIs today

are oten Web interaces created rom dynamicallygenerated HTML, produced by technologies like

JavaServer Pages (JSP), portlets, and Asynchronous

JavaScript and XML (Ajax). A JSP can accept input

used to invoke a service and can display the ser-

vices output. A portlet is a reusable GUI segment,designed to be composed with others in a single

portal screen. A service portlet accesses its data

rom a service and then displays it in the portal; the

coniguration o the portlet oten acts as input to the

service. New portal screens can easily be built bycombining together existing portlets, each o which

just needs its corresponding service to be available

at runtime. Likewise, people-ocused services can

be used to support Web 2.0 GUIs, such as the Ajax

technique or interactive Web GUIs, which retrievesnew data or a display by asynchronously invoking a

service. People-ocused services can also be used

to develop alternative user I/O, such as GUIs or the


limited screens on mobile devices and audio I/O or
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telephone access.

The value o people-ocused services is that they

enable users to exploit services and even act as ser-

vices, and to experience the beneits o SOA directly.

Composite applications, especially those with portaland/or Web 2.0 GUIs, can be created, deployed, and

updated easier, aster, and more reliably using SOA

techniques.

People-ocused services it well into SOA becausethey enable the user interace to be composed o

services. A composite application can be custom-

composed o reusable services, and then its UI can

likewise be custom-created using widgets that al-

ready know how to display and interact with thoseservices. Because this uniied model is a set o ser-

vices, it can be reused or dierent types o users,

creating consistency o user experience and elimi-

nating redundant eorts to implement these experi-

ences.

There are a couple o good ways to get started de-

veloping people services. Look or business tasks


people perorm that require them to access several


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separate applications. Also look or tasks requiringlots o dierent inormation, or tasks where the inor-

mation needed diers or dierent types o users in

dierent contexts. Services like these can be extend-

ed to create alert-driven dashboards that let people

know when there is work to be perormed.

Process

The process entry point ocuses on services thatenable businesses to automate their business pro-

cessesa predictable chain o tasks that produces a

business result. An organization uses this entry point

to build business processes rom reusable compo-

nents, optimize them, and then can easily updatethem and monitor their execution.

Process services unite worklow and SOA. They en-

able an enterprise to identiy its businesss work-

lowspredictable and repeatable eorts that areperormed in a coordinated series o steps by vari-

ous people or machines in understood rolesand

make them into services. Capturing the steps in the


worklow helps with understanding how to automate


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those steps; when all o the steps can be automated,the entire worklow is automated. These services

help identiy the know-how people have in their

heads or how work gets done and capture it in com-

puter sotware where it can be used to coordinate

activities in a much more controlled, traceable, andscalable manner.

Process services are oten implemented using busi-

ness process execution language (BPEL), an XML

document schema or describing business pro-cesses. Systems analysts and developers use busi-

ness process editors to develop business processes,

whose output is BPEL. Administrators then deploy

the BPEL into a business process engine that ex-

ecutes the business process at runtime. The currentBPEL standard does not support human interaction,

and so is oten supplemented with other emerging

standards like WS-BPEL Extension or People.

A value o process-ocused services is that they en-able systems analysts to quickly and easily describe

what a business should do without initially getting

bogged down in the details o how it should do it.


For example, processing an insurance claim can


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look as simple as: gather details, veriy details, ad-just claim, and issue payment. Those steps can be

implemented separately; the way a particular step

works may be completely redesigned, but the overall

process remains valid. The process is not lost in the

code, but is externalized where it can easily be un-derstood, measured, and adjusted.

Process services it well into SOA because the pro-

cess itsel is a service and each activity in the pro-

cess is a service. New services can be created easilyby developing new processes that combine existing

services together in new ways. Business processes

lend themselves to monitoring, with their status dis-

played in dashboards.

To start developing a process service, look or a

business process that needs better automation or

monitoring. Such processes oten run as batches in

the background: A customer submits an order. A pol-

icy holder submits a claim. A business partner makesa change aecting several systems. A business pro-

cess can start immediately, and automatically creates

a history o how many are running and what theyre


doing. The services used to develop a business pro-


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cess can then be reused in dierent compositions todevelop other business processes.

Information

The inormation entry point ocuses on services that

enable all applications to access and update the

same consistent view o data, as i the entire enter-

prise contained just a single database. Traditionally,

each application implements its own data accessto what is supposed to be the same data. Data

spread across multiple databases and inconsisten-

cies in data access can lead to dierent applica-

tions answering the same query dierently, causing

inconsistent user experiences. Likewise, the sameinormation must sometimes be stored in multiple

databases, which means that each application that

updates the data must update all o the databases

consistently. When the data is moved or the ormat

must be changed, each application using the datamust be independently updated, which can cause

more inconsistencies.


Inormation as a service unites inormation manage-


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ment and SOA. These services deliver accurate,timely, integrated inormation in the right context as

a service. Multiple applications can reuse the same

inormation services, which simpliies the applica-

tions, enhances consistency, and avoids redundancy.

Encapsulating access to highly reusable data leadsto highly reusable inormation services. Many appli-

cations need access to the databases o records that

contain the enterprises master data, like customers,

products, and accounts. Inormation services not

only provide consistent, reusable access to this data,but because it is oten distributed across multiple da-

tabases, the services integrate the data and provide

a single consistent view o the truth.

Inormation services can best be implemented us-ing a data integrator that acts like a database with a

services interace but is capable o perorming exten-

sive processing on the data. The simplest services

provide reusable access to CRUDcreate, read,

update, and deletethe data, both structured andunstructured. More powerul services integrate inor-

mation that resides in a range o heterogeneous re-

positories, possibly with redundant and inconsistent


inormationdata that may need to be cleansed,


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consolidated, and/or enriched. Services also simpliyaccess to external sources o data, such as querying

a business partners inventory.

The value o inormation-ocused services is that they

hide the details o how the data is accessed. As newsources are added, old ones removed, and data re-

arranged, only the service implementations need to

be updated; the applications using the services re-

main unaected.

Inormation services it well into SOA because they

enable an SOA application to treat inormation as a

service. Services typically perorm business unction-

ality, but sometimes that unctionality is essentially

to CRUD some data. A business process to ulill apurchase order may need to access a customers

credit proile; that access can be a service that sim-

ply retrieves the proile data. That proile data may

be scattered among dierent databases needing

integration, and may need enrichment and cleans-ing. Those databases may be dierent tomorrow

than they are today; in all cases, the service hides

those details. The process may also need to update


the purchase order. It can do so using a service that


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hides what databases and schemas are actuallyused to store the order.

Master Data Management with SOA:

Enabling Rich Interaction

Webcast

Duration 50 minutes 15 seconds


More on the Web

To start developing an inormation service, look or

data that needs to be accessedread and/or writ-

tenby a variety o applications, especially data that

needs to be made available to business partners in a

controlled ashion. A key example would be accessto databases o record or master data elements.

This approach is especially helpul when the appli-

cations do not agree entirely on the data ormat to

be used, when the data is partitioned or duplicated

across multiple databases, or when the data needsto be cleansed. The service provides a single point o

access or all applications that need to read and/or

write the data. Inormation services then lead them-


selves to monitoring to determine i and when spe-
http://w.on24.com/r.htm?e=43225&s=1&k=D86CE7F52121111F49A0609A17AED9ED&ext_event_user_cd=107CA02W&partnerref=IBM01&


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ciic data is being used.

Reuse

The reuse entry point ocuses on services that enable

applications to share unctionality. A reusable service

provides reuse not just at development time, through

shared code, but at runtime, through a shared exe-

cution environment. It is an especially good approach

to access existing unctionality in so-called legacy

systems. A reusable service may or may not map

nicely to an easily recognized business task; it may

be an IT service that nicely encapsulates behavior

that several applications need.

A reusable service unites code reuse and SOA. Re-

usable code and components have been a key goal

o sotware development; service orientation makes

this easier. One advantage reusable services have

over previous approaches is their ocus on context-ree APIs and interaces implemented using open

standards like SOAP and WSDL.


Reusable services can be implemented rom scratch


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or can wrap existing unctionality. When creating abrand new component, it can be made more reus-

able by making it a servicegiving it a contextree

API and an interace based on open standards, and

deploying it such that multiple applications can link

to it at deployment-time or runtime. A service maysimply wrap unctionality that already exists, yet the

wrapping still provides value by making the unction-

ality ar easier to reuse by a variety o applications,

even i theyre written in dierent languages and run

on dierent platorms. A legacy application written inCOBOL running on MVS with a copybook interace

may be diicult to reuse; but create an adapter or it

with a WSDL interace and XSD data structures, and

then any Web services client can use it.

The value o reuse-based services has several as-

pects: Reusable unctionality shortens development

time by reducing redundant design and development

eort and leveraging assets that have already been

tested and debugged. By deploying the unctionalityas a service, it is instantly available to any application

that can connect to it. Because it is not embedded

in all o those applications, bug ixes and eature en-


hancements are easier and less disruptive to deploy.


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Systems encapsulated behind a service interace areeasier to later replace or outsource; theyre also easi-

er to make available to business partners.

Reusable services it well into SOA because one o

the main goals o SOA is reuse. When two businessprocesses can use the same activity, thats reuse.

When two applications need access to the same

data, thats reuse. Even when the business people

have diiculty identiying reusable business tasks,

IT people can usually identiy reusable components.Making the reusable components into reusable ser-

vices makes them part o an SOA.

To start developing a reusable service, look or op-

portunities or reuse. When multiple applicationsneed the same unctionality, make that into a com-

ponent; and rather than deploying that component

embedded in the applications, consider deploying it

standalone as a service that the applications link to.

When accessing a legacy system, strive to wrap theaccess code in a service interace thats deployed

with the legacy system; then it can be reused by oth-

er applications that need to access the legacy sys-


tem, without each o them having to implement their


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own access.

Connectivity

The connectivity entry point ocuses on providing

access to servicesregardless o the location o

the consumer or providervia open standards and,

when needed, proprietary interaces. Even when a

service is available or reuse, inding it and a way to

connect to it can be hal the battle. Even i the inter-aces match, remote access across networks can be

notoriously unreliable. Even with matching interaces

over reliable networks, a service consumer actually

needs access to multiple providers o a service, mak-

ing the service itsel reliable and scalable. Even whena consumer knows how to ind a provider, the pro-

vider may move, in which case the consumer has to

be able to ind it again.

Service connectivity unites application integrationand SOA. Remote process invocation and queued

messaging have long been used to enable indepen-

dent applications to communicate. That integra-


tion has now evolved to include service orientation,


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whereby applications invoke services in each other.The remote process is now a service; the request

message is now a command to invoke the service,

and its reply message is the result returned by the

service. The integration is no longer simply via data

exchange, but via service invocation.

Service connectivity is best implemented by an en-

terprise service bus (ESB) and service registry. An

ESB acts like a provider to service consumers and

a consumer to service providers. It acts as a singleconnection point to a consumer, but can connect to

multiple providers and route dierent invocations to

dierent providers. When the consumers and provid-

ers dont match, the ESB can perorm mediations

to bridge the dierences. The dierence might be indata ormat bridged by a transormation, transport

bridged by a conversion, or purpose bridged by a

routing. In the process, the ESB can provide and

enorce security and act as a point or management

and monitoringnot just o the services or even theirindividual providers, but at an even more ine-grained

level, the individual invocations o the services.

Meanwhile, the registry keeps track o the available


providers o each service, metadata about the pro-

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