Service Oriented Modelling Hatay Tuna Solutions Architect Microsoft.

Service Oriented Modelling

Hatay TunaSolutions Architect

Microsoft

THE FISH – HATAY TUNAHead in the Cloud, Foot in the Mud

THE AGENDAWhat to expect, what NOT to

• What is Service Oriented Modelling– Also What is Microsoft Service Business Architecture

• The Jargon– Concepts behind SOM

• The Journey– Method and Practices

• The Demo– Visual Studio and DSLs – Cool stuff?

• The End– What’s next

What to expect

SERVICE ORIENTED MODELLINGFirst things first

• Capability composed of methods and tools to enable incremental, repeatable, consistent and accountable service orientation within the enterprise or in the cloud based business architecture, service orientation software factory principals with focus on business value and alignment between business and IT architecture...

What is SOM

• SOM is built on Microsoft Services Business Architecture (MSBA)

• SOM is a Method supported by familiar Tools

• SOM is optimised for– Service Orientation, – Business Process Automation – And Optimisation

What is SOM

MICROSOFT SERVICE BUSINESS ARCHITECTURE

Introduction to Business Architecture

• Focus– Focus on “doing the right things” - what– Then “doing them right” - how

• Context and Prioritisation– Provides structure to focus on “doing the right things” within the

implementation– Logical, rational, and defensible

• Optimisation– Services Orientation– Process Automation and Optimisation – Increased Productivity about “doing things right”

Why Business Architecture

MSBA• Method to Decompose and Assess

Capabilities

• MSBA methodology delivers– Business Architecture– How and Where to Start with SOA– Business Case and Justification– Project Recommendations, Context and

Prioritisation– Structure and Focus for SOA Decisions

• Endorsed by the creators of – Six Sigma– Business process reengineering– Zachman

• No need to spend 6–12 months on SOA analysis and paralysis

The Next Revolution in Productivityby Ric Merrifield, Jack Calhoun and Dennis StevensHarvard School of Business, June 2008http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=R0806D

http://harvardbusinessonline.hbsp.harvard.edu/b01/en/common/item_detail.jhtml?id=R0806D

Business Capability• Abstract view of what an individual business

function does

• Relationships to how (process) the business function is achieved and who (organization)

• Properties are used to define the characteristics for both current and future state within the project context

• Stable representation that will survive even if the implementation changes

• Common naming convention is verb and noun sequence, for example:

– Provide Service, Request Resources, Manage Suppliers

• Durability: Centuries

BP 1 - Business Process

BC 1 - Business Capability




Good times... Expecting Change?

Change happens...









BC 3’ - Business Capability


Change WILL happen...






BP 1’ - Business Process


BC 3’ - Business Capability



1. Build a Foundation on Business Capabilities

– Build on STABLE, NOT VOLATILE

– Build your Architecture on WHAT, NOT HOW

– Manage Change: Change One at a Time

2. Compose Business Capabilities with Business Processes

3. Expose Business Capabilities and Processes through Business Services

4. Consume Business Capabilities and Processes through Composite Applications

Looks familiar? Yes, SOM is aligned with Read World SOA too!

Most important slide of all...

THE PHILOSOPHYBoring? NO, Exciting? YES!

THE JARGONNew stuff to think about...

• Business Capability is an abstract view of what an individual business function does...

• Business Capabilities are implemented by Service Components grouped by Business Services...

• A Business Service is an contextual association between Business Capabilities and Service Components...

• A Service Component may be software (Application, Web Service, Database...), hardware (Mobile Phone, Printer, Devices...)

The Jargon

Business Capabilities Business Services Service Components

THE JOURNEYA to B: Vision to Value...

The Journey

1. Discover Business

Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business

Capabilities into Business

Services

5. Define Business Services

6. Design and Model Service Components

7. Transform Service

Components


Business Capabilities are implemented by Business Services composed of Service Components

1. DISCOVER CAPABILITIESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services


6. Design and Model Service

Components


Components


Business Capability Map

• Level 1 Foundational Capabilities– Operational Capabilities– Environmental

Capabilities

• Level 2 Capability Groups

• Level 3+ Business Capabilities

Business Capability Map2000+ Generic Capabilities and Industry Specific Templates

Capital Markets Retail BankingLegal

InsuranceRetailHuman

Resources

Manage IT Services

Professional Services

Context and FocusOperational Capabilities1.0 Develop Product/Service

1.1 Develop New Product/Service Concept and Plans1.2 Design New Product/Service and Processes1.3 Develop New Products & Services1.4 Launch Products & Services

1.5 Manage Existing Products & Services (Products & Services Lifecycle Mgmt)

1.6 Existing Product/Service Withdrawl

2.0 Generate Demand (CRM)2.1 Partnership Relationship Management2.2 Marketing

2.3 Sales

3.0 Deliver Products and Services (SCM)

3.1 Provide Service

3.2 Advanced Planning

3.3 Procurement

3.4 Produce Product

3.5 Logistics

3.6 Business Intelligence

4.0 Plan and Manage Enterprise (ERP)

4.1 Complete Strategic Planning

4.2 Manage Capital

4.3 Manage Corporate Values

4.1 Financial Management

4.2 Project Management

4.3 Human Resources

4.4 Manage Compliance & Risk

4.5 Manage IT Services

5.0 Collaboration Management

5.1 Strategic Collaboration

5.2 Planning Collaboration

5.3 Operational Collaboration

4.5 Manage IT Services

4.5.1 Align IT with the Business

4.5.2 Maintain Enterprise Architecture

4.8.3 Manage IT Organization

4.5.4 Access and Delivery

4.8.5 Manage Information And Transactions

4.5.6 Core: Utility Infrastrcuture and Security

4.8.7 Manage Communication and Collaboration Services

4.8.8 Consolidate and Integrate Data and Workflow

4.8.9 Manage IT Operations

4.5.10 Manage Vendors

4.8.9 Manage IT Operations

4.8.9.1 Manage User Support

4.5.9.1.1 Manage Service Desk

4.5.9.1.2 Manage Incidents

4.5.9.1.3 Manage Problems

4.5.9.1.4 Desk Side Assistance

4.8.9.2 Control IT Operations

4.5.9.2.1 Monitor & Control Service

4.5.9.2.2 Manage Notifications and Alerts

4.8.9.3 Administer IT Operations

4.8.9.3.1 Administer Deployment

4.8.9.3.2 Manage Capacity

4.8.9.3.3 Manage Availability

4.8.9.3.4 Manage Service Continuity

4.8.9.3.5 Manage Software Updates / Patches

This methodology provides a rapid process to decompose capabilities to granular levels.

4.5.7.1.2.1. Incident communication

4.5.7.1.2.2. Incident control

4.5.7.1.2.3. Incident origin determination

4.5.7.1.2.4. Incident recording

4.5.7.1.2.5. Incident alerting

4.5.7.1.2.6. Incident diagnosis

4.5.7.1.2.7. Incident classification

4.5.7.1.2.8. Incident investigation

4.5.7.1.2.9. Incident support

4.5.7.1.2.10. Incident resolution

4.5.7.1.2.11. Incident recovery

4.5.7.1.2.12. Incident closure

4.5.7.1.2.13. Incident information management

MSBA Analytical Model

2. ASSESS CAPABILITIESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Capture Properties– 180+ attributes to choose from– Inputs, Outputs, Exceptions, Service Level Expectations...

• Then Assess– Business Value Contribution– Performance– Maturity– Compliance and Regulations– Interconnectedness

Capability Assessment

PurposeOwnerSourcingAffiliationLocationTypeDifferentiatingProcess ReuseSourceVersionCustomerCustomer OfProcess(es) that use the CapabilityDependency Capability(ies)Collaborative Capability(ies)Number of DependenciesNumber of Dependent CapabilitiesNumber of Collaborative InteractionsCustomer SatisfactionSLA/SLE Details

Positive Variance Escalation ContactPositive Variance Notification ThresholdNegative Variance Escalation ContactNegative Variance Notification ThresholdSuccession PlanSchedule DependencyAgreement/Contract BasedAgreements/Contract DetailsPast PerformanceDesired PerformanceBest Practice ComparisonVariabilityVolatilityHuman InteractionValue AddProcess VarianceExceptionsElectronicInputOutput

Data Used–ReferenceData Used–ResourceData Used–ActivityTriggering/Animating Function(s)Artifact(s)/Document(s) CreatedSecurityFunctional ComplexityInterface ComplexityPassive/ActiveRequest/Response on InputsOffer/Acceptance at the Outset of the

CapabilityTrigger EventSource Capability(ies)ContentFilterRoleRole QuantitySizeVerticalTraditionally OutsourcedRegulation-drivenGeneral

A lot to choose from...

3. MODEL CAPABILITIESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Interactions and Relationships between capabilities– Capabilities can trigger, support or control other

Capabilities

• Capability Models help you understand and validate Business Processes...

Capability Models

Business Capability Model

Business Capability Model










4. QUALIFY CAPABILITIES INTO SERVICES

Service Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Qualification is the process of logically grouping implementation of one or more Business Capabilities into Business Services

• Criteria are based on context and nature of the capabilities, there is NO single criteria that fit all but there are key questions and attributes:

– Volatility, Outsourcing, Coupling, Shared Implementation Number for Time Performed, Success Metrics, Number of Consumers, Number of Dependencies...

Qualification

5. DEFINE SERVICESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Service Definition is the process of capturing characteristics and behaviour of the Business Service

• Think requirements analysis, scenarios, requirements specifications, use-cases, service levels, non-functional requirements etc.

Service Definition

6. MODEL SERVICESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Service Modelling is the process of defining interactions between Service Components...

• Interactions may represents scenarios, use-cases...

• Think Workflows, Sequence Diagrams...

Service Models

7. TRANSFORM SERVICESService Oriented Modelling


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


• Transformation is the process of generating partially or fully complete technology models– Code, document, configuration, test...

• WCF Contracts, Workflows, HTML Documentation, Class Libraries etc.

• Transforming Models in SOM is 100% customisable and extensible to enable consistent and predictable results for specific needs– XML/XSLT– LINQ– Text Templates– SOM API

Transformation

THE DEMOPractical Implementation of SOM in Visual Studio using DSLs

THE END?Summary


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services



Components


Components


1. Build a Foundation on Business Capabilities

– Build on STABLE, NOT VOLATILE

– Build your Architecture on WHAT, NOT HOW

– Manage Change: Change One at a Time

2. Compose Business Capabilities with Business Processes

3. Expose Business Capabilities and Processes through Business Services

4. Consume Business Capabilities and Processes through Composite Applications

Looks familiar? Yes, SOM is aligned with Read World SOA!

Remember?

• Focus on Business Value and Alignment– Top-Down approach for Business Value– Bottom-up approach for Alignment with IT– Enterprise Architecture = (Enterprise) x (Business Architecture + IT Architecture)

• Capability Model -> Service Model -> Technology Model

• Optimised for S + S– Accountable Service Orientation in the Enterprise and in the Cloud– Practical, Incremental, Repeatable delivery for Consistent and Predictable Solutions

• Rich and Extensible– Familiar Microsoft Office and Visual Studio– Industry, Business and Scenario specific Modelling– Flexible Transformation to Technology Models

Value Pillars

The Technologies


Capabilities

2. Assess Business

Capabilities

3. Model Business

Capabilities

4. Qualify Business


Services


6. Design and Model Service Components


Components

• SOA is the Journey, NOT the END– SOM fills a BIG GAP by

• Proven Methods and Familiar tools to tackle SOA• Focus on Business Value• Alignment between Business and IT Architecture

• SOM is already Released!– SOM and MSBA are delivered through Microsoft Services– SOM toolset is customisable and extensible for your needs

• “oslo” will be the platform of choice to perform SOM

• Get in Touch– Talk to your Microsoft representative, ask about SOM– Contact me– Watch Channel 9 Interview on SOM– Start drawing some “Boxes and Lines” tomorrow!

• Don’t miss– “Oslo” - Microsoft's Vision for the Future of Modelling By Robert Hogg

Summary

THE GOODBYEHave a nice day and don’t forget to check-out other great sessions...

Service Oriented Modelling Hatay Tuna Solutions Architect Microsoft.

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