Global Business Services Сервисно-ориентированная архитектура...
-
date post
20-Dec-2015 -
Category
Documents
-
view
232 -
download
1
Transcript of Global Business Services Сервисно-ориентированная архитектура...
Global Business Services
Сервисно-ориентированная архитектура (СОА).Теория и практика интеграционных проектов
ВЫСШАЯ ШКОЛА МЕНЕДЖМЕНТАСанкт-Петербургского государственного университета28 апреля 2008 г.
Global Business Services
© Copyright IBM Corporation 20083
Architectural Evolution in the Enterprise
MonolithicArchitecture
MonolithicArchitecture
Service Oriented
Architecture / Web Services
Service Oriented
Architecture / Web Services
Network Centric
Architecture
Network Centric
Architecture
Client-Server Architecture
Client-Server Architecture
Pre 1980 1980’s to Mid 1990’s
Mid 1990’s toEarly 2000’s
Dynamically Re-configurable
Architecture
Dynamically Re-configurable
Architecture
Future Today
• Mainframe
The Path to a Modern Services-Based Architecture
• Visual Basic
• PowerBuilder
• eBusiness
• eCommerce
• Service Oriented Computing
• Web Services Architecture
• Open Standards
Global Business Services
© Copyright IBM Corporation 20084
Business Integration Built on a Foundation of SOA
SOA
Achieving Better Business Results by Increasing Your Service Orientation
Business Flexibility
ImplementingIndividual Web
services
Leveraging an ESB for
Service-Oriented Integration
Using Composite Applications for
IT Transformation
Dynamic Business
Processes
Global Business Services
© Copyright IBM Corporation 20085
SOA Value Proposition
Increase RevenueCreate new routes to market; create new value from existing systems
Provide a Flexible Business ModelReact to market changes more quickly
Integrate across the EnterpriseIntegrate historically separate systems; facilitate mergers and acquisitions of enterprises
Reduce Cycle Times and Cost for External
Business PartnersMove from manual to automated
transactions; facilitate flexible dealings with business partners
Drive down CostEliminate duplicate systems; build once and leverage; improve time to market
Reduce Risk and ExposureImprove visibility into business
operations
Global Business Services
© Copyright IBM Corporation 20086
Pain Points Addressed by SOA Solution
3%
11%
26%
31%
49%
54%
0% 10% 20% 30% 40% 50% 60%
Enter New Market
Mandates
Supplier/DistributorDemand
Demand for Collaboration
Competitive Pressures
Need for TechnologyChange
Global Business Services
© Copyright IBM Corporation 20087
Observed Business Pain Points Leading to SOA Projects
The projects were driven by business reasons, not technology implementation preferences
Competitive Pressures
Obsolete/legacy systems Insufficient capacity/low reliability Rigid systems that were difficult to change
Need for Technology Change
Demand for Collaboration
Mandates
Competitors adopting faster, more flexible solutions Enabling deployment of products and services Improving customer service
Compliance with government or company mandates
Supplier/Distributor Demand
Demand for improved connectivity Move away from proprietary, point-to-point solutions
Enter New Markets Use exposed services to create new lines of business
Need to share information and services with partners, suppliers, distributors, and clients
Global Business Services
© Copyright IBM Corporation 20088
Benefits Resulting from SOA Solution
All clients interviewed cited improved flexibility as a benefit of SOA, and most experienced profitability impact
26%
43%
51%
71%
97%
100%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Enable Compliance
Enable New Products
Increase Revenue
Reduce Risk
Decrease Cost
Improved Flexibility
% of Projects
Global Business Services
© Copyright IBM Corporation 20089
Characteristics of an SOA
Strong Business-IT alignment – ability to clearly articulate and optimise business value of technology
Agility - Changing business requirements can rapidly be supported
Build on existing investments – no need to re-implement components every time a new technology comes along
Enterprise level focus – avoid duplication of function, achieve consistency, joined up business processes
Global Business Services
© Copyright IBM Corporation 200810
Business and IT Work Much More Closely and in Partnership
Business expertise
Technical expertise
Users Define/refine
business processes
Limited overlap
Developers Program the applications
Business expertise
Technical expertise
Users Define/refine
business processes
Extensive overlap
Application Developers Assemble and configure
building blocks into processes
Service Developers Create application building
blocks - patterns, templates, and
components
Global Business Services
© Copyright IBM Corporation 200811
The Transforming Development Model
From To
Function-oriented
Build to last
Prolonged development cycles
Process-oriented
Build to change
Incrementally built and deployed
Application silos
Tightly-coupled
Structuring applications using
components and objects
Known implementation
Orchestrated solutions
Loosely-coupled
Structuring applications using
services
Abstraction and virtualization
Global Business Services
© Copyright IBM Corporation 200813
Terms of SOA
… a service?
A repeatable business task – e.g., check
customer credit; open new account
… service orientation?
A way of integrating your business as linked
servicesand the outcomes that
they bring
… service oriented architecture (SOA)?
An IT architectural style that supports
service orientation
… a composite application?
A set of related & integrated services that
support a business process built on an SOA
Global Business Services
© Copyright IBM Corporation 200814
SOA Means Many Things Based on Your Perspective
“SOA in context …”
Business
Implementation
Architecture
A set of services that a business wants to expose to their customers and partners, or other portions of the organization
An architectural style which requires a service provider, requestor, and a service description
A set of architectural principles, patterns, and criteria which address characteristics such as modularity, encapsulation, loose coupling, separation of concerns, reuse, composability, and single implementation
A programming model complete with standards, tools, and technologies such as Web Services
Global Business Services
© Copyright IBM Corporation 200815
... And What SOA Is Not
SOA is not: Something you can buy out of the box A product WebSphere Using an ESB (Enterprise Service Bus) EAI (Enterprise Application Integration) WSDL/SOAP Software component reuse Tied to a proprietary technology An IT only initiative Primarily a cost saving approach
Global Business Services
© Copyright IBM Corporation 200816
Aspects of SOA: Architecture
Service Consumer Service Provider Service Description Service Broker Service Registry
Service Consumer
+ findService ( )+ bindToService ( )+ invokeService ( )
Service provider
+ invokeService ( )+ bindToService ( )+ provisionService ( )+ monitorService ( )
Service Description
+ binding
+ Operations ( )
Service Broker
+ findService ( )
«realize»«use»
*«contains» «described in»
Service Registry
1..*
1..*
searches
1..*
invokes
1..*publishes
Global Business Services
© Copyright IBM Corporation 200817
Key Aspects of SOA: Services, Components, Composition, and Choreography
Qo
S, S
ecu
rity, Ma
na
ge
me
nt &
Mo
nito
ring
Infra
structu
re S
ervice
Da
ta A
rchite
cture
& B
usin
ess In
tellig
en
ce
Inte
gra
tion
Arch
itectu
re(E
nte
rprise
Se
rvice B
us)
operational existing application resources
business services
business processes
components
process choreography
atomic and composite services
enterprise components
Custom Application Package
Se
rvice C
on
sum
er
Se
rvice P
rovid
er
consumers JService Portlet WSRP B2B
Composite service
Atomic service
1
2
3
4
5 6 7 8
Go
vern
an
ce
9
Global Business Services
© Copyright IBM Corporation 200818
Сервисно-ориентированный подход является результатом развития методов
интеграции
Global Business Services
© Copyright IBM Corporation 200820
Point-to-Point Integration
High coupling, low cohesion, and no encapsulation
No reuse
Difficult to change
Rising cost per interface keeps
Source Application
Target ApplicationTransport
Process Logic
Business Rules
Application Code
Interaction Logic
Global Business Services
© Copyright IBM Corporation 200821
Point-to-Point Integration Approach
Low overhead to get started.
P2P can be the best approach for connecting a few applications where few changes are expected.
Sales Force Automation
NT/Sybase Marketing
NT/Oracle
FinancialsMainframe/VSAM
Credit Card Mainframe/VSAM
e-BusinessUnix/Oracle
Call CenterUnix /Oracle
ERP
Unix /Oracle
Order Entry
Unix/Oracle
Global Business Services
© Copyright IBM Corporation 200822
EAI without SOI
Lower coupling, higher cohesion, and some encapsulation
Impairs reuse
Complicates change
Makes cost per interface more consistent
Routing
MappingTranslation
Augmenting
Source Application
Target Application
Process Logic
Business Rules
Application Code
Interaction Logic
Global Business Services
© Copyright IBM Corporation 200823
Comparison of P2P and EAI
Point-to-Point Integration EAI Hub-and-Spoke Integration
The right integration infrastructure can help customers reduce costs, improve flexibility, and
provide greater visibility into business transactions.
Batch
POSUpdates
Store Ope.
ContinuousSupply
Date Warehouse
Loyalty Program
Financial Sycs
COS
Marketing & Merchandising
Clearing
Marketing
Planning
Ordering
Partners & Suppliers
Consumer Touchpoint
Enterprise Application
Batch
FOSUpdates
Store Ope.
ContinuousSupply
Date Warehouse
Loyalty Program
Financial Sycs
COS
Marketing & Merchandising
Enterprise Application
Clearing
Marketing
Planning
Ordering
Partners & Suppliers
Consumer Touchpoint
Integration & Process Flow Hub
Global Business Services
© Copyright IBM Corporation 200824
SOI Uses a Layered Architecture
Low coupling, high cohesion, and encapsulation
Increases productivity
Eases change
Improves reuse
RoutingMapping TranslationAugmenting
Declarative Rules
Service Sequencing
Boundary Services
Source Application
Target Application
Integration Services
Process Logic
Business Rules
Application Code
Interaction Logic
Global Business Services
© Copyright IBM Corporation 200825
Enterprise Service BusTying Disparate Applications Together …
WebServices
Publish/SubscribeManaged FTP
AsynchronousMessages
SynchronousRPC
112
2
3
45
678
9
10
11
RPG
XML COBOLCopybook
EDI-X.12ACORDEDI-FACT
ebXML AL3HIPPA HL7
SWIFTFIX
Custom Formats
Disparate platforms, devices, & protocols
DisparateProgramming languages
DisparateData formats
Word/Excel/PDF
Global Business Services
© Copyright IBM Corporation 200826
Service-Oriented Integration
An architectural style which requires a service provider, a service requestor, and a service description
A set of architectural principles, patterns, and criteria which address characteristics such as modularity, encapsulation, loose coupling, separation of concerns, reuse, and composability
A programming model complete with standards, tools, and technologies such as Web Services
Application of service-oriented architecture principles to build a service-
oriented integration layer:
Implementing an SOI style integration layer
provides a foundation for implementing an SOA.
Global Business Services
© Copyright IBM Corporation 200827
SOI – Four Architecture Principles
Boundary services Encapsulate and isolate the industry, LOB, and regional requirements
Integration services Separate the services which perform routine integration activities, which are stateless and
context-free, so they can be called in any sequence or not at all
Declarative programming model Separate the business rules from the implementation of SOI services
External sequencing of services Separate the process logic from the integration and boundary services
Global Business Services
© Copyright IBM Corporation 200829
The IBM SOA Reference Model is a shared view of the Components that make up an SOA
Business ServicesFacilitates better decision-making with real-time business information
Infrastructure ServicesOptimizes throughput, availability and performance
De
ve
lop
me
nt
Se
rvic
es
Integrated environment for design
and creation of solution
assets
IT S
erv
ice
Ma
na
ge
me
nt
Manages and secures
services, applications,
and resources
Interaction Services
Enables collaboration between people, processes, and
information
Process ServicesOrchestrates and
automates business processes
Information ServicesManages diverse data and content in a unified manner
Facilitates communication ESB between services
Partner ServicesConnects with trading
partners
Business App Services
Builds on a robust, scaleable, and secure services
environment
Access ServicesFacilitates interactions with
existing information and application assets
Ap
ps
&
Info
Ass
ets
Global Business Services
© Copyright IBM Corporation 200831
SOA does not happen by magic
SOA will not arise spontaneously It requires organisational change and a top down approach Business and IT must work closely together The service portfolio must be managed as an asset New governance structures needed Requires incentives for reuse
Global Business Services
© Copyright IBM Corporation 200832
Business-Aligned IT Architecture
SOA steps
Step 1: Break down your business into components• Component Business Modeling• Decide what is strategically important, and what is just operations in the value
chain domains• Analyze the different KPIs attached to these components• Prioritize and scope your transformation projects
Step 3: Implement a Service Model • Develop a service-oriented architecture to support the
Componentized Business • Implement service based scoping policy for projects• Implement appropriate governance mechanism
Step 2: Define a Service Model• Service Oriented Modelling and Architecture• Identify your business services based on your business components• Identify your business processes• Specify the services, processes and components accordingly• Make SOA realization decisions based on architectural decisions
CBM Strategy
SOA Realization
SOMAModeling
Global Business Services
© Copyright IBM Corporation 200833
Шаг 1. Построение Компонентной модели бизнеса (CBM)
Global Business Services
© Copyright IBM Corporation 200834
On the first step business is breaking down into top level components
Control
Execute
Direct Business Planning
Business Unit Tracking
Sales Management
Credit Assessment
Reconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Production Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
Customer Dialogue
Contact Routing
StaffAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & SalesProduct
FulfillmentFinancial Control and Accounting
Sector PlanningPortfolio Planning
Account Planning Sales Planning
Fulfillment Planning
Fulfillment Planning
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
An Operational Level characterizes the scope of decision making. The three levels used in CBM are direct, control and execute.
Direct is about strategy, overall direction and policy
Control is about monitoring, managing exceptions and tactical decision making
Execute is about doing the work
Global Business Services
© Copyright IBM Corporation 200835
CBM – whole business on one list of paper
Service and Solution
Development
IT Customer Relationship Management
BusinessEnablement
Service & SolutionStrategy
Business Performance
Planning
DemandManagement
CommunicationsPlanning
IT Service andSolution Marketing
BusinessPerformance Mgmt
IT Business Management
Business Resilience
Service and Solution
Deployment
Directing
Controlling
Executing
Information and Knowledge
Management
Service Delivery and Support
Services Delivery Strategy
SupportServices Planning
Infrastructure Operations
Infrastructure Resource
Management
Support ServicesManagement
IT Support Strategy
InfrastructureResource Planning
Operations Planning
Change Planning
Release Planning
Deployment Strategy
ChangeImplementation
ReleaseImplementation
EnterpriseArchitecture
PortfolioManagement
Financial Management
Business Technology
Performance & Value
Human ResourcesManagement
IT Financial Management
Staff Administration& Development
Supplier and Contract
Administration
Business Technology Strategy
TechnologyInnovation
InformationManagement
Strategy
Information Architecture
KnowledgeManagement
Strategy
Data and Content Management
Knowledge CaptureAnd Availability
KnowledgeResource
Management
InformationResource
Management
Business Resilience Strategy
Continuous BusinessOperations
RegulatoryCompliance
Integrated Risk Management
Security, PrivacyAnd Data Protection
Regulatory Compliance Remediation
Business Resilience
Services and Solutions Lifecycle
Planning
Service and Solution Creation
Services and Solutions
Architecture
Service and Solution
Maintenance
DevelopmentStrategy
Regulatory Compliance Strategy
Integrated Risk Strategy
Global Business Services
© Copyright IBM Corporation 200836
IBM analyzed the business impact of a Service Oriented Architecture, through the use of CBM
NSComponent
Business Model
The ValueChain
Planning Analysis & Refinement
Execution and (S)TP
Monitor and Manage
Bu
sine
ssA
dmin
istr
atio
n
Mar
keti
ng
Ass
et M
gmt &
Pro
du
ctD
evel
opm
ent
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sine
ss
Cu
stom
er
Ser
vice
Co
ntra
ctA
dmin
istr
atio
n
Fin
ance
Bu
sine
ssA
dmin
istr
atio
n
Mar
keti
ng
Ass
et M
gmt &
Pro
du
ctD
evel
opm
ent
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sine
ss
Cu
stom
er
Ser
vice
Co
ntra
ctA
dmin
istr
atio
n
Fin
ance
BusinessActivity Level
Operations P lanning
Service Management
Contract &Policy Setup
Channel Management
Campaign Management
Alliance Management
Product Management
Manufacturing P lanning Distribution
P lanning
Operational Control
Financial Control
Accounting &Finance P lanning
Asset & Liability Management
Funds Management
Trading
General Ledger
Treasury
Claims processingContact
Servic ing
Inforce Processing
Check Processing
Contract Administration
Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commissions
End-customer marketing
Campaign Execution
Product Development
Sales Support
End-Consumer Sales
Conservation
Human Resource
Business P lanning
Management Manual
Advisor/ Intermediary AdministrationAdvisor/Intermediary Setup
Wholesales
Product ProfileImplementation
Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Business Component “Heat Maps”
t
t
Fin
ance
Fin
ance
Financial Control
Accounting &Finance Planning
Asset & Liability Managemen
Funds Management
Trading
General Ledger
The ValueChain
Planning Analysis & Refinement
Execution and (S)TP
Monitor and Manage
Bu
sin
ess
Ad
min
istr
atio
n
Mar
keti
ng
Ass
et M
gm
t &
Pro
du
ctD
evel
op
men
t
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sin
ess
Cu
sto
mer
S
ervi
ce
Co
ntr
act
Ad
min
istr
atio
n
Bu
sin
ess
Ad
min
istr
atio
n
Mar
keti
ng
Ass
et M
gm
t &
Pro
du
ctD
evel
op
men
t
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sin
ess
Cu
sto
mer
S
ervi
ce
Co
ntr
act
Ad
min
istr
atio
n
BusinessActivity Level
Operations Planning
Service Management
Contract &Policy Setup
Channel Managemen
t
Campaign Managemen
Alliance Management
Product Management
Manufacturing Planning Distribution
Planning
Operational Control
t
Claims processing
Contact Servicing
Inforce Processing
Check Processing
Contract Administratio
n
Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commission
s
End- customer marketing
Campaign Execution
Product Developmen
Sales Support
End-Consumer
Sales
Conservation
Human Resource
Business Planning
Management Manual
Advisor/ Intermediary Administratio
nAdvisor/Intermediar
y Setup
Wholesales
Product ProfileImplementatio
n
Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Fin
ance
Fin
ance
Financial Control
Accounting &Finance Planning
Asset & Liability Managemen
Funds Management
Trading
General Ledger
The ValueChain
Planning Analysis & Refinement
Execution and (S)TP
Monitor and Manage
Bu
sin
ess
Ad
min
istr
atio
n
Mar
keti
ng
Ass
et M
gm
t &
Pro
du
ctD
evel
op
men
t
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sin
ess
Cu
sto
mer
S
ervi
ce
Co
ntr
act
Ad
min
istr
atio
n
Bu
sin
ess
Ad
min
istr
atio
n
Mar
keti
ng
Ass
et M
gm
t &
Pro
du
ctD
evel
op
men
t
Sal
es &
C
han
nel
Man
agem
ent
New
Bu
sin
ess
Cu
sto
mer
S
ervi
ce
Co
ntr
act
Ad
min
istr
atio
n
BusinessActivity Level
Operations Planning
Service Management
Contract &Policy Setup
Channel Managemen
t
Campaign Managemen
Alliance Management
Product Management
Manufacturing Planning Distribution
Planning
Operational Control
t
Claims processing
Contact Servicing
Inforce Processing
Check Processing
Contract Administratio
n
Correspondence
Intelligent RoutingContact Repository
CustomerProfile
Fees & Commission
s
End- customer marketing
Campaign Execution
Product Developmen
Sales Support
End-Consumer
Sales
Conservation
Human Resource
Business Planning
Management Manual
Advisor/ Intermediary Administratio
nAdvisor/Intermediar
y Setup
Wholesales
Product ProfileImplementatio
n
Regulatory Reporting
Training
Council ServicesSystems & Facilities Helpdesk
Goal: Reduce time-to-market Investigate critical components for
new services (bv. Electronic Ticketing)
Goal: Reduce process elapse time Investigate process bottlenecks Map process bottlenecks on CBM
Goal: Reduce maintenance costs
Map maintenance costs of IT applications and interfaces on CBM
Strategic
Filters
Combining of lenses led to:
Detailed insight
Prioritized ‘hot’ components
Basis for Service Model
Business Administration
Corporate/LOB Strategy & Planning
Organization & Process Policies
Alliance Strategies
Human CapitalManagement
Legal & Regulatory
Business Performance
Intellectual Property
Building/Facilities & Equipment
IT Systems& Operations
Knowledge & Learning
Financial Management
Capital Appropriation
Planning
FinancialPlanning &Forecasting
Risk Management
& Internal Audit
Treasury
TaxManagement
Accounting & General Ledger
CostManagement
Product/Process
Portfolio Strategy &Planning
Research &Development
Design Rules& Policies
ProgramManagement
ConfigurationManagement
DesignValidation
ChangeManagement
Mechanical/ Electrical Design
In-vehicleSystem Design
Process Design
Tool Design& Build
SupplyChain
Supply ChainStrategy & Planning
DemandPlanning
SupplierRelationship
Planning
Supply ChainPerformanceMonitoring
SupplierManagement
LogisticsManagement
InventoryManagement
TransportationManagement
Procurement
Marketing& Sales
CustomerRelationship
Strategy
Sales & PromotionPlanning
BrandManagement
RelationshipMonitoring
Demand Forecast
& Analysis
DealerManagement
CustomerRelationshipManagement
OrderManagement
LeaseManagement
Direct
Control
Execute
Production
ProductionStrategy
ProductionRules & Policies
Master ProductionPlanning
ProductionScheduling
QualityManagement
PlantOperations
MaintenanceManagement
ProductionMonitoring
Service &Aftersales
Post Vehicle Sale
Strategy
WarrantyManagement
QualityManagement
End-of-LifeVehicle
VehicleService
PartsManagement
Global Business Services
© Copyright IBM Corporation 200837
A Business Component is a logical view of part of an enterprise that includes functions, resources, people, technology necessary to deliver business value
Services Used
Services Offered
Business componentA logical view of a part of an enterpriseHas the potential to operate independently (even as part of
another company)Has discrete boundaries, defined by the business services
that it offers and usesIncludes the resources, people, technology and know-how
necessary to deliver some valueViewed as a ‘black box’ in that the users don’t need to see
or be aware of the business activities that are insideCharacterized by attributes, such as cost, revenue,
importance to the business, etc.
Business servicesare goods or services that a business component offers to
other business components and/or to external parties
Note: A Business Component need not correspond to any existing organizational structure.
“In the CBM view, an enterprise is simply a collection of business components that are networked together”
Component NameMarket Segment
Planning
DescriptionTo analyze markets and derive targets
Component NameMarket Segment
Planning
DescriptionTo analyze markets and derive targets
Global Business Services
© Copyright IBM Corporation 200838
A business process can be represented as collaboration among components. They use each others services.
Improvements efforts are focused at the level of the component —the strategic capabilities that enable them and the relationships between components, rather than the detailed activities inside — in fact, each component is essentially a “black box”
Global Business Services
© Copyright IBM Corporation 200839
Шаг 2. Построение сервисно-ориентированной модели
Global Business Services
© Copyright IBM Corporation 200840
SOMA is …
Service-Oriented Modeling and Architecture (SOMA) is a modeling and design method aimed at enabling target business processes through the identification, specification, and realization of business-aligned services that form the Service-Oriented Architecture (SOA) foundation.
The SOMA method provides in-depth guidance on how to move from the business models created through the IBM Component Business Modeling (CBM) or similar business analysis techniques, to the IT models required by an SOA.
SOMA leverages the IBM Global Services method (The Method) execution models, work product descriptions (WPDs) and techniques.
Global Business Services
© Copyright IBM Corporation 200841
Flexible Business Requires Flexible IT
TransformationBusiness Process Outsourcing
Mergers, Acquisitions, and Divestitures
On Demand Operating Environment
Requires
ComposableProcesses
(IBMComponent
Business Modeling)
Services Oriented Architecture (SOA)
SO
MA
Flexible Business
Flexible IT
ComposableServices
(SOA)
Software Development
Development Infrastructure
Integration
Management
InfrastructureManagement
Global Business Services
© Copyright IBM Corporation 200842
SOMA Links Business Intent and IT Implementation
<< Input from: Business Componentization /Analysis >>
<<Output to: SOA Implementation >>
SOMA
SOMA gets inputs from business
componentization and analysis
activities, and produces outputs
necessary for SOA implementation.
The analysis and modeling performed
during SOMA is technology and
product agnostic, but establishes a
context for making technology and
product specific decisions in later
phases of the lifecycle.
Global Business Services
© Copyright IBM Corporation 200843
SOA Modeling Constructs
SOMA was created to specifically address modeling (analysis, identification,
and specification) of all three constructs.
Business Processes (Flows)
ServicesAtomic and Composite
Service Components
<<Object>> <<Object>>
<<Object>>
Global Business Services
© Copyright IBM Corporation 200844
Business Componentization Provides Essential SOMA Inputs
<< Output to: SOA Implementation >>
InvestmentArchitecture Vision/Planning
Insight
Interpret Business Strategy
Interpret Business Strategy
Business Strategy
Summary
Define Business
Component Model
Define Business
Component Model
Component Business Model
with Components and Services Description
“Heat” Map
STEP 1
IT InfrastructureAssessment
IT InfrastructureAssessment
Application Systems Analysis
Application Systems Analysis
Business ProcessAnalysis
Business ProcessAnalysis
Level 1 As-Is Process State Assessment
Process Gap
Analysis
Level 1 to-be Business Process
Leading Business Practices
(Core) System to Business
Component Overlay
Elements of Current IT
Environment
Systems and Information
Shortfall Assessment
Investment Roadmap
Investment Roadmap
OpportunitiesDefinition
OpportunitiesDefinition
List of Opportunities andRecommendation
s[Rationalization]
Project Prioritization
Criteria
Multi- GenerationalInvestment
Plan
STEP 2 STEP 3 STEP 4 STEP 5 STEP 6
Hygiene Factors
[NFR]
Business Component
Collaborations
As-Is Level 1 ProcessModel
(within BC)
Goals,[ KPI’s
Metrics]Custom er
Relationshupm anagem ent
SystemMonitoring
Database(s)
LegacyApplications
DirectorySystem s
ExternalEnterprise
System
DeliveryChannels
ServiceRepresentative
Users
Custom er
Business Partner
Internal User
Pervasive/W ireless Devices
InternetBrow ser
Intranet Brow ser
Internet orExtranet Brow ser
e-businessServices
Resources
Registration Function
Authentication andAuthorization Function
Enterprise UpdateFunction
Enterprise ReportingFunction
Enterprise InquiryFunction
Messaging & CollaborationFunction
Enterprise Adm inistrationFunction
ARC 101 Architecture OverviewDiagram
ApplicationServer<<component>>
RelationalDBMS<<component>>
SecurityMgr<<component>>
SecurityProcessing<<component>>
AccountProcessing<<component>>
AccountMgr<<component>>
DialogueControl
<<component>>
Service Component
Model
ARC119 Non-Functional
Requirements
<< Input from: Business Componentization / Analysis >>
SOMA
Service Exposure
Service Composition
Service NFRs
Service Messages
Realization Decisions
Se
rvice M
od
el
Service Portfolio
Service Hierarchy
Service Dependencies
State Management Decisions
Note: Although CBM inputs are depicted, SOMA can be used with other business analysis techniques.
Global Business Services
© Copyright IBM Corporation 200845
SOMA Activities Are Grouped into Three Major Steps
At the heart of SOMA is the identification and specification of services, components, and flows.
Data A
rchitecture and Business Intelligence
Integration (Enterprise S
ervice Bus A
pproach)
RealizationDecisions
Specification of Services, Components, and Flows
Identification of Candidate Services and Flows
<< Input from: Business Componentization/Analysis >>
<< Output to: SOA Implementation >>
consumers
business processesprocess choreography
servicesatomic and composite
service components
operational systems
Service
Co
nsu
me
rS
ervice P
rovid
er
JService Portlet WSRP B2B Other
OOApplication
CustomApplication
PackagedApplication
Composite ServiceAtomic ServiceRegistry
QoS
, Security, M
anagement, and
Monitoring Infrastructure S
ervice
Global Business Services
© Copyright IBM Corporation 200846
The Service Model Captures Information about Services
Service Hierarchy
Service Exposure
Service Dependencies
Service Composition
Service NFRs
Service Messages
State Management
Service Model
Service Portfolio
Realization Decisions
Identification
Specification
Realization
SOMA StepDescription
Service and Component Realization Decisions
Architectural decisions about service realization, such as buy, build, and subscribe
Service Specification:: State Management Decisions
State management architectural decisions
Service Specification:: Service Message Specification
Messages that are exchanged between service consumer and service provider
Service Specification:: Service Non-Functional Requirements
Non-functional requirements of the service
Service Specification:: Service Composition
Service Specification:: Flow
Choreography of services to form a composite service
Service Specification:: Service Dependencies
Dependencies between services in the model
Service Specification:: Service Litmus Test
Service Specification:: Exposure Decisions
Decisions of why a given candidate service or group of services was exposed
Domain DecompositionGoal-Service ModelingExisting Asset Analysis
Candidate services organized using a business significant categorization scheme to make evaluation more manageable
Domain DecompositionGoal-Service ModelingExisting Asset Analysis
Candidate services discovered during SOMA service identification activities
Global Business Services
© Copyright IBM Corporation 200847
SOMA 3.1
Identificationof candidate services and
flows, existing assets
Specificationof services to be exposed, flows, and components (for
realization of services)
RealizationCapture realization decisions
(concurrently with first two phases), explore feasibility of
realization scenarios, instantiate SOA Reference
Architecture
ImplementationImplement service
components and services
Deployment Package and provision
Domain Decomposition
SubsystemAnalysis Service
SpecificationMessage & Event
Specification
Component FlowSpecification
Service FlowSpecification
Realization Decisions
Goal-ServiceModeling
Existing AssetAnalysis
Component Specification
InformationSpecification
Solution Template& Pattern
Selection and Instantiation
Detail SOA SolutionReference
Architecture
Technical Feasibility Exploration
Identification
Specification
Realization
Implementation
Deployment (Packaging/Provisioning)
Construction Generation
User AcceptanceTestingUnit Testing Integration Testing
Assembly Integration Build/Assembly
Testing
Governance
GovernanceStartup
Selection of Solution Templates, Method Adoption
Monitoring & Management
Deployment
Close
Arrows signify
incremental iteration
Global Business Services
© Copyright IBM Corporation 200848
Service Litmus Tests (SLTs) Are Gating Criteria Used to Determine If a Candidate Service Should Be Exposed
Service Service Service
Service Service
Service Service Litmus Tests
Universal (out-of-the-box)
1. Business Alignment
2. Composability
3. Externalized Service Description
4. Redundancy Elimination/Reusability
5. Feasibility of Implementation
6. Business Entity based Services (for Information Services only)
Custom
7. Client/Project Defined SLTs
Apply SLTs (Standard and Custom)
Apply Priority, Weight & Calculate Service Rating
for each litmus test
Make exposure decisions
Determine Exposure Scope
Candidate Services
Exposed ServicesExposure Scope
1. Department/Division
2. Line-of- Business
3. Enterprise
4. Eco-system
Global Business Services
© Copyright IBM Corporation 200849
Шаг 3. Внедрение сервисно-ориентированной модели
Global Business Services
© Copyright IBM Corporation 200850
IBM tools to implement different components of SOA
Сервисы развития и оптимизации процессов
Сервисы
разработки
УправлениеИТ
Сервисы инфраструктуры
Сервисы для бизнеса
Пользователи
Бизнес
-окружение
ESB
Сервисы взаимодействияс пользователями
Сервисы управленияпроцессами
Сервисы управленияинформацией
Сервисы взаимодействияс партнёрами
Сервисыбизнес-приложений
Сервисы доступа
Предоставление ИТ-функций иинформации конечным
пользователям
Автоматизация и совместноевыполнение бизнес-процессов
Согласованное управлениеразнотипными данными и
содержанием
Интеграция с внешнимиконтрагентами
Встроенные сервисы дляиспользования в составе
разрабатываемых приложений
Поддержка взаимодействий ссуществующими приложениями
и данными
Управлениеи безопас-
ностьсервисов,
приложенийи ресурсов
Интегриро-ваннаясреда
разработки
Предоставление значимых для бизнеса сервисов
Принятие быстрых решений по развитию и оптимизации на основе оперативных данных одеятельности бизнеса
Управление трафиком, доступностью, утилизацией ресурсов
Единая сервисная шина
Сервисы развития и оптимизации процессов
Сервисы
разработки
УправлениеИТ
Сервисы инфраструктуры
Сервисы для бизнеса
Пользователи
Бизнес
-окружение
ESB
Сервисы взаимодействияс пользователями
Сервисы управленияпроцессами
Сервисы управленияинформацией
Сервисы взаимодействияс партнёрами
Сервисыбизнес-приложений
Сервисы доступа
Предоставление ИТ-функций иинформации конечным
пользователям
Автоматизация и совместноевыполнение бизнес-процессов
Согласованное управлениеразнотипными данными и
содержанием
Интеграция с внешнимиконтрагентами
Встроенные сервисы дляиспользования в составе
разрабатываемых приложений
Поддержка взаимодействий ссуществующими приложениями
и данными
Управлениеи безопас-
ностьсервисов,
приложенийи ресурсов
Интегриро-ваннаясреда
разработки
Предоставление значимых для бизнеса сервисов
Принятие быстрых решений по развитию и оптимизации на основе оперативных данных одеятельности бизнеса
Управление трафиком, доступностью, утилизацией ресурсов
Единая сервисная шина
WebSphere Portal WebSphere Portal
WebSphere ESB WebSphere MQ WebSphereMessage Broker
WebSphere ESB WebSphere MQ WebSphereMessage Broker
WebSphereIntegrated Developer Rational Software Architect
WebSphereIntegrated Developer Rational Software Architect
WebSphereInformation Integrator DB2 Viper
WebSphereInformation Integrator DB2 Viper WebSphere
Process Server
WebSphereProcess Server
WebSphereAdapters
WebSphereAdapters
WebSphereApplication Server CICS
WebSphereApplication Server CICS
WebSphere Partner Gateway
WebSphere Partner Gateway
Tivoli OMEGAMON Tivoli Security Tivoli Storage Mgr.
Tivoli OMEGAMON Tivoli Security Tivoli Storage Mgr.
WebSphere Business Modeler WebSphere Business Monitor
WebSphere Business Modeler WebSphere Business Monitor
zAAP, zIIP, IFL LPAR, Sysplex, zVM IRD, WLM CBU, CoD On/Off
zAAP, zIIP, IFL LPAR, Sysplex, zVM IRD, WLM CBU, CoD On/Off
WebSphereBusiness Service Fabric
WebSphereBusiness Service Fabric
Сервисы развития и оптимизации процессов
Сервисы
разработки
УправлениеИТ
Сервисы инфраструктуры
Сервисы для бизнеса
Пользователи
Бизнес
-окружение
ESB
Сервисы взаимодействияс пользователями
Сервисы управленияпроцессами
Сервисы управленияинформацией
Сервисы взаимодействияс партнёрами
Сервисыбизнес-приложений
Сервисы доступа
Предоставление ИТ-функций иинформации конечным
пользователям
Автоматизация и совместноевыполнение бизнес-процессов
Согласованное управлениеразнотипными данными и
содержанием
Интеграция с внешнимиконтрагентами
Встроенные сервисы дляиспользования в составе
разрабатываемых приложений
Поддержка взаимодействий ссуществующими приложениями
и данными
Управлениеи безопас-
ностьсервисов,
приложенийи ресурсов
Интегриро-ваннаясреда
разработки
Предоставление значимых для бизнеса сервисов
Принятие быстрых решений по развитию и оптимизации на основе оперативных данных одеятельности бизнеса
Управление трафиком, доступностью, утилизацией ресурсов
Единая сервисная шина
Сервисы развития и оптимизации процессов
Сервисы
разработки
УправлениеИТ
Сервисы инфраструктуры
Сервисы для бизнеса
Пользователи
Бизнес
-окружение
ESB
Сервисы взаимодействияс пользователями
Сервисы управленияпроцессами
Сервисы управленияинформацией
Сервисы взаимодействияс партнёрами
Сервисыбизнес-приложений
Сервисы доступа
Предоставление ИТ-функций иинформации конечным
пользователям
Автоматизация и совместноевыполнение бизнес-процессов
Согласованное управлениеразнотипными данными и
содержанием
Интеграция с внешнимиконтрагентами
Встроенные сервисы дляиспользования в составе
разрабатываемых приложений
Поддержка взаимодействий ссуществующими приложениями
и данными
Управлениеи безопас-
ностьсервисов,
приложенийи ресурсов
Интегриро-ваннаясреда
разработки
Предоставление значимых для бизнеса сервисов
Принятие быстрых решений по развитию и оптимизации на основе оперативных данных одеятельности бизнеса
Управление трафиком, доступностью, утилизацией ресурсов
Единая сервисная шина
WebSphere Portal WebSphere Portal
WebSphere ESB WebSphere MQ WebSphereMessage Broker
WebSphere ESB WebSphere MQ WebSphereMessage Broker
WebSphereIntegrated Developer Rational Software Architect
WebSphereIntegrated Developer Rational Software Architect
WebSphereInformation Integrator DB2 Viper
WebSphereInformation Integrator DB2 Viper WebSphere
Process Server
WebSphereProcess Server
WebSphereAdapters
WebSphereAdapters
WebSphereApplication Server CICS
WebSphereApplication Server CICS
WebSphere Partner Gateway
WebSphere Partner Gateway
Tivoli OMEGAMON Tivoli Security Tivoli Storage Mgr.
Tivoli OMEGAMON Tivoli Security Tivoli Storage Mgr.
WebSphere Business Modeler WebSphere Business Monitor
WebSphere Business Modeler WebSphere Business Monitor
zAAP, zIIP, IFL LPAR, Sysplex, zVM IRD, WLM CBU, CoD On/Off
zAAP, zIIP, IFL LPAR, Sysplex, zVM IRD, WLM CBU, CoD On/Off
WebSphereBusiness Service Fabric
WebSphereBusiness Service Fabric
Global Business Services
© Copyright IBM Corporation 200851
Управление сервисно-ориентированной архитектурой
Global Business Services
© Copyright IBM Corporation 200852
How to handle the impact of change? – Governance
Funding
Service Domains
Categorization of Services
Roles and responsibilities
Ser
vice
s O
wne
rshi
p an
d
Dom
ains
Service Oriented Development Lifecycle
Operational Lifecycle
Managem
ent
Service management
SLA
Capacity and Performance
Security
Monitoring
Identification and Maturity of Services
Service Assembly and Deployment
Change Management
Governance
Global Business Services
© Copyright IBM Corporation 200853
Governance Is Key to Success in SOA
Define the Governance Approach Define and modify governance processes Design policies and enforcement mechanisms Identify success factors and metrics Identify owners and funding model Charter and refine SOA Center of Excellence Design governance IT infrastructure
Monitor and Manage the Governance Processes Monitor compliance with policies Monitor compliance with governance
arrangements Monitor IT effectiveness metrics
Enable the Governance Model Incrementally Deploy governance mechanisms Deploy governance IT infrastructure Educate and deploy on expected
behaviors and practices Deploy policies
Plan the Governance Need Document and validate business strategy
for SOA and IT Assess current IT and SOA capabilities Define and refine SOA vision and strategy Review current governance
capabilities and arrangements Lay out governance plan
Global Business Services
© Copyright IBM Corporation 200854
Трансформация на сервисно-ориентированную платформу
Global Business Services
© Copyright IBM Corporation 200855
SOA Transformation Process
SingleWeb Services
SmallCollections
Distributed
Federated
1-3 Services
5-10 Services
10-50 Services
50+ Services
Beginning
After a few projects
Considerable transformation
Desired state
Experimental
First Deployments
Watershed Years
Maturing Systems
What is it? Does it work (PoC)? Interoperability tests
Reuse Standards adoption ROI more apparent
Refinement of processes ROI increases
SOA Ecosystem Dynamic Services
Management Issues
Basic security Basic monitoring
SLM Error handling ESB, security
Discovery Lifecycle management & versioning Service orchestration
Cooperative management Information sharing
Wh
at’s
Go
ing
On
Arc
hit
ectu
re
Global Business Services
© Copyright IBM Corporation 200856
IBM Has a Series of SOA Offerings
Offering Name Focus
SOA StrategySOA StrategyHelps C-level executives lay out a business blueprint, complete with SOA
strategy, architecture, and governance roadmap to guide transformation to a service-oriented organization using component-based business models
Helps C-level executives lay out a business blueprint, complete with SOA strategy, architecture, and governance roadmap to guide transformation to a
service-oriented organization using component-based business models
SOA DiagnosticSOA DiagnosticHelps an organization assess its current state in service orientation,
integration, and business process management to evaluate how it is doing and make recommendations for corrective action, if warranted
Helps an organization assess its current state in service orientation, integration, and business process management to evaluate how it is doing
and make recommendations for corrective action, if warranted
SOA Implementation Planning
SOA Implementation Planning
Helps a line of business develop a robust implementation plan that includes a high-level solution architecture review and the definition of scope in terms
of process, service, and governance to successfully realize an SOA solution
Helps a line of business develop a robust implementation plan that includes a high-level solution architecture review and the definition of scope in terms
of process, service, and governance to successfully realize an SOA solution
Business Process Management (BPM)
Enabled by SOA
Business Process Management (BPM)
Enabled by SOA
Helps businesses plan, design, model, simulate, measure, and optimize core processes across the organization to achieve maximum operational
effectiveness in an SOA environment
Helps businesses plan, design, model, simulate, measure, and optimize core processes across the organization to achieve maximum operational
effectiveness in an SOA environment
SOA Design, Development, and
Integration Services
SOA Design, Development, and
Integration Services
Helps an organization design, build, and integrate the targeted SOA application and infrastructure
Helps an organization design, build, and integrate the targeted SOA application and infrastructure
SOA Management Services
SOA Management Services
Helps an organization establish the management framework and supporting infrastructure to sustain the SOA environment, helping to
ensure ongoing value and benefits realization
Helps an organization establish the management framework and supporting infrastructure to sustain the SOA environment, helping to
ensure ongoing value and benefits realization
Global Business Services
© Copyright IBM Corporation 200857
Real Life Scenarios
Flawed pilot
The IT department wants to run a pilot or demonstrator project but there is no compelling business problem that needs to be solved so the business is not all that interested.
Badge engineering
Your project involves integrating with an application that has a Web Services API, and somewhere along the way the whole project got badged as SOA.
Sum of the parts
The client's policies and standards specify SOA technologies. Your project is tasked to deliver a specific new point-to-point interface and there is pressure to "keep it simple."
SOA by stealth
Your client Technical Design Authority wants you to implement to an SOA architecture but the business is not engaged and the extra infrastructure costs are threatening the business case.
IBM versus non-IBM
The client "gets" SOA and has run a successful pilot with its existing technology stack, including several key non-IBM components, but our account team wants to bid an all IBM stack for this project.
Global Business Services
© Copyright IBM Corporation 200858
When NOT to use SOA ...
Within a homogeneous IT environment When true real-time performance is critical To provide flexibility where none is needed When tight-coupling is a bonus If the organization is not ready for it
Adapted from "When Not to Use an SOA", Jason Bloomberg http://www.zapthink.com/report.html?id=ZAPFLASH-02162004