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1、ServiceOrientedArchitectureSOAWorkshopStarterKitSOA Governance POVLast Updated: July, 2006SOAWorkshopV2.0SOAWorkshopStarterKitSOAGovernancePOVSOA Workshop Starter Kit Sponsor:DavidL.NicholsLast Updated:July,2006Version:2.0Intent of Section:ThisdocumentdescribesAccenturesPointofViewonServiceOrientedA
2、rchitecture(SOA)Governanceasbotheducationandsalescollateral.Intended Audience:Forinternalandexternaluse(Unlessotherwisedocumented)Master Document:SOAGovernancev1.0.ppt4/5/06https:/ Find Additional SOA content:https:/ SOA GovernanceRoadmapOrganization Roles & ApproachesService Life Cycle Management3C
3、opyright2006AccentureAllRightsReserved.SOAWorkshopV2.0SOAGovernanceDefinedSOAGovernanceisamanagementcapabilityresponsibleforoveralladoptionofServiceOrientedArchitecture.ThisfunctionensuresastrategyisestablishedandexecutedinordertorealizemeasurablebenefitAt a high-level this capability is meant to:qM
4、anagethejourney:settingastrategy,managingprogressandensuringvalueisrealizedqEvolvetheenterprisecapabilitiestoadopt,buildandsupportanSOAqMigratetheorganizationfrombeingapplication-centrictoservice-centricqEstablishandmanagebusiness&technologyalignmentCurrentArchitectureRoadmapDecNovOctSeptAugJulyJunM
5、ayAprMarFebJanProject 1Project1aProject1bProject 2Project2aProject2bProject 3Project3aProject3bSOAProgramManagementProject1Project2ProjectnTargetArchitectureBenefitRealized4Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0SOAGovernanceCapabilitiesSOAGovernanceisanewdisciplineandiscrucialtodefi
6、ningandexecutinganSOAStrategy.ThisfunctionshouldcontainbothBusinessandTechnologyleadershiptoensurealignmentandvaluerealizationSOA Strategy & RoadmapService Life Cycle ManagementCapability DevelopmentJourney Management & CommunicationDevelopSOAfitassessmentagainstbusinessstrategy&prioritiesAlignbusin
7、essandtechnologyimperativesCreatebusinesscaseandROImodelAssessandalignroadmaptoCorporateprojectportfolioDefinetheorganizationalapproachandstructuretosuccessfullyadoptSOADefinetheoverallservicelifecycleservicedefinitionthroughserviceoperationsCreateserviceidentificationframeworkforidentifyingservices
8、andensuringproperlevelofgranularity.ManageservicesthrougheachphaseofthelifecycleOverseechangemanagement,servicedependenciesandversioningAssessenablinginfrastructurerequirements(i.e.repository,dashboard)ManageBusinessstakeholderexpectationsTrackMetricsandbudgettomeasureprogressandensurevalueisachieve
9、dCommunicateprogressandstatustoexecutives,stakeholders,andothersManagejourneyissues&risksAssesscapabilityneedstosupportstrategy&roadmapEvangelizethere-focusonbusinessprocessdefinitionandenterprisedatamodelingEnhancesystemdevelopmentmethodologytosupportservice-baseddevelopmentDevelopoveralltrainingap
10、proachfororganizationIdentifyarchitectureenhancementsrequiredacrosslayerstosupportSOASOA CapabilitySOA GovernanceSolution DeliveryEnterprise ArchitectureIntegrationBusiness Process AcumenCustomPackagedMethodology & Delivery ToolsBusiness ArchitectureApplication ArchitectureTechnology ArchitectureCom
11、positeProcess ModelingCapability BlueprintProcess OptimizationSOA Strategy & RoadmapService Lifecycle MgmntCapability DevelopmentJourney Mgmnt & CommunicationInformation ArchitectureProcess ArchitectureDeveloper SupportOperationsTechnology InfrastructureSLA / OLAMonitoring / Reporting5Copyright2006A
12、ccentureAllRightsReserved.SOAWorkshopV2.0IndustryPerspectiveonSOAGovernance“Through 2008, 70 percent of IT organizations will fail to successfully select and implement an SOA strategy on the first try. These organizations must be prepared to use software services tactically while planning for strate
13、gic evolution of their architectures.” -Daryl C. Plummer - Six Missteps That Can Result in SOA Strategy Failure - Gartner, Inc., June 2005“SOA is an inherently distributed approach to architecture, and therefore the requirements for governance are even more critical than in more centralized environm
14、ents.“- David Sprott - The SOA Governance Framework - CDBI, September 2004“Without an effective governance approach, organizations could quickly face a rather messy and dysfunctional situation with uncontrolled, ad-hoc development of services, undermining the potential benefits of SOA.” -Marianne He
15、din - The Impact of SOA on the Consulting Services Market: Some High-Level Observations - IDC, Dec 2005SOAGovernanceisrecognizedasavitalaspectofSOAacrosstheindustry“In 2006, lack of working governance mechanisms in midsize-to-large (greater than 50 services) post-pilot SOA projects will be the most
16、common reason for project failure.” - Paolo Malinverno - The Strategic Impact of SOA Broadens - Gartner, Inc., November 20056Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0PotentialRiskswithUngovernedSOARiskImpactThebusinesscaseandvaluepropositionofSOAarenotwelldefinedresultinginafailure to
17、achieve the business valueforadoptingSOAMisalignment of Business and IT ObjectivesduetoalackofcommongoalsbeingcommunicatedOpportunity CostfornotachievingthemaximumROIfromSOATheroadmapforSOAisnotclearlydefinedandthelong-termexecutionmanagedresultinginafailure to achieve the broader goalsLoss of Momen
18、tuminmakingprogresstoachievethelongtermgoalsofSOA,includingpotentialprojectabandonmentOpportunity CostfornotachievingthemaximumROIfromSOADeterioration in ArchitectureandapotentialincreaseincostduetoalackoflongtermmanagementTheServiceIdentificationprocessisnotstandardizedandArchitecturereviewsarenotp
19、erformedresultinginapoorly defined target SOALack of InteroperabilityduetosiloedbusinessservicesLack of Reuseduetoanproliferationofsingle-useservicesandatightlycoupled&inflexiblearchitectureUnnecessary Development ExpenditureduetoservicereworkandrepairServicedevelopmentpracticesarenotstandardizedand
20、policiesarenotenforcedresultinginpoorly implemented servicesLack of ReuseduetounpredictableservicequalityandservicesnotconformingtoServiceLevelAgreementsPotential Loss of RevenueduetoahigherfrequencyofserviceoutagesHigher Support CostsduetopoorservicequalityandhigherfrequencyofoutagesWhilethereareva
21、riousapproachestomanagingSOAadoption,therearesomeseriousriskstoconsiderifanactiveSOAgovernanceapproachisnotenlisted7Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0ContentsDefining SOA GovernanceRoadmapOrganization Roles & ApproachesService Life Cycle Management8Copyright2006AccentureAllRight
22、sReserved.SOAWorkshopV2.0Strategy&RoadmapIdentify Drivers(Business Value)Assess EnterpriseReadiness(Arch / Org)Define SOA Strategy & RoadmapExecute SOA RoadmapGovern SOA JourneyIdentifyingthebusinessdriversandassessingtheorganizationalreadinesswillhelpdeterminetheappropriatestrategyandultimatelythem
23、osteffectiveroadmapStrategy ArticulatesthebusinessobjectivesandcapabilitydevelopmentneedsforadoptingSOAandtheresultantvaluetobeachieved.Roadmap Defineshowthestrategyshouldbeexecutedovertimetobesuccessful.9Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0HighLevelApproachesServicesFocus-Focused
24、onestablishingacomprehensiveservicesfoundationIterativeProcesses/ServicesFocus- Focusedonautomatingindividualprocesseswhilebuildingafoundationofstandards-basedreusableservicesProcessesFocus-FocusedonautomatingselectbusinessprocesseswithoutplanningforafoundationofreusableservicesConsideringtheiradopt
25、iondrivers,organizationsarefocusingonbuildingaservicesfoundationorincreasingtheirlevelofprocessautomationDegree of process automationScope of ServicesHigh businessvaluelow businessvalue100% Automated0%AutomatedLarge / CrossEnterpriseProcesses FocusServices FocusIterative Process/ServiceSemi Automate
26、dSmall / DeptRealized BusinessValueMedium / BUWhile a Process focus may achieve benefits in the very short term, a joint services/process approach must be adopted in order to achieve long term success!10Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0IterativeProcesses/ServicesFocusInthispath
27、theinitialfocuswillbeonimplementingoneormorecorebusinessprocesseswithhighreturnoninvestment.Asimpleserviceslayerwillbeputinplacefortheneedsofthebusinessprocesstobemodeled.IterationswillenhanceboththeservicesandprocessesfoundationEarlyfocuswillbeonacoreprocess.SOAisdrivenbyoneormanycorebusinessproces
28、seswithhighROI(exampleordertocash)SimpleprocessesmaybechosenfirstsothatunderlyingserviceslayerwillalsoremainsimpleEvolutionoftheserviceslayerwillbe“deconcert”withtheevolutionoftheprocesseslayer.Asprocessesbecomemorecomplex,externaland/orrequiremorereliability,theservicelayerwilllikewiseevolveLessons
29、learnedoneachincrementofthebusinessprocessesandservicesenablementwillbeusedtoimprovethenextiterationhighbusinessvaluelow businessvalueThe “iterative processes/services focus”Degree of Process Automation100%Scope of ServicesSmallLarge11Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0TheSOACapa
30、bilityMaturityModelLevel 1Plan & OrganizeLevel 2DeployLevel 3ArchitectedLevel 4IndustrializedOrganize and strategizeTacticalimplementationsEnterprise Services Bus and SOA PlatformSOA is industrializedThe first step has to do with management (buy-in) and business needs (get business people involved).
31、 Special attention will be put on planning and assessing of the organization to prepare for an SOA transformation and foundation enablement.This phase, which can be iterative, will see the emergence of the first projects based on SOA principles.Start to make applications available as Web Services.Se
32、rvices start to be composed together to complete a task or create business processes.Emphasis on strategic and business services.Focus on the consolidation of the process and services architecture in creating an enterprise services bus.Design and development are services oriented and process oriente
33、d leveraging a set of SOA tools.Services are part of the fabric of business operations.Cross enterprise processes.Federation.Virtual enterprise becomes a reality.Utility and services infrastructure.Predictive IT.Business Insight.Near real time and process oriented.Thematuritymodelcanbeusedtobenchmar
34、kanorganizationsSOAcapabilityandprogresstowardsindustrializationA roadmap will help develop the SOA capability across your organization.The maturity model can be used for planning roadmap activities.12Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0Level1:Plan&OrganizeGovernanceActivitiesSucc
35、ess FactorsManagementbuy-inachievedBusinessCaseandROImodelestablishedSOAFitAssessmentperformedBusinessandITManagementgoalsoutlined,compared,andcoordinatedOrganizationalapproachdeterminedandresponsiblepartiesidentifiedServiceIdentificationandDevelopmentpoliciescreatedSOA Strategy & RoadmapEstablishSO
36、ARoadmapandtransitionstrategy EstablishandIdentifyBusinesscaseandROIModelAssessorganizationreadinesstoadoptSOAIdentifyandAlignbusinessandtechnologygoalsJourney Management & CommunicationAchievebuy-infrombusinessandITmanagementBegintosetandmanagestakeholderexpectationsAssessfundingoptionsforfuturepha
37、sesService Life Cycle ManagementEstablishServiceLifeCycledefinitionincludingpoliciesandproceduresforServiceIdentification,DevelopmentandDeploymentEstablishruntime(production)supportandmonitoringframeworkforservicesCapability DevelopmentAssessIToperationsreadinessforSOADefineandvalidateSOAArchitectur
38、alFrameworkAssessProcessmodeling,designandexecutiontoolsEvaluateWebServicesstandardsinfrastructureandprotocols(WS-SecurityandotherWS-*standards)EstablishbasicpatternsanddesignguidelinesAnalyzesecurityrequirementsandlegacyapplicationarchitecture13Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.
39、0Level2:TacticalGovernanceActivitiesSuccess FactorsROIshownforselectedimplementationsServiceIdentificationandDevelopmentprocessesprovenandrevisedInitialphasesoftheservicelifecycleareverifiedBusinessprocessesmodeledandsupportedbyimplementedservicesServicerepositoryestablishedSOA Strategy & RoadmapIde
40、ntifytacticalserviceimplementationstosupportthebusinesscaseandROIobjectivesIdentifyinfrastructureandbaseserviceswhichwillhaveahighlevelofusabilityFacilitateITandBusinesscoordinationintheserviceidentificationprocessCreateSOACoEorCoreCompetencyGroupCapturedesignpatternsandbestpracticesfromprojectgroup
41、sJourney Management & CommunicationShowvalueoftacticalimplementationsTrackimplementationprogresswhilemanagingrisksandissuesVerifyandrevisebudgetingestimationsContinuetomanagestakeholderexpectationsandmaintainopencommunicationService Life Cycle ManagementApplyandreviseServicelifecyclemanagementpolici
42、esVerifyandrevisetheServiceIdentificationpoliciesandprocedurestoensurefocusonprocessmodelingVerifyandrevisetheServiceDevelopmentpoliciesandproceduresbasedonreallifeexperienceCapability DevelopmentEstablishServiceRepositoryIdentifyandresolveoverallcapabilitygaps(tools,training,etc)Evaluateprocessmode
43、lingandtooladequacyUpdatetrainingmaterialstoberelevantwithreallife experiencesPreparearchitecture,whilefocusingontheservicebus,forintegrationwithBPO.14Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0Level3:ArchitectedGovernanceActivitiesSuccess FactorsDesignanddevelopmentareservicesorientedan
44、dprocessorientedleveragingacomprehensivesetoftoolsEnterpriseservicebusiscreatedand/oroptimizedServiceportfolioexpandedandwithmanynewservicesintherepositoryServicelifecyclemanagementefficientandstabilizedServicereuseandROIarerealizedSOA Strategy & RoadmapTrackprogressandensurealignmentofbusinessandIT
45、objectivesVerifyROImodelandbusinesscaseIdentifymorecomplexbusinessprocesstoimplementwiththesupportofthegrowingservicesfoundationJourney Management & CommunicationRevisebudgetingasneededtooptimizecostsAssistidentificationofprocessesandbusinessdomainsthatcouldbenefitthemostfromSOAIncreaseSOAawarenessi
46、nIT&businessthroughcommunicationandtrainingService Life Cycle ManagementApplyandreviseServicelifecyclemanagementpoliciesApplyandrevisetheServiceIdentificationpoliciesandprocedurestoensurefocusonprocessmodelingBegintoshapeservicessupportorganization(effectivemonitoringandresponse)Capability Developme
47、ntEnsurenewapplicationsareservice-orientedEnsurecompliancewithapplicationandinteroperabilitystandardsEnsureexistingcodecanbeadaptedtosuitnewbusinessrequirementsBegintointegrateBPOandBAM15Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0Level4:IndustrializedGovernanceActivitiesSuccess FactorsNe
48、wandexistingbusinessprocessesaremodeledwithSOAinmindandsupportedbyimplementedservicesEfficientbusinessprocessimplementationduetoIToperationalefficiencyandservicefabricITandBusinessmanagementbecometrulyservice-orientedCrossdomainprocessesaresupportedbyimplementedservicesSOA Strategy & RoadmapShiftstr
49、ategytomaintainingahighqualityarchitectureEstablishSOAasstandardpracticeDefineandmeetbusinessorientedperformancemetricsJourney Management & CommunicationReachouttobusinessdomainswhoarenotfullyutilizingtheservicesfabricandcommunicatetherealizedbenefitsofSOAShowthevalueofBAMenablingexecutivestotakerea
50、ltimeresourceallocationdecisionsIncreaseSOAawarenessenterprise-widethroughcommunicationandtrainingService Life Cycle ManagementEnsuregoodvisibilityofservicestomaintainahighlevelofreuseEstablishandenforcesecuritypoliciesforidentitymanagementMaintainhighperformanceserviceexecutionenvironmentthroughact
51、ivelymonitoringandreportingonQoS&SLAmetricsTrackservicedependenciesandactivelymanageserviceversioningandchangesCapability DevelopmentActivelymonitortheservicedeliveryinfrastructureandensurehighavailabilitywithproperfailoverandcapacityplanningIdentifynewtoolstoenhanceproductivityFullyimplementBAMtore
52、portreal-timeprocessevolution.16Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0AdoptionTimeframeLevel 1Plan & OrganizeLevel 2DeployLevel 3ArchitectedLevel 4IndustrializedAdoptingSOAisajourney,andorganizationsshouldplanfromthreetofiveyearstoreachanindustrializedSOAcapability.Thoseorganization
53、swithan“earlyadopter”cultureandaclearsetofbusinessdriversforSOAadoptionwillreachindustrializationsoonerthanothers0-1ProjectsoraProofofConcept3-9monthsdurationScalerestrictedtoplanningandonebusinessdomain2-3projects6-12monthdurationScaleincludesafewprojectswithinasinglebusinessdomain5-10projectsin-fl
54、ightorcompleted12-24monthdurationScaleincludeslargeadoptionwithinasingledomainandenteringanewdomain20+projectsin-flightorcompleted12-24monthdurationScaleincludeslargeadoptionwithintwoormorebusinessdomainswithseveralcrossdomaininitiatives17Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0SOARoa
55、dmapApproachManagementCheckpointManagementCheckpointCapture Business Strategy & ProcessesCreate SOA RoadmapDefine “To-Be” SOA StrategyAssess Current IT EnvironmentManagementCheckpointCreatingaSOARoadmapwilltypicallytakebetween12to16weeksdependingonSOAreadiness.Key DeliverablesPrimary ActivitiesUnder
56、standcorporateandITstrategiesRelevantinterviewsExistingdocumentationUnderstandbusinessprocessesanddomainsUnderstandexternalandotherfactorsthatneedtobeconsideredindevelopingSOAstrategyEvaluatecurrentapplicationsInterviewapplicationownersandkeyusersasnecessaryDetermineoverallassessmentofcurrentapplica
57、tionsanddevelopsummaryoffindingsDevelopevaluationframeworkUnderstandorganizationsassessmentofcurrentapplicationsUnderstandkeyinformationflowwithinbusinessdomainsIdentify“As-Is”informationthathasnotbeengatheredtodateUnderstandorganizationsplansfor2006andbeyondApplyAs-Isassessment,businessrequirements
58、,andplannedapplicationstrategyBegintodiscussemergingSOAstrategywithseniorleadershipDevelopTo-BestrategyBeginclosingidentifiedgapsUnderstandexistingprojectsandprogramsReviewbusinesscasesCreateanoverallthree-yearprogramfocusedonquicklymaximizingbusinessimpactwhileminimizingcostanddeploymentriskIdentif
59、yotherkeychangeimplicationsincludingbusinessworkflowandorganizationimpactsSummarizeresultsandpresenttoseniorleadershipGuidingprinciplesforprocesses,peopleandITcapabilitiestoachieveaServices-basedarchitectureBusinessimperativesHighlevelviewsofcurrentapplications,informationandtechnologyplatformsHighl
60、evelassessmentofcurrentapplicationsandskills,andgapsbetweencurrentcapabilitiesandfutureneedsinanSOAparadigmOrganizationalImpactsHeatMapofcurrentlandscapeGapanalysisbetweencurrentand“to-be”landscapesHeatMapadjustedtofuturerequirements.InventoryofmajorbusinesschangeinitiativesandtheirimplicationsSOAFu
61、tureStateVision3-5yearSOARoadmapPrioritizedlistofSOA-relatedprojectsandinitiativesHighLevelBusinessCaseforopportunitiesHigh-levelcapabilityrequirementsforeachphase3-5yearSOARoadmapSOAFutureStateVision 1 week 4-6 weeks 5-6 weeks 2-3 weeks18Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0Conten
62、tsDefining SOA GovernanceRoadmapOrganization Roles & ApproachesService Life Cycle Management19Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0OrganizationApproachThereisnosingle“right”organizationstructuretosupportSOAadoption,butratherarangeofoptionsandsomeconsiderationsforselectionArchitectu
63、re&TechnologyStandardsCapabilityDevelopmentSOAProgramManagementServiceLifeCycleManagementServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementArchitecture&TechnologyStandardsCapabilityDevelopmentSOAProgramManagementServiceLifeCycleManagementServiceDesignService
64、DevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralized / CoESOA ProgramDecentralizedArchitecture&TechnologyStandardsCapabilityDevelopmentServiceLifeCycleManagementServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralizedFunct
65、ionsDistributedFunctions20Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0Centralized/CenterofExcellenceArchitecture&TechnologyStandardsSOAProgramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManageme
66、ntArchitecture&TechnologyStandardsSOAProgramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralized / CoESOA ProgramDecentralizedArchitecture&TechnologyStandardsServiceDesignServiceDevelopmentSOA
67、InfrastructureSupportProductionOperationsProjectManagementCentralizedFunctionsDistributedFunctionsKeyStrengths:HigherpotentialforservicereuseStandardizedtechnologyEconomiesofscaleCost-effectivearchitectureHighleverageofassetsandsystemsKeyChallenges:PotentiallylessresponsivetoProjectTeamsOftenslower,
68、lackinginnovationAddedcomplexityofprojectmanagementCoEmayoverrideProjectTeamdecisionsFitAssessment/WhentoEmploy:OrganizationisalreadyexperiencedwithemployingaCenterofExcellence(especiallyanIntegrationCoE)Thereissignificantdemandforservice-centricsolutionsProjectsspantraditionalorganizationalboundari
69、esrequiringbrokeringandnegotiationOrganizationisalreadyachievedsomelevelofSOAmaturity(level2orhigher)ThevalueofSOAtotheorganizationisclearlyunderstoodandestablishedDescription:Acentralizedorganization(orCenterofExcellence)wouldprovidemostcapabilitiesrequiredtoestablishanSOAprogramaswellasconstructan
70、doperateSOA-basedsolutions.TheorganizationworkswithprojectteamstodetermineSOAfitandensurevalueisrealized.21Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0DecentralizedArchitecture&TechnologyStandardsSOAProgramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelo
71、pmentSOAInfrastructureSupportProductionOperationsProjectManagementArchitecture&TechnologyStandardsSOAProgramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralized / CoESOA ProgramDecentralizedAr
72、chitecture&TechnologyStandardsServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralizedFunctionsDistributedFunctionsKeyStrengths:MoreresponsivetoProjectTeamneedsTighterconnectiontobusinessstakeholderswhounderstandthebusinessprocessesLessmanagementrequire
73、dleveragingexistingenterprisearchitecturefunctiontodrivestandardizationKeyChallenges:Potentialfornon-standardizedtechnologiesMissArchitecturalendstatetargetDifficultysupportingcross-domainservices&processesDuplicationofeffort&serviceswithServicesnotvisibleand/orsharedacrossdomainsCostsmayrisethrough
74、diseconomiesofsmallscaleFitAssessment/WhentoEmploy:EitherveryhighorverylowSOAmaturity:HigherSOAmaturity(level3or4)whereinitialprojectshavedeliveredandmethods,toolsandtechnologystandardsaredefined.LowSOAmaturity(level0)whereorganizationisjustbeginningtoresearchanddevelopapointofviewonSOALowerdemandfo
75、rservice-centricsolutionswherecross-projectmanagementandsignificantcapabilitydevelopmentarenotwarranted.Description:AdecentralizedorganizationapproachwouldallowprojectteamstodrivemostSOAdesignanddeliveryworkindependentlywithsomearchitecturalgovernanceprovidedthroughtheenterprisearchitectureorganizat
76、ion.22Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0SOAProgramArchitecture&TechnologyStandardsSOAProgramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementArchitecture&TechnologyStandardsSOAPro
77、gramManagementServiceLifeCycleManagementCapabilityDevelopmentServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperationsProjectManagementCentralized / CoESOA ProgramDecentralizedArchitecture&TechnologyStandardsServiceDesignServiceDevelopmentSOAInfrastructureSupportProductionOperation
78、sProjectManagementCentralizedFunctionsDistributedFunctionsKeyStrengths:ProvidesahybridoftheotherapproachesenablingsomeeconomiesofscaleaswellasprojectautonomyGoodpotentialforServicere-useGoodpotentialforleveragingtechnologystandards.KeyChallenges:CanbeviewedasadministrativewithoutrealauthorityCanbedi
79、fficulttomanageandcoordinateresourcesRequiresstrongnegotiationandcollaborationcapabilityFitAssessment:OrganizationintheearlierstagesofSOAmaturity(levels1to3)ThereisadecentlevelofdemandforService-centricsolutionsrequiringcross-projectmanagementTheorganizationhaskickedoffcapabilitydevelopmenteffortsfo
80、rSOA(methods,tools,technologyinfrastructure,etc.)todriveandsupportadoption.TheorganizationisnotpreparedtoembarkonaCoEapproach(poorpastexperience,physicallydistributedresources,etc.)Description:AnSOAProgramapproachprovidesaProgramManagementfunctiongoverningcertainimportantSOAcomponentswhileallowingpr
81、ojectteamstodesignandbuildtheirsolutions.23Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0TypicalRolesSOA GovernanceSolution DeliveryEnterprise ArchitectureBusiness Process AcumenOperationsProcess ArchitectAnalyze,decomposeandmodelbusinessprocessesEnterprise ArchitectManagestheoverallTo-Bear
82、chitectureblueprintData ArchitectDefineslogicaldataentities,attributesandrelationships.Technical ArchitectDefinesenterprisestandards,designssupportinginfrastructureRequirements AnalystDefinessystemrequirements,scopeandfunctionalityProject ManagerEnsuresdesignisalignedwitharchitectureandstandards.Tec
83、hnical DesignerDefinesimplementationdetails:performance,reliability,scalabilityDeveloperBuildsandconductscomponenttestingofservicesoftware.Solutions DesignerIdentifiesandspecifieslogicalservicemeetingrequirements.Solution ArchitectDefinesoverallsolutionarchensuringenterprisealignment.OperatorMonitor
84、susage,performanceandservicelevelagreements.Contract ManagerNegotiatescontracts,managesvendorrelationships.Tools & Environment Maintainsdevelopmentandtestingtoolsandenvironments.Business StakeholderEnsuresalignmentofprojectwithBusinessdirection.Business / IT LiaisonManagesBusiness/ITrelationship,act
85、sasgobetween.Business AnalystDefinesprocesses,functions,rulesandrequirements.Consulting ArchitectDefinesoverallarchitecturedirection,ensuresalignment.IT LeaderProvidesITleadershiptomanagerisksandensuresuccess.Business LeaderProvidesbusinessleadershiptomanagerisksandensuresuccess.Program ManagerPlans
86、andmanagesoverallserviceportfolioandcapability.WhileeachorganizationwillhaveaspecificapproachtherearesometypicalroleswhenadoptingSOA.MostareextensionsofexistingroleswithnewSOAspecificresponsibilities24Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0ClientExampleEngagementModelsAfterprojectsha
87、vebeenidentified,prioritizedandselectedforservice-enablement,SOAresourceswillbedeployedorengagedwiththeseprojectsindifferentwaysdependingonthedegreetowhichtheseprojectsimplementEnterpriseBusinessServicesCore set of Enterprise Business ServicesSOAteamsworkwithotherorganizationstodefine(byPortfolio)ac
88、oresetofenterprisebusinessservicesthatarecriticaltothebusiness.Strategic ProjectsProjectswhicharerankedhigh-priorityasaresultofSOAprojectscreeningandselectionshouldincludeasignificantnumberofEnterpriseBusinessServices.Itisexpectedthattherewillbetwotothreeofthesetypesofprojects.Thefollowingtypesofsup
89、portandengagementfromSOAresourcesincludes:Projects without Enterprise ServicesManyprojectsmayneedtodevelopbusinessservicesbutareveryfunctionspecificandlittlepotentialforre-use.Theseprojectshaveanengagementwhichincludesthefollowingsupport:Small Projects with Limited Enterprise ServicesProjectswhichar
90、erankedhigh-priorityasaresultofSOAprojectscreeningandselectionshouldincludeasignificantnumberofEnterpriseBusinessServices.Fortheseprojectsthefollowingsupportisprovided:Directandfull-timestaffingfromSOACoreCompetencyGroup.FormalizedESBandSOAdesigner,developerandmanagertraining.IdentifiedRegional/SOAC
91、apabilityGroupCandidatesandDevelopTrainingPlans.SOAArchitectureReviewsandGovernanceCheckpointsSOAResourceCenterKnowledgeSharingviaProjectContributionsUtilizationofESBPart-timeconsultingfromSOACoreCompetencyGroup.SOATrainingCurriculumIdentifiedRegional/SOACapabilityGroupCandidates.AccesstoSOAResource
92、Center.UtilizationofESBSOATrainingcurriculumAccesstoSOAResourceCenterAd-HocsupportfromSOACoreCompetencyGroupUtilizationofESB25Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0ClientExampleOrganization&ResponsibilitiesSOA Steering CommitteeEALTBRMLeadershipCentral SOA Arch GroupEAAdvisoryTeamCS
93、FLeadSecurityArchitectOffshoreDeliveryLeadService Arch & Advisory TeamWMCSArchitectsADMArchitectsTDMSMEsBusinessSME(BRM?)Functional AnalystsExistingFATeamService Development TeamIDCDevelopersMDCDevelopersOn/OffshoreTestersSOA Governance OrganizationSupportsLOBLOBLOBEducateCommunicatenDefineSOAGovern
94、anceModelnSetoveralldirectionnMakeprioritizationdecisionsnIdentifynewserviceopportunitiesnAssistservicedesignnDefineservicescope(businessrelevanceofdesign)nDesignservicespecificationnPerformreviewsofservicedesignnValidateproductionreadinessofservicesnIdentifySOAFitnIdentifyreuseopportunitiesnIdentif
95、yserviceadoptionopportunitiesnIdentifynewservicecreationopportunitiesnDefineservicestandardsnUpdateEATechnicalBlueprintwithSOAevolutionnMetricscollectionnDefineservice“sunset”andversioningstrategynDefineservicefunctionalcapabilitiesnMapinitialusageofexistingservicesnDesign&modifyservicesnBuildservic
96、esnPerformservicecodereviewsnTestServicesnApprovegovernancedecisionsnResolveescalationissues26Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0ContentsDefining SOA GovernanceRoadmapOrganization Roles & ApproachesService Life Cycle Management27Copyright2006AccentureAllRightsReserved.SOAWorkshop
97、V2.0ServiceLifeCycleManagementOverviewWhatistheServiceLifeCycle?Amodelfordescribingthekeyactivitiesandmanagementtasksassociatedwiththedifferentphasesofthelifeofabusinessservice,fromanalysisanddesigntoproductionsupportThelifecycleofasingleserviceisnotiterative,butasyoumovethroughthelifecycletheproces
98、sshouldbeupdatedandrefinedbasedonactualprojectexperiences.WhatisServiceLifeCycleManagement?ServiceLifeCyclemanagementistheareaofSOAgovernancedirectlyrelatedtothecreationandmanagementofServicesascorporateassetsWhyisServiceLifeCycleManagementimportant?ActiveServiceLifeCycleManagementensurestheevolutio
99、nofastrongservicesfoundationonwhichtoindustrializeSOAwithinyourenterpriseThedistributedandlooselycouplednatureofSOAmakesitdifficulttoidentifyandmanagedependencies,whichnecessitatesamorecomprehensiveapproachtochangemanagementServiceLifeCycleManagementrequiresthemanagementofadditionalartifactsinadditi
100、ontotheactualserviceimplementationasinthetraditionalSoftwareDevelopmentLifeCycle.Identification & DefinitionDevelopment & TestingPublish & DeployDiscover & Manage28Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0PrinciplesofLifeCycleManagementItisimportanttohaveguidingprinciplestobesuccessful
101、inyourapproachtoServiceLifeCycleManagement.Theprinciplesbelowoutlineourapproach:Traceability-Servicesshouldbevisiblethroughoutlifecycle,frombusinessperspectivetodeployedsoftwareserviceManaged-ServicesshouldbemanagedasanassetthroughoutthelifecyclewithestablishedandconsistentlyenforcedpoliciesApplicat
102、ion-Neutral-ConceptofSOAisapplicabletoallclassesofinteroperabilityAgile Process-TheSOAisneverfinishedorstableandshouldallowfortheflexibilityofdynamicprocessrecompositionFederated Process-TheSOAisacollaborationofindependentcomponentsthatprovideservicesaccordingtocontractualobligations29Copyright2006A
103、ccentureAllRightsReserved.SOAWorkshopV2.0TheServiceLifeCycleDefinedIdentification & DefinitionForeachphaseoftheServiceLifeCyclethereareenablementtaskswhichwillbeperformedonce,andongoingtasksthatwillbeperformedforeachnewservicedeployedEstablishServiceIdentificationFrameworkIdentifyandstandardizeproce
104、ssmodelingtoolsEstablishstandardsfordefiningbusinessobjectsandinterfacesDefinearchitecturereviewandapprovalprocessDefinedevelopmentprocessesandpoliciesCreatetestingpoliciesandproceduresEstablishRegistry/repositoryEstablishpublishingapprovalanddeploymentexecutionpoliciesIdentifyandcreatepoliciesandpr
105、oceduresformonitoringperformance,SLAcompliance,andQoSIdentifyinfrastructureneedstosupportaservicesmonitoringstrategyIdentifychangemanagementstrategyandpoliciesReviewandapproveservicesasarchitectedforfitmentintotheenterpriseSOAenvironmentReviewandapproveservicearchitectureas-developedEnforcedevelopme
106、ntpoliciesEnforcetestingpoliciestomaintainahighperformancetestingenvironmentAssessinfrastructureadequacytosupportnewservicesAssessimpactofnewservicestoexistingonesApproveandpublishnewservicestoregistryEnforcepublishingapprovalpoliciesEnforceservicedeploymentproceduresEnsureservicevisibilityforservic
107、ereuseGuaranteeSLAcompliance,QoS&performanceTrackanddiscoverserviceinter-dependenciesManageserviceversioningbyassessingtheimpactofservicechangesDevelopment & TestingPublish & DeployDiscover & ManageEnablement TasksOngoing Tasks30Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0TwoKeyChallenges
108、ofServiceLifeCycleManagementTwoofthemostimportantgovernancechallengesintheServiceLifeCycleareServiceIdentificationandChangeManagementService IdentificationInordertocreateareliable and effective SOA,itisimportanttoensurethatthecorrectservicesareidentifiedanddelivered.Risksassociatedwithhavingapoororu
109、ndefinedServiceIdentificationFrameworkinclude:PoorlyleveragedexistingITinvestmentsDifficultapplication/enterpriseintegrationLackofreuse&interoperabilityITandBusinessGoalsnotproperlyalignedPoorprocessagilityduetoaService-CentricarchitectureChange ManagementInordertoensureareliable operating environme
110、nt,itisimperativetoactivelymonitoranyandallchangestothearchitecture.Thisinvolves,butisnotlimitedto:ActivelytrackingandmanagingservicedependenciesApprovingandthoroughlytestingallchangestothearchitectureEstablishingandkeepingrollbackprocedurescurrenttominimizedowntimeinthecaseofafailedservicerollout31
111、Copyright2006AccentureAllRightsReserved.SOAWorkshopV2.0AccenturesServiceIdentificationFramework(SIF)SIFCharacteristicsStructuredapproachforidentifyingservicesFollowsourEAbusinessdrivenapproachFocusesonbusinessservicesBasedonbestpracticesIncludesrealizationplanningconsiderationsStructuredaccordingtoB
112、usinessDomainandservicehierarchyProvidesgranularityconsiderationsEnabledbyunderlyingIT/infrastructureservicesService IdentificationIdentify Business DomainsIdentify Business ProcessesIdentify Common FunctionalityIdentify Business ServicesAnalyse Existing ApplicationsIdentify Application PatternsIden
113、tify Component ServicesService DefinitionTechnical RequirementsInformation & ApplicationArchitectureInfrastructureTechnical ArchitectureBusiness RequirementsBusiness ArchitectureOrganization and GovernanceBusiness Process ArchitectureBusiness RequirementsBusiness ArchitectureOrganization and GovernanceBusiness Process ArchitectureService Identification FrameworkIdentificationDefinitionImplementation32Copyright2006AccentureAllRightsReserved.
