Using Capability Modeling to Facilitate SOA Adoption
-
Upload
nathaniel-palmer -
Category
Business
-
view
6.783 -
download
0
description
Transcript of Using Capability Modeling to Facilitate SOA Adoption
1May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Chip WilsonChief Technology OfficerGeniant
Using Capability Modeling to Facilitate SOA Adoption
Welcometo Transformation and Innovation 2007
The Business Transformation Conference
2May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Four Domains of Enterprise Architecture
3May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Why Business Architecture
• The forgotten stepchild ofEnterprise Architecture
• The least integrated of the four• The four domains are interdependent
• None should be defined in isolation• Necessitates a consistent approach to defining Enterprise
Architecture• Need for alignment between business and IT is merely an
alternative way of expressing this
• Too little effort has been put into creating a common model that encompasses all aspects of Enterprise Architecture
4May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
What’s Wrong with Business Process Modeling
• Represents how the business operates at a given time
• Documents and communicates howrather than what
• Processes change frequently• Optimizing for agility implies a desire to
facilitate change• Aligning IT with a business architecture
that changes frequently sets a company up for frequent changes in the IT architecture
5May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
What Should We Model Instead?
• Focus on what is accomplished• Business functions tend to remain
stable; underlying processes maychange radically and frequently
• Outcomes of processes typically do not fluctuate at all
• The level of abstraction where processesare defined by the purpose they serve
6May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
What Is This Approach Based On?
• A basis can be found in business literatureaddressing core competencies
• The competencies of the business are the what, regardless of how they are accomplished
• “Capability Modeling” is anemerging technique foranalyzing a business or industryand modeling it in terms ofthese competencies
7May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Capabilities are the Building Blocks of Business
• Basic outcomes ofbusiness processes
• Encapsulate resources• People• Technology• Procedures• Other resources
• Joined together in networks to create higher level business processes
• Composed of processes built on lower level capabilities
Capability
Other Resources
People
Technology Procedures
8May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Business Unit Capabilities
• Defines a business unit’s purpose• Provides a black box view• Hides internal implementation• A direct input to service design• Parallel black box approach
encapsulates a service’simplementation behind its interface
SOASOA
9May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Capability Model Attributes
• Capabilities• Purpose• Service level expectation• Customers• Level of granularity
• Relationships• Boundaries
10May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Levels of Granularity
• Multiple levels model the business in successively finer levels of detail
• Capability Rule of Thumb:• Coarse-grained enough that it remains
constant over time• Fine-grained enough that all
stakeholders understand it
11May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
• Relationships are as important to the Capability Model as the capabilities themselves• Dependencies between capabilities and the
information that passes between them• Indirect relationship via a higher level business process• Capabilities can serve in an oversight capacity,
governing execution of other capabilities• Capabilities can gather metrics on other capabilities or
in some way optimize their execution
Networks of Capabilities
12May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
The Business Boundary Defines The Value Chain
Company
Outsourced functions
13May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
The Physical Boundary Defines the Corporate Entity
Outsourced value chain functions
Environmental Capabilities
OperationalCapabilities
Everything outside the business boundary
XYZ, Inc.
14May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Core CompetenciesDefine Strategic Capabilities
• Delineate core competencies(capabilities) from non-strategic capabilities
• Core competencies converge with physical boundary in an ideal business architecture• Retain core competencies within the
corporate entity• Outsource non-strategic capabilities
15May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Capability BoundaryDefines the Interface
Outside the capability- Black box view of the capability- What it does rather than how it does it
Inside the capability- Implementation of the capability- Irrelevant to the capability model
16May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Business Context Diagram
Business Boundary
17May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Enabling Agile Business Architecture
Decouple business processes from IT systems
• Allow each to change independently from the other • Reconfigure rapidly to respond to a changing competitive
landscape • Evolve systems on their own lifecycle, without affecting
business processes
18May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Enabling Agile Application Architecture
• IT systems must be decoupled from each other
• Allow each system to evolve independently of others
• Swap out entire systems without impacting dependent systems
• System interfaces must be decoupled from their implementation
19May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Benefits of Decoupling
• Flexibility• Reduced IT development costs• Facilitates outsourcing non-core
competencies• Orchestrating services from multiple
systems enables business process automation
• Business analysts can implement newbusiness processes and automate existing processes
20May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Benefits of a Single Point of Contact
• Consistent self-service experience for all• Keep systems and processes that provide
competitive advantage• External users receive self-service
environment designed specifically fortheir needs
• Improves employee visibility intocompany operation
• Facilitates collaboration between remote teams
21May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Requirements for Success
Executive SponsorshipCommunication between Business and ITBusiness Focused IT
22May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Executive Sponsorship
• An SOA adoption program needs appropriate sponsorship
• Requires a strong vision grounded in SOA best practices
• Must be led from the top down• Create a common vocabulary between
business and IT• Capability Modeling creates
tremendous synergies – aligns the entire Enterprise Architecture stack from top to bottom
SOASOA
23May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Communication Between Business and IT
• IT must understand the strategic business direction• An ongoing dialogue on business process will:
• Provide a business context for Enterprise Architecture • Give the business community a suite of tools to automate,
improve, or even redesign business processes
• Business processes:• Are an important part of the alignment of IT and business• Should not be the basis for a common understanding
24May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Ensuring IT is Business Focused
• The technical organization needs to:• Have a solid grounding in the company’s
history• Understand why the business operates
the way it does• Identify opportunities for greater efficiency
• Technical community must be willing and able to keep communication channels open to:• Keep abreast of the competitive landscape and
the operation of the business• Identify opportunities to leverage technology to
further business strategy
25May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Adoption Process
• Enterprise Assessment• Current State – Identify
systems, processes and capabilities• Future State – Envision ideal
systems and capabilities• Gap Analysis – Develop a roadmap for
aligning the IT environment with the business objectives
• Implement the roadmap
26May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Enterprise Application Map
27May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Read More
• Align Journal• Jan/Feb 2007 issue
28May 22-24, 2007 Washington Dulles HiltonThe Business Transformation Conference
Chip WilsonChief Technology OfficerGeniant
www.geniant.com
Thank You