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Services Computing Chapter 16: Delivery

This chapter provides an introduction to services delivery and its changing mechanisms. It explores an SOA-based services delivery platform and presents an end-to-end methodology for effective service delivery. Topics covered include services delivery readiness, creation, and operation phases, as well as the key services provided by the delivery platform.

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Services Computing Chapter 16: Delivery

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  1. Services ComputingChapter 16: Delivery IEEE Body of Knowledge on Services Computing Sponsored by Technical Committee on Services Computing, IEEE Computer Society Your Name:_________________________________ 1

  2. Focus Outline • Services Delivery Platform • Basic Concept of Service Delivery • Outsourcing-Based Service Delivery: Solution • Outsourcing-Based Service Delivery: Problems • e-Hub Solution Framework • Collaboration View • Key Services Provided by the Service Delivery Platform 2

  3. Focus Outline • The End to End Service Delivery Methodology • Service Delivery Readiness Phase • Service Delivery Creation Phase • Service Delivery Operation Phase • Identification of Services • Leveraging the Platform 3

  4. 16 End-to-End Services Delivery Platform and Methodology 16.1 Introduction to Services Delivery 16.2 Changes of Services Delivery Mechanisms 16.3 An SOA-Based Services Delivery Platform 16.3.1 Layered View of the Services Delivery Platform 16.3.2 Collaboration View of the Services Delivery Platform 16.3.3 Key Services Needed in the Services Delivery Platform Outline 4

  5. 16.4 The End-to-End Services Delivery Methodology 16.4.1 Services Delivery Readiness Phase 16.4.2 Services Delivery Creation Phase 16.4.3 Services Delivery Operation Phase 16.5 Discussions on the Services Delivery Methodology and Platform 16.6 Summary Outline 5

  6. Services delivery is the lifecycle of a service provider delivering services to a service customer as committed in a previously signed contract to satisfy the customer. 16.1 Introduction to Services Delivery 6

  7. The goal here is to deliver the services in an efficient way with high quality, and secure the service provider’s profit. During the services delivery lifecycle, a service provider would organize relevant resources such as people with necessary skills, using relevant software tools. 16.1 Introduction to Services Delivery 7

  8. It goes far more beyond project management by including setting up the IT governance before hand so that the services delivery team could follow a common principle. Common good practices covered by the governance includes asset reuse and compliant with service-oriented architecture (SOA). 16.1 Introduction to Services Delivery 8

  9. The lifecycle comprises of: Services Delivery Readiness Phase Services Delivery Creation Phase Services Delivery Operation Phase. 16.1 Introduction to Services Delivery 9

  10. The world is flattened and Internet technologies have brought people and enterprises closer together than ever before. The business services are becoming componentized, e.g., an enterprise’s billing service may be provided by company A, its marketing service by company B, and call center service by company C. 16.2 Changes of Services Delivery Mechanisms 10

  11. NEW CHALLENGES AND NEW OPPORTUNITIES First, the business models greatly changed because of IT innovations (e.g., Google model, Amazon model, and Salesforce model). Second, the service customer may have different scales, meaning the service provider needs to adjust their services delivery processes that are suitable for the customer, although the services delivery methodology may be the same. 16.1 Introduction to Services Delivery 11

  12. NEW CHALLENGES AND NEW OPPORTUNITIES Third, a service provider is usually not alone; it may partner with other parties to finally delivery the necessary services, so it should take the services ecosystem into consideration. Fourth, technologies evolve very fast; a service provider should pick up the relevant (not necessarily latest) tools. 16.1 Introduction to Services Delivery 12

  13. In some circumstances, a Human Resource (HR) business process may be outsourced. IT infrastructure and development work may be outsourced to an IT company. IT services delivery technologies give knowledge workers very efficient tools so that different players could leverage their own unique competencies to add value in the service value chain. 16.2 Changes of Services Delivery Mechanisms 13

  14. Industries now are becoming more and more specialized. We could expect different flexible services delivery mechanisms, such as software as service. The trend is every company works on specific tasks that it is good at and contributes to the whole service value chain. 16.2 Changes of Services Delivery Mechanisms 14

  15. On the other hand, with the advancement of business process integration and management technologies such as Model Driven Architecture, changes of business processes become more visualized and traceable. 16.2 Changes of Services Delivery Mechanisms 15

  16. Furthermore, with the advancement of technologies IT infrastructure is becoming more and more powerful and complex. Servers and storages become more powerful, and best practices and software tools make some companies more competitive at managing the IT services than other companies. On one hand, with the advancement of Web services and then service-oriented architecture (SOA), business services could now be packaged as service components with standard interfaces. 16.2 Changes of Services Delivery Mechanisms 16

  17. The services now have much better interoperability. Technologies enable loose coupled services that are reconfigurable. The traditional programming models are replaced with loosely couple mechanisms with message-oriented features and mediation (like that in Enterprise Service Bus) as one important mechanism. 16.2 Changes of Services Delivery Mechanisms 17

  18. All the advancement of technologies bring new opportunities to service providers and service consumers to deliver services in a standardized, manageable, remote, and online approach. 16.2 Changes of Services Delivery Mechanisms 18

  19. New Ways in Addressing the Challenges of this Era (1) Leveraging the best breed of services; (2) Quick service integration, not building everything from zero; (3) Establishing the IT governance especially under the sophisticated business and IT environment; (4) Being compliant with open standards so that the business is not locked by a specific technology or product vendor. In remaining parts of this chapter, we will show how a well designed services delivery platform could address these topics. 16.2 Changes of Services Delivery Mechanisms 19

  20. 16.3 An SOA – Based Services Delivery Platform Here we show how technology innovation could enable new business models! 20

  21. The described services delivery platform (SDP) below comes from the authors’ practices and industry best practices. In this section, we will show two views of the platform: 1. A layered structured view showing different levels of concerns. 2. Collaboration view showing how different components collaborate to accomplish services delivery task 16.3 An SOA – Based Services Delivery Platform 21

  22. The 3 (Three) Requirements of Modern Services Delivery Platform Come From: (1) The need of a platform to adapt to business dynamics, such as change of business services, changes of business roles, composition of business services, etc. (2) The need of a platform to reuse the assets available in the service customer or from service partners as much as possible to minimize the risk and lower the cost. 16.3.1 Layered View of the Services Delivery Platform 22

  23. The 3(Three) Requirements of Modern Services Delivery Platform Come From: (3) The need of separation of business services from IT infrastructure services, so that for some service customers, e.g., Small and Medium Business (SMB) or some industries that have little IT skills, they could mainly focus on their core business functions and outsource their IT infrastructure to others or remotely subscribe to the services. 16.3.1 Layered View of the Services Delivery Platform 23

  24. e-Hub Solution Framework-Figure 16.1 24

  25. 1. Core Infrastructure Services layer. It provides fundamental support for all other layers in the platform. In this layer, there are extensive services for managing physical IT resources. The layer consists of hardware such as server, storage, network, etc. The layer is also supported by software like operating system, database management system, etc. 16.3.1 Layered View of the Services Delivery Platform 6 Horizontal Layers 25

  26. 2. IT Service Management layer sits on top of the Core Infrastructure Services to help manage the IT infrastructure efficiently. The industry best practices of IT Service Management have been merged into ITIL (IT Infrastructure Library). 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 26

  27. 3. The Horizontal Serviceslayer supports common IT services like Web application services, calendar services, collaboration services, etc. It also supports common business services including human resources services, logistic services, etc. 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 27

  28. 4. The Vertical Business Services layer organizes and maintains applications that can be used to implement a specific business process or a solution for a specific industry. Some sample vertical services are loan services for the banking industry and claim services for the insurance industry. 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 28

  29. 5. The Services Partnership Manager is a featured function module within the services delivery platform to manage the relationships of the available service assets. It enables customers to dynamically configure a business process based on incoming requirements and precious solution expertise. It can also be used by internal applications to build new value-added services using existing services hosted by the platform. In order to achieve this, it should provide a mechanism of service configuration and re-configuration so that a service can be realized and deployed with minimum effort without changing the codes. 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 29

  30. 6. At the top level is the Value Added Services layer. This layer organizes and manages services integration based on horizontal business services and vertical industry applications by leveraging Services Partnership Manager. 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 30

  31. 6. At the top level is the Value Added Services layer It provides services that are customized to a specific customer’s need. It could also provide the customer with services delivery dashboard if needed, so that the information related to the services delivery lifecycle is always available to the customer. The customer does not need to own his/her own IT assets in this scenario. 16.3.1 Layered View of the Services Delivery Platform6 Horizontal Layers 31

  32. 1. Service Membership Managementfunction that is responsible for the enablement of portal access, business entity on-boarding, service provisioning and subscription; 16.3.1 Layered View of the Services Delivery Platform2 Vertical Layers 32

  33. 2. Service Lifecycle Management function that is responsible for monitoring, metering, billing, and exception handling. The services delivery platform should be built upon industry standards such as SOA for achieving flexibility and extensibility. Service partners connected to this platform should agree upon each party’s service level agreements. 16.3.1 Layered View of the Services Delivery Platform2 Vertical Layers 33

  34. The world is flattened and IT services outsourcing phenomenon becomes prevalent The change of partnership relationship among the parties involving in the service delivery Technology advancement enabled better service delivery Basic Concept of Service Delivery 34

  35. 16.3.2 Collaboration View of the Services Delivery Platform-Figure 16.2 35

  36. To illustrate how different roles collaborate to delivery services. It is based on the e-Hub concept, but extends its functions. We will call a services delivery platform below as an e-Hub, because the center of a services delivery platform is a hub like structure that has the capability of managing the whole services delivery lifecycle. 16.3.2 Collaboration View of the Services Delivery Platform 36

  37. Value Added Services The SOA-RML provides the taxonomy for describing the relationship between entities involved in the overall services delivery processes. In addition, the Managed e-Hub provides value added servicesthat provide collaboration and knowledge sharing capability. Example: Dispatch Country; Shipping Address; Shipping Price 16.3.2 Collaboration View of the Services Delivery Platform-Major Components 37

  38. Service Partnership Manager The service partnership manageris responsible for taking business requirements from the service customers and compose business services or business applications that satisfy customers’ requirements. The requirements include preferences, business rules, and some constraints. This is enabled by an engine that supports rule management, dynamic service configuration, etc. 16.3.2 Collaboration View of the Services Delivery Platform-Major Components 38

  39. Services Membership Management The Admin Service enables service customers to subscribe and unsubscribe to the services provisioned by service providers. The Admin Service allows different service parties to register and remove business entities, users, and services with the e-Hub. For registered businesses and users, e-Hub supports a variety of utilities, such as Web services publishing by constructing an XML script-based request; Web services syndicator which enables legacy applications to be easily migrated to Web services; Data mapping services through meta-data infrastructure. 16.3.2 Collaboration View of the Services Delivery Platform-Major Components 39

  40. The Managed e-Hub is a typical instance of the services delivery platform that centers around the Value Added Services and Service Partnership Manager to dynamically compose business processes. 16.3.2 Collaboration View of the Services Delivery Platform-Horizontal Services 40

  41. The whole structure realizes the service model for composite business application on-demand where a central portal of Business Performance Monitoring and Management monitors and manages composed business services in the services delivery environment 16.3.2 Collaboration View of the Services Delivery Platform-Major Components 41

  42. Vertical Business Services The vertical business services include category of services that can help the service customer quickly own a specific service competency, e.g., e-procurement services or purchase order (PO) services, CRM services, account receivable/payable (AP/AR) services, and productivity services for knowledge workers (calendar services, market intelligence services). 16.3.2 Collaboration View of the Services Delivery Platform-Major Components 42

  43. Advanced Web Services Discovery Engine Service providers can publish their services as Web services at service registries such as UDDI registries, so that the services can be reused by other service requesters (i.e., users). On the other hand, service requesters can also explore service registries for appropriate outsourcing applications, so that they can save the budget of hiring outsourcing providers to develop a new application from scratch. 16.3.3 Key Services Needed in the Services Delivery Platform 43

  44. Key Services Provided by the Service Delivery Platform:Central Membership Portal and Process 44

  45. CENTRAL MEMBERSHIP PORTAL The Central Membership Portal provides a virtual environment with the involved outsourcing business entities and users. It also manages service provision and service subscription. In other words, the Central Membership Portal includes two major functions: membership management and a rapid on-boarding suite. 16.3.3 Key Services Needed in the Services Delivery Platform 45

  46. The Service Partnership Manager It enables outsourcing customers to dynamically configure a new business process based on incoming requirements. It can also be used to build a new value-added service using existing services hosted by the e-Hub, such as the purchase order management business process. 16.3.3 Key Services Needed in the Services Delivery Platform 46

  47. The End to End Service Delivery Methodology-Figure 16.5 47

  48. A Systematic Methodology is critical in carrying out a services delivery process, since there’re many different roles involved in a services delivery lifecycle. 16.4 The End to End Services Delivery Methodology 48

  49. A two dimensional view of the end-to-end services delivery methodology. The horizontal dimension represents the services delivery lifecycle which comprises several phases. The end-to-end services delivery methodology covers three phases of services delivery processes, namely “Services Delivery Readiness”, “Services Delivery Creation”, “Services Delivery Operation”. The vertical dimension represents the relationship among business services, roles, technologies, and overall governance within each phase. 16.4 The End to End Services Delivery Methodology 49

  50. 16.4.1 Service Delivery Readiness Phase 60

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