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Judith Hurwitz President & CEO

Judith Hurwitz President & CEO. The Movement Towards a Service Oriented Architecture. The agenda. What is SOA? What to do and what not to do? How are successful companies approaching SOA? Who is leading the charge? Setting Expectations Setting purchase priorities Top down or bottom up?.

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Judith Hurwitz President & CEO

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  1. Judith Hurwitz President & CEO The Movement Towards a Service Oriented Architecture

  2. The agenda • What is SOA? • What to do and what not to do? • How are successful companies approaching SOA? • Who is leading the charge? • Setting Expectations • Setting purchase priorities • Top down or bottom up?

  3. What is SOA? A software architecture for building applications that implement business processes or services using a set of loosely-coupled black-box components orchestrated to deliver a well-defined level of service

  4. SOA is…. • A Software Architecture • Implements business processes or services • Set of black-box components • Loosely coupled • Well defined level of service

  5. SOA is focused on the business goal • SOA is inevitable – it is the only practical way to change software quickly based on evolving business strategies • Leveraging valuable software assets and best practices by turning them into reusable business services • Enabling these business services to be combined based on need • Ensure that the combined assets deliver the right business objectives and meet regulatory requirements

  6. It’s About Thinking Differently • Think differently about: • Software • Process • Linking rather than integrating • Managing based on process • It’s putting the pieces in context with: • Security • Data • Quality • Manageability

  7. App App App App App App App App App App The Three Layers of SOA Business Layer Process Flow 1 Process Flow 1 BUSINESS SERVICE MAPPING Business Service Layer IMPLEMENTATION MAPPING ITInfrastructure Layer

  8. Key Dos Do take a top down view – need to understand your value to your customers Do set up a cross organizational task force followed by a center of excellence Do think about services Do link – don’t code Key Don’ts Don’t start coding web services as the first step Don’t start by trying to boil the ocean with an enterprise wide deployment Don’t think stove pipes Don’t think the same old way What to do and what not to do

  9. How SOA evolves in successful companies • Think in business terms • Get the business and IT to collaborate in the beginning • Education is required • Establish clarity on goals – short term and long term • Think incrementally based on a roadmap • Start with a well defined project with clear business goals • Market the success of each endeavor to the business

  10. Who is leading the charge? • Business leaders are often the first to recognize the value of SOA • Business Services make sense to leaders! • Collaborations are the only way to get things done • Things go wrong when IT fights with business over control • IT can lead by matching business problems with pragmatic incremental solutions

  11. Setting Expectations • Focus on key requirements from the business units • Building a set of business services from existing applications • Linking services through a communications abstraction (i.e., Service Bus) • Creating a repository of business services that are agree to by the business • Be pragmatic about short term goals • Keep the long term goals in sight

  12. How does the business benefit? • A clearly defined set of services can dramatically change the pace of business – shortening time to adding a new partner, quicker responsiveness to customer requests for customizations • Provides consistent set of services across business units • Business leaders can speak the same language as technology leaders

  13. What do customers do? • Take a step back and determine the business value of SOA • Create a roadmap based on business and IT collaboration • Figure out strategy for business services – what is a service that is useful? • Do an inventory of what you have and where the valuable resources exist • Start with business and IT education

  14. It’s not all about technology • What is your governance model? Who can create and change a service? • How do you change developer behavior to think in terms of building shareable services? • Who signs off on a codified business process? • What is your overall security strategy? • How is IT organized to support codified business services? • How is the collaboration between business and IT organized?

  15. How to get started? • Get top level sponsorship • Start with an incremental approach • Pick a well defined project to demonstrate business value • Invest in a platform that is independent of implementation architectures • Create a cross-functional task force focused on the long term • Plan from the top down with an upper management directive • Develop a blueprint that is a long term model without dependencies on any one technology • Build only what you can’t buy • Assume change will and should happen (only dying businesses are static) • Build architectural models without stove pipes

  16. Important Principles • Establish good governance principles • Who owns the business service? • Who signs off on a service? • Are there different versions of the same service? • Is the service certified in terms of logic and quality? • Establish a strategy for long term governance

  17. Observations on SOA Challenges • IT management needs to start thinking differently about how software is designed • Line of business leaders are not always in synch with IT management on the importance of SOA • SOA requires a common language for collaboration between business and technology leaders • SOA strategy requires a long term plan – it is not a magic bullet

  18. SOA Market Trends and Observations • SOA requires organizations to agree on the right definition of services so that it can be applied broadly across many parts of the organization • SOA demands a best practices approach • Security within a highly virtualized environment is often overlooked • Manageability of both business services and infrastructure must be planned for as a foundation for SOA expansion

  19. The Strengths of SOA is Flexibility • What are customers doing? • Encapsulate existing components as services that were linked together through an enterprise service bus to focus on faster customer satisfaction. • Creating a SOA governance model to establish clear guidance for working with business services across various departments. • Creating an innovative business process to ensure that it was able to innovate in light of a highly competitive market. • Adding a portal interface so that all sales representatives could access key information services about products offerings across divisions

  20. SOA is About Good Business & Technical Practice • SOA is about understanding your business • SOA is about creating a reusable set of services that mirror the business • SOA is about being able to link the right pieces together at the right time to create competitive differentiation • SOA is a journey that allows a flexible approach to incrementally adding both business and infrastructure components as the foundation for the future • SOA is about a life cycle of business services supported by a scalable, secure, and manageable infrastructure

  21. Thank you! www.hurwitz.com

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